An Overview of Earned Value Management (EVM) Using EVM to Track Progress Using Earned Value to Track Progress
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Influence of Collaboration As a Conflict Management Style on Academic Performance in Secondary Schools in Makueni Sub-County, Makueni County, Kenya
International Journal of Education and Research Vol. 5 No. 2 February 2017 Influence of Collaboration as a Conflict Management Style on Academic Performance in Secondary Schools in Makueni Sub-County, Makueni County, Kenya Authors: (1) Elizabeth Ndunge Muindi, (2) Dr Jonathan Muema Mwania & (3) Dr Joseph K. Metet Abstract The study sought to explore the impact of collaboration as a conflict management style on academic performance in secondary schools in MakueniSub-county of Makueni County. It was guided by the poor performance of secondary schools students in their KCSE in Makueni sub-county despite the high marks the students scored in their KCPE. The population includes 18 principals and 54 teachers in the named sub-county. A random sample of 18 schools out of the 46 schools in the sub-county was selected for the study , that is, 18 schools where the 18 principals of the selected schools and 3 teachers from each of the 18 schools to make a total of 54 teachers. This was achieved through probability and porposive sampling respectively. The study employed the use of questionnaires to collect information on the impact of collaboration as a conflict management style on Academic performance.The findings indicated that most of the principals advanced their conflict management strategy by collaborating with others to make the performaqnce of their schools a success since collaboration as a conflict management style significantly influences students’ performance in secondary schools. This is because as the study indicated, there is no statistically significant difference between the mean responses of the respondents on the influence of collaborating as a conflict resolution style and students’ performance. -
Supply Chain Intelligence
Vision Supply Chain Intelligence Michael P. Haydock SAS Institute Supply chain intelligence reveals opportunities to reduce costs and units. Managers responsible for the results stimulate revenue growth and it enables companies to understand want control over most, if not all, supply chain functions producing those results. the entire supply chain from the customer’s perspective. Procurement is a good example, where the trend for each division to do its own strate- SAS Supply Chain Intelligence is a new Driving Forces Create the Need gic sourcing began to emerge. Logistics is initiative that provides the capability to For Supply Chain Intelligence another example, where each division extract, sense, and analyze information A prominent management style throughout moved its own goods from manufacturing about a supply chain. It enhances an exec- the 1990s was to drive down into an organ- through to the consumer. To help these utive’s ability to reason through business ization the responsibility and authority to autonomous divisions do their jobs, compa- outcomes and prescribes the best course drive a division’s profits. The smaller the nies purchased enterprise resource planning of action for focusing an organization on division, the further down into the organi- (ERP) systems and supply chain manage- the highest impact activities. Modeling a zation one could drive the responsibility ment systems highly targeted to solve a few supply chain is, at best, a complex for profits. In organizations effective at specific challenges, such as inventory man- endeavor, because in doing so we model using this management style, each agement, materials requirements planning, an organization’s processes, costs, and employee felt responsible for the success invoicing, transportation routing systems, objectives. -
A Healthcare Supply Chain Context
Georgia Southern University Digital Commons@Georgia Southern Electronic Theses and Dissertations Graduate Studies, Jack N. Averitt College of Spring 2015 The Effect of Executive Style on Risk Management: A Healthcare Supply Chain Context Stephen R. Spulick Follow this and additional works at: https://digitalcommons.georgiasouthern.edu/etd Part of the Operations and Supply Chain Management Commons Recommended Citation Spulick, Stephen R., "The Effect of Executive Style on Risk Management: A Healthcare Supply Chain Context" (2015). Electronic Theses and Dissertations. 1287. https://digitalcommons.georgiasouthern.edu/etd/1287 This dissertation (open access) is brought to you for free and open access by the Graduate Studies, Jack N. Averitt College of at Digital Commons@Georgia Southern. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons@Georgia Southern. For more information, please contact [email protected]. THE EFFECT OF EXECUTIVE STYLE ON RISK MANAGEMENT: A HEALTHCARE SUPPLY CHAIN CONTEXT by STEPHEN RONALD SPULICK (Under the direction of Steve Rutner) ABSTRACT This dissertation attempts to determine the effect of managerial Executive on healthcare supply chain risk management maturity. The healthcare industry is faced with constant risk to its supply chain and operates under the expectation that healthcare will continue to be delivered even under the most severe and disruptive of conditions. The effect of a manager, who operationalizes firm strategy, may impact the maturity level of a hospital’s risk management efforts. Through multi- method research, this study seeks to understand the effects of management on healthcare risk management maturity. Survey and interview methods were used to understand the relationship between healthcare supply chain managers and the effect they have on a firm’s risk management efforts in their supply chain. -
