11 years ago
Wednesday, March 24, 2010
Communities of Practice Roadmap
The Journey to Knowledge Management Organization
Km Roadmap Co P
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Tuesday, March 23, 2010
Chat or Talk Shows
Brief Description:
The chat show encourages participants to share experiences in an informal, fun environment. Because it requires minimal preparation of participants, the chat show can be initiated in a workshop where participants don't yet know each other or the organisers. The chat show's open circle layout encourages greater participation than a fishbowl and, due to its informal nature, and is less intimidating than a panel discussion.
History:
The chat show as a knowledge sharing methodology was developed collaboratively by Allison Hewlitt (Bellanet), Geoff Barnard and Catherine Fisher (IDS) and used during the "Knowledge Sharing for Development: Africa Regional Program" workshop organised by GDN in February 2005.
When to use:
- An alternative to a keynote or formal podium presentation.
- A chance to weave ideas between participants and dig down for key issues.
- A way to draw out stories from people without them having to do a lot of preparation.
How to use:
- Chat show host (the livelier, the better!).
- 3-4 guests.
- General audience. Audience can be any size, but smaller sized audiences encourage participation.
Layout:
Chairs to seat audience and guests are laid out in a semi-circle, double semi-circle if necessary. A chair for the host is placed at the front with guest chairs alongside.
Process:
regards & salam
-----------------------
Megat Zainurul Anuar bin Megat Johari
Dreamsoft (M) Sdn Bhd
No 8 & 10, Persiaran 65C
Perkeliling Business Centre
Jalan Pahang Barat, 53000
Kuala Lumpur, Malaysia
Tel: 03-42804467 Fax:03:42802467
url:http://www.thedreamsoft.com
email:megat@thedreamsoft.com
http://megatportfolio.blogspot.com
The chat show encourages participants to share experiences in an informal, fun environment. Because it requires minimal preparation of participants, the chat show can be initiated in a workshop where participants don't yet know each other or the organisers. The chat show's open circle layout encourages greater participation than a fishbowl and, due to its informal nature, and is less intimidating than a panel discussion.
History:
The chat show as a knowledge sharing methodology was developed collaboratively by Allison Hewlitt (Bellanet), Geoff Barnard and Catherine Fisher (IDS) and used during the "Knowledge Sharing for Development: Africa Regional Program" workshop organised by GDN in February 2005.
When to use:
- An alternative to a keynote or formal podium presentation.
- A chance to weave ideas between participants and dig down for key issues.
- A way to draw out stories from people without them having to do a lot of preparation.
How to use:
- Chat show host (the livelier, the better!).
- 3-4 guests.
- General audience. Audience can be any size, but smaller sized audiences encourage participation.
Layout:
Chairs to seat audience and guests are laid out in a semi-circle, double semi-circle if necessary. A chair for the host is placed at the front with guest chairs alongside.
Process:
- Allow for 60-90 minutes.
- Host, sitting on a chair at the front, welcomes the audience and introduces the theme of show.
- Host provides an introduction that sustains the chat show metaphor (e.g., "My first guest will be well known to you, he was formerly...") and, soliciting applause from the audience, invites the first guest to come forward.
- Host asks the guest three questions, probing for interesting details
- Host invites the next guest and repeats the process. The questions may be identical for all three guests or tailored to each one.
- Host invites questions from audience.
- Host directs several controversial questions to all three guests and encourages debate among them.
- Host does not take notes during the chat show itself, but waits until the end of the chat show to offer a summary reflection.
- If possible, the chat show is recorded (audio/vidoe) to share with others.
regards & salam
-----------------------
Megat Zainurul Anuar bin Megat Johari
Dreamsoft (M) Sdn Bhd
No 8 & 10, Persiaran 65C
Perkeliling Business Centre
Jalan Pahang Barat, 53000
Kuala Lumpur, Malaysia
Tel: 03-42804467 Fax:03:42802467
url:http://www.thedreamsoft.com
email:megat@thedreamsoft.com
http://megatportfolio.blogspot.com
After Action Review (AAR)
Brief Description:
An After Action Review (AAR) is a simple process used by a team to capture the lessons learned from past successes and failures, with the goal of improving future performance. It is an opportunity for a team to reflect on a project, activity, event or task so that they can do better the next time. It can also be employed in the course of a project to learn while doing. AARs should be carried out with an open spirit and no intent to blame.
