Strategy fails when companies fail to link and align operations, programs and projects to the end state specified in their strategy. Operational Planning is the key to success, and the Operational Planning Team is the company's coordinating and directing team
PMO for Supply Chain - Setting Up a Project Mangement Office for Non-ITChief Innovation
Built this top level structure for a client, am hashing out details, so only a few pages so far. I may add to it, not sure yet, but wanted to build something since most PMOs are IT focused, I wanted one that wasn't.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
The document describes an integration playbook consulting firm that helps companies with mergers, acquisitions, and separations by developing customized integration playbooks and providing other services. It outlines the firm's expertise, thought leadership publications, credentials from over 230 projects, principles for developing effective playbooks, typical playbook contents and development approach, and examples of common playbook tools and templates. The playbooks are designed to strategically align integrations, be adaptable, consistent, simple, facilitate knowledge transfer and flexibility across different M&A scenarios.
The document discusses benefit realisation management (BRM) and how it can be used in projects. It describes how to build benefit maps by identifying objectives, supporting benefits, and activities that deliver benefits. Benefit maps can then be used for stakeholder analysis, risk identification, building business cases, prioritization, and developing product catalogues. Prioritization techniques include a simpler approach of assessing which activities enable the most benefits, and a more complex weighted scoring approach. The document provides examples of each technique.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
PMO for Supply Chain - Setting Up a Project Mangement Office for Non-ITChief Innovation
Built this top level structure for a client, am hashing out details, so only a few pages so far. I may add to it, not sure yet, but wanted to build something since most PMOs are IT focused, I wanted one that wasn't.
Benefit Management; How to fill multi gaps with only one bridge?Imad Alsadeq
It was my pleasure delivering this presentation in an online webinar in cooperation with PMIAGC and Madinah Institute (mile).
Presentation description:
Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.
This webinar discussed different phenomena and roots of these challenges, it also presented how to fill different gaps between management lines by utilizing benefit management concepts and practices based on PMI Standard for Program Management.
By what mentioned in this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.
Main learning objectives:
1- Understand Benefit Management.
2- Recognize some Management practice gaps.
3- Utilize Benefit Management across the Organization.
The document describes an integration playbook consulting firm that helps companies with mergers, acquisitions, and separations by developing customized integration playbooks and providing other services. It outlines the firm's expertise, thought leadership publications, credentials from over 230 projects, principles for developing effective playbooks, typical playbook contents and development approach, and examples of common playbook tools and templates. The playbooks are designed to strategically align integrations, be adaptable, consistent, simple, facilitate knowledge transfer and flexibility across different M&A scenarios.
The document discusses benefit realisation management (BRM) and how it can be used in projects. It describes how to build benefit maps by identifying objectives, supporting benefits, and activities that deliver benefits. Benefit maps can then be used for stakeholder analysis, risk identification, building business cases, prioritization, and developing product catalogues. Prioritization techniques include a simpler approach of assessing which activities enable the most benefits, and a more complex weighted scoring approach. The document provides examples of each technique.
An Introduction to Benefits Realization ManagementCraig Letavec
This presentation provides a practical overview of benefits realization management with a specific focus on practical steps to begin implementing benefits realization management as a business function.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
This document discusses benefits realization and putting strategy into action. It provides examples of how to formulate effective business cases by including controls and measures. Benefits should be set up to be tracked by understanding the benefits being purchased, not just the solution, and ensuring governance approval gates have consequences. A template is shown that was used successfully to plan benefits realization by embedding tracking of benefits into the project lifecycle from business case to operational reviews. The key messages are to be clear on the benefits purchased rather than just the solution, agree how benefits will be tracked, ensure a line of sight from strategy to benefits realization, spend time defining usage scenarios, and hold people accountable for realizing stated benefits.
Project Benefits Realisation General Presentation 7 Actions G ByattGareth Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
Large IT projects often fail to deliver expected returns due to organizational barriers that prevent business process changes needed to realize benefits. A comprehensive assessment should evaluate organizational structure, metrics, culture and processes to identify barriers. Improvement projects targeting these issues can help organizations escape the "valley of despair" where benefits are not achieved. Continuous management is required to drive performance using the insights from the assessment.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This document provides an overview of a corporate restructuring and financial advisory firm. It offers services related to restructuring, turnaround management, bankruptcy, and financial advisory work for both debtors and creditors. The firm has over 30 consultants with expertise in areas such as valuation, forensic accounting, and corporate restructuring. It has experience advising companies in various industries and situations including bankruptcy, out-of-court restructurings, and mergers/acquisitions. Biographies of the managing director and restructuring team are also provided with details of their experience.
