...the On-Site Support Services project. This proposal assumes that if it is granted, all parties will work together to develop an on-site support service that is both robust and reliable for a lower price than our competitors. We are currently offering a 20% discount for our entire list of services or 10% on the minimal required services to complete this ongoing project. Please keep in mind that this proposal is based on information provided at this time. Any revisions made to the solicitation after today will be subject to a price review. We reserve the right to withdraw this bid if it is not accepted within 45 days. Thank you for giving us this opportunity. I look forward to hearing from you. Sincerely, Diana Brooks Sales Contract Manager I have enclosed a copy of Future Tek, Inc.’s resume, technical capabilities and pricing information. Copyright © 1998 by Ann Poe Future Tek, Inc. has been in the Information Technology for a total of 11 years. During those years we’ve dealt mainly with the integration of new information technology systems into Financial based institutions. We are looking to not only expand our services to other industries outside of banking. After reviewing the bid solicitation information provided, we believe that we will make a good candidate for this opportunity. If awarded this contract, Future Tek, Inc.’s is able to provide all information technology related services that are needed for this project. These include but are not limited...
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...Business and program manager with an accomplished career, demonstrating expertise in pursuing new business opportunities and effective team building. Strong management and leadership skills, experienced working with cross-functional teams in complex environments. Creative and innovative problem solving skills and clear decision-making abilities in pressured situations. Accomplished in the successful presentation and negotiation of complex, high value, concepts at senior level. Proven track record in strategy, business planning, budgeting and performance management. Over thirty years in the Information Technology and Communications industry with extensive international business experience. CORE COMPETENCies Leadership: One of thirteen...
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...product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8...
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...product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent b. 25 percent 2. 2. Which ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8...
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...oversee and direct CSR, philanthropy and inclusion strategy, policies, performance and reporting in alignment with business strategy. Also accountable to company leadership for the strategic, financial, and compliant management of corporate giving and the Quest Diagnostics Foundation, a 501(c)(3). The Director, CSR and GI will be a strategic thought leader who is also a doer – a coalition builder, teacher, communicator, community activist and a process-oriented manager. This position is responsible for leading and advancing the ongoing development and implementation of diversity and inclusion strategies which are critical to Quest Diagnostics’ business strategy in partnership with executive, business, regional and HR leadership. This position serves as the leader in the development of effective strategies, practices and policies to facilitate a more inclusive environment that benefits Quest Diagnostics and all of its employees.. This position also oversees the comprehensive CSR plan and business case around four strategic priorities: 1) addressing public health challenges, particularly disparities; 2) empowering communities and families to be strong and well; 3) building inclusive cultures and educated leaders for innovation and growth; and 4) protecting the earth and its resources. In addition, drive successful plan implementation through three strategic impact areas: 1) Philanthropy and Volunteerism, 2) Improved Operational Effectiveness, and 3) Creating Value with...
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...Global Strategy & Leadership Semester 2 2013 Glossary 7-‐S model Tool for testing whether a proposed strategy will achieve its aim by asking whether it is in alignment with the following major areas: Strategy, Structure, Systems, reSources, Skills, Style and Shared values. Ansoff product-‐market matrix Framework for considering possible alternatives and options for an organisation’s growth based on the product and market focus Balanced scorecard Performance management tool organised around four distinct perspectives which balance short-‐term and long-‐term performance, external and internal performance, financial and non-‐financial performance and different stakeholder perspectives. BCG (Boston Consulting Group) Matrix Tool to assess the organisation’s products in terms of market growth and the organisation’s market share, making it easier to identify any promising product areas that are either core to the organisation ...
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...Siemens USA This document provides Siemens decision making personnel with the necessary guidelines to select and manage its project management portfolio within the company. It will stand as a reference for executives to follow during the project selection process which is driven by company objectives. The criteria set forth in this document will assess each individual project and rate it according to the standardized evaluation scale. This will further contribute to the decision making process for Siemens internal Project Management Organization team. A brief description of the industry and the key aspects of the environment of that industry: Siemens Industry, Inc. currently has over 400,000 employees worldwide to develop and manufacture products, design and install complex systems, and tailor a wide range of solutions for individual requirements. The company started with the invention of the telegraph and continued to grow and diversity their product line with the production of alternators, electric trains, light bulbs, computers, and washing machines to name a few. Siemens has always stood for technical achievements, innovation, quality, and reliability. They have been synonymous with international focus and worldwide presence for over 160 years. With its U.S. corporate headquarters in Washington, DC, Siemens in the USA reported sales of $19.9 billion and employs more than 60,000 people throughout all 50 states and Puerto Rico. They continue to be one of the most innovative...
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...division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language differences. They took it for granted that the business ethics were the same through even in Japan. The type...
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...* Analyses of the case study (By method of comparison) * Projects * Product development * Production * operation * Marketing * Analysis of the projects (summary): * Question 1 * Question 2 * Question 3 Case study Breakdown of case study Jennifer Childs is the CEO of a mid-sized global pharmaceutical company that has offices and manufacturing plants in 8 countries. The company is moving in to new markets moving to a globalized company trend. The pharmaceutical company is experiencing and highly profitable year with $ 2 000 000 above projected profit margin. The focus is to use above profit for reinvestment into the company The CEO Jennifer Childs meets with 3 managers of the company to task them to present projects that focus to achieve the mission and vision of the company. The request for personal was given verbally Mission statement (themes) * Reduce cost * increased profit The analyzing method Used is the method where a scenario is established where by the preferred effective and efficient model for success to the requirements is established. This preferred model then is used to compare it to the case study and highlight where problems and issues exists, where by the case study is analyzed and core problems is highlighted Model: The model is based on effective, efficient, cross functional learning organization with core focus on management by projects. The core characteristics of lead, create, implement and improve...