AAR is a form of group reflection; participants review what was intended, what actually happened, why it happened and what was learned. One member of the group facilitates, capturing results on a flip chart or in a document.
AARs can be short, frequent group process checks, or more extended, in-depth explorations. They can be conducted in person, on the telephone or even online, either asynchronously (meaning you don't have to be online at the same time with email or web forums) or synchronously (meaning you are online or on the phone at the same time, using tools like chat or instant messaging – IM).
When to use:
- During and after a project to reveal what has been learned, reassess direction, and review both successes and challenges.
- During and after an event monitor and evaluate.
How to Use:
--
regards & salam
-----------------------
Megat Zainurul Anuar bin Megat Johari
Dreamsoft (M) Sdn Bhd
No 8 & 10, Persiaran 65C
Perkeliling Business Centre
Jalan Pahang Barat, 53000
Kuala Lumpur, Malaysia
Tel: 03-42804467 Fax:03:42802467
url:http://www.thedreamsoft.com
email:megat@thedreamsoft.com
http://megatportfolio.blogspot.com
An After Action Review (AAR) is a simple process used by a team to capture the lessons learned from past successes and failures, with the goal of improving future performance. It is an opportunity for a team to reflect on a project, activity, event or task so that they can do better the next time. It can also be employed in the course of a project to learn while doing. AARs should be carried out with an open spirit and no intent to blame.
AAR is a form of group reflection; participants review what was intended, what actually happened, why it happened and what was learned. One member of the group facilitates, capturing results on a flip chart or in a document.
AARs can be short, frequent group process checks, or more extended, in-depth explorations. They can be conducted in person, on the telephone or even online, either asynchronously (meaning you don't have to be online at the same time with email or web forums) or synchronously (meaning you are online or on the phone at the same time, using tools like chat or instant messaging – IM).
When to use:
- During and after a project to reveal what has been learned, reassess direction, and review both successes and challenges.
- During and after an event monitor and evaluate.
How to Use:
- Hold the AAR immediately. AAR's are carried out immediately whilst all of the participants are still available, and their memories are fresh. Learning can then be applied right away, even on the next day.
- Create the right climate. The ideal climate for an AAR to be successful is one of openness and commitment to learning. Everyone should participate in an atmosphere free from the concept of seniority or rank. AARs are learning events rather than critiques. They certainly should not be treated as personal performance evaluation.
- Appoint a facilitator. The facilitator of an AAR is not there to 'have' answers, but to help the team to 'learn' answers. People must be drawn out, both for their own learning and the group's learning.
- Ask 'what was supposed to happen?' The facilitator should start by dividing the event into discrete activities, each of which had (or should have had) an identifiable objective and plan of action. The discussion begins with the first activity: 'What was supposed to happen?'
- Ask 'what actually happened?' This means the team must understand and agree facts about what happened. Remember, though, that the aim is to identify a problem not a culprit.
- Now compare the plan with reality. The real learning begins as the team of teams compares the plan to what actually happened in reality and determines 'Why were there differences?' and 'What did we learn?' Identify and discuss successes and shortfalls. Put in place action plans to sustain the successes and to improve upon the shortfalls.
- Record the key points. Recording the key elements of an AAR clarifies what happened and compares it to what was supposed to happen. It facilitates sharing of learning experiences within the team and provides the basis for a broader learning programme in the organisation.
--
regards & salam
-----------------------
Megat Zainurul Anuar bin Megat Johari
Dreamsoft (M) Sdn Bhd
No 8 & 10, Persiaran 65C
Perkeliling Business Centre
Jalan Pahang Barat, 53000
Kuala Lumpur, Malaysia
Tel: 03-42804467 Fax:03:42802467
url:http://www.thedreamsoft.com
email:megat@thedreamsoft.com
http://megatportfolio.blogspot.com
Monday, March 22, 2010
KM Method: Scavenger Hunt
A scavenger hunt is one of the Knowledge Management methods that focus on capturing and disseminate knowledge in teams. By methods we mean processes used with groups and individuals. Often these are facilitated processes.
