4. 4
Projects are organizations temporary structures that created for delivering outputs
The main role of Project management is to ensure that all the projects are successfully delivered
Water Fall management where the requirements & changes are static, The work is more important than
delivery of service
Agile management where the requirements & changes are dynamic, The speed of delivery is more
important than precise requirements of service
There are different approaches to the way in which projects are delivered, The waterfall and Agile methods
being the most common
5. 5
For a successful project management, the organization capacity & capability should be considered, depends on
the behavior of people both within the project team and the wider organization
The balance should be maintained between business and project management that can potentially impact on a
lot of areas including resources, service levels, customer relationships & productivity.
Every organization needs to give importance to project management in equal to its business operations like
managing business effectively and efficiently, continually improve its products and services
7. 7
Relationship management aims to build & enhance strategic connection with stakeholders through involving
identification, analysis, monitoring & ongoing improvement, This will help the companies to develop links
between the organization and its stakeholders at strategic and tactical levels.
Stakeholder's needs can be understood & the products and services are prioritized by this their Satisfaction will
be at high & a constructive relationship between the organization and stakeholders is maintained.
Effective implementation of customer latest priorities & requirements for products and services can be done
efficiently by this practice
Any complaints & issues, escalations are handled well through a sympathetic process & conflicting
requirements are mediated immediately.
Organizations make sure that they maintain & understand the relations with stakeholder’s group both internal
and external so that it can contribute all service value chain activities.
9. 9
Unlike traditional definition of risk in management it’s defined alternatively as Opportunity so, failure tot
take opportunities can be a risk.
The purpose of this practice is to ensure that the organization understand & effectively handles risks, this is
essential for sustainability and creating value for both organization and customers.
Decisions about risk need to be balanced so that the potential benefits are worth more than the cost to address
risk.
For effective risk management the risk should be Identified, Assessed, Treated.
Principles of risk management practice are
1) Risk is a part of business
2) Risk management must be consistent across the organization
3) Risk management culture & behavior are important.
ISO 31000: 2018 Risk management guidelines.
11. 11
This practice supports the organization strategies & plans for service management by ensuring that the
financial resources & investments are being used efficiently.
It provides support to the management in decision making and allocating financial resources efficient.
Service financial management (SFS) should be aligned with organization policies & practices for portfolio
management, project management & relationship management.
It also responsible for managing the budgeting, costing, accounting and charging the services for activities of
organization acting as both service provider and consumer
In this digital era of technology financial management had undergone a lot of changes and innovation, the
outcomes are Digital technologies(cloud, big data, analytics, and artificial intelligence), Blockchain(crypto
currencies, decentralized transactions & ledgers) & IT budgets and payment models.
13. The process of formulating, implementing and overseeing an organization’s strategic
plans and initiatives to achieve it’s long-term objectives and mission.
Purpose of strategy management:
Formulate organizational goals.
Allocate resources and actions to achieve those goals.
Starting point:
Understand the organization’s context.
Translate strategy into action plans.
Strategy management:
14. Objectives of strategy management:
Analyse the environment for opportunities.
Identify and address constaints.
Define vision, mission and principles.
Implement and manage strategy changes.
15. Responsibility
Evolution of strategy
Value creation
High performance strategy
Contribution to service value chain
17. SUPPLIER MANAGEMENT:
A structured program to manage suppliers and improve their impact on the
buyer’s business.
Purpose:
Suppliers and their performances are managed effectively.
Create collaborative relationships to unlock new value and reduce risks.
Central activities:
Maintain a supplier strategy, policy and contract management information.
18. Sourcing strategies and relationships:
Different types of suppliers relationship, including insourcing, outsourcing,
single source or partnership and multi-sourcing
Evaluation and selection of suppliers:
Suppliers should be evaluated based on importance impact, risk
and cost.
Activities:
Supplier and contract negotiation.
Supplier and contract management
Performance management
20. WORKFORCE AND TALENT MANAGEMENT
Workforce management concentrates on human resources delivering
services.
Talent management ensures you have the right people with right skills.
Impact on organizational velocity:
Reduces backlogs, improves quality and closes knowledge and skills gaps
contributing to organizational speed and efficiency.
21. People strategy:
Addressing emerging technologies and leadership capabilities required for
future growth.
Responsibility:
Workforce and talent management is the responsibility of leaders and managers at
all levels within the organization.
