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P1- [H] Innovation, performance excellence and change management (13, 14,…
P1- [H] Innovation, performance excellence and change management (13, 14, 15)
I. Enabling (thuc day, tao dk) success and strategic change
5. Talent management
5.2 The benefits of talent management (create a learning organisation, attract new talent, succession planning)
5.3 Talent management activities
- Activities: coaching, networking, communication and involvement with the board and key customers
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2. Collaborative working
2.2 Partnering
- Internal partnering (co-operation and collaboration)
- External partnering (takes many forms including franchising)
2.1 Boundary-less organisations (collaborate with external parties)
- Hollow structure (non-core processes outsourced)
- Modular structure (production processes outsourced)
- Networks (groups of organisations co-operate to deliver service)
- Virtual structures (network of organisation linked via technology)
2.3 Outsourcing (using third party)
- Offshoring: outsourcing in a different country
- Shared servicing: consolidate transaction-processing activities
- Global business services: global approach to shared servicing and outsourcing
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8. The four-view model POPIT: People, organisation, process, IT
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6. Strategic change
6.1 the need for change
- Scope of change: realignment -> transformation
- Nature of change: incremental -> Big bang
6.2 Types of change
- Adaption
- Reconstruction
- Evolution
- Revolution
II. Process redesign
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1. Process redesign
1.1 Organisational processes
- Drivers of process redesign: Internal and external developments
1.2 Evaluating existing organisational processes
- Gap analysis: current vs desired position (mong muon)
- Need for a holistic view (triet hoc view): Need to consider how activities and resources interact
- Business case and benefits: helps management decide which projects to undertake
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4. Areas of feasibility
Technical, social, environmental, financial
III. Project management
Plan/ re-plan project -> Perform tasks -> Measure progress -> Compare actual progress to project plan -> Take corrective action -> Plan..
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2. Project initiation
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2.2 The project manager is to take responsibility for ensuring the desired result is achieved on time and within budget
2.3 Project sponsor provides and is accountable for the resources invested into the project and is responsible for the achievement of the project's objectives
2.4 Initiating tasks
- Preparation of a business case (this is a key document for a project. It is used to propose a course of action to senior management for their consideration)
- The project initiation document (gives authorisation for work to be done and resources used)
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6.Project completion
6.2 The post-project review is a formal review of the project that examines the lessons that may be learned and used for the benefit of future projects
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6.1 The completion report Summarises the results of the project, and includes client sign-off
1. Project management
1.2 Project management
The combination of systems, techniques, and people used to control and monitor activities undertaken within the project
- The triple constraint: scope, cost and time
1.2 Projects and strategy
Project selection: suitability, acceptability and feasibility
1.1 Project
A project has a beginning and an end and is carried out to meet established goals within cost, schedule and quality objectives