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LU NYU SCPS 10-22-2005. Liis Underwood 2 10/21/2005 AGENDA Redefining Redefining CPM – Critical Path Method CPM – Critical Path Method Alliances Alliances.

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Presentation on theme: "LU NYU SCPS 10-22-2005. Liis Underwood 2 10/21/2005 AGENDA Redefining Redefining CPM – Critical Path Method CPM – Critical Path Method Alliances Alliances."— Presentation transcript:

1 LU NYU SCPS

2 Liis Underwood 2 10/21/2005 AGENDA Redefining Redefining CPM – Critical Path Method CPM – Critical Path Method Alliances Alliances Time Management Time Management

3 ASSIGNMENT 1 REDEFINING

4 Liis Underwood 4 10/21/2005 COMPANY OVERVIEW Global leader in the processing of human musculoskeletal tissue for surgery Global leader in the processing of human musculoskeletal tissue for surgery Leading developer of tissue-based products for surgery Leading developer of tissue-based products for surgery

5 Liis Underwood 5 10/21/2005 WHY I CHOSE THE PROJECT Change in executive management Change in executive management Stock price dropping Stock price dropping Disgruntled employees Disgruntled employees Poor work environment Poor work environment

6 Liis Underwood 6 10/21/2005 OBJECTIVE Motivate employees Motivate employees Inject them with pride for the company and its products Inject them with pride for the company and its products Have employees identify themselves with the company Have employees identify themselves with the company Increase productivity Increase productivity

7 Liis Underwood 7 10/21/2005 SOC S1 S1 – State the Problem S1 – State the Problem Morale is very low among the employees. Morale is very low among the employees. Present Present Problem Problem Truth Truth In line with guiding principles In line with guiding principles Problem Problem

8 Liis Underwood 8 10/21/2005 SOC S2 S2 – ‘Should’ SOC S2 – ‘Should’ SOC All our employees should support the growth of the company All our employees should support the growth of the company Too general Too general Positive opposite Positive opposite Ultimate form Ultimate form Not possible to measure Not possible to measure

9 Liis Underwood 9 10/21/2005 SOC S3 S3 – ‘What Would It Take’ SOC S3 – ‘What Would It Take’ SOC What would it take to increase the employees’ participation rate in the company’s employee stock purchase plan by 50% in 1 year? What would it take to increase the employees’ participation rate in the company’s employee stock purchase plan by 50% in 1 year?

10 Liis Underwood 10 10/21/2005 NEXT STEPS Introduce Online University for internal training Introduce Online University for internal training Increases the awareness of the company & products Increases the awareness of the company & products Quarterly all-employee meetings Quarterly all-employee meetings Progress review Progress review Plans Plans Introduction of mgmt team Introduction of mgmt team Coffee with CEO Coffee with CEO Confidential meetings for small groups of randomly selected employees to share their issues, no HR Confidential meetings for small groups of randomly selected employees to share their issues, no HR

11 CPM – Critical Path Method ASSIGNMENT 2

12 Liis Underwood 12 10/21/2005 WHY I CHOSE THE PROJECT Responsibility A Responsibility A Create online training website for sales force and employees Create online training website for sales force and employees Responsibility B Responsibility B Create an intranet for the same target group for convenient access to resource materials Create an intranet for the same target group for convenient access to resource materials Current Situation – Phase I Launch Current Situation – Phase I Launch SOC – “What would it take to create and launch Phase II within half the time (4 months)?” SOC – “What would it take to create and launch Phase II within half the time (4 months)?”

13 Liis Underwood 13 10/21/2005 CPT CHART Course Content Creation Cost Estimates HTML Course Creation by Partner Company Test Creation Regulatory Review Wireframe Creation Course Eval Creation Providing Support Materials Legal Review Launch Live Validation Internal Validation Wireframe Approval

14 Liis Underwood 14 10/21/2005 CPM CHART Course Content Creation S=0 W F=2 W Cost Estimates S=2 F=3 HTML Course Creation by Partner Company S=5 F=9 Test Creation S=5 F=6 Regulatory Review S=2 F=4 Wireframe Creation S=3 F=4 Course Eval Creation S=5 F=6 Providing Support Materials S=5 F=8 Legal Review S=2 F=3 Launch S=10 F=11 Live Validation S=9 F=10 Internal Validation S=7 F=10 Wireframe Approval S=4 F=5 Duration = 11 Weeks

15 Liis Underwood 15 10/21/2005 LESSONS LEARNED Move Regulatory and Legal review to the beginning of the process Move Regulatory and Legal review to the beginning of the process Adhere to a strict time schedule Adhere to a strict time schedule Communicate schedule in advance to the team Communicate schedule in advance to the team Phase II Phase II Nov 05 – Feb 06 Nov 05 – Feb 06 Holidays Holidays Phase III Phase III Mar – May 06 Mar – May 06

16 ALLIANCES ASSIGNMENT 3

17 Liis Underwood 17 10/21/2005 WHY I CHOSE THE PROJECT To establish a company where employees: To establish a company where employees: “Live the brand” “Live the brand” Trust the leader Trust the leader Have a positive work environment Have a positive work environment Give 100% - higher productivity Give 100% - higher productivity

18 Liis Underwood 18 10/21/2005 TYPE OF ALLIANCE ALLIANCE WITH EMPLOYEES ALLIANCE WITH EMPLOYEES For the Employee – Joint Venture For the Employee – Joint Venture Long term Long term High resources High resources For the Company – Project Joint Venture For the Company – Project Joint Venture Short term Short term Medium resources Medium resources

19 Liis Underwood 19 10/21/2005 Goes on to establish critical mass within his cell group Positive spokesperson 5-step process of building trust PROCESS Turning negative employees into Allies Turning negative employees into Allies Show respect Show respect Show humility Show humility Give responsibility Give responsibility Advise Advise Reward Reward Negative employee

20 TIME MANAGEMENT ASSIGNMENT 4

21 Liis Underwood 21 10/21/2005 WHY I CHOSE THE PROJECT Small company, playing several roles simultaneously, marketing staff shortage Small company, playing several roles simultaneously, marketing staff shortage Several high priority projects need to be tackled asap Several high priority projects need to be tackled asap A lot of other lesser value items need to be taken care of as well A lot of other lesser value items need to be taken care of as well Bottom line - Bottom line - 24 h in a day 24 h in a day I am human I am human

22 Liis Underwood 22 10/21/2005 EVALUATING PROJECTS Projects Time (Max Hrs) Impact On Firm (1-100) ROI $ (Min) Money Invested (Max $) Priority Selected OU Phase II44095<$250K$75K Spine Coding4090$75K$20K On Target860$25K$0.5K Comp. Cards8090$50K$2K

23 Liis Underwood 23 10/21/2005 EVALUATING PROJECTS Projects Time (Max Hrs) Impact On Firm (1-100) ROI $ (Min) Money Invested (Max $) Priority Selected OU Phase II44095<$250K$75K4 Spine Coding Spine Coding4090$75K$20K1 On Target860$25K$0.5K3 Comp. Cards8090$50K$2K2

24 Liis Underwood 24 10/21/2005 PRIORITIES Spine Coding 2 weeks Competitive Cards 4 weeks OT 0.5 w OTI Univ Phase 2 3 months

25 THANK YOU!


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