|
There seems to be no end to the grinding and mashing of teeth when it comes to prioritizing projects into and within the IT project portfolio of an organization. Typically the pain found in many prioritization efforts is due to the lack of a consistent, objective and measurable method - thus leaving only persuasion and politics to guide the effort.
This whitepaper shows how to create simple weighted project priority matrix, and give 10 examples that you can follow or calibrate to reflect your organization's best thinking.
About the author
Michael Wood is a CPA and is currently a freelance consultant. Prior to that, he was the President of The Natural Intelligence Group. In the late 1990s, Michael was the Executive Vice President of Outcomes Management for the Corporation for Standards and Outcomes (CS&O). His broad industry background and experience has positioned Mr. Wood as an expert in the field of business process improvement and reengineering, which is the focus of his new book The HELIX Factor: The Key to Streamlining Your Business Processes.
Related SoftExpert Solution
There is a consensus amongst CEOs that organisations are bombarded by change and that many are struggling to cope with the transformation. Therefore, managers have to blend agility with direction, creativity with control, and flexibility with structure. This means that the rate of change of pace now requires high levels of coordination and integration of strategy implementation, which can be achieved only through effective and efficient programme management. Moreover, as programme offices in the organisational structure grow in numbers the need increases for an executive position where portfolio managers in charge of the various programmes report. This is the emergent role of Chief Portfolio Officer.
In this set of forward looking ideas, Dr. Steyn describes his and others' efforts to comprehensively address the difficulty of developing and implementing strategy at the corporate, business and operational levels, and put modern thinking, including the emergent role of the Chief Portfolio Officer, into perspective.
About the author
Dr Pieter Steyn is Founder and Principal of Cranefield College of Project and Programme Management. Professor Steyn holds an engineering degree (BSc Eng), MBA and Doctorate in business management and is a registered Professional Engineer. He is currently a member of International Project Management Association’s (IPMA) Research Management Board. Pieter can be contacted at cranefield1@cranefield.ac.za.
Related SoftExpert Solution
Much has been written about the increasing uncertainty enterprises face due to globalization, restructuring, changing markets and increased competition. An increased call for transparency is causing organizations to focus on the benefits of enterprise risk management (ERM). Leading companies are using the methods and tools of Six Sigma to improve existing processes so they can better incorporate and generate information regarding risk. This article shows the synergistic relationship between enterprise risk management and Six Sigma.
About the author
Michael Young is a certified Master Black Belt, president of Strategic Business Transformation Resources LLC and freelance author. Young has more than 15 years of experience assisting international companies in deploying the methods and tools of Lean Six Sigma. He was formerly a member of the Global Risk Management Services group in a 'Big 4' accounting and consulting firm. He can be reached at k.michael.young@verizon.net.
Related SoftExpert Solutions
Well-managed enterprises today utilize integrated strategic growth management processes to define, approve and control their current and future growth plans and the actions needed to achieve their agreed strategic objectives. These actions are translated in the execution of portfolios of programs and projects. However, the inter-relationship between the business processes used to manage the strategic growth of an enterprise and those used to manage the program/project portfolios within the enterprise are not well understood.
The aim of this paper is to define the inter-relationship, to clarify the boundaries, and to identify who holds primary responsibilities for these inter-related sets of management processes – strategic management processes and project portfolio management processes.
About the author
Russell D. Archibald
PhD, MSc, Fellow PMI, Fellow APM/IPMA, PMP
Related SoftExpert Solution
The saying "A picture's worth a thousand words" isn't always true. It's certainly not true when it comes to process modeling. Why?
Pictures are flat. They have two dimensions. Models have three dimensions. A process model can have many dimensions. A detailed process model is the result of comprehensive process discovery.
In short, process discovery can be defined as the action of understanding and documenting how a business process works.
This article describes the challenges and initial considerations of business process discovery and analysis from the perspective of a business analyst.
About the author
Mike Purcell has worked with process oriented technologies for the past 15 years of his 29 year career. His focus is process analysis, simulation, optimization and re-engineering. He has also managed projects that include process automation and monitoring. Mike is experienced in multiple process oriented optimization techniques and methodologies.
Related SoftExpert Solution
There is a popular misconception by some senior executives and senior managers that compliance by way of a code-of-conduct, legislation or contract (or other such requirement) removes the need for risk management. Without a risk management framework in place, compliance management is a poor attempt to gloss-over the cracks in an organisation's corporate governance. This article shows you how to repair the cracks.
About the author
Anthony Rowley is an executive with more than 20 years' experience in private and public-sector organisations, including eBusiness and IT advisory roles; political experience with executive positions on the staff of two Australian Prime Ministers; account management; marketing; procurement; and senior project management roles.
http://www.linkedin.com/in/anthonyrowley.
