Project Lifecycle Diagram

more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

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Pengurusan Projek Bersaiz Kecil dan Sederhana

Terdapat banyak teknik dan instrumen bagi menguruskan projek tetapi kebanyakkannya mengarah kepada pengurusan bagi mega projek, hari ini terdapat banyak projek-projek kecil yang diuruskan oleh projek manager yang tidak perlu menggunakan instrumen dan teknik yang telalu terperinci. Apabila kita menguruskan projek yang kecil kita tidak memerlukan 'formaliti' dan birokrasi yang banyak. Saya senaraikan sepuluh (10) kaedah langkah penting bagi menguruskan projek yang bersaiz sederhana dan kecil.
1. Berkomunikasi dengan semua 'Stakeholder' or 'Players'
2. Mendifinasikan skop dengan jelas
3. Menyenaraikan semua keperluan projek
4. Membina dan menyenaraikan senarai tugas
5. Memperuntukkan sumber (resources)
6. Menjadualkan jadual kerja
7. Menyelia status tugasan (task status)
8. Mengambil langkah memperbetulkan keadaan (corrective actions)
9. Memberikan status update tentang projek
10. Menutup projek apabila telah siap

Dengan mengikuti 10 langkah diatas sesuatu projek akan dapat disiapkan dengan masa dan kos yang diperuntukkan. Selain dari 10 langkah diatas skil pengurusan juda di perlukan didalam menguruskan tiga perkara utama yang menyumbank kepada kejayaan sesuatu projek iaitu:
1. menguruskan skop
2. menguruskan team
3. menguruskan risiko dan perubahan (change)


-MZA-

more training at:
http://xpress.thedreamsoft.com
http://www.thedreamsoft.com
contact no : 1700 808 809 untuk maklumat dan latihan

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68 Traffic Generation Techniques

Traffic is the key to success of any blog and blogger. It is the measure of success of a blog. One of the greatest advices that I usually give to other bloggers is- "Be involved in building traffic first. Everything else come along with traffic."

No matter what your objectives as a blogger are, you have to think in terms of traffic and visitors. In today's post I will tell you 68 traffic generation techniques that I learned while blogging.Here is the list-

1. Do a solid keyword research before writing your posts.
2. Use your primary keyword in title
3. Use your secondary keywords in subtitles.
4. Use all your keywords throughout your content.
5. Build links for each of your posts with your keywords in anchor text.
6. Build some more links.
7. Write articles in other people's Ezines.
8. Write and submit articles in top article directories.
9. Build a very useful lens at Squidoo.com
10. Build a useful hub at hubpages.com
11. Submit your blog in top web directories like Dmoz and Yahoo directory.
12. Write useful and unique content.
13. Write some more.
14. Write list type posts.
15. Write about Obama.
16. Tag your posts.
17. Be first to mention an update or an interesting news.
18. Even better. Be first and best to write about an update or an interesting news.
19. Write controversial but well backed posts.
20. Run contests on your blog.
21. Request other bloggers to announce your contest.
22. Be active on StumbleUpon
23. Submit your own top posts to StumbleUpon
24. Exchange stumbles with other fellow stumblers
25. Submit your pages in Digg and Reddit
26. Start Twittering at Twitter.com
27. Twitter more.
28. Answer questions in Yahoo answers with a link back to your related posts.
29. Answer questions in Help.com with a link back to your related posts.
30. Answer questions in Wiki.answers.com with a link back to your related posts.
31. Leave some useful and unique comments on other blogs of your niche.
32. Make your comments attention grabbing stuff.
33. Make use of trackbacks.
34. Be a guest-poster in a bigger blog of your niche.
35. Do some more guest posting.
36. Network with other fellow bloggers.
37. Announce your new blogs from your existing related blog.
38. Exchange posts with like minded fellow bloggers.
39. Be active in well trafficked forums in your niche.
40. Leave your link in signature in forums.
41. Be helpful and ask questions in forum.
42. Write unique articles in forums.
43. Give a viral ebook for free with free give away rights.
44. Place a "tell a friend" script at the bottom of your posts.
45. Give away free ebooks to some one who uses "tell a friend" script.
46. Be active in google groups. Ask questions and answer questions.
47. Be active in Yahoo groups
48. Be active in MSN groups.
49. Make some useful microblogs and funnel traffic to your main blog from micro blogs.
50. Make friends at BlogCatalog.
51. Join some groups at BlogCatalog and be active there.
52. Make friends at Mybloglog.
53. Tell other bloggers about a top post or great post you have written.
54. Research and make free reports .
55. Distribute those reports for free and mail it to fellow bloggers.
56. Upload some interesting photographs in flickr with link back to your blog in description.
57. Make some interesting videos and upload them on Youtube.
58. Upload those videos to Google videos and Metacafe as well.
59. Ask your readers to bookmark your posts (No ask no gain.)
60. Make wordpress templates.
61. Make use of press releases to announce your blog or contests or anything else worth aqnnouncing.
62. Build lists using Aweber.
63. Giveaway free ebooks to those who subscribes to your newsletter.
64. Interview fellow top bloggers in your niche.
65. Create viral softwares and tool.
66. Take part in webinars.
67. Write post about what you learned in a webinar.
68. Network through Myspace.

