...Company Name Program Codename ------------------------------------------------- Communication Plan Program ID: ## Prepared by: Date: Program Team Approval Signatures Name: | | Name: | Title: Program Sponsor | | Title: Program Manager | Name: | | Name: | Title: Technical Lead | | Title: Business Lead | Name: | | Name: | Title: | | Title: | Template Revision History Revision History | Revision | Date of Release | Owner | Summary of Changes | 1.0 | 07/4/14 | PMO | Initial Release | Revision History Approvals Revision History | Version # | Date of Release | Owner | Comments | | | | | 1. Introduction * Purpose The intention of this Communication Plan is to document and manage all communications throughout the Program life cycle, indicating the what-who-when-why-how involved in program communications. This document will capture all communications required for the <Program Name> Program stakeholders. This document will also encompass all written and oral communications that take place during the Program lifecycle. This Communication Plan will be an integral part of the overall Program Management Plan and will be a staple reference document in the <Program Name> Program. * Scope Enter text here * * References * Program Centralized Document Repository Enter text here * * External References Enter text here ...
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...objectives. Employees may serve as lead consultant, program manager and/or project manager; in these roles, employees may supervise staff. Employees understand and can articulate the relationship between HR programs and activities and the organization’s successful mission accomplishment. Work involves developing and maintaining productive collaborative work relationships and assessing and responding to apparent and underlying client needs. Employees interpret policies and practices in context of the client’s needs and in alignment with the organization’s best interests and advise clients regarding decisions that are impacted by laws, policies, and procedures. Employees function with a high level of integrity, independence and participate in policy, service, and/or program development. Employees research, facilitate, negotiate, develop and document innovative solutions to human resources issues tailored to the requirements of the client and the organization. Employees are assigned to one or more specialties, such as: benefits administration; career planning; classification; compensation; employee retention and organizational culture enhancement; employee relations; employment; environment, safety and health; equal employment opportunity; HR Information Systems; international employment; legal compliance; payroll; policy administration; organizational design; staff development; talent management; workforce planning and/or closely related programs. Employees maintain confidentiality within...
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... The National foundations funding program, Supporting Families will announce the availability of funding by issuing a Request for Proposal (RFP) or Request for Applications (RFA). Peace, Domestic Violence Agency will have about six to eight weeks to submit a letter of intent to the National Foundations, Supporting Families. The letter of intent should describe the proposed program or project, which includes the programs or projects goals, the proposed target population, proposed activities and locations, and names of contact personal. Once the agency has made the deadline for the letter of intent, personal can start drafting the grant proposal. The grant proposal is the written word or presentation of Peace’s program plan. Peace’s grant proposal will include the following: 1. Abstract- Peace’s abstract maybe the shortest section of the grant proposal, however it is the most important because it is the most read part of the proposal. The abstract is what the funding organization sees first it will make the first impression for the rest of the proposal. 2. Table of contents will provide the reader with a road map to understanding the structure of the proposal and will also serve as a checklist and framework to guide the development of the proposal. 3. Specific aims/background will present why the program is needed, the agency is presenting its case and showing that they understand all parts, the ins and outs of the program so that it can be operational and...
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...Objective A highly organized, take charge professional with twenty years management experience. Strong problem solving and decision making skills with the ability to develop and implement effective action plans. Commitment to detail in doing the job right the first time in completing all projects. Excellent communication and presentation skills. A team leader, providing motivation and training by example. Skills summary: Program Management Master Training Specialist Instructor Management Technical writing Acquisition/reporting Education and Training: Bachelors of Science (BS), Information Systems Management, University of Maryland University College (UMUC), graduation fall 2014 Associate Applied Science (AAS), electro mechanical engineering, Excelsior University, Albany NY Military Basic Signals Collection Course Military Intermediate Signals Collection Course Master Training Specialist (MTS) certification, Pensacola FL Combat Direction Finding System operator (CDF) certification Ships Signals Exploitation Space (SSES) equipment operator certification Basic Instructor Training (BIT) certification Employment History Systems Data Analyst 4: Boeing, Annapolis Junction 2013-Present Responsible for planning, developing and conducting Program customer outreach and relations efforts. Provide strategic communications support to the program and Program Management. Prepare, develop, and implement strategic communications plans and stakeholder...