About SoftExpert:
SoftExpert is the leading global provider of software solutions for compliance and business excellence. The company is present in over 25 countries on the five continents, and has a portfolio of more than 1,700 customers. The SoftExpert Excellence Suite (SE Suite) offers a set of multilingual modules that are natively integrated and fully Web-based to automate the processes required to improve and optimize the different business areas at organizations, boosting quality of management, cutting operating costs and facilitating compliance with the main market standards and regulations. SE Suite also complements and optimizes Enterprise Resource Planning systems. The suite is integrated with the main ERP systems on the market through already available connectors, or through customized connectors developed based on the client's specific needs.
Related SoftExpert Solutions
Business Process Management (BPM) and Workflow are not just about moving documents around faster. Today, the technologies and the business environment have reached the point where Workflow and BPM can play a real role in front line mission-critical business processes.
Business Process Management is a new term that covers a portfolio of funcions and approaches that includes techniques to integrate the processes within multiple applications, across companies, and between companies.
Workflow, as defined by the Workflow Management Coalition (WfMC), is the automation of a business process, in whole or in part, during which documents, information, or tasks are passed from one participant to another for action.
To help people not to confuse simple Workflow automation with the more comprehensive, yet complex Business Process Management (BPM), this article describes each concept and offers a real world example.
About the author
Mike Purcell has worked with process oriented technologies for the past 15 years of his 29 year career. His focus is process analysis, simulation, optimization and re-engineering. He has also managed projects that include process automation and monitoring. Mike is experienced in multiple process oriented optimization techniques and methodologies.
Related SoftExpert Solution
Corporate strategy remains just a pipe-dream unless projects are initiated to move the company towards its strategic goals. These projects must be coordinated with each other and with organizational realities and objectives.
This coordination is known as Project Portfolio Management (PPM). When used effectively, PPM ensures that projects are aligned with corporate strategies and priorities and optimizes resource allocation.
This paper will help your organization asses how mature your company is to do portfolio management and will guide you on how to create a Strategic Project Office to coordinate your project portfolio.
About the author
Project Management Solutions, Inc. (PM Solutions) provides project management consulting, training, and resources to help organizations improve performance and deliver critical projects successfully. Core services include project and program resources; corporate training delivered through the PM College® (www.pmcollege.com); and management consulting services that directly support project portfolio management, organizational project management maturity, process and methodology development, project office deployment and enhancement, and project review and recovery. With corporate headquarters located just outside Philadelphia, Pa., USA, PM Solutions serves a diverse client base that includes some of the world's leading organizations. For more information, visit www.pmsolutions.com.
Related SoftExpert Solution
Executives play a pivotal role in making risk management work in a project-driven environment. They have to understand that risk management is a required discipline, even a profession. They have to understand what risk management can do for their projects and what might happen, or is already happening, without that formal risk management process. They need to know what they should do to make risk management successful in their organization and the barriers to such success, which they have to overcome. They will have to handle risk management externally, too, with artful and candid presentations to the customers and other stakeholders. In this article, author, consultant and project risk management expert David Hulett gives the executives responsibility for succesful risk management of enterprise projects.
About the author
David T. Hulett, Ph.D., is internationally recognised as a leading expert in risk management, leader in risk management activities of the Project Management Institute (project manager of the Risk Management chapter of the PMBOK® Guide, 2000 and 3rd editions), deputy PM of the Practice Standard for Project Risk Management (ongoing) and frequent conference speaker. He is Principal of Hulett & Associates, a project management consultants company, and can be reached at info@projectrisk.com.
About SoftExpert:
SoftExpert is the leading global provider of software solutions for compliance and business excellence. The company is present in over 25 countries on the five continents, and has a portfolio of more than 1,700 customers. The SoftExpert Excellence Suite (SE Suite) offers a set of multilingual modules that are natively integrated and fully Web-based to automate the processes required to improve and optimize the different business areas at organizations, boosting quality of management, cutting operating costs and facilitating compliance with the main market standards and regulations. SE Suite also complements and optimizes Enterprise Resource Planning systems. The suite is integrated with the main ERP systems on the market through already available connectors, or through customized connectors developed based on the client's specific needs.
Related SoftExpert Solutions
Recent research studies have shown that Quality Improvement efforts dramatically reduce an organization's internal costs by lowering the levels of product or service defects and therefore the expenditures needed to remedy them.
In competitive markets, organizations must take advantage of opportunities to reduce the costs of poor quality so they may reap the market share and revenue growth benefits that result from a growing reputation for providing high quality products or services.
Nevertheless, a quality improvement effort requires the conscious designing and molding of a company culture.