regards

-MZA-

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Pengurusan Projek Berkualiti PBT-Kedah 29 Mei 2009

Majlis penutup bagi 'Bengkel Pengurusan Projek Berkualiti Siri 1/2009' di akhiri dengan beberapa resolusi dan Siri 2/2009 yang akan mengenengahkan tentang topik-topik yang lebih mendalam didalam aspek menguruskan projek yang berkualiti

Findings & Resolutions

• Masalah yang selalu wujud didalam pembangunan projek di PBT
• tidak ada 'Term or References' atau 'Term of References' yang tidak jelas
• tidak membuat 'feasibilty study' sebelum sesuatu projek dijalankan
• tidak membuat 'stakeholder analysis'
• tidak membuat 'After Action Review' sebelum projek baru dijalankan
• 'project scope' terlalu 'general' hingga menyebabkan 'scope creep'
• 'projek wahyu' menyebabkan tiada 'stakeholder analysis'

Penyelesaian

• Satu 'Standard' bagi cara kerja menguruskan projek harus dibuat dan dijadikan sebagai 'guideline'.
• peserta yang sama diberi keutamaan bagi menghadiri siri 'Bengkel Pengurusan Projek Berkualiti Siri 2/2009, kerana kursus ini dijalankan secara berperingkat dan berkesinambungan.
• Beberapa projek yang dianggap berjaya haruslah dikongsikan oleh semua PBT bagi dijadikan contoh sebagai 'project success'.
• laman 'blog' http://trainingandcoaching.blogspot.com akan dijadikan sebagai laman pengantara 'sementara waktu' diantara peserta kursus dan 'trainer' bagi tujuan perhubungan, update projek, bantuan khidmat nasihat dan coaching bagi projek baru.
  

regards


MZA

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Senarai Peserta Bengkel Pengurusan Projek Berkualiti Siri 1/2009

Berikut Adalah Senarai Peserta Bagi Bengkel 'Pengurusan Projek Berkualiti' Siri 1/2009 Pada 27-29 Mei 2009 di Hotel Prescott INN, Kuala Lumpur

1. Md Nayan bin Bahari
Majlis Bandaraya Alor Star
nayan@mbas.gov.my

2. Azhan bin Ramli
Majlis Bandaraya Alor Star
azhan@mbas.gov.my

3. Hj. Mahadzir bin Hj. Karim
Majlis Perbandaran Sungai Petani
mahadzir@mpspk.gov.my

4. khairuddin bin Zainal
Majlis Perbandaran Sungai Petani
khairuddin@mpspk.gov.my

