...existence. Through the constant effort of the supply chain officer to reduce the costs of materials, GX was able to maintain the selling price of its products for 12 years, until a significant change in the members of the top management and their ideals took over. The supply chain department and the company itself is at the verge of being out-dated by other companies through technological advancements, and its failure to adhere and adopt to the global standards and methods of supply chain management is placing the fate of the company in a very alarming situation. PROJECT NAME: The Implementation and Practice of Global Supply Chain Standards and Methodologies for a Filipino Pharmaceutical Company. DESCRIPTION OF THE PROJECT: The lack of knowledge on the global standards and methodologies in supply chain management, procrastination, and the lack of interest of the management to develop and adopt a more suitable and stable supply chain practice and strategy are the key factors that hinder the growth of the company. The efforts to expand will all go to waste and will only add unnecessary expenditures. Though the past 20 years for GXI has been a “lucky and fruitful” journey, a drastic change must now take place by strengthening the supply chain management functions and fully utilizing and adopting technological advancements and...
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...Orleans. Following the aftermath of Hurricane Katrina, several investigations we opened to identify what went wrong with the hurricane protection system, including questions into the U.S. Army Corps of Engineers (USACE) and the failure of the levees causing billions of dollars in damage in the greater New Orleans area, and more importantly, contributed to the displacement and loss of life to hundreds of New Orleans citizens. In order to better understand the cause and root issues of the levee failures in New Orleans, this paper takes a look at the accountability framework developed by Romzek and Dubnick in their assessment of the Challenger disaster. Moreover, this paper argues that out of the four accountability approaches (bureaucratic, political, professional and legal), the two accountability approaches that dominate the decisions and actions of the USACE include professional accountability, and predominantly, legal accountability....
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...A Proposal to Introduce Value Based Management in NGOs of Bangladesh Munima Siddika1 Abstract: Presently the rapid growth and diversification of the gigantic NGO sector of Bangladesh has given rise to questions and concerns, about their trade-offs between sustainability and pro-poor orientation; the impact and quality of services; corporate governance; management and accountability. The paper is based on a proposal to introduce a modern management system viz. value based management (VBM) in the NGOs of Bangladesh. Value-based management can be defined as an integrated management control system that measures, encourages and supports the creation of net worth. The report of Transparency International Bangladesh ‘Problems of Governance in the NGO Sector: The Way Out’ (TIB) 2007 is used here as an information source of finding out the flaws of existing management techniques. Finally the paper recommended implementation techniques of VBM in order to regain the image of the NGOs as a pioneer of social welfare in Bangladesh. Keywords: NGO, Transparency, Governance, Management, Strategies, Value Addition, Value Based Management etc. 1. Introduction Bangladesh has largely failed to assist the poor or reduce poverty because of limited resources and faulty planning, while Non Government Organizations (NGOs) have grown dramatically and ostensibly to fill up this gap. There are more and bigger NGOs here than in any other country of equivalent size. Bangladesh’s NGO sector is remarkable for...
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...The decisions made by LEGO management from 1993-2004 led to companywide volatility. This instability, coupled with management team’s lack of accountability, created the environment Jorgen Knudstorp stepped into. The poor management decisions displayed during “the growth period that wasn’t” (1993-1998) and “the fix that wasn’t” can be compiled into two main categories unsupported growth techniques and lack of proper management structure. These two classifications are intertwined at the core of LEGO’s issues. LEGO management made a choice in 1993 to pursue exponential company growth as they responded to the market change from small local retail stores to large discount supercenters. LEGO incorrectly identified its competitive market towards competing with companies such as Disney and Nike instead of the toy brands in which its sales directly contested. Therefore, LEGO attempted to catchup to the several of the largest companies in the World. In doing so, it created an environment in which management, salesmen, and retailers selling product were never on the same page for over a decade. This improper growth rate was compounded by not focusing on the profit margin and inventory rates. While many of the growth projects were failures there were ideas which led to a positive direction for the company. LEGO expanded to many untapped markets, created Lego land, and began to place itself ahead of the technology curve by creating a web presence. If the focus had been on linear sustainable...