This paper introduces you a path for being successful in transforming an organizational culture by focusing on Quality Improvement people.
About the author
Davis Balestracci is a senior member of the American Society for Quality. Currently he is Quality Improvement specialist at Harmony Consulting. Davis is the author of the 3rd edition of book, Data Sanity: A Quantum Leap to Unprecedented Results and during four years authored a column for Quality Digest reaching 70,000 people a month. Since 1992, Davis has been primarily involved with health care industry. He also has received corporate awards for innovative teaching and applications of statistical methods.
For information contact:
www.dbharmony.com.
Related SoftExpert Solutions
Standards that lay down requirements for quality management systems, internationally recognized determine that organizations shall ensure that any necessary corrections and corrective actions are taken without undue delay to eliminate detected nonconformities and their causes, and also realize the follow-up activities shall include the verification of the actions taken and the reporting of verification results.
Nevertheless, taking actions on problems is one of many responsibilities that people have and, unfortunately, it's not always top priority. That's why it's crucial that those actions are carefully verified. Verification is not an act of suspicion or disrespect; it's simply a necessary part of problem solving.
In this article the author clarifies the importance of verifying the effectiveness of implemented actions, and the best way to do it.
About the author
Craig Cochran is the north metro regional manager with Georgia Tech's Economic Development Institute. He's the author of ISO 9001 in Plain English, Customer Satisfaction: Tools, Techniques and Formulas for Success, The Continual Improvement Process: From Strategy to the Bottom Line, and Becoming a Customer Focused Organization, all available from Paton Professional.
For information contact:
Georgia Tech's Enterprise Innovation Institute can be reached at http://innovate.gatech.edu.
Related SoftExpert Solutions
There's a new wave of environmental consciousness rolling across the landscape of business. In certification circles, we refer to it as the Green Wave.
But companies are discovering that going green isn't easy, and getting green certified is even tougher.
Research data from the American Consumer Council (ACC) suggests that fewer than 22 percent of companies that apply for green certification would pass the bar in terms of earning ACC's Green C Certification, a tough standard that gauges a company's environmental compliance and corporate social responsibility.
In this article the author comments about this, and gives advice about what to do to get there.
About the author
Thomas Hinton is president and CEO of CRI Global LLC, a San Diego-based international training and consulting firm that helps its clients create a culture of excellence.
For information contact:
tom@criglobal.com
Related SoftExpert Solution
Browse any major newspaper, industry journal or security blog today, and it is evident that the number of significant data breaches - from credit card information to health records - is rapidly increasing. Many organizations respond by throwing more technology and personnel at the problem. While this can help, John Linkous defends that the true answer lies in ensuring that the three core IT teams responsible for information assurance - network operations, security and risk operations and audit/compliance - have the necessary independence to identify, evaluate and implement the right solutions to reduce risk to the organization.
About the author
John Linkous is the governance, risk and compliance evangelist at eIQnetworks, Inc. where he works directly with customers and industry peers to set the company's solution strategy. He has more than 15 years of technology management and consulting experience, specializing in enterprise systems management, information security and regulatory compliance.
Related SoftExpert Solutions
Today we hear many companies say - Product Lifecycle Management (PLM) is an important part of their business strategy or PLM has a big role in their corporate strategy.
In practice however, companies struggle with implementing PLM because it is a concept supported by an enterprise IT-system, and it is difficult to assess how far a particular company has proceeded on the road to full implementation or what the relative position is compared to other companies in the branch.
This paper describes how a PLM Maturity Model can be applied in order to take advantage of the strategic value of PLM and the undisputable benefits for corporate management.
About the author
Antti Sääksvuori is an author, well known management consultant, and noted speaker in the field
of PLM. He has been helping dozens of companies in various branches of industry to develop
their business through the possibilities brought by strategical and well structured product and
service lifecycle management. Currently Mr. Saaksvuori is a partner in Talent Partners Ltd.
(Finland based management Consulting Company.)
He has published a number of books and articles on PLM and service productization. For
example the “Product Lifecycle Management”, the first book on PLM has been a great success.
He can be reached through his website www.plm-info.com or by mail antti.saaksvuori@iki.fi or
from his office in Helsinki (see contact details in www.talentpartners.fi)
Related SoftExpert Solution
In this article, author, management consultant and Balanced Scorecard expert Paul Niven focuses on the most challenging aspects of business - strategy. While the study of business strategy and its development has generated a wide range of perspectives and a wealth of material, the author points out that true success is entirely dependent upon the successful execution of strategy. This is where the Balanced Scorecard fits in, says the author.
