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Program Management Report (IPMR)

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Jared Hines

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Q: What provides essential project data including objective performance status cost impact of known problems identification of emerging problems possible sources of problems and schedule deviations from?
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How do you xxplain the concept of Performance Appraisal?

Performance appraisal is a method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behaviour and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement.Performance appraisal could be taken either for evaluating the performance of employees or for developing them. The evaluation is of two types: telling the employee where he stands and using the data for personal decisions concerning pay, promotions etc.Appraisal of employees serves several useful purposes:1) Compensation decisions: It can serve as a basis for pay raises. Managers need performance appraisal to identify employees who are performing at or above expected levels. This approach to compensation is at the heart of the idea that raises should be given for merit rather than for seniority. Under merit systems, employee receives raises based on performance.2) Promotion decisions: It can serve as a useful basis for job change or promotion. When merit is the basis for reward, the person doing the best job receives the promotion. If relevant work aspects are measured properly, it helps in minimizing feelings of frustration of those who are not promoted.3) Training and development programs: It can serve as a guide for formulating a suitable training and development program. Performance appraisal can inform employees about their progress and tell them what skills they need to develop to become eligible for pay raises or promotions or both.4) Feedback: Performance appraisal enables the employee to know how well he is doing on the job. It tells him what he can do to improve his present performance and go up the 'organizational ladder'.5) Personal development: Performance appraisal can help reveal the cause of good and poor employee performance. Through discussion with individual employees, a line manager can find out why they perform as they do and what steps can be initiated to improve their performance.


What are the objectives of ITIL service portfolio management?

The objectives of SPM are: • To develop and maintain a Service Portfolio that provides a complete picture of all services including their status • To establish conditions and requirements for inclusion of new services in the Service Portfolio • To ensure a Service Catalogue is developed and managed as part of the Portfolio, • Agree on the rules for transferring services to the Service Catalogue as they move into Transition and out of the Catalogue and as they move into retirement • To ensure that the Service Portfolio meets the functional and performance requirements of its users and that its performance, availability and security meet agreed requirements • To ensure that management reports are produced in line with agreed reporting requirements.


How many type of organization?

There are at least 11 subcategories of organizations including business entities and communities. Also, there are 81 types of organizations including professional associations and institutions.


Performance appraisal is not merely for appraisal but is for accomplishment and improvement of performance?

The comment or question is actually a bit repetitive because appraisal is about discussing accomplishments and areas of improvement. Often times the appraisal process is viewed by the appraisee as a negative or critical-only situation. This happens because the appraiser is ineffective or incompetent in the delivery process for various reasons including poor mentoring, poor judgement, personal beliefs, lack of adequate skill base in delivering appraisals, and potential personal dislike of the employee. The intent of the appraisal should be three-fold - 1) Praise the employee - let them know in what areas they are meeting or exceeding expectations of the job; 2) communicate areas of opportunity for the employee, i.e. areas they need to improve or where they aren't meeting expectations as compared to goals set and/or their job description; and 3) with the employee's input, set goals to for the employee to accomplish between now and the next appraisal. Absolutely nothing should be a surprise to the employee during the appraisal. The appraisal is NOT the time to bring up some new areas of opportunity for the employee. The employee should be made well aware of their opportunities throughout the course of the, i.e. year. The appraisal should be about 70% celebration of accomplishments and strengths, 5% recapping areas of opportunities or areas for improvement, and 25% goal setting for the upcoming review. If a company doesn't institute the practice of having the employee complete a self-appraisal prior to the formal appraisal, I highly advise this as it can lead to clearer lines of open communication and ideally, affirmation that the appraiser and appraisee are on the same page. I understand this is not practical in all corporate settings and job positions.


What are the Inputs to the Risk Identification Process?

The risk management plan and the project scope baseline are obvious inputs to identifying risks. As in many other processes, the enterprise environmental factors and organizational process assets relevant to the project at hand must also be considered. The following are all the inputs that need to be considered in the risk identification process.Project scope baseline - Assumptions in the project scope statement, an element of the scope baseline, are potential sources of uncertainty, hence the risk. Constraints pose a risk by presenting predetermined factors, such as hard deadlines and fixed costs, thereby posing questions such as, "What is the probability that we can meet this constraint with the available resources?"The WBS, another component of the scope baseline, can be used to recognize risks at different levels of the WBS hierarchy.Management plans - In the process of identifying risks, you need to look at the cost management plan, schedule management plan, risk management plan, and quality management plan. The approach that any of these plans takes may pose some risks of its own or may enhance some other risks. The key items from the risk management plan useful for risk identification are risk categories, roles and responsibilities, and the budget and timing available for the risk management activities.Cost and duration estimates - Estimates such as activity cost estimates and activity duration estimates by definition have a degree of uncertainty built into them. They should be looked at carefully to identify the potential risks hiding behind this uncertainty.Stakeholder register - If you look at the stakeholder register, you might find some stakeholders who can give useful input to identifying risks.Enterprise environmental factors - The environmental factors internal or external to the performing organization that can influence the project must be considered in the risk identification process. This might include academic and industry studies, published information, benchmarking, and commercial databases.Organizational process assets - This might include information from previous projects including lessons learned, process controls, and risk-related templates.

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