Category Archives: Management
Are you able to conduct cooking team building programs where we are located at our corporate team building retreat?
Our main office is located in the Los Angeles area but we travel to where ever we are needed. In fact, we conduct most of our cooking team buildings at the location that needs us the most, at the hotels where you are holding your meetings, corporate team building retreats and conferences. We save you time from not having to interrupt your busy off-site meeting to look for us, we make it easy and come right to you. In fact, we have conducted our cooking team building programs in just about every major metro area in the United States, from large city venues in Washington, DC, New York, Atlanta, Boston, Dallas, Chicago, San Francisco area to more rural settings in small towns in Iowa, Ohio and Kentucky.
And because we are not relegated to conducting your culinary team building at a specific time as other team building programs need the daylight to function, we fit easily into any full conference schedule at your corporate team building retreat.
Also, we save you money in coming to us. There is no need to rent a bus or other transportation to find us since we come right to you. And in the case of some larger groups of 100+, this added expense could add up very quick at your corporate team building retreat.
And for the groups that are not meeting off-site, we still are able to come right to you. Our second most popular type of venue is conducting our cooking team buildings right on your corporate campus within your meeting rooms or in your companies cafe dining room during off-peak hours.
Because our unique process is a true cooking team building that uses food and cooking to bring your groups together, it frees us from the constants of having to be in a kitchen and allows us to do this anywhere with your teams at your corporate team building retreats! And because your team is challenged to create a delicious meal without the use of a kitchen, you’ll benefit more as a team, knowing that if you can do this anywhere, you can do anything!
If you found this “inside information” helpful, make sure you get my free guide, “20 Things You Must Know Before You Choose the Wrong Team Building Program for Your Group!”
It’s FREE and it contains 20 of my best tips in choosing your own team building program for your group.
Just go to http://www.cookingteambuilding.info
Being an employee such as working in an office is a pride for some people because of this we can be a regular income every month. Hours or regular work schedule, career, health care facilities of the company and some other advantages. But on the other hand became an employee there are also some drawbacks, among which the risks in Stop if it can not work optimally, career opportunities are limited, the imbalance between compensation and contributions, governed by time, and the monotony of routine, every day is monotonous and many other shortcomings of being an employee. It is therefore not a few who try to attempt to do business while working.
Well, for those of us who became an employee but eager to do business while at work, the following authors share tips and ways of doing business while working.
- Choose the Right Business
For us fulltime employees, doing business while working it will feel more difficult to start a business in which we have to be smart in the dividing of time. The intensity of work in the office crowded to be one reason. Even if we force instead it could be a boomerang for our careers. Plans to start a business while working, it actually could lose both. Therefore, the choice of working part-time or part-time is considered appropriate for an employee.
- Avoid the use of big capital
Doing Business while working, we are required to manage capital well and correctly. One in the use of capital, while the intricacies of the business is so complex, we get precisely the loss, it would be very unfortunate. Plus the time in business management is also limited. Therefore, we should start a business with capital that is not too big is the right decision.
- Know Yourself Capabilities
Took the decision to do business while at work is not as hard when practicing. Therefore be wise before it actually falls directly in the business world. Know capabilities ourselves. The extent to which we are able to build a business in all accessories, even while still running the activity as an employee. Surely we must know how our financial capabilities. There are at least a regular income each month that can be used for everyday life. Also do not forget the power of capital and how to obtain it. Is it from the accumulated salary or with loans to other parties.
- Understanding the Employment Contract
It helps us to re-read the MOU work in companies where we work. How tight office activities and when her time off. It aims to ensure that when the sidelines of time that we can use for other activities, including in building their own business. Moreover, we should not make a business similar to the main job, because it could be considered competitors. Or bias so on other occasions, our businesses even claimed by the company where we work.
- Keep Reputation
However, we must realize that we still have the duty and responsibility of the company where we work. Although we have own business, on the other hand we are an employee who must respect and execute our duties in the office. Do not get because of our personal business, the main work even neglected to give negative impression to the people in the environment Integration. So we must remain prudent and maintain our reputation as an employee, but we also must consider what we are doing.
Doing Business while working, we have to stay focused and disciplined, which means that we must be patient and consistent in doing both. Most employees who own their own businesses fail due can not devote time to both. At the time busy with office work, we even add preoccupation with his own business, Finally, they can not be completed. Therefore, discipline and patience required to under-united for us who do business while still working.