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...Word Module Page Strategy definition 1 Strategy evolution 1 Carl von Clausewitz 1 Adam smith 1 insivible hand 1 Competitive strategy 1 19; 20 Mintzberg 1 day-to-day operations vs strategy 1 Operationnal effectiveness vs strategic positioning1 Productivity frontier 1 mission, company 1 vision company 1 Strategic planning process 1 Leadership vs management 1 management vs leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation...
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...COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M 1 GROUP ASSIGNMENT CASE: Multi Project Inc. (Multi projects strategic objective realisation through organisational structure, culture, and succession planning.) DATE: 07/06/2013 Please include the following declaration: “I/We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.” Print Name | Signature | ID Number | Deon Bouwer | | 7212015526084 | Janus Esterhuizen | | 8612185194085 | Johannes Kohn | | 8208255075088 | Martin van der Schyff | | 6107085047089 | Nicholas Hardman | | 8608195131083 | Vishnu Govender | | 7506285141080 | Riaan Botha | | 7301155045086 | Table of Contents Executive Summary: 1 Introduction: 1 Case Evaluation 4 Case Analysis Framework 5 External and internal organisational pressures: 6 Matrix organisational structure: 7 Resource allocation and information systems: 9 Organisational behaviour: 11 Addressing Professional Resource requirements through short term and long term planning as part of the Operational Strategy 13 Replacement planning: 13 Succession Planning 15 Talent Management 16 Conclusion: 16 Bibliography: 17 Figure 1: Swot analysis results from the Multi Projects Inc case...
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...cRANEFIELD COLLEGE of project & programme management Project Management - module M1 (Leading, creating, Implementation and improving) | | |Project Name – Organize for Product Development | | | |Compiled by Julius Senamela | |Submission Date – 19 / 04 /2012 | |Declaration of interest | | | |I hereby declare that this assignment is entirely my work, and that it has not previously been submitted to any other Higher | |Education Institution. I also declare that all published and unpublished sources have been fully acknowledged and properly | |referenced. This includes figures, tables and exhibits. Where modified by me, this has also been indicated. | | | | ...
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...Without question, "sustainability" is the latest buzzword in many sectors, public and private, for-profit and nonprofit. Is it just the latest fad? This paper, the first phase of a larger research project, agues that sustainability is "creating permanent shift in the very nature of business." Sustainability integrates three spheres--profits, the planet, and people--often viewed as competing or contradictory. How can management integrate them to boost the "triple bottom line?" This study identifies the leadership challenges through a literature analysis and emphasizes that measurement tools often miss the point: the pursuit of an organization's particular brand of success is a journey, not a destination. [ILLUSTRATION OMITTED] Introduction "Sustainability" has come to have many different meanings. It's the latest buzzword among business, government, and nonprofit entities. Business leaders must be wondering if it's just the latest management fad of a concept that will fundamentally change how businesses are managed and measured. This paper is based on the notion that sustainability is more than a fad, but rather is creating a permanent shift in the very nature of business. Since the advent of the paradigm of sustainable development in the 1980s, the private sector has been shifting from a narrow economic conception of responsibility toward a comprehensive approach that attempts to balance economic objectives with environmental pressures and changing societal expectations...
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...MBA Class of 2013 Concentration in Finance and Financial Institutions Corporate Development: Managing Acquisitions and Partnerships (A Management Perspective) Professor: Maurizio Zollo E-mail: maurizio.zollo@unibocconi.it Office: Via Roentgen, 1 - 4-A1-09 Phone: 02 5836 2525 Teaching assistant Emanuele Bettinazzi emanuele bettinazzi@phd.unibocconi.it Learning Objectives: Acquisitions and partnerships have become fundamental tools to manage corporate growth. No company today can afford to rely exclusively on organic development processes to fill its strategic gaps. However, realizing the expected value through external growth has proved to be far from obvious: value is being destroyed just as frequently (and copiously) as it is being created. In this course, we will discuss the factors leading to success and failure in corporate development processes, focusing on four different but interdependent set of questions: • When should acquisitions be preferred to partnerships (or vice versa) in the implementation of a given strategy? • How should the value potential and the risks connected to a given development opportunity be assessed? • How can the potential be translated into actual value creation through appropriate design and execution choices in the post-transaction phase? • What are the barriers to learning how to manage corporate development processes and how to remove them to ensure a rapid development of the required capabilities? The course is designed to cater...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT AN OVERVIEW OF HR STRATEGY PERSPECTIVES 1 WHAT WE DO Serious business consultancy, better training, executive coaching, project management –www.humdyn.co.uk Keynote Speaking, Business satire, TV, Radio – www.academy-of-rock.co.uk 2 1. BEST FIT APPROACH HR practices must fit well with other aspects of the organisation to be effective The strategic position of the organisation may determine which practices to adopt 3 BEST FIT MODEL Environmental triggers integration Strategic Strategic objectives HR strategies Cultural change Structural changes Job/role profiling Individual attitudes , behaviours Competence-based HR policies ad practices The six pack - key levers Internal integration integration External 4 2. BEST PRACTICE APPROACH TO SHRM Greater use of the same HR practices, pursued collectively and consistently, will always result in better performance All organisations would benefit from adopting these practices 5 BEST PRACTICE HR ELEMENTS Careful recruitment and selection Extensive use of communications Teamwork with flexible job design Strong emphasis on training Involvement in decision-making with responsibility Performance appraisal with links to pay Fluid and adaptive organisational structure High quality staff and internal practices to achieve high quality products Optimal employee commitment to enterprise goals 6 GUEST’S BEST PRACTICE MODEL HRM Policies HRM Outcomes...
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