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...List and explain the main sources of risk. • Lack of buyer understanding of its requirements – if the buyer does not have a clear understanding of its requirements or cannot express that understanding effectively in terms of specific deliverables or level of effort, an agreement cannot be reached with another party to fulfill those requirements. Broad, ambiguous expressions that obligate a seller to do something “as required” or “as necessary” (Garrett, 2015, p. 44). The buyer does not understand the requirements or needs but wants to put the seller in the position of having to do whatever it is whenever the buyer finds it out. (Garrett, 2015, p. 44). • Shortcomings of human language and differing interpretation – Language in a contract may mean one thing to a buyer and one thing to a seller. Often contracts are not stated in clearly specified terms. • Behavior of the parties – The actions of one or both of the parties after the contract is signed. Sometimes the buyer or seller will display actions that do not fit into the terms of the original agreement. An example would be not enforcing a late penalty clause when a buyer consistently pays late. (Garrett, 2015, p. 44). • Haste – Happens when project managers become impatient and rush the contract without understanding all that goes into it. Ideas are not fully developed, and unrealistic expectations can occur (Garrett, 2015, p. 44). • Deception – Deception is a deliberate defect in the communication process (Garrett...
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... | | | Radiga1982@gmail.com , RafieuM@unops.org | | |Sex: Male | Date of birth 27 July 1982| Nationality Sierra Leonean | | | | | | | |JOB APPLIED FOR |ADMINISTRATION, PROJECT & PROGRAM MANAGEMENT, LOGISTIC, TRANSPORT AND OPERATIONAL RELATED ROLES | |POSITION | | |PREFERRED JOB | | |STUDIES APPLIED FOR |...
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...1 Practical Application – Project Management (Study Tours Program) 1.1 Introduction Currently our institute has been granted government funding to run programs for students in mainstream courses, however under the new funding scheme being introduced from 2014 we are required to offer more courses funded from commercial revenue to sustain our business. There are several courses that can be offer commercially such as training for organisations, offshore delivery programs and Study Tours/Study Abroad programs. I would like to discuss Study Abroad programs on this paper. There are 4 phases to arrange and complete Study Abroad programs – initiation, development, implementation (students are studying at the college) and graduation (evaluation). I would like to talk about initiation and implementation phases. 1.2.1 Initiation: Inquiries from clients are received (input). Information of our Study Abroad program can be found on our website therefore inquiries could come from agents or directly from institutes. Once the inquiry is received, program request form is sent out to the client (output). The program will be customised based on the client requests. Once the completed form is received, the information (input) of subject choices, timing, duration, and number of students is forwarded to appropriate Faculties to discuss and draft the program. Faculties determine the hours of teaching and other necessary items to deliver the program (output). The detail of items (input)...
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...RISK MANAGEMENT GUIDE FOR DOD ACQUISITION Sixth Edition (Version 1.0) [pic] AUGUST, 2006 Department of Defense Preface The Department of Defense (DoD) recognizes that risk management is critical to acquisition program success (see the Defense Acquisition Guidebook (DAG), Section 11.4). The purpose of addressing risk on programs is to help ensure program cost, schedule, and performance objectives are achieved at every stage in the life cycle and to communicate to all stakeholders the process for uncovering, determining the scope of, and managing program uncertainties. Since risk can be associated with all aspects of a program, it is important to recognize that risk identification is part of the job of everyone and not just the program manager or systems engineer. That includes the test manager, financial manager, contracting officer, logistician, and every other team member. The purpose of this guide is to assist DoD and contractor Program Managers (PMs), program offices and Integrated Product Teams (IPTs) in effectively managing program risks during the entire acquisition process, including sustainment. This guide contains baseline information and explanations for a well-structured risk management program. The management concepts and ideas presented here encourage the use of risk-based management practices and suggest a process to address program risks without prescribing specific methods or tools....