About the author
Paul R. Niven is an author, management consultant, and noted speaker on the subject of the Strategy Formation and Strategy Execution with the Balanced Scorecard. As both a practitioner and Consultant he has developed successful Balanced Scorecard systems for clients large and small in a wide variety of organizations, including Fortune 1000 companies, public sector agencies, and nonprofit organizations. Paul's latest book is “Roadmaps and Revelations: Finding the Road to Business Success on Route 101”, an entertaining management fable on the topic of Strategic Planning. The second edition of his very popular book “Balanced Scorecard Step by Step: Maximizing Performance and Maintaining Results” was released in September, 2006. The first edition has been translated into over a dozen languages. His other books include: “Balanced Scorecard Step by Step for Government and Nonprofit Agencies” second edition released by John Wiley & Sons in 2008, and “Balanced Scorecard Diagnostics” which was released in April, 2005. He may be reached through his websites: www.roadmapstrategy.com, www.paulniven.com and www.senalosa.com.
Related SoftExpert Solution
In the contemporary business context, knowledge is driving innovation and organisations are competing on knowledge intensive products in a knowledge based economy. Given the increasing importance of knowledge in economic activity, there needs to be a focus on managing this knowledge as a business asset.
To achieve this ambition, companies must establish a taxonomy to provide consistency of terms and concepts that underpins collaboration across the diverse portfolio of business interests.
To exploit knowledge embedded within the multiple and complex information systems and repositories, this taxonomy must be fully integrated with the technical architecture. This research paper Strategic Leverage of Engineering Knowledge through Taxonomy Governance explores the concepts that support this capability and discusses the approach taken to achieve the vision of consistency.
About the author
Dr. Rod is the Managing Director of William Bethwey & Associates. He has wide experience in the private sector and at all levels of the public sector gained in Oceania, Europe and the Asia Pacific region. With over twenty years experience in information technology and business practices, he has led the development of over thirty-five Knowledge Management Strategies and has been involved across a broad range of knowledge management solutions. Rod is also an active thought leader in knowledge management. He has completed a Doctorate in Business Administration focussing on knowledge management and also holds an M.B.A. and post-graduate teaching qualifications. Rod is a Senior Research Fellow at the University of Mebourne where he lectures in Knowledge Management in the Master of Knowledge Management and Master of Business Information Systems Degrees. He is also a regular speaker at conferences and workshops internationally.
Related SoftExpert Solutions
IDC has estimated that the typical enterprise with 1,000 knowledge workers wastes $2.5 million to $3.5 million per year searching for nonexistent information, failing to find existing information, or recreating information that can't be found.
The ability to manage explicit information is the key to address the challenges associated with knowledge management. Moreover, the capability to manage information is increasingly recognized as a core organizational need. Contemporary organizations are driven by the need to improve productivity and to mitigate business risk.
The article “Enterprise Content Management: Supporting Knowledge Management Capability” establishes an understanding of ECM as an enabler of knowledge management capability.
About the author
Dr. Rod is the Managing Director of William Bethwey & Associates. He has wide experience in the private sector and at all levels of the public sector gained in Oceania, Europe and the Asia Pacific region. With over twenty years experience in information technology and business practices, he has led the development of over thirty-five Knowledge Management Strategies and has been involved across a broad range of knowledge management solutions. Rod is also an active thought leader in knowledge management. He has completed a Doctorate in Business Administration focussing on knowledge management and also holds an M.B.A. and post-graduate teaching qualifications. Rod is a Senior Research Fellow at the University of Mebourne where he lectures in Knowledge Management in the Master of Knowledge Management and Master of Business Information Systems Degrees. He is also a regular speaker at conferences and workshops internationally.
Related SoftExpert Solution
In consulting engagements we often find organizations struggling with the lexicon of Performance Management. What you call an objective I may refer to as an initiative. What passes for a measure in your shop, may be a key performance indicator in another. Far from an exercise in "semantics", these differences can have a profound impact on the success of your Scorecard implementation. If you're unable to find a common language it will be exceedingly difficult to determine a set of measures to which you hold yourselves mutually accountable. In this article, Paul Niven, management consultant and Balanced Scorecard expert, will describe the issues associated with terminology and help you surmount the obstacles words may present by any organization using, or contemplating, a Balanced Scorecard system.
About the author
Paul R. Niven is an author, management consultant, and noted speaker on the subject of the Strategy Formation and Strategy Execution with the Balanced Scorecard. As both a practitioner and Consultant he has developed successful Balanced Scorecard systems for clients large and small in a wide variety of organizations, including Fortune 1000 companies, public sector agencies, and nonprofit organizations. Paul's latest book is “Roadmaps and Revelations: Finding the Road to Business Success on Route 101”, an entertaining management fable on the topic of Strategic Planning. The second edition of his very popular book “Balanced Scorecard Step by Step: Maximizing Performance and Maintaining Results” was released in September, 2006. The first edition has been translated into over a dozen languages. His other books include: “Balanced Scorecard Step by Step for Government and Nonprofit Agencies” second edition released by John Wiley & Sons in 2008, and “Balanced Scorecard Diagnostics” which was released in April, 2005. He may be reached through his websites: www.roadmapstrategy.com, www.paulniven.com and www.senalosa.com.
