Six Sigma Black Belt Study Guides. 1 Powered by POeT Solvers Limited.

Size: px
Start display at page:

Download "Six Sigma Black Belt Study Guides. 1 Powered by POeT Solvers Limited."

Transcription

1 Six Sigma Black Belt Study Guides 1 Powered by POeT Solvers Limited.

2 Introduction to Six Sigma Team Performance Evaluation 2 Powered by POeT Solvers Limited.

3 Index Introduction Common performance evaluation criteria Recognizing and rewarding team efforts 3 Powered by POeT Solvers Limited.

4 Introduction Performance expected of the human resources must be clearly defined by the organization so that the employees understand their role responsibilities and implement organizational guidelines to measure up to the expected levels. Evaluation of team performance at appropriate intervals of time is very important to ensure that correctives are applied, wherever necessary, and recognition of performing team members becomes possible. The criteria to evaluate team performance must be determined before the formation of the team. Generally, the metrics used to evaluate the team s progress are quantitative rather than qualitative in nature. The performance evaluation metrics must be such that the performance of the team can be measured in terms of the degree of attainment of the project objectives. 4 Powered by POeT Solvers Limited.

5 Common performance evaluation criteria Performance evaluation forms the basis for employee recognition and reward. So, performance evaluation must be linked to the broad goals of the organization and the individual work profiles of the employees. Some of the common performance evaluation criteria are: Time based criteria Objective based criteria Monetary based criteria 5 Powered by POeT Solvers Limited.

6 Time based criteria These are used to evaluate the performance of the team by relating the performance to the scheduled or planned time assigned to complete a specific task Objective based criteria These are used to evaluate the performance of the team by assessing whether the team has accomplished the concrete milestones and goals. They assess whether the team has made the required progress on the project and whether the outputs meet the expected quality standards. 6 Powered by POeT Solvers Limited.

7 Monetary based criteria These are used to evaluate the performance of the team on the basis of the costs incurred on the team members in relation to the allocated budget. They can also be used to assess the financial benefits earned or losses incurred by an organization that are directly attributable to the performance of the team. 7 Powered by POeT Solvers Limited.

8 Recognizing and rewarding the efforts of the team It is important for an organization to recognize and suitably reward or punish the team for its performance. This will help the team to rectify its mistakes and derive motivation to perform better in the future. Some of the basic tools used for performance recognition are: Letters: Achievements recorded by the team and its individual members can be recognized by issuing letters of appreciation. Appreciation in meetings and public functions: An organization can recognize the efforts of the team by making specific references to them in public meetings and functions and expressing appreciation for their achievements. Mementos and trophies: These can be given as souvenirs of recognition and appreciation. 8 Powered by POeT Solvers Limited.

9 Monetary rewards: An organization can reward the team members monetarily for their efforts and good performance. This tool of recognition is often the best received one by the employees, irrespective of the actual monetary worth of such rewards. Company newsletters: An organization can show its appreciation to the team by making complimentary references to it in its periodic newsletters. The newsletters, circulated within the organization, are intended to inspire not only the appreciated team but also the other teams in the organization. 9 Powered by POeT Solvers Limited.

10 In this chapter, we have learned about Common performance evaluation criteria Recognizing and rewarding the efforts of the team 10 Powered by POeT Solvers Limited.

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction to Six Sigma Benchmarking 2 www.pmtutor.org Powered by POeT Solvers Limited. Index Introduction Different

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by Poet Solvers Limited. Introduction to Six Sigma Critical to x Requirements 2 www.pmtutor.org Powered by Poet Solvers Limited. Critical to

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction to Six Sigma Team Facilitation 2 www.pmtutor.org Powered by POeT Solvers Limited. Index Team motivation

More information

PROJECT STAKEHOLDER MANAGEMENT. 1 Powered by POeT Solvers Limited

PROJECT STAKEHOLDER MANAGEMENT. 1   Powered by POeT Solvers Limited PROJECT STAKEHOLDER MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited PROCESSES BY PROCESS GROUP Initiating Planning Executing Monitoring and controlling 13.1 13.2 13.3 13.4 Identify Plan Manage

More information

PROJECT TIME MANAGEMENT

PROJECT TIME MANAGEMENT PROJECT TIME MANAGEMENT ESTIMATE ACTIVITY DURATION PLANNING MONITORING & CONTROLLING 6.1 Plan Schedule Mgt 6.7 Control Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction to Six Sigma Business Performance Measures 2 www.pmtutor.org Powered by POeT Solvers Limited. Index Introduction

