Presentation chapters 1 and 2

This document provides an overview and table of contents for the PMI-RMP Credential Handbook. It discusses how to use the handbook, which covers all policies and procedures for obtaining and maintaining the PMI-RMP credential. It also provides brief descriptions of PMI's certification program overall, which includes several credentials and certifications in addition to the PMI-RMP. The certification program is globally recognized and ensures credential holders have demonstrated competence through valid testing measures developed by project management practitioners.

The document discusses the benefits of project management. It notes that 32% of projects are successful when using project management techniques, compared to 24% that fail without it. A case study is presented where a website project went over budget and late without a project manager to perform key tasks like requirements gathering and scope management. Reasons project management is underestimated include thinking the project is too small or that a manager is too expensive. The document advocates using data on project failures and costs to convince people of the value of project management.

Performance management: A-Z of Strategy Execution_CIPM of Nigeria conference_delivered by Dr Charles Cotter on 25 November 2021

The document discusses the relationship between strategic planning and financial planning/budgeting. It states that strategic planning establishes the long-term goals and vision for an organization, which then informs the development of financial plans and budgets to implement the strategic objectives. The outputs from financial planning take the form of budgets. Strategic planning must start before and guide the budgeting process to ensure budgets support the achievement of strategic goals.

An explanation of what strategic planning is, who and what is involved, and why it is important to achieving organizational goals

Strategic planning is carried out at different levels within an organization. At the corporate headquarters level, strategic planning involves defining the corporate mission, establishing strategic business units, assigning resources to each unit, and assessing growth opportunities. Within each business unit, strategic planning involves defining the unit's mission, conducting a SWOT analysis, formulating goals and strategies, developing implementation programs, and providing feedback and control. The goal is for business units to have their own strategic processes that are aligned with the overall corporate mission and strategic plan.

This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.

Presents activities and changes in approach underway at the Iowa Department of Transportation. Presentation was made the TRB's Annual Meeting held January 2016.

Corporate planning involves strategic, tactical, and annual planning across an organization. Strategic planning determines the organization's long-term goals and vision over 5-10 years through analysis of the external environment. Tactical planning involves intermediate programs to achieve strategic goals, while annual planning executes strategic policies at the functional level. Effective corporate planning provides logical linkages between goals, ensures the organization is not aimless, and allows management to implement and control their vision.

Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results. At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives. So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them. Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress.

This document compares strategic planning and operational planning. Strategic planning involves long-term planning performed by top-level management to achieve overall organizational goals. Operational planning involves short-term planning performed by middle-level management to achieve departmental goals on a daily basis with more specific details. Both types of planning consider the internal and external environment but strategic planning focuses more on future conditions while operational planning focuses on current annual targets and routine activities.

This presentation was delivered as part of the corporate training that i conduct. The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.

This document discusses Hoshin management, which is a Japanese strategic planning process used to align organizational activities with key goals. It involves the following components: 1. Annual planning cycles where managers collaboratively set goals and metrics to measure progress. 2. Deploying goals and means for achieving them throughout the organization using a "catchball" process of discussion and analysis. 3. Monitoring metrics regularly to ensure goals are on track and make corrections if needed. 4. Checking in at the end of the cycle to evaluate weaknesses and inform planning for the next year. The purpose is to focus all employees and tasks on critical priorities and enable rapid response to changing conditions. It is compared to management

This document discusses various types of planning including strategic, operational, corporate, and functional planning. It outlines the key differences between these types of planning such as the activities covered, time periods, approaches, and importance. Strategic planning focuses on long-term goals and objectives while operational planning guides day-to-day operations. Planning allows organizations to anticipate the future, coordinate activities, improve employee morale, and achieve economies. However, planning can also be costly, time-consuming, and fail to account for rapid changes. The document concludes by discussing advantages of strategic management over strategic planning.

A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale. The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results. Revenue Growth +30 – 200% Profitability Growth +10 – 30% Productivity Growth +30 – 50% Employee Engagement Growth +40 – 70% Customer Success Growth (Net Promoter Score) +30 – 50%

Stratetegic plan, plan, business, mkt, the process, actions, motivation, structure, how create concrete actions, stakeholders, marketing, social, activities,

The document outlines the steps for developing a strategic plan for a school. It discusses gathering data on the current state, developing a vision and goals, creating a plan with projects and timelines, implementing phases of the plan, and assessing impact and adjusting the plan as needed. Key aspects of strategic planning include collaboration, applying ideas across the curriculum, making data-driven decisions, and focusing on facilitating meaningful change to meet student needs through creativity and innovation.

Autism is a serious mental disorder that impairs communication and social interaction. It affects approximately 1 in 68 children and is diagnosed through developmental screenings and comprehensive evaluations. Children with autism often have difficulties with social interaction, verbal and nonverbal communication, and repetitive behaviors. They may also have intellectual disabilities, attention issues, or physical health problems. Treatment approaches in schools include therapies like speech, occupational, and sensory therapy along with specialized programs and individualized education plans.

The document discusses economic policy adjustments needed in the euro area. It argues that countries joining a currency union must adjust policies through increased structural reforms and fiscal discipline to strengthen resilience to economic shocks. Southern European countries failed to make these adjustments, experiencing low growth as a result. It also argues that a euro area banking union is urgently needed to strengthen the currency bloc's institutions. The banking union would involve centralized bank regulation and stress testing at the euro area level.

Ça vaut la peine de voir ce diaporama. C'est vraiment triste de voir ce qui se passe en ce moment comme destruction.