Related SoftExpert Solution
If you know what to look for and what questions to ask, key EHS governance issues can be identified at major facilities - or even entire corporations - in a few hours. As described in the article, the framework for Fast Governance includes the evaluation of seven key areas. Fast Governance can be a useful, inexpensive, and independent cross-check for determining whether EHS staff may have overlooked some key issues - a sanity check, as it were. It is also a good technique for raising management's awareness by highlighting key issues without spending a fortune on detailed independent audits. Learn more about this technique in this recent paper.
About the author
Richard MacLean is president of Competitive Environment Inc., a management consulting firm established in 1995 in Scottsdale, Arizona; a principal at Independent Perspectives, a virtual consulting network supporting business management; and executive director of the Center for Environmental Innovation (CEI), a university-based nonprofit research organization. He can be reached via e-mail at maclean@competitive-e.com
Related SoftExpert Solutions
The Six Sigma methodology maximizes efficiency in measuring, analyzing, improving and controlling critical processes, eliminating non-value added activities, and increasing employee and process productivity. This will invariably reduce costs and increase profitability of existing products or services.
At a conceptual level, many of the "management best practices" advocated by Six Sigma and PMBOK have a great deal in common - e.g., identify and communicate with stakeholders; have a sound plan; conduct regular reviews; and manage schedule, cost and resources.
Therefore, interest in Six Sigma is growing rapidly within the professional project management community, and the most common question coming from that group is "How does Six Sigma relate to the Project Management Body of Knowledge (PMBoK)?"
This article will show the connections, similarities and distinctions between Six Sigma and PMBoK.
About the author
Gary A. Gack is President of Process-Fusion.net, based in Fleming Isle, Florida (USA). He has an MBA from the Wharton School, is a Six Sigma Black Belt, an ASQ-certified software quality engineer, ITIL-F certified, and is a Certified Scrum Master. Process Fusion provides training and coaching related to business and software process improvement, with emphasis on “best of breed” integration of proven best practices and models, including Lean Six Sigma, CMMI, PMBoK, ITIL, and Agile methods. Mr. Gack can be contacted by e-mail: ggack@Process-Fusion.net
Related SoftExpert Solution
Public companies that do not adopt a compliance management architecture will spend 50% more annually to achieve Sarbanes-Oxley [SOX] compliance. (Gartner)
Managing and archiving financial information and related content is central to the mandates of Sarbanes-Oxley. Several sections of SOX have a direct bearing on the manner in which the digital documents and records of the enterprise are created, reviewed, approved, stored, retrieved, transferred, and destroyed.
With their ability to control and track the flow of information, Document Management Systems provide the critical capabilities to help meet SOX requirements and reduce overall document-related costs by 40%, according to Gartner.
The article “Need of Document Management System (DMS)” discusses the various sections of SOX that a document management solution might help in complying with.
About the author
Dr. Gupta is the Founder & President of Istrat. He is a B.Tech. from IIT, Bombay & did his M.S. (Engineering) & Doctorate in Engineering Science (Ph.D.) from Columbia Univ., New York. Following his doctorate he has worked at University of California, Irvine as a Research Scientist and as an Asst. Prof. at IIT Kharagpur. Currently, he provides a global perspective to the company (Istrat) and provides a bridge between Indian IT resources and global clients with IT requirements.
Related SoftExpert Solution
Once early adopters of the Balanced Scorecard started seeing results, organizations were convinced that more objectives and measures would make performance management even more effective. This led to overcrowded Strategy Maps and Balanced Scorecard Maps that failed to offer a coherent picture of strategy and strategy execution. In this article, author, management consultant and Balanced Scorecard expert Paul Niven sounds a strong note of caution against overloading Balanced Scorecards with Key Performance Indicators (KPIs) and Strategic Objectives and alerts organizations to the number one rule of strategy and strategy execution - focus.