Earned Value Management (EVM) System Description
NASA/SP-2019-3704 Earned Value Management (EVM) System Description National Aeronautics and Space Administration November 1, 2019 Electronic copies are available from: NASA STI Program: https://wwww.sti.nasa.gov NASA STI Information Desk: [email protected]/ (757) 864-9658 Write to: NASA STI Information Desk Mail Stop 148 NASA Langley Research Center Hampton, VA 23681-2199 NASA Engineering Network (NEN) at https://nen.nasa.gov/web/pm/ (inside the NASA firewall only). OCFO-SID EVM Homepage at https://community.max.gov/dis- play/NASA/Earned+Value+Management+HOMEPAGE (inside the NASA firewall only) RECORD OF REVISIONS R E DESCRIPTION DATE V Basic Issue November 2013 1 Incorporate IPMR, ANSI/EIA-748 reference change March 2016 2 Added EVM reciprocity, scalability and new EVM $250M threshold January 2018 Added SMD Class-D EVMS Deviation, revised Intra-Agency Work Agree- ment EVM requirements, updated links, updated NASA EVMS requirements 3 September 2019 thresholds chart, deleted special publication numbers from references, cor- rected Data Requirements Description acronym, minor edits, etc. NASA EVM System Description ii ii TABLE OF CONTENTS P.1 Purpose ............................................................................................................ vi P.2 Applicability ..................................................................................................... vii P.3 Authority .......................................................................................................... vii P.4 References ..................................................................................................... -
Earned Value Management Best Practices
WHITE PAPER Earned Value Management Best Practices CONTENTS BACKGROUND BEST PRACTICES FOR EVMS USE Earned Value Management (EVM), a mainstay of When it comes to using an EVMS, most Best Practices for EVMS Use ..............................1 major government project management, has organizations follow a learning curve. The now caught the imagination of government IT purpose of this paper is to help organizations Use an EVMS Description professionals as well as those in the private flatten the curve, arming them with EVMS best and Keep it Up to sector. This has happened because EVM offers, practices. These best practices are broken down Date ...................................1 for the first time, an “apples to apples” into five guideline areas: Use EVMS on Every methodology for understanding how projects Project ..............................2 are progressing in relation to the original • EVMS description When to Use EVMS on funding and scope. It is a systematic approach a Program .................3 to planning, measuring, and forecasting a • EVMS use Building a Work project and a tool in the project manager’s Breakdown Structure toolbox for successfully completing an assigned • Work Breakdown Structure (WBS) and (WBS) ..............................3 project. Control Account WBS and Control Account Earned Value Management Systems (EVMS) are • Cost and schedule integration Guidelines ................3 required by the Office of Management and Budget for federal agencies and by contract on • Earned Value calculation Defining a Control Account ....................4 major systems acquistions done by the U.S. Government and some foreign governments. USE AN EVMS DESCRIPTION AND KEEP IT Cost and Schedule They are also part of the Project Management UP TO DATE Integration Institute’s Project Management Body of The system description provides an Guidelines ........................4 Knowledge (PMI PMBOK) and are used by many understanding of each activity required to meet Earned Value Calculation civilian organizations. -
Earned Value Management: What Is It? Who Needs
Franklin Training Group EARNED VALUE MANAGEMENT: WHAT IS IT? WHO NEEDS IT? Capturing Opportunities for Performance Excellence Earned Value Management 1 Chet Franklin ASQ 711 July 2008 What is EVM? Franklin Training Group • EVM; Earned Value Management • For the management of projects • It is called: – A concept – A discipline – An approach – A program • A set of tools Capturing Opportunities for Performance Excellence Earned Value Management 2 Chet Franklin ASQ 711 July 2008 Who needs it? Franklin Training Group • No one NEEDS it • Who can use it? – Program Managers – Project Managers – Project Teams – Budget Analysts – Planners Capturing Opportunities for Performance Excellence Earned Value Management 3 Chet Franklin ASQ 711 July 2008 Project Managers Need Franklin Training Group • Plan – What is to be done? – When is it to be done? – What will it cost? • Tracking – What has been done? – When was it done? – What did it cost? Capturing Opportunities for Performance Excellence Earned Value Management 4 Chet Franklin ASQ 711 July 2008 What will EVM do? Franklin Training Group • Provide Project Status – Financial performance – Schedule performance • Provide information – Identify risks – Predict future performance • Financial – Cost-to-Complete • Schedule – Variance from plan Capturing Opportunities for Performance Excellence Earned Value Management 5 Chet Franklin ASQ 711 July 2008 Is EVM New? Franklin Training Group • NO! • The basic concepts? – They’ve been around for a 100 years, or so – PVA (Planned Value of Work Accomplished) – BCWP -
