AGILE BUSINESS MANAGEMENT

Size: px
Start display at page:

Download "AGILE BUSINESS MANAGEMENT"

Transcription

1 TOP 10 POINTS OF AGILE BUSINESS MANAGEMENT

2 Contents Top 10 Points of Agile Business Management Introduction to Agile business 1 1. Agile Business Management in a Nutshell 2 2. Strategy Work In Agile Business 3 3. Are You Leading Or Managing? 4 4. Organization and Competences in Agile Business 5 5. Making Decisions 6 6. How To Deal With Competitors 7 7. Team Management And Reporting 8 8. Running Development Projects (Including R&D) 9 9. The Role Of Partners And Sub-contractors IT systems In Agile Business Environment 11 Finally - Be an Agile Business Manager 12 About The Author 13

3 Introduction to Agile Business Management Agile in the business world can mean several things. For instance the Cambridge Dictionary describes it as a method used for describing ways of planning and doing work in which it is understood that making changes as they are needed is an important part of the job. The diagram on the right gives an alternative explanation. Agile Business Management can be seen as a way to manage people and work in certain business situations. In the picture there are two axes the vertical axis tells how much information you have available to make the decisions while the horizontal axis indicates how much time you have available to complete actions. For instance, if you have enough time but you do not know the business case well (top -left corner), the best approach is the water fall -method, meaning you first make the analysis and specifications and then get into results step by step. But if you have tight deadlines and you do not know the case so well (e.g. acquisition, post-merger implementation or a new revolutionary product), you just have to start working even if much uncertainty about of the case remains. INFORMATION SHORTAGE TRANSFORMATION IN THE WAY WE WORK When having time but not enough information. RESEARCH/ ANALYSIS DRIVEN Best approach when having enough time and knowledge. RESOURCE DRIVEN Unclear situations with extreme deadlines. ACHIEVEMENT DRIVEN/AGILE Optimum throughput when having profound understanding of the case. PROCESS DRIVEN URGENCY 1

4 1. Agile Business Management in a Nutshell In agile business management you set-up targets and milestones and then create areas (work packages) for your work then begin making concrete actions. You will need resources to complete the actions but the driver is not how much resources you consume but how well you complete the actions. In this way, the process will become iterative and learning. In the IT industry, agile methodologies (like SCRUM) are popular and they can be very efficient in IT production and IT project work. Unfortunately they have been originally planned for strict IT work and cannot be easily adopted for target driven business management work. MANY WORK PACKAGES WITH LIMITED SCOPE AGILE MANAGEMENT MILESTONES AND QUALITATIVE/ QUANTITATIVE GOALS COLLABORATIVE NETWORK OF BEST COMPETENCES PLENTY OF SMALL TASKS WITH SHORT TERM DUE DATES ACHIEVEMENT AND PERFORMANCE INDICATORS 2

5 2. Strategy Work In Agile Business The new perspective of the agile business environment (lack of time and information) has a deep impact on how companies should create, manage and implement their strategy. The good old days - methodology was to create a strategy (3 months) and then implement it (9 months). This meant that you created a specific strategy process or annual cycle with definite deadlines for planning, budgeting, action planning etc. This is not applicable anymore. This rigid model does not work as it is too slow and expensive. You could set financial targets (and you should) but that is not a strategy. Targets are financial goals that should be achieved by implementing the strategy. It would be much more beneficial to discuss the goals and set the development agenda. Also allowing people to bring their own ideas and contribution to the process. This way you could get valuable information for target setting as well. (this is of course highly dependent on the culture of the organization). 4

6 3. Are You Leading or Managing? In agile business, the question above (Leader vs. Manager) is not valid anymore. There is an on-going war in business management literature of which management style is preferable? The truth is that both are needed because it is people who complete tasks. From a people perspective, you need collaboration and discussions but if you think that it will lead your organization into goals, it won t. It is like rolling a dice too arbitrary. On the other hand, if you create a cold measuring system, where the human factor is ignored, you do not truly understand that it is ultimately people, who form the organization and hence get results. So what you can do set the goals, make experiments, find deviations and make changes to goals (and competences) whenever necessary. It is learning based on facts and experiences. 3

7 4. Organization and Competences in Agile Business If your business is stable and predictable, you should have a clear and documented structure of your organization with definite roles and responsibility charts (for example RASIC = Responsible, Approval, Support, Informed, Consulted). This is the best way to maximize the performance of pre-defined tasks and activities. The problems arise when the business is unpredictable and fast moving. You may lack the competences or in a worst case, you hear people in your organization saying, Well, this does not belong to my responsibilities. In agile business you should avoid all unnecessary fixed costs in your balance sheet including costs of staff. This means that you should out-source as much as possible. But then you ll face a new problem how to manage workflows and projects, that are inherently distributed outside the organizational structure? The answer is that the measurement systems and KPI s should be the same for all participants and the ultimate KPI should be how well the promises are kept. This enables you to manage networks rather than organizational silos. 5