About the author
Paul R. Niven is an author, management consultant, and noted speaker on the subject of the Strategy Formation and Strategy Execution with the Balanced Scorecard. As both a practitioner and Consultant he has developed successful Balanced Scorecard systems for clients large and small in a wide variety of organizations, including Fortune 1000 companies, public sector agencies, and nonprofit organizations. Paul's latest book is “Roadmaps and Revelations: Finding the Road to Business Success on Route 101”, an entertaining management fable on the topic of Strategic Planning. The second edition of his very popular book “Balanced Scorecard Step by Step: Maximizing Performance and Maintaining Results” was released in September, 2006. The first edition has been translated into over a dozen languages. His other books include: “Balanced Scorecard Step by Step for Government and Nonprofit Agencies” second edition released by John Wiley & Sons in 2008, and “Balanced Scorecard Diagnostics” which was released in April, 2005. He may be reached through his websites: www.roadmapstrategy.com, www.paulniven.com and www.senalosa.com.
Related SoftExpert Solutions
One of the most important characteristics that differentiates human beings from machines is their capacity to create, innovate and adapt to changes. With today's challenging economic scenario, it crucial that those organizations that want to survive and occupy a privileged position incorporate such characteristics.
Taking as a base the theories of Gary Hamel, recently classified by The Wall Street Journal as the greatest global strategist of our times, this article explores how the topics of risk management, innovation, company biology and leadership, if put into practice simultaneously and founded on BPM/BPO paradigms, can support the implementation of these initiatives, promoting the due and necessary organizational transformations.
About the author
Jorge Silva received his license in Engineering (Electrotechnical and Computer Engineering) from the Lisbon Superior Technical Institute (IST) in the area of Systems and Computers. He currently serves as IT director of the FICOSA and Huf groups in Portugal. With a diversified career, he has worked on a range of different projects, from artificial intelligence to the management of a PME. Over the past eight years, he has dedicated part of his time to organizational transformation projects. He has also developed projects associated with knowledge management, BSC (Balanced Score Card) design and BPO organizations with a focus on the IT area (ITIL). He is currently focused on understanding how to create the organizational capacities for innovation through flexible, adaptable and efficient organizations based on knowledge-intensive process management. He worked at Alcatel, Digital and Siemens. Over recent years, he was invited by different institutions to present seminars and co-teach seminars for executives (Porto Management School - EGP).
Related SoftExpert Solutions
Today, the capture, control, storage, and timely destruction of records have more impact on the success or failure of a business than ever before. A record is essential for the business. According to AIIM (The Enterprise Content Management [ECM] Association), records management initiatives need to be more than just a plan for meeting regulatory compliance.
In such case, what is the key item that records managers should consider when starting their RM initiatives?
The key to successful records management program is to assemble the right team with the right skills. We are not talking just about hiring people who have prior records management experience or know a specific technology.
Instead, the article “The Team Factor in Records Management Implementations” describes about real life team skills that determine whether a Records Management program is setup for success or not.
About the author
Ganesh Vednere works with a global financial services consulting company and is experienced in implementing enterprise wide content and records management programs. He has been involved in all aspects of records management including program strategy, policy, retention, research, and technology implementation. He has bachelor's degree in Computer Science and over 12 years of industry experience in various business and technology areas.
Related SoftExpert Solutions
The vast majority of botched document review errors are comprehendible. Even the best document review teams can and will make wrong review decisions at time. Most document reviewers lose focus when dealing with mountains of emails, spreadsheets and memorandums on less than exciting subjects. As a result, documents may be improperly issue coded or falsely labeled as responsive and privileged.
How have companies avoided these dreaded pitfalls?
Answering the above question and boosting document review output quality, the article "Best Practices for Hassle-Free Document Review" presents 5 recommended best practices to help minimize, and hopefully eradicate, sloppy document review.
About the author
Michael Swarz, J.D. currently serves as the marketing director for eClaris, Inc. Michael is well versed in the state and federal laws that relate to electronic discovery and has written extensively on the subject. His most recent article, The Evolution of eDiscovery Sanctions , provides a guide to the penalties a court can impose on those abusing the discovery process and has been published by the American Bar Association. Michael is a graduate of both Brandeis University and New England Law | Boston.
Related SoftExpert Solution
There has been an increased dissatisfaction with many efforts that have been initiated under the rubric of "risk management" over the past several years. The more fundamental complaint is that for all the focus on categorization of and mitigation against issues identified as "risks" there has been very little tangible positive impact on the bottom line. This paper presents a different vision about risk, worrying about the things that need to go right instead just in what could go wrong.
About the author
Bill Sharon, CEO and Founder of Strategic Operational Risk Management Solutions (SORMS,) has 25 years of experience in the Financial Services and Marketing/Communications industry in a variety of “C” level positions and consultancies.
Related SoftExpert Solutions
To stay healthy and competitive, an organization must continually reinvest in its project management infrastructure. And, it is equally vital to improve the project management discipline so that the organization can thrive. Project management practitioners refer to the current state of health of the project management discipline within an organization as its level of maturity. The more mature an organization's practices are, the more likely that organization is to successfully meet its project goals, including schedule, budget, resource allocation, and alignment to business strategies.