- Create a Regular Schedule
We can make a periodic schedule every day, every week and so on. Synchronize between work time in the office with time for our business. Avoid any conflicts between them so that we can stay focused on running both. We can make it after the home office, the night, after dawn or before going to the office or even at any other time. For example, we can use the time off or a weekend for our business. We can control and prepare everything needed for the next week.
- People For Business We Trust
Let me run more leverage, stability between office work and our businesses, we can appoint someone who can we trust to manage our business. For example we appoint relatives or friends to help manage the business that we run, or we also can recruit people to fill positions in our business. But we must also consider the budget to pay the people we recruit, not to actually harm or imbalance occurs.
- Business Legality
Legality of business as much as possible keep our attention. Just as in business generally, should we put on legal business eg License for smooth business and business protection in law, or at least we have a certificate of business we run.
- Learning Media
When it became our employees can learn how management business where we work. How to be a good boss and wise, how management employees, and so forth. Make the best time when we are confronted with successful people or colleagues reputable companies to simply sharing the experience.
Doing Business while working may indeed seem easy to run, but we will never know before you try it. Our success is the result of the accumulation of willingness, consistency, passion, focus and patience. So do not ever be afraid to try. Not a few of them are actually a side business became the main source of income with effort and persistence.
Source : http://m.log.viva.co.id
Based on the above requirements the consultants developed five modules for assisting the project management team to improve the quality of the information used in management planning, control and reporting. The design principle using rapid prototyping techniques stressed the ease of use, use of existing formats and procedures while requiring the minimum of effort in maintaining the systems. The following paragraphs briefly describe the components that were developed and adopted. Efforts will be made in the future to integrate the components into a single system when the organization’s local area network (LAN) is operational. A flowchart of the system is shown in Figure 4.
- Project Performance Indicator Tracking System
The project managers are required to report to the World Bank the status of each Performance Indicator from the project’s Hierarchy of Objectives and management actions taken towards their achievement. The report must be on a semi annual basis and in an agreed format. For the past few years, this report was compiled using a word processor. As the report has a column on comments by the project manager on the status of each indicator, the project manager had to devote considerable time in the production of this report.
The new Project Performance Indicator Tracking System (PPITS), stores the indicators in a database format, and codifies the status into five outcomes: Accomplished Successfully, Being Achieved (on course), Experiencing Minor Problems (being addressed), Experiencing Major Problems and Rescheduling of Target Date Required, and Not Yet Due. With a graphic interface in MS Access, the project manager updates the status of each indicator as events occur, inputs the comments, and records the management actions undertaken. At the end of each reporting period, the required report is produced automatically (an internal feature of the system) with all the up-to-date information.
- Procurement Planning and Monitoring System (PPMS)
Procurement is a major part of the project activities. The procurement activity involves a number of discrete steps to be followed in sequence leading from development of specifications through bidding to contract signing with the suppliers who win the bid. The acquisition of goods and services essential to the implementation of the project will be delayed if the timetable of events is not followed. However, in many projects, procurement staffs simply follow the process in a step-by-step manner, finishing one step before tackling the next, with neither systematic planning nor tracking.
A good estimate of when project goods and services will become available can only be done when a contract is signed. The revised list of dates will be automatically updated if a constituent step for any item slips. Since the different methods of procurement for works, goods and services have different steps the PPMS uses different milestones for each type. It also produces a list of procurement activities for a specified time period, thus providing a calendar of all procurement activities required for the next month. This serves as a reminder of critical procurement tasks that the project staff has to perform on a day-to-day basis.
- Disbursement Planning and Tracking System (DPTS)
With the recent introduction of the Loan Administration Change Initiative (LACI), project management units of World Bank supported projects have to furnish the Bank with accounting reports in a specified format. The tables in these reports require listing disbursements made in each quarter and the forecast of payments for the following quarter. The DPTS is a system designed to enable the planning of the payment schedule of each contract for works, goods and services and entering the dates of actual payments against this schedule. The system automatically analyzes the data and produces the reports in the required format. Together with the Procurement Planning and Monitoring System (PPMS), all the required LACI reports can be produced directly from the database.
- Procurement Activity Tracking System (PATS)
Apart from the major contracts for the building of new schools and the major consultancies, each project management unit also undertakes a number of relatively small contracts for furnishing the new schools and for purchasing school supplies. These shopping activities include the following steps: Finalizing the initial specifications; contacting suppliers for price quotations; negotiating specification modifications, discounts and delivery dates; receiving shipments or verifying deliveries in terms of quantities and quality; and authorizing payments by the accountant.
Although the process for procuring an individual item is not complicated, when the number of items required for a particular date becomes large, there is a need for a database to keep track of the status of placement of orders and of deliveries so that suppliers can be paid promptly. Notification of authorization for payment is at present done off line, involving printing a list for payments authorized or passing a diskette to the Accountant.