A scavenger hunt is a game in which individuals or teams seek to gather a number of specific items — usually without purchasing them — or perform tasks or take photographs as specified by a list. The goal is usually to be the first to complete the list, although players can also be challenged to complete the tasks on the list in the most creative manner.
Some scavenger hunts are held online and offline, where players have to find particular information on the web or in the nearest location. Scavenger hunts can easially be played either outdoors(around town, parks, back yards, ect, are great places to have a scavenger hunt) or indoors(malls, house, shoppes ect. are great places).
Dollaboration Outcomes
• An increased appreciation of the importance of capturing project knowledge in different forms
• A sense of the variety of media that can be used for capturing what people know
• An increased ability to capture and disseminate what people know
The Hunt Example:
Find who are the person in the pictures and what are their roles and responsibilities in INTAN Bukit Kiara (http:www.intanbk.intan.my), Bonus marks for the group who can get the person signature.
Person 1: Click Here
Person 2: Click Here
A scavenger hunt is a game in which individuals or teams seek to gather a number of specific items — usually without purchasing them — or perform tasks or take photographs as specified by a list. The goal is usually to be the first to complete the list, although players can also be challenged to complete the tasks on the list in the most creative manner.
Some scavenger hunts are held online and offline, where players have to find particular information on the web or in the nearest location. Scavenger hunts can easially be played either outdoors(around town, parks, back yards, ect, are great places to have a scavenger hunt) or indoors(malls, house, shoppes ect. are great places).
Dollaboration Outcomes
• An increased appreciation of the importance of capturing project knowledge in different forms
• A sense of the variety of media that can be used for capturing what people know
• An increased ability to capture and disseminate what people know
The Hunt Example:
Find who are the person in the pictures and what are their roles and responsibilities in INTAN Bukit Kiara (http:www.intanbk.intan.my), Bonus marks for the group who can get the person signature.
Person 1: Click Here
Person 2: Click Here
Knowledge Management 4 Days Workshop
Date : 22-25 March 2010 (From 9.00am – 5.00pm)
Venue : INTAN Bukit Kiara, Malaysia
OBJECTIVE
This workshop is intended as a starting point to draw attention to the key areas in which knowledge sharing and Communities of Practice can support knowledge management programmes.
COURSE DELIVERABLES
At the end of the workshop the participant will learn on how to:
•practice knowledge management and knowledge sharing in their organization
•use five(5) knowledge management tools and technique
•use at least (5) new social media tools
•set-up Communities of Practice
•inculcate sharing culture in the Communities of Practice
COURSE METHODOLOGY
•Minimum 80% activities and group work. i.e: Case Study, Hands-on project simulation, presentation and best practices.
TRAINER / COACH
Megat Zainurul Anuar bin Megat Johari
megat@thedreamsoft.com
Akmal Zaman bin Abu
akmal@thedreamsoft.com
Document URL:http://www.scribd.com/doc/28747113
Knowledge Management Workshop Objectives
Venue : INTAN Bukit Kiara, Malaysia
OBJECTIVE
This workshop is intended as a starting point to draw attention to the key areas in which knowledge sharing and Communities of Practice can support knowledge management programmes.
COURSE DELIVERABLES
At the end of the workshop the participant will learn on how to:
•practice knowledge management and knowledge sharing in their organization
•use five(5) knowledge management tools and technique
•use at least (5) new social media tools
•set-up Communities of Practice
•inculcate sharing culture in the Communities of Practice
COURSE METHODOLOGY
•Minimum 80% activities and group work. i.e: Case Study, Hands-on project simulation, presentation and best practices.
TRAINER / COACH
Megat Zainurul Anuar bin Megat Johari
megat@thedreamsoft.com
Akmal Zaman bin Abu
akmal@thedreamsoft.com
Document URL:http://www.scribd.com/doc/28747113
Knowledge Management Workshop Objectives
What are Communities of Practice?