8 5. Making Decisions The process of making decisions is probably one of the most misunderstood topics in agile business. Many agile business cases are start-ups with parties and pitchings, resulting in decision-making being an unpopular subject. When emphasizing collaboration, networking or swarming, many of us have forgotten the fact that if there is a verb decision making, there should also be a subject called decision maker. We should remember, that teams or crowds do not make decisions, they only vote. In democracy, there are certain rules how to interpret a share of votes, but how many times you have seen this happen in the business environment? Let s vote whether we increase our sales 15% or 50%! The point here is that before the decision has been made, people have had different opinions on the topic and there are different ways what kind of attitude people take to the topic. (See picture on the right). In every team there are some who are for (13%) and some who are totally against (20%). The rest of are conditionals meaning, that I might be for, if there is something for me. However, from the decision-making perspective, someone has to take responsibility and make decisions and it is you. In a 10-person team there are always at least two persons, who do not like the decision, but this is something that you just have to put up with. CO-OPERATIVE TYPES IN HUMANS Altruists 13% Conditionals 67% Free riders/antagonists 20% Experiments investigating cooperative types in humans: A complement to evolutionary theory and simulations (R. Kurzban, D. Houser/2005) 6

9 6. How to Deal with Competitors You cannot survive in your business unless you have a good understanding of your competitors and their offerings. That s for sure. Another question is how much effort you should put into getting competitor information and what kind of actions you should take. The players your company and your competitors work for the same target: to get deals with the customers. And customers want the best product with best price. If your business operates in an agile business environment, you cannot have 100% knowledge of what is happening. By following the competitors actions, product releases and news, you only get information that your competitors want you to have and that s not probably enough for you. The problem is that this way you ll always be too late! The driver cannot ever be what others have done, because you ll loose the best advantage you have: your own mission and understanding of your unique competitive edge. 7

10 7. Team Management and Reporting Like decision making (See point 5), team management and leading people are probably the most challenging jobs in the organization. Companies are willing to get rid of fixed costs (See point 4 Organization and Competences in Agile Business), which means that there will be an increasing number of projects or programs where people come from different organizations (internal end external). In agile environments, people work in temporary collaborative networks rather than in rigid organizational units. Reporting does not have the same value for collaborative networks as it has for conventional, hierarchical structures. While you have to be fast and agile, there is no time to report formally what has happened (past) and what will happen (future). Managers become more deeply involved into the work process, rather than being external actors who are waiting to get reports from other people. The point here is efficiency and resource utilization: If you have managed to get good people, you should utilize everyone s contributions. But in the network of professionals where all the flowers can bloom, it is important to keep in mind that you still need managerial discipline and guidance to keep people and projects on track. HIERARCHICAL Increase Control Of The Few NETWORK Boost Collaboration Of Everyone 8

11 8. Running Development Projects (Including R&D) A significant proportion of the work in agile business belongs under the term projects as they can be big transformation programs or tiny tasks that have to be completed at certain due dates. This idea originated from the IT world. Already in the 90 s we noticed that certain types of IT projects go wrong if we follow stubbornly the so called Water Fall or V-model in project management.* The problem was that if the project was a bigger one, there seemed to come lots of change requests in all stages during the project. The more changes that came, the more complicated the project became and the final outcome inevitably was too costly and too late. The answer was we had to accept that there will always come changes and that is why we should not create a big plan and then try to implement it. Instead we should plan something smaller and at the same time make sure that at least something will come out in the end. This is some kind of prototyping, where you will see soon whether the outcome is viable or not. (In start-up world we talk about MVP or Minimum Viable Product). Experimentation means that you admit that you do not know everything. It follows that even in the very beginning and especially you and your people should estimate the value of the project and it s outcome. It is amazing how efficient this early valuation can be, because people are not yet too deeply involved and they are more prone to bringing up important points to be taken into consideration. It is also worth to think about how much effort to put into finding brand new fancy killer products. In many cases. there may already exist killer ideas that can be produced by making incremental changes to existing products or services * There are lots of variations of the model basically it means that first you make the specifications and planning and then carry on with implementation and testing and finally you check that actual outcome is what was specified in the first place. In IT development there exists various agile methodologies (like SCRUM) but for the business development projects with the most valuable being the idea of experimentation. 9

12 9. The Role of Partners and Sub-contractors As mentioned earlier in points 4 and 7, many business projects and collaboration workflows are distributed people come not only from inside the organization but also from outside the organization. In many industries, it is important to valuate the sub-contractor pool somehow for instance, based on costs, quality, timing, etc. By this way, you can force the contractor to do their best just by comparing them to their competitors. This works especially well in material flows and product supply networks. When it comes to collaborative work with partners or subcontractors, the picture changes. In agile business processes and projects, the value of the work is the same where ever in the network it has been carried out. It does not really matter who will complete the task as far as it fulfills the requirements like due date, quality or costs. In these cases, sub-contractors are more like partners who belong to the same collaborative network as people in your organization. Therefore, management of partners should be based on the same methods as the management of your own staff. Everyone to whom you pay should be measured in the same way based on how well they complete their actions and keep their promises. (There are of course confidential, security and agreement issues that make externals role a bit different, but finally there should not be any reason not to valuate their work and outcome in the same way) 10