5. Ammar bin Md. Salleh
Majlis Perbandaran Sungai Petani
ammar@mpspk.gov.my

6. Fauzi bin Ahmad
Majlis Perbandaran Langkawi
fauzi_mpl6p@yahoo.com

7. Hasniyah binti Hashim
Majlis Perbandaran Langkawi
hass_electrical@yahoo.com

8. Izul bin Ramli
Majlis Perbandaran Langkawi
izul575@yahoo.com

9. Farah Izah bt Abu Hassan
Majlis Perbandaran Kulim
farah_civil@yahoo.com farah@mpkk.gov.my

10. Md. Razif bin Mohamad
Majlis Perbandaran Kulim
md razif81_mpk@yahoo.com

11. Mohd Hafiz bin Shahir
Majlis Perbandaran Kulim - tiada email

12. Mohd Zaidi bin Ab. Ghani
Majlis Daerah Baling
apitt_14@yahoo.com.my

13. Mohd Shukri bin Abdullah
Majlis Daerah Kubang Pasu
madkri2004@yahoo.com

14. Zainuddin bin Zakaria
Majlis Daerah Yan
iranna_jaya@yahoo.com

15.Nor Izyanti bt Aliyas
Majlis Daerah Sik
ez_yant@yahoo.com

16.Shamsni bin Samsudin
Majlis Daerah Sik - tiada email

17.Cheravont A/L Al Boa
Majlis Daerah Pendang
ntl507@yahoo.com.my

18.Ahmad Azmani bin Idris
Majlis Daerah Pendang
azmani874@yahoo.com

19. Ghafar bin Yahya
Majlis Daerah Padang Terap -tiada email

20. Shahrul Rizal bin Ismail
Majlis Daerah Padang Terap
sri_rizz78@yahoo.com

21. Hamzah bin Yaacob
Majlis Daerah Padang Terap
mezah77@yahoo.com

22. Amir bin Hj. Din, PJK
Majlis Daerah Bandar Baharu
Rizzll_usdd@yahoo.com

Ini adalah senarai yang saya dapat dari urusetia kursus, ada diantara peserta bengkel yang tidak menyertakan email dan ada tulisan yang tidak jelas. Saya harap bagi sesiapa yang tidak menerima sebarang email atau update sila berhubung dengan saya diemail

megat@thedreamsoft.com
Hp: 019-2750031

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Pengurusan Projek Berkualiti PBT-Kedah -Bahan Presentation 29 Mei 2009

Project Scope Management Final Megat

View more OpenOffice presentations from Megat Zainurul anuar.

Bahan Kuliah Pengurusan Projek Berkualiti 29 Mei 2009

Kandungan Kursus

• project scope definition
• determining the scope
• project scope management activities
• scope change control

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Project Initiation Documents

Befor Project Charter Even Started....

Yesterday one of the participant asked me what and when is the time for the project proposal in the project management activities, is shot he is asking the right question after seeing there is no indication for proposal discussion before the implementation of the project or even before project charter started. And adding to this have you ever been part of a project where not everyone has the same view of where the project is heading? This lack of clarity can breed confusion: People start pulling in different directions, building up unrealistic expectations, and harboring unnecessary worries and fears. While it's normal as part of a project to put the detailed plans, controls and reporting mechanisms into place, how do you get everyone on the same page to start with?

The answer for both scenario are accomplished by creating a Project Initiation Document (PID) - the top-level project planning document. In it, you bring together all of the information needed to get your project started, and communicate that key information to the project's stakeholders. With a well-put-together Project Initiation Document, you can let everyone understand where the project's heading from the outset.

Your Project Initiation Document does the following:

• Defines your project and its scope.
• Justifies your project.
• Secures funding for the project, if necessary.
• Defines the roles and responsibilities of project participants.
• Gives people the information they need to be productive and effective right from the start.

By creating a PID, you'll answer the questions: What? Why? Who? How? When?

Although most project-driven organizations have their own templates for Project Initiation Documents, the information contained in those documents is often quite similar, despite variations in the terms used.Here, we work through the most common sections, and look at the information that should be covered in each.

1: What?
First is the What, this tells what the project is seeking to achieve. In it, describe the problem that the project is seeking to solve, as well as a full definition of the project.

This section will typically cover the following topics:

Background
What is the context of the project, and why is the work needed? Briefly describe the idea or problem, and discuss why this project is relevant and timely. The details will come later, so use this section to highlight briefly how this project came to be.