More information

PROJECT INTEGRATION MANAGEMENT. 1 Powered by POeT Solvers Limited

PROJECT INTEGRATION MANAGEMENT. 1   Powered by POeT Solvers Limited PROJECT INTEGRATION MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited PROCESSES BY PROCESS GROUP Initiating Planning Executing Monitoring and controlling Closing 4.1 Develop Project Charter

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Measure SIPOC 2 www.pmtutor.org Powered by POeT Solvers Limited. Meaning and importance of SIPOC diagram SIPOC is a

More information

PROJECT HUMAN RESOURCE MANAGEMENT. 1 Powered by POeT Solvers Limited

PROJECT HUMAN RESOURCE MANAGEMENT. 1   Powered by POeT Solvers Limited PROJECT HUMAN RESOURCE MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited PROCESSES BY PROCESS GROUP PLANNING 9.1 Plan Human Resource Management EXECUTING 9.2 Acquire Project Team 9.3 Develop

More information

Why Does a Project Need a Project Manager and a Business Analyst? 1 Powered by POeT Solvers Limited

Why Does a Project Need a Project Manager and a Business Analyst? 1  Powered by POeT Solvers Limited Why Does a Project Need a Project Manager and a Business Analyst? 1 www.pmtutor.org Powered by POeT Solvers Limited Agenda What Is A Business Analyst? Why Does A Project Need A Project Manager And A Business

More information

PROJECT SCOPE MANAGEMENT

PROJECT SCOPE MANAGEMENT PROJECT SCOPE MANAGEMENT CREATE WBS Process by process group Planning 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS Monitoring and Controlling 5.5 Validate Scope 5.6

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Measure Relational Matrix/Prioritization Matrix 2 www.pmtutor.org Powered by POeT Solvers Limited. Introduction The

More information

PROJECT MANAGEMENT PLAN INTRODUCTION. 1 Powered by POeT Solvers Limited

PROJECT MANAGEMENT PLAN INTRODUCTION. 1   Powered by POeT Solvers Limited PROJECT MANAGEMENT PLAN INTRODUCTION 1 www.pmtutor.org Powered by POeT Solvers Limited This presentation is copyright 2013 by POeT Solvers Limited. All rights reserved. This presentation is protected by

More information

PROJECT MANAGEMENT INTRODUCTION. 1 Powered by POeT Solvers Limited

PROJECT MANAGEMENT INTRODUCTION. 1   Powered by POeT Solvers Limited PROJECT MANAGEMENT INTRODUCTION 1 www.pmtutor.org Powered by POeT Solvers Limited This presentation is copyright 2013 by POeT Solvers Limited. All rights reserved. This presentation is protected by the

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Quality Function Deployment Introduction Quality Function Deployment (QFD) is a comprehensive quality design approach

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction to Six Sigma Quality Definitions and difference between service and product? 2 www.pmtutor.org Powered

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction The Pareto chart is named after Vilfredo Pareto, an economist from Italy. The Pareto chart exemplifies

More information

PRINCE2 COURSE FOUNDATION. 1 Powered by POeT Solvers Limited

PRINCE2 COURSE FOUNDATION. 1   Powered by POeT Solvers Limited PRINCE2 COURSE FOUNDATION 1 www.pmtutor.org Powered by POeT Solvers Limited Principles PRINCE2 2 www.pmtutor.org Powered by POeT Solvers Limited Objectives To understand SEVEN Principles of PRINCE2 methodology

More information

PROJECT INTEGRATION MANAGEMENT. 1 Powered by POeT Solvers LImited

PROJECT INTEGRATION MANAGEMENT. 1  Powered by POeT Solvers LImited PROJECT INTEGRATION MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers LImited MAJOR PROJECT DOCUMENTS Before we begin Integration, let's summarize the project's major documents: ALL are formally approved

More information

Motivation. Learning Outcomes

Motivation. Learning Outcomes Motivation Learning Outcomes After successful studying this chapter You should be able to: Define the term Motivation, Explain Why motivation is important, Discuss the motivation theories of Maslow and

