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Lauren Davis, a sought-after author, speaker and evangelist of Continuous Performance Improvement is the Lead Consultant at pmNERDS supporting the CPI course, and deployment of CPI Initiatives. She travels around the World facilitating CPI Initiatives and research into better Integrated PM practices.  As Lead consultant Lauren has worked on hundreds of process improvement projects in the Marketing, and IT industries and has focused on methods of process training, skills coaching, and performance mentoring. She is a certified Workfront Consultant. Her professional interests lie in the support and development of emerging markets, international projects, globally distributed development and manufacturing, competency development, and capacity planning.

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Balancing Short-Termism with Systems Thinking: The Enterprise

Balancing Short-Termism with Systems Thinking: The Enterprise

“If there is mounting pressure to deliver short-term results at the enterprise level, then the first step in resisting the pressures of short-termism is to correctly identify their source, but what is the root cause of short-termism at the enterprise level?”

Short-termism in big business is still under debate for some people. One of these naysayers would inevitably point out that if there was really an issue then there should have been a downturn in corporate profits over the last fifty years. We’ve been doing okay, there has been a suspicious lack of such a trend, but it is also self-evident that indigenous innovation has been dropping since the 1970s. Corporations aren’t coming up with as many truly new ideas. We aren’t solving the big problems. That’s perhaps why we are still driving on non-renewable resources and all our cellphones, movies, computers, and clothes seem to be the same. So, the symptom of short-termism is not a change in profits, but the level of innovation and growth in corporations.

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What is Necessary to Satisfy Client’s Need for the Project?

What is Necessary to Satisfy Client’s Need for the Project?

“If a project planner must at least satisfy the client’s needs for a project to be successful, then the planner needs to know what’s necessary, but how do we determine the client’s wants over their needs in a project?”

As we all know, what a customer wants and needs are often two very different things. It is nothing less of an art form in many different professions to be able to discern what is more important, or in the very least, pick a side in Marshall Field’s motto “the customer is always right.”

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Balancing Short-Termism with Systems Thinking

Balancing Short-Termism with Systems Thinking

“If modern economics pressures are demanding short-term results, then there is little to no time to focus on long-term growth, but how do you resist succumbing to false short-sighted solutions?”

The great wall of china took roughly 2,000 years to build. Today, it is absurd for a lot of organizations to prioritize long-term innovation or human capital investment over their quarterly earnings. And let’s face it, we will never get back to that 2,000-year mark when it comes to investments and planning, because modern economic pressures are continuously mounting to deliver more and more short-term results. It seems almost impossible to meet those short-term demands as well as achieve long-term growth, but by giving into purely the short-term, and therefore, pushing for a shorter and shorter planning phase, are we metaphorically shooting our own foot?

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Building a Healthy and Thriving Organization

Building a Healthy and Thriving Organization

“If an organization is a system like the human body, then it too needs routine checkups, but what symptoms denote an unhealthy or toxic system?”

An organization is a system of moving parts like the human body, and like the human body, sometimes an organization becomes unhealthy, and is therefore, in desperate need of a checkup. Performance improvement strategies are synonymous with providing organizations with this required checkup. At pmNERDS, we enjoy a good checkup, there is a flow and pattern to the actions, after doing for a while we start to perceive the issue before we have the proof. Performance reviews of organizations provide clarity, and over time it is clear, communication is a common point of tension in unhealthy organizations. No matter the situation, people want to have a purpose and need to be appreciated.

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A Capacity Planner: How Many Can You Lift?

A Capacity Planner: How Many Can You Lift?

“If I am a capacity planner, then I am always looking for optimal functionality, but really, what do I do?”

 

Who is a capacity planner? A capacity planner gathers performance data and measures the output to determine optimal fit within the production scheduling. A person in this position is normally at the business unit level, but there are enterprise level capacity planners that look at the whole organization, such as Resource Forecasters or Resource Estimators. A business unit capacity planner may be called a Performance Manager or a Performance Engineer among other titles, but who are they really? Every job is more than just a title.

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