Project Definition

• Purpose: Why are you doing this work? Describe the desired end result of this project.
• Objectives: What specific outcomes will be achieved, and how will you measure these outcomes? Remember to limit the number of objectives for your project - four or five goals are typically enough.
• Scope: What are the boundaries for this project (for example, type of work, type of client, type of problem, geographic area covered)? List any areas excluded that you believe stakeholders might assume are included, but are not. The more specific you are, the less opportunity there is for misunderstanding at a later stage in the project.
• Deliverables: What will the project deliver as outputs? Where you can, describe deliverables as tangible items like reports, products, or services. Remember to include a date that each deliverable is expected. You'll use this information to monitor milestones.
• Constraints: What things must you take into consideration that will influence your deliverables and schedule? These are external variables that you cannot control but need to manage.
• Assumptions: What assumptions are you making at the start of the project? If necessary, schedule work to confirm these assumptions.

2: Why?
Second is the Why, this build a business case to show why your project is going ahead. Describe the effect the project will have on the business, and support this with a detailed account of the risks that should be considered.

Business Case

• Benefits: Why are you carrying out this project, and what benefits do you expect it to deliver? Include information on how these benefits will be measured.
• Options: What other courses of action were considered as this project was designed and developed?
• Cost and Timescale: Provide a breakdown of project costs and related financing.
• Cost/Benefit Analysis: How are the costs of the project balanced against the expected returns?

Risk Analysis

• Risk Identification: Identify the risks within the project, and that you'll either need to manage or accept.
• Risk Prevention: Describe what you are going to do to mitigate or manage risks.
• Risk Management: Where you can't prevent risks, what are your contingency plans for dealing with them? What actions will you take should the risk materialize?
• Risk Monitoring: What processes do you have in place to routinely assess the risks associated with your project?

3: Who?
Third is the Who, this describe how the project will be organized and managed. Identify reporting lines, and outline specific roles that will be filled. You need to be clear about staff roles so that you don't duplicate responsibilities, and so that everyone is clear about what's expected of them. If this is a long-term project, you may even consider developing job descriptions for team members.

Roles and Responsibilities

• Project Organization Chart/Structure: Create a diagram that shows the lines of authority and reporting for each project team member.
• Project Sponsor: Who has the ultimate authority and control over the project and its implementation?
• Project Manager: Who is the Project Manager, and what are his or her responsibilities?
• Project Team: Who are the key members of the project team? What are their roles and job descriptions? What are their phone numbers and email addresses? What is their original department or organization? And to whom do they report to on a daily basis?

4: How and When?
Lastly is the How and When, this provide broad information about how the project will be implemented. Outline how the project will roll out by defining timelines, resources, and management stages. This is a high-level overview that will, as the project proceeds, be supported by more detailed project planning documents.

Initial Project Plan

• Assignments: What major tasks (with milestones) will be completed during the project?
• Schedule: Provide a report of the estimated time involved for the project. You've probably already prepared a high level Gantt chart or similar schedule, so the PID simply summarizes the anticipated schedule.
• Human Resources: How many days activity will be needed to complete the project? How many support staff will be needed? Will you need to bring more people onto the project team?
• Project Control: How will progress be monitored and communicated?
• Quality Control: How will the quality of deliverables be evaluated and monitored?

Key Points
A Project Initiation Document is a guide to a project, clearly laying out the justification for a project, what its objectives will be, and how the project will be organized. This helps ensure that everyone knows what's going on right from the outset.

The amount of detail included should be sufficient for the reader to understand the basic purpose of the project and to determine, in principle, the overall feasibility of the project objectives and plan. The PID is supported by many detailed planning documents that may not be entirely completed by the time that the PID is prepared

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Pengurusan Projek Berkualiti PBT-Kedah

Project Visit
Tempat:
1. Look Tower - Hulu Langat
2. Burung Gergasi Subang Jaya (Projek Gagal di Tepi High Way)
3. Kompleks 3K di Petaling Jaya ( Kompleks, Komuniti dan Kemasyarakatan)




Case Study: Memperincikan tentang 'Project Scope' dan ' Why Project Fail'
Kajian dibuat keatas beberapa faktor utama termasuklah:
1. dari segi 'Kos Projek, Jangkamasa Projek dan Skop Projek
2. Kepentingan dan Pengaruh 'Project Stakeholder' keatas sesebuah projek.
3. Mengapa kebanyakkan projek gagal.