13 10. IT Systems in the Agile Business Environment There are lots of different IT solutions to make business more efficient and valuable. For an ordinary business manager, there is one thing that he/she appreciates above all: One-stop-shopping point: only one easy place or access point, where you can find all essential information of what has happened, what is going on and what will be happening. The problem in business management solutions is that either they have been designed for IT people and IT projects, or they focus only on a certain part of the business management process. In agile business management the problem is even bigger. In order to be agile, you have to catch all relevant actions, decisions, issues or ideas in the place where they are born and at the moment they are created before they start to escalate further. Documenting and filing as such do not give you any benefit. You have to manage tasks and performance of the people not only in well-defined projects but also in complex collaborative programs. Most importantly, in order to see the big picture, you need a dashboard where you can see how your business is going. However, in agile business, the n-dimensional BI reporting only increases the information overload you have to see how people s daily activities correspond to your business performance and what are the next actions you ll have to do. You need an actionable dashboard! Catching up actions and decisions in meetings & workshops. Managing tasks and people s achievements. Running complex business projects. Driving new business and better performance with collaborative networks. Foresight and insight by actionable business dashboard. 11

14 Finally Be An Agile Business Manager There is a saying You are what you eat'. In agile business it means, 'What you do daily, is what you going to get in long run'. A couple of years ago, I discussed with one CEO about management teamwork in their company and how to make it better. We discussed about processes, work flows, etc. and then I suddenly asked him: Do you actually know what your people are doing in the coming 2-3 weeks? He frowned and said:. Hmm.. Margaret is responsible of Marketing Activities Wrong answer! Why? In old good times it was common, that you organized your work areas by giving people different roles and responsibilities. Then you set up (most often numerical) goals and expected people to achieve them. The problem is that this will lead to overwhelming reporting. People report to you and most probably you report to someone else. If you are an emphatic leader, you should support your team when there are problems. But by the end of the day, this is not your primary task. Where you should put your attention is are your people doing practical actions that drive your company step by step to success? 12

15 About The Author Pekka Ylisirniö, M.Sc. (Math) is the head of Akselworks Oy, the developer of Powermemo ( and has over 20 years of experience in managing difficult and complex projects - both in global companies and in public administration programs. 13

16 powermemo AGILE MANAGEMENT TOOLSET FOR BUSINESS PEOPLE

Recruitment and Selection

Recruitment and Selection Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization

More information

Agile In a Nutshell. Note - all images removed to fit 2MB limit Actual presentation has much more content. Jonathan Rasmusson

Agile In a Nutshell. Note - all images removed to fit 2MB limit Actual presentation has much more content. Jonathan Rasmusson Agile In a Nutshell Note - all images removed to fit 2MB limit Actual presentation has much more content Jonathan Rasmusson What we re going to cover How agile works What to expect What agile is Agile

More information

Why Do Software Selection Projects Fail?

Why Do Software Selection Projects Fail? Why Do Software Selection Projects Fail? 2012 Solutions All rights reserved Charles C. Chewning, Jr. cchewning@accountinglibrary.com http://www.accountinglibrary.com/ Why Do Software Selection Projects

More information

Cinda Daly. Who is the champion of knowledge sharing in your organization?

Cinda Daly. Who is the champion of knowledge sharing in your organization? This interview is recreated here by permission from HDI, a UBM Americas company. The interview first appeared in SupportWorld, November/December, 2014. Knowledge Management at Coveo: Transparency and Collaboration

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

New Developments in an Agile World: Drafting Software Development Agreements. By: Paul H. Arne 1,2

New Developments in an Agile World: Drafting Software Development Agreements. By: Paul H. Arne 1,2 New Developments in an Agile World: Drafting Software Development Agreements By: Paul H. Arne 1,2 A few months before this article was prepared, a group of senior IT professionals from some of the largest

More information

Exploding Online Sales Using an Effective Order Management System

Exploding Online Sales Using an Effective Order Management System Exploding Online Sales Using an Effective Order Management System The customer is always right. This is an old maxim, and maybe even a little cliché, but there s still some truth to it. While it may not

More information

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people:

This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: AGILE HANDBOOK OVERVIEW WHAT IS THIS? This handbook is meant to be a quick-starter guide to Agile Project Management. It is meant for the following people: Someone who is looking for a quick overview on

More information

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is?

Scrum includes a social agreement to be empirical as a Team. What do you think an empirical agreement is? Scrum Discussion Questions For the Facilitator These questions and subsequent discussion points are designed to help you and your Team more efficiently implement Scrum. The following are discussion points

More information

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

More information

Does Strategic Planning Still Fit in the 2000s?

Does Strategic Planning Still Fit in the 2000s? Does Strategic Planning Still Fit in the 2000s? By: Jim Mackay, Managing Partner May 2004 The Berkeley Consulting Group In April 2004, a few Berkeley associates and I joined about 100 professionals in

More information

STOPPING THE MADNESS. Stop It! and Re-ignite the Sales Team

STOPPING THE MADNESS. Stop It! and Re-ignite the Sales Team STOPPING THE MADNESS On Average: Only 27% of Sales Leads Get Acted On - Sales People Don t Trust the Process Only 21% Those Convert - They re Talking to the Wrong People Yet Only 18% of Time is Spent Selling

More information

How$Spotify$builds$products$

How$Spotify$builds$products$ How$Spotify$builds$products$ Henrik Kniberg Version 1.1 2013-01-18 Product development isn t easy. In fact, most product development efforts fail, and the most common reason for failure is building the

More information

Why 70% of Dashboard Initiatives Fail

Why 70% of Dashboard Initiatives Fail A Theoris Software White Paper 8888 Keystone Crossing Indianapolis, IN 46240 866-843-6747 www.theoris.com Why 70% of Dashboard Initiatives Fail By Greg Aldridge, Director July 2008 Introduction Dashboards

More information

Agile Projects 7. Agile Project Management 21

Agile Projects 7. Agile Project Management 21 Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management

More information

This translates into a view that is focused on what subordinates think their old boss job was.

