tag:blogger.com,1999:blog-23304243783385235452024-03-16T06:39:37.840+05:30Sathish ChandramouliBlogs on Technology, Management, Business and Life-Style.Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.comBlogger65125tag:blogger.com,1999:blog-2330424378338523545.post-70553669181146935152018-08-22T22:47:00.000+05:302018-08-28T17:44:53.097+05:30PMI-ACP: Agile Toolkit - Domain - Tools and Techniques - Knowledge and Skills<div dir="ltr" style="text-align: left;" trbidi="on">
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Hello There! I’m back after a recovery from long time
ailment. I trust that everyone are happy and keeping good. <o:p></o:p></div>
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Through this blog post I would like to share few basics of
PMI’s agile certification called and branded as “Project Management Institute –
Agile Certified Practitioner [<b style="mso-bidi-font-weight: normal;">PMI-ACP®]</b>”
and steps to earn the certificate.<o:p></o:p></div>
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<a href="https://3.bp.blogspot.com/-LEBx6rbPOsE/W32P2h8TVNI/AAAAAAAACSA/WGaPXVbHE_o1cCv746zRgjPMvpiAv-4DgCLcBGAs/s1600/pmi-acp-logo-lg.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="169" data-original-width="261" src="https://3.bp.blogspot.com/-LEBx6rbPOsE/W32P2h8TVNI/AAAAAAAACSA/WGaPXVbHE_o1cCv746zRgjPMvpiAv-4DgCLcBGAs/s1600/pmi-acp-logo-lg.jpg" /></a></div>
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It’s new Avatar! The exam was revised 2<sup>nd</sup> time lastly
and recently this year on 26<sup>th</sup> March 2018 which is a 3<sup>rd</sup>
version of exam content with a latest Agile Practice Guide (released in Sep’17). <o:p></o:p></div>
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As per the exam content outline (blue print) is based on the
topic areas (or domains). However, any given certification measures the
knowledge and skills gained out of it. Therefore, PMI-ACP® certification also
caters the exam contents into a toolkit under 10 group items and each item is
mapped to the group of tools and techniques.</div>
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<b style="mso-bidi-font-weight: normal;">PMI’s PMI-ACP</b><b>®</b><b> Toolkit
Categories:</b></div>
<table border="1" cellpadding="0" cellspacing="0" class="MsoTableGrid" style="border-collapse: collapse; border: none; mso-border-alt: solid windowtext .5pt; mso-padding-alt: 0in 5.4pt 0in 5.4pt; mso-yfti-tbllook: 1184; width: 0px;">
<tbody>
<tr style="mso-yfti-firstrow: yes; mso-yfti-irow: 0;">
<td style="border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">1<o:p></o:p></b></div>
</td>
<td style="border-left: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Agile Analysis & Design<o:p></o:p></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 1;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">2<o:p></o:p></b></div>
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<b style="mso-bidi-font-weight: normal;">Agile Estimation<o:p></o:p></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 2;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">3<o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Communications<o:p></o:p></b></div>
</td>
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<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">4<o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Interpersonal Skills<o:p></o:p></b></div>
</td>
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<tr style="mso-yfti-irow: 4;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">5<o:p></o:p></b></div>
</td>
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<b style="mso-bidi-font-weight: normal;">Metrics<o:p></o:p></b></div>
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<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">6<o:p></o:p></b></div>
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<b style="mso-bidi-font-weight: normal;">Planning Monitoring Adapting<o:p></o:p></b></div>
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<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">7<o:p></o:p></b></div>
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<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Process Improvement<o:p></o:p></b></div>
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<tr style="mso-yfti-irow: 7;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">8<o:p></o:p></b></div>
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<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Product Quality<o:p></o:p></b></div>
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<tr style="mso-yfti-irow: 8;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">9<o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Risk Management<o:p></o:p></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 9; mso-yfti-lastrow: yes;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 31.25pt;" valign="top" width="42"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">10<o:p></o:p></b></div>
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<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 184.5pt;" valign="top" width="246"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Value-Based Prioritization<o:p></o:p></b></div>
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</tbody></table>
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For our easy reference and readability from exam perspective
I have grouped the tools & techniques and relevant knowledge & skills
are directly mapped to each domain areas as the following table (DTTKS) lists
them: <o:p></o:p></div>
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<table border="1" cellpadding="0" cellspacing="0" class="MsoTableGrid" style="border-collapse: collapse; border: none; mso-border-alt: solid windowtext .5pt; mso-padding-alt: 0in 5.4pt 0in 5.4pt; mso-yfti-tbllook: 1184;">
<tbody>
<tr style="mso-yfti-firstrow: yes; mso-yfti-irow: 0;">
<td style="background: #DEEAF6; border: solid windowtext 1.0pt; mso-background-themecolor: accent1; mso-background-themetint: 51; mso-border-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Domain# (% of items on Test) ([#-SDs,]
##-Ts)<o:p></o:p></b></div>
</td>
<td style="background: #DEEAF6; border-left: none; border: solid windowtext 1.0pt; mso-background-themecolor: accent1; mso-background-themetint: 51; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Tools & Techniques
(toolkit #)<o:p></o:p></b></div>
</td>
<td style="background: #DEEAF6; border-left: none; border: solid windowtext 1.0pt; mso-background-themecolor: accent1; mso-background-themetint: 51; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">Knowledge & Skills<o:p></o:p></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 1;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
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<b style="mso-bidi-font-weight: normal;">D1. Agile Principles and
Mindset (16%) (9-Ts)<o:p></o:p></b></div>
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<br /></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Servant Leadership<sup>4</sup><o:p></o:p></div>
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<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile frameworks and terminology<o:p></o:p></div>
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Agile methods and approaches<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile values and principles<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Leadership<o:p></o:p></div>
</td>
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<tr style="mso-yfti-irow: 2;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D2. Value-Driven Delivery
(20%) (4-SDs, 4-Ts)<o:p></o:p></b></div>
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<br /></div>
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<b style="mso-bidi-font-weight: normal;"><o:p>Sub Domains: </o:p></b></div>
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Define Positive Value (3-Ts)<o:p></o:p></div>
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Avoid Potential Downsides (3-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Prioritization (3-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Incremental Development (5-Ts)<b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Tooling<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Compliance<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Continuous Integration<sup>8</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Cumulative Flow Diagrams<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Customer-Valued Prioritization<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
EVM for agile Projects<sup>5</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Frequent Verification & Validation<sup>8</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Kanban Board<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Kano Analysis<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Minimal Marketable Feature<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Minimal Viable Product<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
MoSCoW<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Relative Prioritization/ Ranking<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
ROI/NPV/IRR<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Task Board<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Testing, including exploratory & usability<sup>8</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
WIP limits<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Work in Progress<sup>5</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile contracting<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile project accounting principles<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Incremental delivery<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Managing with agile KPIs<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Prioritization<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Regulatory compliance<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 3;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D3. Stakeholder Engagement
(17%) (3-SDs, 9-Ts)<o:p></o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b>Sub Domains: </b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Understand Stakeholder Needs (2-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Ensure Stakeholder Involvement (3-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Manage Stakeholder Expectations (4-Ts)<o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Active Listening<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Modeling<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Brainstorming<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Chartering<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Collaboration<sup>4</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Collaboration Games<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Conflict resolution<sup>4</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Definition of Done<sup>8</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Emotional Intelligence<sup>4</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Information Radiator<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Negotiation<sup>4</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Personas<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Social Media-Based Communication<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
2-Way Communications (trustworthy, conversation driven)<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Wireframes<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Workshops<sup>1</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile project chartering<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Assessing and incorporating community and stakeholder values<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Communication management<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Facilitation methods<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Knowledge sharing/ written communication<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Participatory decision models (convergent, shared collaboration)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Stakeholder management<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
</td>
</tr>
<tr style="mso-yfti-irow: 4;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D4. Team Performance (16%) (3-SDs,
9-Ts)<o:p></o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b>Sub Domains: </b><b style="mso-bidi-font-weight: normal;"><o:p> </o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Team Formation (2-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Team Empowerment (3-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Team Collaboration & Commitment (4-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Adaptive Leadership<sup>4</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Burndown / Burnup charts<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Osmotic Communication for collocated and / or distributed teams<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Team Space<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Velocity<sup>5</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Building agile teams<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Developmental mastery models (Tuckman, Dreyfus, Shu-Ha-Ri)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Global, Cultural, and Team Diversity<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Physical & Virtual co-location<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Team Motivation<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Training, Coaching, and Mentoring<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 5;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D5. Adaptive Planning (12%)
(3-SDs, 10-Ts)<o:p></o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b>Sub Domains: </b><b style="mso-bidi-font-weight: normal;"><o:p> </o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Levels of Planning (3-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Adaptation (2-Ts)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Sizing & Estimation (5-Ts)<o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Affinity Estimating<sup>2</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Architectural Spike<sup>9</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Backlog Grooming/ Refinement<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Daily Stand-Ups<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Ideal Time<sup>2</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Iteration and Release Planning<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Product Roadmap<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Progressive Elaboration<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Relative Sizing / Story Points / T-Shirt Sizing<sup>2</sup> <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Requirements Reviews<sup>10</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Risk-Based Spike<sup>9</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Story Maps<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Timeboxing<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
User Stories/ Backlog<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Widebank Delphi / Planning Poker<sup>2</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Discovery<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Sizing and Estimation <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Value-Based Analysis and Decomposition<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 6;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D6. Problem Detection &
Resolution (10%) (5-Ts)<o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Control Limits<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Cycle Time<sup>5</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Defect Rate<sup>5</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Lead Time<sup>5</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Risk Adjusted Backlog<sup>9</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Problem Solving<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 7; mso-yfti-lastrow: yes;">
<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 251.75pt;" valign="top" width="268"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;"><br /></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">D7. Continuous Improvement
(9%) (6-Ts)<o:p></o:p></b></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<b style="mso-bidi-font-weight: normal;">(Product, Process, People)<o:p></o:p></b></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 193.5pt;" valign="top" width="216"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Approved Iterations<sup>5</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Feedback Methods<sup>3</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Fishbone Diagram Analysis<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
5-Whys<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Kaizen<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Learning Cycle<sup>1</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Pre-Morterm (rule setting, failure analysis)<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Process Tailoring<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Product Feedback Loop<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Retrospectives, Intraspectives<sup>7</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Reviews<sup>6</sup><o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Value Stream Mapping<sup>7</sup><o:p></o:p></div>
</td>
<td style="border-bottom: solid windowtext 1.0pt; border-left: none; border-right: solid windowtext 1.0pt; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt 0in 5.4pt; width: 202.25pt;" valign="top" width="223"><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Agile Hybrid Models<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Continuous Improvement<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
PMI’s code of Ethics and Professional Conduct <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Principles of Systems Thinking (Complex, Adaptive, Chaos)<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Process Analysis<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
Self-Assessment Tools and Techniques<o:p></o:p></div>
</td>
</tr>
</tbody></table>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Note: <o:p></o:p></b></div>
<div class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -0.25in;">
</div>
<ul style="text-align: left;">
<li><span style="text-indent: -0.25in;">Earlier version of exam outline was based on
only Tools & Techniques (50%) and Knowledge & Skills (50%), hence it tells the how important they are.</span></li>
<li><span style="text-indent: -0.25in;">Revised exam content is based on the % allocation
of each Domain, hence the exam questions are proportioned accordingly.</span></li>
<li><span style="text-indent: -0.25in;">Each Domain is further divided into sub-domains
(SDs) optionally and tasks (Ts) either under SDs or to domains.</span></li>
<li><span style="text-indent: -0.25in;">In total there are 7-Domains, 13-Sub-domains, and 52-Tasks.</span></li>
</ul>
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<b style="mso-bidi-font-weight: normal;">PMI-ACP Certification
Benefits:<o:p></o:p></b></div>
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<ul style="text-align: left;">
<li><b style="text-indent: -0.25in;">Demands Hard
Work:</b><span style="text-indent: -0.25in;"> One who want to secure PMI-ACP®</span><span style="text-indent: -0.25in;"> certification requires a lot of
dedication and commitment from the beginning of the process till successful
completion of exam.</span> </li>
<li><b style="text-indent: -0.25in;">Very Methodology:</b><span style="text-indent: -0.25in;">
As the certification is issued by PMI, it is understood that the structure of
the curriculum and depth of the details of content are very much high in nature
and structured and consists industry proven practices.</span></li>
<li><b style="text-indent: -0.25in;">Builds confidence:</b><span style="text-indent: -0.25in;">
It builds more confidence in the way of doing the agile projects by following
its processes and skills learned through.</span></li>
<li><b style="text-indent: -0.25in;">More Value
& Weightage:</b><span style="text-indent: -0.25in;"> Certification gives more weightage to the CV and possibly the value of the person in terms of higher salary / promotions to next levels.</span></li>
<li><b style="text-indent: -0.25in;">Trusted
& Norms:</b><span style="text-indent: -0.25in;"> The PMI as the organization is a non-profit organization and
trusted by many professionals nearly 50 years. It has its global presence
across all countries. PMI continuously revises its certifications and contents
by updating regularly according to the industry standards and practices being
followed across the industries at best.</span></li>
<li><b style="text-indent: -0.25in;">Extended Scope
of Subject:</b><span style="text-indent: -0.25in;"> PMI-ACP®</span><span style="text-indent: -0.25in;"> covers all the agile methods, by not limiting to one
method when we compare with other agile based certifications out there.
Therefore, it’s one stop shop rather spending time and money for securing
worthless individual certifications issued by other groups / institutions.</span></li>
<li><b style="text-indent: -0.25in;">More Visibility:</b><span style="text-indent: -0.25in;">
On securing the certification it yields to one with a lot of pride to self and
more visibility to his/her peers and their managers and help to stay on top among all
very distinctly. In short and simple – Neighbor’s envy: Owner’s Pride!!</span></li>
<li><b style="text-indent: -0.25in;">Emphasize
Hands-On:</b><span style="text-indent: -0.25in;"> The process of going through any PMI’s certification demands one
to have (mandatory) hands-on experience at first before securing the
certification. So no exception to the PMI-ACP, it has the eligibility
requirements of <i>a) Educational Background b) General Project Experience c)
Agile Project Experience d) and Training in Agile Practices.</i></span></li>
<li><b style="text-indent: -0.25in;">Less to
Invest and More on Payback:</b><span style="text-indent: -0.25in;"> Compare to agile certifications from other
institutions the PMI-ACP certification costs very less, together the boot-camp ($400+)
and certification’s ($495 for non-member) cost. Hence, the cost price one who
spends / invest will definitely see the doubling the payback value short after
the outcome of successfully securing certification.</span></li>
<li><b style="text-indent: -0.25in;">Time Consuming Process:</b><span style="text-indent: -0.25in;"> No Pain, No Gain! Indeed, it takes a long time to go
through the entire cycle of the certification process from the time of
initiating the application until who secures the certification by passing the
exam. I would phase out entire cycle into 5 stages: </span><b style="text-indent: -0.25in;">1) Boot Camp 2) Application Processing 3) Exam Prep 4) Take Exam and 5)
Certification maintenance and renewals.</b></li>
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<b style="mso-bidi-font-weight: normal;">Phase-1:</b>
A boot camp of 2-3 days of instructor led classroom based or online courses
to meet 21 PDUs requirements.<o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;">Phase-2:</b>
Typically, the processes goes this way: <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Application Submission</i></b> (90 days
window time to submit) -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Application Completeness Review</i></b>)
-> [<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Audit Process</i></b> (if selected, 90 days window time to submit
audit materials; 5-7 days to process audit materials)] <i style="mso-bidi-font-style: normal;">-> <b style="mso-bidi-font-weight: normal;">Application Payment
Process</b></i> -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Examination Eligibility</i></b> (1 year
window time to sit for exam) <o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><br /></b></div>
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<b style="mso-bidi-font-weight: normal;">Phase-3:</b>
Exam Prep<o:p></o:p></div>
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I would strongly
suggest to follow these 2 books:<o:p></o:p></div>
<ul>
<li><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><span class="MsoHyperlink" style="text-indent: -0.25in;"><a href="https://www.pmi.org/pmbok-guide-standards/practice-guides/agile">Agile
Practice Guide</a></span></li>
<li><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><span class="MsoHyperlink" style="text-indent: -0.25in;"><a href="https://www.amazon.com/PMI-ACP-Exam-Prep-Updated-Second/dp/1932735984">PMI-ACP
Exam Prep</a></span></li>
</ul>
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I recommend anyone
who wants to secure certification, should first have to meet 1) eligibility
criteria and 2) enough preparations for the exam (refer above given books,
aim for 2-3 months prep) 3) cursory level attempts of mock-up tests (some
websites host mock-up tests freely online) before initiating application
process with PMI, which is all after you gain 21 PDU’s from boot camp (online
or instructor led [2/3 days training]).<o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;">Phase-4:</b>
Take Exam<b style="mso-bidi-font-weight: normal;"> </b>(3 hours / 120 Qs)<o:p></o:p></div>
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Painful and nerve cutting process!! But, once you
pass the exam.. it’s THEee.. HaHaah.. moment!!<o:p></o:p></div>
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My note to you here is take the certification exam
after scheduling with Prometric only, if you are very much confident after
many trials of scoring more than 80% from mock-ups. And, make sure you are
relaxed a day before the exam and not stressed out by any means of work
pressure or late night preps. <o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;">Phase-5:</b>
Certification Maintenance & Renewals:<o:p></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Certification
Cycle</i></b> (starts once secured) -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Certification Maintenance</i></b>
(3 years with 30 PDUs) -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Certification Renewal</i></b> (submit
renewal fees with 30 PDUs gained report) -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Certification Suspension</i></b>
(1 year from 3rd anniversary of the day was passed) -> <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Certification
Expiration</i></b> (at the end of suspension period, needs reapply the same
processes to hold again).<o:p></o:p></div>
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<ul style="text-align: left;">
<li><b style="text-indent: -0.25in;">Increases
productivity & Customer Satisfaction:</b><span style="text-indent: -0.25in;"> As the agile processes and
techniques are meant for team level practitioners, on gaining the certificate
it increases team’s productivity by the way of approaching and executing the
agile projects with practitioners (team members) and at the same time it allows
the business to gain customer’s satisfaction very quickly than other legacy
models.</span></li>
</ul>
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<o:p></o:p></div>
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<span style="text-indent: -24px;">In my earlier posts I would have already detailed about few of the agile tools & techniques, however I would be happy to go for the details and specifics for uncovered items through upcoming blog posts. I hope this blog post is informative for you and I thank you very much for you time in reading through my post.</span></div>
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<o:p><br /></o:p></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">URLs: <o:p></o:p></b></div>
<div class="MsoNormal">
<span class="MsoHyperlink"><a href="https://www.pmi.org/certifications/types/agile-acp/exam-prep">PMI-ACP
Exam Guidance</a></span><o:p></o:p></div>
<div class="MsoNormal">
<span class="MsoHyperlink"><a href="https://www.pmi.org/pmbok-guide-standards/practice-guides/agile">Agile
Practice Guide</a></span><o:p></o:p></div>
<div class="MsoNormal">
<span class="MsoHyperlink"><a href="https://www.amazon.com/PMI-ACP-Exam-Prep-Updated-Second/dp/1932735984">PMI-ACP
Exam Prep</a></span><o:p></o:p></div>
<div class="MsoNormal">
<span class="MsoHyperlink"><a href="https://www.pmi.org/certifications/types/agile-acp/references">PMI-ACP