5 Steps That Will Make Your Program Management Rock
1. Automate your program tracking
2. Track all programs - big and small
3. Give immediate feedback
4. Provide self-service access
5. Partner with an expert
Follow this simple SlideShare as it guides you through a conversation around the benefits of automating your program management process.
Introducing Program Advisor: Automated tracking of all programs based on your business rules with easy, self-service access for Sales, Marketing, and Finance.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
The document discusses how to achieve measurable benefits through organizational change projects. It provides an agenda that will validate the importance of achieving project objectives and benefits, discuss how to make benefits more tangible, consider people-side benefits, and discuss the role of change management in achieving benefits. The document then provides two examples of how a consulting firm helped clients achieve benefits through implementing change management strategies during large IT project implementations.
JDP Group LLC is a team of seasoned business professionals who provide consulting services such as leading problem solving initiatives, program/project leadership, business process reengineering, and operational improvement. They have experience across multiple industries and have led initiatives for clients ranging from $15M to $9.5B in revenue. Their engagements have focused on areas such as finance reengineering, cash collection improvement, business restructuring, and operational integration following acquisitions. JDP Group works with clients to develop tailored solutions and achieve measurable results such as cost savings, headcount reductions, and performance metric improvements.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
M&A Integration Best Practices From The Front, What Works and What Doesn’tperegoff
The document discusses best practices for M&A integration from planning stages through post-close operations. It emphasizes the importance of standing up an Integration Management Office to govern the process using work plans, risk mitigation, and change management. The IMO should break the company into value chain teams to drive integration objectives and manage interdependencies along the critical path to completion. Finally, the document examines integration models like status quo, bolt-on, adopt and go, and greenfield that are selected based on each deal's pro forma expectations and goals.
The document discusses integration initiatives that often fail to deliver objectives and how to improve integration success. It introduces The Integration Executive (TIE) company that provides specialized integration management services. TIE aims to improve integration performance and deliver the expected value through an independent program focused on implementing the acquisition benefits. TIE's services include planning, governance, functional alignment, change management, and program management. Fees are based on a day rate or tied to integration results if given appropriate governance over the integration program.
Neural Business refers to a company's decision to mimic brain design and structure rather than the traditional power sharing structure around functional lines. Neural companies organize around distinct processing nodes and spheres designed to handle messages from highly specialized sensors. By organizing around learning, decision making, and recall the company remains adaptive and is capable of maintaining its edge in a rapidly changing world. Is your Organization Neural?
Wheelhouse helps companies continuously improve their processes and systems to achieve optimal efficiency.
According to McKinsey Quarterly 2002, Poor change management results in a 65¢ loss on every $1 spent, whereas, excellent change management results in $43 returned for every $1 invested.
Project Benefits Realisation General Presentation 7 Actions G ByattGareth Byatt
This document outlines a 7-point plan for delivering project benefits and ensuring a focus on benefits throughout the project lifecycle. The plan includes: 1) Identifying the "core need" or objective of the project, 2) Distilling the core need into a simple message, 3) Mapping benefits during planning, 4) Monitoring benefits focus during delivery, 5) Incorporating benefits focus into project reviews, 6) Reviewing the benefits plan on project close, and 7) Delivering the promised benefits after project close by tracking value, surveying stakeholders, and ensuring arrangements are in place to capture new benefits.
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
Benefits realization management - how to do it right - Wovex and Trevor Howes...Wovex Limited
Benefits realization management is important and hard to do it right.
Understand more about areas of importance and expand your ability to be more successful with benefits realization management.
Wovex is software for Value and Benefit Realization Management at https://www.wovex.com/
Large IT projects often fail to deliver expected returns due to organizational barriers that prevent business process changes needed to realize benefits. A comprehensive assessment should evaluate organizational structure, metrics, culture and processes to identify barriers. Improvement projects targeting these issues can help organizations escape the "valley of despair" where benefits are not achieved. Continuous management is required to drive performance using the insights from the assessment.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
This document provides an overview of a corporate restructuring and financial advisory firm. It offers services related to restructuring, turnaround management, bankruptcy, and financial advisory work for both debtors and creditors. The firm has over 30 consultants with expertise in areas such as valuation, forensic accounting, and corporate restructuring. It has experience advising companies in various industries and situations including bankruptcy, out-of-court restructurings, and mergers/acquisitions. Biographies of the managing director and restructuring team are also provided with details of their experience.
5 Steps That Will Make Your Program Management Rock
1. Automate your program tracking
2. Track all programs - big and small
3. Give immediate feedback
4. Provide self-service access
5. Partner with an expert
Follow this simple SlideShare as it guides you through a conversation around the benefits of automating your program management process.