This translates into a view that is focused on what subordinates think their old boss job was. Sponsored by: Lots of geeks consider going into management. There are plenty of incentives: higher salary, greater influence, more status. It s a great move that s exciting but difficult. The problem I

More information

T he complete guide to SaaS metrics

T he complete guide to SaaS metrics T he complete guide to SaaS metrics What are the must have metrics each SaaS company should measure? And how to calculate them? World s Simplest Analytics Tool INDEX Introduction 4-5 Acquisition Dashboard

More information

Employee Engagement Survey Results. Sample Company. All Respondents

Employee Engagement Survey Results. Sample Company. All Respondents Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Designing and Implementing Your Communication s Dashboard: Lessons Learned

Designing and Implementing Your Communication s Dashboard: Lessons Learned Designing and Implementing Your Communication s Dashboard: Lessons Learned By Katie Delahaye Paine President, Paine & Partners Contact Information: Katie Delahaye Paine CEO KDPaine & Partners Durham, NH

More information

To the point. a recipe for creating lean products. Paulo Caroli. This book is for sale at http://leanpub.com/tothepoint

To the point. a recipe for creating lean products. Paulo Caroli. This book is for sale at http://leanpub.com/tothepoint To the point a recipe for creating lean products Paulo Caroli This book is for sale at http://leanpub.com/tothepoint This version was published on 2015-10-21 This is a Leanpub book. Leanpub empowers authors

More information

Project management. Michael Sars Norum. Lecture in TDT4290 - Kundestyrt prosjekt, IDI, NTNU 06.09.2011

Project management. Michael Sars Norum. Lecture in TDT4290 - Kundestyrt prosjekt, IDI, NTNU 06.09.2011 Project management Michael Sars Norum Lecture in TDT4290 - Kundestyrt prosjekt, IDI, NTNU 06.09.2011 Agenda Who is BearingPoint How do we get projects? How to organize a project? How to plan a project?

More information

Chapter 1: Introduction to Rapid Application Development (RAD) 1. Introductions

Chapter 1: Introduction to Rapid Application Development (RAD) 1. Introductions Chapter 1: Introduction to Rapid Application Development (RAD) 1. Introductions RAD refers to a development life cycle designed to give much faster development and higher quality systems than the traditional

More information

Forex Trading. What Finally Worked For Me

Forex Trading. What Finally Worked For Me Forex Trading What Finally Worked For Me If you find typographical errors in this book they are here for a purpose. Some people actually enjoy looking for them and we strive to please as many people as

More information

AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT

AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT Shivangi Shandilya, Surekha Sangwan, Ritu Yadav Dept. of Computer Science Engineering Dronacharya College Of Engineering, Gurgaon Abstract- Looking at the software

More information

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE

SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that

More information

EARN MORE, SPEND LESS. Outsource your website s SEM. Know AWdesignsolutions.

EARN MORE, SPEND LESS. Outsource your website s SEM. Know AWdesignsolutions. EARN MORE, SPEND LESS. Outsource your website s SEM. Know AWdesignsolutions. INTRODUCTION. Positioning a website on the top ranks of a specific search has become in one of the main targets for any company

More information

2 Organizations and Organizational Structures 2.1 Functional and Project Organizations, Typical Goals and Performance Measures

2 Organizations and Organizational Structures 2.1 Functional and Project Organizations, Typical Goals and Performance Measures 2 Organizations and Organizational Structures 2.1 Functional and Project Organizations, Typical Goals and Performance Measures The history of organizations is probably as long as the history of mankind.

More information

URGENCY: A CRITICAL FACTOR IN PROJECT PLANNING

URGENCY: A CRITICAL FACTOR IN PROJECT PLANNING URGENCY: A CRITICAL FACTOR IN PROJECT PLANNING Ricardo Viana Vargas, MSc, IPMA-B, PMP Professor Fundação Getúlio Vargas (FGV) Brasil Professor Fundação Instituto de Administração (FIA USP) - Brasil CEO

More information

EMC PERSPECTIVE. Adopting an Agile Approach to OSS/BSS Development

EMC PERSPECTIVE. Adopting an Agile Approach to OSS/BSS Development EMC PERSPECTIVE Adopting an Agile Approach to OSS/BSS Development Reader ROI The agile software methodology is different from the traditional approach in that requirements gathering and analysis, design,

More information

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching

Crucial development areas for organizations and how to succeed in them. Leadership Development & Coaching INNONews Crucial development areas for organizations and how to succeed in them Innotiimi newsletter 2010 Leadership Development & Coaching Change Team Innovation Meaningful Meetings Global Challenges