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...Introduction: FBI Virtual Case File project was to build a networked system for tracking criminal cases, designed to replace the bureau’s antiquated paper files. The VCF project was of a larger initiative called Trilogy. A project, started in 2001, which should have taken 3 years, abandoned in 2005 by FBI after spending $170 million with requirements still not met. Discussion: The FBI’s attempt to move from a paper-based to an electronic case management system began in 2001 with the Virtual Case File (VCF), a major component of the Trilogy project. The VCF was supposed to automate the FBI's paper-based work environment, allow agents and intelligence analysts to share vital investigative information, connect the dots and replace the obsolete Automated Case Support (ACS) system because they lacked a central, shared database between applications. However, the outcome of the project was a product consisting of about 730,000 lines of code that didn’t even begin to approach the functionality laid out in the requirements. FBI’s mission evolved over the time along with their technological needs and without complete set of defined requirements, FBI faced various obstacles and the project experienced major cost and schedule overruns and never achieved its objectives. The project demonstrated a systematic failure of software engineering practices. a. Overly ambitious goals: Readjust to a complete overhaul of the system after 9/11 attacks, fully replacing the existing system and to...
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...PROJECT MANAGEMENT AND SUCCESS IN ACADEMIC RESEARCH Lori Criss Powers Dr. Gillian Kerr May 21, 2009 Abstract: Conventional project management approaches do not seem to work well in academic research. In our experience, problems include resistance to basic project management processes like milestone development, extended delays caused by researchers not responding to emails or phone calls, a consistent lack of clarity regarding project outcomes, and the inability of the project manager to affect the behavior of research team members. This paper summarizes key challenges of project management for university‐based research: the problem of defining success; uncertainty and lack of clarity; and lack of accountability structures. We suggest a simple framework based on three essential elements of project management to identify and manage core risks at the outset of academic research projects. The three elements comprise: (1) A credible and recognizable definition of the desired state; (2) A credible and compelling measure of deviation from the desired state; and (3) A way to bring the project back on track. Key Words: Managing projects, uncertainty, university‐based research, management INTRODUCTION Broadly speaking, academic research projects refer to any undertaking intended to extend knowledge through a disciplined inquiry or systematic investigation (Interagency Advisory Panel on Research Ethics, 2008), that is at least partly carried out in an institution of higher learning...
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...INTRODUCTION Accountability and transparency are indispensable aspect of an efficient functioning system. A transparent system focuses on openness of the system through clear processes and procedures and easy access to public information. Increased transparency in the system can facilitate greater accountability and both when acted together improves quality of governance, increased organizational responsiveness, lowering of corruption, better delivery of services , improved citizen engagement and better budget utilization. The absence of accountability and transparency leads to mistrust and dissatisfaction towards the organization and its services. World Bank ranks Nepal at 3 in the Country Policy and Institutional Assessment (CPIA) transparency, accountability and corruption in the public sector rating (1=low to 6= high). The main dimensions for rating are accountability of executive to oversight institutions and of public employees for their performance and access of civil society to information on public affairs. Similarly, Nepal ranks with the score of 44 out of 100 in global budget transparency index which is the drop from 45 in 2010 according to open budget survey 2012. In a country like Nepal, where services provided by the private sector are expensive and not always accessible, the government is viewed as the key body providing public services. Citizens without much money, therefore, are reliant on the services provided by the government which be accessed in different...
