...RESULT BASED MANAGEMENT IN MONITORING DEFINATION OF TERMS Result Based Management (RBM) is a broad management strategy aimed at changing the way institutions operate, by improving performance, programmatic focus and delivery. It reflects the way an organization applies processes and resources to undertake interventions to achieve desired results. UNESCO (1997) Result Based Management (RBM) is an approach to project/programme management based on clearly defined results, and the methodologies and tools to measure and achieve them (International Federation of Red Cross and Red Crescent Societies, Geneva, 2011). Result Based Management (RBM) supports better performance and greater accountability by applying a clear, logical framework to plan, manage and measure an intervention with a focus on the result you want to achieve. By identifying in Advance the intended result of a project/programme and how we can measure their progress, Monitoring is the routine collection and analysis of information to track progress against set plans and check Compliance to established standards (International Federation of Red Cross and Red Crescent Societies, Geneva, 2011). The Organisation for Economic Cooperation and Development (OECD) (2002a:27) defines monitoring as a continuous function that uses the systematic collection of data on specified indicators to provide management and the main stakeholders of an ongoing development intervention with indications of the extent of progress...
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...Resources management | 1 | 2 | 3 | 4 | 5 | 1) Effective administration of business processes | 0 | 5 | 11 | 11 | 3 | 2) Critical business process design requirements for each department/employee | 0 | 2 | 11 | 14 | 3 | 3) Support services to enable employees to meet customer requirements | 0 | 1 | 6 | 20 | 3 | 4) Processes monitored on a day-to-day basis | 0 | 2 | 7 | 15 | 6 | 5) Assessing processes and implement changes | 0 | 2 | 8 | 17 | 3 | 6) Processes that improve employee proficiency | 0 | 2 | 10 | 13 | 5 | 7) Reduced wasteful activities | 0 | 2 | 6 | 16 | 6 | Level scale Level 1 — No formal approach Guidance - No systemic approach is evident. There are poor results or unpredictable results. Data are available, but not used for improvement of performance. Level 2 — Reactive approach Guidance – Problem-based approach. The company responds to complaints or mandates as needed. Data are reviewed as required. Limited additional company data on results is available. Level 3 — Stable approach Guidance - Data and detailed, timely local data are used to guide conformance to requirements. There is an established method or an approach. There is concern for improvement. Level 4 — Systematic approach Guidance - Systemic process alignment with good results and sustained improvement trends. The data are effectively used and employee performance continuously improved. State standards are consistently met. Level 5 — Substantial continuous improvement ...
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...5. BENEFITS 5.1. Primary Goals of RCM - Reliability The overall aim of the RCM process is not necessarily to reduce the cost of the maintenance programmes but to improve the functional performance of the plant equipment. Enhanced reliability and efficiency will in turn contribute to improved economic and safety performance of the plant equipment. 245.2. Cost Benefits Cost reduction benefits are not the primary goal of the RCM process however, EdF estimate that the application of RCM to their maintenance programmes will produce a maintenance cost reduction of 7 Million Euros over a period of 2004-2007 when applied to a large standardised fleet. Conversely, the experience in the Czech Republic where RCM was applied to a small number of systems at the Dukovany NPP the experience proved to be maintenance cost neutral. The experience of cost savings through the application of RCM in France, Spain, UK and Czech Republic are detailed in the Attachments to this TECDOC. Many are quoted in the form of task and man-hour reductions. 5.3. Contribution to Long Term Operation RCM is a systematic approach to the identification and execution of maintenance activities designed to support plant performance. The associated condition monitoring programmes and analytical techniques ensure excellent knowledge of plant condition and can provide early warning of plant aging and obsolescence issues which are vital for asset management. The data collected and the maintenance practices...