More information

PROJECT SCOPE MANAGEMENT. 1 Powered by POeT Solvers Limited

PROJECT SCOPE MANAGEMENT. 1   Powered by POeT Solvers Limited PROJECT SCOPE MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited At the end of this training, our goal is for you to: Be able to define the term scope Be able to identify primary sources who

More information

Management. Part II: Planning Ch. 5. Organizational goals and plans

Management. Part II: Planning Ch. 5. Organizational goals and plans Management Part II: Planning Ch. 5. Organizational goals and plans Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing

More information

Knowledge Areas According to the PMBOK edition 5. Chapter 4 - Integration

Knowledge Areas According to the PMBOK edition 5. Chapter 4 - Integration Knowledge Areas According to the PMBOK edition 5 Chapter 4 - Integration 4.1 - Develop Project Charter Process Project statement of work Expert Judgment Project charter Business case Facilitation techniques

More information

PRINCE2 COURSE FOUNDATION. 1 Powered by POeT Solvers Limited

PRINCE2 COURSE FOUNDATION. 1   Powered by POeT Solvers Limited PRINCE2 COURSE FOUNDATION 1 www.pmtutor.org Powered by POeT Solvers Limited Plans - Approach The philosophy behind producing plans in PRINCE2 is that the products required are identified first, and only

More information

Accounting for management

Accounting for management 1 Accounting for management The following topics are covered in this chapter: The nature of good The managerial processes of planning, decision making and control Mission statements Levels of planning

More information

Apply Lean Six Sigma to Service Industry: A real methodology to sustain your competitive advantage! - Individual Capacity Screening

Apply Lean Six Sigma to Service Industry: A real methodology to sustain your competitive advantage! - Individual Capacity Screening Apply Lean Six Sigma to Service Industry: A real methodology to sustain your competitive advantage! - Individual Capacity Screening 1 Agenda Introducing Ulysses Consulting Luxembourg. Staffing Management

More information

PROJECT PROCUREMENT MANAGEMENT. 1 Powered by POeT Solvers Limited

PROJECT PROCUREMENT MANAGEMENT. 1  Powered by POeT Solvers Limited PROJECT PROCUREMENT MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers Limited CONDUCT PROCUREMENT PROCESSES BY PROCESS GROUP Planning Executing Monitoring and controlling Closing 12.1 12.2 12.3 12.4

More information

1: NATURE CONCEPTS AND FUNCTIONS OF HRM

1: NATURE CONCEPTS AND FUNCTIONS OF HRM Subject Paper No and Title 9: HUMAN RESOURCE MANAGEMENT Module No and Title Module Tag 1: NATURE CONCEPTS AND FUNCTIONS OF HRM COM_P9_M1 TABLE OF CONTENTS 1. Learning Outcomes 2. Introduction Human Resource

More information

Chapter Learning Objectives After studying this chapter you should be able to:

Chapter Learning Objectives After studying this chapter you should be able to: Chapter Learning Objectives After studying this chapter you should be able to: 1. Characterize the nature of motivation, including its importance and basic historical perspectives. 2. Identify and describe

More information

Creating an Award-Winning Service Culture

Creating an Award-Winning Service Culture Creating an Award-Winning Service Culture INTRODUCTION For over three decades, DALBAR has helped financial services organizations create and sustain award winning cultures and a superior standard of care.

More information

2/4/2011. Human Resource Practices. Toyota Georgetown. Key Idea. Businesses are learning that to satisfy customers, they must first satisfy employees.

2/4/2011. Human Resource Practices. Toyota Georgetown. Key Idea. Businesses are learning that to satisfy customers, they must first satisfy employees. Chapter 6 Human Resource Practices Evans & Lindsay (2008) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e 1 Toyota Georgetown We ve got nothing, technology-wise, that anyone else can t have. There

More information

Responsibility Accounting

Responsibility Accounting Responsibility Accounting Objectives To understand the concept of Responsibility Accounting Responsibility Accounting Responsibility accounting is used to measure the performance of people and departments

More information

NWS Engagement Close-out. 25 February 2013 Ottawa

NWS Engagement Close-out. 25 February 2013 Ottawa NWS Engagement Close-out 25 February 2013 Ottawa 1 Purpose of Meeting Canada to complete the engagement with treaty partners of the North Warning System Operations & Maintenance procurement process To

