Understand stakeholders

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  • A clear requirement in achieving this success was establishing the fully integrated management structure and leadership for the various elements of the program. That task obviously received major attention from NASA’s top leadership, with strong emphasis on management clearly enunciated by Administrator James Webb.

    pdf201p tainhacmienphi 25-02-2013 24 5   Download

  • Nearly ten years since the first corporate blogs launched, social media dominates professional marketing conversations. The effect of social media on the marketing organization is unquestionable. Yet chief marketing officers struggle to define their role within the enterprise. They are the shortest tenured senior executive in most companies, usually lasting only 28 months.

    pdf220p taurus23 25-09-2012 32 5   Download

  • While 23% said social media did give them some ability to monitor what was being said, only 9% said that the ability to measure the frequency of discussion about the organization was a current benefit and only 18% said they were able to identify positive and negative comments. In short, many organizations’ activities seem more focused on “making noise” about their company and products, and less on understanding and participating in the conversations already going on about them on the Web.

    pdf7p mebachano 01-02-2013 22 4   Download

  • The balanced scorecard approach to performance measurement was originally developed in the private sector4. If measurement focuses on sales and profits managers can appear successful in the short term while ignoring long term development of the business, for example customer relations or staff training. The balanced scorecard approach tackles this by measuring both the ultimate outcome of the business, and aspects of the business that need to be maintained in the long term. It is balanced between financial and non-financial measures and across stakeholders....

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  • An output of one step will be the input to another. Some inputs may be sourced from outside the project. These External Inputs (e.g., Standards, Project Initiation report of another project, etc.) must be identified. The project products and external inputs will primarily determine the step dependencies. Define the dependencies, and dependency type, between the steps. Steps within a stage are not necessarily finish-start, but may be in parallel or phased. Stages may also run in parallel with one another. Do not specify dependencies at the stage level.

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  • Against this backdrop, UNEP has developed the Medium-term Strategy 2010–2013 in consultation with the UNEP Committee of Permanent Representatives, the secretariats of UNEP-administered multilateral environmental agreements and representatives of civil society and the private sector. The Medium-term Strategy sets out the next phase in the evolution of UNEP as it becomes a more effective, efficient and results-focused entity, meeting the expectations of Governments and its stakeholders in responding to global environmental challenges and opportunities. ...

    pdf384p yeutinh98 26-09-2012 30 2   Download

  • There are no right or wrong answers regarding a company’s choice of functional focus for its internal audit department. Where stakeholders choose to position the function on the Internal Audit Continuum is a direct reflection of their risk appetite and corresponding assurance needs as expressed in the mission statement. The mission statement must be tailored to the organisation and the value drivers identified in Step 1 of the framework.

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  • While many programmes in the review had the potential to integrate chronic disease prevention, few did; therefore efforts could be directed towards better integration of chronic disease prevention programmes to minimize duplication and optimize resources. Programmes require sustained long-term resources to facilitate comprehensive evaluation that will ascertain if long-term impact such as sustained normal weight is maintained.

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