Maximizing value propositions to increase project success rates. (2014)

• Record Type: Book
• Further Information: Note: H. James Harrington, Brett Trusko.
• Authors: Harrington, H. J (H. James); Trusko, Brett
• Contents: Importance of Value Propositions; Introduction; Definitions; Summary; ; The Opportunity Center: A New Approach to Capture Ideas and Concepts; Introduction; How Does the Suggestion Program Work?; Japanese Suggestion Activities; Why Is the Japanese Suggestion System So Much More Effective than the American System?; Role of the Opportunity Center; Typical Objectives of the Opportunity Center; Knowledge Management as Part of the Opportunity Center; Reinforcing the Opportunity Environment; Summary; ; The Value Proposition; Introduction; Four-Stage Approach; Three Levels of Improvement; Three Performance Issues; Summary; ; Stage I—Identifying New or Revised Product or Improvement Proposals; Introduction; Stage I. Activity 1—Conduct a Benchmarking Process Study; Input A. Processes/Products/Services Targeted for Benchmarking; Planning for Benchmarking and Secondary Research; Consulting Internal Sources; Conducting Secondary Research; Benchmarking Resources; Surveying Secondary Resources; Use Available Benchmarking Resources; Evaluate the Quality of Information Obtained and Modify the Search; Identifying Benchmarking Partners; Benchmarking Arrangement; Refine Benchmarking Data Collection Plan; Pretest the Data Collection Plan; Refine the Benchmarking Data Collection Plan; Obtaining Sign-Off on the Benchmarking Data; Collection Plan; Collect Benchmarking Data; Identify Performance Issue Best Practices; Conduct a Formal Review of Benchmarks and Leading Practices; Stage I. Activity 2—Performing the Gap Analysis; Stage I. Activity 3—Is There Sufficient Gap to Take Action?; Focus on Performance Gaps and Their Causes and Benchmarking Reports; Prepare a Research Paper Related to a New or Modified Product; Communicate the Organization’s Actual Position and Performance to the Executive Team; Business Process Redesign; Conduct Formal Review of Performance Gap Analysis—Is This Viable?; Stage I. Activity 4—No Action Is Required if There Are No, or Very Minimal, Gaps; Stage I Comment; Input B. Research Projects Previously Identified; Stage I. Activity 5—Prepare Research Paper Related to New/Modified Product; Stage I. Activity 6—Conduct Market Analysis Study; Stage I. Activity 7—Is This a Viable Product?; Stage I. Activity 8—If It Is Not a Viable Product, Terminate the Study; Input C. Random Ideas/Concepts Generated Inside or Outside the Organization; Stage I. Activity 9—Document Idea or Concept Change Proposals; Summary; ; Stage II—Opportunity Analysis; Introduction; Stage II. Activity 10—Collect New or Revised Product/Service or Improvement Proposals; Stage II. Activity 11—Does the Proposal Meet the Ground Rules to Prepare a Value Proposition?; Stage II. Activity 12—If the Answer Is No, Then Take Appropriate Action; Stage II. Activity 13—Assign a VPP Team and Familiarize It with the Proposed Project Management Documents; Stage II. Activity 14—Collect Required Data; What Are the Benefits of Implementing the Opportunity?; What Are the Possible Adverse Effects If the Change Occurs?; How Will the Change Affect the Overall Business and Is the Business Prepared to Accept Those Changes?; Evaluate the Opportunity; Gathering the Opportunity Analysis Information; Summary Stage III—Preparing the Value Proposition; Stage III. Activity 15—Prepare the Value Proposition Document; Executive Overview List of the Key People Associated with the Value; Proposition; Financial Calculations; Details Related to Other Value-Added Results; List of Risks and Exposures; List of Assumptions; Other Solutions That Were Considered; Implementation Plan; Three-Year Impact If Proposed Change Is Not Approved; Net Value Added; Detailed Recommendations; References; Review of the Value Proposition Document; Proposed Process Modification Value Proposition Example; Example of New Product Value Proposition; Summary; ; Stage IV—Value Proposition Presentation; Introduction; Stage IV. Activity 16—Present Value Proposition to Management; Assemble Value Proposition; Review Value Proposition; Obtain Management Direction Related to the Value Proposition; Publish the Value Proposition; Stage IV. Activity 17—Management Review Outcome; Stage IV. Activity 18—Hold for Business Case to Be Prepared; Stage IV. Activity 19—Rejected/Activity Dropped; Stage IV. Activity 20—Implement Using Current Resources; Assess Stage Results; Reconcile with Organization’s Knowledge Base; Summary
• Edition: 1st
• Publisher Details: New York : Productivity Press
• Publication Date: 2014
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 658.4013; Quality control; Production management -- Quality control; Organizational change
• Languages: English
• ISBNs: 9781466570764
• Related ISBNs: 9781466570757
• Notes: Note: Includes bibliographical references and index.; Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.