More information

Joe McGee. Summary. Experience. Manager of Contact Support Center

Joe McGee. Summary. Experience. Manager of Contact Support Center Joe McGee Manager of Contact Support Center jmcgee@mcgeeleadership.com Summary Over 10 years experience in the IT industry for leading corporate, financial and educational organizations. Highly competitive,

More information

HR certification: basic course

HR certification: basic course HR certification: basic course What makes the program unique: It is a modular program covering all major areas of the integrated talent There are trainings for different levels of HR professionals (basic

More information

performance Level: 3 Credit value: 4 GLH: 20 Relationship to NOS:

performance Level: 3 Credit value: 4 GLH: 20 Relationship to NOS: Unit 334 Manage individuals performance UAN: Level: 3 Credit value: 4 GLH: 20 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: J/506/1921 Management & Leadership

More information

Managing Human Resources Bohlander Snell

Managing Human Resources Bohlander Snell 5 MANAGING PEOPLE Compensation & Incentive Plans Managing Human Resources Bohlander Snell 14 th edition PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter Contents Summarized

More information

1/16/2009. Chapter Sixteen. Learning Objectives. The Nature of Motivation. Managing Employee Motivation and Performance

1/16/2009. Chapter Sixteen. Learning Objectives. The Nature of Motivation. Managing Employee Motivation and Performance Chapter Sixteen Managing Employee Motivation and Performance Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives

More information

CHIEF TRANSFORMATION OFFICER

CHIEF TRANSFORMATION OFFICER Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that

More information

SMART Goals Model. Specific. Measureable. Achievable. Relevant. Time-bound. Talent Management Learning Series 2

SMART Goals Model. Specific. Measureable. Achievable. Relevant. Time-bound. Talent Management Learning Series 2 SMART Goals 101 SMART Goals Model S M A R T Specific Measureable Achievable Relevant Time-bound Talent Management Learning Series 2 SMART Goals Model in Detail Specific Define expectations and explain

More information

Leadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership

Leadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership Learning Objectives Leadership Chapter 10 website Mark Gosling Office: D404 Phone: 5417 Email: markg@mail.nkuht.com.tw LO1 What is leadership LO2 What traits does a leader have? LO3 Talk about leadership

More information

Planning. Supervisors and Coordinators

Planning. Supervisors and Coordinators Planning Supervisors and Coordinators Review Homework Review Homework from Module 1 Problem Solving and Decision Making Break into teams and discuss individual problems and solutions Pick the best one

More information

Goals for this Session. Increasing Employee Engagement & Accountability in School Districts. Introductions 1/26/2015

Goals for this Session. Increasing Employee Engagement & Accountability in School Districts. Introductions 1/26/2015 Increasing Employee Engagement & Accountability in School Districts MASBO Colleagues Bruce Miles Ed.D. Introductions Goals for this Session 1 Goals 1) Briefly review best practices re: Engagement 2) Review

More information

HUMAN RESOURCE ACCOUNTING

HUMAN RESOURCE ACCOUNTING INTRODUCTION HUMAN RESOURCE ACCOUNTING The past few decades have witnessed a global transition from manufacturing to service based economies. The fundamental difference between the two lies in the very

More information

CHAPTER 6. FINDINGS, SUGGESTIONS CONCLUSIONS AND RECOMMENDATIONS

CHAPTER 6. FINDINGS, SUGGESTIONS CONCLUSIONS AND RECOMMENDATIONS CHAPTER 6. FINDINGS, SUGGESTIONS CONCLUSIONS AND RECOMMENDATIONS 6.1. Introduction 6.2. Findings 6.3. Suggestions and Recommendations 6.4. Original contribution at doctoral level 6.5. Dimensions for further

More information

Increasing Employee Engagement & Accountability in School Districts

Increasing Employee Engagement & Accountability in School Districts Increasing Employee Engagement & Accountability in School Districts WASBO Colleagues Bruce Miles Ed.D. Introductions 1 Goals for this Session Goals 1) Briefly review best practices re: Engagement 2) Review

More information

Dynamic Leadership How to Develop, Inspire and Retain an Effective Team

Dynamic Leadership How to Develop, Inspire and Retain an Effective Team How to Develop, Inspire and Retain an Effective Team Presenter: Tom Schulte Leadership Summit Engaging the New Faces of APICS MANAGING VS. LEADING Manager A person responsible for controlling or administering