Communities of practice are group of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better.
What elements to develop?
Domain: the definition of the area of shared inquiry and of the key issues
Community: the relationships among members and the sense of belonging
People: Roles and Responsibilities of the Members. i.e: user, holder, external expert, owner.
Other related elements:
Practice: the body of knowledge, methods, stories, cases, tools, documents and etc.
What are the 'Critical Success Factor for CoP?
- domain that energize a core group
- skillful and reputable coordinator
- involvement of experts
- address details of practice
- right rhythm and mix of activities
what focus on communities of practice?
1.members with short-term value
- help with challenges
- access to expertise
- confidence
- fun with collegues
- meaningful work
2.members with logn-term value
- personal development
- reputation
- professional identity
- network
- marketability
3. organization with short-term value
- problem solving
- time saving
- knowledge sharing
- synergies across units
- reuse of resources
4. organization with long-term value
- strategic capabilities
- keeping abreast
- innovation
- retention of talents
- new strategies
What elements to develop?
Domain: the definition of the area of shared inquiry and of the key issues
Community: the relationships among members and the sense of belonging
People: Roles and Responsibilities of the Members. i.e: user, holder, external expert, owner.
Other related elements:
Practice: the body of knowledge, methods, stories, cases, tools, documents and etc.
What are the 'Critical Success Factor for CoP?
- domain that energize a core group
- skillful and reputable coordinator
- involvement of experts
- address details of practice
- right rhythm and mix of activities
what focus on communities of practice?
1.members with short-term value
- help with challenges
- access to expertise
- confidence
- fun with collegues
- meaningful work
2.members with logn-term value
- personal development
- reputation
- professional identity
- network
- marketability
3. organization with short-term value
- problem solving
- time saving
- knowledge sharing
- synergies across units
- reuse of resources
4. organization with long-term value
- strategic capabilities
- keeping abreast
- innovation
- retention of talents
- new strategies
Saturday, March 20, 2010
Simple Step on How to Podcast
1.Record by Mobile Phone / Microphone
2.Upload MP3 Files to Your Computer
3.Upload MP3 Files From Your Computer to Free Hosting
4.Copy the Embede Code to your blog
ex:in PodBean.com
- Copy and Paste: Show HTML Code using MP3 audio palyer in white / black [for user to play]
- Copy and Paste :show HTML Code for download [for user to download]
5.Publish Your Podcast HTML Entry
6.Play it Online
2.Upload MP3 Files to Your Computer
3.Upload MP3 Files From Your Computer to Free Hosting
4.Copy the Embede Code to your blog
ex:in PodBean.com
- Copy and Paste: Show HTML Code using MP3 audio palyer in white / black [for user to play]
- Copy and Paste :show HTML Code for download [for user to download]
5.Publish Your Podcast HTML Entry
6.Play it Online
Podcasting
Podcasts are audio blogs that people create as an alternate form of online expression. Think of them as pirate radio on the web, free from the restrictions of time and geography. Some are professionally produced, like talk shows and music broadcasts, while others are less formal daily diaries and running commentary between friends.
Tuesday, March 16, 2010
10 Minute Guide to Project Management
10 Minute Guide to Project Management
Reviews
The 10 Minute Guide to Project Management offers simple, practical help for busy people who need fast results. Through goal-oriented, 10-minute lessons, you learn all the skills you need to get even the most complicated projects out of the gate and headed for the finish line!
Details
* Paperback: 192 pages
* Publisher: Alpha; 1st edition (August 2000)
* Language: English
* ISBN-10: 0028639669
* ISBN-13: 978-0028639666
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
Please support the author of the books. As for references you can download it here
Reviews
The 10 Minute Guide to Project Management offers simple, practical help for busy people who need fast results. Through goal-oriented, 10-minute lessons, you learn all the skills you need to get even the most complicated projects out of the gate and headed for the finish line!