Hasil dari lawatan akan dibentangkan didalam kuliah pada 29 May 2009. Diantara pengamatan awal dari lawatan ada diantara peserta yang memberikan pandangan bahawa ada diantara projek yang dijalankan tidak memenuhi kehendak 'stakeholder' seperti dari pihak pengguna dan orang awam setempat. Ada juga projek yang dijalankan kerana mendapat arahan dari pihak atasan dan tanpa membuat 'feasibility study' (kewajaran) terlebih dahulu.

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Pengurusan Projek Berkualiti PBT-Kedah

Kuliah 28 May 2009

Kuliah: 28 May 2009
Tajuk: Project Initiation dan Project Charter

Kandungan Pembelajaran
1. What is Project Charter
2. How to use Project Charter
3. Introducing Tools & Technique
-6 Thinking Hat
-After Action Review

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Trainer Profile

Akmal Zaman bin Abu

• Pengalaman 9 tahun di sector kewangan pinjaman korperat & latihan untuk pegawai kewangan.
• Pemegang Master in Corp Comm –UPM & Bachelor Finance UiTM
• Mengandalikan kelulusan pinjaman dan pemantauan projek di sektor kewangan. i.e perumahan/ kondominium,jalan raya, kilang, pembuatan tong gas, oil & gas, kilang besi waja.
• Mengandalikan projek khas untuk usahawan bumiputra.
• Latihan untuk pegawai bank seluruh Malaysia dari semua peringkat Vice President hingga ke Credit Officer.
• Memberi taklimat/seminar kepada Dewan-dewan Perniagaan. i.e PERDASAMA
• Latihan perniagaan kerjasama dgn Mangkuktingkat.com(Yayasan Nurhikmah), PERHEBAT, Pusat Zakat SELANGOR.
• Terlibat dalam business coaching & training untuk DANA Wira -PERHEBAT
  
  Ref:http://www.thedreamsoft.com/
  

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Pengurusan Projek Berkualiti PBT-Kedah -Bahan Presentation

Pengurusan Projek Berkualiti PBT-Kedah 1/2009
Tempat : Prescott Hotel KL
Tarikh : 27, 28 and 29 May 2009

Introduction To Project Management Megat

View more OpenOffice presentations from Megat Zainurul anuar.

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Pengurusan Projek Berkualiti PBT-Kedah 1/2009 - More Pictures

Pengurusan Projek Berkualiti PBT-Kedah 1/2009
Tempat : Prescott Hotel KL
Tarikh : 27, 28 and 29 May 2009

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Pengurusan Projek Berkualiti PBT-Kedah 1/2009

Pengurusan Projek Berkualiti PBT-Kedah 1/2009
Tempat : Prescott Hotel KL
Tarikh : 27, 28 and 29 May 2009

Kandungan Kursus
What is Project
Projects vs. Operational Work
What is Project Management
Story: Why project fail?
Understanding Project Life Cycle
Understanding Project Stakeholders
21st Project Management [Triple Constraint]
Technique: Creative Thinking
Creativity

• Three Components of Creativity
• The Paradoxical Characteristics of Creative Groups
• Tools for Defining Problems and Creating New Ideas
• Creating a Creative Climate

Project Initiation

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Project Delay

Emirates to delay Boeing 777 deliveries
May 02, 2009 at 10:43

Deliveries of new Boeing 777 aircraft to Dubai's Emirates airline are expected to slow down after April 2010 due to the global financial crisis, UAE daily Gulf News reported on Saturday.

"The slowdown in deliveries is related to the credit crunch, and with the airline business today we do have a little bit of a slowdown on the different aspects of the business," Abdullah al-Shams, a manager at Emirates, told the newspaper.

"We do have deliveries until April 2010 and then we have a slowdown on the deliveries for the following year," he said. He stressed Emirates had not cancelled any orders with Boeing. It still plans for a full fleet between 106 and108 planes despite the delay. Boeing is facing increasing cancellations for new aircraft from other airlines due to the financial crisis.

The list price for a Boeing 777 ranges from about $250 to $275 million.

Ref: http://business.maktoob.com/20090000002205/Emirates_to_delay_Boeing_777_deliveries/Article.htm

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PMBOK

What is PMBOK?

PMBOK = Project Management Body of Knowledge, it is a guidebook. The PMBOK is an inclusive term that describes the sum of knowledge within the profession on project management. As with other professions such as law, medicine, accounting and others, the body of knowledge rests with the practitioners and academics who apply and advance it.