LNCS 8407, Pp
Knowledge Management: Organization Culture in Healthcare Indonesia Dana Indra Sensuse1, Yudho Giri Sucahyo1, Siti Rohajawati2, Haya Rizqi1, and Pinkie Anggia1 1 Computer Science Faculty, University of Indonesia, Depok, Indonesia {dana,yudho}@cs.ui.ac.id, {pinkie.anggia.id,cold.ryz}@gmail.com 2 Dept. of Information System, Bakrie University, Jakarta, Indonesia [email protected] Abstract. Nowadays organizations realize that knowledge is an important asset to achieve a competitive advantage. In the favor of that, it is necessary for or- ganizations to manage and utilize the knowledge as much as possible through knowledge management (KM). KM concept is not only used in large compa- nies, but also has begun to be adopted by healthcare organization in an effort to improve the quality of services. Managing knowledge is not easy, a lot of factors to consider, one of which is the culture of the organization. Organiza- tional culture is defined as a set of practices, values, and assumptions held by members of the organization and are able to influence the behavior of the organization [12, 13]. According to Kim Cameron and Robert Quinn (2006), organizational culture can be examined using ‘Organizational Culture Assess- ment Instrument’ (OCAI) which has a framework, called the competing value framework (CVF). This framework consists of four culture types i.e. clan, adhocracy, market, and hierarchy. In this research, we found that healthcare organization in Indonesia have developed a dominant culture-style. It is a mix of the market and hierarchy. In addition, we also discuss the relationship of four culture types with KM, and six dimensions of organizational culture. -
Corporate Governance and Responsibility Foundations of Market Integrity
CORPORATE GOVERNANCE Spotlight OECD principles Corporate governance and responsibility Foundations of market integrity Bill Witherell, Head, OECD Directorate for Financial, Fiscal and Enterprise Affairs © Getty Images Good governance goes he recent spate of US corporate investment assessments followed by a sharp beyond common sense. It is failures and breakdowns in truthful market correction that spelt the end for a key part of the contract Taccounting has undermined people’s thousands of high-tech wannabes. Still, it is faith in financial reporting, corporate difficult to disentangle the negative effects that underpins economic leadership, and the integrity of markets the these two parallel developments have had on growth in a market economy world over. The fact that the wave of the confidence of investors. scandals has come hot on the heels of a and public faith in that collapse in the high-tech bubble has a sharp With the bursting of the high-tech bubble, system. The OECD ironic flavour. Both events have their roots in share values were written down and venture Principles of Corporate the heady days of stock market exuberance, capitalists took a bruising, as did many when anything was possible, from creating shareholders. That is the downside of Governance and Guidelines multibillion dollar companies with little committing resources to investments with a for Multinational more than an idea, an investment angel and high risk/high reward profile. But in the cases Enterprises are two a lot of faith, to believing that markets would of corporate misbehaviour, the public, buy any yarn a group of fast-talking employees and pensioners were deliberately essential instruments for executives could spin, even if to cover up misled. -
Management Styles and Decision-Making: Pro-Ecological Strategy Approach
sustainability Article Management Styles and Decision-Making: Pro-Ecological Strategy Approach Adam Sulich 1,* , Letycja Sołoducho-Pelc 2,* and Marcos Ferasso 3,* 1 Department of Advanced Research in Management, Wroclaw University of Economics and Business, 53-345 Wroclaw, Poland 2 Strategic Management Department, Wroclaw University of Economics and Business, 53-345 Wroclaw, Poland 3 Applied Social Sciences Department, Community University of Chapeco Region, Chapeco 89809-900, SC, Brazil * Correspondence: [email protected] (A.S.); [email protected] (L.S.-P.); [email protected] (M.F.) Abstract: Management style and decision-making create an organization’s culture and influence its performance also in the pro-ecological dimension. Therefore, this paper’s originality lies in how it explores the effect of management style to inform our understanding of decision-making when using a sustainable approach. However, the cause-and-effect relations between decisions and management style remain vastly unexplored. The paper’s aim is to explore whether the management style serves as a basis for decision-making or if it is an effect of decisions. This research addresses a research question: is the management style a basis for decision-making or an effect of the decisions in a pro-ecological context? We used a comprehensive literature review by using inductive and deductive approaches to analyze the relations between decision-making and management style. The paper also illustrates how organizational culture images can inform accounts of business realities influencing organizations’ green strategies. The analogies followed relations between color symbol and guiding metaphor. The Citation: Sulich, A.; Sołoducho-Pelc, L.; Ferasso, M. -