Introducing Program Advisor: Automated tracking of all programs based on your business rules with easy, self-service access for Sales, Marketing, and Finance.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
A business case is an argument, usually documented, that is intended to convince a decision maker to approve some kind of action. The document itself is sometimes referred to as a business case.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
This document summarizes a presentation about getting started with benefits realization for project portfolio management (PPM). It discusses defining types of benefits from projects, programs, and strategies. It also presents a case study of how Johnson Controls tracks over $10,000 improvement projects annually using PPM software to quantify financial benefits. The presentation provides tips for getting organizational buy-in, assigning ownership, and validating benefits to ensure success in benefits realization.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
The document discusses how to achieve measurable benefits through organizational change projects. It provides an agenda that will validate the importance of achieving project objectives and benefits, discuss how to make benefits more tangible, consider people-side benefits, and discuss the role of change management in achieving benefits. The document then provides two examples of how a consulting firm helped clients achieve benefits through implementing change management strategies during large IT project implementations.
JDP Group LLC is a team of seasoned business professionals who provide consulting services such as leading problem solving initiatives, program/project leadership, business process reengineering, and operational improvement. They have experience across multiple industries and have led initiatives for clients ranging from $15M to $9.5B in revenue. Their engagements have focused on areas such as finance reengineering, cash collection improvement, business restructuring, and operational integration following acquisitions. JDP Group works with clients to develop tailored solutions and achieve measurable results such as cost savings, headcount reductions, and performance metric improvements.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
M&A Integration Best Practices From The Front, What Works and What Doesn’tperegoff
The document discusses best practices for M&A integration from planning stages through post-close operations. It emphasizes the importance of standing up an Integration Management Office to govern the process using work plans, risk mitigation, and change management. The IMO should break the company into value chain teams to drive integration objectives and manage interdependencies along the critical path to completion. Finally, the document examines integration models like status quo, bolt-on, adopt and go, and greenfield that are selected based on each deal's pro forma expectations and goals.
The document discusses integration initiatives that often fail to deliver objectives and how to improve integration success. It introduces The Integration Executive (TIE) company that provides specialized integration management services. TIE aims to improve integration performance and deliver the expected value through an independent program focused on implementing the acquisition benefits. TIE's services include planning, governance, functional alignment, change management, and program management. Fees are based on a day rate or tied to integration results if given appropriate governance over the integration program.
Neural Business refers to a company's decision to mimic brain design and structure rather than the traditional power sharing structure around functional lines. Neural companies organize around distinct processing nodes and spheres designed to handle messages from highly specialized sensors. By organizing around learning, decision making, and recall the company remains adaptive and is capable of maintaining its edge in a rapidly changing world. Is your Organization Neural?
Wheelhouse helps companies continuously improve their processes and systems to achieve optimal efficiency.
According to McKinsey Quarterly 2002, Poor change management results in a 65¢ loss on every $1 spent, whereas, excellent change management results in $43 returned for every $1 invested.
Each day dawns with a new digital platform, app, or data provider courting you for your scarce dollars and attention. To be successful at digital content and marketing, publishers and brands must start with a strategy that puts people at the center of their efforts, defining the kind of relationship they will — and won’t — have with their audiences. Technologies will come and go, so we will discuss the components of a modern digital marketing strategy that will have staying power beyond the next bright shiny object.
Wheelhouse provides certified CEOs and experts to support portfolio companies, implements performance modules to improve operations and establish foundations for success, and offers a co-investment opportunity for private equity firms to generate better than average returns faster through Wheelhouse's hands-on approach and aligned incentives.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
The document summarizes an architecture initiative undertaken by Action Research Foundation to transform an organization's IT operating model. The initiative involved applying TOGAF and IT4IT frameworks to architect the next generation service provider organization. Key aspects included establishing an architecture capability, governance processes, and iteratively developing visions and architectures. The delivered solution established function and people management services to improve alignment and establish an innovation ecosystem needed for the target operating model of a customization studio.
The document discusses different models of enterprise architecture and stages of maturity from business silos to optimized core to dynamic venturing. It outlines how enterprise architecture can guide decisions around operating models, technology choices, and outsourcing strategies. The goal is to establish reusable and modular business components that can seamlessly merge with partners' systems for new business ventures.
This document provides an overview of strategic management. It begins by defining strategic management as the set of managerial decisions that determine an organization's long-term performance. It then describes the sequential phases of strategic planning as basic financial planning, forecast-based planning, externally-oriented planning (strategic planning), and strategic management. Finally, it lists some benefits of strategic management as providing a clearer strategic vision, sharper focus, and improved understanding of a rapidly changing environment.
This document discusses the relationship between strategy, business models, and tactics for organizations. It defines strategy as a plan of action to achieve a vision, and strategic thinking as seeking innovation and imagining new futures. Business models refer to how a firm operates and creates value, while strategy is the chosen business model to compete in the market. Tactics are the remaining choices open to a firm within its business model and strategy, such as social media, re-branding, or events. Examples of business models, strategies, and tactics are provided. The conclusion restates that strategy, business models, and tactics are all interconnected parts of the competitive process for organizations.