This paper shows what is Project Management Maturity, how to assess your maturity level and how to attain a higher level of maturity, ensuring the future success not only of your company's project management discipline, but of its strategic goals.
About the author
Project Management Solutions, Inc. (PM Solutions) provides project management consulting, training, and resources to help organizations improve performance and deliver critical projects successfully. Core services include project and program resources; corporate training delivered through the PM College® (www.pmcollege.com); and management consulting services that directly support project portfolio management, organizational project management maturity, process and methodology development, project office deployment and enhancement, and project review and recovery. With corporate headquarters located just outside Philadelphia, Pa., USA, PM Solutions serves a diverse client base that includes some of the world's leading organizations. For more information, visit www.pmsolutions.com.
About SoftExpert
SoftExpert is the global leader in the field of excellence and compliance management software. More than 1,500 companies worldwide trust SoftExpert Excellence Suite to streamline their work processes, simplify tasks and manage information. The integrated and modular management solutions are directed to the following areas of application: Enterprise Content Management [ECM], Business Process Management [BPM], Corporate Performance Management [CPM], Enterprise Quality Management [EQM], Project and Portfolio Management [PPM], Product Lifecycle Management [PLM], Environmental, Health and Safety Management [EHSM], IT Service Management [ITSM], Governance, Risk and Compliance Management [GRC], Enterprise Asset Management [EAM] and Human Capital Management [HCM]. All of these solutions implement their internal controls in compliance with globally adopted regulations.
Related SoftExpert Solution
Within many organizations, the Information Technology/Information Services (IT/IS) department can often struggle to effectively manage the delivery of IT services to the business. The underlying challenges relate to complex technical environments, ever changing business and customer demands, not to mention resource management issues.
All of this has led successful IT/IS departments to shift from simply operating the IT/IS infrastructure, towards providing services that more directly link to providing business value, ensuring that IT/IS clearly demonstrates how it contributes to and supports the organization's corporate goals and objectives.
This paper depicts the key components for successful implementation of Services Portfolio Management, by adopting a Services Portfolio mindset, where IT/IS departments will change from being a provider of technology, to being a provider of ever evolving and continuously improving services, an organization that aligns itself with business and leverages standardized processes and controls.
About the author
Mr. Thomas Lundon is an innovative professional with over 15 years of progressive IT management experience bringing a broad vision in use of best practice in support of improved operational efficiency for IT. Thomas is responsible for managing the delivery of services for the IT Governance practices including Service Management, Portfolio Management and Regulatory and Compliance for Manta's Eastern Region. Being an active member of the Information Systems Audit and Control Association, Project Management Institute and IT Service Management Forum, he keeps abreast with industry standard frameworks and processes, including CobiT, PMBOK and ITIL. Thomas's primary focus is ensuring that customer's needs are met according to their budget and delivery schedules.
Mr. Glen Notman is a seasoned management consultant with more than 18 years in the Information Technology industry. Glen started his career as a business systems analyst, creating solutions and training programs for business users and information support staff. His career has steadily progressed and now he performs in a senior role assisting clients in business and IT alignment; using IT Service Management best practices and CobiT to deliver business focused results. He is a leader and a facilitator who possesses the unique ability to liaise between both the IT and business areas. Glen holds certifications for CobiT, PRINCE2 Project management and ITIL at the Foundations, Practitioner, Service Manager and ITIL Expert levels. He is a contributor to the Continual Service Improvement and part of the review team for the Service Design volumes of ITIL V3.
Related SoftExpert Solutions
This paper focuses on the best practices associated with Business Process Management (BPM) project success. It describes a recipe for success, from the creation of a governance oriented Steering Group and Project Selection, through Business Case Development, and on to gaining Executive Sponsorship. With business commitment to the project, the approach focuses on gaining a deep understanding of business processes, before identifying improvement opportunities and eventual implementation on a BPM Suite. Along the way, the paper highlights a wide range of best practice approaches and pitfalls to avoid.
About the author
Derek Miers is a well-known, independent industry analyst, technology strategist, and accomplished author, publishing numerous white papers and product assessments on Business Process Management and process improvement. As Co-Chairman of BPMI.org (the leading BPM standards body committed to the development and introduction of open, royalty free, XML-based standards for business processes), he was instrumental in driving the merger of BPMI.org with the Object Management Group (OMG) and was one of the very early members of the Workflow Management Coalition (WfMC).
Related SoftExpert Solution
You probably have found issues to deliver a product or service due to "communication issues" or "departmental priorities", haven't you? It's even harder when you aim to effectively achieve a customer oriented company. Organizations usually face issues amongst interdepartmental relations and end up stimulating the creation of functional silos.
