December 2016: Are you accountable or responsible? We know about the responsibility assignment matrix, which in its most common form defines the Responsible, Accountable, Consulted, and Informed roles within any activity, while 'R' and 'A' are sometimes confused. Responsible is the person or group in charge of performing the activity or getting it done, either by themselves or through subordinates, e.g. technician or team leader. Accountable is the person or group who are to be held accountable for the end result, regardless of whether they are involved in performing the activity or not, e.g. a department manager. One can be accountable and responsible at the same time for some activity. And for any activity, there need to be only one designated accountable role, and at least one responsible.
November 2016: What is the difference between capability and ability? At the personal level, as well as at organizational level, when describing an entity as being "able" has a different connotation than being "capable". One can be capable of doing something in terms of his skills and qualities, but not able to do it because of not having what it takes, the enablers. Capability should not be defined as an ability, capabilities are qualities, while abilities are powers. Ability includes capability, that's capabilities + enablers = abilities. For example, an entity can be possessing knowledge and expertise (capabilities) but doesn't have the resources and systems (enablers) to be able to use that knowledge and expertise in operational activities (abilities) to get outcomes.
October 2016: How to evaluate benefits of a project? Cost-benefit analysis is on the key techniques widely used for weighing the potential of a certain initiative under consideration for evaluation and selection purposes, as well as in making the business case of a project. While costs are more straightforward and usually clear and tangible, benefits are a bit more tricky. Not all benefits are direct financial revenue, benefits can be in the form of cost savings, increased productivity, or intangible benefits like morale or image. The main issue with quantifying benefits is that it's mostly subjective, and values are estimates that have some confidence/uncertainty ratio. Valuation and scoring models and defined criteria will make the process more realistic.
September 2016: What is the difference between Business Case and Business Plan? In addition to the naming similarity, there is also relationship in the meaning and use of each of the two documents. A business case is a decision making support tool, to prove the 'case' of a proposal, project, idea, or any kind of initiative, showing why it is worth pursuing. As such, the contents of a business case are the explanation of the proposed subject, market study clarifying the need and potential, financial feasibility, and risks expected and any alternative possible solutions. While the business case is used before the initiative is approved, the business plan is planning for execution, including how the initiative organization is structured, funding sources, action plans, etc.
August 2016: When to say "audit" and when to say "assessment"? It's one of those cases where some professional terms sound like synonyms and confusing regarding what's meant by each. Audit is usually used when referring to formal compliance check based on defined standards, performed for purposes like certification or regulations enforcement, examples are ISO certification audits and financial audits. On the other hand, assessment refers to more general purpose checks and reviews for any specific desired targets, with the objective of improvement measured by some metrics. Assessments are also guided by standard guidelines, but not with the formal compliance view as in audits, examples are maturity assessment for improvement.
July 2016: What is an "excellent" organization? There have been several attempts to put a definition of what can be considered an excellent organization. Is there an absolute definition or is it relevant to the individual case of each organization? How can it be gauged, by financial achievement, by customer feedback, by market share and business size, or how? There are some common characteristics that are agreed upon to be describing an excellent organization: it has a clear and complete vision, a defined and communicated strategy to achieve that vision, measurements and metrics associated with its strategic goals for continual benchmarking, customer-focused, and it is continually improving. Excellent organizations can be of any size, industry, or age.
Page:
‹ First < 17 18 19 20 21 > Last ›
[Archive: 2012 - 2015 | 2016 - 2019 | 2020 - 2023]