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... Risk Management Plan Project: MBA Program Branch in Portland Section: Wed 9:00 am Team Member: Menghui Lin, Yu Chen, Jun Yang and Xiaoyi Ji Introduction Based on the success of MBA program in Corvallis (OSU main campus), we are planning to establish the MBA program branch in Portland. It will be a good choice to expand our MBA program in Portland because Portland is the biggest city in Oregon and there are a lot of business corporations which can provide many potential business opportunities. The primary objective of our project is to get more students involving our MBA program, build a high quality education program and improve the influence of OSU in the whole Oregon, no matter in education or in the business realm. Meanwhile, we must admit that there are several potential risks we will face in implementing the practical program. There is more specific information and analysis as follow. Risk Identification Through the analysis of the whole parts of the new program, we identify the following risks: competition risk, financial problem, teaching quality and reputation impairment. OSU is not the only one who provides MBA programs in Portland. So it may face the fiercely competition with other school like Portland State University. And starting a new program in Portland that is far away from the main campus, the program may need a lot of money to operate. The financial problem is the core that decides the normal operation of the MBA program in Portland....
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...better corporate risk management, many experts say that companies’ misguided efforts to do so actually poses a new kind of risk. The main problem, they argue, is that companies are not defining risk in the right way. They pay too much attention to a common subset of risk management activities, such as insurance coverage, fraud detection, and regulatory compliance, while ignoring more-important risks. Risk management “typically focuses on operational risks and compliance risks, but those are a small piece of the puzzle,” says Christopher Dann. Instead, a Booz & Co. study of 1,200 large companies over a five-year period suggests that “more than 60% of [shareholder] value lost over the last decade has been attributable to strategic risks, like being in the wrong market with the wrong product,” Dann says. Very few risk management programs would regard the “What product in what market?” question as falling in the risk domain. Another flaw in many programs is that they’re too complex, putting form over content. Board members and management “need to be mindful of a risk management program that is so extensive it paralyzes the company,” says Michael Peregrine, a partner at law firm McDermott Will & Emery specializing in corporate governance. Some CFOs would argue that they dodge these pitfalls by approaching risk management not as a formal process but as a concern that is woven through all strategic decision-making. “Senior management doesn’t think about...
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...Information Security Program Guide For State Agencies April 2008 Table of Contents INTRODUCTION .......................................................................................................................................................3 A SUGGESTED IMPLEMENTATION STRATEGY .............................................................................................5 SECURITY COMPONENTS ...................................................................................................................................12 RISK MANAGEMENT ................................................................................................................................................12 POLICY MANAGEMENT ............................................................................................................................................14 ORGANIZING INFORMATION SECURITY ....................................................................................................................16 ASSET PROTECTION .................................................................................................................................................18 HUMAN RESOURCES SECURITY ...............................................................................................................................20 PHYSICAL AND ENVIRONMENTAL SECURITY ...........................................................................................................22 COMMUNICATIONS...
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...Honeywell, Inc. and Integrated Risk Management Case Analysis Submitted to: Prof. A. Kanagaraj By Vivek Gupta Section C, 944 Executive Summary: Honeywell was a multibillion-dollar, International Corporation employing 53000 people and managing operations in 95 countries. It was the largest producer of control systems and products used to regulate heating and air conditioning in commercial buildings and of systems in avionics systems. Carrying out business in 95 countries firm faced a number of risks. Honeywell’s risk management activities were dispersed throughout the firm as shown in the table. Other risks were managed operationally. [pic] The committee voting for this new program depends on whether the anticipated savings of the program would be realized, and whether the coverage provided by the new contract would be adequate. The proposed plan is a first step in a firm wide integrated risk management program that would extend to cover all of Honeywell’s financial and operational risks, the finance committee’s decision would establish Honeywell’s risk management strategy for some years to come. Honeywell’s existing strategy was consistent with its risk management objective of minimizing earnings volatility and its cost of risk. The team wondered about the applicability of the relatively new concept of enterprise risk management, which is grouping many risks together into a portfolio of risks, rather than managing each risk separately. The team thought...