STRATEGY and the IMPORTANCE of STRATEGIC LEADERSHIP by James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership
STRATEGY AND THE IMPORTANCE OF STRATEGIC LEADERSHIP By James Redmond, BBS, MBS, ACMA: Examiner - Professional 2 Strategy & Leadership You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that. Jack Welch, former CEO of General Electric Introduction The business world is changing more rapidly and more dramatically than ever before: technology, globalisation, competition, the rise of Asian business superpowers, have fundamentally reshaped the business environment. To deal with such a complex and dynamic environment, organisations need experienced people with well-developed leadership abilities and acumen. This article will briefly address the nature and importance of organisational leadership, and will then focus primarily on leadership at the senior management level of the organisation, and in particular on the nature, the roles and the leadership styles of this critical group of management. The Nature of Leadership Leadership permeates society, but from a business perspective it is the identification, development, and use of organisational leadership which is critical to organisational performance. It is generally accepted (see for example, House and Podsakoff, 1995) that leadership is a key determinant of organisational performance: leaders make a difference. For example, when one reviews the success of Irish firms, it is easy to conclude that senior managers such a Michael O’Leary of Ryanair, Denis Brosnan formerly of Kerry Group, Myles Lee and Albert Manifold CPA of CRH have been integral to the success of their respective businesses. -
Control Account Manger (CAM)/ Earned Value Management System (EVMS) Training 1
Control Account Manger (CAM)/ Earned Value Management System (EVMS) Training 1 Introduction to EVM Organization, Planning, Scheduling, Budgeting, and Accounting Considerations Steve Langish Overview Covering The Basics – Introduction to EVMS Web Page/Contents – What Is Earned Value Management (EVM) – Why Use EVM – The EVM Process & How It AliApplies To You Heavy Detail On The Front – Organization – Planning, Scheduling, & Budgeting – Accounting Considerations Light Detail On The End (For This Session) – Analysis & Management Reports – Revisions Summary & What ‘s Up Next Time At The End For Questions & Throughout 2 PPPL’s EVMS Web Page http://www‐local. pppl. gov/EVMS/ 3 What Is EVM? Definition – Earned Value Management (EVM) Is A Project Management Technique For Measuring Project Progress In An Objective Manner – A Systematic Approach To The Integration & Measurement Of Cost, Schedule, & Technical (Scope) Accomplishments On A Project Application – Work Is Planned, Budgeted, & Scheduled In Time‐Phased Increments To Achieve This – Takes Into Consideration Risk, Uncertainties, & Assumptions – Involves Project Managers, Control Account Managers, Contractors, Customers, etc Objective – Encourage The Use Of Effective Internal Cost & Schedule Management Controls – Allow Timely Data For Determining Product‐Oriented Status 4 Why Use EVM? Who Wants To Babysit Every Line In A Schedule Of This Size? – Management By Exception ‐ Provides Early Warning Of Performance Problems – Trip Wires Via Thresholds – Using All Views Instead Of Driving -
Managerialism and the Changing Academic Workplace 1995-2001
Article At the chalk face: managerialism and the changing academic workplace 1995-2001 Edward Webster and Sarah Mosoetsa In December 2000, a well-respected senior academic with an anti-apartheid track record was dismissed from her post at one of our leading universities. The 'trigger' in this sad case was student dissatisfaction with a new course thathadbeen introduced after the merging of two quite different departments. The students alleged that marking in the course was unfair, that the comments on the scripts demeaning, and that the course lacked overall coherence. In the words of the offended academic, 'the dean accused me of racism to black students, having a sneering British academic attitude to them, and being insensitive to the difficulties of black students'. What outraged the accused academic was the fact that the students bypassed her and went directly to the dean to complain. What happened after this, and who is to blame for 'the breakdown in the employment relationship', remains hotly contested and need not concern us here. What is relevant is a comment in the report of the Committee of Enquiry held last year into these events. Almost as an afterthought, towards the end of the report, the committee commented that, 'the tensions that are caused by the restructuring of universities and the creation of new managerial structures may perhaps result in cases such as this if not handled with sensitivity and compassion for the persons involved' (Committee of Enquiry 2000:42). This case encapsulates the challenges facing management and academics in the new workplace: • the changing student clientele and the need for academics to be sensitive ' to these needs; • the shift away from the traditional curriculum and the resulting multi- disciplinarity and team teaching; and TRANSFORMATION 48 (2002) ISSN 0258-7696 59 Edward Webster and Sarah Mosoetsa the impact of mergers of departments on traditional lines of authority.