More information

SEE Enterprise Design and Galbraith Organizational Design Comparison

SEE Enterprise Design and Galbraith Organizational Design Comparison SEE Enterprise Design and Galbraith Organizational Design Comparison The following outline broadly compares the organizational design elements between the SEE framework and Galbraith taxonomy. SEE Framework

More information

PROJECT QUALITY MANAGEMENT. 1 Powered by POeT Solvers LImited

PROJECT QUALITY MANAGEMENT. 1   Powered by POeT Solvers LImited PROJECT QUALITY MANAGEMENT 1 www.pmtutor.org Powered by POeT Solvers LImited WHAT S PROJECT QUALITY MANAGEMENT? WHAT S PROJECT QUALITY MANAGEMENT? Project Quality Management processes include all the activities

More information

VISION, MISSION, VALUES

VISION, MISSION, VALUES VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse

More information

MANAGEMENT CONTACT: (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS

MANAGEMENT CONTACT: (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS MANAGEMENT CONTACT: 08038400843 (Tuesdays and Thursdays 5pm 6pm) MOCK QUESTIONS SECTION A PART I MULTIPLE CHOICE QUESTIONS 1. ONE of the following is NOT a source of conflict in organisations. A. Differences

More information

COMPENSATION MANAGEMENT

COMPENSATION MANAGEMENT COMPENSATION MANAGEMENT DIPAK KUMAR BHATTACHARYYA Director Camellia School of Business Management Kolkata OXPORD UNIVERSITY PRESS Preface Chapter 1: Introduction to Compensation Management 1 1.1 Introduction

More information

Six Sigma Black Belt Study Guides

Six Sigma Black Belt Study Guides Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Overview of Six Sigma DMAIC Define Define the project targets and customer (internal and external) deliverables. Measure

More information

ATTACHMENT #1 Value-of-Work Activity

ATTACHMENT #1 Value-of-Work Activity ATTACHMENT #1 Value-of-Work Activity Goals: 1. To assess personal work values 2. To gain insight into personal levels of satisfaction Process 1. Explain that a value is anything to which a person ascribes

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations Are Monetary Rewards Compatible with Lean Systems? CEO Publication G 13-13 (632) Gerald E. Ledford, Jr. Senior Research Scientist Center for Effective Organizations Marshall

More information

9-1. Managing Leadership. Essentials of Contemporary Management, 3Ce. Copyright 2010 The McGraw-Hill Companies, Inc. All rights reserved

9-1. Managing Leadership. Essentials of Contemporary Management, 3Ce. Copyright 2010 The McGraw-Hill Companies, Inc. All rights reserved 9 9-1 Managing Leadership Learning Objectives 9-2 1. Describe what leadership is and on what bases of power leaders influence others. 2. Describe the early trait and behavioural theories of leadership

More information

What events or services does your chapter want to provide in the coming year?

What events or services does your chapter want to provide in the coming year? The Four Keys to Volunteerism Key # 1: Assess Assess your chapter needs and institute a volunteerism plan What events or services does your chapter want to provide in the coming year? What do you need

More information

Creative (And Affordable) Ideas For Employee Recognition

Creative (And Affordable) Ideas For Employee Recognition 20 Creative (And Affordable) Ideas For Employee Recognition INTRODUCTION Remember that feeling you experienced when you were awarded a gold star in school for a job well done? Even though we re older now

More information

Employee Involvement. BPF2123 Quality Management System

Employee Involvement. BPF2123 Quality Management System Employee Involvement BPF2123 Quality Management System Chapter Outline What is Employee Involvement? Empowerment Teams and Motivation Employee Surveys Recognition and Reward Lesson Outcomes Explain the

More information

Integration Knowledge Area

Integration Knowledge Area Integration Knowledge Area Develop Project Charter Project statement of work Expert judgment Project charter Business case Contract (if third party project) EEF: government/industry standards, organizational

More information

Chapter 7 Quiz Introductino to Business Name: Directions: Answer at least 20 questions. Put the letter on the blank.