Details
* Paperback: 192 pages
* Publisher: Alpha; 1st edition (August 2000)
* Language: English
* ISBN-10: 0028639669
* ISBN-13: 978-0028639666
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
Please support the author of the books. As for references you can download it here
Absolute Beginner's Guide to Project Management
Absolute Beginner's Guide to Project Management
336 pages | Dec 12, 2005 |ISBN: 0789731975| PDF | 8 Mb
You've just been handed your department's biggest project and you probably aren't sure where to even begin. Whether you have 6 months or 6 weeks to complete it, being an effective project manager can make all the difference to the end result. Absolute Beginner's Guide to Project Management can help you quickly become an effective and efficient project manager when time matters most. Through topics such as "building a project budget and schedule" to "managing vendors," this book will guide you through what works and what doesn't based on tried and true practices. Your learning will be focused on the skills and qualities of effective project managers, leadership styles and project trends, including information technology, outsourcing and virtual teams. Let Absolute Beginner's Guide to Project Management help you take your project from start to finish.
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
336 pages | Dec 12, 2005 |ISBN: 0789731975| PDF | 8 Mb
You've just been handed your department's biggest project and you probably aren't sure where to even begin. Whether you have 6 months or 6 weeks to complete it, being an effective project manager can make all the difference to the end result. Absolute Beginner's Guide to Project Management can help you quickly become an effective and efficient project manager when time matters most. Through topics such as "building a project budget and schedule" to "managing vendors," this book will guide you through what works and what doesn't based on tried and true practices. Your learning will be focused on the skills and qualities of effective project managers, leadership styles and project trends, including information technology, outsourcing and virtual teams. Let Absolute Beginner's Guide to Project Management help you take your project from start to finish.
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
The Principles of Project Management
This full color book covers:
Why Project Management is important The 6 fundamental truths of project management Getting started
: Discovering, Initiating, Planning and Resourcing a project Getting the Job Done
: Executing and controlling Keeping it Smooth
: Communication, collaboration and managing change Following through
: Ongoing support and maintenance, measuring operational success Resources
: Review of various tools, recommended reading, professional resources for project management
Short, and to the point, this book aims to do to provide a solid foundation for anyone who finds themselves responsible for executing pr
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
Why Project Management is important The 6 fundamental truths of project management Getting started
: Discovering, Initiating, Planning and Resourcing a project Getting the Job Done
: Executing and controlling Keeping it Smooth
: Communication, collaboration and managing change Following through
: Ongoing support and maintenance, measuring operational success Resources
: Review of various tools, recommended reading, professional resources for project management
Short, and to the point, this book aims to do to provide a solid foundation for anyone who finds themselves responsible for executing pr
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
Monday, March 15, 2010
People Focused Knowledge Management
People-Focused Knowledge Management : How Effective Decision Making Leads to Corporate Success
by: Karl Wiig
ISBN-10 / ASIN: 0750677775
ISBN-13 / EAN: 9780750677776
Publisher: Butterworth-Heinemann
Number Of Pages: 365
Publication Date: 2004-06-15
The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and servicesall hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage. First book to connect cognitive science with knowledge management· Karl Wiig has worldwide name recognition as thought leader· Clearly written for professionals with charts and checklists
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
by: Karl Wiig
ISBN-10 / ASIN: 0750677775
ISBN-13 / EAN: 9780750677776
Publisher: Butterworth-Heinemann
Number Of Pages: 365
Publication Date: 2004-06-15
The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and servicesall hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage. First book to connect cognitive science with knowledge management· Karl Wiig has worldwide name recognition as thought leader· Clearly written for professionals with charts and checklists
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
Knowledge Management Toolkit
Amrit Tiwana, "Knowledge Management Toolkit"
ISBN 0130128538 | 640 pages | PDF | 8 Mb
Themes discussed in this book:
- Knowledge Management: A Goldmine or an Empty Piggy-bank?
- Accounting for Abnormal Differences
- Intellectual Capital
- Knowledge-Centric Drivers
- Personnel-Focused Drivers- From Data to Information to Knowledge
- Knowledge Management Systems and Existing Technology
- Knowledge-Friendly Companies
- Is Your Company Ready for Knowledge Management?
