Kaizen: Leading Change for the Better
Kaizen simply means "change for better". When Kaizen is applied through a consistent and sustained program of successful Kaizen events, it teaches employees to think differently about their work.
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Kaizen simply means "change for better". When Kaizen is applied through a consistent and sustained program of successful Kaizen events, it teaches employees to think differently about their work.
Kanban beyond the participation board delves into how to leverage Kanban Board beyond just the work management tool by an Agile team. Team reflects the use of Kanban Board for effective Stakeholder Management and driving Customer Centricity.
A personal project diary, or project log, will help you keep track of progress, problems and issues. Here's what to do and how to do it.
Before you start work on your project, be sure you have basic administrative procedures in place, not the least of which is a realistic schedule of forms and reports to emphasize priorities, issues, schedules and deadlines.
There are more than a hundred different competences in project management and different competence guidelines, as a project professional to increase the probability to deliver a project with success and improve your personal performance it is necessary to understand the context of the project and use the most context-sensitive project management competences. This session will present what are the most important competences according to the type of the project which may be 14 different typologies.
Key Performance Indicators (KPIs) are ways of measuring and monitoring project health. This template provides structure to outlining and articulating measures. It is the means of defining the KPIs that will be used, how they will be measured, and how they should be interpreted.
While numerous key performance indicators (KPIs) typically influence IT projects generally, the benefit of tracking all of them may be outweighed by the cost to do so. Therefore, each project must carefully select and manage those KPIs most relevant to its specific situation. This sample template can be used to define KPIs; also included is a table with examples of possible KPIs for each of the previously defined project-critical success factors (PCSFs) and a metric (measure and dimension) for each KPI. Use in conjunction with the article Determining IT Project Health.
多数の主要業績評価指標(KPI)は一般的にITプロジェクトに一般的に影響しますが、そのすべてを追跡するメリットはコストを上回る可能性があります。 したがって、各プロジェクトは、その特定の状況に最も関連するKPIを慎重に選択して管理する必要があります。 このサンプルテンプレートを使用してKPIを定義できます。 以前に定義されたプロジェクト重大成功要因(PCSF)のそれぞれについての可能なKPIの例と、各KPIのメトリック(メジャーとディメンション)を含む表も含まれています。 「ITプロジェクトの健全性を判断する」記事と併用してください。
수많은 핵심 성과 지표 (KPI)가 일반적으로 IT 프로젝트에 전반적으로 영향을 미치지 만, 모든 IT 성과를 추적하는 이점은 비용을 크게 상회 할 수 있습니다. 따라서 각 프로젝트는 해당 상황과 가장 관련이있는 KPI를 신중하게 선택하고 관리해야합니다. 이 샘플 템플릿은 KPI를 정의하는 데 사용할 수 있습니다. 또한 이전에 정의 된 각 프로젝트 중요 성공 요인 (PCSF)에 대한 가능한 KPI 예제와 각 KPI에 대한 측정 항목 (측정 값 및 차원)이 포함 된 표가 포함됩니다. IT 프로젝트 상태 결정 (영문) 문서와 함께 사용하십시오.
This presentation covers information essential for every team member assigned to any project.
"If a man will begin with certainties, he shall end in doubts; but if he will be content to begin with doubts, he shall end in certainties." - Francis Bacon |