More information

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene

as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene SMART HR Manager By : Irene Dhanavathi Abstract: Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings

More information

WHITE PAPER Risk, Cost and Quality: Key Factors for Outsourcing QA and Testing

WHITE PAPER Risk, Cost and Quality: Key Factors for Outsourcing QA and Testing WHITE PAPER Risk, Cost and Quality: Key Factors for Outsourcing QA and Testing In association with: TCS Marianne Kolding December 2012 Ed Cordin IDC OPINION IDC EMEA, 389 Chiswick High Road, London, W4

More information

A New Day for Life and Annuities Solutions Achieving the SOA Vision

A New Day for Life and Annuities Solutions Achieving the SOA Vision A New Day for Life and Annuities Solutions Achieving the SOA Vision Featuring as an example: FAST 8x and FAST Insurance Components An Authors: Deb Smallwood, Founder Mary Ann Garwood, Partner Published

More information

Creating the Service Catalog How to Enhance the Report Card

Creating the Service Catalog How to Enhance the Report Card C H A P T E R 12 Creating the Service Catalog How to Enhance the Report Card One of my biggest challenges when I created the Report Card for my organization was getting the leadership to agree to a list

More information

Evaluation Guide. Sales and Operations Planning Performance Blueprint

Evaluation Guide. Sales and Operations Planning Performance Blueprint Evaluation Guide Sales and Operations Planning Performance Blueprint Introduction What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that executives

More information

Deriving Value from ORSA. Board Perspective

Deriving Value from ORSA. Board Perspective Deriving Value from ORSA Board Perspective April 2015 1 This paper has been produced by the Joint Own Risk Solvency Assessment (ORSA) Subcommittee of the Insurance Regulation Committee and the Enterprise

More information

Content Sheet 18-1: Organizational Requirements for a Quality Management System

Content Sheet 18-1: Organizational Requirements for a Quality Management System Content Sheet 18-1: Organizational Requirements for a Quality Management System Definition The term organization in the context of a quality management model is used to indicate the management and the

More information

Lecture 8 About Quality and Quality Management Systems

Lecture 8 About Quality and Quality Management Systems Lecture 8 About Quality and Quality Management Systems Kari Systä 10.03.2014 10.03.2014 TIE-21100/21106; K.Systä 1 Content of today s lecture Two weeks ago we discussed about testing and inspections, that

More information

How ERM programs evolve

How ERM programs evolve How to achieve excellent Enterprise Risk Management series www.pwc.com/us/ermexcellenceseries Article 3: June 2015 How ERM programs evolve Overview An organization s enterprise risk management (ERM) program

More information

In an ERP implementation how the entire organization works changes forever

In an ERP implementation how the entire organization works changes forever Whether you re upgrading from a legacy based system or automating from scratch, selecting and deploying the right ERP solution is something organizations must get right. An ERP pervades through the entire

More information

What people who attend Linton Sellen s Leadership Training have to say:

What people who attend Linton Sellen s Leadership Training have to say: What people who attend Linton Sellen s Leadership Training have to say: Excellent course, couldn t have been better. Training content and knowledge and delivery are exceptional. I've been to many management

More information

CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED

CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED CASE STUDY: IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER MISSION ACCOMPLISHED IIS GIVES A GLOBAL BEAUTY AND FASHION COMPANY AN IT MAKE-OVER IIS is a long-time trusted resource to one of

More information

www.thecustomerexperience.es

www.thecustomerexperience.es www.thecustomerexperience.es 2 three The role of IT systems in managing customer experience Hugo Brunetta The term CRM program is used indistinctly and erroneously to refer to the strategy and the software

More information

A New Approach to Lead Generation* for Forward Thinking Firms. *These strategies consistently generate 30% response rate.

A New Approach to Lead Generation* for Forward Thinking Firms. *These strategies consistently generate 30% response rate. A New Approach to Lead Generation* for Forward Thinking Firms *These strategies consistently generate 30% response rate. Confidential: The systems and processes discussed within are proprietary and confidential

More information

Massachusetts Institute of Technology Sloan School of Management System Dynamics II: Applications of System Dynamics. Professor Jim Hines

Massachusetts Institute of Technology Sloan School of Management System Dynamics II: Applications of System Dynamics. Professor Jim Hines Massachusetts Institute of Technology Sloan School of Management System Dynamics II: Applications of System Dynamics Professor Jim Hines Guidelines for kickoff meeting and first breakout Group presentation:

More information

Agile Software Development. Mohsen Afsharchi

Agile Software Development. Mohsen Afsharchi Agile Software Development Mohsen Afsharchi I. Agile Software Development Agile software development is a group of software development methods based on iterative and incremental development, where requirements

More information

Whitepaper. Building Effective Dashboards: Measuring for Success. www.sisense.com

Whitepaper. Building Effective Dashboards: Measuring for Success. www.sisense.com Whitepaper Building Effective Dashboards: Measuring for Success The Fast Lane to BI An increasing number of managers yearn for data to help them make major decisions in the organization, so a dashboard

More information

Principles of IT Governance

Principles of IT Governance Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line. The management of IT services has