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...Enterprise Risk Management Lowell Adkins, Garry Hardison Jr, Rickie Morgan, Tracy Ramos 531/Law July 11, 2012 Michael J. Mills, J.D. Enterprise Risk Management Non-Linear Pro is an organization that sells and leases video editing equipment. The company claims by using their editing system it will reduce work hours on a variety of projects. Non-Linear Pro recently leased its equipment on a trial basis to Quick Takes Video; a company that edits documentaries, sports, and various events. However, during the trial the employees of Quick Takes Video, along with management, claim the product did not function properly under the agreed leasing arrangement. Nonetheless, Non-Linear Pro has taken legal action against Quick Takes Video stating they are liable for $5,000 for the use of its editing system. Quick Takes Video may countersue Non-Linear Pro under section 2A-201 of the Uniform Commercial Code (UCC) that is the basic Statute of Frauds provision for contracts for the leasing of goods (Cheeseman, 2010). In this paper the authors will identify the potential tort risk of Product Liability that has escalated between the two companies. The authors will also discuss how the proper design and execution of an Enterprise Risk Management (ERM) system would help Non-Linear Pro avoid accusations that its sales team is misrepresenting the product and using fraudulent tactics to influence customers to purchase its equipment. Management Commitment to ERM The ability to manage...
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...Risk Management Assessment Summary Aurora Health Care Syisha Herman HCS/451 – Health Care Quality Management and Outcomes Analysis Barbara Smith September 26, 2011 Aurora Health Care services all of eastern Wisconsin and Northern Illinois. Aurora measures its progress by establishing and striving to meet specific goals for each and every care management initiative as they focus on the improvement of quality health care. Risk management once meant the management of potential claims arising from malpractice, workers’ compensation, and casualty and property losses – essentially protection against accidents. In the new era of managed care, risk management takes on a move a more global meaning-that of enterprise financial management. Risk management attempts to relate coat management to total healthcare services (McGuire, 1995). Aurora is always looking for new and better ways to improve their services in quality health care. The purpose of risk management in health care is to ensure patient safety and quality, to protect staff, visitors, and any financial losses within the hospital that can come from evaluation, risk detection or prevention. In all, risk management protects the assets of an organization as it works to identify and address all sources of risk and or loss of an organization. Aurora’s purpose for risk management is as followed: 1. Patients getting the care they need 2. Patients and families getting and receiving support to help...
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...Risk and Quality Management Executive Summary Yakima Valley Memorial Hospital (YVMH) opened their door to patients on June 20, 1950 with 146 beds, 155 employees and over 200 auxiliary members. Today, Yakima Valley Memorial Hospital is a 225-bed acute care inpatient facility with a host of outpatient ancillary services and specialty clinics with over 2300 employees. The problem: The current risk management plan at Yakima Valley Memorial Hospital is that it is out dated and specific to the hospital only, it does not include the entire family of services. Second, the plan only addresses risk as “injury” to patients, staff, physicians, visitors, vendors, volunteers and students; it does not address risk to operations and property. The purpose of the current risk management plan for Yakima Valley Memorial Hospital is to identify the way in which the risk management activities as they pertain to “injuries” addressed within the hospital (Yakima Valley Memorial Hospital Risk Management Plan) rather than taking an organization or enterprise wide approach. Health care risk management programs are essential for the protection of the health care organization against the risks associated with accidental losses regardless of the cause (Carroll, 2009). A comprehensive risk management program should outline processes and procedures to cover patient centered, medical staff, employee, property and financial related risks and more. A risk management program is a structured organizational...
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