Chapter 7 Quiz Introductino to Business Name: Directions: Answer at least 20 questions. Put the letter on the blank. Chapter 7 Quiz Introductino to Business Name: Directions: Answer at least 20 questions. Put the letter on the blank. 1. The main focus of the process of management is: a. initiating corporate social responsibility

More information

Six Sigma A Strategy for Increasing Employee Engagement

Six Sigma A Strategy for Increasing Employee Engagement deployment can have a significant influence on employee satisfaction, as demonstrated in this internationally based research. A Strategy for Increasing Employee Engagement Vijaya Sunder Organizations have

More information

Initiation Group Process. Planning Group Process

Initiation Group Process. Planning Group Process Initiation Group Process Develop Project Charter Project statement of work Expert judgment Project charter Business case Contract (if third party project) EEF: government/industry standards, organizational

More information

Deloitte impact Recognition and Rewards

Deloitte impact Recognition and Rewards Deloitte impact Recognition and Rewards Deloitte Purpose Statement The Deloitte network Purpose statement is Deloitte makes an impact that matters. This statement is an articulation of why we exist. Our

More information

Objectives of Project Management Framework. What are the Characteristics Of Project. Activities involved Project Management

Objectives of Project Management Framework. What are the Characteristics Of Project. Activities involved Project Management PMP Training Training Topics Chapter 1 Introduction to PMP Objectives of PMP Requirements for PMP Exam About PMP Exam PMP Exam Syllabus Chapter 2 Objectives of Project Management Framework What is Project

More information

Summary of 47 project management processes (PMBOK Guide, 5 th edition, 2013)

Summary of 47 project management processes (PMBOK Guide, 5 th edition, 2013) Summary of 47 project management processes (PMBOK Guide, 5 th edition, 2013) Integration Management: processes & activities needed to properly coordinate all aspects of the project to meet stakeholder

More information

Seven Core Competencies of a Sustainable Fundraising Program

Seven Core Competencies of a Sustainable Fundraising Program Seven Core Competencies of a Sustainable Fundraising Program To fully realize their stated visions and to carry out their missions, nonprofits must have the following core competencies in place. Organizational

More information

Emerging Principles in Performance Assessment. Subhash Bhatnagar Adjunct Professor Indian Institute of Management, Ahmedabad

Emerging Principles in Performance Assessment. Subhash Bhatnagar Adjunct Professor Indian Institute of Management, Ahmedabad Emerging Principles in Performance Assessment Subhash Bhatnagar Adjunct Professor Indian Institute of Management, Ahmedabad Presentation Structure A Framework for Performance Assessment for Judicial System

More information

Your kind word or act makes a difference to someone s life As managers always assume everyone is having a hard day You control the carrot supply in

Your kind word or act makes a difference to someone s life As managers always assume everyone is having a hard day You control the carrot supply in Based on the book by Adrian Gostick and Chester Elton, Gibbs Smith Publishers, Text copyright 2002 O.C. Tanner Recognition Company Your kind word or act makes a difference to someone s life As managers

More information

Six Sigma Black Belt Week 3. Six Sigma Black Belt Week 3. Six Sigma Black Belt Week 3. Project Management. Chapter 3-4

Six Sigma Black Belt Week 3. Six Sigma Black Belt Week 3. Six Sigma Black Belt Week 3. Project Management. Chapter 3-4 Chapter 3-4 Project Management 3-4-1 Project Management Six Sigma involves a process of improvement projects. In order for these to be successful they must be managed. 3-4-2 Administrative Support Steering

More information

Compiled by Rajan Humagai

Compiled by Rajan Humagai Compiled by Rajan Humagai www.pavementengineering.com.au Project Processes Inputs, Tools & Techniques and Outputs. (Based on PMBOK 5 th Edition) 1. Project Integration 1. Develop 1. Project Statement Of

More information

Competency Catalog June 2010

Competency Catalog June 2010 Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on

More information

IMPACT OF MONETARY AND NON-MONETARY REWARDS TOWARDS EMPLOYEE MOTIVATION : CASE STUDY OF GARMENT INDUSTRY IN SRI LANKA

IMPACT OF MONETARY AND NON-MONETARY REWARDS TOWARDS EMPLOYEE MOTIVATION : CASE STUDY OF GARMENT INDUSTRY IN SRI LANKA IMPACT OF MONETARY AND NON-MONETARY REWARDS TOWARDS EMPLOYEE MOTIVATION : CASE STUDY OF GARMENT INDUSTRY IN SRI LANKA K. E. PERERA 128268J Degree of Master of Business Administration in Project Management

More information

LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT

LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT LEADING IN YOUR VOLUNTEER ORGANIZATION LEVEL 5 PROJECT TABLE OF CONTENTS 2 Introduction 3 Your Assignment 4 Assess Your Skills 5 Competencies 5 Volunteer Leaders and Members 6 When You Lead 7 Respect and