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
ISBN 0130128538 | 640 pages | PDF | 8 Mb
Themes discussed in this book:
- Knowledge Management: A Goldmine or an Empty Piggy-bank?
- Accounting for Abnormal Differences
- Intellectual Capital
- Knowledge-Centric Drivers
- Personnel-Focused Drivers- From Data to Information to Knowledge
- Knowledge Management Systems and Existing Technology
- Knowledge-Friendly Companies
- Is Your Company Ready for Knowledge Management?
For those who like this book you can buy from the local store, i.e: KLCC, MPH Bookstore and etc.
As for references you can download it here
Wednesday, March 10, 2010
PM-Check Your Understanding 1
Check you understanding on Project Management
Other download Link
Check Your Understanding on Project Management
Regards
-MZA-
Other download Link
Check Your Understanding on Project Management
Regards
-MZA-
Thursday, March 4, 2010
Small Business Owner
Small business owners are under incredible pressure to sustain and grow their businesses. And unfortunately, most small business owners are too involved in the day-to-day running of the business, often ignoring bigger issues. This gives rise to several short-comings for small business owners:
* Lack of understanding with value and performance
* Absence of good strategic thinking
* Unaware of global competitors
* Constantly servicing unprofitable customers
* Overly pre-occupied with taxes to the exclusion of value-creation.
As a result, many small business owners are not creating value in their businesses. And most fail to see it since they are too busy with the detail, operational side of their business. This creates a downward, burn-out cycle where the business owner works harder and harder, never able to exit the business on a high valuation.
Additionally, many business owners rely too heavily on a single advisor for everything. There is no way a single advisor can cover all the issues confronting the small business owner – transfer planning, performance management, wealth maximization, risk assessment, tax consultation, strategic gap analysis, etc. Things are too complex and moving too fast – business owners need access to a real one-stop shop comprised of independent, highly specialized advisors who can fit and integrate everything together.
Alliance of the Best Professionals
In order to meet the entire range of services that small business owners need, We have partnered with many trainers and reputable organization and center of excellent. The alliance was formed to maximize the personal wealth of small business owners from cradle to grave (start-up to exit). The mission of the alliance is to “bring together people, ideas, and capital resources in a whole way to maximize value for business owners.”
Current solutions offered by the mega-firms are out-of-reach for small business owners. And even if the business owner has access to a mega-firm, it is rare to see a full range of services actually provided.
Our Partner [Tech Park Malaysia, Asia e University, MNCC, City & Guild and Singapore Management University]
Contact us for more detail
admin@thedreamsoft.com
1300 808 809
* Lack of understanding with value and performance
* Absence of good strategic thinking
* Unaware of global competitors
* Constantly servicing unprofitable customers
* Overly pre-occupied with taxes to the exclusion of value-creation.
As a result, many small business owners are not creating value in their businesses. And most fail to see it since they are too busy with the detail, operational side of their business. This creates a downward, burn-out cycle where the business owner works harder and harder, never able to exit the business on a high valuation.
Additionally, many business owners rely too heavily on a single advisor for everything. There is no way a single advisor can cover all the issues confronting the small business owner – transfer planning, performance management, wealth maximization, risk assessment, tax consultation, strategic gap analysis, etc. Things are too complex and moving too fast – business owners need access to a real one-stop shop comprised of independent, highly specialized advisors who can fit and integrate everything together.
Alliance of the Best Professionals
In order to meet the entire range of services that small business owners need, We have partnered with many trainers and reputable organization and center of excellent. The alliance was formed to maximize the personal wealth of small business owners from cradle to grave (start-up to exit). The mission of the alliance is to “bring together people, ideas, and capital resources in a whole way to maximize value for business owners.”
Current solutions offered by the mega-firms are out-of-reach for small business owners. And even if the business owner has access to a mega-firm, it is rare to see a full range of services actually provided.
Our Partner [Tech Park Malaysia, Asia e University, MNCC, City & Guild and Singapore Management University]
Contact us for more detail
admin@thedreamsoft.com
1300 808 809
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