Exam Reference Materials</a></span> <o:p></o:p></div>
<div class="MsoNormal">
<span class="MsoHyperlink"><a href="https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/agile-certified-exam-outline.pdf?la=en">PMI-ACP
Exam Content Outline</a></span><o:p></o:p></div>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-60743426555505757522015-08-02T08:59:00.000+05:302015-08-02T08:59:31.296+05:30Mobile Phone Brands And Their Impact On Indian Retail (Micromax & Lava):<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Micromax </b>Mobile produces smartphones, feature phones, data-cards, tablets and televisions. In August 2014, Micromax beat Samsung to become the leading mobile phone vendor in India in terms of market share, a position that was further solidified by the February 2015 finding by Canalys that it had taken pole position in the smartphone segment as well. According to Micromax themselves, they are the<b> “10th largest mobile phone player in the world.”</b><br />
<br />
Micromax phones are seen as perfect companions for the aspirational, irreverent youth of India. An identification helped along with clever ads and a smart endorsement strategy, which roped in <b>Twinkle Khanna and Akshay Kumar</b> and even the international star <b>Hugh Jackman</b>. Added insight into their strategy comes from an interview in which former Micromax CEO Deepak Mehrotra told Firstpost, <b>“The way we look at our customers is we keep micro-segmenting it. … you need to understand the customer’s specific need and … create a product where the specific need of the customer gets addressed.”</b><br />
<br />
Micromax <b>thinks deeply and differently:</b><br />
<i><br /></i>
<i>It introduced handsets with <b>30 days of battery backup (</b>X1i), it introduced <b>dual-SIM dual standby </b>handsets, and a handset that could <b>switch between GSM and CDMA networks </b>(Gravity X600). The X40 <b>dual-SIM phone actually came with an inbuilt projector. </b>Micromax has contributed to the <b>‘democratization of technology’ in India </b>with its affordable solutions. It’s wide-spread distribution network has also played its part. For <b>phones and tablets, the company has put together a three-tier distribution set-up. </b>This includes <b>80 large partners, 2,500 small partners </b>and <b>125,000 small retail partners </b>in <b>more than 560 districts throughout the breath of India. </b>Micromax also boasts an <b>international footprint in Russia and the SAARC countries</b>.</i><br />
<br />
Micromax has been quicker than its competitors to improve the appeal of devices, for example, by including a wide variety of local languages on its Unite phones.<br />
<br />
<b>Lava:</b><br />
<b><br /></b>
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<a href="http://1.bp.blogspot.com/-QpA-Qffasi4/Vb2OUmcKxFI/AAAAAAAAA1s/CojOYSO0h08/s1600/Lava%2Blogo2.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-QpA-Qffasi4/Vb2OUmcKxFI/AAAAAAAAA1s/CojOYSO0h08/s1600/Lava%2Blogo2.jpg" /></a></div>
<b>I</b>t<b> </b>is indeed one of the most dynamic mobile handset companies and <b>India’s 5th most trusted mobile handset brand according to the Brand Trust Report 2014.</b> It was selected as the <b>“Emerging Company of the year 2013” </b>at the <b>Voice & Data Telecom Leadership Forum Awards. </b>Profitable in the first year of operations itself, <b><i>Lava has its own R&D centre in Bangalore. </i></b>Arvind Jha of Lava stated, <b>“As a brand we believe we must bring better quality, better reliability, better experiences to our consumers.”</b><br />
<b><br /></b>
The parent company oversees two brands: <b>Lava and Xolo. </b>LAVA has an extensive portfolio of tablets, feature phones and smart phones in bar and touch form factors at multiple price points catering to multiple categories of consumers. Within the LAVA brand are series of phones like the Android IRIS smartphones, the Discover series, the bar phone Spark series and ARC & KKT series.<br />
<br />
XOLO is a more premium brand for the mid to high-end smartphone segment, which was started in early 2012. XOLO phones provide best in class technology and stylish looks. There have been <b>partnerships with Intel®, NVIDIA®, AMD and Qualcomm®</b> amongst others, to provide a superior experience to discerning consumers. <b>XOLO launched the world’s first Intel® processor powered smartphone,</b> the <b>first NVIDIA® TEGRA® 4 powered tablet in India </b>and was the <b>first to create its own UI called HIVE.</b><br />
<br />
Being one of the fastest growing handset vendors, Lava has witnessed growth in both its brands i.e. Lava and Xolo. Both the brands are currently treated as independent lines of business in the market place,” says IDC in its latest report. Lava aims to more than double its revenue to $1 billion, or about Rs 6,300 crore, from Rs 2,909 crore in the previous financial year.<br />
<br />
<b>What’s next is an investment in emerging technologies like The Internet of Things (IoT) </b>as well as launch a range of affordable LTE (Long Term Evolution) smartphones in the next two months, which will be priced between Rs 5,000 and Rs 15,000. <b>Moving to the hyper-local, in March 2015, Lava will also start on Made in India smartphones with a production facility in Noida.</b></div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-58843453544827340672015-08-01T15:11:00.001+05:302015-08-03T12:39:07.655+05:30Innovation Required - Smartphones<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
What does every company need to do in order to survive and thrive?<br />
<br />
<b>It needs to innovate. </b><br />
<br />
And, to innovate means to differentiate their products / services from those of the competition.<br />
For operators and manufacturers, this means different things. However, being able to have apps and “front ends” integrated into the phone, was one of the key methods both of these categories of players sought to use for <b>differentiation</b>.<br />
<br />
<b>For an operator, </b>an example of this might have been some VOD application just for their subscribers or something to integrate another service in their portfolio (e.g. TV).<br />
<br />
<b>For a manufacturer, </b>this might have meant a slick alternative to the default Android front end. Both of them might have liked to “skin” Android to be unique to them, and some did try to do so to varying degrees of success.<br />
<br />
One might think that smartphone manufacturers can differentiate based on hardware features, for example:<br />
<br />
<b>- Screen quality (size, resolution, brightness).</b><br />
<b>- Camera quality (resolution, low-light, etc.).</b><br />
<b>- Speed (processor+).</b><br />
<b>- Connectivity (networking, Bluetooth, NFC, and more).</b><br />
<b>- Capacity (storage, memory).</b><br />
<b>- Sensors and UX operation (hand waving, gyros, accelerometers, etc.).</b><br />
<b>- Environmental resistance (water/dust resistance).</b><br />
<b>- Dimensions (weight, width, screen size).</b><br />
<b>- Battery life.</b><br />
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While this seems like a long list of features, providing plenty of opportunity to differentiate, it isn’t so. Soon, all manufacturers will be so good, that differentiating on these parameters simply won’t be enough. All devices will be similarly “amazing”. Manufacturers wanted to “own” the device home screen!<br />
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<b>Shelly Palmer,</b><i> in his review of the</i> <b>Samsung Galaxy S-IV </b><i>put it nicely:</i></div>
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<i>Since everyone who isn’t Apple is using Android, it’s going to be hard for any manufacturer to create a true stand out device. The phone and tablet business feels a lot like the PC business did in the Wintel era – lots of undifferentiated hardware running the same software. But Samsung has the right idea – separate the features of the hardware (which everyone can OEM) and concentrate on the benefits of the software (which can, in some cases, be proprietary)</i></div>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-87045863915899526532015-08-01T14:48:00.000+05:302015-08-01T14:48:54.682+05:30Bands behind the Brands - Indian Mobile World!<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="http://2.bp.blogspot.com/-GzFhvofNC4I/VbyOFVNFzLI/AAAAAAAAA0U/Qu4ORJ-KH38/s1600/micromax.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-GzFhvofNC4I/VbyOFVNFzLI/AAAAAAAAA0U/Qu4ORJ-KH38/s1600/micromax.jpg" /></a></div>
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<b>Brand :Micromax Mobile</b><br />
<b>Founder : Rahul Sharma</b><br />
<b>Turnover: Rs 2,600 crore</b><br />
<b>Marketing Spends: Rs 160 crore</b><br />
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Before mobile phones, Micromax dealt in GSM based PCOs. One day while attending to a problem that a vendor faced in Behrampur, Rahul Sharma witnessed first hand the severe power deficit in villages. The PCO owner had truck batteries in his shed that was being used to run the PCO. Every night he would carry the batteries on his cycle back home 20 km in the interiors, charge it whole night and bring it back next morning. This became the inspiration for Micromax to launch its long battery phone X1i.<br />
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After his mechanical engineering from Nagpur University, Sharma worked with P&G and Microsoft Xbox until the entrepreneurial bug bit him.<br />
At 36 years of age, Sharma is one of the youngest brand owner and he says he runs a tight ship. It isn’t surprising that Sharma is inspired by Steve Jobs and upholds the philosophy that, “we must create our own road-maps rather than following others by imbibing innovative models tailor-made for our needs and expectations.” When he is not thinking business, Sharma either spends time reading autobiographies of successful leaders or following F1 racing.<br />
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<a href="http://2.bp.blogspot.com/-XN4_eC5bo3M/VbyOPl8LkPI/AAAAAAAAA0c/bhAjmAUuXzU/s1600/spice.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://2.bp.blogspot.com/-XN4_eC5bo3M/VbyOPl8LkPI/AAAAAAAAA0c/bhAjmAUuXzU/s1600/spice.jpg" /></a></div>
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<b>Brand: Spice Mobile</b><br />
<b>Founder: Dr. B. K. Modi</b><br />
<b>Turnover: Rs 2,100 crore</b><br />
<b>Marketing Spends: Rs 140 crore</b><br />
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He’s done engineering, MBA and a Ph D and alongside also managed to find time to introduce photocopying to India through Modi Xerox before he shifted focus to launch Spice Mobile. Modi calls himself “innovative, technocrat and futurepreneur” and his business mantra is FIVO that stands for “fearless, imaginative, vibrant and open.”<br />
While Modi defied family business norms when he entered the copying business he is also quite spiritual in nature. Dalai Lama are among the few people who inspire him. Modi likes to spend his free time playing golf or lazing in front of TV watching English movies.<br />
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<b>Brand: Karbonn Mobiles</b><br />
<b>Founders: Sudhir Hasija & Pradeep Jain</b><br />
<b>Turnover: Rs 1,500 crore</b><br />
<b>Marketing Spends: Rs 60 crore</b><br />
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Hasija sold TV accessories like antennas and trolley and Jain was the distributor for Eagle flask when they started their career. Hasija and Jain represent a growing breed of Indian entrepreneurs who grab an grab opportunity when it comes by. Hasija and Jain setup Karbonn Mobiles with an investment of Rs 100 crore.<br />
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“In 1996, when pager and mobile phone revolution first started in Karnataka, I bagged a lucrative contract to become the telecom hardware distributor for Alcatel-Lucent SA, then ended up as a distributor for Nokia, the world’s largest handset-maker,” says Hasija.<br />
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Both are family men at heart and like to be with family in their free time. Hasija’s appetite for cricket is perhaps the reason Virendra Sehwag & Gautam Gambhir endorse Karbonn today. To create a “business instilled with values” is Jain’s dream and Hasija is backing it up with his huge appetite for risk and subsequent rewards.<br />
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<a href="http://2.bp.blogspot.com/-xJjD1CC_uPg/VbyOjLnXuII/AAAAAAAAA0s/PRZREUYqZco/s1600/lava%2BMD.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://2.bp.blogspot.com/-xJjD1CC_uPg/VbyOjLnXuII/AAAAAAAAA0s/PRZREUYqZco/s1600/lava%2BMD.jpg" /></a></div>
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<b>Brand: Lava Mobile Phones</b><br />
<b>Founder: ShailendraNath Rai</b><br />
<b>Turnover: Rs 1,000 crore</b><br />
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Before entering the telecom industry, Rai worked with DCM Textiles, Xerox and LG and then was one of the promoters of Pacetel, an OEM supplier to Bharti, Reliance and ZTE. He along with Hari Om Rai and Sunil Bhalla started Lava Mobiles in 2009 with an investment of Rs 10 crore.<br />
Rai is a mechanical engineer from Dayal bagh Engineering College, Agra and is an optimistic by nature. He believes that “motivation only comes through achievement and to succeed it is important to work hard and smart.” A golfing enthusiast, Rai also likes listening to classical music and travel.</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-27431759655532580062015-08-01T14:30:00.000+05:302015-08-01T14:30:09.201+05:30What do Indian phone brands (Karbonn, Micromax, Lava, Spice etc) need to do to improve their smartphones?<div dir="ltr" style="text-align: left;" trbidi="on">
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As the phone market in India moves across to the Android smartphones, there is significant opportunity for local Indian brands to offer cheap, yet functional and high quality smartphones. However with a history of limited innovations, these companies are facing challenges in getting customer acceptance. What can they do to differentiate their products that are clearly sourced from same/similar ODMs in China.<br />
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Smartphones can be differentiated on following levels. each has its own share of challenges.<br />
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<b>Stack Level:</b> Fork your own version of android. Introduce new technical capability. Like introducing NFC, Processor technologies, Network etc. Its a technology bets and payout over years if not in decades. It require a deep pocket for upfront investment and domain knowledge. One need do it over multiple cycle of tech and moore's law. Face global competition in product / technologies and not to mention patents. This is not something any Indian OEM can do in current state of market. On global scale also very few guys are doing it.<br />
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<b>UI Level (skin / overlay theme):</b> Like HTC Sense, Samsung Touch Wiz and other such skins. They can invest in making their own skin which is little more suited for Indian need but honestly this has a limited appeal which end customer can see only when they use it. There is lack of design skill which can compete with global best. One thing need to know here is that In recent APPL - Samsung case most patent samsung was defending was not for stack but for touch whiz UI. so many OEMs are sticking to Stock android experience only. But above all I am not sure how much importance user would give this component during purchase decision. This can be a short lived advantage at best.<br />
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<b>Application Level:</b> Give pre bundled apps to user. Angry bird, Fruit Ninja. I have a hunch that OEMs can command a premium of 1000 on every unit if they promise that for next one year they pick up top ten most popular paid apps every quarter offer them free of cost to user. If you look at pirated apps.. you know that their is a market demand. This can be a diffrentiator for them but again it will be copied to death in six months so it will be a short lived one only.<br />
<a href="http://articles.economictimes.indiatimes.com/2015-05-19/news/62368856_1_micromax-counterpoint-research-rakesh-deshmukh" target="_blank">Micromax announces 10,000 local language apps for users</a><br />
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<b>Operator subsidy:</b> Like USA they can subsidized cost of phone via operator data plan bundling. This has its share off difficulties but can be a killer move if someone has resources to pull this off. I think this business model is already happening.<br />
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<a href="http://4.bp.blogspot.com/-9ZUYu1a8Qjo/VbyKBqdH6KI/AAAAAAAAA0A/OcYALz6W99E/s1600/mobile%2Bcloud.jpg" imageanchor="1" style="clear: left; display: inline !important; float: left; margin-bottom: 1em; margin-right: 1em; text-align: center;"><img border="0" src="http://4.bp.blogspot.com/-9ZUYu1a8Qjo/VbyKBqdH6KI/AAAAAAAAA0A/OcYALz6W99E/s1600/mobile%2Bcloud.jpg" /></a><br />
<b>Cloud Level:</b> This is a surprisingly unexplored area. Right now we have low cost feature phone in 5-6 K INR range the way cost are coming down we should have high end smartphone in this price bracket in few years. The way to make sure that your existing user stay with you when that happen is to lock them in cloud. ie offer a free cloud app offering (email , photo, calendar, storage, music) with your low end phone. Take it good. Ensure that they have your email service as their primary email id (no big deal since first time internet user are always locked in default offering . This is how Internet Explorer and Google rose to dominance via AOL during first wave of internet). Unless, you are a exceptionally lousy brand chance are that once masses will make switch to smartphone it will be a natural choice for them to stay with your brand. Its has a good chance of working out well.<br />
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<b>Branding:</b> Might work but you are up against MNC with Multi-million dollar budget and they don't even design advertisement for India market they simply use same advertisement everywhere (thanks to their global foot print). Most Indian brand cant invest that much not on sustained basis. On top of that we are a aspirational society. Everything with a foreign stamp has a vanity value for us. In that sense Indian Brand start from a position for weakness. Someone need to be super creative to find their way around it.</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-76454062659271002032015-08-01T13:01:00.000+05:302015-08-01T13:05:01.376+05:30Smartphone Clone Wars: Can't afford the real deal, buy a Clone!<div dir="ltr" style="text-align: left;" trbidi="on">
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When a high-end smart phone is released, the 'Chinese mobile phones market' instantly recognizes a rip-off of the product at a much less expensive. Though these gadgets are often mocked and designed fun of, some of them aren't really a bad option for those who cannot manage a high-end system but wish to own one. Though the ‘Made in China’ tag makes us careful, lately, we saw how some Chinese suppliers devices have been amazing us and now we bring to you a list of high-end system imitations. These are not merely just imitations of a high-end smartphone; they also provide reasonable and at times even better functions than the unique smart phone. Due to their reputation, many organizations making these imitations, have now started production their own gadgets and are even implementing for patents. So so when you see a look-alike don't battle the desire to give it a try.<br />
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<b>Apple iPhone:</b><br />
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Buying an Apple device means taking the strings off your purse to widen the mouth as much as possible, and that’s not what most of us could afford. Little wonder then that the Apple products are probably the most cloned. So if you are looking for an iPhone rip-off then you will be spoilt for choice, quite literally. There are many Chinese companies who have launched iPhone look-alikes and some of these are good enough to fool anybody. The GooPhone I5, remarkably matches the original to a T when it comes to exteriors. It is however powered by Android, features a 1GHz MT6577 dual-core processor, 8MP camera and a 4-inch display, which should be enough to clock decent performance. It can be bought online.<br />
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If you do not want to hang on monthly for your phone to arrive at you, then you can try your regional dull industry and you are limited to discover a few choices. In our seeking, we found the Idol 5i-Iphone 5 easily available in the marketplace, which again looks stealthily similar. This one too functions a 4-inch show, 1GHz MT6577 dual-core processer, 8MP electronic camera and operates on Android operating system. Additionally, the Idol facilitates Double SIM. While these mobile phones look just like the iPhone, they are no go with for the iPhone 5 when it comes to performance with its Apple company A6 chipset, iOS and the much recognized retina show. Normally, it's not the same as having an iPhone, but if you evaluate the price, you will have to invest Rs 13,400 for 16GB edition of the GooPhone, while the Idol goes for a far less expensive Rs 3,200 for 16GB. Natural and organic to the Rs 45,500 that you will have to pay for the unique iPhone 5 - it's not much of a evaluation.<br />
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Another iPhone-esque phone that has produced quite a hype is the MI-Two from Xiaomi and as opposed to the others, not only does this one have the looks, but it also features of a performance to start. The phone is operated by quad-core Qualcomm Snapdragon S4 CPU, Adreno 320 GPU has an IPS LCD capacitive touchscreen display, 720 x 1280 p 4.3-inch show, 8MP electronic camera, operates Android operating system Jelly Bean and much more. Xiaomi loves a conspiracy position in Chinese suppliers, much like Apple company does in the US and around the world. Actually, many have known as the company China’s Apple company at the same time at the portion of the price and if the requirements of the phone has got you salivating then you should know that getting hold of Xiaomi MI-Two is much more difficult than getting an iPhone 5. You can get one shipped, but you will have to hang on for almost monthly for it. The 16GB edition will price you roughly Rs 22,000 that is almost half the price of the iPhone 5. <br />
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<b>Samsung’s Galaxy Note II:</b><br />
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Want to own the most well-known phablet, Samsung’s Galaxy Note II, but the only hurdle is its significant price tag of Rs. 40,000? Then, you can always opt for its look-alike which will price you not more than Rs13,999 on the internet. Remarkably, the product has been christened Galaxy Note II and has functions almost at par. Its sizing are almost just like the unique Note II. It has a 5.5-inch Extremely HD AMOLED LED 5 Point Capacitive Touchscreen technology. You won't look for the similar Quad-core 1.6 GHz Cortex-A9 with 2GB RAM, but this Galaxy Note II has a 1.2 GHz quad-core processer VRM7, which isn't bad for the price. With assistance for 2G, 3G, 4G LTE, Wi-Fi, USB 2.0 and Wireless connection choices, you will also discover A-GPS, GLONASS, and several receptors like accelerometer, gyro, measure, electronic compass function and vicinity. Moreover, this Galaxy Note II duplicate has dual SIM assistance.<br />
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This duplicate has a a little bit sluggish 2800mAh power supply in contrast to 3100mAh power supply of Samsung's Note II. It is available in the 32GB edition and the microSD card port will let you increase it up to 64GB. You will not be frustrated on the electronic camera front part also, as the product comes with a 5mp electronic camera with 8x zoom capability along with landscape, concentrate and catch ways. However, do not anticipate a Samsung-like S Pen and its impressive functions. Actually, the product doesn't even come with a stylus pen and operates on Android operating system 4.0 Ice Cream Sandwich. The system is available on the internet as 5.5-inch Android operating system 4. 0. 5 Double Sim 3G Galaxy Note II 32GB.<br />
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<b>Galaxy Note :</b><br />
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Those on a limited sub-Rs 10,000 price range and seeking to own the New samsung Galaxy Note, can consider this duplicate at Rs 9,100 (plus Rs 900 to Rs 1800 based on the type of delivery you opt for) from Chinastore. It is a little bit bigger than the New samsung Galaxy Note and has a a little bit reduced set of functions, for self-evident reasons. Wearing a similar 5-inch capacitive touchscreen display with a reduced quality of 800 x 480 pixel, the HDC Galaxy Note has a 5MP back electronic camera with auto-focus and zoom capability and a VGA front part experiencing electronic camera. Operated by a 1GHz MTK MT6575, this dual SIM smart phone comes with assistance for Wi-Fi, USB 2.0, GPS/A-GPS and Wireless. Battery power guarantees three to four time of talk-time and 300 to 400 time of stand by time. Although the requirements aren't as excellent as the unique Note, this look-alike isn't bad for one-third the price.<br />
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<b>Samsung Galaxy S III I9300 Real Clone:</b><br />
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The New samsung Galaxy S III designed quite a hype when it was released not only for its amazing looks but also what it had to provide when it came to requirements. It was in reality on par with the iPhone 4S that was one of its greatest opponents. But if this Rs 29,000 phone is out of your price range, then you can look at a similar-looking system that amazingly goes by the name Real Clone. At Rs 12,000 what you will get is a system that looks similar to the unique. However, Real Clone is a bit small in contrast to S3 with a 4.3-inch show in contrast to the original's 4.8-inch. The duplicate also is less at 125 gms, in evaluation to 133 gms of the unique. That said, however, when it comes to the processer it's the duplicate that has a better processer as it is operated by 1.5GHz Quad Primary processer, in contrast to 1.4GHz on the S III. Though this should not make too much of difference. With regards to electronic camera both function 8MP back electronic camera, but vary a little bit when it comes to the top part experiencing electronic camera. Overall, at Rs 12,000, Real Clone is a excellent deal.<br />
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<b>Disclaimer: </b>While these are some of the popular high-end smartphone clones available in the market, we haven’t tested them and so cannot comment on their performance. Nevertheless, many of the dealers are offering warranty of up to a year on some of these phones, so that’s something you can fall back on. So if you wish to then you may give these clones a try, but at your own discretion.<br />
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-86803052101056327212015-03-18T11:17:00.000+05:302015-03-18T12:21:47.286+05:30Project Life Cycle - Team Building & Leadership Styles<div dir="ltr" style="text-align: left;" trbidi="on">
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Project Managers should be aware of typical team building dynamics and situational leadership style across a project life cycle.<br />
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<b><span style="color: blue;">Team Building:</span></b> <b>Forming => Storming => Norming => Performing => Adjourning</b><br />
<b><span style="color: blue;">Leadership Style:</span></b> <b>Directing => Coaching => Facilitating => Supporting</b><br />
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Initiating <b>Project Life Cycle</b> Closing<br />
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<b><span style="color: blue;">Team Building Stages</span></b><br />
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<a href="http://1.bp.blogspot.com/-0JHtY7e2y6E/VQkfLz5VgII/AAAAAAAAAuE/jpSJayjhcgA/s1600/istock_buildingteam.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-0JHtY7e2y6E/VQkfLz5VgII/AAAAAAAAAuE/jpSJayjhcgA/s1600/istock_buildingteam.jpg" height="240" width="320" /></a></div>
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<ul style="text-align: left;">
<li><b>Forming</b>: Creating the team</li>
<li><b>Storming</b>: Team chaos as people start working with one another</li>
<li><b>Norming</b>: Team behavior starts to normalize</li>