Advanced Operating Models Research Insights: Life Sciences Commercial OperationsGenpact Ltd
Compliance, cost reduction, and innovation are your CEO’s top concerns. This research examines how technology, process re-engineering, and advanced organizational structures such as shared services, and outsourcing can tackle these challenges by making commercial operations and processes more intelligent.
Conducting Strategic Management Workshop - A Brief GuideWong Yew Yip
This document provides a brief guide on conducting a strategic management workshop. The workshop aims to formulate an organization's new strategic directions for short and long term growth by developing a renewed vision, mission, core values, strategic objectives and projects. It will cover explaining strategy, strategic thinking and the strategic management process. The workshop will deliver a new strategic plan with objectives, projects and an implementation plan to monitor performance and make adjustments. Strategic management involves analyzing the current environment, envisioning the future and executing plans to achieve goals in line with the vision and mission.
The risk management process involves 4 steps:
1) Identify hazards, 2) Assess risks by determining likelihood and consequences, 3) Control risks using the hierarchy of controls to reduce risk to as low as reasonably possible, and 4) Monitor and review control measures. All identified hazards and controls should be documented in a hazard register and reviewed regularly. The overall aim is to protect people, property and the environment by eliminating hazards or minimizing risks.
Developing a Data Strategy -- A Guide For Business Leadersibi
Data is one of our most valuable assets -- yet we rarely understand how to incorporate it into our business plans. This presentation provides an introduction to data strategy for business leaders and points to more resources.
Strategic thinking requires envisioning the future, questioning assumptions, understanding systems and relationships, and adapting to change. It acknowledges that the external environment and needs are constantly shifting. Strategic thinkers generate new ideas by examining alternatives, forecasting trends, and assessing stakeholders' evolving demands. They are opportunistic and focus on moving forward even with incomplete data, continually refining an organization's strategy through feedback and measurement to capitalize on changes.
This document discusses effective strategies for communicating organizational changes to drive behavior change. It begins by noting that 80% of communication efforts are ineffective at driving behavior change. It then advocates for "behavioral communications" that clearly define measures, consequences, tools and rewards to promote specific actions. The document provides templates and checklists for segmenting audiences, defining goals and metrics, and developing multi-channel communication plans to support change initiatives. It emphasizes the need to address how employees will be measured, consequences, tools/support, and incentives to truly change behaviors.
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This document outlines the key aspects of project management which include planning by identifying desired results and setting goals, organizing jobs and resources, leading through encouragement and motivation, and controlling achievement through performance measurement and corrections if needed.
The Balanced Scorecard is a workshop technique used to establish key performance measures for monitoring organizational progress and performance against strategic goals. It involves defining the organization's vision and identifying performance perspectives of financial, customer, internal processes, and learning & growth. Within each perspective, strategic objectives, critical success factors, and measures are determined. An action plan is then created to achieve goals. The process helps create a shared understanding of performance and links strategic planning to operational tasks and metrics.
Put your strategy to work
Helix is a collaborative goal management software. It helps your organization communicate what is delivered and by whom, to ensure you successfully meet your upcoming targets. It enables you to work in a unique cross organizational and cross project-portfolio approach.
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The document discusses the importance of portfolio management in achieving organizational success. It notes that effective portfolio management provides strategic alignment, balance across projects, risk management, aligned capabilities, and capacity for change. This allows organizations to complete more projects on time and on budget, realize benefits from initiatives, and make better business decisions. Research cited shows that organizations with higher portfolio management capability outperform peers in share price growth and meeting goals. Industries differ in their maturity of portfolio processes, with some demonstrating good practices around sponsorship, strategy linkage, and integrated people, process and technology.
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This document summarizes key concepts in engineering management and planning including:
- The planning process which involves recognizing problems/opportunities, evaluating alternatives, making decisions, and reviewing effectiveness
- Setting objectives which are the foundation for planning including core values, purpose, mission, and specific goals
- Using management by objectives (MBO) to translate organizational goals into subordinate objectives
- Forecasting methods for sales and technology including jury of executive opinion, sales force composite, and user expectations
- Types of decisions managers make including routine decisions involving standard procedures and non-routine decisions dealing with unstructured situations and ambiguity
i have my paper done already but i need someone.docxwrite4
1) The document provides guidelines for a capstone project consisting of a business implementation plan and audiovisual presentation.
2) The business implementation plan must include an executive summary, justification, implementation plan, financial analysis, discussion of key personnel and company, and assumptions/contingency planning.
