logging in or signing up 9-Step PBL Overview azapata Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 520 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: October 26, 2008 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript UOP MBA/500 PBL : UOP MBA/500 PBL 9-Step PBL Overview Problem Based Learning 9-Step Model : 1. Describe situation 2. Frame right problem 3. Describe end state goals 4. Identify alternatives 5. Evaluate alternatives 9-Step Model 9-Step Model : 6. Identify and assess risk 7. Make decision 8. Develop and implement solution 9. Evaluate results 9-Step Model 1. Describe Situation : Scan internal and external environments Identify challenges and opportunities Consider ethical dilemmas 1. Describe Situation Internal Environment : Operations HR Finances Communication Ethics Leadership Internal Environment External Environment : Competition Marketplace Economy Politics Legal and social issues Customers External Environment 2. Frame the Problem : Make it short and memorable Capitalize/realize opportunities Lend to many solutions Does not include any solutions Does not include any tactics Impact/involve multiple stakeholders 2. Frame the Problem Frame the Problem : What does organization aspire to be? What is major challenge organization must overcome to achieve its vision? Frame the Problem Slide 9: We often spend so much time coping with problems along our path that we only have a dim or even inaccurate view of what’s really important to us. Peter Senge 3. Describe End State Goals : Crafting problem statement with many opportunities Developing specific goals to measure future attainment Considering various stakeholders’ perspectives 3. Describe End State Goals Goal Considerations : Profitability measures Innovation and new technologies Social responsibility Employee development Goal Considerations Goal Considerations : Organizational development Product and market development Quality control Customer acquisition and retention Goal Considerations SMART Goals : Specific Measurable Attainable/Accountable Realistic Timely/Tangible SMART Goals (S) Specific : Who is involved? What needs to be accomplish? Where will it be located? When will it be established? Which requirements/constraints need to be addressed? Why is this being done: reasons, purpose, benefits? (S) Specific (M) Measurable : What will be measured? How will we know we are on track? How will we monitor target dates? How do we know if goal is measurable? How much? How many? How will we know when it is accomplished? (M) Measurable (A) Attainable : Develop attitudes, abilities, skills, and financial capacity to goals Explore previously overlooked opportunities Plan steps wisely Grow and expand to match goals List and review goals (A) Attainable (A) Accountable : Determine who is responsible Provide necessary resources Ensure goals are met (A) Accountable (R) Realistic : Creates objective toward willing/able to work Includes some stretch goals Represents substantial progress Is set high enough to motivate Motivates to achieve success Looks at past accomplishments (R) Realistic (T) Timely : Establishes specific time frame Includes starting and ending points Provides clear target Leads to action (T) Timely (T) Tangible : Believe it can happen Include action steps (T) Tangible 4. Identify Alternatives : Support problem statement Combine into blended solution Benchmark Industry Generic 4. Identify Alternatives Benchmarking : Provide direction Create expectations Determine how it is gathered/reported Used to review and adjust progress Benchmarking Benchmarking Preparation : Benchmarking Preparation Objectives to be achieved Aspects to be reviewed Time and resources available Level of experience Sources of good practice Benchmarking Principles : Explore multiple organizations Look at non-competitors Determine best practices Talk to customers and suppliers Hone observation and discovery skills Create new boxes Benchmarking Principles Validate Benchmarking : Summarize/paraphrase findings Explain relevance to scenario Identify specific solution(s) Validate Benchmarking Benchmarking Practices : Benchmarking Practices Operations Employee/union relations Distribution Employee retention New product development and launch Customer service Teamwork Slide 28: If we did all things we are capable of doing we would literally astound ourselves Thomas Alva Edison 5. Evaluate Alternatives : Do alternatives and end-state goals align? What scoring system should be used? Are there goals which, if not met, would eliminate solution? What are assumptions/constraints? What are best-case solutions? 5. Evaluate Alternatives Slide 30: Stakeholder Goals – Scale = 1 low, 3 medium, 5 high Goals % % % % % First Tier Alternative 1 Alternative 2 Alternative 3 Second Tier Alternative 1 Alternative 2 Alternative 3 Problem/Solution Template Slide 31: Assess Shape Optimize Anticipate Evaluate Rank Categorize Quantify impact Assess probability Accept/avoid/ transfer Analyze Correlate Execute Monitor Refine Lead Risk Response Risk Assessment 6. Identify and Assess Risk Mitigate Risk : Avoiding: not implementing solution Minimizing: limiting implementation Rectifying: repairing, rehabilitating, or restoring impacted environment Reducing: preserving/maintaining operations during implementation Compensating: replacing or providing substitute resources Mitigate Risk 7. Make Decision : What are reasonable alternatives to consider? What are pros and cons of each? What is best decision given facts and considering intuition? 7. Make Decision Pro/Con Analysis : How does it fit with end-state goals? How strong is benchmarking validation? How significant are associated risks? How well risks be mitigated? Are there any major constraints? Pro/Con Analysis 8. Develop and Implement : What needs to be completed. What skills and abilities exist? How long will it take? What will it cost? What resources are needed? Who will be accountable? 8. Develop and Implement Create Schedule and Timeline : Work Start and end dates Cost Resources Accountability Create Schedule and Timeline 9. Evaluate Results : What should be measured? How many metrics are needed? How often are measures necessary? Who is accountable? 9. Evaluate Results Evaluate Results : How complex are metrics? How are metrics normalized? What should be used as benchmark? How are metrics aligned with strategy? Evaluate Results 9-Step Model : You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions. Naguib Mahfouz 9-Step Model Questions : Questions You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