<li><b>Performing</b>: Team performs as a unit</li>
<li><b>Adjourning</b>: Team completes work and disbands</li>
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<b><span style="color: blue;">Situational Leadership Styles</span></b><br />
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<ul style="text-align: left;">
<li><b>Directing</b>: Provide specific, clear instructions and closely supervise</li>
<li><b>Coaching</b>: Solicit input, offer rationale and examples</li>
<li><b>Facilitating</b>: Maintain team progress; delegate day-to-day control</li>
<li><b>Supporting</b>: Support and motivate the team to complete objectives</li>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-50040643724606147482015-03-05T17:07:00.002+05:302015-03-05T17:07:41.538+05:30Agile Manifesto and 12 Principles<div dir="ltr" style="text-align: left;" trbidi="on">
<b>Agile Manifesto Values at a Glance:</b><br />
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<b>Individuals and interactions</b> over processes and tools<br />
<b>Working software </b>over comprehensive documentation<br />
<b>Customer Collaboration</b> over contract negotiation<br />
<b>Responding to change</b> over following a plan<br />
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<b>Agile 12 Principles behind the Agile Manifesto:</b><br />
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<ol style="text-align: left;">
<li>Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.</li>
<li>Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.</li>
<li>Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.</li>
<li>Business people and developers must work together daily throughout the project.</li>
<li>Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.</li>
<li>The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.</li>
<li>Working software is the primary measure of progress.</li>
<li>Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.</li>
<li>Continuous attention to technical excellence and good design enhances agility.</li>
<li>Simplicity - the art of maximizing the amount of work not done - is essential.</li>
<li>The best architectures, requirements, and designs emerge from self-organizing teams.</li>
<li>At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.</li>
</ol>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-7496157091750268442015-02-17T14:32:00.001+05:302015-02-17T14:35:07.677+05:30Kanban, Kaizen, and Yokoten<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Kanban:</b></h4>
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Kanban (かんばん(看板)?) (signboard or billboard in Japanese) is a scheduling system for lean and just-in-time (JIT) production. Kanban is a system to control the logistical chain from a production point of view, and is not an inventory control system. Kanban was developed by Taiichi Ohno, at Toyota, as a system to improve and maintain a high level of production. Kanban is one method to achieve JIT.<br />
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Kanban became an effective tool to support running a production system as a whole, and an excellent way to promote improvement. Problem areas are highlighted by reducing the number of kanban in circulation. One of the main benefits of kanban is to establish an upper limit to the work in progress inventory, avoiding overloading of the manufacturing system.<br />
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<b>Kaizen:</b></h4>
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Kaizen (改善?), In Japanese for "good change". It has been applied in healthcare, psychotherapy, life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions and involve all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste. Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity.</div>
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Kaizen is the practice of continuous improvement. Kaizen was originally introduced to the West by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986. Today Kaizen is recognized worldwide as an important pillar of an organization’s long-term competitive strategy. Kaizen is continuous improvement that is based on certain guiding principles:</div>
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<ul style="text-align: left;">
<li>Good processes bring good results</li>
<li>Go see for yourself to grasp the current situation</li>
<li>Speak with data, manage by facts</li>
<li>Take action to contain and correct root causes of problems</li>
<li>Work as a team</li>
<li>Kaizen is everybody’s business</li>
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<a href="http://4.bp.blogspot.com/-gw_6IwgHqeU/VOMBjD4MrvI/AAAAAAAAAsM/bPQX-ksHdGQ/s1600/kaizen-in-real-life.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-gw_6IwgHqeU/VOMBjD4MrvI/AAAAAAAAAsM/bPQX-ksHdGQ/s1600/kaizen-in-real-life.jpg" height="640" width="640" /></a></div>
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One of the most notable features of kaizen is that big results come from many small changes accumulated over time. However this has been misunderstood to mean that kaizen equals small changes. In fact, kaizen means everyone involved in making improvements. While the majority of changes may be small, the greatest impact may be kaizens that are led by senior management as transformational projects, or by cross-functional teams as kaizen events.</div>
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<b>Yokoten (Yoko ten kai):</b></h4>
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In Japanese, <b>Yoko</b> - <b><i>Horizontal, Lateral, Sideways</i></b>; <b>Ten kai</b> - <b><i>Develop, Deploy, Advance</i></b></div>
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Yokoten is a process for sharing learning laterally across an organization.</div>
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Yokoten means "horizontal deployment" and refers to the practice of copying good results of kaizen in one area to other areas. Yokoten applies more broadly to copying product design ideas as well as better practices in general. "Best practice sharing" comes close to the meaning of yokoten.</div>
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The corresponding image is one of ideas unfolding across an organization. Yokoten is horizontal and peer-to-peer, with the expectation that people go see for themselves and learn how another area did kaizen and then improve on those kaizen ideas in the application to their local problems. </div>
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Kaizen must result in a standard, and yokoten means standards must be copied by others. However it is not enough to copy good kaizens as is, one must adapt and improve the learning for one's own process. Yokoten is not only to copy the physical best practice process but also the thinking that resulted in success and any background information (how it was achieved).</div>
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Within the 8 step practical problem solving process known as TBP (Toyota Business Practice) the yokoten activity happens in step 8.</div>
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1. Clarify the problem</div>
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2. Break down the problem</div>
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3. Set a target</div>
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4. Analyze the root cause</div>
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5. Develop countermeasures</div>
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6. See countermeasures through</div>
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7. Evaluate both results and process</div>
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8. Standardize successes, learn from failures</div>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-38035968918909170622015-01-28T12:21:00.000+05:302015-01-28T12:21:30.226+05:305 Whys<div dir="ltr" style="text-align: left;" trbidi="on">
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Getting into the root of a problem quickly</h2>
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<a href="http://3.bp.blogspot.com/-6wHfWxnndtU/VMiFq8pPCvI/AAAAAAAAArA/R5VJ3IJwyo0/s1600/5-Whys-600x220.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-6wHfWxnndtU/VMiFq8pPCvI/AAAAAAAAArA/R5VJ3IJwyo0/s1600/5-Whys-600x220.jpg" height="146" width="400" /></a></div>
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<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a>The 5 Whys is a simple problem-solving technique that helps users to get to the root of the problem quickly. Made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: "Why?" and "What caused this problem?"</div>
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Very often, the answer to the first "why" will prompt another "why" and the answer to the second "why" will prompt another and so on; hence the name the 5 Whys strategy.<br />
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Benefits of the 5 Whys include:</div>
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<ul style="text-align: left;">
<li>It helps to quickly determine the root cause of a problem.</li>
<li>It is easy to learn and apply.</li>
<li>How to Use the Tool:</li>
</ul>
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When looking to solve a problem, start at the end result and work backward (toward the root cause), continually asking: "Why?" This will need to be repeated over and over until the root cause of the problem becomes apparent.<br />
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<a href="http://1.bp.blogspot.com/-1Mt9buklbAY/VMiF0k2yPiI/AAAAAAAAArI/o8m0R7EbSDg/s1600/root_cause600a.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-1Mt9buklbAY/VMiF0k2yPiI/AAAAAAAAArI/o8m0R7EbSDg/s1600/root_cause600a.png" height="240" width="640" /></a></div>
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<b>Tip:</b></div>
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The 5 Whys technique is a simple technique that can help you quickly get to the root of a problem. But that is all it is, and the more complex things get, the more likely it is to lead you down a false trail. If it doesn't quickly give you an answer that's obviously right, then you may need more sophisticated technique problem solving techniques like those found in our problem solving section.</div>
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<b>Example:</b></div>
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Following is an example of the 5 Whys analysis as an effective problem-solving technique:</div>
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<li>Why - is our client, ABC Corp., unhappy? Because we did not deliver our services when we said we would.</li>
<li>Why - were we unable to meet the agreed-upon timeline or schedule for delivery? The job took much longer than we thought it would.</li>
<li>Why - did it take so much longer? Because we underestimated the complexity of the job.</li>
<li>Why - did we underestimate the complexity of the job? Because we made a quick estimate of the time needed to complete it, and did not list the individual stages needed to complete the project.</li>
<li>Why - didn't we do this? Because we were running behind on other projects. We clearly need to review our time estimation and specification procedures.</li>
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<b>Key Points:</b></div>
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The 5 Whys strategy is an easy and often-effective tool for uncovering the root of a problem. Because it is so elementary in nature, it can be adapted quickly and applied to most any problem. Bear in mind, however, that if it doesn't prompt an intuitive answer, other problem-solving techniques may need to be applied.</div>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-46238046902579786112014-12-30T21:41:00.000+05:302014-12-30T21:54:35.153+05:30My Diary - 2014<div dir="ltr" style="text-align: left;" trbidi="on">
<b>2014</b> is a great year for me, it pushed my time as simple as that.. there were valuable life time initiatives that were started as part of my dream. My endeavors should tell the future world - how better i must be achieving it successfully!<br />
I believe, anybody would feel happy, when their dreams come true.. though its very late and the end state should matter! I love happy ending stories, its actually a beginning! :)<br />
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Yes, there were turbulence' haunting my health, time had taught me again.. how to sustain and fight against them, but i admit still i'm a novice and good learner. Situations resulted in changes of my priorities and helped me to balance all the challenges rightly and focusing only on what i was in need. It also appraised me to surrender with all my ego's valuing relationship is the de-facto in human race. True, that its helping me to reconnect with world and friends as fast as i can for and with a good cause! :)<br />
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There were quick and happiest moments in my family book: Wedding bells, Kid's 1st cake cutting and Lullabies and so on! :-D<br />
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<b>Welcome - 2015</b><br />
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I, welcome 2015 warmly with the same spirit to <b>Grace My Goals and Dreams to come true with Success on time.</b> <b><span style="color: blue;">May God Bless to keep Me and All My Family & Friends a Good Health, and to Shower - Prosperity, Happiness, Love and Bundles of Joy!</span></b><br />
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Remembering the following Mantra's by great leaders of the world to keep me going!<br />
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<b>“What is not started today is never finished tomorrow.” </b><br />
<b>“Difficulties increase the nearer we approach the goal.”</b> <i>– Johann Wolfgang von Goethe</i><br />
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<b>“Strive not to be a success, but rather to be of value.”</b> <i>– Albert Einstein</i><br />
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I'm ready to begin another new chapter and remembering that i have only 365 days to make every page of the chapter worth remembering when i finish the year!! A Great year ahead!!<br />
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<b><span style="color: #274e13;">Wishing You And Your Family A Very Happy New Year - 2015</span></b><br />
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<b>Good Luck!</b></div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-14408796932230522382014-12-10T17:25:00.000+05:302014-12-10T17:25:51.388+05:30Team Management Skills<div dir="ltr" style="text-align: left;" trbidi="on">
<b>The core skills needed to manage your team</b><br />
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<b>Develop effective management skills:</b><br />
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So you've just got a new job as a manager or supervisor. Congratulations! Or, maybe you've just been given the task of pulling a new team together. What a challenge!<br />
Either way, whether your team exists already, or whether it's your responsibility to create it, what do you do next?<br />
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This article looks at some of the key things that team managers need to do if their team is to thrive and succeed. These range from choosing the right people and deciding who does what, to communicating with, developing and motivating people. It also covers some of the most common pitfalls to be avoided.<br />
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<b>First Things First</b><br />
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But before that, some definitions are useful. What is Management, exactly? And how does it differ from leadership?<br />
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A good starting point is the <b>Warren G. Bennis </b>quote that "<b>Leaders do the right things, while managers do things right.</b>" What this means is that leadership involves <b>setting direction, communicating </b>that vision passionately to those they work with, and helping the people they lead understand and commit to that vision. Managers, on the other hand, are responsible for ensuring that the vision is implemented efficiently and successfully.<br />
Of course, these two roles overlap considerably – and what's best is when you fulfill both roles. However, the focus here is on the specific skills and responsibilities of managers, and the tools available to them. After all, there's no point energizing people to work towards a fabulous vision of the future, only to fall flat on your face when it comes to implementation.<br />
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<b>Who do you need in your team?</b><br />
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The top priority for team managers is delegation. No matter how skilled you are, you're just one person, while your team may be made up of many people. So it is absolutely essential that you have the right people on your team and delegate as much as possible to them.<br />
Successful delegation starts with matching people and tasks, so you need first to understand fully what the team's role and goals are. Only then will you be in a position to analyze the skills, experience and competencies within your team, and start matching people to tasks.<br />
If you've had to bring in a substantial number of new people, read (<a href="http://sathishchandramouli.blogspot.in/2014/11/forming-storming-norming-and-performing.html" target="_blank">forming-storming-norming-and-performing</a>) to understand the stages you can expect the team to go through on the road to successful performance.<br />
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<b>Note:</b><br />
Many new managers and supervisors reading this article will be taking over the management of an existing team rather than bringing together a new one. However, it's worth considering how you would put together your ideal team if you had the opportunity, so you fully understand the issues you may face.<br />
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<b>Briefing your team:</b><br />
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Now that you've got your team together, you need to make sure that they're as clear as you are about what you're all there for. In the book Monday Morning Mentoring, a wise coach advises a young manager that he must always know what the "main thing" is that his team are working to achieve, and should focus closely on this so that they all "keep the main thing the main thing".<br />
A good way of doing this is by putting together a team charter which sets out the purpose of the team and how it will work. Not only does this help you get your team off to a great start, it can also be useful in bringing the team back on track if it's veering off course.<br />
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<b>Motivating your team:</b><br />
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Another key duty you have as a manager is to motivate team members. Theory X and Theory Y explains two very different approaches to motivation.<br />
Whatever approach you prefer to adopt, you also need to bear in mind that different people have different needs when it comes to motivation. Some individuals are highly self-motivated, while others will under-perform without managerial input. Pygmalion Motivation (<a href="https://hbr.org/2003/01/pygmalion-in-management" target="_blank">pygmalion-in-management</a>) helps to understand how to motivate these different groups.<br />
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<b>Developing your team:</b><br />
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Teams are made up of individuals who are all at different stages of their careers. Some may find the tasks you've allocated to them are challenging, and they may need support. Others may be "old hands" at what they're doing, and may be looking for opportunities to stretch their skills. Either way, your responsibility as a manager is to develop all of your people.<br />
Your skills in this aspect of management will define your long-term success as a manager. If you can help team members to become better at what they do, you will soon become known as a manager that others want to work for, and you'll be making a great contribution to your organization too.<br />
The most effective way of doing this is to ensure that you give regular feedback to members of your team on their work. Many of us are nervous of giving feedback, especially when it has to be negative. However, if you give and receive feedback regularly, everyone will come to benefit from improved performance.<br />
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<b>Communicating and working with your team – and with others:</b><br />
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Communication skills are essential for success in almost any role, but there are particular skills and techniques which you'll use more as a manager than you needed to when you were a regular "worker". These fall under two headings: Communicating and working with those within your team; and Communicating and working with people outside your team. We'll look at each in turn.<br />
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<b>Communicating and working with your team:</b><br />
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As the team manager, you're likely to be chairing a number of meetings involving your team, including regular sessions as well as one-off meetings. Meeting of all kinds, and regular ones in particular, are notorious for their capacity to waste people's time, so the skill of running effective meetings is well worth mastering.<br />
Many meetings include brainstorming sessions, and as team manager, you'll often have to act as moderator, so you'll need to be comfortable with how to do this. There's more to it than simply coming up with creative ideas, as you do when you're just a regular participant in such a session.<br />
Another important skill for managers and others – to master is active listening. When you're in charge, it can be easy to think that you know what others are going to say, or that listening is less important because you've thought of a solution anyway. Don't fall into this trap. Most good managers are active listeners: It helps them avoid time waster through misunderstandings, and it builds good relationships within the team.<br />
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<b>Communicating and working with others:</b><br />
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One of the most important people you need to communicate with effectively is your own boss. Take time to understand fully what your boss wants from you and your team. If you know exactly what he or she likes, and how he or she prefers it to be delivered, you'll be better able to meet with his or her approval.<br />
Don't be afraid to ask your boss to coach or mentor you: You can usually learn a lot from your boss, but he or she may not be proactive about offering this. If you're approaching your boss for advice, make sure you've thought things through as far as you can. Introduce the subject with a summary of this thinking, and then say where you need help.<br />
Also, as a manager, part of your job is to look after your team and protect it from unreasonable pressure. Learn skills like assertiveness and win-win negotiation so that you can either turn work away, or negotiate additional resources.<br />
Another part of your job is to manage the way your team interacts with other groups. Use stakeholder analysis to identify the groups you deal with, so that you can identify what they can do for you and what they want from you.<br />
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<b>Managing discipline:</b><br />
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However much you hope you won't ever have to do it, and however much feedback you give, there comes a time in most managers' careers when they have to discipline an employee. Discipline may be subtly different from basic feedback because it doesn't always relate specifically to the employee's work. You can give feedback on their phone manner, for example, but handling problems with timekeeping or personal grooming can need a different approach.<br />
Obvious breaches of the law or of company policy are easy to identify and deal with. But what of other situations? On one hand you don't want to feel or seem petty. On the other hand, you can't let things go that should be dealt with.<br />
Use these rules-of-thumb to help you decide whether you need to take action. If the answer to any is yes, then you need to arrange a time to speak to the employee in private.<br />
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Does the issue affect the quality of the employee's deliverable to the client (internal or external)?<br />
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A graphic designer regularly only gets in to work late, although he stays late to make up for this. Customers are sometimes frustrated by not being able to get through to him at the start of the day when he's working on rush jobs.<br />
Does the issue adversely impact the cohesiveness of the team?<br />
Individual designers largely work on their own projects with few meetings between design team members, so cohesiveness is not impacted. However people are noticing his lack of punctuality, and other people's timekeeping is beginning to slip.<br />
Does the issue unnecessarily undermine the interests of other individuals in the team?<br />
The designer sitting next to the latecomer is unhappy that she has to field calls from clients before he reaches the office, and is unable to give a firm answer to the question "When will he be in?"<br />
The design team manager decides to speak to the latecomer because of the impact on his co-worker. They agree that coming in to work late is not a problem (he has a long commute, with heavy traffic en route) but that he will commit to being in by 9.30am every day to reduce the number of calls his co-worker has to field, and also give her a fixed time to give clients. He will also work late to make up time.<br />
When you are faced with a potential discipline issue, take the time you need to gather information about the situation, then decide what you're going to do and act. Discipline issues rarely go away of their own accord, and they usually get worse, often causing considerable unhappiness and resentment amongst other team members.<br />
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<b>Traps to Avoid</b><br />
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The following pitfalls are common ones that managers fall into. Take care to avoid them!<br />
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<li>Thinking that you can rely on your existing job knowledge and technical skills to succeed as a manager. It is essential that you develop management and people skills.</li>
<li>Failing to consult regularly with your boss, in a misguided attempt to show that you're competent and can cope on your own. However, when you approach your boss, make sure you've thought the issue through, and have some ideas as to how the problem can be solved.</li>
<li>Embarrassing your boss, or letting him or her get a nasty surprise. Follow the "no surprises" rule.</li>
<li>Doing anything that requires your boss to defend you to others. This will cost your boss in terms of political capital or "loss of face" with his or peers and superiors, and it makes him or her look bad for not "nipping the problem in the bud."</li>
<li>Failing to talk to your customers (whether internal or external) about what they want from you and your team, and failing to act on this.</li>
<li>Using your authority inappropriately. Make sure that everything you ask people to do is in the interests of the organization.</li>
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Many of these points may sound common sense, however it's incredibly easy to make these mistakes in the rush of everyday managerial life.<br />
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<b>Key Points:</b><br />
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When you move from being a worker to a line manager, you need to develop a new set of skills, and make use of new tools and techniques. These will help you with the key management areas of organizing, motivating, developing and communicating with your team.<br />