3) The audiovisual presentation will allow the student to pitch their business concept to potential investors or executives and convince them to support the idea.
Strategic planning best practices checklist - Carlos Raúl Castro - SC&S Consu...Carlos Raul Castro
The document outlines best practices for strategic planning. It discusses conducting the planning process off-site to allow disengagement from daily operations. The process includes generating ideas, identifying past successes and failures, setting long-term goals and strategies, and creating specific action steps. It also recommends developing a clear mission statement that customers and employees can understand and remember, and conducting a SWOT analysis using a variety of perspectives. Finally, it provides tips for implementing the plan such as developing a "stump speech", enlisting champions, avoiding common mistakes, and monitoring ongoing progress.
This document outlines an integrated business planning process presented by Charles P. Sitkin. It discusses the evolution of management concerns and strategic planning. The key components of the planning process include developing a mission statement, strategic excellence positions, goals, objectives, action plans, operational plans, budgets, and results management. The process aims to integrate strategic planning with operational planning and performance management to ensure the organization achieves its strategic goals.
This presentation provides an introduction to strategic management. It discusses the nature and value of strategic management, including defining it as the set of decisions and actions to formulate and implement plans to achieve company objectives. It also outlines the strategic management process, including developing a mission statement, performing internal and external assessments, establishing objectives and strategies, and evaluating performance. Finally, it discusses the importance of having a clear mission statement and the difference between a mission statement and vision statement.
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The document discusses various types of business plans including strategic plans, tactical plans, operational plans, and other types of plans. A strategic plan focuses on high-level goals and defines actions to achieve those goals. Tactical plans help execute strategic plans and cover shorter time periods. Operational plans define how strategic and tactical plans will be implemented through engagement of resources and management of risks and sustainability. Other plan types include single-use plans for one-time objectives and standing plans that provide ongoing guidance.
The document discusses best practices for engaging pricing consultants to achieve mutually successful project outcomes. It provides examples of pricing consulting projects, outlines factors for success like clear roles and senior management support, and shares insights from a practitioner survey. The survey found regular progress reporting and a pre-determined implementation plan were critical, while ownership and follow-through by the client were also important.
This document discusses tools and techniques for managing federal awards when projects are experiencing chaos and urgency. It introduces methods for determining true urgency, prioritizing requests through triage, and creating systems and processes to streamline project management. Regulatory options from the Uniform Guidance like fixed amount awards and the 10% de minimis rate for indirect costs are presented as tools to help with managing overwhelmed projects. Inspired by action movie heroes, different leadership styles are linked to resolving issues using grant management strategies, like applying expertise (Liam Neeson model) or strategy and teamwork (Vin Diesel model).
MBA 705 Final Project Guidelines and Rubric Overview .docxalfredacavx97
MBA 705 Final Project Guidelines and Rubric
Overview
For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have been
developing throughout your MBA coursework. You will be assessed through two artifacts. The first will be a business implementation plan, detailing the concept
and proposed implementation for potential investors or senior managers. The second artifact will be an audiovisual presentation designed to pitch the concept
(including implementation) to the same audience.
To effectively respond to the demands of a rapidly evolving business environment, today’s business managers need to possess a solid grounding in the theory,
best practices, and approaches that drive internal decision-making as well as the various external factors that can impact business choices. Perhaps no function
encompasses as many of these critical skills as ushering a new business idea, product, or service from initial conception to implementation. Throughout your
MBA coursework, you have been working to develop a business concept (product, service, or idea), considering the different elements that impact decision
making and creating a business plan for moving the concept forward successfully. As the final step in your journey toward your Master of Business Administration
degree, your capstone will bring all that work to the doorstep of implementation through the creation of a business implementation plan and an audiovisual
presentation designed to present the idea to potential investors or senior managers. You will integrate the knowledge and skills you have developed in previous
coursework and over the duration of the term with the goal of having a “ready to launch” project that you can present to an employer or potential financial
backer moving forward.
The capstone project is composed of two components. The first is a business implementation plan detailing your concept and its proposed implementation for
potential investors or senior managers. This plan should show potential supporters that you have done your homework and assure them that you have covered
all the details necessary to ensure that their money and/or time will be well invested. The second component, an audiovisual presentation (such as a webcam
recording or PowerPoint presentation with audio), will allow you to design and practice your “pitch.” In it, you will briefly present the key features of your
concept (including implementation) with an eye toward convincing busy business executives and potential investors to support your idea. Because many MBA
programs end with the creation of a business plan, your ability to take the next step in planning for implementation will give you an important advantage both in
gaining support for your project and in showcasing your ability to think through all phases of a project.
Evaluation of Capstone
This capstone will be assessed somewhat .
