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Asset Sharing Within the Center of Excellence

Asset Sharing Within the 
Center of Excellence

Many community organizations focus on the needs or deficits of the community. Every community, including the Center of Excellence, has needs and deficits that ought to be attended to.

To draw upon the Center of Excellence assets, you first must find out what they are. Members should focus on identifying the community assets and resources they value. Afterwards, they need to understand how the assets can be harnessed to meet community needs, and to strengthen the community as a whole.

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BALANCING PROCESS WITH DELAY

BALANCING PROCESS WITH DELAY

“If I use systems thinking, then more and more of management problems can be addressed based on behavior pattern recognition, but I need to recognize the patterns, and know the proper methods of addressing the issues.”

One tool we use to help understand the Integrated PM system behavior, are these standard models, or structural archetypes of the Integrated PM System. They capture and help explain system behaviors, based on project structures, and not individuals. When a project demonstrates typical behavior, illustrated by these models, we first look for these conditions, and if found, address the known underlying cause.

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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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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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Benchmarking Overview

Benchmarking Overview

"If I use measures, metrics, and benchmarking in our improvement initiatives, then we will improve much quicker, and with less cost, but benchmarking needs to become a core capability of our team."

No single benchmarking process has been universally adopted. The wide appeal and acceptance of benchmarking has led to the emergence of a variety of benchmarking methodologies. However, with regard to project management, benchmarking activities usually are easier to implement and accept because you have something to point at- it has a tangible characteristic to it.

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