You also need to learn specific time management techniques relevant to your role as a manager. It can be helpful too, for you to understand the different managerial styles that are commonly found so that you understand where your natural approach lies, and can work best to improve on this.</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-13965400455763311092014-11-20T05:41:00.000+05:302014-11-20T05:41:21.660+05:30Why Do Projects Fail?<div dir="ltr" style="text-align: left;" trbidi="on">
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Learning How to Avoid Project Failure</h1>
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We can probably all think of projects that have "failed" - perhaps processes got worse rather than better, maybe they were cancelled because of cost overruns, or perhaps systems were launched with fundamental errors.<br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How do you know when - and why - a project has failed? In many cases, the reason for failure is obvious. However, the definition of failure isn't always clear: one project with a significant delay might be described as a failure; yet another, with a similar delay, might be seen as a stunning success.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Definition of Project Failure</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The requirements for success are clear and absolute - right? Unfortunately, it's not that simple. Because the second part of our definition of success is that the project must be delivered "in line with expectations."</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">If key stakeholders agreed that a project had to exceed its initial budget, the project may still be considered a success. Likewise, if a project delivered everything that was in the detailed project designs, it may still be considered a failure if it didn't include vital elements that the key stakeholders needed. This doesn't seem fair, but project success and failure isn't just about the facts, nor is it simply about what was delivered. It's also, crucially, about <strong>how the project is perceived.</strong></span><br />
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Reasons for Project Failure</h2>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Here are some of the main reasons why projects fail:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>The wrong business requirements have been addressed </strong><br />If your project is set up to deliver the "wrong thing," it may be considered a failure even if everything is delivered on time, within budget, and to the required quality. This seems harsh. But if your project doesn't deliver what the organization really needs, this will inevitably negatively affect how it's perceived. This is why it's so important to conduct a thorough business requirements analysis.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>It's not possible to deliver the business case</strong><br />If your business case can't be delivered, then you have an impossible task. To make things worse, after the business case is approved, delivery of other things then becomes dependent on your project. This makes changing your project's deadlines, budgets and expectations more difficult.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For example, once you've promised to deliver a new airport baggage management system, airlines may schedule additional flights for shortly after the system's launch, so that they can take advantage of the new capacity. If the baggage system doesn't work, or if it has major problems during testing, it may be hard to convince senior managers to allow the project to be delayed, because they will have to give up promised increased revenue.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">When you write your business case, make sure you think through the project requirements in detail, and identify what's needed to ensure that you can deliver those requirements. Don't just list assumptions - make sure you explore them thoroughly. Review other, similar projects, so that you don't forget any major items. If you're delivering a new system, review your hardware and interface requirements. If you have major risks, include sufficient contingency resources (people, budget, and time) to manage those risks appropriately. Remember that implementing change is hard!</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Be realistic, and be ready to have some difficult conversations. For instance, your CEO may be disappointed that he can't have what he wants before the year end, or key users may say that they really need a fully featured product at the end of phase one. However, it will be a lot harder to have these conversations at a future date, when your project is in trouble!</span></li>
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<b>Note:
</b><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In many cases, business case documentation is written before a project manager is assigned. If you're the incoming project manager, make sure you don't simply accept these documents as they are!</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You're responsible for delivering the project, so be sure to review the business case. Validate assumptions, and identify any gaps or areas that need more detail. If difficult conversations are needed, have them now. Once deadlines, requirements, and budgets are set, expectations are much more difficult to change!</span>
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Governance is poor </strong><br />Few projects ever start without a sponsor. This is the person who has identified the need for change in an area of the business, and who is committed to making that change happen. He or she plays a vital role in ensuring the project's success. A good sponsor can make an average project fantastic, and a poor sponsor can delay and frustrate a fantastic project team.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The project sponsor is supported by the project's governance bodies, usually in the form of a steering group. These governance roles are essential: they provide direction, guidance, and critical review of the project and its progress. As project manager, you're involved in the day-to-day running of the project, but governance groups can take a step back and look at the project from a different perspective. They can ask difficult questions about progress and performance. They may see things that you've overlooked. However, they can also support you by providing contacts and insights that help you get things done, and by providing "political cover" when you need it.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Project managers don't usually have any influence over who their project sponsor is. Sponsors either self-select, or they're chosen because of their position in the organization. However, you often have more influence over who is in your steering group. As such, if you know that your project sponsor lacks passion for the project, or if the sponsor doesn't like to say no to people who keep trying to expand the project scope, then make sure you balance this with tougher or more engaged steering group members.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Implementation is poor </strong><br />If you deliver your project competently, you'll avoid poor implementation - right? Unfortunately, it's not that clear. Delivery can be complex. You need to manage risks, issues, and scope; manage your team; and communicate with stakeholders.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Delivering change is hard, and not everything is in your control. Therefore, being competent isn't enough for good implementation, but it's a good start! There are a lot of tools available to help you. Take our quiz on your project management skills to get started.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>People lose focus on the project's benefits </strong><br />Projects are based on a list of benefits that must be delivered. For example, you may need a faster customer service process, you may need to produce products more cheaply, or you may need to improve the quality of your service. These benefit statements should be refined so that they're clear, concise, and quantified.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">From these benefit statements, a set of "things to do" is generated. For example, you may need to consult customers, redesign products, or implement a new system. The outcome of this is a business case document that analyzes the project in terms of costs, and of the benefits will be delivered.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The project team then focuses on detailed planning, and on delivering the line items in the project plan - building a new system, developing training packs, mapping out new processes, and so on. At this stage, the team may forget about the benefit requirements.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This often results in a project deliverable that's well built, but doesn't provide the necessary benefits. For example, if the project plan focuses on designing and building a system, you could get a fantastic system, but one that's not being used by the business.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">To avoid this problem, adopt a benefits management approach throughout the life of the project, and remember the need to deliver the required benefits when you're planning and delivering your project.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>The environment changes </strong><br />This is probably the trickiest area. If the business's needs change, then your business case can become outdated before you've actually completed the project. You may have to review your original requirements and goals partway through the project to decide how to proceed, and this may result in changing the scope of your project - or even canceling the project altogether!</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">If you're working in an environment that's changing fast, you can help reduce the risks by doing the following:</span></li>
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Making timely decisions</strong> - If the project is clearly not going to be able to deliver the revised requirements, don't ignore this. The sooner you communicate this, and the sooner you make a decision about the project's future, the better.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Considering smaller projects</strong>- It's more difficult to change direction in a large cruise ship than in a tugboat. So, think about whether a proposed project's scope and delivery timeline are appropriate within your business environment. Delivering projects in smaller pieces is not always appropriate, but it's worth considering.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Managing expectations</strong> - Just because you cancel a project does not automatically mean that the project is considered a failure. This depends on many factors, including how you manage the involvement of key project stakeholders in the decision-making process.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points</span></h2>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For a project to be successful, it's not enough simply to manage your project competently, and deliver a good quality product. To avoid failure, make sure you have identified the right business requirements, created an achievable business case, put strong project governance into place, managed a high-quality implementation, focused on benefits, and monitored your changing environment.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Above all, be sure to manage the expectations of your stakeholders, so that they stay supportive. After all, these are the people who will declare your project to be successful – or otherwise.</span>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-65887675159809459992014-11-15T20:27:00.000+05:302014-11-15T20:27:28.841+05:30Benefit Cost Analysis (BCA)<div dir="ltr" style="text-align: left;" trbidi="on">
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Evaluating Quantitatively - Whether to Follow a Course of Action!</h1>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You may have been intensely creative in generating solutions to a problem, and rigorous in your selection of the best one available. This solution may still not be worth implementing, as you may invest a lot of time and money in solving a problem that is not worthy of this effort.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Benefit Cost Analysis (BCA) or Cost Benefit Analysis (CBA) is a relatively simple and widely used technique for deciding whether to make a change. </span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As its name suggests, to use the technique simply add up the value of the benefits of a course of action, and subtract the costs associated with it.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Costs are either one-off, or may be ongoing. Benefits are most often received over time. We build this effect of time into our analysis by calculating a <b>payback period</b>. This is the time it takes for the benefits of a change to repay its costs. Many companies look for payback over a specified period of time – e.g. three years.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In its simple form, cost-benefit analysis is carried out using only financial costs and financial benefits. For example, a simple cost / benefit analysis of a road scheme would measure the cost of building the road, and subtract this from the economic benefit of improving transport links. It would not measure either the cost of environmental damage or the benefit of quicker and easier travel to work.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A more sophisticated approach to cost/benefit measurement models is to try to put a financial value on intangible costs and benefits. This can be highly subjective – is, for example, a historic water lake worth $25,000, or is it worth $500,000 because if its environmental importance? What is the value of stress-free travel to work in the morning?</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">These are all questions that people have to answer, and answers that people have to defend.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The version of cost/benefit analysis we explain here is necessarily simple. Where large sums of money are involved (for example, in financial market transactions), project evaluation can become an extremely complex and sophisticated art. <a href="http://sathishchandramouli.blogspot.in/2014/05/7-cost-management.html" target="_blank">COST Management</a> is one of the Key Processing Areas of Project Management. </span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A sales director is deciding whether to implement a new computer-based contacts management and sales processing system. His department has only a few computers, and his salespeople are not computer literate. He is aware that computerized sales forces are able to contact more customers and give a higher quality of reliability and service to those customers. They are more able to meet commitments, and can work more efficiently with fulfillment and delivery staff.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">His financial cost / benefit analysis is shown below:</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span style="color: blue;"><b>Costs:</b></span></span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>New computer equipment:</b></span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">10 network-ready PCs with supporting software @ $2,450 each</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">1 server @ $3,500</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">3 printers @ $1,200 each</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Cabling & Installation @ $4,600</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Sales Support Software @ $15,000</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Training costs:</b></span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Computer introduction – 8 people @ $400 each</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Keyboard skills – 8 people @ $400 each</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Sales Support System – 12 people @ $700 each</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Other costs:</b></span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Lost time: 40 man days @ $200 / day</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Lost sales through disruption: estimate: $20,000</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Lost sales through inefficiency during first months: estimate: $20,000</span></li>
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<i style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Total cost: $114,000</i><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><span style="color: #38761d;">Benefits:</span></b></span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Tripling of mail shot capacity: estimate: $40,000 / year</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Ability to sustain telesales campaigns: estimate: $20,000 / year</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Improved efficiency and reliability of follow-up: estimate: $50,000 / year</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Improved customer service and retention: estimate: $30,000 / year</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Improved accuracy of customer information: estimate: $10,000 / year</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">More ability to manage sales effort: $30,000 / year</span></li>
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<i style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Total Benefit: $180,000/year</i><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Payback time: $114,000 / $180,000 = 0.63 of a year = approx. 8 months</b></span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Tip:</strong></span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b>The payback time is often known as the <b>break even point</b>. Sometimes this is is more important than the overall benefit a project can deliver, for example because the organization has had to borrow to fund a new piece of machinery. The break even point can be found graphically by plotting costs and income on a graph of output quantity against $. Break even occurs at the point the two lines cross.</span>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Inevitably the estimates of the benefit given by the new system are quite subjective. Despite this, the Sales Director is very likely to introduce it, given the short payback time.</span><br />
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<li>Cost/Benefit Analysis is a powerful, widely used and relatively easy tool for deciding whether to make a change.</li>
<li>To use the tool, firstly work out how much the change will cost to make. Then calculate the benefit you will from it.</li>
<li>Where costs or benefits are paid or received over time, work out the time it will take for the benefits to repay the costs.</li>
<li>Cost/Benefit Analysis can be carried out using only financial costs and financial benefits. You may, however, decide to include intangible items within the analysis. As you must estimate a value for these, this inevitably brings an element of subjectivity into the process.</li>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-25925155877708884072014-11-15T18:06:00.000+05:302014-11-15T18:09:43.567+05:30Cause and Effect Analysis<div dir="ltr" style="text-align: left;" trbidi="on">
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Identifying causes of the problems</h1>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Cause and Effect Diagrams help you to think through causes of a problem thoroughly. Their major benefit is that they push you to consider all possible causes of the problem, rather than just the ones that are most obvious.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The approach combines brainstorming with use of a type of concept map.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Cause and Effect Diagrams are also known as <strong>Fishbone Diagrams</strong> because a completed diagram can look like the skeleton of a fish; and as <strong>Ishikawa Diagrams</strong>, after Professor Kaoru Ishikawa, a pioneers of quality management, who devised them in the 1960s. Cause and Effect Diagram is one of the 7 basic </span>tools (Cause and Effort Diagram, Check Sheet, Control Chart, Histogram, Pareto Chart, Scatter Diagram, Stratification (Run Chart)) of <b>Quality</b>.<br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Follow these steps to solve a problem with a Cause and Effect Diagram:</span><br />
<ol>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><em>Identify the problem:</em><br />Write down the exact problem you face in detail. Where appropriate identify who is involved, what the problem is, and when and where it occurs. Write the problem in a box on the left hand side of a large sheet of paper. Draw a line across the paper horizontally from the box. This arrangement, looking like the head and spine of a fish, gives you space to develop ideas.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><em>Work out the major factors involved:</em><br />Next identify the factors that may contribute to the problem. Draw lines off the spine for each factor, and label it. These may be people involved with the problem, systems, equipment, materials, external forces, etc. Try to draw out as many possible factors as possible. If you are trying to solve the problem as part of a group, then this may be a good time for some brainstorming.</span></li>
<li class="nobullet" style="list-style-type: none;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Using the 'Fish bone' analogy, the factors you find can be thought of as the bones of the fish.</span></li>
<li value="3"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><em>Identify possible causes:</em><br />For each of the factors you considered in stage 2, brainstorm possible causes of the problem that may be related to the factor. Show these as smaller lines coming off the 'bones' of the fish. Where a cause is large or complex, then it may be best to break it down into sub-causes. Show these as lines coming off each cause line.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><em>Analyse your diagram:</em><br />By this stage you should have a diagram showing all the possible causes of your problem. Depending on the complexity and importance of the problem, you can now investigate the most likely causes further. This may involve setting up investigations, carrying out surveys, etc. These will be designed to test whether your assessments are correct.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Cause & Effect analysis (or Fishbone Analysis) provides a structured way to help you think through all possible causes of a problem. This helps you to carry out a thorough analysis of a situation.</span>
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<b>Ref:</b> <b><a href="http://sathishchandramouli.blogspot.in/2014/05/8-quality-management.html" target="_blank">PMI-PMP-KPA-QM</a></b></div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-73450543468991924452014-11-13T20:46:00.003+05:302014-11-13T20:46:54.337+05:30Plan-Do-Check-Act (PDCA)<div dir="ltr" style="text-align: left;" trbidi="on">
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Implementing ideas in a controlled way (<em>PDCA Cycle, or Deming Cycle)</em></h1>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Something needs to change:</b> Something is wrong, and needs to be fixed, and you've worked hard to create a credible vision of where you want it to be in future. </span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">But are you 100% sure that you're right? </span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">And are you absolutely certain that your solution will work perfectly, in every way?</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Where the consequences of getting things wrong are significant, it often makes sense to run a well-crafted pilot project. That way if the pilot doesn't deliver the results you expected, you get the chance to fix and improve things before you fully commit your reputation and resources.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">So how do you make sure that you get this right, not just this time but every time? </span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The solution is to have a process that you follow when you need to make a change or solve a problem; A process that will ensure you plan, test and incorporate feedback before you commit to implementation.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A popular tool for doing just this is the <b>Plan-Do-Check-Act Cycle</b>. This is often referred to as the <b>Deming Cycle</b> or the <b>Deming Wheel</b> after its proponent, <b>W Edwards Deming</b>. It is also sometimes called the <b>Shewhart Cycle</b>.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Deming is best known as a pioneer of the quality management approach and for introducing statistical process control techniques for manufacturing to the Japanese, who used them with great success. He believed that a key source of production quality lay in having clearly defined, repeatable processes. And so the PDCA Cycle as an approach to change and problem solving is very much at the heart of Deming's quality-driven philosophy.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The four phases in the Plan-Do-Check-Act Cycle involve:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Plan: </b>Identifying and analyzing the problem.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Do: </b>Developing and testing a potential solution.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Check: </b>Measuring how effective the test solution was, and analyzing whether it could be improved in any way.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Act: </b>Implementing the improved solution fully.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">These are shown in Figure below.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">There can be any number of iterations of the "Do" and "Check" phases, as the solution is refined, retested, re-refined and retested again.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">How to Use the Tool</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The PDCA Cycle encourages you to be methodical in your approach to problem solving and implementing solutions. Follow the steps below every time to ensure you get the highest quality solution possible.</span><br />
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Step 1: Plan</h4>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">First, identify exactly what your problem is. You may find it useful to use tools like <b>Drill Down</b>, <b>Cause and Effect Diagram</b>s, and the <b>5 Whys</b> to help you really get to the root of it. Once you've done this, it may be appropriate for you to map the process that is at the root of the problem</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Next, draw together any other information you need that will help you start sketching out solutions.</span><br />
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Step 2: Do</h4>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This phase involves several activities:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Generate possible solutions.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Select the best of these solutions, perhaps using techniques like <b>Impact Analysis</b> to scrutinize them.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Implement a pilot project on a small scale basis, with a small group, or in a limited geographical area, or using some other trial design appropriate to the nature of your problem, product or initiative.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Note:</b></span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b>The phrase "Plan Do Check Act" or PDCA is easy to remember, but it's important you are quite clear exactly what "Do" means. ""Do" means "Try" or "Test". It does not mean "Implement fully." Full implementation happens in the "Act" phase.</span>
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Step 3: Check</h4>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In this phase, you measure how effective the pilot solution has been, and gather together any learnings from it that could make it even better.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Depending on the success of the pilot, the number of areas for improvement you have identified, and the scope of the whole initiative, you may decide to repeat the "Do" and "Check" phases, incorporating your additional improvements.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do-Check sub-cycle any more, you can move on to the final phase.</span><br />