This article focuses on pinpointing the main characteristics and differences between two organization types: The old-fashioned, usual and well proven departmental approach versus the process-based approach that characterizes a Business Process Organization (BPO). Additionally, a framework for driving change is presented, aiming the goal of achieving a process oriented organization (BPO).
About the author
Jorge Silva is the IT director in Portugal of the multinational groups FICOSA and Huf. With a diverse career, he worked in a wide range of project types from artificial intelligence to the management of a SMB company. In the last 8 years he has devoted part of his time to the subject of organizational transformation. Jorge has a degree in Engineering (Eng. Electrotecnica e Computadores) by the IST - Instituto Superior Tecnico de Lisboa - in the field of Computers and Systems. He also developed projects related with knowledge management, BSC (Balanced Scorecard) design and BPO organizations design focusing in the IT area (ITIL).
Related SoftExpert Solution
ISO 9001:2000 placed a new and significant emphasis on "Measurement, Analysis and Improvement". This emphasis (like many other changes in the proposed revision) reflects the growing maturity of quality management experience around the world. There is a strong trend amongst the better companies towards the integration of the quality system and the management system. The resulting “Business Model” is firmly based on the collection and analysis of appropriate metrics in significant areas of the company's activities. This paper explores the opportunities and challenges in implementing a metric management system in the context of the ISO 9001:2000 standard for Quality Management Systems.
About the author
Rody Ryan is the Managing Director of Goldcert Management Systems Ltd. which provides training and consultancy on best practice in the design, implementation, maintenance and improvement of management systems. He is a member of Ireland's national committees which liaise with ISO on the development of new and revised standards for Quality Management Systems and Social Responsibility.
Related SoftExpert Solutions
Service and product quality is directly associated with the implemented process quality for manufacturing and management.
Continuous process improvement is just as important as service and product improvement in the organizations. An improvement method, which companies are using in a large scale, is the CMMI model (Capability Maturity Model Integration). It establishes five maturity levels. This model defines the framework for processes institutionalization in companies and is being adopted as a standard for other important frameworks such as: COSO, COBIT, ITIL, PMBOK, and others.
This white-paper explains the five CMMI maturity levels and why the institutionalization is the reason for an effectively process implementation and improvement in the organizations.
For learn more about institutionalization read the complete article available in the web site.
Originally created as a way to boost efficiency, cut costs, and improve project delivery in terms of time and budget, the Project Management Office (PMO) has been expanded to assume a more strategic role and is widely viewed as the solution for ensuring better decisions, information and execution.
In order to implement a PMO, the company must have an experienced team with an implementation plan based on some initial requirements. Also, one must be prepared for some typical challenges, mainly of a cultural and technological nature. On the other hand, the rewards are highly tangible. This paper presents a clear vision and solid approach as to how to implement a successful PMO.
About the author
TenStep, Inc. is headquartered in Atlanta, Georgia (USA), and specializes in developing, consulting and training in business methodologies. The company's flagship product is the TenStep Project Management Process®, which has been licensed to thousands of companies and individuals around the world. In addition, TenStep has training, consulting and business methodology products covering Project Management Offices, portfolio management, software development and application support. TenStep services the needs of local businesses with a network of offices in the USA and around the world.
Related SoftExpert Solution
|
|
![Project and Portfolio Management [PPM]](imgs/gestoes/ppm.gif "Project and Portfolio Management [PPM]")
![Corporate Performance Management [CPM]](imgs/gestoes/cpm.gif "Corporate Performance Management [CPM]")
![Enterprise Risk Management [ERM]](imgs/gestoes/erm.gif "Enterprise Risk Management [ERM]")
![Business Process Management [BPM]](imgs/gestoes/bpm.gif "Business Process Management [BPM]")
![Governance, Risk and Compliance Management [GRC]](imgs/gestoes/grc.gif "Governance, Risk and Compliance Management [GRC]")
![Enterprise Quality Management [EQM]](imgs/gestoes/eqm.gif "Enterprise Quality Management [EQM]")
![Environment, Health and Safety Management [EHSM]](imgs/gestoes/ehsm.gif "Environment, Health and Safety Management [EHSM]")
![IT Service Management [ITSM]](imgs/gestoes/itsm.gif "IT Service Management [ITSM]")
![Product Lifecycle Management [PLM]](imgs/gestoes/plm.gif "Product Lifecycle Management [PLM]")
![Enterprise Content Management [ECM]](imgs/gestoes/ecm.gif "Enterprise Content Management [ECM]")
![Human Development Management [HDM]](imgs/gestoes/hdm.gif "Human Development Management [HDM]")