More information

Staff motivation on a budget

Staff motivation on a budget Staff motivation on a budget A smile on a face, a comfortable environment and recognition of hard work and excellence can go a long way in the workplace. Add carefully considered motivational strategies

More information

A Software Metrics Primer

A Software Metrics Primer C12625211.fm Page 153 Monday, July 9, 2007 11:28 AM Chapter 12 A Software Metrics Primer 1 In this chapter: Why Measure Software.................................................153 What to Measure......................................................154

More information

The definition of leadership

The definition of leadership The definition of leadership Leadership is the lifting of a man s vision to higher sight, the raising of a man s performance to a higher standard, the building of a man s personality beyond its normal

More information

GLOSSARY OF TERMS For Business Performance Management

GLOSSARY OF TERMS For Business Performance Management GLOSSARY OF TERMS For Business Performance Management September 2012 Table of Contents Table of Contents... 1 Introduction... 2 Glossary... 2 Page 1 Introduction Many terms we use when talking about Business

More information

Indus IT Training Course: PRM Training Course Curriculum Duration: Six Weekends - Sat & Sun: 9.00am 1.00pm - Approx. 50hrs

Indus IT Training Course: PRM Training Course Curriculum Duration: Six Weekends - Sat & Sun: 9.00am 1.00pm - Approx. 50hrs PROJECT RISK MANAGEMENT COURSE OUTLINE 1. Understanding Risk 1.1. Definition of Risk 1.2. Difference between Issue and Risk 1.3. What is Risk Management 1.4. Examples of Risks in daily life 1.5. Examples

More information

BUSINESS PROGRAMS UNDERGRADUATE PURPOSE 7 HANDBOOK. Managing Capital Markets. School of Management, Business Programs

BUSINESS PROGRAMS UNDERGRADUATE PURPOSE 7 HANDBOOK. Managing Capital Markets. School of Management, Business Programs BUSINESS PROGRAMS UNDERGRADUATE PURPOSE 7 HANDBOOK Managing Capital Markets School of Management, Business Programs Updated: June 2011 Contents OVERVIEW OF THE PURPOSE Purpose Deliverables, Competencies

More information

CA Final Financial Reporting Chapter 10 Unit 5 CA. Susheel Bhandari

CA Final Financial Reporting Chapter 10 Unit 5 CA. Susheel Bhandari CA Final Financial Reporting Chapter 10 Unit 5 CA. Susheel Bhandari To understand the importance and necessity of Human Resource To understand the reporting of Human Resource in Financial Statements At

More information

Chapter 9. Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1

Chapter 9. Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1 Chapter 9 Direct Financial Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1 Total Compensation Components Copyright 2016 Pearson Education, Inc. 9-2 Direct Financial Compensation

More information

Exam Questions PMI-001

Exam Questions PMI-001 Exam Questions PMI-001 Project Management Professional https://www.2passeasy.com/dumps/pmi-001/ 1. A reward can only be effective if it is: A. Given immediately after the project is completed. B. Something

More information

Organizational rewards often are both intrinsic and extrinsic. Intrinsic rewards include one s work and satisfaction with one s performance, which

Organizational rewards often are both intrinsic and extrinsic. Intrinsic rewards include one s work and satisfaction with one s performance, which 1 2 Human resource management (HRM) is important to an organization s strategic success. It deals with the formal systems of human resource (HR) planning, staffing, compensation, benefits, and implementing

More information

Organizational Project Management Maturity Model 3 (OPM3)

Organizational Project Management Maturity Model 3 (OPM3) Organizational Project Management Maturity Model 3 (OPM3) An Overview of PMI s 2 nd Edition Standard Joanne Greene-Blose, PMP Questions to Answer Today What is OPM3? What are the Benefits? What are its

More information

Audio transcripts and lesson notes

Audio transcripts and lesson notes Chapter 5 Defining the Do Phase Audio transcripts and lesson notes Hi and welcome back. This is your instructor Anup Narayanan and let us now move on to the DO phase, which focuses on implementing the

More information

Subject: Quality Management System. Clause 6 - Planning

Subject: Quality Management System. Clause 6 - Planning Subject: Quality Management System Clause 6 - Planning 17.03.2016. HOMEWORK? A person who never made a mistake, never tried anything new. Albert Einstein (Nobel Prize Winner, 1879-1955) RISK. Twenty years

More information

TQM and Reliability Engineering

TQM and Reliability Engineering Total Quality Management & Reliability Engineering Dr V. Muralidharan Dept. of Mechatronics SRM University Introduction Total Quality Management TQM is an enhancement to the traditional way of doing business.