Download or view the 'book' here
regards

-MZA-

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Trainer Profile

Megat Zainurul Anuar bin Megat Johari

Megat Zainurul Anuar bin Megat Johari is uniquely positioned between the business technology and career education worlds. After graduating from MARA University (UiTM) he concentrates on the information communication technology field and has achieved success in his own career. In addition as a regular blogger (http://megatportfolio.blogspot.com) he tracks over 40 industry blogs related to venture capital, technology, and marketing strategy in order to stay current on this dynamic industry.

Megat is actively involve in promoting 'Open Source Software (OSS)' Implementation in Malaysia through collaboration with United Nation Development Programme (UNDP-IOSN), National Institute of Public Administration (INTAN), Open University Malaysia, Asia e University and Open Source Competency Centre (MAMPU-OSCC) Malaysia. He has successfully organize three(3) events on 'Asia Open Source Software-Master Trainer' in Malaysia, two(2) events on LPI Certification with United Nation Development Programme (International Open Source Network) and many others with local universities in Malaysia.

In the international arena, Megat has involved as a trainer in the 'Train the Trainer' at Asia e University (www.aeu.edu.my) to train the delegates form Indonesia on the 'Information Security Management' and other related fields. In the year 2007,2008 and April 2009 he is actively involved as a trainer in the Malaysian Technical Cooperation Programme(MTCP) which was held in the National Institute of Public Administration (INTAN) to train the MTCP participant from various countries in the field of 'Knowledge Management, Open Source Implementation (Using Content Management System) and Project Management.

In the Year 2010 he is appointed as one of the consultant to United Nations University - International Institute for Global Health for the development of the e-content development, e-learning application, system analysis and e-learning programme.

Megat also has an extensive track record of working on new approaches to career development in public and government sector. He is currently attached with Dreamsoft (M) Sdn Bhd (http://www.thedreamsoft.com) as a 'New Media' director and collaborated with EDG Corporation to create the training and development for ICT and business organization. Megat’s experience as a board member, mentor, adviser and speaker for EDG Corporation 'Entrepreneur Development' program—which is a based program aimed at mentoring, coaching and educating young people with an interest in business. He has also given several talks to universities, public sector employees on Knowledge Management, Career Development, Strategic Management and Entrepreneurship.


Ref:
http://www.thedreamsoft.com
http://megatportfolio.blogspot.com/

Newspaper Ref: METRO 17-04-2010, Mukasurat 52.
Newspaper Online Ref: http://www.hmetro.com.my/articles/Peluangkukuhjaringanniaga/Article/

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Project Initiation

project initiation
1st phase in the Project Management Life Cycle

5 steps to project initiation

• business case
• feasibility study
• project charter
• job description
• project office checklist -phase review form (initiation)
  

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Introduction Project Management

What You Should Know

1. what is a project: project characteristics

• Temporary: means that every project has a definite beginning and a definite end.
• Unique Products, Services or Results: A projects creates unique output, which are products, services or results.
• Progressive Elaboration: means developing in stages and continuing by increments.

2. projects vs. operational work

• Projects and operations differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique

3. what is project management

• project management is the application of: Knowledge, skills, tools and technique to project activities. [Initiation, Planning, Executing, Monitoring and Controlling and Closing]

4. project life cycle
Project Life Cycle defines the phases that connect the beginning of a project to its end.
PLC inputs:

• what technical work to do in each phase
• when the output are to be generated in each phase
• who is involved in each phases
• how to control and approve each phases

5. project stakeholder
Stakeholders are the people involved in or affected by project activities.
include:

• Project sponsor
• Project manager
• Project team
• Support staff
• Customers
• Users
• Suppliers

6. triple constrain : time + scope + cost

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Pengurusan Projek Berkualiti-PBT Kedah 2009

HARI PERTAMA - 27 Mei 2009
Taklimat dan Perasmian Kursus oleh: En. Wan Azwar bin Dato’ Wan Annuar
What is Project
What is Project Management
Story: Why project fail?
Understanding Project Life Cycle [IPEM C]
Understanding Project Stakeholders
Exercise: Stakeholder Analysis
21st Project Management [Triple Constraint]
- Technique: Creative Thinking
- Brain Exercise
Group Presentation