More information

Improving management reporting using non-financial KPIs

Improving management reporting using non-financial KPIs CPA Newcastle Convention - 2009 Improving management reporting using non-financial KPIs John Corrigan March 2009 Knowledge Experience Insight Agenda 1. Performance metrics 2. Issues with Metrics 3. Improving

More information

Marketing and the 7Ps

Marketing and the 7Ps Marketing and the 7Ps www.cim.co.uk/marketingresources The Chartered Institute of Marketing 2005 www.cim.co.uk/knowledgehub 1 ONE What is marketing? Marketing is the management process responsible for

More information

a Host Analytics and Cervello primer

a Host Analytics and Cervello primer The Marriage of Business Intelligence and Corporate Performance Management a Host Analytics and Cervello primer Making faster and smarter business decisions by establishing a prepared mind for your organization

More information

Scale your product NOT your Scrum

Scale your product NOT your Scrum Feb 2016 W hitepapers Scale your product NOT your Scrum Cesario Ramos PST & Product Development Coach Scaling Scrum & Agile has become a very popular topic over the last ten years. You can tell by the

More information

Club Accounts. 2011 Question 6.

Club Accounts. 2011 Question 6. Club Accounts. 2011 Question 6. Anyone familiar with Farm Accounts or Service Firms (notes for both topics are back on the webpage you found this on), will have no trouble with Club Accounts. Essentially

More information

!!!!! White Paper. Understanding The Role of Data Governance To Support A Self-Service Environment. Sponsored by

!!!!! White Paper. Understanding The Role of Data Governance To Support A Self-Service Environment. Sponsored by White Paper Understanding The Role of Data Governance To Support A Self-Service Environment Sponsored by Sponsored by MicroStrategy Incorporated Founded in 1989, MicroStrategy (Nasdaq: MSTR) is a leading

More information

Adaptive Project Management

Adaptive Project Management Copyright Notice: Materials published by Intaver Institute Inc. may not be published elsewhere without prior written consent of Intaver Institute Inc. Requests for permission to reproduce published materials

More information

PMO Managed Services Model

PMO Managed Services Model PMO Managed Services Model Imran Malik PMP, PgMP, 6σ, OPM3 Emirates Integrated Telecoms Company P.O.Box-502666 Dubai, United Arab Emirates Tel : +971 55 6797000 E-mail :imran.malik@du.ae Synopsis This

More information

Why Use Dashboard Metrics? Because the right metrics matter. RKM Research and Communications, Inc., Portsmouth, NH. All Rights Reserved.

Why Use Dashboard Metrics? Because the right metrics matter. RKM Research and Communications, Inc., Portsmouth, NH. All Rights Reserved. Why Use Dashboard Metrics? Because the right metrics matter RKM Research and Communications, Inc., Portsmouth, NH. All Rights Reserved. Executive summary This paper discusses the power of dashboards for

More information

The Modern Digital Platform: Unifying Transactions, Content, and Workflows

The Modern Digital Platform: Unifying Transactions, Content, and Workflows The Modern Digital Platform: Unifying Transactions, Content, and Workflows There is real value for insurers that are able to effectively unify transactions, content, and workflows to holistically support

More information

CRUSH WHITE PAPER HOW TO BUILD A KILLER STRATEGIC ACCOUNT PLAN. The guide every salesperson needs to read before creating a strategic account plan.

CRUSH WHITE PAPER HOW TO BUILD A KILLER STRATEGIC ACCOUNT PLAN. The guide every salesperson needs to read before creating a strategic account plan. CRUSH WHITE PAPER HOW TO BUILD A KILLER STRATEGIC ACCOUNT PLAN The guide every salesperson needs to read before creating a strategic account plan. CRUSH PAPER: HOW TO BUILD A KILLER STRATEGIC ACCOUNT PLAN!!

More information

13. Project Management and the Australian Bureau of Statistics: Doing What Works

13. Project Management and the Australian Bureau of Statistics: Doing What Works 13. Project Management and the Australian Bureau of Statistics: Doing What Works Dennis Trewin, Australian Statistician, Australian Bureau of Statistics Introduction Project management has to be a core

More information

What is Business Process Design and Why Should I Care?

What is Business Process Design and Why Should I Care? What is Business Process Design and Why Should I Care? by Jay Cousins and Tony Stewart, RivCom Ltd Introduction No matter how hard individuals work, they cannot overcome a flawed process design, much less

More information

DISCHARGE FOCUS PUTS HOSPITAL CAPACITY ISSUE TO BED By Terry Maher, Healthcare Practice Leader, USC Consulting Group

DISCHARGE FOCUS PUTS HOSPITAL CAPACITY ISSUE TO BED By Terry Maher, Healthcare Practice Leader, USC Consulting Group DISCHARGE FOCUS PUTS HOSPITAL CAPACITY ISSUE TO BED By Terry Maher, Healthcare Practice Leader, USC Consulting Group The exploding demand for healthcare in the U.S. is nothing new. But the growing critical

More information

Big Data and Business Intelligence: Organizations Hunt Actionable Insights to Improve Business Ops. June 2013