9-Step PBL Overview azapata Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 520 Category: Education License: All Rights Reserved Like it (0) Dislike it (0) Added: October 26, 2008 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript UOP MBA/500 PBL : UOP MBA/500 PBL 9-Step PBL Overview Problem Based Learning 9-Step Model : 1. Describe situation 2. Frame right problem 3. Describe end state goals 4. Identify alternatives 5. Evaluate alternatives 9-Step Model 9-Step Model : 6. Identify and assess risk 7. Make decision 8. Develop and implement solution 9. Evaluate results 9-Step Model 1. Describe Situation : Scan internal and external environments Identify challenges and opportunities Consider ethical dilemmas 1. Describe Situation Internal Environment : Operations HR Finances Communication Ethics Leadership Internal Environment External Environment : Competition Marketplace Economy Politics Legal and social issues Customers External Environment 2. Frame the Problem : Make it short and memorable Capitalize/realize opportunities Lend to many solutions Does not include any solutions Does not include any tactics Impact/involve multiple stakeholders 2. Frame the Problem Frame the Problem : What does organization aspire to be? What is major challenge organization must overcome to achieve its vision? Frame the Problem Slide 9: We often spend so much time coping with problems along our path that we only have a dim or even inaccurate view of what’s really important to us. Peter Senge 3. Describe End State Goals : Crafting problem statement with many opportunities Developing specific goals to measure future attainment Considering various stakeholders’ perspectives 3. Describe End State Goals Goal Considerations : Profitability measures Innovation and new technologies Social responsibility Employee development Goal Considerations Goal Considerations : Organizational development Product and market development Quality control Customer acquisition and retention Goal Considerations SMART Goals : Specific Measurable Attainable/Accountable Realistic Timely/Tangible SMART Goals (S) Specific : Who is involved? What needs to be accomplish? Where will it be located? When will it be established? Which requirements/constraints need to be addressed? Why is this being done: reasons, purpose, benefits? (S) Specific (M) Measurable : What will be measured? How will we know we are on track? How will we monitor target dates? How do we know if goal is measurable? How much? How many? How will we know when it is accomplished? (M) Measurable (A) Attainable : Develop attitudes, abilities, skills, and financial capacity to goals Explore previously overlooked opportunities Plan steps wisely Grow and expand to match goals List and review goals (A) Attainable (A) Accountable : Determine who is responsible Provide necessary resources Ensure goals are met (A) Accountable (R) Realistic : Creates objective toward willing/able to work Includes some stretch goals Represents substantial progress Is set high enough to motivate Motivates to achieve success Looks at past accomplishments (R) Realistic (T) Timely : Establishes specific time frame Includes starting and ending points Provides clear target Leads to action (T) Timely (T) Tangible : Believe it can happen Include action steps (T) Tangible 4. Identify Alternatives : Support problem statement Combine into blended solution Benchmark Industry Generic 4. Identify Alternatives Benchmarking : Provide direction Create expectations Determine how it is gathered/reported Used to review and adjust progress Benchmarking Benchmarking Preparation : Benchmarking Preparation Objectives to be achieved Aspects to be reviewed Time and resources available Level of experience Sources of good practice Benchmarking Principles : Explore multiple organizations Look at non-competitors Determine best practices Talk to customers and suppliers Hone observation and discovery skills Create new boxes Benchmarking Principles Validate Benchmarking : Summarize/paraphrase findings Explain relevance to scenario Identify specific solution(s) Validate Benchmarking Benchmarking Practices : Benchmarking Practices Operations Employee/union relations Distribution Employee retention New product development and launch Customer service Teamwork Slide 28: If we did all things we are capable of doing we would literally astound ourselves Thomas Alva Edison 5. Evaluate Alternatives : Do alternatives and end-state goals align? What scoring system should be used? Are there goals which, if not met, would eliminate solution? What are assumptions/constraints? What are best-case solutions? 5. Evaluate Alternatives Slide 30: Stakeholder Goals – Scale = 1 low, 3 medium, 5 high Goals % % % % % First Tier Alternative 1 Alternative 2 Alternative 3 Second Tier Alternative 1 Alternative 2 Alternative 3 Problem/Solution Template Slide 31: Assess Shape Optimize Anticipate Evaluate Rank Categorize Quantify impact Assess probability Accept/avoid/ transfer Analyze Correlate Execute Monitor Refine Lead Risk Response Risk Assessment 6. Identify and Assess Risk Mitigate Risk : Avoiding: not implementing solution Minimizing: limiting implementation Rectifying: repairing, rehabilitating, or restoring impacted environment Reducing: preserving/maintaining operations during implementation Compensating: replacing or providing substitute resources Mitigate Risk 7. Make Decision : What are reasonable alternatives to consider? What are pros and cons of each? What is best decision given facts and considering intuition? 7. Make Decision Pro/Con Analysis : How does it fit with end-state goals? How strong is benchmarking validation? How significant are associated risks? How well risks be mitigated? Are there any major constraints? Pro/Con Analysis 8. Develop and Implement : What needs to be completed. What skills and abilities exist? How long will it take? What will it cost? What resources are needed? Who will be accountable? 8. Develop and Implement Create Schedule and Timeline : Work Start and end dates Cost Resources Accountability Create Schedule and Timeline 9. Evaluate Results : What should be measured? How many metrics are needed? How often are measures necessary? Who is accountable? 9. Evaluate Results Evaluate Results : How complex are metrics? How are metrics normalized? What should be used as benchmark? How are metrics aligned with strategy? Evaluate Results 9-Step Model : You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions. Naguib Mahfouz 9-Step Model Questions : Questions