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...HND in Business Unit 15 - Managing Business Activities to Achieve Results Module Handbook 2013/14 Module Leader: Andy Humphries 01244 656371 Email: a.humphries@west-cheshire.ac.uk CONTENTS | PAGE NO. | 1 | WELCOME AND INTRODUCTION | 3 | 2 | MODULE RATIONALE | 3 | 3 | LEARNING OUTCOMES | 3 | 4 | OUTLINE CONTENT | 3 | 5 | TEACHING AND LEARNING APPROACH | 4 | 6 | ASSESSMENT | 5 | | | | 7 | EQUAL OPPORTUNITIES | 9 | 8 | ACADEMIC SUPPORT | 9 | 9 | EVALUATION | 10 | 10 | SCHEME OF WORK | 10 | 11 | READING/LEARNING RESOURCES | 12 | 1 WELCOME AND INTRODUCTION The overall function and direction of an organisation is determined by the nature of its corporate strategy. Strategy provides the goals, objectives and guidelines for the structure and operations of the organisation. It is by means of structure that the purpose and work of the organisation are carried out. Some structure is necessary to make possible the effective performance of key activities and to support the efforts of staff. Structure provides the framework of an organisation and its pattern of management. The manager needs to understand the importance and effects of organisation strategy and structure. The aim of this unit is to provide learners with the understanding and skills to manage their | activities in the business workplace to improve their effectiveness and efficiency. | This unit focuses on the effective and efficient planning and management...
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...expected to make decisions allocate resources and direct activities accordingly. One of the Major functions of management is planning and organizing where in they would establish and overall strategy to deal with the integration and co coordinating of all activities and organize them by determining what is to be done, how it is to be done, who will be doing what, where and when decisions are made and who reports to whom. Managers are also expected to lead which involve motivating and directing employees, choosing the most effective form of communication mediums and resolving conflicts. In addition managers are also expected to perform a controlling function whereby they ought to ensure that things are going the way they should, meaning monitoring the organizations performance. A manager’s role is inclusive of motivating and directing employees transmit information. Therefore meaning they should adapt the role of a figurehead. They also have to display and carry out the roles of a leader which includes hiring, training, motivating and disciplining employees. The third role is liaison role, whereby you must be able to transmit information correctly whether it is to individuals or groups within or outside the organization. These roles all come under interpersonal roles....
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...will have the opportunity to present evidence that shows you are able to: Evaluate the interrelationship between the different processes and functions of the organisation. Justify the methodology to be used to map processes to the organisation’s goals and objectives. Evaluate the output of the process and the quality gateways. Task Evidence no. (Page no) 2.1 2.2 LO2 2.3 2.4 Design plans which promote goals and objectives for own area of responsibility. Write objectives, which are specific, measurable, achievable, realistic and time based to align people and other resources in an effective and efficient way. Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality. Carry out work activities meeting the operational plan through effective monitoring and control. Version 1.2 LO3 Be able to monitor appropriate systems to improve organisation al performance 3.1 3.2 3.3 3.4 Be able to manage health and safety in the workplace 4.1 4.2 LO4 4.3 4.4 Design systems to manage and monitor quality standards specified by the organisation. Demonstrate a quality culture to ensure continuous monitoring,...
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...2014 | 20th June 2014 | | | | Assignment title | Managing business process to improve effectiveness and efficiency | ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand theimportance of businessprocesses in deliveringoutcomes based uponbusiness goals andobjectives | 1.1 | Evaluate the interrelationship between thedifferent processes and functions of theorganisation. | | | | | 1.2 | Justify the methodology to be used to map processes to the organisation’s goals and objectives. | | | | | 1.3 | Evaluate the output of the process and thequality gateways. | | | LO2 | Be able to developplans for own area ofresponsibility toimplement operationalplans | 2.1 | Design plans which promote goals andobjectives for own area of responsibility. | | | | | 2.2 | Write objectives, which are specific,measurable, achievable, realistic and time based to align people and other resources in an effective and efficient way. | | | | | 2.3 | Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality. | | | | | 2.4 | Carry out work activities meeting theoperational plan through effective monitoring and control. | | | LO3 | Be able to monitorappropriate systems toimprove...