The document discusses My Single Point, an enterprise strategy execution software. It describes My Single Point's Performance Management pillar, which enables clear definition and adoption of corporate goals and activities across an organization through relevant key performance indicators. The Performance Management pillar integrates accountability and transparency by adding strategic goals to daily work plans. It also discusses My Single Point's four simple steps to ensure strategy execution: 1) define the strategic plan, 2) break it down into measurable KPIs, 3) define monitoring frequency and targets, and 4) manage corrective actions. My Single Point provides end-to-end control of strategic execution through its five pillars.
The Ultimate Team Building Pack 2 contains tools to help teams work more effectively and improve performance. The Balanced Scorecard tool establishes key performance indicators to monitor progress against strategic goals. It provides a balanced approach to measuring organizational success financially and non-financially. Developing a scorecard creates shared understanding and links strategy to actions. The process of creating it can be as valuable as the scorecard itself.
This document provides an overview of using agile concepts for organizational transformation in the digital age. It discusses foundational topics like defining an organization and typical organizational structures. It then covers developing business-level strategy, including analyzing an organization's value proposition, business model, and competitive advantages. The document also discusses strategy development processes like mission and vision statements. Finally, it touches on strategy execution methods like agile delivery approaches, minimum viable products, and development roadmaps.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
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1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
10 steps to bridge the execution gap
1. Adapted from Whiskey and Decisions
All rights Reserved: Distribution and modification is permitted with credit
Turn Strategy into Actionable Results
2. Michael A. “Lucky” LaChance
I am a "high-intensity" planner and operator who builds bridges across the planning execution gap.
I have 28 years of Operational Planning experience from the smallest units of the
military to some of America’s finest corporations and everything in between.
I hope you enjoy this primer. Feel free to use any of the material in your own efforts. I
have a much more detailed treatment of this material at:
Whiskey and Decisions
I freely volunteer my skills and experience via teleconference to anyone or company
who might be struggling with optimizing their plans.
Cell: 615.509.0749
www.linkedin.com/in/luckylachance/
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
3. • Most companies that struggle to realize their strategy suffer
from the same patterns:
•
•
•
•
Solid strategy
Good People
Well trained experts
Solid technology
AND Most importantly
• POOR OPERATIONAL PLANNING PRACTICES!
• I offer these steps and methods based on years of observation
and
•
•
•
•
•
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
practice in multiple environments and organizations;
practice in peaceful and turbulence times;
practice in winning and losing times;
practice with skilled and unskilled planners;
practice, practice and more practice
• It isn’t difficult but it requires discipline and PRACTICE
• Feel free to use the material as you or your company wishes
and please do me the honor of forwarding this on to your
friends and co-workers.
• If you modify this, which I encourage, I ask that you place your
name on it and make it your own and provide me with the
appropriate referential credit.
4. Operations : A process or series of acts involved in a particular form of work with the intent to
generate profit.
Operational Planning : The process of organizing, aligning, and synchronizing subordinate unit
organizations, programs, projects, actions and people to the strategy with actionable tasks,
purposes and measureable outcomes
Functional Area of Operation : A finite subset of similar operational activities (e.g. Accounting,
Legal, Project Management, IT)
Business Unit: A formally organized group of assigned people with an assigned leader, mission,
and responsibilities to the larger company. most typically aligned with a functional area.
However, business units could (and should) be organized around tasks, projects, programs or
any other necessary means
Task Organization or Task Organized : An “ad hoc” group of personnel organized and
authorized by the company with a designated Leader, assigned to a temporary group such as
Projects or Programs with finite or special missions.
Subordinate Unit : Any organizational unit hierarchically assigned to a parent unit where
Mission : Simply put the Primary Task and Purpose of any organization– formal or ad hoc.
Mission Alignment : The symbiotic relationship and effects of one unit’s or person’s mission to
another's in creating the specified effects for the higher unit to achieve success. Think of a
pyramid or building blocks
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
Operational Tempo or Decision Cycle Velocity (measured in days) : The notional speed in
which the organization is able to observe, orient, decide, and act (OODA) to create a desired
outcome. Most companies operate a 365 day strategic OPTEMPO. Operational OPTEMPOs are
typically 90. Agile companies who are ABLE to operate inside the 90 day cycle theoretically
have much greater learning curve and subsequent market advantage over slower companies.
5. 1.
Designate a Cross Functional Operations Planning Team with bidirectional command and control mechanisms
2. Conduct a Mission Analysis
3. Conceptualize Programs, Projects, Services, Products
4. Validate the Task Organization
5. Validate Budgets and Capabilities
6. Decide & Determine Key Performance Indicators
7. Estimate Change Velocity Times and Decisions
8. Issue the Operational Plan(s)
9. Operational Review on a weekly basis
10. Observe, Orient, Decide Act to shore up the desired vision and
mission continuously.