- Project Planning and Scheduling System (PP&SS)
A complete critical path based project plan and schedule was developed using MS project. A portion of this plan is shown in Figure 3. The first level of indenture is the WBS of the project. The schedule for the items of procurement, transferred from the PPMS, is presented on one line in the CPM chart using the rollup technique in MS Project.
Source : http://www.maxwideman.com/guests/ministry/components.htm
A project is a short-term undertaking to create a product or provide a service that is not part of day-to-day business operations. Small businesses don’t need a complex methodology when it comes to managing a project, but they benefit from a designated project manager. When projects are managed properly, profits increase and businesses can grow. A project manager increases the likelihood a project will be successful and profitable.
Provide Point of Contact
A project manager is the central figure of a project, disseminating project information and updates to the project team, business leaders and project customer, which decreases confusion and increases accuracy.
The project manager works with team members to confirm which activities must occur in the project and in what order so projects are completed faster and more efficiently. Every project is made up of interconnected activities, each of which has its own set of checks and balances.
Project scope details the work and activities required to deliver the completed product or service. A phenomenon that often occurs is “scope creep,” which refers to continuous changes to the initial project. To contain creep, a project manager puts markers in place before anyone can add or take away from the scope.
Delivering on time and on budget are two constraints of any project. A project manager controls not only monetary costs but also the people resources, both internal and external, and equipment costs as well.
Time is arguably the most important constraint of any project. Because project team members still have day-to-day responsibilities, managing their time can be a challenge. A project manager manages deadlines by setting a schedule at the inception of the project.
Schedule the Work
The project manager plays an important role in ensuring all the team members work on their assigned activities in the appropriate order. The project manager helps members calculate the time a task takes and solves any problems so they can successfully meet their deadlines.
Deal with Potential Risks
No matter how well planned, a chance for potential risks in a project exists. A project manager anticipates and identifies risks and creates a risk response process to track their status. It’s important to make risk prevention part of the initial planning phase. If the project manager can’t prevent the problems, managing them is the next best solution.
If your project requires purchases from outside vendors, the project manager manages the contracts and terms and tracks invoices to ensure suppliers and the project customer live up to the terms of the contract.
Communicate With Stakeholders
As a project progresses, it is important to make stakeholders aware of any risks and successes along the way. The project manager communicates the goals and performance to business leaders in a regularly scheduled report.
Close the Project
After the project meets the goals and expectations of the project customer, the project manager documents and reviews the project phases with the team members and leadership to analyze patterns, trends and opportunities for improvement for the next project.
Source : http://work.chron.com/ten-reasons-project-needs-project-manager-5112.html
10 years ago I would never have believed that today’s management best practices would include encouraging employees to chit chat, work from home, and self-organize.
But as we head into 2016, these are exactly some of the trends shaping the way we work. Here are three big ones to watch.
Remote work is the new way to build a team
From my experience, remote workers provide a ton of flexibility when building your team. A remote workforce provides access to a much broader talent pool, especially when you’re looking for a specific skillset. If your HQ is in an expensive real estate market like New York City or San Francisco, working with remote employees also offers an alternative to sky high office leases.
Many managers are concerned that remote workers are more likely to laze around without supervision, but I’ve found through our remote team, it’s typically the opposite. Because people working away from HQ do not have the luxury of their co-workers actually seeing them at the office, they tend to make a greater effort to demonstrate that they are working and get just as much done, if not more sometimes, than everyone at the office.
A big leap for making this transition possible is the evolution of team communication platforms like Google Hangouts and Slack. Not only are they allowing remote workers to stay connected as if they were in the same physical space, but they also provide the transparency that allows managers to see what employees are actually doing.
New work tools increase transparency
Transparency is a common theme with modern teams as they move away from the more siloed email and Office suite to a broader set of cloud-based tools that allow them to plan, create, share, and work together. As a result, traditional management systems have changed.
In the past, managers have typically determined how employees spend their time. These days, it’s more common for managers to empower employees to self-organize.
An open organization also leaves room for alignment on everything from big picture goals to who’s responsible for specific projects. When employees have visibility from top to bottom, they feel valued and understand their role on their team and within the company’s broader vision.
At the core of this shift is trust, and the way to build this trust is making it easier for people to work collaboratively, make decisions, and show progress. In this world, the role of the manager is to coach, remove roadblocks and advocate for the team.