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...Running Head: ORGANIZATIONAL SYSTEMSTASK 2 1 Organizational SystemsTask2 Western Governor’s University Elizabeth Shaw July 3, 2016 ORGANIZATIONAL SYSTEMSTASK 2 2 A. Root cause analysis(RCA) is a type of incident analysis that is used after an adverse event or near miss. It takes a systematic approach to determine the causes in order to identify areas of improvement in the system to prevent future adverse events(IHI, 2016). An interprofessional team should be formed that should include all levels of the organization who are knowledgeable about the process that was involved in the incident. For this RCA team members should include the LPN, RN, emergency department physician, emergency department manager. A member of the risk management and or the quality improvement team should be on the team. In many RCA it is also valuable to have a patient on the team. Once this team is formed, members should agree to fill roles on the team. These roles include team leader, advisor, recorder and team members. Once these roles are established the team should identify what happened. Team members should collect information about the event. In collecting the information, it is important to conduct interviews and review medical records. The team should describe the facts of the sentinel event. The team should consider all causative factors, hazards and errors. In this scenario...
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...In a school system, there is going to be many times that systematic change must be made to better prepare students for the future. With that change, there can be many unintended consequences. Razik and Swanson (2010) discussed that “systems are by definition complex and adaptive; they can be expected to behave in unpredictable ways” (p. 42). Through observation I have seen that leaders try their best in making best decisions concerning staff members and students, but there is always the possibility of unpredictable consequences like making some members of the school community unhappy or having staff members have a difficult time with “buying-in” to change. A few years back, the school district that I work for wanted to implement a new curriculum into our special education program. The leader asked for Stakeholders within the school district to be a part of the decision making process and go observe other districts within the state to decide what would work best for our students and our school district. I was one of the members of the decision making process, which helped me to “buying in” to a systematic change. After the change occurred there has been little to no feedback to the district supervisor about how the implementation has been in the classroom. Although I was one who “voted” and was for the change in the system, I also agree with Razik and Swanson (2010) that ongoing feedback is crucial for regular maintenance of the system change. There are many parts of...
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...1. List and describe the five process management groups. The five process management groups are: Initiating processes, planning process, executing process, Monitoring and controlling process, and Closing process. 2. Evaluate the issues involved with initiating a project. Some of the issues involved when initiating a project are the following: Selection of project during initiation, support, considerable amount of planning 3. Defend the purpose of a work breakdown structure. The work breakdown structure (WBS) is a tool in project management because it offers the basis for deciding on how to do the work. 4. List and briefly describe the six main processes involved in project integration management. The six main processes involved in project integration management are the following: A. Developing the project charter, Developing the project management plan, Directing and managing project execution, Monitoring and controlling project work, Performing integrated change control, Closing the project or phase. 5. Provide an original example of how you could use a weighted scoring model applied to a project and the criteria you would use. A weighted scoring model is a tool that gives a systematic process when selecting projects based on several criteria. 6. Analyze the three objectives of integrated change control in light of the five process management groups by assessing how each objective relates to one or more groups. The three objectives of integrated...
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...Management Responsibilities By Tata Rogers AB299 Kaplan University Hal Kingsley November 20, 2012 Managers tend to one of two basic problem-solving styles: systematic or intuitive. Systematic thinkers are logical and rational. They prefer narrow and focused problems, step by step processes, rules to be followed, and computer programs that grind to a recommendation. Intuitive thinkers are more comfortable with solutions that just "came to" them. Compared with systematic thinkers, for the intuitive thinker, data are less important, complexity is less bothersome, changing external and internal environments are expected rather than assumed away, and being more or less right is more important than being precisely wrong. (Erven, n.d.) Management is accomplished through four functions of management: planning, organizing, leading, and controlling. Organizing is the management function of assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals. Leading is the management function that involves the manager's efforts to stimulate high performance by employees. Controlling is the management function of monitoring progress and making needed changes. The four functions of management, in a day care facility, the four functions of management are applied and utilized. The first function is planning. In this function, you are setting goals, objectives and then schedule the steps to achieve the goals in a certain time. Then...