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Step 4: Act</h4>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now you implement your solution fully. However, your use of the PDCA Cycle doesn't necessarily stop there. If you are using the PDCA or Deming Wheel as part of a continuous improvement initiative, you need to loop back to the Plan Phase (Step 1), and seek out further areas for improvement.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">When to use the Deming Cycle</span></h2>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The Deming Cycle provides a useful, controlled problem solving process. It is particularly effective for:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); color: #0b5394;">Helping to implement <b>Kaizen </b>or <b>Continuous Improvement</b> approaches, when the cycle is repeated again and again as new areas for improvement are sought and solved.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); color: #0b5394;">Identifying new solutions and improvement to processes that are repeated frequently. In this situation, you will benefit from extra improvements built in to the process many times over once it is implemented.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); color: #0b5394;">Exploring a range of possible new solutions to problems, and trying them out and improving them in a controlled way before selecting one for full implementation.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); color: #0b5394;">Avoiding the large scale wastage of resources that comes with full scale implementation of a moderate or poor solution.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Clearly, use of a Deming Cycle approach is slower and more measured than a straightforward "gung ho" implementation. In true emergency situations, this means that it may not be appropriate!</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Note:</b></span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b>PDCA is closely related to the Spiral Development Approach which is popular in certain areas of software development, especially where the overall system develops incrementally. Spiral Development repeats loops of the PDCA cycle, as developers identify functionality needed, develop it, test it, implement it, and then go back to identify another sub-system of functionality.</span>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points:</span></h2>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The Plan-Do-Check-Act (PDCA) Cycle provides a simple but effective approach for problem solving and managing change, ensuring that ideas are appropriately tested before committing to full implementation. It can be used in all sorts of environments from new product development through to marketing, or even politics.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">It begins with a Planning phase in which the problem is clearly identified and understood. Potential solutions are then generated and tested on a small scale in the "Do" phase, and the outcome of this testing is evaluated during the Check phase. "Do" and "Check" phases can be iterated as many times as is necessary before the full, polished solution is implemented in the "Act" phase.</span>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-75579469798851242382014-11-12T15:06:00.003+05:302014-11-13T19:30:37.652+05:30Forming, Storming, Norming and Performing<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Tuckman's Model: </b>Helping New Teams Perform Effectively, Quickly!</h1>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Effective teamwork is essential in today's world, but as you'll know from the teams you have led or belonged to, you can't expect a new team to perform exceptionally from the very outset. Team formation takes time, and usually follows some easily recognizable stages, as the team journeys from being a group of strangers to becoming a united team with a common goal.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Whether your team is a temporary working group or a newly-formed, permanent team, by understanding these stages you will be able to help it quickly become productive.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Understanding the Theory</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Psychologist <b>Bruce Tuckman </b>first came up with the memorable phrase "<b>forming, storming, norming and performing</b>" back in 1965. He used it to describe the path to high-performance that most teams follow. Later, he added a fifth stage that he called "adjourning" (and others often call "mourning" – it rhymes better!)</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Teams initially go through a <strong>"forming"</strong>stage in which members are positive and polite. Some members are anxious, as they haven't yet worked out exactly what work the team will involve. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage: other members' roles and responsibilities are less clear.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This stage is usually fairly short, and may only last for the single meeting at which people are introduced to one-another. At this stage there may be discussions about how the team will work, which can be frustrating for some members who simply want to get on with the team task.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Soon, reality sets in and your team moves into a <strong>"storming"</strong> phase. Your authority may be challenged as others jockey for position and their roles are clarified. The ways of working start to be defined and, as leader, you must be aware that some members may feel overwhelmed by how much there is to do, or uncomfortable with the approach being used. Some may react by questioning how worthwhile the goal of the team is, and by resisting taking on tasks. This is the stage when many teams fail, and even those that stick with the task may feel that they are on an emotional roller coaster, as they try to focus on the job in hand without the support of established processes or relationships with their colleagues.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Gradually, the team moves into a<strong>"norming"</strong> stage, as a hierarchy is established. Team members come to respect your authority as a leader, and others show leadership in specific areas.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now that the team members know each other better, they may be socializing together, and they are able to ask each other for help and provide constructive criticism. The team develops a stronger commitment to the team goal, and you start to see good progress towards it.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">There is often a prolonged overlap between storming and norming behavior: As new tasks come up, the team may lapse back into typical storming stage behavior, but this eventually dies out.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">When the team reaches the <strong>"performing"</strong>stage, hard work leads directly to progress towards the shared vision of their goal, supported by the structures and processes that have been set up. Individual team members may join or leave the team without affecting the performing culture.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As leader, you are able to delegate much of the work and can concentrate on developing team members. Being part of the team at this stage feels "easy" compared with earlier on.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Project teams exist only for a fixed period, and even permanent teams may be disbanded through organizational restructuring. As team leader, your concern is both for the team's goal and the team members.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Breaking up a team can be stressful for all concerned and the<strong>"adjourning"</strong> or <strong>"mourning"</strong> stage is important in reaching both team goal and personal conclusions.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The break up of the team can be hard for members who like routine or who have developed close working relationships with other team members, particularly if their future roles or even jobs look uncertain.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Using the Tool</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As a team leader, your aim is to help your team reach and sustain high performance as soon as possible. To do this, you will need to change your approach at each stage. The steps below will help ensure you are doing the right thing at the right time.</span><br />
<ol>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Identify which stage of the team development your team is at from the descriptions above.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now consider what needs to be done to move towards the Performing stage, and what you can do to help the team do that effectively. The table below helps you understand your role at each stage, and think about how to move the team forward.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Schedule regular reviews of where your teams are, and adjust your behavior and leadership approach to suit the stage your team has<br />reached. </span></li>
</ol>
<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Leadership Activities at Different Group Formation Stages</strong><br />
<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></strong>
<br />
<table class="quiztable" id="AutoNumber1" style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192);"><tbody>
<tr><th style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Stage</b></th><th style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Activity</b></th></tr>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" valign="top" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Forming</b></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Direct the team and establish objectives clearly. (A good way of doing this is to negotiate a team charter.)</span></td></tr>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" valign="top" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Storming</b></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Establish process and structure, and work to smooth conflict and build good relationships between team members. Generally provide support, especially to those team members who are less secure. Remain positive and firm in the face of challenges to your leadership or the team's goal. Perhaps explain the "forming, storming, norming and performing" idea so that people understand why conflict's occurring, and understand that things will get better in the future. And consider teaching assertiveness and conflict resolution skills where these are necessary.</span></td></tr>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" valign="top" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Norming</b></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Step back and help the team take responsibility for progress towards the goal. This is a good time to arrange a social, or a team-building event</span></td></tr>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" valign="top" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Performing</b></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Delegate as far as you sensibly can. Once the team has achieved high performance, you should aim to have as "light a touch" as possible. You will now be able to start focusing on other goals and areas of work</span></td></tr>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" valign="top" width="29%"><b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Adjourning</b></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="71%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">When breaking up a team, take the time to celebrate its achievements. After all, you may well work with some of your people again, and this will be much easier if people view past experiences positively.</span></td></tr>
</tbody></table>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Tip 1:</b><br />Make sure that you leave plenty of time in your schedule to coach team members through the "Forming", "Storming" and "Norming" stages.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Tip 2:</b><br />Think about how much progress you should expect towards the goal and by when, and measure success against that. Remember that you've got to go through the "Forming", "Storming" and "Norming" stages before the team starts "Performing", and that there may not be much progress during this time. Communicating progress against appropriate targets is important if your team's members are to feel that what they're going through is worth while. Without such targets, they can feel that, "Three weeks have gone by and we've still not got anywhere".</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Tip 3:</b><br />Not all teams and situations will behave in this way, however many will – use this approach, but don't try to force situations to fit it. And make sure that people don't use knowledge of the "storming" stage as a license for boorish behavior.</span>
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<a href="https://1.bp.blogspot.com/-76AVT1-_GCo/VGMiGqLY2bI/AAAAAAAAAkE/DU_qrtv4SNY/s1600/great-things-in-business-are-never-done-by-one-person-theyre-done-by-a-team-of-people-steve-jobs.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://1.bp.blogspot.com/-76AVT1-_GCo/VGMiGqLY2bI/AAAAAAAAAkE/DU_qrtv4SNY/s400/great-things-in-business-are-never-done-by-one-person-theyre-done-by-a-team-of-people-steve-jobs.jpg" width="400" /></a></div>
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<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points:</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Teams are formed because they can achieve far more than their individual members can on their own, and while being part of a high-performing team can be fun, it can take patience and professionalism to get to that stage.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Effective team leaders can accelerate that process and reduce the difficulties that team members experience by understanding what they need to do as their team moves through the stages from forming to storming, norming and, finally, performing.</span>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b>Ref: </b></span><a href="http://sathishchandramouli.blogspot.in/2014/05/9-human-resource-management.html" rel="nofollow" target="_blank">PMI-PMP-KPA-HRM</a><br />
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-135698728187615942014-11-11T22:04:00.000+05:302014-11-11T22:16:43.344+05:30PEST Analysis<div dir="ltr" style="text-align: left;" trbidi="on">
<h1 style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px; font-weight: normal;">
Understanding "Big Picture" Forces of Change</h1>
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<a href="https://1.bp.blogspot.com/-3656uUlVzeo/VGI4Obkuk5I/AAAAAAAAAi0/fUp6ALbMu6Y/s1600/pest-analysis_2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="513" src="https://1.bp.blogspot.com/-3656uUlVzeo/VGI4Obkuk5I/AAAAAAAAAi0/fUp6ALbMu6Y/s640/pest-analysis_2.jpg" width="640" /></a></div>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;"><br /></span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">PEST - The word sounds little awkward to us, its not about biology. Yes, Indeed its an acronym. Analysis is a simple but important and widely-used tool that helps you understand the big picture of the <b>P</b>olitical, <b>E</b>conomic, <b>S</b>ocio-Cultural and <b>T</b>echnological environment you are operating in. PEST is used by business leaders worldwide to build their vision of the future.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">It is important for these reasons:</span><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">By making effective use of PEST Analysis, you ensure that what you are doing is aligned positively with the forces of change that are affecting our world. By taking advantage of change, you are much more likely to be successful than if your activities oppose it.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Good use of PEST Analysis helps you avoid taking action that is condemned to failure for reasons beyond your control.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">PEST is useful when you start operating in a new country or region. Use of PEST Analysis helps you break free of unconscious assumptions, and helps you quickly adapt to the realities of the new environment.</span></li>
</ul>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">How to Use the Tool:</span></h2>
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<a href="https://2.bp.blogspot.com/-z8vmuYv1sQs/VGI4av0N1eI/AAAAAAAAAi8/A3-37UbaS5E/s1600/PEST-analysis_large.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="478" src="https://2.bp.blogspot.com/-z8vmuYv1sQs/VGI4av0N1eI/AAAAAAAAAi8/A3-37UbaS5E/s640/PEST-analysis_large.jpg" width="640" /></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">PEST is a simple mnemonic standing for Political, Economic, Socio-Cultural and Technological. </span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Using the tool is a three stage process:</span><br />
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<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Firstly, you brainstorm the relevant factors that apply to you<span style="margin-bottom: 2px; margin-top: 2px;">, using the prompts below</span>.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Secondly, you identify the information that applies to these factors.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Thirdly, you draw conclusions from this information.</span></li>
</ul>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Tip:</strong></span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><b><br /></b>The important point is to move from the second step to the third step: it is sterile just to describe factors without thinking through what they mean. However, be careful not to assume that your analysis is perfect: use it as a starting point, and test your conclusions against the reality you experience.</span>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The following prompts may help as a starting point for brainstorming (but make sure you include others that may be appropriate to your situation):</span><br />
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<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Political:</strong><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Government type and stability.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Freedom of press, rule of law and levels of bureaucracy and corruption.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Regulation and de-regulation trends.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Social and employment legislation.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Tax policy, and trade and tariff controls.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Environmental and consumer-protection legislation.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Likely changes in the political environment .</span></li>
</ul>
<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Economic:</strong><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Stage of business cycle.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Current and projected economic growth, inflation and interest rates.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Unemployment and labor supply.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Labor costs.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Levels of disposable income and income distribution.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Impact of globalization.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Likely impact of technological or other change on the economy.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Likely changes in the economic environment.</span></li>
</ul>
<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Socio-Cultural:</strong><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Population growth rate and age profile.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Population health, education and social mobility, and attitudes to these.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Population employment patterns, job market freedom and attitudes to work.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Press attitudes, public opinion, social attitudes and social taboos.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Lifestyle choices and attitudes to these.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Socio-cultural changes.</span></li>
</ul>
<strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Technological Environment:</strong><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Impact of emerging technologies.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Impact of Internet, reduction in communications costs and increased remote working.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Research & Development activity.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Impact of technology transfer.</span></li>
</ul>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Example:</span></h2>
<table border="1" cellpadding="2" cellspacing="2" style="border-collapse: collapse; border-spacing: 0px; font-size: 0.92308rem; margin: 1.53846rem 0px; max-width: 100%; padding: 0.38462rem 0.76923rem; width: 636px;">
<colgroup><col style="mso-width-alt: 6912; mso-width-source: userset; width: 142pt;" width="189"></col>
<col style="mso-width-alt: 5924; mso-width-source: userset; width: 122pt;" width="162"></col>
<col style="mso-width-alt: 4717; mso-width-source: userset; width: 97pt;" width="129"></col>
<col style="mso-width-alt: 5705; mso-width-source: userset; width: 117pt;" width="156"></col>
</colgroup><tbody>
<tr height="21" style="height: 15.75pt;">
<td class="xl69" height="21" style="height: 15.75pt; margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 142pt;" width="189"><b>Political</b></td>
<td class="xl70" style="margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 122pt;" width="162"><b>Economic</b></td>
<td class="xl70" style="margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 97pt;" width="129"><b>Social</b></td>
<td class="xl71" style="margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 117pt;" width="156"><b>Technical</b></td>
</tr>
<tr height="95" style="height: 71.25pt;">
<td class="xl64" height="95" style="height: 71.25pt; margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 142pt;" width="189">New state tax policies
for accounting</td>
<td class="xl63" style="border-left: none; margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 122pt;" width="162">International economic growth</td>
<td class="xl63" style="border-left: none; margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 97pt;" width="129">Shift in educational requirements and changing
career attitudes</td>
<td class="xl65" style="border-left: none; margin: 1.53846rem 0px; padding: 0.38462rem 0.76923rem; width: 117pt;" width="156">Automated processes in the industry</td>
</tr>
<tr height="57" style="height: 42.75pt;">
<td class="xl64" height="57" style="height: 42.75pt; width: 142pt;" width="189">New
employment laws for employee handbook maintenance</td>
<td class="xl63" style="border-left: none; width: 122pt;" width="162">Changes in
interest rates</td>
<td class="xl63" style="border-left: none; width: 97pt;" width="129">Population
growth rate</td>
<td class="xl65" style="border-left: none; width: 117pt;" width="156">Rate of
innovation</td>
</tr>
<tr height="57" style="height: 42.75pt;">
<td class="xl66" height="57" style="height: 42.75pt; width: 142pt;" width="189">Political
instability in a foreign partner country</td>
<td class="xl67" style="border-left: none; width: 122pt;" width="162"></td>
<td class="xl67" style="border-left: none; width: 97pt;" width="129"></td>
<td class="xl68" style="border-left: none; width: 117pt;" width="156">Changes in
technology incentives</td>
</tr>
</tbody></table>
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<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points:</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">PEST Analysis is a useful tool for understanding the ‘<b>big picture</b>’ of the environment in which you are operating, and for thinking about the opportunities and threats that lie within it. By understanding your environment, you can take advantage of the opportunities and minimize the threats.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">PEST is a mnemonic standing for Political, Economic, Social and Technological. These headings are used firstly to brainstorm the characteristics of a country or region and, from this, draw conclusions as to the significant forces of change operating within it.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This provides the context within which more detailed planning can take place, so that you can take full advantage of the opportunities that present themselves.</span>
</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-64726027587535681962014-11-11T03:05:00.002+05:302014-11-11T21:03:57.519+05:30Diet to Lose Weight - Do's and Dont's<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">I believe most of us who are in the middle age groups are much worried nowadays on the words obesity, fat, putting on weight and so on so forth. All we know is throwing excuses or blame the situation or others, when we fail to follow and got out of track where we are ought to shape ourselves with regular diet </span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">on daily basis</span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">. </span></h3>
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<span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">Therefore, here i bring few points to ponder to lose your weight by regular diet at various events and stages in a list of </span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; line-height: 25.9200000762939px;">Do's </span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">and </span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; line-height: 25.9200000762939px;">Dont's </span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; font-size: small; font-weight: normal; line-height: 25.9200000762939px;">to follow (it may not be in order, but digesting those points will help to make you fit). Trust me, this will help you a lot to attain the benefits. </span></h3>
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<span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Its very important</span><span style="color: #222222; font-size: small; font-weight: normal; line-height: 25.9200000762939px;"><span style="font-family: Georgia, Times New Roman, Times, serif;"> to consume less than 1K of </span><span style="font-family: Verdana, sans-serif;"><a href="https://drive.google.com/file/d/0B8Csw2K1wJXQY3NSc0JZMlhDWXc/view?usp=sharing" rel="nofollow" target="_blank">calorie</a> </span></span><span style="color: #222222; font-size: small; font-weight: normal; line-height: 25.9200000762939px;"><span style="font-family: Georgia, Times New Roman, Times, serif;">food per day. If you are very cautious to follow regular diet, be known to the</span><a href="http://www.southindianfoods.in/south_indian_food_caloriechart.html" rel="nofollow" target="_blank"> <span style="font-family: Verdana, sans-serif;">measurements of calorie conten</span><span style="font-family: Georgia, Times New Roman, Times, serif;">t</span></a><span style="font-family: Georgia, Times New Roman, Times, serif;">. Also, </span></span><span style="color: #222222; font-family: Georgia, Times New Roman, Times, serif;"><span style="line-height: 25.9200000762939px;">You can choose on walking, swimming, skating, or any other workout for about 45 minutes per day.</span></span></div>
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<span style="color: #222222; font-family: Georgia, Times New Roman, Times, serif;"><span style="line-height: 25.9200000762939px;">The Do’s of weight loss diet:</span></span></h3>