Big Data and Business Intelligence: Organizations Hunt Actionable Insights to Improve Business Ops. June 2013 Big Data and Business Intelligence: Organizations Hunt Actionable Insights to Improve Business Ops June 2013 Big Data and Business Intelligence: Organizations Hunt Actionable Insights to Improve Business

More information

Nova Software Quality Assurance Process

Nova Software Quality Assurance Process Nova Software Quality Assurance Process White Paper Atlantic International Building 15F No.2 Ke Yuan Yi Road, Shiqiaopu, Chongqing, P.R.C. 400039 Tel: 86-23- 68795169 Fax: 86-23- 68795169 Quality Assurance

More information

Process Intelligence: An Exciting New Frontier for Business Intelligence

Process Intelligence: An Exciting New Frontier for Business Intelligence February/2014 Process Intelligence: An Exciting New Frontier for Business Intelligence Claudia Imhoff, Ph.D. Sponsored by Altosoft, A Kofax Company Table of Contents Introduction... 1 Use Cases... 2 Business

More information

Vice President Education CLUB OFFICER TRAINING

Vice President Education CLUB OFFICER TRAINING Vice President Education CLUB OFFICER TRAINING TOASTMASTERS INTERNATIONAL P.O. Box 9052 Mission Viejo, CA 92690 USA Phone: +1 949-858-8255 Fax: +1 949-858-1207 www.toastmasters.org/members 2015 Toastmasters

More information

Cash Flow Exclusive / September 2015

Cash Flow Exclusive / September 2015 Ralf Bieler Co-Founder, President, CEO Cash Flow Exclusive, LLC My 2 Cents on The Best Zero-Cost Strategy to Improve Your Business To achieve better business results you don t necessarily need to have

More information

Escalator to Pips Pipping Your Way to The Top

Escalator to Pips Pipping Your Way to The Top Pipping Your Way to the Top Page 1 of 1 Escalator to Pips Pipping Your Way to The Top Presented April 4, 2007 To the reader s of Forex Factory May all your trades be successful ones DISCLAIMER: We accept

More information

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams.

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Agile for Business www.agilefluent.com Summary The success of Agile project

More information

Introduction to customer journey mapping

Introduction to customer journey mapping Introduction to customer journey mapping Copyright PeopleMetrics Inc. an ebook by introduction Customer Journey Mapping is growing in popularity in the customer experience space, and it s no surprise.

More information

Supplier Invoice Inefficiency: The truth behind the AP process and how automation can fix it

Supplier Invoice Inefficiency: The truth behind the AP process and how automation can fix it Supplier Invoice Inefficiency: The truth behind the AP process and how automation can fix it 01 Picture this: Scenario 1: Your supplier emails their invoice directly to your online invoice system. It s

More information

App Development Checklist

App Development Checklist App Development Checklist 10 Essential steps for making your app a success 1. Don't take yes for an answer Believe it or not, sometimes the worst thing you can hear from a developer is the word "Yes".

More information

Top 5 best practices for creating effective dashboards. and the 7 mistakes you don t want to make

Top 5 best practices for creating effective dashboards. and the 7 mistakes you don t want to make Top 5 best practices for creating effective dashboards and the 7 mistakes you don t want to make p2 Financial services professionals are buried in data that measure and track: relationships and processes,

More information

Adopting Agile Testing

Adopting Agile Testing Adopting Agile Testing A Borland Agile Testing White Paper August 2012 Executive Summary More and more companies are adopting Agile methods as a flexible way to introduce new software products. An important

More information

Managing TM1 Projects

Managing TM1 Projects White Paper Managing TM1 Projects What You ll Learn in This White Paper: Traditional approaches to project management A more agile approach Prototyping Achieving the ideal outcome Assessing project teams

More information

Michel Theriault Driving the Shift in Facilities Management FM Practitioner, Author, Speaker & Consultant to FM

Michel Theriault Driving the Shift in Facilities Management FM Practitioner, Author, Speaker & Consultant to FM Michel Theriault Driving the Shift in Facilities Management FM Practitioner, Author, Speaker & Consultant to FM with a passion for the profession and a track record successfully managing Facility and Property

More information

WHITE PAPER. Creating your Intranet Checklist

WHITE PAPER. Creating your Intranet Checklist WHITE PAPER Creating your Intranet Checklist About this guide It can be overwhelming to run and manage an Intranet project. As a provider of Intranet software and services to small, medium and large organizations,

More information

Book 3 Cost Estimating in an Agile Development Environment. (early release)

Book 3 Cost Estimating in an Agile Development Environment. (early release) Book 3 Cost Estimating in an Agile Development Environment (early release) Book 3: Cost Estimating in an Agile Development Environment In this third book I ll use the slides I gave at a speech several

More information

Web Application Development Process

Web Application Development Process Web Engineering Web Application Development Process Copyright 2013 Ioan Toma & Srdjan Komazec 1 Where we are? # Date Title 1 5 th March Web Engineering Introduction and Overview 2 12 th March Requirements

More information

Valuation of Your Early Drug Candidate. By Linda Pullan, Ph.D. www.sharevault.com. Toll-free USA 800-380-7652 Worldwide 1-408-717-4955

