Decision Management Process Improvement Project

A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementIt has become all too common that questions are raised during the execution of a project pertaining to the decisions that were made early on. Without having maintained a concise, accessible record of project decisions, the project manager and team members would find it difficult to provide hard evidence as to how they got to this point and what impacts specific decisions had on the project’s trajectory. This paper introduces the Decision Management Process Improvement Project (DMPIP), which focuses on improving decision management process throughout the lifecycle of a project with the aim of adding value to project performance and helping obtain project success. This new tool was inspired due to a lack of appropriate methods involving complex projects at a local consulting firm. The process along with the tool is being added to the toolset of a local Consulting Firm. This Firm plans to introduce the tools and techniques to clients that will benefit from an increased Project Management maturity level with improvements to its decision-tracking processes and demonstration of downstream effects of important decisions. The final product is a contribution to the Project Management Body of Knowledge (PMBOK) in the form of creating a Project Decision Management knowledge area in the PMBOK format. A decision log that follows a decision throughout the whole process from problem identification and analysis to the eventual outcome is at the core of the created knowledge area.Title Page / Table of Contents / List of Exhibits / Abstract / Keywords / Introduction / Project Purpose / Project Benefits / Research Methodology / Research Results Analysis / Project Management Approach / Final Products / Conclusion and Recommendations / Opportunities for Future Development / Reference

An agile business process improvement methodology

Adoption of business process improvement strategies are now a concern of most organisations. Organisations are still facing challenges and finding transient solutions to immediate problems. The misalignment between IT solutions and organisational aspects evolves across space and time showing discrepancies. Unfortunately, existing business process approaches are not according with continuous business process improvement involving business stakeholders. Considering this limitation in well-known Business Process (BP) methodologies, this paper presents a comparative study of some approaches and introduces agility in the Business Process and Practice Alignment Methodology (BPPAM). Our intention is to present observed problems in existing approaches and introduce agility in our proposal to address features, like the alignment between daily work practices and business process descriptions, in a simple and agile way. (C) 2017 The Authors. Published by Elsevier B.V

Process Improvement for Maximized Therapeutic Innovation Outcome.

Deconvoluting key biological mechanisms forms the framework for therapeutic discovery. Strategies that enable effective translation of those insights along the development and regulatory path ultimately drive validated clinical application in patients and populations. Accordingly, parity in What vs. How we transform novel mechanistic insights into therapeutic paradigms is essential in achieving success. Aligning molecular discovery with innovations in structures and processes along the discovery-development-regulation-utilization continuum maximizes the return on public and private investments for next-generation solutions in managing health and disease

Collaborative Engineering Environments. Two Examples of Process Improvement

Companies are recognising that innovative processes are determining factors in competitiveness. Two examples from projects in aircraft development describe the introduction of collaborative engineering environments as a way to improve engineering processes. A multi-disciplinary simulation environment integrates models from all disciplines involved in a common functional structure. Quick configuration for specific design problems and powerful feedback / visualisation capabilities enable engineering teams to concentrate on the integrated behaviour of the design. An engineering process management system allows engineering teams to work concurrently in tasks, following a defined flow of activities, applying tools on a shared database. Automated management of workspaces including data consistency enables engineering teams to concentrate on the design activities. The huge amount of experience in companies must be transformed for effective application in engineering processes. Compatible concepts, notations and implementation platforms make tangible knowledge like models and algorithms accessible. Computer-based design management makes knowledge on engineering processes and methods explicit

Alaska Army National Guard Construction Planning Process Improvement

A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementThe Alaska Army National Guard (AKARNG) is a jointly funded agency run under a cooperative agreement between the federal and state governments. Recognized as a state agency, the AKARNG reports to the governor for domestic response and trains for federal missions. With this relationship, the AKARNG receives funds from the National Guard Bureau (NGB) and the Alaska State Legislature for the execution of construction projects. Under the cooperative agreement, the AKARNG follows state procedures and uses the Alaska Department of Transportation and Public Facilities (ADOT/PF) to manage projects. The AKARNG Construction and Facilities Maintenance Officer (CFMO) ensures federal oversight of all AKARNG facilities. This project looks at the relationship between the AKARNG CFMO and ADOT/PF as they collaborate and plan construction projects for the AKARNG. The primary deliverables for this project are a current state swim lane chart (SLC) with written description and an improved state SLC with a written description. The goal of this project is to offer the AKARNG a roadmap for process improvement. The current and improved SLCs were produced by conducting research and engaging with stakeholders through interviews and questionnaires. Stakeholders were engaged throughout and offered quality oversight of the deliverables. The improved state SLC incorporated regulatory compliance and previously omitted policy requirements. When necessary, the improved state SLC included the addition or subtraction of steps to add value to the process. This project delivered the AKARNG a scalable depiction of their construction planning process and recommendations for improvement.Title Page / Table of Contents / List of Exhibits / List of Appendices / Project Management / Project Execution / Project Outcomes / Future Research and Project Conclusions / Appendice

Dealing with propositional ambiguity in business process improvement

If it is true that people express their views about organisational issues in ambiguous terms then one needs to address this ambiguity instead of the ‘problems’ to find an appropriate methodological approach to resolving or dissolving problem situations in the organisation. This paper highlights and discusses those issues, which therefore relate to ambiguityin relation to decision making tasks within organisations, and the related Soft Systems Methodology / Systems Thinking school of thought, which traditionally constrains such ambiguities. A model of these issues is presented in terms of the Business Process Improvement (BPI) task to highlight these interdependencies

Organizational Change Perspectives on Software Process Improvement

Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what we know and don’t know about SPI as organizational change, this paper addresses the following question: What are the dominant perspectives on SPI as organizational change in the literature and how is this knowledge presented and published? All journals on the AIS ranking list were screened to identify relevant articles and Gareth Morgan’s organizational metaphors (1996) were used to analyze this literature considering the following dimensions of each article: organizational perspective (metaphor), knowledge orientation (normative versus descriptive), theoretical emphasis (high versus low), main audience (practitioner versus academic), geographical origin (Scandinavia, the Americas, Europe, or the Asia-Pacific), and publication level (high versus low ranked journal). The review demonstrates that the literature on SPI as organizational change is firmly grounded in both theory and practice, and Scandinavia and the Americas are the main contributors to this research. The distribution of articles across Morgan’s metaphors is uneven and reveals knowledge gaps that present new avenues for research. The current literature offers important insights into organizational change in SPI from machine, organism, and brain perspectives. Practitioners may use these articles as a guide to SPI insights relevant to their improvement initiatives. In contrast, the impact of culture, dominance, psychic prison, flux and transformation, and politics in SPI have only received scant attention. We argue that these perspectives offer important insights into the challenges involved in managing change in SPI. Researchers are therefore advised to engage in new SPI research based on one or more of these perspectives. Overall, the paper provides a roadmap to help identify insights and specific articles related to SPI as organizational change.Software Process Improvement; Organizational Change; Organizational Metaphors; Images of Organization; Literature Review

Dynamic process improvement

Bibliography: p. [25].by Charles H. Fine and Evan L. Porteus