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...Woody 2000 Project Comparative Analysis The following Table is a comparative analysis of the original project management processes to the new proposed Project Management Plan. Preconstruction Phase The financial Performa and cash flow was not prepared as a tool to be used during the entire duration of the project. The accounting was performed with the operational bookkeeping and not as a separate accounting system. | A concise and detailed Performa will be completed and the cash flow will be an intricate part of the construction process. A separate chart of accounts will be maintained in order to track expenses on a real time basis. | An inexperienced owners representative was selected who was not aware of the project management processes to be followed. There was not a defined PMLC model designated for the project. | We would recommend an experienced owners representative be selected who is familiar with construction practices. We are proposing the Adaptive Project Framework of the Adaptive PMLC model. | There was not a defined design development process that included strategic planning sessions. The project programming was done in an unorganized fashion. | We propose to complete a concise design development process that includes a system for documenting needs using strategic planning and departmental focus groups. | The contractor was selected without undergoing a competitive bidding process. The contract was cost plus with an open end with no defined completion...
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...Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table 4: Responsibilities 16 EXECUTIVE SUMMARY INTRODUCTION ...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT MODULE M2 GROUP ASSIGNMENT CASE: The Trophy Project DATE: 13 March 2013 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. 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. Name | Signature | ID Number | Dorothy van Heerden | | 7003230015080 | Delareze Joubert | | 7911030059084 | George Klopper | | 6510115056089 | Morne Grobler | | 8006265241082 | Salome Cilliers | | 8502170130089 | Tammy Pieterse | | 7811030086089 | Thabi Qaqane | | 7812220436084 | Andre Henn | | 7807285013083 | * Index Index 2 1 Executive Summary 3 2 Introduction 4 3 Problem Identification 5 3.1 SWOT Analysis of the Trophy Project 5 3.2 Problem Analysis 6 3.2.1 STRUCTURAL 6 3.2.2 Behavioural 7 3.2.3 Organisational 13 4 Recommendation 15 4.1 Organisational Effectiveness 15 4.2 The Balanced Score Card Approach 15 5 Conclusion 18 6 Bibliography 19 Executive Summary This document, by means of a thorough analysis of the case study, reveals that the Trophy Project is in a state of disorder. It identifies problematic behavioural structural and organisational issues within the company and discuses leadership problems that the company experiences throughout...
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...Woody 2000 Project Comparative Analysis EXHIBIT C The following Table is a comparative analysis of the original project management processes to the new proposed Project Management Plan. Preconstruction Phase |The financial Performa and cash flow was not prepared as a tool to be |A concise and detailed Performa will be completed and the cash flow | |used during the entire duration of the project. The accounting was |will be an intricate part of the construction process. A separate | |performed with the operational bookkeeping and not as a separate |chart of accounts will be maintained in order to track expenses on a | |accounting system. |real time basis. | |An inexperienced owners representative was selected who was not aware |We would recommend an experienced owners representative be selected who| |of the project management processes to be followed. There was not a |is familiar with construction practices. We are proposing the Adaptive| |defined PMLC model designated for the project. |Project Framework of the Adaptive PMLC model. | |There was not a defined design development process that included |We propose to complete a concise design development process that | |strategic planning sessions. The project programming was done in an |includes a system for documenting...
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...Table of Contents 1. Executive Summary 3 2. Major problems Experienced in the Trophy Project 4 2.1. Synopsis of the Trophy project case study problems 4 3. List of Problems 4 3.1. Operational 4 3.2. Behavioural 5 3.3. Structural 5 4. Leadership at Top Management and functional management levels of the Organisation 7 4.1. Initiation Structures 8 4.2. Dysfunctional roles of Functional Manager 8 4.3. Lack of Senior Management Support 8 4.4. Reactionary Management style 10 4.5. Implementation strategy 10 4.6. Lack of Customer Relationship Management (CRM) 11 4.7. Internal Processes perspectives 11 4.8. Lack of Innovation and Learning (Learning and Growth) Perspective 11 5. Reichart’s Leadership and Managerial Abilities 12 5.1. Planning 12 5.2. Organizing 12 5.3. Staffing 12 5.4. Leading 13 5.5. Controlling 13 5.6. Major Skills lacking in Reichart’s leadership 14 6. Recommendations 14 6.1. Implementing a Strategic Transformation and Change Management Programme 15 6.1.1. Strategic transformation planning 15 6.1.2. Creating a Climate for Change 17 6.1.3. Continuous Organisational Improvement 17 6.1.4. Risk Management 18 6.1.5. Control 18 6.1.6. Stage–Gate Model 18 6.1.7. Balanced Scorecard 19 7. Conclusion 19 8. References 20 9. Annexure 22 9.1. Planning, Control, organising, & leading 22 9.2. BS – PM Learning Organisation Value Chain Schematic 23 9.3. Kotter’s 8-Step Process for Leading Change 23 9.4. Strategic transformation process 24 9.5...