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...for this contract. It is designed to aid the Contracting Officer's Representative (COR) in providing effective and systematic surveillance of all aspects of the Fort Huachuca Directorate of Logistics Base Operations Services being provided under the contract. B. Purpose: 1. The purpose of the QASP is to assure that the Government is receiving the services specified in the Contract and that the services meet the performance standards specified in the contract. By employing a fully developed QASP, the Government and the Contractor achieve an understanding of performance expectations and how performance will be measured against those expectations. A complete and robust QASP ensures that all aspects of the contract are measured and receive fair and proper weight in the overall evaluation. Results of the QASP evaluation are a direct and significant input to the Fixed Fee process for this Contract. It provides for monitoring all contract requirements through a combination of methods. This Quality Assurance Evaluator (QAE) Surveillance Plan was based on the DA Pam 5-20, American National Standards Institute (ANSI)/ ASQC Z1.4–2008, OFPP Pamphlet No. 4, AFARS, OFPP Guide to Best Practices for Performance-Based Services, DOD Performance-Based Services Acquisition Guide, and Army experience. It is designed to aid the QAE in providing effective and systematic surveillance of all aspects of the Performance of Work Statement, and attachments to the Base...
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...Quality assurance and quality control are two methods of planning and implementing structured methods in a work process to ensure that products are created with the highest possible quality and with the smallest number of defects and problems. Quality Assurance Quality assurance (QA) refers to the planned and systematic activities implemented in a quality system to fulfill the quality requirements for a product or service It is a systematic measurement compared to a set standard, with process monitoring used to prevent errors. This can be contrasted with quality control, which is focused on process outputs. Two key principles of QA are: • Fit for purpose: The product should be suitable for its intended purpose. • Right the first time: Mistakes should be eliminated. QA includes managing the quality of raw materials, assemblies, products, components, services related to production, management processes, production processes, and inspection processes. The critical takeaway here is that QA equates to process observations. Quality assurance is measured through failure testing and statistical control. Failure testing determines the stress levels under which a product will fail by exposing it to unanticipated stresses, like intense vibration, temperature, and humidity. Stress testing uncovers problems that can be fixed with simple changes to improve the product. Statistical controls ensure that an organization is producing quality products at the lowest possible defect rate...
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...Assignment Brief BTEC Level 4-5 HNC/HND Diploma (QCF) To be filled by the Student Name of the Student : ------------------------------------------------- Edexcel No : Registration No: Batch No: Unit Assessment Information Qualification : Higher National Diploma in Business Management Unit Code & Title : Unit 15 Managing Business Activities to Achieve Results Assessment Title & No’s : Managing Business Activities to Achieve Results (Assignment 1 of 1) Learning outcomes and grading opportunities: LO 01: Understand the importance of business processes in delivering outcomes based upon business goals and objectives | Learning Outcomes | LO1.1 | LO1.2 | LO1.3 | | | | | LO 02: Be able to develop plans for own area of responsibility to implement operational plans | Learning Outcomes | LO2.1 | LO2.2 | LO2.3 | LO2.4 | | | | LO 03: Be able to monitor appropriate systems to improve organisational performance | Learning Outcomes | LO3.1 | LO3.2 | LO3.3 | LO3.4 | | | | LO 04: Be able to manage health and safety in the workplace | Learning Outcomes | LO4.1 | LO4.2 | LO4.3 | LO4.4 | | | | Merit and Distinction Descriptor | M1.1 | M2.1 | M3.2 | D1.1 | D2.2 | D3.5 | | | | | Assessor : Date Assessed: Internal Verifier (IV): Date of IV: Date Issued...
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...the planning and monitoring of financial performance Monitoring and evaluation are important management tools to track your progress and facilitate decision making. While some funders require some type of evaluative process, the greatest beneficiaries of an evaluation can be the community of people with whom your organization works. By closely examining your work, your organization can design programs and activities that are effective, efficient, and yield powerful results for the community. Definitions are as follows: Monitoring can be defined as a continuing function that aims primarily to provide the management and main stakeholders of an ongoing intervention with early indications of progress, or lack thereof, in the achievement of results. An ongoing intervention might be a project, program or other kind of support to an outcome. Monitoring help organizations track achievements by a regular collection of information to assist timely decision making, ensure accountability, and provide the basis for evaluation and learning. Evaluation is the systematic and objective assessment of an on-going or completed project, program, or policy, and its design, implementation and results. The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact, and sustainability. An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision making process of both recipients...
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