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Professional Education

Focusing on Knowledge Transfer
Professional Education


Enterprise analysis and enterprise architecture

Description:

Enterprise architecture cannot be done without enterprise analysis. As such, specific techniques of enterprise analysis provide the basis to gather the both the general level of organization definition and successive levels of detail that are matched with the overview. Methods and tools have evolved recently that point to best practices in enterprise analysis. These accepted methods and tools are being introduced into businesses toady.

Duration: 4 days

A Hands On Approach

Description:

Scorecard approaches have received considerable attention as a means to assess both operational and strategic performance of an organization. The balanced scorecard approach has had very good reception and success in assisting management with a way to improve the value to shareholders through an organized view of measures in the enterprise. Further, the approach connects in a logical manner to the strategic needs and direction of the enterprise. Understanding strategic impact is a key to the successful use of scorecards.

This course includes some background on various scorecard approaches used in the past and present. The balanced scorecard approach is covered in considerable detail as the current scorecarding technique to gain widespread use and global success. Finally, the economy is changing in many ways and the balanced scorecard approach must change with it to be relevant. This course also introduces the attendee to the potential changes that may happen in the very near future.

The key difference in this course and others on balanced scorecard is that there are sample workshop type implementations using Excel and other tools to indicate the issues in the use and automation of scorecard capabilities and constructing simple scorecard dashboards.

Duration: 4 days

Strategic Enterprise Management

Description:

Strategy Today, mapping the future for your enterprise has more options than ever. The interest in better disciplines of management and their related quantitative and descriptive analysis methods gives management a wide variety of tools for achieving peak performance. Gathering these disciplines and methods together through the concept of strategic enterprise management, abbreviated SEM, provides the framework for dealing with the turmoil of how to manage, what to manage and what to focus on in the enterprise to get results.

Implementing Knowledge Management Systems

Description:

This course provides participants the basic tools necessary to assess, plan and implement a knowledge management capability in an enterprise. The techniques described in the course are useful for bridging the gap between expectations and reality, providing a means to leverage existing knowledge efforts and increase value by focusing the efforts on projects with quick payback. Tools and technology considerations provide an opportunity for IT excellence in the management and delivery of knowledge to users.

Duration: 3 days

What Managers need to Know

Description:

Managers today are struggling with the ideas of knowledge management, the value of knowledge management and how to achieve effective knowledge transfer. Being able to effectively direct and manage the knowledge effort requires at least a basic understanding of the approach, concept and issues with implementing a knowledge strategy. A core idea to knowledge management at this time is the use of the learning organization to evaluate and leverage the knowledge in an enterprise.

The ideas of knowledge repository and knowledge processes need exploration as well as knowledge process outsourcing. Here the value lies as well as who can benefit from the knowledge asset is also important. With these ideas a manager can prepare an effective knowledge management plan with proper business justification of the knowledge effort and a means of tracking results.

Many managers in an organization can benefit from this course if only to give some appreciation of the value of their knowledge in their organizations and how that knowledge fits with the rest of the enterprise.

Duration: 2 days

Where is Knowledge Management Today?

Description:

Efficient and effective delivery and use of knowledge increases the range of available business solutions, uncovers hidden business strengths, represents an opportunity for value-added supplier relations and brings a working meaning to the idea of intellectual capital. Whether thinking in terms of documents, ideas, or actions, a simple and efficient method of capturing, locating, articulating, using and managing knowledge in the enterprise is needed. In simple terms, good knowledge management promotes better business performance.

There are many interpretations of knowledge management today. Some interpretations are very basic viewing knowledge management as document management with a twist and others are more general such as the intellectual capital concept. Each interpretation has some value and benefit to the business. This course presents knowledge and knowledge management in context of business need and value by relating knowledge management directly to work performed.

This course provides participants the basic tools necessary to assess and plan for a knowledge management capability in an enterprise. The techniques described in the course are useful for bridging the gap between expectations and reality, providing a means to leverage existing knowledge efforts and increase value by focusing the efforts on projects with quick payback. Tools and technology considerations provide an opportunity for IT excellence in the management and delivery of knowledge to users.

Duration: 3 days

Essential Policy & Procedure Documentation and Evaluation

Description:

Enterprise governance of any organization depends on establishing a well defined and clear set of policies and procedures ( P & P ). Whether starting from an existing set of policies and procedures or developing a completely new set, it is important to understand what makes the policies and procedures successful. Success depends on knowing what the busi-ness needs and defining a set of policies and procedures that meets that need.