The move to mobile has employees driving tech choices
Not long ago, the office was the only place where work could happen, and you had to go to this physical space in order to do your job. These days you can take work on the go, whether it’s a laptop, tablet, or smartphone.
BYOD, or Bring Your Own Device isn’t a new term. But what is new is the comfort level with employees making decisions about the tech they bring to work. Instead of IT imposing its vision on employees, employees are finding their own tools. This works in part because people gravitate towards tools that not only increase their productivity, but are easy to use, and even kind of fun.
Employees are more likely to do better work when they have the freedom to pick the tools that work best for them, since they can work in a way that best suits their needs and habits. In 2016, this is an important trend to watch because companies can empower employees to contribute to the IT decision for the whole team.
Empowerment for employees is at the heart of some of the biggest changes happening in the workplace today. By trusting employees to set their own priorities around team goals, allowing them to help pick their favorite tools, and manage where they choose to work, employers are building happier and more productive companies.
source : http://www.inc.com/
The Waterfall approach to systems analysis and design wass the first established modern approach to building a system. This method was originally defined by Winston W. Royce in 1970, (“The Waterfall Development Methodology”, 2006). It quickly gained support from managers because everything flows logically from the beginning of a project through the end, (Jonasson, 2008). Sources differ when it comes to the specific steps in the Waterfall process (Jonasson, 2008), and I will detail some of these differences in the next paragraph. However, the basic underlying logic and steps present themselves in each interpretation.
Figure 1: Waterfall method
(“The Waterfall Development Methodology”, 2006)
The original Waterfall method, as developed by Royce, is featured in Figure 1. The steps include Requirements Determination, Design, Implementation, Verification, and Maintenance. Other models change the Requirements phase into the Idea phase (Jonasson, 2008), or break the Requirements phase out into Planning and Analysis (Hoffer, George, Valacich, 2008). Furthermore, some models further break the Design phase out into Logical and Physical Design subphases (Hoffer, et al, 2008). As previously mentioned, however, the basic underlying principles remain the same.
The Waterfall method makes the assumption that all requirements can be gathered up front during the Requirements phase (Kee, 2006). Communication with the user is front-loaded into this phase, as the Project Manager does his or her best to get a detailed understanding of the user’s requirements. Once this stage is complete, the process runs “downhill” (Hoffer, et al, 2008).
The Design phase is best described by breaking it up into Logical Design and Physical Design subphases. During the Logical Design phase, the system’s analysts makes use of the information collected in the Requirements phase to design the system independently of any hardware or software system (Hoffer, et al, 2008). Once the higher-level Logical Design is complete, the systems analyst then begins transforming it into a Physical Design dependent on the specifications of specific hardware and software technologies (“Software Development Lifecycle”, n.d.)
The Implementation phase is when all of the actual code is written (“SDLC Phases”, n.d.). This phase belongs to the programmers in the Waterfall method, as they take the project requirements and specifications, and code the applications.
The Verification phase was originally called for by Royce to ensure that the project is meeting customer expectations. However, under real-world analysis and design, this stage is often ignored. The project is rolled out to the customer, and the Maintenance phase begins.
During the Maintenance phase, the customer is using the developed application. As problems are found due to improper requirements determination or other mistakes in the design process, or due to changes in the users’ requirements, changes are made to the system during this phase. (“SDLC Phases”, n.d.).
The Waterfall method does have certain advantages, including:
- Design errors are captured before any software is written saving time during the implementation phase.
- Excellent technical documentation is part of the deliverables and it is easier for new programmers to get up to speed during the maintenance phase.
- The approach is very structured and it is easier to measure progress by reference to clearly defined milestones.
- The total cost of the project can be accurately estimated after the requirements have been defined (via the functional and user interface specifications).
- Testing is easier as it can be done by reference to the scenarios defined in the functional specification (“The Waterfall Development Methodology”, 2006).
Unfortunately, the Waterfall method carries with it quite a few disadvantages, such as:
- Clients will often find it difficult to state their requirements at the abstract level of a functional specification and will only fully appreciate what is needed when the application is delivered. It then becomes very difficult (and expensive) to re-engineer the application.
- The model does not cater for the possibility of requirements changing during the development cycle.
- A project can often take substantially longer to deliver than when developed with an iterative methodology such as the agile development method. (“The Waterfall Development Methodology”, 2006).
Due to these and similar problems, systems analysts began looking for alternative methods of designing systems. In the following sections, I will go over select methods that have been developed. I will concentrate on methodologies that have been classified as Agile. In this paper, I will concentrate on Extreme Programming, Scrum, and Test-Driven Development.
source : http://www.umsl.edu