HARI KEDUA - 28 Mei 2009
Project Initiation
- Project Charter ,Project Scope and Project Proposal.
Group Discussion and Exercise
- Project Charter and Project Scope
Project Visit-MBPJ / MPSJ / Putrajaya / MBSA
Project Visit Continue

HARI KETIGA - 29 Mei 2009
Group Presentation
Lesson Learn- Project Visit
Group Discussion and Presentation
Majlis Penutup dan Makan Tengahari

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How to Introduce New Knowledge to Learners

6 Steps

1. Guide learners in identifying and articulating what they already know about the topics.
2. Provide learners with ways of thinking about the topic in advance.
3. Ask learners to compare the new knowledge with what is known.
4. Have learners to keep notes on the knowledge addressed in the unit.
5. Help learners to represent the knowledge in nonlinguistic ways, periodically sharing these representations with others.
6. Ask learners to work sometimes individually, but other times in cooperative groups.

Regards

MZA

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Top Knowledge Enterprise Award Continued..

Google

Google's mission is to organize the world's information and make it universally accessible and useful. The company, founded in 1998, operates one of the most popular, and powerful, Internet search engines, offering targeted search results from more than 8 billion Web pages. The site, which ranks results based on a proprietary algorithm, attracts an audience of more than 80 million people in English-speaking markets; Google also offers search results in 35 other languages. The company generates revenue through ads that are targeted by keywords. Google had 2004 revenues of $3.2 billion and employs 3,000 people.

Google is recognized in this year's North American MAKE study for its strong corporate knowledge-driven culture, knowledge-based products/services/solutions, and maximizing the value of the company’s enterprise intellectual capital. This is the first time that the company has been recognized as a North American MAKE Winner.

General Electric

GE is a diversified manufacturer of transportation equipment; appliances; lighting, electric distribution and control equipment; nuclear reactors; medical imaging equipment; and plastics. The company also is one of America's largest financial services companies, and has media interests including NBC television. The company employs over 300,000 people and had 2004 annual sales of $152.4 billion.

In this year's North American MAKE study, General Electric is recognized for its strong corporate knowledge-driven culture (1st place), and developing knowledge workers through senior management leadership. GE is a three-time North American MAKE Winner.

Hewlett-Packard

Hewlett-Packard is a leading global provider of IT products, technologies, and solutions and services to consumers and business. HP's strategy is to offer products, services and solutions that are high-tech, low-cost and deliver the best customer experience. The company employs 150,000 people and does business in more than 170 countries. Revenues reached $79.9 billion for the fiscal year that ended October 31, 2004. HP annually spends $4 billion on research and development.

"Collaboration and knowledge management are key components of Hewlett-Packard's business operating strategy," said Anne Murray Allen, director of Knowledge & Intranet Management within HP's Global Operations and IT organization. "We recognize the importance of being able to tap into the brain power of the entire HP organization while working virtually around the globe. We continue to look at ways to better expand and leverage HP's collective knowledge assets. The goal of HP's overall KM strategy is to make HP employees the most connected, informed, and productive in the world."

HP is recognized in the 2005 North American MAKE study for its knowledge-based products/services/solutions, and collaborative enterprise-wide knowledge. Hewlett-Packard is a three-time North American MAKE Winner.

IBM

IBM is a leading provider of mainframe computers, servers, storage systems and peripherals. The company also is a leader in information technology solutions and consulting, and business process outsourcing. IBM employs over 350,000 people and operates in almost country in the world. In 2004, IBM had global sales of $96.3 billion.

IBM is recognized in the 2005 North American MAKE study for developing knowledge workers through senior management leadership, and collaborative enterprise-wide knowledge. IBM is a four-time North American MAKE Winner.

McKinsey & Company

McKinsey & Company, founded in 1926, is perhaps the most knowledge-oriented firm within the global management consulting industry. McKinsey is not the largest consulting company in the world ($3.5 billion in annual revenues and 11,500 staff working in 80 offices in 40 countries), but it is among the most profitable and many consider that it has the strongest brand image. McKinsey & Company spends at least 10% of its annual revenues on managing and sharing knowledge.