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...Risk Management: Task 1A Dave Christian Western Governors University Author Note Research conducted by Dave Christian, College of Business, Western Governors University. Dave Christian is now founder at Helpology. This paper is referenced as an American Psychological Association (APA) research paper template available for free, worldwide use at Helpology (helpology.org) categorized under: Helpology Lifelist/Respect/Writing/FREE Helpology APA. Correspondence concerning this paper should be addressed to Dave Christian, Founder, Helpology, 2340 E. University Dr., Lot 85, Tempe, AZ 85281; Phone: (480) 331-9631; Email: Mr.Dave.Christian@gmail.com; Web site: helpology.org. Risk Management: Task 1A One of the world's wealthiest investors of all time, Warren Buffett (n.d.), said, "Risk comes from not knowing what you're doing." Furthermore, "Denial is a common tactic that substitutes deliberate ignorance for thoughtful planning," said risk management author Charles Tremper (n.d.). As a newly hired consultant, we have been tasked with the duties of creating and presenting a risk management/business contingency plan for our first client. The legal department and the IT department have both expressed concerns regarding the ethical use and protection of sensitive data, customer records, and other information systems content. In the interest of creating confidence and job satisfaction in this new position, our new employer has decided to let us select our first client...
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...Risk Management: Task 1A Dave Christian Western Governors University Author Note Research conducted by Dave Christian, College of Business, Western Governors University. Dave Christian is now founder at Helpology. This paper is referenced as an American Psychological Association (APA) research paper template available for free, worldwide use at Helpology (helpology.org) categorized under: Helpology Lifelist/Respect/Writing/FREE Helpology APA. Correspondence concerning this paper should be addressed to Dave Christian, Founder, Helpology, 2340 E. University Dr., Lot 85, Tempe, AZ 85281; Phone: (480) 331-9631; Email: Mr.Dave.Christian@gmail.com; Web site: helpology.org. Risk Management: Task 1A One of the world's wealthiest investors of all time, Warren Buffett (n.d.), said, "Risk comes from not knowing what you're doing." Furthermore, "Denial is a common tactic that substitutes deliberate ignorance for thoughtful planning," said risk management author Charles Tremper (n.d.). As a newly hired consultant, we have been tasked with the duties of creating and presenting a risk management/business contingency plan for our first client. The legal department and the IT department have both expressed concerns regarding the ethical use and protection of sensitive data, customer records, and other information systems content. In the interest of creating confidence and job satisfaction in this new position, our new employer has decided to let us select our first client...
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...Global Technology Audit Guide Auditing IT Governance Global Technology Audit Guide (GTAG®) 17 Auditing IT Governance July 2012 GTAG — Table of Contents Executive Summary......................................................................................................................................... 1 1. Introduction................................................................................................................................................ 2 2. IT Governance Risks................................................................................................................................... 7 3. Aligning the Organization and IT — Key Considerations................................................................ 12 4. The Role of Internal Audit in IT Governance............................................................................ 15 Conclusion....................................................................................................................................................... 18 Authors and Reviewers.............................................................................................................................. 18 Appendix — IT Governance Risk Assessment/Engagement Planning Considerations............................................. 19 iv GTAG — Executive Summary Executive Summary To support the heightened importance of IT governance and the mandatory nature of the International Standards...
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