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
6. Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
Purpose The Operational Planning Team identifies, aligns, coordinates,
reduces inefficiencies, and synchronizes inter-departmental activities for
the company, and directs/coordinates and plans subordinate business unit
actions to accomplish the agreed upon missions and projects within their
assigned areas of operation.
COO or Chief of Staff is the Traditional Decision Maker
Core Membership usually made up of:
• Controller (the Budget authority)
• Dir/VP IT (Infrastructure Person)
• Dir/VP of Development (Software Development)
• Director/VP of Product/Service Management (Operations)
• Dir/VP of Acct Mgt (Voice of the Customer)
Full or Extended Membership might include:
• Dir/VP of Project Management (If organized this way)
• Dir/VP of Sales
• Dir/VP Training
• Dir/VP HR
• Others as needed
7. The purpose of the Mission Analysis is to ensure:
1.
2.
3.
4.
5.
Complete OPT understanding of the Strategic Mission,
imperatives and directives
Verify the Operational Environment since Issuance of the
Strategic Plan
Verify the group’s collective understanding of the CEO’s
Vision and Intent
Set the groundwork for Operations Concept Development
Set the foundation for Operational Linkage and Alignment in
Projects, Programs, and Business Unit Actions
Remember – Mission is the Task and Purpose (It
can usually be written into a couple of sentences
with Who, What, When, Where, and Why)
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
8. Determine the Facts
* Specify Facts that affect “how” you or your business units will necessarily achieve their mission
* Budget and Market Facts
Determine the Assumptions
* Only generate “Necessary” Assumptions to develop options, programs or programs
* Assumptions automatically qualify as a Priority Information Requirement and KPI
Validate Missions and Intent
* Missions of Company and Major Subordinate Units
* Intent for Company and Major Subordinate Units
Determine Limitations
* Resources: People, Money, Equipment etc.
* Organization: Functional, Creative, Skillsets etc.
Validate Centers of Gravity
* Identify the Services, Products, or Market Conditions from which Your Company Gains
and Retains Significant Market Advantage and/or power and wealth
Tasks to Subordinate Units
* Specified in the Strategic Plan or CEO Vision and Guidance
* Implied in the Strategic Plan or CEO Vision and Guidance
Validate Unit Organization
Inputs:
CEO Vision
Strategic Plan
Planning Guidance
Budget (Rough Cut)
1 Nesting is explained on the coming slides
Adapted from: Whiskey and Decisions
* Business Units Organized sufficiently
* Functional, Task, Mission, Headcount, Skills,
Identify Risks to Mission
* For each Risk – Consider Actions/Tasks to Mitigate
* Conditional Risks can be avoided in COA Dev
Envision End States
Validate Mission Nesting1
Back Brief CEO
All rights Reserved: Distribution and modification is permitted with credit
* State what success and failure looks like for
Company and each unit in the Strategic plan
* Generate Nesting/Linking Diagram
with Mission, Vision
* Review Analysis
* Guidance and Direction
9. Each unit is linked laterally to achieve the maximum affect possible
Each subordinate unit is assigned a task and purpose that
directly supports the parent unit task and works in
unison with the overall unit goal
One subordinate unit is critical to mission accomplishment
and they are designated the “main effort”
Connecting Link =
“main effort”
Because -It Achieves the higher Mission (Task and Purpose of the Chain)
-- Without the connector we cannot have a chain
All other units are “supporting efforts”
Adapted from: Whiskey and Decisions
All rights Reserved: Distribution and modification is permitted with credit
10. “TechCo XRM will be the operational development and delivery
platform of choice for complex business processes”
Strategy: TechCo Maintains the lowest “cost to market” subscription based relational database (XRM) through continuous SDLC Mgt
Strategic Concept: In order to reduce the technical requirements of small companies, TechCo’s is committed to delivering an organic integration platform by the
end of 2016. In order to accomplish this, TechCo will use the first half of 2014 to make the build, buy or partner decision, and begin the execution in the second
half. Thus we will operate on a 90 day Strategic OPTEMPO.
MAIN Effort
Admin
Sales
Product
Management
Support
Business
Units
Sell 25 M
New Sales
Create New
Integration
Platform on
XRM
Finance
Business
Intel
Acct Svc
Tech Support
Support
Decision
Making
Maintain
Customer
Satisfaction
Unit
Task
Purpose
Provide
Financial
Stability
To Prevent
Business Unit
Distraction
To support the
Development
Budget
Adapted from: Whiskey and Decisions
To Provide our
customers the
greatest possible
synergy of their
enterprise systems
To provide the
Optimal Financial
Resource allocation
All rights Reserved: Distribution and modification is permitted with credit
To enable optimal
business Decisions
by Business Units
To Retain
Customers and
Refer new ones
11. Company Decisive Task: Develop Integration Application
Product Management (Company Main Effort) Mission Analysis
Restated Mission: TechCo Product Management (Company Main Effort): Product
Management integrates an Integration engine and Platform into the XRM To
Provide our customers the greatest possible synergy of their enterprise systems
Supporting Tasks and Supporting Units
Task and Purpose : Specified -Build, test and
deploy quality products in order to meet technical
specificationsand business requirements
Software Development
Task and Purpose : Implied – Develop Marketing
strategy and plans for the new integration
platform to drive sales
Sales
Task and Purpose: Specified: ID and analyze
critical benchmarking data sets for analysis in
order to measure the effectiveness of operations.