Valuation of Your Early Drug Candidate. By Linda Pullan, Ph.D. www.sharevault.com. Toll-free USA 800-380-7652 Worldwide 1-408-717-4955 Valuation of Your Early Drug Candidate By Linda Pullan, Ph.D. www.sharevault.com Toll-free USA 800-380-7652 Worldwide 1-408-717-4955 ShareVault is a registered trademark of Pandesa Corporation dba ShareVault

More information

Involve-Project Manager

Involve-Project Manager Involve-Project Manager This article will describe: What is Project Management Why is Project Management so important to community and voluntary organisations The Key Phases of Project Management: o Initiation

More information

White Paper. Intrapreneurship. A lower-risk strategy for corporate renewal

White Paper. Intrapreneurship. A lower-risk strategy for corporate renewal White Paper Intrapreneurship A lower-risk strategy for corporate renewal January 2014 Introduction Entrepreneurs create organizations by combining ideas, resources and risk capital to make products and

More information

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

Performance Management in Medical Affairs Kinapse Consulting, 2011

Performance Management in Medical Affairs Kinapse Consulting, 2011 Kinapse Consulting, 2011 Advise Build Operate www.kinapse.com As Medical Affairs evolves and takes a more prominent role in the development and commercialisation of medicines, it needs a more robust approach

More information

Top 10 Ways. Operational Software Can Boost a Contractor s Bottom Line

Top 10 Ways. Operational Software Can Boost a Contractor s Bottom Line Top 10 Ways Operational Software Can Boost a Contractor s Bottom Line Top 10 Ways Operational Software Can Boost a Contractor s Bottom Line Switching to a new operational software solution is a big step

More information

HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM

HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM 34 HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM Kammy Haynes and Warren Bobrow Kammy Haynes, Ph.D. and Warren Bobrow, Ph.D. are principals in The Context Group, a management

More information

International Institute of Management

International Institute of Management Executive Education Executive Action Learning Seminars Executive Seminars Executive Courses International Institute of Management Executive Education Courses Succession Planning Best Practices A Guide

More information

Email Marketing Strategy Guide NewZapp.co.uk - 2007. Introduction. Where are you now?

Email Marketing Strategy Guide NewZapp.co.uk - 2007. Introduction. Where are you now? Email Marketing Strategy Guide NewZapp.co.uk - 2007 Introduction In recent years Email Marketing has seen huge growth in the UK and worldwide. In this document we ll look at the key areas of an Email Marketing

More information

The partnership has also led to a joint library catalogue between Suffolk and Cambridgeshire.

The partnership has also led to a joint library catalogue between Suffolk and Cambridgeshire. Case study: SPINE 2 What Our questionnaire response tells us that SPINE (Shared Partnership in the East) is: A partnership of library authorities comprising Cambridgeshire, Suffolk and Norfolk, focused

More information

Stand OUT Stay TOP of mind Sell MORE

Stand OUT Stay TOP of mind Sell MORE Stand OUT Stay TOP of mind Sell MORE Use the arrows to navigate through the pages. next 1/14 [close] What is SEO? Search Engine Optimization (SEO) is the process of improving the volume and quality of

More information

Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway?

Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway? Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway? Protecting Your Investment with a Bottom-up Approach Revised December 2012 Heather Champoux, PMP http://epmlive.com Contents

More information

A full spectrum of analytics you can get yourself

A full spectrum of analytics you can get yourself Industry area A full spectrum of analytics you can get yourself 5 reasons to choose IBM for self-service business intelligence Contents Self-service business intelligence that paints a full picture 3 Reason

More information

A Successful Implementation of an ERM Dashboard

A Successful Implementation of an ERM Dashboard A Successful Implementation of an ERM Dashboard Remko Riebeek Copyright 2009 by the Society of Actuaries. All rights reserved by the Society of Actuaries. Permission is granted to make brief excerpts for

More information

EMPLOYEE ENGAGEMENT. Pipeline Articles www.contactcenterpipeline.com

EMPLOYEE ENGAGEMENT. Pipeline Articles www.contactcenterpipeline.com superior service / feb 2014 EMPLOYEE ENGAGEMENT Five best practices for protecting and investing in your most prized corporate asset: Your employees! By Eli Federman, Customer Service Simplified Pipeline

More information

Using Iterative and Incremental Processes in Global Software Development

Using Iterative and Incremental Processes in Global Software Development Using Iterative and Incremental Processes in Global Software Development Maria Paasivaara and Casper Lassenius Helsinki University of Technology Software Business and Engineering Institute POB 9210, FIN-02015

More information

Ten Tough Interview Questions and Ten Great Answers

Ten Tough Interview Questions and Ten Great Answers This tool is designed to identify typical questions asked and the kinds of answers that demonstrate a concise and thoughtful response. The following are some of the most difficult questions asked during

More information

I've got a quick question for you

I've got a quick question for you I've got a quick question for you If you've been trying to learn to read Tarot, does any of the following sound familiar? "I can't seem to commit the Tarot card meanings to memory. I try, but memorising

More information

Because success demands perspective

Because success demands perspective Because success demands perspective Why LIFT Corporate decision-making needs help In fact, only 28% of executives believe that good decisions happen regularly at their company, according to a study by

More information