This seminar presents several different perspectives and components of documenting policies, procedures and processes in the enterprise. This seminar brings together two key perspectives on policies and procedures. The first perspective is achieving an understanding of how to determine what is needed. The second key perspective is knowing how to convert the needs into an active and viable set of policies and procedures. Key techniques are used such as:

  • Policies and procedures assessments.
  • Aligning P & P with the needs.
  • Measuring the performance of P & P
  • Identifying best practices.
  • Identifying the relationship of policies, procedures and processes.

You can expect to learn the following:

  • Identify and define the basic alignment of policies and procedures with the needs of the business.
  • Assess the current situation with respect to the useful-ness and applicability of existing policies and procedures.
  • Design a policy and procedure structure.
  • Write policies and procedures.
  • Determine best practices for a policies and procedures infrastructure, formats and goals.
  • Identify and use sources of policies and procedures content.
  • Prepare plans for and manage the deployment of a policies and procedures system in part or as a whole system.

Duration: 4 days

To learn more, get a icon Essential Policies and Procedures Documentation course brochure.

Description:

Organization performance is directly related to the execution the key processes of the enterprise by front line workers. Deploying policies and procedures P & P  is critical to the proper execution of workflows and process flows by the enterprise workforce. It is not enough to document the policies and procedures. Managing them and keep-ing them updated, current, complete and relevant assures efficient and effective process perfor-mance. To do this a quality P & P system is needed.  This seminar presents several different perspectives and components of documenting policies, procedures and processes in the enterprise. The key questions in designing and deploying a P & P system are answered.

What might you expect to learn from this course:

  • Explain and use the policy and procedure life cycle.
  • Document a policy and procedure deployment plan.
  • Define the requirements for a P & P system along with the need for new ways of looking at policies and procedures.
  • Demonstrate how to integrate P & P into processes and workflows.
  • Select and recommending an appropriate tool suite for policies and procedures.
  • Decompose policies and procedures into pieces of content for use with on line P&P system and integration into workflows.
  • Extract a process from an existing procedure and reorganize the procedure into one of the newer formats.
  • Analyze and assess the impact of changes in the policies and procedures on the organization.
  • Explain and use the touchpoints of the P & P to estimate risk and difficulty in changing policies and procedures.
  • Define a structure for organizing P & P that is easy to use and meaningful to the organization.
  • Confirm that policies and procedures are being complied with by the organization.

Duration:     4 days

To learn more, get a icon Policies and Procedures course brochure.

Effective Business and Enterprise Integration

Description:

Business integration is a key task in achieving the efficiency and effectiveness to meet strategic objectives. The purpose of the integration is always to achieve an improvement in enterprise performance either current or expected. The analysis used for integration can validate current performance or identify the best approach to doing the integration. It is the expected performance of operations that presents a great opportunity. Many organizational changes such as mergers, acquisitions, consolidations, divestitures, privatizations etc. fail due to differences in operations, culture and difficulty in integrating or separating the operations. In fact sources report as many as 75% of mergers and acquisitions (as well as consolidations) fail in some manner integration difficulties with the various business components.

Business integration is the combination of the enterprise into larger parts or separation of an enterprise into smaller or separate parts. It is a change in the structure of the enterprise. The need for integration derives from the actions of the management to restructuring the enterprise as a response to business environmental pressures mostly after the actions of competitors or economic pressures. As such it is needed by all type of enterprises not just for profit businesses. Enterprise integration might involve centralization or decentralization, merger, acquisition, divestiture, privatization, consolidation and other structural changes.

Even if you are not considering a structural integration type of change in the business you often want to know if your operational expectations can be met. Also you want to know if you made an integration decision can you expect it be executed effectively and efficiently. So, if you are considering a major change such as consolidation it is important to know if the operations can support the expectations.

Whether you are a business, a government body, educational institution or other structure, the result of such an analysis as with the quantitative and financial numbers provides you with a more complete situation assessment and reduces the risk of change. In this course the techniques of integration analysis and application are explored and applied with the emphasis on operational and cultural assessment.

Duration: 4 days

Document and Content Management

Description:

Whether thinking in terms of documents, ideas, or actions, a simple and efficient method of capturing, locating, articulating, using and managing content and knowledge in the enterprise is needed. Good document and content management increases the range of available business solutions, uncovers hidden business strengths, represents an opportunity for value-added supplier relations and brings a working meaning to the idea of intellectual capital.

Knowledge is the end result of efficient and effective delivery and use of content in the enterprise. In simple terms, good knowledge management promotes better business performance. The enterprise of the future is knowledge based. Success in content management requires careful attention to the relationship of documents, their content and the knowledge that evolves from that content. All of these are parts of the intellectual property of the enterprise.

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