Change Management Shannon Goralski MGT/311 May 26, 2014 Marcia Ridley The following is going to discuss Riordan Manufacturing’s decision to make a change to the company’s customer management system. The company does not currently have any formal system for managing their customer information and has traditionally left this up to individual employees. This new system will require all employees to use one customer management system. In our report we are going to discuss the following;
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measures of progress... * GO/NO-GO decision making... * Communication... * Management commitment... * Slipping schedule... * Problems in implementation of developed process technology... * Developed process technology project problems * Resistance to change... * Logistics... * Inadequate resources... * Lack of appropriate measures of progress... * Communications... * Preoccupied with existing operations... * Slipping
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PROJECT RISK MANAGEMENT(PM 595) CASE STUDY-WEEK5 FACULTY-PROFESSOR KARL HOGQUIST DATE- 8APRIL2011 SUBMITTED BY HARKIRAN SINGH D03574960 "An important manifestation of effective risk management is getting a handle on the scope, volatilities, and severities of
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Project Management Institute A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® Guide)—Fourth Edition 30, 0HPEHU &RS\ ² 1RW IRU 5HSURGXFWLRQ RU 'LVWULEXWLRQ An American National Standard ANSI/PMI 99-001-2008 ISBN: 978-1-933890-51-7 Published by: Project Management Institute, Inc. 14 Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA. Phone: +610-356-4600 Fax: +610-356-4647 E-mail: customercare@pmi.org Internet: www.pmi.org ©2008 Project Management Institute, Inc.
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Employee Portfolio Management Plan You are a manager of three employees at Riordan Manufacturing. You recently had these employees take a series of self-assessments to aid you in managing them. Now that you have these assessments, you are now tasked with creating an Employee Portfolio for each of the employees to help guide you in developing ways to best manage them. Resources: Results of Self-Assessments, University of Phoenix Material: Employee Portfolio Management Plan Complete the Employee
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HULT International Business School EMBA Carlo Giorgis HULT International Business School Executive MBA CHANGE MANAGEMENT The reorganization of the Group Internal Audit Department FINAL assignment: Carlo Giorgis Change Management 1 HULT International Business School EMBA Carlo Giorgis EXECUTIVE SUMMARY UniCredit is one of the largest European financial groups, operating in 22 European countries with around 160.000 employees worldwide and 9.500 branches. In 2005, following
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Improving a Change Reina Stewart HR587 Managing Organizational Change December 12, 2011 Executive Summary The name of the organization is Auto Club Group (AAA Michigan). ACG is an insurance company that has members in six states, MI, WI, IL, MN/IA. The members have insurance with AAA for auto, home, and/or life. The company also offers travel, membership and roadside assistance. The company has three call centers, Dearborn, MI; Grand Rapids, MI; and Omaha, NE. The call centers handle all the
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Project Management Methodology Guidelines Project Management Methodology & Step-by-Step Guide to Managing Successful Projects Project Management Methodology Guidebook Table of Contents Table of Contents 1. Project Management Overview ............................................................................1 1.1. Background ..................................................................................................1 1.2. An Overview of the Project Management Philosophy and Mission
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CAREER EXPLORATION PROGRAM (PROJECT FIGARO) PROJECT PLAN APRIL 2015 Document versions and key changes: Version | Issue Date | Key Changes | Author | 2.0 | April 25, 2015 | Updated WBSUpdated PERT/CPMUpdated Organizational Chard | Monitoring & Control Committee | Approved by: Version | Name | Function | Signature/Email | 2.0 | Sorono, Terence | Project Sponsor | | TABLE OF CONTENTS Executive Summary of Project 1. Project Title 2. Introduction 3. Background
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the Customer Service Improvement Initiative: 1. Restructuring the Customer Service Centre to deliver an 80% first Point of Contact Resolution Rate (it is estimated that this will reduce complaint calls by 75%) 2. Introducing a Workforce Management Plan that identifies and rewards talent 3. Installation of a new Database across all of Council that will house all constituent and business details, customer call histories, a knowledge base with information and FAQs, and performance reports (this
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