In this year's North American MAKE study, McKinsey is recognized for developing knowledge workers through senior management leadership, and maximizing the value of the company's enterprise intellectual capital. McKinsey is a four-time North American MAKE Finalist and three-time North American MAKE Winner.

Microsoft

Microsoft is a leader in software and Internet technologies for personal and business computing. The company, established in 1975, also is expanding into the mobile communication and entertainment markets. Headquartered in Redmond, Wash., Microsoft has annual sales of $38.8 billion, subsidiary offices in more than 60 countries and employs over 57,000 people worldwide.

Microsoft is cited in the 2005 North American MAKE study for its collaborative enterprise-wide knowledge sharing, organizational learning, and transforming enterprise knowledge into shareholder value. Microsoft is a four-time North American MAKE Winner.

SAIC

Founded by Dr. J. Robert Beyster and a small group of scientists in 1969, SAIC now ranks as the largest employee-owned research and engineering firm in the United States. SAIC is dedicated to delivering best-value services and solutions based on innovative applications of science and technology. SAIC had 2004 annual sales of $7.2 billion; the firm and its subsidiaries employ more than 42,000 people in over 150 cities worldwide.

"SAIC is very proud to be recognized as one of the Most Admired Knowledge Enterprises in North America. We believe leveraging our collective know-how and experience is key to our performance as a leading systems and solutions company, creating sustainable advantage through innovative applications of technology and domain expertise," said Kent Greenes, SAIC chief knowledge officer and senior vice president. "We use enabling processes and technologies such as communities of practice, routine learning tools, and relevant knowledge repositories to harness the power of learning and turn science into solutions. One of our most powerful enablers is our culture. This provides tremendous motivation for our scientists and engineers and fuels the sharing of lessons learned to solve our customers' most important business and mission critical problems."

SAIC is recognized in the 2005 North American MAKE study for its knowledge-based products/services/solutions, delivering value based on customer knowledge (1st place), and transforming enterprise knowledge into shareholder value. SAIC is a two-time North American MAKE Finalist. This is the first time that the company has been recognized as a North American MAKE Winner.

Southwest Airlines

Southwest Airlines, founded in 1971, has expanded its low-cost, no-frills, no-reserved seats approach to air travel throughout the United States to serve 60 cities in 30 states. Southwest offers ticketless travel to minimize back-office costs and operates its own reservation system. A top-10 US airline, Southwest has enjoyed 32 straight profitable years. The company employs 32,000 people and had 2004 annual sales of $6.5 billion.

This 2005 North American MAKE Winner is recognized for its strong corporate knowledge-driven culture, and delivering value based on customer knowledge. This is the first time that Southwest Airlines has been recognized as a North American MAKE Winner.

3M

3M, founded in 1902, is a diversified technology company with leading positions in transportation; display and graphics; health care; safety, security and protection; electro and communications; industrial business; and consumer and office equipment and supplies. More than one-half of 3M's $20 billion annual revenues are derived from outside of the United States. The company employs 67,000 people, working at 132 plants and 189 sales offices worldwide.

3M is recognized as a 2005 North American MAKE study for its strong corporate knowledge-driven culture, and delivering value based on customer knowledge. 3M is a two-time North American MAKE Winner.

2005 North American MAKE Finalists

A total of 24 organizations were selected this year as North American MAKE Finalists (in alphabetical order):

- Accenture
- Amazon.com
- Apple Computer
- APQC
- Buckman Laboratories
- ChevronTexaco
- Dell
- Dow Chemical
- eBay
- Fluor
- Ford Motor Company
- General Electric
- Google
- Hewlett-Packard
- IBM
- Intel
- McKinsey & Company
- Microsoft
- Nalco
- Raytheon
- SAIC
- Southwest Airlines
- 3M
- Xerox

MAKE Research Program

Teleos, an independent knowledge management and intellectual capital research company, administers the Most Admired Knowledge Enterprises (MAKE) study program. The KNOW Network is a Web-based global community of organizations dedicated to networking, benchmarking and sharing best knowledge practices leading to superior organizational performance.

The MAKE research program consists of the annual Global MAKE study - the international benchmark for best practice knowledge-driven organizations - and MAKE studies for Asia, Europe, North America, India and Japan.

regards

-MZA-

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