More information

Chapter 4: Theories of Motivation

Chapter 4: Theories of Motivation Chapter 4: Theories of Motivation Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 4-1 Chapter Outline What Is Motivation? Needs Theories

More information

FACTORS MOTIVATING EXECUTIVES OF TEXTILE MILLS IN KARUR

FACTORS MOTIVATING EXECUTIVES OF TEXTILE MILLS IN KARUR FACTORS MOTIVATING EXECUTIVES OF TEXTILE MILLS IN KARUR Dr.S.Ramamoorthy Associate Professor and Head, Department of Economics, NMS S Vellaichamy Nadar College, Madurai Introduction The globalization of

More information

Benchmarking to Save Energy Protect Our Environment Through Energy Efficiency

Benchmarking to Save Energy Protect Our Environment Through Energy Efficiency Benchmarking to Save Energy Protect Our Environment Through Energy Efficiency In commercial real estate, decreasing energy costs by 30 percent is equivalent to increasing net operating income by 4 percent.

More information

BEFORE THE MAY 29, 2003

BEFORE THE MAY 29, 2003 BEFORE THE PRESIDENT S COMMISSION ON THE UNITED STATES POSTAL SERVICE 1717 H STREET, N.W. WASHINGTON, DC 20006 (202) 715-7294 PAGE 2 Good morning, members of the Commission. I am Jane Weizmann, Senior

More information

Albemarle County Public Schools Department Improvement Plan

Albemarle County Public Schools Department Improvement Plan 2012-2013 Albemarle County Public Schools Department Improvement Plan This document contains: Division Goals and 2012-13 Board Priorities Improvement Planning Timeline Improvement Team Guidelines Reflective

More information

Lisa Goatley, M.S., L.P.C. New River Valley Community Services Blacksburg, VA

Lisa Goatley, M.S., L.P.C. New River Valley Community Services Blacksburg, VA Lisa Goatley, M.S., L.P.C. New River Valley Community Services Blacksburg, VA Examine your own prejudices. Do not discriminate. Treat subordinates fairly. Respect yourself. Do not get overly chummy with

More information

8 th edition Steven P. Robbins Mary Coulter

8 th edition Steven P. Robbins Mary Coulter 8 th edition Steven P. Robbins Mary Coulter Copyright 2005 Prentice Hall, Inc. All rights reserved. Who Are Managers?* Manager Someone who works with and through other people by coordinating, integrating

More information

Report Contents. Business Motivators for: This Report Is Provided By: Terri Tester ACME Inc. 07/23/2002

Report Contents. Business Motivators for: This Report Is Provided By: Terri Tester ACME Inc. 07/23/2002 1of 9 Business Motivators for: ACME Inc. 07/23/2002 Report Contents Conceptual Aesthetic Economic Power and Authority Social Doctrine Graphic Profile This Report Is Provided By: Employee Selection & Development,

More information

INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT. Foundation for an Effective Safety Culture

INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT. Foundation for an Effective Safety Culture INTEGRITY MANAGEMENT CONTINUOUS IMPROVEMENT Foundation for an Effective Safety Culture June 2011 Foundation for an Effective Safety Culture describes the key elements of organizational culture and business

More information

Mobile Learning Project Management

Mobile Learning Project Management Mobile Learning Project Management Debbie Richards Overview Discover how to frame and pitch a mobile learning business strategy. Identify project management considerations for a successful mobile learning

More information

This is the third and final article in a series on developing

This is the third and final article in a series on developing Performance measurement in Canadian government informatics Bryan Shane and Gary Callaghan A balanced performance measurement system requires that certain principles be followed to define the scope and

More information

Chapter One PROJECT MANAGEMENT OVERVIEW

Chapter One PROJECT MANAGEMENT OVERVIEW Chapter One PROJECT MANAGEMENT OVERVIEW Project management itself is not a new concept. It has been practiced for hundreds, even thousands of years. Any large undertaking requires a set of objectives,

More information