Finance/BI
Task and Purpose: Implied - Implement, maintain
and support delivery of products and services in
order to retain current customer base.
Task and Purpose : Implied - Establish and
maintain quality metrics and scoring for reporting
inside of the software so as to provide customer
satisfaction through a real time quality assessment
and sat
Task and Purpose : Implied - Identify and validate
Market threats, opportunities, requirements for
consideration by the PMT and the product
managers so as to ensure the right product at the
right price at the right time to the right segment.
Adapted from: Whiskey and Decisions
Integration Engine
Acct Services
QA
Corporate Research
All rights Reserved: Distribution and modification is permitted with credit
Product Management
Task and Purpose : (Decisive Task)
Specified Deliver quality Software
Products to the customer in the form of an
integration Platform to improved customer
efficiencies without a large IT
infrastructure or Budget .
Task and Purpose : Implied - Partner with
internal and external stakeholders to
develop business requirements so that
Product Development generates the best
possible software solution to meet those
requirements.
Task and Purpose : Implied - Facilitate
cross functional corporate level decision
making throughout the PDLC process so
that optimal solutions are developed in a
timely manner.
Task and Purpose:
Develop, maintain, and coordinate the
product roadmap executing against the
business case and requirements within
SDLC to ensure the delivery of timely,
high quality products
12. Based on Mission Analysis:
1. Create Programs or Projects aligned to Mission Critical Tasks
2. Generate a rough “nested” scope statement that identifies project
interrelations
3. Assign Business Unit Owner and have the Business Unit assign a
Project / Program Manager
4. Estimate very rough scope, sequence and timelines for each
program or project
5. Determine rough resources
6. Determine Limitations – Think of Alternatives
7. Assess Risks – Consider mitigations
8. Establish Detailed Program/ Project Planning backbrief schedule
9. Back Brief CEO on Program and Project Concepts
10. Gain CEO Approval, Adjust as Directed
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
13. Program and Projects Concepts
Project 1: Preliminary Establish Research Base
LEAD: Lucky (Research Manager)
Project 2: Decision : Build, Buy, Partner COAs
Tgt Completion time 30 Days
Start immediately
LEAD: Todd (Product Manager)
Project 3: Design Solution
Key Milestones/Deliverables
Tgt Completion time 30 Days
*
*
*
*
*
*
*
*
*
Start 60 Days
Dependency Project 1
LEAD: Sanjay (Product Development)
Tgt Completion time 700 Days
Key Milestones/Deliverables
Start 90 Days
Dependency Project 2
Customer Feedback on Platform
Collate Features list
Estimate Infrastructure Demand
Estimate Code Requirements
Estimate Code gaps
Estimate skillset gaps
Current Integration Platforms
Current Capabilities Assessment
Current future trends
* Estimate Build COA
* Estimate Partner COAs
* Estimate Buy COAs
* Recommend sequential decisions or
single comprehensive decision
METRICS: Completion IAW Schedule
Budget $25,000
* TBD
Metrics TBD
METRICS COA Progress
Allocated Budget $ 75,000
Start Decision:
COO
1
Key Milestones/Deliverables
2
CEO
Execute
Decision
Window
VP PM
Decision
Window
NLT 1 Feb 2014
Adapted from: Whiskey and Decisions
Allocated Budget $3,800,000
3
NLT 1 Apr 2014
All rights Reserved: Distribution and modification is permitted with credit
14. Quickly
Adapted from: Whiskey and Decisions
All rights Reserved: Distribution and modification is permitted with credit
15. Project Mission
Project Task Organization, Roles and Responsibilities
Project Objectives
Scope Sequence
Key Milestones and Decisions
Deliverables
Resources
People
Technology
Budget
Time
Progress Assessment
Shortfalls
Obstacles
Opportunities
Make Decisions as Needed
Direct energy to sure up success
Adapted from:
Whiskey and Decisions
All rights Reserved:
Distribution and modification is permitted with credit
16. Michael A. “Lucky” LaChance
Cell: 615.509.0749
www.linkedin.com/in/luckylachance/