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<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Don’t miss your meals</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> – A lot of people are of a view that if they miss on a meal / skip a meal, they will lose weight but that is not correct. Instead of losing weight, you end up eating more at the next meal. You would keep thinking about food all the time and will rather gain weight. Just eat right and you should be good. Place your food at 3 hours interval, and avoid anything that you know is not right.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Post Meal walks</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> - Small steps can help in major results sometimes. Getting inactive after meals will only add up on the weight machine. You need to walk for at least 10 – 15 minutes after you finish your lunch as well as dinner. This will not only help in losing weight but also in maintaining your blood sugar levels.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Make a shopping list</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> - If you shop from super markets, you should make a shopping list before you step in such stores. The colorful display of calorie laden mouth watering foods will make you forget about your health goals in less than a minute. It is wise to have a shopping list ready and to go by it.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Be wise</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> - The smart marketing plans can easily fool anyone easily. Just because a particular murukku is made up of ragi, or sugar/oil free products does not mean that it was not fried and will help you lose weight. Choose wisely. Read labels, pay attention on the ingredients used as well as the process of cooking involved.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Get your family or loved ones involved </b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">– It is always a good idea to get support from those who care for you. Let them know about your health goals. if your health goal is genuine and practical, you will get support from each one at home and that will serve as a perfect motivation for weight loss. Take your spouse / brother / sister or parent with you on walk, cook healthy and get everyone to eat the tasty salads along with their foods.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Watch your portion sizes</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> -</span><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> If you are a foodie type, i know how much you love food. The key does not lye in giving up on tasty food, but watching your portion size. It is a win-win situation where you get to eat tasty food of your like at the cost of minding your portion size.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Be practical </b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">- Instead of having a huge goal of losing 10 kgs in a month, Aim at losing 2 or 3 kgs. This is a practical and achievable goal. Keep trying and at the end of the month rewards your efforts by doing what you like. Go for a movie or a small trekking trip with friends.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Write it down</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> - Using a diary or a smart phone application to record your walking, any physical activity or food (check google app store) intake will help you in understanding how you are holding up against your health goal and your efforts are helping you out to reach them. These applications also help you in motivating yourself towards reaching your health goal.</span></li>
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<span style="color: #222222; font-family: Georgia, Times New Roman, Times, serif;"><span style="line-height: 25.9200000762939px;"><b>The Don’ts of weight loss diet:</b></span></span></h3>
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<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Diet or exercise </b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">– The word “OR” does not fit well in between diet and exercise. The combination of both Diet and exercise is the best you can do for achieving your weight loss goal. Only dieting, or, only exercising for weight loss is really not enough. (Sometimes i have to ignore this point and live with "OR" due to my own physical limitations).</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Do not depend on Crash (GM) Diets</b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;"> – There are hundreds of crash diets out there and none of them is really healthy to help you achieve your nutrition. These small term diets will only harm your health and the weight loss is only temporary. Sooner or later it will all come back.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Don’t become emotional eaters </b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">- If you are upset or stressed or depressed about anything, go out and solve that problem with poise and calm and do not get carried away with comfort foods (sometimes i do). They only end up increasing your troubles and weight.</span></li>
<li><b style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">Don’t miss breakfast </b><span style="color: #222222; font-family: Georgia, 'Times New Roman', Times, serif; line-height: 25.9200000762939px;">– As mentioned earlier, missing on any meal is not an ideal way to lose weight. Breakfast is the most important meal of the day and is definitely not to be missed. Apart from the nutrition perspective it is also important to consider that the appetite of a person who misses on breakfast grows up to be enormous and the imbalance in food intake causes nutritional imbalances.</span></li>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-79417586281961401092014-11-09T16:17:00.004+05:302014-11-09T16:27:38.112+05:30Spine Care<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>Why is a Healthy Spine important?</b><br />
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The function of the spine is:<br />
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<li><b>Movement</b></li>
<li><b>Support</b></li>
<li><b>Protection</b></li>
<li><b>Coordination, and</b></li>
<li><b>Control</b></li>
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Movement is one of the primary signs of life and any change in the structure or function of the spine may adversely affect human movement.<br />
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Support for the head is paramount because the neck is involved in quick coordinating movements for survival and protection and in general daily activities. The shoulder and pelvic girdles are also attached and supported. All these structures are related to the spine.<br />
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Protection of the central nervous system allows it to function optimally via the spinal cord, housed within the spine, which controls the function of every single cell, tissue and organ in the body.<br />
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Therefore a <b>healthy spine, coupled with a healthy nervous system</b>, is crucial in terms of maintaining whole body health. Any alteration of spinal structure or function may cause irritation of the central nervous system or the outer spinal nerves that are protected as they travel to organs or muscles.<br />
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<b>Fatigue occurs when a system or structure undergoes loading or stress that alters its structure and function, and this injury overcomes the body's ability to heal itself</b>. <b>This causes illness because it affects the nervous system's ability to function normally.</b><br />
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Fatigue can occur via repeated physical stresses or instantly in a physical accident, but often it is brought on by too much psychological stress or lifestyle factors like inadequate nutrition or exercise.<br />
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Eventually effects may be varied - <b>from tight or weak muscle groups, degeneration of spinal discs and general neck and back aches and pains</b> - to common ailments such as <b>headaches,</b> jaw pain, <b>rib (chest) pain, poor concentration, sleep disorders and even knee and foot</b> problems.<br />
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Since i missed to care my spine at the right time i had gone through all the ills of aforesaid and consulted my physician post Cervical Spondylosis surgery. My Physician advised to undergo a medication for a while to heal from those disorders for instant relief and forwarded to get the daily physiotherapy steps to recover into normal state of life style with a hope, in addition to the ongoing neck and shoulder exercises.<br />
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Here are the steps i had been advised to perform on daily basis for 3 times a day for at-least 20 minutes to heal from the stress and pinning back pain. I share this to you if you are also in the pipeline or to take good care of your spine. Perhaps, it may help you as well!!<br />
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Happy Exercise!<br />
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-57106605727913744122014-11-04T10:23:00.000+05:302014-11-04T10:53:40.768+05:30Decision Trees<div dir="ltr" style="text-align: left;" trbidi="on">
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Choosing and Projecting "Expected Outcomes"</h1>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Decision Trees are excellent tools for helping you to choose between several courses of action. They provide a highly effective structure within which you can lay out options and investigate the possible outcomes of choosing those options. They also help you to form a balanced picture of the risks and rewards associated with each possible course of action.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Drawing a Decision Tree</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You start a Decision Tree with a decision that you need to make. Draw a small square to represent this towards the left of a large piece of paper.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">From this box draw out lines towards the right for each possible solution, and write that solution along the line. Keep the lines apart as far as possible so that you can expand your thoughts.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">At the end of each line, consider the results. If the result of taking that decision is uncertain, draw a small circle. If the result is another decision that you need to make, draw another square. Squares represent decisions, and circles represent uncertain outcomes. Write the decision or factor above the square or circle. If you have completed the solution at the end of the line, just leave it blank.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Starting from the new decision squares on your diagram, draw out lines representing the options that you could select. From the circles draw lines representing possible outcomes. Again make a brief note on the line saying what it means. Keep on doing this until you have drawn out as many of the possible outcomes and decisions as you can see leading on from the original decisions.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">An example of the sort of thing you will end up with is shown in Figure 1:</span><br />
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" 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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once you have done this, review your tree diagram. Challenge each square and circle to see if there are any solutions or outcomes you have not considered. If there are, draw them in. If necessary, redraft your tree if parts of it are too congested or untidy. You should now have a good understanding of the range of possible outcomes of your decisions.</span><br />
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Evaluating Your Decision Tree</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now you are ready to evaluate the decision tree. This is where you can work out which option has the greatest worth to you. Start by assigning a cash value or score to each possible outcome. Estimate how much you think it would be worth to you if that outcome came about.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Next look at each circle (representing an uncertainty point) and estimate the probability of each outcome. If you use percentages, the total must come to 100% at each circle. If you use fractions, these must add up to 1. If you have data on past events you may be able to make rigorous estimates of the probabilities. Otherwise write down your best guess.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This will give you a tree like the one shown in Figure 2:</span><br />
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</div>
<div align="center">
</div>
<div align="center" style="text-align: start;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><img 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DpuZUwAYCCAkRy49T1Coi+Ksw0Zh5eYGRbvMxme8HiFxhAFgAFcwwLb94NucYCo4nY9cBkkIADTAhir8hRj9RQPl5m2KRa6MT9iokVO5A+CEAA2wABiQm9c85W62FVTAwCleRdMmIOieZvQyRNaxhCKlEt6xZsMUT0JcANiEgr/WmIBOgcALPIUSzCBAQCEvKM40bmeI7EIQ6ieDCENBBEfT8GbXiIkD5BYT2FTyPYCYhJKHNUFguEvWrIFAsaeCLoRs6ArBUED09kQkzEZuylapeIPYyAAS4AAI/caiagARLAQzsGfT0E1DGEBspagKGoR2CAdBGEBN3IRP9AFk0E8osEm0PIBTtE6q7IVrPYou1Y9JncF7vBQC3EACGKdoIBWMlVd0peiKFoPZ7BHB/AHmIcRcacWs1mfC2EKflMQpugPxOZJVwoA3wM2MKEvhOQsBVEqO5VyTpqgl5BsVuEETOkR+lQ4C6EA4ykNTFkPjcYQxrIQRCCO/nAOPtkP/xXaXnj6pngpDKVXECgwQSRxHoxaqUIxDuBWEBDAMJbaqaixD3KApgPQBnDkqaZaGKQwAVaBkZJ3qq5aGMwQpiKQqK9aq2XRDtRWEA1Aa7baq2NBCFXhGV3weL5arEEhC1NYEDbgk8barDxxDfWoARHmrNSqE/EABqBhAJdZrdx6EpSwPhKFY906riLhC6VTNQ1ErurqEeBwNAUxAf6VEWBQhuuqrvrwBv8EAAQgB6UKERJar90aCowUAERAZB0BDrrxlABrq8YAYABQAiW5Ef3Ak91kEPS5sK56DrNYEAwAoB4RMP7oD+fBRLCCsZ3aD38ARAIwBov6dl0WVTIxGf+2kAIQwGRKaLJAQgovwJMOMa3fwRxWcQM8+xKdRFO6xhAwMAAM8AHGtGQ42zCqNYSUABGAlBLSkBAEsQFNqhHn0A8aMFcDYFCHsGwAwGP+sAUDwAsBwHgogzFP2zAVJROctpaERBLwIKAFkQC12RFPpRai9pkBcAWVRJHwqK8FIQxq+ba94iliQnAJwHoh4Qi45RlVIJQfkUw38nShMQBVQCu/BwBCVQ9t4LOKyyspQK8AkLgLAQnT8xG6gDIFAQNAORIpYFBd6BaoZjKldA1VkJSlezg1wEVRyBBdwQrNmRHcsJp86Cgp0QHvuBC6wQtS1Jh0+LuGYw/x6lJawjL/6HGgMbEGeyQAdEB3Q1USUoRilMUCCyELW2C51uswUuS+VPMiRLoPpaIMzMAMkeW0LQhTNVMQ1kGrDMFUJaEuAFwFE/i+zNM/rOEXBcEfumkTLFEMpVUQJkApkbUQUgKWdUsS9gsYAiBTCvw/VmG2GkSrU3kOTKAUD8BeDHEDwguf/2sSFRUCQlAQ5DvCeqIKv4cN/ZBOGtEPeABEA4AGi4oAtVQZDaFSq3gSMPcALCggCYBeaiQHVlySOju07rADchBlf3ADP1YMLBCxv7sPqyIIJgA5AJClD6EKYRYAO4CTFhEB6nsXXFI9ztDEVsIME6FoCGUVHwpTQ+ixEjwA/6xXEPrCH36BW9xpvQRxhgewStmCPs7kDHIIAB9gwhrBBEK1WuhhuyayAB1AAF3wcCVQswsRt0PFMm5LEyJIVm7ROamUeCZLgxk0LbICACaAKqChAHXpEVIhLj/ThcqTv8ygea1KIj8jAF3wTnTqD3IwoHcySQtRBQTQAeGZYXeRvQvbD4MVAOwRtgxhW3QAD1uhSIxHEp9TED4yfguhx1ZiAb8nGkXjCyaAyk8xrZSRLcwsJjXpDwZAqBirr7bQBQFwCWDjdgDAk53U0FPCKhD9ZRLt0BFN0RP90Bdd0Rht0Ry90R6t0SB90fDkEH7GlEdHA8J5F0x0c4mkr8j5KP/wPABOgLNMhWedowLb25f+kAYL7Q4+/dNAHdRCPdREXdRGfdRHXQl6gNREXQmqwNRQjdRgRMoGIMILMR6OsL3GhGI7kAAqQFy6sTV3ocnjWgUBgC8xUADWUSUs4bZEQBCukkqgcQDbKh8sIHsgoQB7ORYDMA6kTAAbQACoLAAQML/+0DYLAS0MMNIAQAicBhMlUDcRkiVV2q0qpVJbsCq1ZEgMsX1fqhQPdw2EUhDSWhgN9mA+aw+UMLv+oAye0A93zRAqBnn7wAom1w+qoDzm0A/tQAAWwBvwAAl16hMO601cVxAuoVIPjJi2oxYpnaydthIFkSPkyg0IIM9bMQ3/2mQVzjC2Mx0PBMHaFoGsalEDzDoU/3tNqkpIZq0WJkcvSiEAArUqSsEeasEL24cevMBqhOUPpVUz3tsTH6Of/sAKU7kPETsA89XalusfDgE76jotowIAA4QBAtAPpScAgUVZ43YRWewQhOBnzEysQJFyaPKlFHUeLbUAFTEAX0o1AoVm/tDEPMhrS1UskfN9iuQlAYACQ2EAbKzDGxFVgPYUi6kbqqsuKJURUesvDaEXCZA0BbEA1P0TAVBpvHgXhJDWGrQsOLYBDgDexaYX3/N1xlQqel0dyibkp6EbIixc2aEKzuQaAtCvqXxIcysa7iQBwqkMYRoCApwScZVB/wGwBjYgGGDzFPEXAQ5AL/ImRsiyd2KC5t+nACUgbznM5mQx4RPQD93EEAgw0oAZAGRtEYz7JAzRBYy3AfT6zv1TMz+QzCRhgjRW6FLUaARwaVEOogH1FOglLE9BMZzlD2tQPDm+EgMUAIul6WexD8vEDZNhTuhVD82MMDnjEacrJqoLeQBAxkVGB6K6BrTsEXFV62sAzeghE37idAI1GbgS7AvhGvp97HERYMxeGNNrTPZAg3fiLK3OEcErJn8aXe6UEZiqFBHAqTxhDE8JDw86Dg/KENcgrg8hDC1772ABuRiYLD4ySnMREpCg1aKV0h4hDAkDqZKK8XrCCp3RAf/6cBOVRjXHaB3nJxKGXb8VOs8ksQlyGgBMMNwq/yGSocE58wpVFDA9wGpuSyjKVRIOPPS6k432ThJQKqV7UNlBryHScxfM+xSOoBtKyx5PBcolYb8NMZU7gQ07oBQumvUdIm2h0QGAFiqYOBr1YQsMOni+6/YUMh5PYZwAYEJD8gcJsgiTKwBbkM58LyCEEgDIAhVPJQSyYB0LQSxCtSDuYKAF4cuLDyAUIQvdhAe4BA+id04X5hlYzyCWrBYdUOqd3xt9BEyjNEUVo4Jf0hkDryFubBBx/Pq/YRezyC2ET+H6sJi6QsUg0g97IPVFfPG+XxjAkzqoRqIL0U2nByT+KqwUDuDCz28W1RV1mgIAzhAzokbfJG4lxYACanHB3R8W/XgIrlEA1TW1kREANmcghdgwoOC/AbAEBgsQ/gQOJFjQ4EGECRUuZNjQ4UOIESVOpFhR4gAApAQBgNIvAQCOBV8AOGLR5EmUKQXaW4MRQAE6+1TOpFnT5k2cOQtuA+BvXAAAugQuCiBi4CIAC3QuZUqR2w+gACiYalrV6lWsVoUNCKBD5iEAGwCA8TdAmUB3pPyBAzku61uT8Cz4UzeRVwiQAF6chdvX71+/pAAECNFj8Dl9ACTI1BfAHkEFABwBptywCkigeCo6WgBSQJV2lUWPJj2REoAuBC30jMz+K1TYgUIAwChde6CAAAJtAdgmMN4reBLhdREAMsEh28mVjwZAqSCAYv6IDG4j0BQAAstrA3A3cAFtGFEfVJxWI68GWdrVr2fqqCdBkgXhAXXGXvS13AM3PLgEwJy/fgBgQqB+bAFnolc0yOuGa+xz8EGLALgBvjdUC6BCCAGDAQAWfAPAFwGIGGiPniDJCwB9KOpHkAM8GyOeDGN88DGEpAEARn+2AKAfgboA4AMZAQOARABaVMEfAc4YyBMA4AGAFYEWEMAfMKAAA5uJ1IGiOAAYcC5IMGvrTyATAPihoAUOsKc4oYQBQIAUw+xrR388uSI4f+QAQKYAe+hhSoH/6ukJpANKssgYFvIqwRc5G/0LgDYSEAAUAHYgyB5C7emnOFschaseEhCKYDAABvBniQMG2mdQUGgKRQLMiDgQpXaaHIiZFISIk6A/bjhnoGJYYFQgeH6Qg0dPk5sFJIHUAUAagg5hxh8SAKgi2drGEaQ7f84JYFYHAuDlPZv0eYMAoAh4Y1eJZAOqQrAiCCAAmQYCqYBn/fExsgnNwY5ZbEnzBQUkyd2BXIFIhCBg9XSMyp0NFGAKHCKikiAUiQBgaxpGAXhFIACoGGgjga4YFNpzAKhHgA79AUBEhgEjZN4AnEkZS5AhEeiawUKLWTt7DsEZgE2u8qWEvFgwxiHF/sg11J8AUhPogxAGCsBZeyn9VV9Tf+7LCQDwkIXZEgD1R5oUW2zVawc1g4sSBgZrKGUA6ChoWRyR3MJe9wZKQAdyx2UbK2EECmBrlwmB+mOBbgBAh8Ejp6lBh4BKVaBxmiOIACfsvW4gApgg93PJmQrQFkwJKs4fSKjapMjSY79q0AOdFKIgFTCwN3WQl+3NHyEulz0nHV3mxl4AkKMb5+Gbt4kXB1zuJwBsEkuBoDW4mYVeaqfMyB9m9nQgAZD3cJ6mfEE+ZIyxjpCQiAEeAECQ8+unadW8EHA5qrACrEtBkNTDH2MDyWQCBBKJ2S8lNiAXyUhxgASoBSTXU2AF/lOCjQD8ziCCmAuxlkYQoRCEGT6zoHBWI4CzAEBx/vCXQHzhCTaApF4lpGFFEFbDq2AqAq8YiS98kRFnAIBg/jjDYDaAQyQmUT0s6BrwpkQkS/lDLGRRYhWtWBkbqWMAUfSHO264hgDo7opjJGNWyiQHf1AhP/54A7nCF4C8lVGOc6QJJIASg2kEoGiJKcArpqMKgWAESnQkZCFNIjo0vCYAcSOW/ApQuJE8zZCTpCTTKOeyYnyoIEhRSiU9+Ul/0Og5BBnAD0Q3EG60BZSrNOQsdnM8sCQgNADghb0wZoAURUZnrOSlHNVRHEK8QI9EY2QRt2AKoMQGADHoZTPJ/rgDoCwCZDUD2fVeBwAaWAc7zuTmFf+wjTa8Byz1YktdBjIfANSnm+u0IgBsADITDAQDTaQAADDETnwm8YfBCSKN+jEtH1UtnwNN4gAKIJAEJNAfP4QTQR2KQy9Gpx6W2lRQHnrRGr5AAgOp1rUw+tEa4gEACwNpSSs4jZ6ZVKX1axHGVvpS2TGQizClKdteZ4Ca5tRry9NpTwPmgPn5VKiOAtsQh3pUGY2tiUhlqnLawQ2oRjUcxYlOU62anBicKC9juGpXbUMD/Q1kAO/0allHA1aCGICsZmXrX9A6ELW2Va59eatA4jpXvF4lq76QRl8FsNa8BlYnotOqCgV7/1icHGGp3QKJBhH72JM86SD9IR9kLUuRFiakBgHowWU9+5APdFAh+HLpZ017EAAwTyEoDQAJT3taXdxwISLd6GtPewDIRQRpV4gIA7hq26vuaSL7KE4tG6JIACAOuEMlWUV8EYCGLkSyS1jjcoV6oZMEVCHToR9KrXtU2Vaknmg0iD0CgLTBkPe7PVXsTNxBn4IoYAOegGOKSDEBNCBrvTCVLE0Ec9Db9MOLAiEBZ1u0X5hmDic/WOYoXVYveZUWwSDtgGhvosuBAEkZ5IJCT/4zYZDyZimpBIBb7HU8l0nTTGoZiABBjM/YVgUpDBiIiaLiD9GJoDhxgs6L2Ynbq/4kagmoTGdizPmAIzFjhj7mpnCxIkiCAHUghBBArUTJ5GY2NyvGGAyMeKYxgQjACaXsxw8+UFUKYHmO+rAbQrDblzUAAAMB+AMrijSvH8ajSDYIwBl+kB01j7E4AogeQsKbFbFwtR9/SA8AQEGDDh6QW4G+4nVAggaDEAHQgFlTj0PZASRJE2TM1M8LKK3ECfiDfW+CFsgYVxml6tcJgIrxQIKIEceeGofw2AvmDv0XJwSAgv4gwGACMBl7KU6kl9S1Ag+GkAonR37080c8VFFdsAykB4s9taBavRY58KUgnoCBBq/xAhaHEgpUuLILVVA4gbRjB38giBx24NqqvP/GxI74LchyTRqeGgQA4nZTswUi0sFMyB+GqW1aAZCAAACSvh+hcWKg62SBVCwyA8JGqQAGkmL/eykBUC+TBlLr5dxUJJUVSAq4HejmPCvdFmi4QLgsE0q5TC2rKgYFLneAmgPgeKmE2plcBoY4C0Q2WAHAJcGxRiCvh4G5hRo16QIAY3CjAyqYVaAFgBFzCoTmBblCEwc1kAOIzhMCkcUag2ivH8bpBwmQgKlBhpUJDHsBYnywg9QmkDi/CTWxhQENaEnpxgCgswMZu2oEqnNyvQCoW0vMQN6wxgFQgVxMIrm9sFIrBtBhxwL5Q3XZw7PWCsQZguDRvATAjVfkZoX+asYM42vujxKIFuvkEsFqflergRxijQJAA7mEnySrZUUfFijKrjqfIYWN0s4TODvMnUUVfzTe8marPpLAcGyBnGYgmXVZEHHEggd0IJ6h/LVN3HQF/cIHTB29jfn84YTOvecaxHgtIBECjgIIkJT5Eu07BGMoJ30ZFK5yFm54NqiZEFtYOwDolBgDOpC5hNcQu01rinACAAtgF00Lk4oSiloBiSFzGX+4jEvwLC0ZNIXgErkRu4YDAP6bDpA4no4DCSgwnNpzGa5iEpBQi8QAidqCgLxgl6pQhwOzl1cDE4ZKEWmYhmYxtuDoggj4krxatBZ5kxdhCH/plIMwhib/sgd4GwheWDJsQLFVAaGCMAY8iTdxewsAgDcF8xQfAZKBGBtDGYwxCIDx8AdCeDmmegUMwAwGiQgACLvIEYK1sxduiTZsWQ0MmYZWewWQWAOXmaVvY6ryIJUNSA8r+oP/IKwD+D7uEzk5QSd1EggVgAF7iIxnYQGFGqrh4JLjkKNCBIAl2AdsiAEBeIE4QTmGuY5NE5yzOQAr84UJcIJ2eylHgMXPwDc50pHB2CW0m6mYkQ3a8AcGSqYBIILLIAJYmTSTuou8gIE4LKRxoQR7gKb+gpol8xoFAD97mIV++CGX4RYUOCITu6iniIqpWCXNEQj1o5HSix22KDGBGAOM/yEXOiCAANkCMMQnlnAJmIjHT8I4UDCb54sdToKPWSgfsagW0+slUBiVeVmCfmymAGgZfzgAl2w/tokkgXATkFgAf4kT5OOlYkCBvDAB/sMnDEKAMygOZAnB+sEI/7uG0MCNgdiBVEMxSjoH6gIJByiah2qHCQiAF9Avj1GgN8IRS1QZkNkEL7IB7JujftiDLRyAM3Axh+qH1TAsgqjDCmqDAJiLCdwIA3iJshAQMykjVZjLANgBVByoUpEFOtBFgtgAvrOgDgAADVgJOSicuPOH61CADkDCEnKGrAKJDpjIkuobgcAg+JDKEuq0oAQZlyoOYwgBs6kgd9iC4ggABf8QNZiKAZZDQd2QyfpZFgHgkXhIM3/gshRJGTZ6gNkbnkWAxi0gx4RAAxpzKGP0h0y6RivqsPUDmS9RABsojqLcwMGxhcgEiRhYRYcwTYIKhZUZi4PBNJDBSCQaFXo7FYFAKRsBgPzbRIbBBnf0QP+TCG5YFehcp4FLowAggFc7SDJylqazlzaAggnYh7mkiq5zlHo4A64okj2Iv4hoI6AIgM7Jp/e6nYPoSDJikssBpI7jEW44qNe5AtSUkU0AqsFgAuV6iH64pI4LSqfMp0yaF9G8O0JyHKrTPKDgkcEwDGRzBklSD2IoE5BAgaqiiA/AjB1kgen0BydxKHDIxRH/lQ7xnKMWacR9mIUU2QFAsYXcOI3lTI5xOIKoiIC1kQh7kMrLeAyekYUImEx74c9eSjysOznkABlQNCTUCzs9w5MQyKZ5CUnb2Ac6wJdSWYNmfIh94J9GcxtuHABiCABuqZYj6aYNyI3VOAi7pKQ/AIAIEAhSOEE9ewwA8ARrXAhSeAFmE4hzkIMqTQlTqKfB+IEZfYhz6IcNwBICADD3SIxBIqIpyapio8FmdSah84dlOQjHXKUyERm0mxAWwCmHMEIEGMiBABtwNQll2BCgCAHjoohrMk+XgcsAgIIUIBdICZQ2aEJu2giZ+IBUE7hhpaSKAsOF8aI4UgieeIyx/zGIFDhXiWiHKuASBUA2k9Az/8MI3hSItJuefxEegroO6AqAYSGI3WgmNxEAGgkBqmMIOlgjjGs5h3WIQ/iIUumCN0QJJmqxQTEKf2iHwynNKkhHh+I1BJoW7HQmMAAAUIuIFGhVVyuIhnUIWRALkKgBKbSJEthSl3mFhMQImKEpaYibbIrPdVqN6niIGugkl1lNmFWIa3AckBgAfc0RETjUk8icWRGL9ZOFLVDEnEIWBl2neAAKoUUIO/I8qI3ZahsDLjkAHCiSh3uOADBCbkWJIgI54uiqAGgzfFKFbWIILzoQkfKHfWjXqA2/uIEuKDAnogGQwxOI4hOIYihJi//oB14IjQHg2ZrihgDwUALxzV6aDrtTCGrMF/cZiBQQAPQCABX4IPkTCAVYPH94Bf/zrpRgiw+QjZelqc7ASCEY03zqDNxEiNIlCHCgGIuRsIIAvsYJq4I4r5mQhg1wAGpLFhUIlZGRAznwP2F4t/KiAnYbiFDA1YHYhhhQX6ZQELg01I/KHDATiCU4M4Mwl2hVF84sL3JRAacliEIcIy/KiymcF6NYAgAY168l3cEYvbjpy1a5jhbZzaYQpklLVYxyBNt0GQJYDZh5lRAVggttCHIZgB0kCMdZYCUSgl+0gEKVg+oSMbbQLwwAMAR4ABtJkc9p3QBp15xAuLxoomz/VakNuYPbUJSRzZhr8aIGAUOT8Vsleh0GEC0KCAAhkEKesRdIhZpdGhc04L6Mjd6mWB2AXSme2eA0AF6GILH4SIxDEIQQBRgr6gGgcLHI4Io/wIM1Cp0TE4hVCQHdy8D2rQqMJVlDxifkHIjFLCxUTmVVXmVWbmVXfmVYjmVZBuGFGIk5JAgTMZHboCKXaTU9YwGSWtsM3mCd6IefoBONxcaSAoC0VNqAzRBBGNKHWATV+osXsIAbWCo9wxqQcd4AoDZKEQQ+DuIhxglMOZFvthffLakAKIA4vgQuGQBLDZICMDqJCABO9YsFEIZrfgGWyY8Cc5n0wEcc24elgxoa/3CW/wgnlxEZNIaLPaBdk/qBEFCvOJ3TOs2KA9GFD5IGtoUHSJhRXoCSeh4IU6jS4yGFx9CHTWiQA/EXJ+CWc4CEm7UK9okKY8AfkPgVUoiKVnk7qOnBYAMJLCGxADjhm7iG4tib9+VcpBIGKRWiXm2KEzEBLgGweu1BnjiRM3mNvJDCvDCHUwbh8hSZFgEK4sQKfWAAj+UF9PSHifwA9doG1NSHMl6oC6YJlJLTNlCArgsQs6rREMVRqq6OzCkB160T7jAcUBOi+wyAHwgQlzIZqDE1b4FUEgYZzWCC/MhU9bqKGsDDDAmAa+mJF9i07z2qfegCJjBiT9DfM4hjQv/p0Jyw11nhDQMYVX8ghu5Dkh+wtBNxmWnZgiY2HM0orNgko0SUA1MpWQYeqhS+kSijmQAoHP+MCgsI0JmwV3sxBgQ4IoHw3IwturHRB/M2b5eBkSJ6Xnx2GTQ4b31YZys6ALyAkqb1taNiAUChAAArCB0oSfLMi/NUCe7uZjszMQ5xGTHajTNhZoH4Pt70IpcKD+NWNTpZFe0mI56gMwXBkS8WKgE4244ziAABVIJozhR+TpMocJdZGsMAOV1F5zMZS5CAljXqD894j/b2ByMEiX8dIzuDvy6ClQiYtGqF7jKULRRI7oSYTYkdX5oghnYzh3+7hh8mCGU4WILYB2H/kM8qKr43wUqCuFbwuuMbSoxnVgjPzIvQNK14+EwFcN4CkF6hGgAqIuiB0ACPnYjBxIwdqObD8gV0kQyrke+aStpAAhK6rrZETIm13EICeMvAigdb/gBFjOimgsFp8gcKKDSaOAfOtkoxLys7epNptRqnPqpxYB54gJF4MOKa6ElSMYEybCpz4JIdaEbANjiCOEnMOIKVRKpVCxuCSG1eL6+WuJeYaCp3GAmXtdtjN4h/BAkKSLejQha2iHaHMEeQ6DWk0gA/1faH4AzPAA2hOnJxj4haBIoEeNOVIvN0Jw/zAAn0eKk5j/eUSBBSOcQQM3R8n4gV2UIBAAMtZydM//93m2hBkPCSgdpchF8IYbCBfShQh0AUMu6mXX/4hJjLwTj1iHgVzPDhXvqB/tZ41KotsECWdpiFS2UICga5dQElAIB2kx+IjIca+okbeK0I9CVCBJ6jbK/5g9AyJBEC2UgRJ8FKfZgFaXSIo8mL5iUkcBf6gzgAh/eHjnOW0mKBVKmCqBDEh4Abz1jdMkJ3qrcXN0lQ1HCZMkTi8Gm1AACSGPiDK2j6hogHxiWUP/B3BYL3s0cLcVqDOFGB9xAUuAn3ggM5+7OIt40KDJjbCrr3vx+IaVDmMCMVUJMAl+QJPbvamZjavLDaEurdyXeIaSCEOLFEHAmAC/ARnZhZoP8QAJtNiXoIAM/nBhawgQIlN3NDt4GwByi4gry2CUsufYog/BAlrpXNCYiVWIqdCC6GnHGRkkZHu4cDAIm7/op7k+Lw8prYceN/WFEEmWBninTNC3bNmP6QBgmSmgMAb+skfZNz8FUxhgkA1wP48Zy4+fCviHwGCH8CBxIsaPAgwoOmKAA4kBChAAEA1Amkok8gAxEDqwwYCMDfR4EHnAAAJfBVyIcqVwr8UYAlzJgyZ9KsafMmzpw6d/LsifCiTH0BAvwoiC2AtIEWQngkFWAgCwcTBdpL6dMgAFlXt3Lt6vUr2LBiuQIA8FRgPQBXCIrA4NFYShEWAHAT2M5qV3D+eMfy7ev3L+DAYicCMOWvHwC3BNsIGPg0pQAwASAJhLR3qwYNgjdz7uz5s19wBRCrA3AJpMOBh4zppdjlI4Ax/kpz03E2gI6wdEHz7u37N3CDEgOY9SexbICXAIj5E2J297WyAKAIHFocrKzLwbdz7+69pzkAuhAW60hVWEFe+whiGye2QNHv8ufTr58QQDv6APrZ7+//P4Cg4XFWgAUaeCCCOwWAR4INOvgghIdpFyGFFVr4m0sXarghh5xl1SGIIYq4lV4jmngiijFlliKLLbYIADguyjhjh9nReCOOEcKXI489Frifj0EKKd+AQxp55G8LIrkkk3yBwwqUUKr+MmGTVVqJ02vSlaXAlV16iWVjA3VgwZdlmslSF2EKNOaZbbpJUJoEsfkmnWbGKSaZderZ5Wue+OnJAHnuOSiThGiJHKGJdgmAPYo6yiQCNDw6qZHEUEkppi4CkFSmnd5IAgSeiirjXaOayiIAoZy66ohQqMkqrBteGiutCAZwRq25RrjIrLr6ah8A9fw6rIEKxEAssv9ZmiyzwHLaLLTdgRottduVWu2pVTFXkFYC4bFDfgIJo4IvBulzBRWNCkTKC9cMtA0Mp22VKrajHiLdCwTZElJZBQDgLhQAIABADwTtY5ZEjT4gsGn+sNJQQ1u5Wq+oAPwBQDEmCXTwR3T+hEQSSO6OAwBQ/nxg3gILYMOow7BRIuEs81LsaQHEuTvQAcT5Y4EJHpUoEACsOHaIQJbKoSYABw/EwA1bCSDbzHRS9NA+AgRwrECEIPWRALgCrfVABQjh2M0gmSCBR6Ck9ENqPjnSa9RIFpNCWSxJ589ds6zszwBrAe1JSgNU4REzVAEQAwMe+ZIS4mQJG/eV5jBBHAAPbALTvwBQomUAApDwwcYAwJMSAOUKJACD/pgCwCIEwhb2EVwZCzmT/eBxQFkDoPH4SucMcHB0fyjDDDOhAIDNw/x10BgAqvizrD9M6LNESAGwcFeMHoPEhD/xbMoVMQTSHqQqFhAXwA7+29Q0wHNW7b0zco2qQvnl01R/tz9VUD6NPyObVXBXvje+HDkjBtL5gC10cg4AkOIh7iicvgZSAjQMhBvqG8g+TDcQX5SMK9MaoIzccYXjKGARVznega4FQhQtYmAAEMAW3OEjeq0wRLbogHRo4AwjUeFVNawQNnZAOQsIjUni+6GD6nGGARDnAHvgj5WehsQGbUIqZnHCOcr0tikWSBgmkA4KjPGmYHHRPuM4AuUioLE6za6M3tkHHfwFgAG0QV2Dgp4bgUMKhpjlB3WZFFLyyBtlvOA5IeCFp0wQAUFyph1VOM4CHHEqFTKyL4RIQFkE0IV4zCQ8g6JhJbGjAen+1IB/N2GZnnoYyq5c4wbS0cArdKKOeNzqk6vsSTzAcJwDCAKKOSmGlnz4Jine8iaUYADCoDA1nHCjZADwGhHgdqQYFWSLxZSJL0ogHRaIsSb9KJs/2iCdBfhDGFaB0Ze4YZ3O2REkvBvWNV6gqoLs4wc0+COJhEA5CczzJh9AjhP8oYwA7FAfAGCBNauTmy7dRQEXuYbOBqIAGCCLFAAwgMAKkkkAQHAn+ngDAcpCgDd0UCbwsAca6OCPK7AsOq8oAZcE4oz9BG1ddeuSAAigUUkJBJjIKomENCiMMAVKJ6GQAHKIQE2bREc6j1GpQGwgAAUwBS0f2Zx1pNEGLwH/oJsDMR5BALDDYaUEAWMrCFy2WhNjqEA6JdBgTgCw0CrApoj+QIMAsvO4BRhgII4ghJlIRk+rKHJYpRmIDWI6EHGKTibqcJVZGPAyn5gzrMVAAenW4A9tsk+wY/xDQd5gFUrmKi0DQUGoCtIPZK6kH4LA3QvHwEmuzOKcIugHcULaNniAwXl1AlxBlgAGjfZTV4GjwkCIgc8JveI4ALgBOAXSLZ8A1R/3Cgk2qqCMSWFyPAlR5a8AMDh3oHA8NQgJrwoyjfM6tasHMdRW9iWdbUizTnigzEPq2yn6miV2QlkEYignRnikiTgJOARww7mXu+g3JsbAxkobTKf5AeAD/r4cCDF/5Yv1CGSpxvCFIxaQySqEyx8sQBvQsBLRExYAsh3tlDiXcAmJGMQy1OJFCPC1XYMUgAgeeecRAGDjrcAjBgpwAocrhh6g7QEr7xyUKWZrDuKUGCbc+AHlKGCYhyhgoSDxpTSON+QgaaBpAukHE0qwZH/YgpsGqccSupDkS9BgqdJggV29YhUJaKQgE3WUAlIzABEkmSCv8FcAzGOPNXS2AHQo9EN24ACPhPU5AVBsjkZ2PgkF4AEBUCkMLh0bgnjPagHgDxNzlkBeISAAggrgtkDiCYP4VFFViQ0GBPAGT7QTJInBAAAigJwjuGcmlmoUDZ4CD2P0g3jM/mDpUnOUggNY4AVE68FZAHcwisyUIApYpHFEsC+B3AskCaxKdK+yBgAw4boIEauiSBKSFFitsWsi42wCsOWbmIBy8PAHUgkyZh7JoSH58gcovIuS2noEwkDzLiUCIIS+phgyUPMKKSRi5jUPpLB6aioAOGkxggTgDR4R36FSrvKVs7zlLn85zGMu85nT3LcFKaRnPfIDKpjHHwGQg0eAUhoGsKApKQmBYsKiCwIMxSCkbVOYr7CPx4XiLGAQ8TJv6g94BKAFzvg62MMu9rGTvexmPzva0T4JIqS97I2QQ9vj3vaSKqUsz8qZP86ANBNWZ7bRsQAJ3pISCpQgLMAG/oACFtZA4tbJANwrSABQYF0amIMg+gMsN7QEgeL+R+82eQGmBVPtEMRUBEnzB1w8kvUiyiEAV3hJxR2Tuq98wKu82Msj3bQtFA4kBf7IfEnNKYBqnK90/vAFCaSjAq8GJkbY2HI79u2PfYSC4/64xiX04fme7lsd9rBF5f0hi5ipQx/wwMAAim0PSlyQLwdwRrUt4JAdhNwjxVBdSGKHgjBNJzr/ZgJsqNTILBNfXIaEBUkAFN4BFJ1A7EFIFNuZSUQCCQQYbMFBXAIyvRAUZNFfvBByGFBZ8IcgaMkFUU5DNIb/lIUkUQ4kMMOhyMEZlMUE+AP1UE6vfUWQScc1/3SBCX6EoZRFAjGcr71QVElHFs1UWVzcWISZMBnHcFnJ7xSEOqmDC4oAK/zTjhHEFyGXTNTDGNTbAfzBhYFFAKRG04HEJYwOIvlDIfkDsBkO84COP7hgPZwhuwmEL/wcG3KJMkyFPxwAAvSFPhRAaiFEP6yhPziAvPjDNIQfVcSaQOjCGH6FPvxAWZhZjR2gjBDADPbYQECAQ0gD+5AABw7ExYBbQsCZnBnEH4jAIdhGWWBALIFFYQDNWQ1AD4hWWIEEIjIB8xyK1hwLeYUV0IGePyTfofjFB9SAgRCBAMyaP7hDtP2YlZAXNzBDAKiL9yREdAQAAR5EqRHHhS0M7v9Qhz/MwgaQ0rOcULiwjkjAgPZQ2ocIxA00RgDoAz7io88Njml5RDFyiQocQD7qA6QhycMAwMF5G0UxSTsgVXEcAMWBRJXhTHWpROKdTlUBTfbsxSFg0gt1wb/1RP3J2jumhcakoz9glkCQlz0yoE8FgGaBBDP6wyYAwD8yIgCEnwIE3pKwQG4MABUcVkHUGpLYg6tNwxoEQCgYlBC0gwLshSt52UoAwARewoIlWkK0wwhtiSTpRADMFgBA4wFQlCeYIAfWzJY0xgJJB2DBpECsTPvcpD9sAXKc3pIQQOwAgDs4wwMcBLwhCb0NxAji5EUVGuC0Deaoi1BWmnephDP/wIB0hEBjcoUzfGM9vJhdYCZBcAMEHoQxyFCTTInWHYTH+YggEMdPSiUA+JhBqIPN0IS9vU9B0MFXysRCIEcP4BMXbcMh2MNcCMBkrqQmdogNAEAb1KQAQAGBWMYR+YOwgVZNNI9A0OZAmAMiVqRM7AMeyNEArMENghBiPGMPhCVWrFGO5OSZ0UWigQIRBAAk+oNy9sxNqMBtcI8ytMNRCItr0l0nLUEaQeMKYdlX4V4TtkgCMEBVkNwWxMNcJEAWnuMLTSJsZhLQOAQOlYUF9gQxfFFZpMD9jU8BDI5jHERznsgWOEE/GBS/jBUvHoQ9SMR74sQ1QGD5CcQ4mIKE//KEJyzMUDCBI1LMD6hJwR1EZLDIeN4NjUUPAHRB1ZUoDj3hgaBUZx0AHuQoswAAAYACZs1iP5TYwI3IU0LQprjmtvAKwRiEOL2ag2yDEJWFBdgctOgDsBHADnmCRAAQ0DxZiMDFv62MDCXfQ7hgbWqILvxTWcQAizaLMywAceyAPZAC7/wZihwAfLieR3DeQLAPnHbIIjzlC10BaA4LGLhpXTCIWgxE6qGI9wBA+/nDHpgjQRRS7KSIO2zBcSAA3+nKJiRQxpWFnhJUiriSSvAKOdGINNDAc3RAzNSK6SFkSBpECvQlh6gD0wEo0ECVQegFAHQmjrDCXJiFDjjcqv+gAf/owAtdTkEM44YcjA2s24cKxOYcxFN25ZD0wx/A1gCcgZ52CnEcAvX4TViZJ4UEWSD6Ax7ghUUQhHMsZJOcgxNQjiKKyuqgKoFSyBsQxxYghuQBjVQSxOroVJkYA2aVBQlYn6KwQNKBxJntIoT8EyQYjwagQUrYT69x3V8OSeKUokqEAgQMG7fuSU0OhF5Ek1UUqYMcjD7UA+68zKj1VEHMhckdSWkgR5+xhD60QaPJQUG+SRnyZiZZqz98aX/cIH3RHzNigCPcXkG+hhwiCfXkxwJBTT/Ygm4mxJVRzgQsHp2spVrk6Ej6R1pwksxGwEW8UEi6FxFUmTB0Dn//CkkAUBC5PUVN2mBM+EKzIqRmekk8oMBEGsQCJGR9TBYDHEAMhoLV+MN5mYItYKVqSaCVSOdJBEst+sMDqAkzMN9DQIKIvRAVdG6XnAPuHMDPpiqwHItR+uGpFtwdFkTyiWiVDJTrvAAaDYRB/Z6WxGhCxEOalIUBAJaXjIwEmELP/uzN0kdTvQL1bJBdGoQDFqKVpMC3AQAmnRrPDQRigAQAac81MAAk5NlDXENxloUGTBeTFMAGSBDsEUS09gcO8R/ADgAFGEQ3+i6TCJlAOcHNuEMAXJAEBEDmhZUzFNIAoJhMyMIolYUNpFuQsCrFGoS6zgclLEE/aAv+DYQ7/7TqH2Jnl3QAQowq5bSDJ3lEbUVwTggCRr0QGMxWkBBAfPgDDTjANIKEwG5HluilklbHxhbEDeCGrR2CKYEEdIJNAPzsTbRDD5UF//aEBeDpxtDrQDgDC8yiP8AZGiQZJNAAGQtGadwANuCcGwtE7nlHjl2C2piHTfoDOMCqQNQkYlKKOUmHLaBEVzADC0iHCMDVTGQeouCMDzkgJjHF6NTb6UAMInoGr3SO87CAPTiD9A0nXyAGUAhFuUyJQayluHpKKHQLBaCiV4TCBJiFxNXtSogAAkhADRCNQADOkxmf94DDARCxAKCAJPvDYIIGJahVNErH451OFwAHS2HA3P+e0wMWxMIIAq3IwjqCxT7IQUjV17oRwEz6g0FBp/1CRsFtyyHghmK5Mlf0A0t5oEHEa2/sA/U4hU7h26ribsD43jUNhP+uBGYFAIftrgEk2e0phelBkV4oQDz74WeIlnEKxKxqlBJ/RlmA5R4UkhycVxtMQNvWlgBYaUPDhENew11AQh1GZB8OhAMUkrr0IQSoADWCRjuUNEJ8bm+0oUDMjz8QwgA8ACIBAGC96HLMtE4YswY8gAMKBESxrM/xygTilRO0DT/nRUgNQBQTr2BwAzlmEQA0GRarjiyszlOkI5RatU0cwDQYswQkwMqsR/pOg6maM325Qwk48ExxkiX//ob9dE4l/yjQJOpfrIwKEEM6qkO5CcQ5uEcOXsG6pSxe24Q+SQeEOeT3HIBQFwPlqJV0mAdklsU3foYAHEGC0kAj+8MCCwYD+N4IKkCjAMBZFYSgGnVo24Q+FNVAtMN1EgQvXNg06Gw9YK9J50fzjFu6ljVLwIPNMRwAyJs0uKY/OIMSCgT7PHRx3wQGdOyDDAD34IEASAAPYwXYdgVcNIqIaQXd8B0VlKisnveR0FcMjI5HE8QIecXuZhGizUIA8E9piMA2BNm7CgSx+veSTAMBkAIlNK7KcgVtwgNzVEUgCYB5mIO/JMA6anIeUzhOdfNW0BVB9MN5+cMCCbNE/1mwir+JQF/FPlBOJAENZZRAiToH1tw4nfztVZzDGeBOYwh0I38ske8JUlMiegbASAtn+T75m6j1VTTKAv2bOhQaQ0Qtlu8JADxoTyBGhxrEa2TkmO8JCkxaV8iCUS+OAGh4m7fJC4NFP0hEcN45mc/3VjSvnz9KgXvFwbrvoCsKdhtEY1Nwou+JJm0F7mDqoydKju9Ece5ApXeKkd9ETUbkpmMK0eWELYe6pxhDicaEAwSAOZt6xZg5TJBEFru6p7z5TGRHz9G6qOS5SlB1hOt6xQC6QaTjeAO7qBR6Qny2scdKqqOeWRD3so9KpBsE+8hxtLOKVRZELADAElx7rv+onLcbF0FER7h/+7gverm7iVWQe7rHyrqje7sH1kBqArzHu5eo6KFIt72bCkzL9L57ykL/e614Gj0L/Kq45r8YPKwcpsLDSlQ2PKvgzhRDfKZ0Y2xTPKb8QQDwMsZ3yhZ2vKjsOVWCvKcI33eSvKK8RnyjPKbMBTaz/KPQUpnDPKVMCcjS/KNEE8PivKI8Za7yPKH4TxQDfZ28TegRvZ5AJmsiPZ2UwNSE1KYy/ZdMDnALRB8GwLNKfZdUhd4AAJz7g2ipqdY3CQOEidIQxAcEAIuPPZPYDwCEQD2IrT5IhMmy/Qprk3Sgq0HsS0zb/ZDEqwDgqacGQKhWBADwpN/+94ij+UMIFGvOxIiwGkTPwjWt01fJvIIIrD08CIEcTCIrwMAXgwMNLOI+dAET7CuOoMFZVBgADBcAWHtyv6apL0xZaAX98ZGMz9GKCcQoPSVg6QLEGHLndHqOhBnefMSUlYXeGoTa3Pag05QsxMgYP5wAyCf6DMQ51CYvPEarM9ALhIkFJLCPqIsAPYw/AE5ZiPlAmCsmJjq3p8Q2L8du5J2atM6PpYQF7B/kfvCRvI0EAASJAf6UBSDkz1kAUu38NXR4AMAmhxMpVrR4EWNGjRs5dvT4EWRIkSApKetYDEAAVhTfAPAXwCExlw1pKHAI4BLMhlQGAPB1c2RQoUP+iVo8ZwKCMX8UNjhkBWAmRWxQzxW1ehVrVq1bG/oqARWAUo9QVTjkBcBkVFlRfxy4udZhWwCvgHK1e1cogDEOt/ncp5OiIAAP8BY2fBjxRXBCAkCVEEokgHozpQFY1BDAtIZLCDgMFRXAvqgKbBDY0lBmYtWqbwB+MFAC1ACmKqYAAGV1bt27Oep7QwAqgTf6RO5h4Q9AOwD9xgE441CCW+Ry/G2yNRmbv0MuA+jwZw9AsTEzB3TgfT5rv8YwBARo1/c5HgCqKvYTAGAWev378YaKHSAAIsAZ6pzGGosBHtmgogI5qAzAjBR/zgCLGX/UAYuGhtqDir8Ohbrkq+P/AhDBISqiaqiY42QSwB4PXXyxI2NUAKuEn7BSJrmMnGHIn3EA24cXioRp0aFxroERSY/2AiUAyLo6sUEAZPFnvKaSvNJDdaC4DwAGKLkLSizFRAyABByAziaH6HBpEQBAaQgDANYYk87E+hEEIgAEGCOeOv3806IflivzDYiqugmShpyIKp7GKgQUUqJe0QCsG46MFNM/JZDGH31sCAADeCYiAao5BUiAoqcGypRVjaapASwNpmyV1lYvvOYpqNyx6AgAjqu1VXi64DKBQ4A9llUBzpxItG36qYgBy5D905EFoBKgCh6n3fbPfgAgbiIKUgqzR6i44RZJXkIA6wWT/9B9l1VupNQIEgDShPc8bn5oDAAKIsQXYEwDsKChV8D6waIYAhAi4MTsWaMnAAqgY5+GLQYUlJmaa8MfeXGzCLh/L9YKlAhkO2KckVX2EwxBGopBOn9sITeeepxJadeVhSoGBbBMEEbnoAEd4Aa+XLJANnX8GYCEhuToV2iPzmGCXwckyojcqLXmbUKHGDhgAgDM8adXXwKo2KF1u9i6vj3yHOCMejqai+26z2tsA10B6LOhxvaiSJ/7bNRaFaRT2iE7j+BpxwIK7H5cN1YwWAKziQpwiQXKKdIlAAHQVtmZGMbtwJaQ3BmXQ8hV1w2Af+MBQJcLB7ToCgBKKKyeJf7Q+JyiRZ49zJ0tuFTgso/G4Rs5DBqq9/fVnT8sYwZY0NMfAZRv6AzaKIoND7sS3NCiz5C3axEFrt0i549yBXAf0SYCYI/n5TesnR6+Ugc8tCcTi6J2GtNMK2DTUAooIpr4ccUWHQBLDJwBEmygTTRXG4AAEjQRARRgfhnEyzlctiWHJCBm4QNACK0CAKD5YxGAaYgBBKCVbeyAXxagT0igECt/CMYh+oAJAJzQEHmpUINB1MrMRPWUePTjcgAwgNwaUo+D7AAANcBKaBrSnInMAizFIEo90BCxA+yheRyxhztU4Z21DOh1TqDa+/zBjGsBIBR/E+IcszI9qEwJAP4R6Ec8kPZBBHwQJyUk0s3ex4B91DAom3CAbJhwqI/EY0McYoB5GkKK5GRGUVFhxRrARUdPYsUde2hRXyYSACagRDIT6QsAHBkU/DRkDS2sC3IA2BFimAAsKNBiUAggHVUEAB4C2IFDruESMOgJKtv45DILg0OHTKNCjqkIIQCwrKAIBDNXIAhDAECbc2SNIuNYAr8i8KaiBKB5AahCCtE2gOvpow3FY+Y8ufI6ZU6Emp1CQQS01ZCe9dCVUFkVAP74GahoziL7oEMSB7AGIl3lRAJo4QMAAJzl0BOjhakCAGLgiCAh501CAIAIyNWTWYlkGo48B9r6wYpOTsQU4v5KSQ/OxZWFoSh16thCfjLa07sY4wEB4BgLdJICBviDCBdBSQCYyBVlwAAsIfgoXsABFhOC06dZ3Yq37vm6l1pkQhrISjuqMDxH5AYbFcKiVtlqmF0J4jQEQGhGKIUGohwiAdfqgqh0U4AAUCGviWrrYO+CIwXShSP1aAz/PCKLvEGlBpxCTz+WkIAapI+wmdWKMTAgWI8YbFUOEQQdKnKN1kAFA4jV7GqdR7WyvGRc/ojHGDZ0gD+EkbW5XV20AhCGhlBTT1BopW6J67z7pPNXxVXu81KHGSAuF7p1M8eJAlCAGUYXu2yDCgxmlAQFQoWB2RWvzsaBgJRo0yHlO/8fZsfbXp0Fb3jydO98QSc6qJCOvvkdWeFkgzj9/hdg/XCbQOMGYAOja2pVu9qBGfwiYahgcBU5aUV45rMTNhjDvNmo+YZZEeVwpGQnS1mGSUymI033q8h5bkYeFrGJ8a7EMb6KFTGjvbg0FyT64pe/ZNzju0blAAhziDQCsI0Vg0Rd42qXj5n8kYw5ZAAMukkVkIOVal0rW03W8kVed5OpGi62WREWsQ6yZTMjhzYoeVZ+rsEMNwOggXZ5VawmfOYYs4JfX7JFAMbmkCNvZVKVupSdS1w6h8yON3fKkwDAMD5CP/owWuKSlyBdacQYw462i7ClOb0V/8hGCIju9Kj+r+IbiwonxaRW9UjAQQR+PWbVsR6KV8CiAsbKmtQlwIY6cKsRSjCgMQKAgtJw3WmrdgYks+WSbXtdbC1zTin6AADBRmJafqXW2WbWALXLFRPJhsSxYKlBLbMdYwB4pyHSJoiCBr2NqXYErykRwF7LnWFvUdEfCxgIAMCwE5eAByzGAglZzVrvA29HpAaASjt0caLkCEA6ZxGVAGQhcI88NarvNnh7DVAWcCzhhCh5n7w6GQAwXCIlBWg2R2IqG5pufLw7GPT7/tUF7lhQCAv4M0gUylCHwpy+qrCqUgJggoa48XRnzYo4yWlOoI/3EoNTzrjoMBm83HJcKdhlUfr+MYADyvYGKZh5Q3Shgq2r4wZ/mIgcdtDPp1vMFp5oyHgQswmKpqSRQjkLVGxyoQGYVxcT6YG9AEDlYloUMwDoiajfPjJnGDoxXLToF1eekQGwZw9nZYAEGtIDFQYgZdjYoeYAgIZjNkQHO288YV8YAM96ZEYBULs/8HApJ8jSHyLHjJpRzwAHSNEf3lp9iR0QgAdNBDzyPAPu5w2Yesl+lsPHMJeQB4AJTGQPgAnA0xyS/QC8IfrSZ7AA/iDMhgwAiKTs21SIlIIJWOBXXRb/gbveDvILAAb+iNZEZPEmAARprQiA2txkE2YiOuaPwRSIX+ABlxQEOTgG5aCCPgAlbtoaIlqgAsYQUL8SZK4mQt0cIvAmwhj4qiHawV00cPwsLjECAgA7" /></span></div>
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<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Calculating Tree Values</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once you have worked out the value of the outcomes, and have assessed the probability of the outcomes of uncertainty, it is time to start calculating the values that will help you make your decision.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Start on the right hand side of the decision tree, and work back towards the left. As you complete a set of calculations on a node (decision square or uncertainty circle), all you need to do is to record the result. You can ignore all the calculations that lead to that result from then on.</span><br />
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Calculating The Value of Uncertain Outcome Nodes</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Where you are calculating the value of uncertain outcomes (circles on the diagram), do this by multiplying the value of the outcomes by their probability. The total for that node of the tree is the total of these values.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In the example in Figure 2, the value for 'new product, thorough development' is:</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
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<table border="0" class="quiztable" style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192);"><tbody>
<tr valign="middle"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="81%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">0.4 (probability good outcome) x $1,000,000 (value) =</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="19%"><div align="right">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">$400,000</span></div>
</td></tr>
<tr valign="middle"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="81%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">0.4 (probability moderate outcome)x $50,000 (value) =</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="19%"><div align="right">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">$20,000</span></div>
</td></tr>
<tr valign="middle"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="81%"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">0.2 (probability poor outcome)x $2,000 (value) =</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="19%"><div align="right">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">$400</span></div>
</td></tr>
<tr valign="middle"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="81%"><div align="right">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">+</span></div>
</td><td style="border-bottom-color: rgb(192, 192, 192); border-bottom-style: solid; border-collapse: collapse; border-left-color: rgb(192, 192, 192); border-left-style: solid; border-right-color: rgb(192, 192, 192); border-right-style: solid; border-width: 1px; padding: 3px;" width="19%"><div align="right">
<b style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">$420,400</b></div>
</td></tr>
</tbody></table>
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</div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Figure 3 shows the calculation of uncertain outcome nodes:</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><img 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" /></span></div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Note that the values calculated for each node are shown in the boxes.</span><br />
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Calculating the Value of Decision Nodes</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">When you are evaluating a decision node, write down the cost of each option along each decision line. Then subtract the cost from the outcome value that you have already calculated. This will give you a value that represents the benefit of that decision.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Note that amounts already spent do not count for this analysis – these are 'sunk costs' and (despite emotional counter-arguments) should not be factored into the decision.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">When you have calculated these decision benefits, choose the option that has the largest benefit, and take that as the decision made. This is the value of that decision node.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Figure 4 shows this calculation of decision nodes in our example:</span><br />
<div class="clear10">
</div>
<div align="center">
</div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><img 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" /></span></div>
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</div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In this example, the benefit we previously calculated for 'new product, thorough development' was $420,400. We estimate the future cost of this approach as $150,000. This gives a net benefit of$270,400.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The net benefit of 'new product, rapid development' was $31,400. On this branch we therefore choose the most valuable option, 'new product, thorough development', and allocate this value to the decision node.</span><br />
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Result</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">By applying this technique we can see that the best option is to develop a new product. It is worth much more to us to take our time and get the product right, than to rush the product to market. It is better just to improve our existing products than to botch a new product, even though it costs us less.</span><br />
<div class="top460">
</div>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points:</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Decision trees provide an effective method of Decision Making because they:</span><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Clearly lay out the problem so that all options can be challenged.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Allow us to analyze fully the possible consequences of a decision.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Provide a framework to quantify the values of outcomes and the probabilities of achieving them.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Help us to make the best decisions on the basis of existing information and best guesses.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As with all Decision Making methods, decision tree analysis should be used in conjunction with common sense – decision trees are just one important part of your Decision Making tool kit.</span>
</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-26619704410184210212014-11-02T11:09:00.000+05:302014-11-02T11:09:10.956+05:30SWOT Analysis<div dir="ltr" style="text-align: left;" trbidi="on">
<h1 style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px; font-weight: normal;">
Discover new opportunities. Manage and eliminate threats.</h1>
<hr />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-YFAxfdfiayM/VFXBo_uSD8I/AAAAAAAAAfg/pifQgpZgBKA/s1600/SWOT-Analysis.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-YFAxfdfiayM/VFXBo_uSD8I/AAAAAAAAAfg/pifQgpZgBKA/s1600/SWOT-Analysis.jpg" height="240" width="320" /></a></div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">SWOT Analysis is a powerful technique for understanding your Strengths and Weaknesses, and for looking at the Opportunities and Threats you face.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Used in a business context, it helps you carve a sustainable niche in your market. Used in a personal context, it helps you develop your career in a way that takes best advantage of your talents, abilities and opportunities. </span><br />
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;"><br /></span></h2>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Business SWOT Analysis</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What makes SWOT particularly powerful is that, with a little thought, it can help you uncover opportunities that you are well placed to take advantage of. And by understanding the weaknesses of your business, you can manage and eliminate threats that would otherwise catch you unawares.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">More than this, by looking at yourself and your competitors using the SWOT framework, you can start to craft a strategy that helps you distinguish yourself from your competitors, so that you can compete successfully in your market.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-KAXTObojp74/VFXB1dw8mmI/AAAAAAAAAfo/ZS8_SAbG9G0/s1600/swot-canvas.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-KAXTObojp74/VFXB1dw8mmI/AAAAAAAAAfo/ZS8_SAbG9G0/s1600/swot-canvas.png" height="320" width="320" /></a></div>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;"><br /></span></h2>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">How to Use the Tool</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">To carry out a SWOT Analysis:</span><br />
<h3 style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px; font-weight: normal;">
<span style="font-weight: normal;"><span style="font-size: large;"><br /></span></span></h3>
<h3 style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px; font-weight: normal;">
<span style="font-weight: normal;"><span style="font-size: large;">
Strengths:</span></span></h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What advantages does your company have?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What do you do better than anyone else?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What unique or lowest-cost resources do you have access to?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What do people in your market see as your strengths?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What factors mean that you "get the sale"?</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Consider this from an internal perspective, and from the point of view of your customers and people in your market.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In looking at your strengths, think about them in relation to your competitors – for example, if all of your competitors provide high quality products, then a high quality production process is not a strength in the market, it is a necessity.</span><br />
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Weaknesses:</span></span></h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What could you improve?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What should you avoid?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What are people in your market likely to see as weaknesses?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What factors lose you sales?</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Again, consider this from an internal and external basis: Do other people seem to perceive weaknesses that you do not see? Are your competitors doing any better than you? It is best to be realistic now, and face any unpleasant truths as soon as possible.</span><br />
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Opportunities:</span></span></h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Where are the good opportunities facing you?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What are the interesting trends you are aware of?</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Useful opportunities can come from such things as:</span><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Changes in technology and markets on both a broad and narrow scale</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Changes in government policy related to your field</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Changes in social patterns, population profiles, lifestyle changes, etc.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Local Events</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A useful approach to looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them.</span><br />
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Threats:</span></span></h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What obstacles do you face?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What is your competition doing?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Are the required specifications for your job, products or services changing?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Is changing technology threatening your position?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Do you have bad debt or cash-flow problems?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Could any of your weaknesses seriously threaten your business?</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Carrying out this analysis will often be illuminating – both in terms of pointing out what needs to be done, and in putting problems into perspective.</span><br />
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<a href="http://4.bp.blogspot.com/-l4NvlZTwRWU/VFXCEd4k9VI/AAAAAAAAAfw/39xDRS7AyuM/s1600/swot.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-l4NvlZTwRWU/VFXCEd4k9VI/AAAAAAAAAfw/39xDRS7AyuM/s1600/swot.jpg" height="481" width="640" /></a></div>
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<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Strengths</strong> and <strong>weaknesses</strong> are generally internal to your organization. </span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Opportunities</strong> and <strong>threats</strong> often relate to external factors. </span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br /></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For this reason the SWOT Analysis is sometimes called <b>Internal-External Analysis</b> and the SWOT Matrix is sometimes called an <b>IE Matrix</b>.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You can also apply SWOT Analysis to your competitors. As you do this, you'll start to see how and where you should compete against them.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Tip:</strong></span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">SWOT can be used in two ways – as a simple icebreaker helping people get together and "kick off" strategy formulation, or in a more sophisticated way as a serious strategy tool. If you're using it as a serious tool, make sure you are rigorous in the way you apply it.</span><br />
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<a href="http://1.bp.blogspot.com/-eAWDm99PF9s/VFXC4L1oyNI/AAAAAAAAAgA/Z4GkA5ux4pE/s1600/Microsoft-SWOT-Analysis.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-eAWDm99PF9s/VFXC4L1oyNI/AAAAAAAAAgA/Z4GkA5ux4pE/s1600/Microsoft-SWOT-Analysis.jpg" height="336" width="640" /></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A start-up small consultancy business might draw up the following SWOT Analysis:</span><br />
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Strengths:</h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We are able to respond very quickly as we have no red tape, no need for higher management approval.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We are able to give really good customer care, as the current small amount of work means we have plenty of time to devote to customers.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Our lead consultant has strong reputation within the market.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We can change direction quickly if we find that our marketing is not working.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We have little overhead, so can offer good value to customers.</span></li>
</ul>
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Weaknesses:</h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Our company has little market presence or reputation.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We have a small staff with a shallow skills base in many areas.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We are vulnerable to vital staff being sick, leaving.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Our cash flow will be unreliable in the early stages.</span></li>
</ul>
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Opportunities:</h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Our business sector is expanding, with many future opportunities for success.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Local government wants to encourage local businesses with work where possible.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Our competitors may be slow to adopt new technologies.</span></li>
</ul>
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Threats:</h3>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Will developments in technology change this market beyond our ability to adapt?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A small change in focus of a large competitor might wipe out any market position we achieve.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The consultancy may therefore decide to specialize in rapid response, good value services to local businesses. Marketing would be in selected local publications, to get the greatest possible market presence for a set advertising budget. The consultancy should keep up-to-date with changes in technology where possible.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points</span></h2>
SWOT Analysis is a simple but useful framework for analyzing your company's Strengths and Weaknesses, and the Opportunities and Threats you face. This helps you to focus on your strengths, minimize threats, and take the greatest possible advantage of opportunities available to you.<br />
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-43271154292311842432014-11-02T09:25:00.000+05:302014-11-02T09:25:51.859+05:30Gap Analysis<div dir="ltr" style="text-align: left;" trbidi="on">
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Identifying What Needs to be Done in a Project</h1>
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<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><br /></a><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Imagine that you've just been asked to improve call-handling in your organization's contact center.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You already have some possible solutions in mind. However, before you choose a best solution, you need to identify what needs to be done to meet this project's objectives.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This is where Gap Analysis is useful. This simple tool helps you identify the gap between your <strong>current situation</strong> and the <strong>future state</strong> that you want to reach, along with the tasks that you need to complete to close this gap.</span><br />
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<a href="http://1.bp.blogspot.com/-brbTkdiaNYc/VFWim_4F2YI/AAAAAAAAAe8/YtBAO3SwT0M/s1600/bridging_the_gap.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-brbTkdiaNYc/VFWim_4F2YI/AAAAAAAAAe8/YtBAO3SwT0M/s1600/bridging_the_gap.jpg" height="213" width="320" /></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Gap Analysis is useful at the beginning of a project when developing a Business Case, and it's essential when you're identifying the tasks that you need to complete to deliver your project.</span><br />
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<strong style="text-align: center;">Note:</strong><br />
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<span style="-webkit-text-size-adjust: auto; font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;">Gap Analysis is not specifically mentioned as a technique in PMBOK or in PRINCE2. However, it's a useful tool that you can apply when working with both of these project management methodologies.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif; text-align: center;"><br /></span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif; text-align: center;"><b>Using Gap Analysis</b></span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">To conduct a Gap Analysis for your project, follow these three steps:</span></div>
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<b><span style="font-size: large;">1. Identify Your Future State</span></b></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">First, identify the objectives that you need to achieve. This gives you your future state – the "place" where you want to be once you've completed your project.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Simple example:</span></div>
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<table style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192);"><tbody>
<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="34%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Future State</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Current Situation</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Next Actions/Proposals</strong></td></tr>
<tr valign="top"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Answer 90 per cent of calls within 2 minutes.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"></td></tr>
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<span style="font-size: large;">2. Analyze Your Current Situation</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For each of your objectives, analyze your <strong>current situation</strong>. To do this, consider the following questions:</span></div>
<ul>
<li style="text-align: left;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Who has the knowledge that you need? Who will you need to speak with to get a good picture of your current situation?</span></li>
<li style="text-align: left;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Is the information in people's heads, or is it documented somewhere?</span></li>
<li style="text-align: left;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What's the best way to get this information? By using brainstorming workshops? Through one-to-one interviews? By reviewing documents? By observing project activities such as design workshops? Or in some other way?</span></li>
</ul>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Simple example:</span></div>
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<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="34%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Future State</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Current Situation</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Next Actions/Proposals</strong></td></tr>
<tr valign="top"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Answer 90 per cent of calls within 2 minutes.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Approximately 50 per cent of calls are answered within 2 minutes.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"></td></tr>
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<a href="http://2.bp.blogspot.com/-jU-eV4UWWzg/VFWkbrb4hmI/AAAAAAAAAfI/bRy88hB5dSg/s1600/Bridging-the-Gap-JPG.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-jU-eV4UWWzg/VFWkbrb4hmI/AAAAAAAAAfI/bRy88hB5dSg/s1600/Bridging-the-Gap-JPG.jpg" height="217" width="320" /></a></div>
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<span style="font-size: large;">3. Identify How You'll Bridge the Gap</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once you know your future state and your current situation, you can think about what you need to do to bridge the gap and reach your project's objectives.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Simple example:</span></div>
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<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="34%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Future State</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Current Situation</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Next Actions/Proposals</strong></td></tr>
<tr valign="top"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Answer 90 per cent of calls within 2 minutes.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Approximately 50 per cent of calls are answered within 2 minutes.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><ol>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Develop a call volume reporting/queue modeling system to ensure that there are enough staff during busy periods.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Recruit any additional people needed.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Develop a system that allows callers to book a call back during busy periods.</span></li>
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Tips:</div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Pitch your Gap Analysis to provide an appropriate amount of detail. If you present too much detail, people will be overwhelmed, but if you don't give enough detail, you won't tell them what they need to know to sign the project off.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">When you analyze your future situation and current state, use metrics where information can be quantified (such as "Salary costs account for 50 percent of the cost of the product."), and general statements when metrics aren't available (such as "Creativity is valued within the organization.")</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Also remember that your assessment of the current situation and the desired future state can be both quantitative and qualitative.</span></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For instance:</span></div>
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<tr><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="34%"></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Current Situation</strong></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;" width="33%"><strong style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Future State</strong></td></tr>
<tr valign="top"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Quantitative</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Total costs are $100 per unit.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Total costs will be $80 per unit.</span></td></tr>
<tr valign="top"><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Qualitative</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Team members work in isolation.</span></td><td style="border-collapse: collapse; border: 1px solid rgb(192, 192, 192); padding: 3px;"><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Team members will work collaboratively.</span></td></tr>
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While this article illustrates a very simple use of Gap Analysis, this approach can be very extensive and complex, for example, when it is used to identify software modifications needed as part of IT projects. Don't underestimate how much work your Gap Analysis may involve!</div>
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<b>Key Points:</b></div>
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Gap Analysis compares your current situation with the future state that you want to achieve once your project is complete. By conducting a Gap Analysis, you can identify what you need to do to "bridge the gap" and make your project a success. You can use Gap Analysis at any stage of a project to analyze your progress, but it's most useful at the beginning.</div>
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To carry out a Gap Analysis, first identify your project's objectives – this is your "future state." Then analyze your current situation, making sure that you gather information from the right sources.</div>
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Finally, identify how you'll bridge the gap between your current situation and the desired future state.</div>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-15592704830851957302014-10-28T05:32:00.002+05:302014-10-28T05:49:32.871+05:30Value Chain Analysis<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Achieving Excellence - Drivers of Uniqueness</span></h2>
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<span style="background-color: rgba(255, 255, 255, 0);">Value Chain Analysis is a useful tool for working out how you can create the greatest possible value for your customers.</span></div>
<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In business, we're paid to take raw inputs, and to "add value" to them by turning them into something of worth to other people. This is easy to see in manufacturing, where the manufacturer "adds value" by taking a raw material of little use to the end-user (for example, wood pulp) and converting it into something that people are prepared to pay money for (e.g. paper). But this idea is just as important in service industries, where people use inputs of time, knowledge, equipment and systems to create services of real value to the person being served – the customer.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">And remember that your customers aren't necessarily outside your organization: they can be your bosses, your co-workers, or the people who depend on you for what you do.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now, this is really important: In most cases, the more value you create, the more people will be prepared to pay a good price for your product or service, and the more they will they keep on buying from you. On a personal level, if you add a lot of value to your team, you will excel in what you do. You should then expect to be rewarded in line with your contribution.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">So how do you find out where you, your team or your company can create value?</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">This is where the "Value Chain Analysis" tool is useful. Value Chain Analysis helps you identify the ways in which you create value for your customers, and then helps you think through how you can maximize this value: whether through superb products, great services, or jobs well done.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Note:</strong><br />This article looks at a simple approach to using value chains. A more structured approach was developed by Harvard Business School professor Michael Porter (also creator of the 5 Forces tool) in his book "<a href="http://www.amazon.com/Competitive-Advantage-Creating-Sustaining-Performance/dp/0684841460/ref=la_B000AQ3BBY_1_2?s=books&ie=UTF8&qid=1414453483&sr=1-2" target="_blank">Competitive Advantage</a>". </span><br />
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<a href="http://1.bp.blogspot.com/-ndHvzVMPPzQ/VE7YbP3pklI/AAAAAAAAAeQ/9rYVmztWV90/s1600/Michael-Porter-Value-Chain-Analysis.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-ndHvzVMPPzQ/VE7YbP3pklI/AAAAAAAAAeQ/9rYVmztWV90/s1600/Michael-Porter-Value-Chain-Analysis.png" height="223" width="320" /></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">How to Use the Tool:</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Value Chain Analysis is a three-step process:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Activity Analysis:</strong> First, you identify the activities you undertake to deliver your product or service;</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Value Analysis:</strong> Second, for each activity, you think through what you would do to add the greatest value for your customer; and</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Evaluation and Planning:</strong> Thirdly, you evaluate whether it is worth making changes, and then plan for action.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">We follow these through one-by-one:-</span><br />
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Step 1 – Activity Analysis</h3>
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<span style="background-color: rgba(255, 255, 255, 0);">The first step to take is to brainstorm the activities that you, your team or your company undertakes that in some way contribute towards your customer's experience.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">At an organizational level, this will include the step-by-step business processes that you use to serve the customer. These will include marketing of your products or services; sales and order-taking; operational processes; delivery; support; and so on (this may also involve many other steps or processes specific to your industry).</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">At a personal or team level, it will involve the step-by-step flow of work that you carry out.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">But this will also involve other things as well. For example:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How you recruit people with the skills to give the best service.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How you motivate yourself or your team to perform well.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How you keep up-to-date with the most efficient and effective techniques.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How you select and develop the technologies that give you the edge.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How you get feedback from your customer on how you're doing, and how you can improve further.</span></li>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Tip:</strong></span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong><br /></strong></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">If you carry out the brainstorming behind the Activity Analysis and Value Analysis with your team, you'll almost certainly get a richer answer than if you do it on your own. You may also find that your team is more likely to "buy into" any conclusions you draw from the exercise. After all, the conclusions will be as much theirs as yours.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once you've brainstormed the activities which add value for your company, list them. A useful way of doing this is to lay them out as a simplified flow chart running down the page – this gives a good visual representation of your "value chain". </span><br />
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Step 2 – Value Analysis</h3>
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<span style="font-size: 17px;"><b><br /></b></span><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now, for each activity you've identified, list the "Value Factors" – the things that your customers' value in the way that each activity is conducted.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">For example, if you're thinking about a telephone order-taking process, your customer will value a quick answer to his or her call; a polite manner; efficient taking of order details; fast and knowledgeable answering of questions; and an efficient and quick resolution to any problems that arise.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">If you're thinking about delivery of a professional service, your customer will most likely value an accurate and correct solution; a solution based on completely up-to-date information; a solution that is clearly expressed and easily actionable; and so on.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Next to each activity you've identified, write down these Value Factors.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">And next to these, write down what needs to be done or changed to provide great value for each Value Factor.</span><br />
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Step 3 – Evaluate Changes and Plan for Action</h3>
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<span style="font-size: 17px;"><b><br /></b></span><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">By the time you've completed your Value Analysis, you'll probably be fired up for action: you'll have generated plenty of ideas for increasing the value you deliver to customers. And if you could deliver all of these, your service could be fabulous!</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now be a bit careful at this stage: you could easily burned your energy away on a hundred different jobs, and never really complete any of them.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">So firstly, pick out the quick, easy, cheap wins – go for some of these, as this will improve your team's spirits no end.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Then screen the more difficult changes. Some may be impractical. Others will deliver only marginal improvements, but at great cost. Drop these.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">And then prioritize the remaining tasks and plan to tackle them in an achievable, step-by-step way that delivers steady improvement at the same time that it keeps your team's enthusiasm going.</span><br />
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;"><span style="font-size: small; font-weight: normal;">If you have a strong enough relationship with one or more of your customers, it may be worth presenting your conclusions to them and getting their feedback – this is a good way of either confirming that you're right or of getting a better understanding of what they really want.</span></span></h2>
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<span style="background-color: rgba(255, 255, 255, 0); font-size: 17px;">Example:</span></h2>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Ashok is a software development manager for a software house. He and his team handle short software enhancements for many clients. As part of a team development day, he and his team use Value Chain Analysis to think about how they can deliver excellent service to their clients.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">During the Activity Analysis part of the session, they identify the following activities that create value for clients:</span><br />
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<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Order taking</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Enhancement specification</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Scheduling</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Software development</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Programmer testing</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Secondary testing</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Delivery</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Support</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Ashok also identifies the following non-client-facing activities as being important:</span><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Recruitment</strong>: Choosing people who will work well with the team.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><strong>Training</strong>: Helping new team members become effective as quickly as possible, and helping team members learn about new software, techniques and technologies as they are developed.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Ashok marks these out in a vertical value chain on his whiteboard (you can see the first three client-facing activities shown in the "Step 1: Activity Analysis" figure below):</span><br />
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<a href="http://2.bp.blogspot.com/-z-4pK41fgxI/VE7cxo103BI/AAAAAAAAAec/m518SPXmDXg/s1600/ValueChainAnalysis_Ex.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-z-4pK41fgxI/VE7cxo103BI/AAAAAAAAAec/m518SPXmDXg/s1600/ValueChainAnalysis_Ex.jpg" height="504" width="640" /></a></div>
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<span style="background-color: rgba(255, 255, 255, 0);">Next, he and his team focus on the Order Taking process, and identify the factors that will give the greatest value to customers as part of this process. They identify the following Value Factors:</span><br />
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Giving a quick answer to incoming phone calls.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Having a good knowledge of the customer's business, situation and system, so that they do not waste the customer's time with unnecessary explanation.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Asking all the right questions, and getting a full and accurate understanding of the customer's needs.</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Explaining the development process to the customer and managing his or her expectations as to the likely timetable for delivery.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">You can see these in the "Value Factors" column of figure 1.</span><br />
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<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"></a></div>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">They then look at what they need to do to deliver the maximum value to the customer. These things are shown in the Figure 1's "Changes Needed" column.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">They then do the same for all other processes.</span><br />
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Once all brainstorming is complete, Ashok and his team may be able to identify quick wins, reject low yield or high cost options, and agree their priorities for implementation.</span><br />
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<h2>
<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="background-color: rgba(255, 255, 255, 0); font-size: 17px;">Key Points:</span></h2>
<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span style="background-color: rgba(255, 255, 255, 0);">Value Chain Analysis is a useful way of thinking through the ways in which you deliver value to your customers, and reviewing all of the things you can do to maximize that value.</span><br />
<span style="background-color: rgba(255, 255, 255, 0);">It takes place as a three stage process:</span><br />
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<a href="https://www.blogger.com/blogger.g?blogID=2330424378338523545" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"></a></div>
<ul>
<li><span style="background-color: rgba(255, 255, 255, 0);"><strong>Activity Analysis</strong>, where you identify the activities that contribute to the delivery of your product or service.</span></li>
<li><span style="background-color: rgba(255, 255, 255, 0);"><strong>Value Analysis</strong>, where you identify the things that your customers value in the way you conduct each activity, and then work out the changes that are needed.</span></li>
<li><span style="background-color: rgba(255, 255, 255, 0);"><strong>Evaluation and Planning</strong>, where you decide what changes to make and plan how you will make them.</span></li>
</ul>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"></span><br />
<span style="background-color: rgba(255, 255, 255, 0);">By using Value Chain Analysis and by following it through to action, you can achieve excellence in the things that really matter to your customers.</span><br />
<br />
<b>Ref:</b><br />
<a href="http://research-methodology.net/starbucks-value-chain-analysis/">http://research-methodology.net/starbucks-value-chain-analysis/</a><br />
<a href="http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html">http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html</a><br />
<a href="http://innovationcenter.deteconusa.com/events/summary-plugnplay-expo-2011/">http://innovationcenter.deteconusa.com/events/summary-plugnplay-expo-2011/</a><br />
<br /></div>
</div>
</div>
Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0tag:blogger.com,1999:blog-2330424378338523545.post-54135943477090009292014-10-25T12:08:00.003+05:302014-10-26T12:59:29.828+05:30Creating a Value Proposition<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-weight: bold;">Communicating the benefits of your product, service or idea, simply and clearly.</span><br>
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<a href="http://2.bp.blogspot.com/-ahOufhyGogA/VEtE_yuTwjI/AAAAAAAAAdw/AJn48HIQOJA/s1600/Value_Proposition.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-ahOufhyGogA/VEtE_yuTwjI/AAAAAAAAAdw/AJn48HIQOJA/s1600/Value_Proposition.jpg" height="336" width="640"></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Imagine a world where everyone is in sales. Well, the fact is, everyone is in sales, in some fashion. It's not just the salesman at the car lot or computer reseller who qualifies: Maybe you are trying to sell your spouse your ideas for the next holiday; Maybe you're pitching a new project to your boss; Maybe you are headhunting someone to join your firm. It's all selling, and, whatever your offer (product, idea, project or job) it's important to have a really strong value proposition.</span><br>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">A value proposition is a short statement that clearly communicates the benefits that your potential client gets by using your product, service or idea. It "boils down" all the complexity of your sales pitch into something that your client can easily grasp and remember.</span><br>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">It needs to be very specific: Simply describing the features or capabilities of your offer is not enough. Your value proposition must focus closely on what your customer really wants and values. Your customer wants to solve problems, to improve on existing solutions, to have a better life, build a better business or do more, better, faster, and so on.</span><br>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Creating a value proposition is a useful marketing technique that had wider application than product marketing. Whatever you are 'selling' and to whom, a value proposition is useful, if not essential, tool. Whether your 'customers' are external customers, employees, co-workers or even your family, the idea is to help them see the specific value your offer brings to them. And by doing so, you will grab their attention in such a way that they know: "Yes, that's right for me".</span><br>
<h2 style="font-weight: bold;">
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Creating a Great Value Proposition</span></h2>
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<a href="http://3.bp.blogspot.com/-UCH59TP8CTI/VEtFIS6U8UI/AAAAAAAAAd4/m3VUe8yDbB4/s1600/value-proposition-1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-UCH59TP8CTI/VEtFIS6U8UI/AAAAAAAAAd4/m3VUe8yDbB4/s1600/value-proposition-1.jpg" height="400" width="400"></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">"Why should I buy this specific product or idea?" asks your customer: And your value proposition must answer this, in a compelling way. In creating a good value proposition, the trick is to know your product or idea well, know how it compares with those of your competitors and, very importantly, put yourself in your customer's shoes to find the answers.</span><br>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Your value proposition can be created step-by-step, by answering a series of questions. Once you answer these, you have the ingredients to create a value proposition that answers your customer's question: "Why should I buy this specific product or idea?"</span><br>
<h3 style="background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px;">
<div>
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Step 1: Know your customer</h3>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Thinking from the perspective of your customer, ask the following:</span><br>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Who is your customer? What do they do and need?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What problems do they need to solve?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What improvements do they look for?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What do they value?</span></li>
</ul>
<div>
<br></div>
<div>
<span style="background-color: rgba(255, 255, 255, 0);"><strong>Tip: If you don't know, ask!</strong><br>It's easy to try to second guess what your customers want. And very easy to get it wrong.</span><br>
<span style="background-color: rgba(255, 255, 255, 0);">So do some market research: This could be a simple matter of asking customers directly, or organizing a focus group or surveys. 'Market research' is not just for external customers, it works for other 'markets' too: Depending on your product or idea, your 'market' could be employees, colleagues, or even your family.</span><br>
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<h3 style="background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px;">
Step 2: Know your product, service or idea</h3>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">From your customer view point:</span><br>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How does the product, service or idea solve the problem or offer improvement?</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">What value and hard results does it offer the customer?</span></li>
</ul>
<div>
<strong>Tip: Include numbers and percentages</strong><br>To grab your customer's attention even faster in this financially-oriented world, your value proposition should also speak percentages and numbers: How much will your customer gain, save or improve? How much more efficient will he or she become? How much safer, smarter, faster, brighter will the solution be? And so on.</div>
<div>
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Step 3: Know your competitors</h3>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Keep on thinking from the perspective of your customer, and ask:</span><br>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">How does your product or idea create more value than competing ones?</span></li>
</ul>
<div>
<strong>Tip:</strong><br>This can be quite difficult. SWOT Analysis is an useful tool for doing this.</div>
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Step 4: Distill the customer-oriented proposition</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The final step is to pull it all together and answer, in 2 or 3 sentence: "Why should I buy this specific product or idea?"</span><br>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Try writing from the customer viewpoint by completing the following, (and don't forget to include the numbers and percentages that matter!):</span><br>
<ul>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">"I want to buy this product or idea because it will..."</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">"The things I value most about the offer are..."</span></li>
<li><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">"It is better than competing products or ideas because..."</span></li>
</ul>
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Step 5: Pull it all together</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Now, turn around your customers 'answer' from step 4 into a value proposition statement.</span><br>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0); font-size: 17px;">Example:</span></h2>
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<a href="http://3.bp.blogspot.com/-tNXXEHSUA18/VEtFWRx9J1I/AAAAAAAAAeA/KR2VolD6TjE/s1600/Riding-Lawn-Mower.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-tNXXEHSUA18/VEtFWRx9J1I/AAAAAAAAAeA/KR2VolD6TjE/s1600/Riding-Lawn-Mower.jpg" height="272" width="400"></a></div>
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<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Here's a simple example. Let's say that you sell lawn mowers, and your customer is someone with a large back yard.</span><br>
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Step 1: Know your customer</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Your customer is a businessman with quite a large house, who likes the "meditative feeling" of cutting his own lawn, but gets bored by the job when it takes too long.</span><br>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">He's looking for a good quality of cut, for the job to be done quickly and enjoyably.</span><br>
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Step 2: Know your product or idea</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The product is a ride-on mower with a 25 horsepower (powerful) engine and 45 inch (wide) cutting blades.</span><br>
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Step 3: Know your competitors</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The mower goes faster and cuts wider than the competition.</span><br>
<h3 style="background-color: rgba(255, 255, 255, 0); display: inline; font-size: 17px;">
Step 4: Distill the customer-oriented proposition</h3>
<span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">"Our mower cuts your grass in 50% of the time of 'big brand' mowers in its class. And it leaves the lawn looking beautiful too!"</span><br>
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Sathish Chandramoulihttp://www.blogger.com/profile/07807446711443940591noreply@blogger.com0