GIF Showing The Concept Of Holding The Cloud (computing Cloud) In The Palm Of Your Hands, For Use In

What are the steps of project analysis?

1. Define the project scope: Clearly define the objectives, deliverables, and boundaries of the project. This step helps to establish a clear understanding of what the project aims to achieve.

2. Conduct a feasibility study: Assess the technical, economic, legal, operational, and scheduling feasibility of the project. This step helps to determine if the project is viable and if it aligns with the organization's goals and resources.

3. Gather requirements: Identify the specific needs and expectations of the stakeholders. This involves conducting interviews, workshops, and surveys to gather information about the project requirements.

4. Analyze requirements: Analyze and prioritize the gathered requirements to determine their impact on the project. This step helps to identify potential risks, dependencies, and constraints.

5. Develop a project plan: Create a comprehensive project plan that outlines the project's objectives, timeline, resources, and budget. This plan serves as a roadmap for the project implementation.

6. Identify risks: Identify and evaluate potential risks that may hinder the successful completion of the project. This step involves analyzing both internal and external factors that may impact the project.

7. Perform cost-benefit analysis: Assess the potential costs and benefits of the project to determine its financial viability. This analysis helps stakeholders make informed decisions about the project.

8. Evaluate alternatives: Evaluate different options and approaches to the project to identify the most suitable solution. This step involves comparing the advantages and disadvantages of each alternative.

9. Create a project schedule: Develop a detailed project schedule that outlines the tasks, milestones, and dependencies. This schedule helps to allocate resources and manage the project timeline.

10. Present the analysis: Present the project analysis findings and recommendations to stakeholders. This step involves clearly communicating the project's objectives, benefits, risks, and constraints.

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How employees know what to learn next? Organizing and tracking what employees are learning can be a cumbersome task. For years, this work has been done by software known as “learning management systems” (LMS), which are relatively simple tools that store learning material, typically in the form of presentations, videos, and text. Most large companies have one, but few employees spend much time on them. In the last few years, a new wave of tools has transformed the LMS into “Learning Experience Platforms” (LXP), with features like skills assessments, Netflix-style recommendations about what to learn next, and internal social networking. LXPs “make learning relevant for individuals, not just managing training programs,” according Todd Tauber senior vice president of strategy at Degreed, one of the leading providers in this space. Industry analyst Josh Bersin estimates the market for LXPs is $500m, up from $200m in 2018. Customers report that the model is working. Chris Harry is the chief learning officer of TEK Systems, a staffing firm that’s been using Degreed. “Since moving our various employee development programs onto Degreed, we’ve seen our highest-ever engagement and satisfaction rates,” he said. According to Harry, 96% of TEK employees have created an account in Degreed, and the company consistently sees 40 to 50% of them actively using the platform each month, which he says is “far higher than anything we’ve seen before.” Results like these require real investment beyond simply buying the technology. For example, another Degreed customer, Ericsson, said it hired internal champions and developed an extensive internal marketing campaign to roll out its program. #KhalidAlbeshri #pivot #Holdingcompany #CEO #groups #businessminded #businessquotes #businesssuccess  #businessman #businesstip #businessideas #womeninbusiness #businessmarketing #businessconsulting #businesspassion #socialmedia #businessopportunity #businesslife #strategy #businesses #growth #businessmentor #businessmotivation #entrepreneurs #creditrepair #coaching #businessplanning #networking #businessonline #consulting #contentmarketing #businessmanagement #businessconsultants #businessstartup #marketingtips #خالدالبشري

Key Performance Indicators, or KPIs, are a pertinent part of measuring the successes and failures of your business. Also known as a flash report or dashboard, a KPI allows business owners and managers to get an overview of how their business – or individual departments – is performing at any given time.

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Professional development is learning to earn or maintain professional credentials such as academic degrees to formal coursework, attending conferences, and informal learning opportunities situated in practice.

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How to Become A CEO?

Mark Zuckerberg, Jeff Bezos, Sundar Pichai, and more are some of the coolest and most globally renowned CEOs. Most of us must have heard of the famous phrase, “great power comes with great responsibilities”. This applies to the role of a chief executive officer. A chief executive officer is a professional that comes under the category of c-suite executives. The CEOs are the top-most employee of a company in terms of hierarchy. Usually, the roles and responsibilities that a CEO handles are influenced by the size of an organization. In smaller organizations, the chief executive officer oversees training, purchasing, and recruitment, while in larger companies, a CEO juggles numerous responsibilities including forming strategies, investment goals, legalities, daily operations, and much more. In many workspaces, it is the chief executive officer who supervises the workforce of the company and ensures effective communication between different teams and the board of directors. To know more interesting insights on the role of a chief executive officer, read the complete blog.

LaunchMyCareer Blog

A Day In The Life Of A Ceo

Being a CEO is not just about a career path; it's about leadership and responsibilities. Learn how to become a CEO & what a typical day of a

What is Cloud Computing | How to learn Cloud Computing Online | 2021 

Cloud computing is a model of organization registering where a program or application runs on associated workers as opposed to on a neighborhood figuring gadget like PCs, tablets or PDAs. In straightforward terms it is tied in with putting away and getting to information and projects on the web as opposed to on a close to home hard drive. CETPA Infotech is the best cloud computing online training in Delhi NCR. 

Less staff preparing is required. 

It further develops openness. 

It additionally helps in diminishing expenses. 

It further develops adaptability also

You are welcome to my LinkedIn account.

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Six Attributes Of A Good Call Center Manager

The shortage of good call center managers is hard to spot. Call centers always have someone holding that title. Often, they’re just not the right person for the job.

Fundamentally there are two types of call center managers:

Those who are technology and process driven.

Those who understand human motivational psychology.

Ideally, a call center manager will be skilled in both fundamentals.

From my experience, a successful call center manager is 75%/25%, with 75% being a solid comprehension of what drives employees to give their fullest potential to their work.

Technology can be learned; even mastered. Being able to motivate and lead a group of people, which defines a manager’s ability, is not as simple as applying generalized management principles.

If I were interviewing candidates for a call center manager position, I would look for the following six attributes (Notice I did not write “skills.”):

1. Ability to lead. During the interview, uncover if the candidate has successfully led a group of people. Presumably, the candidate has call center management experience, so ask about other leadership roles, whether it was in Boy Scouts, the military, schools, team sports, etc. How do they define their leadership style? How do they measure if their leadership style is the right style for their team? Have the candidate give at least two STAR (Situation, Task, Action and Result) stories where they lead a team towards the desired result(s).

2. A sense of humor. As a call center manager, my use of humor, to create levity, is my greatest asset. A call center manager who takes themselves too seriously adds unnecessary stress to an already stressful environment. Eventually, they will alienate their supervisors and agents. Being able to showcase the fun and enjoyable aspects of being employed in a call center, and there are many, along with the benefits of, and exploiting them will naturally keep agent turnover to a minimum while maintaining a high morale level. Does the candidate appear relaxed and approachable? Do they make remarks that make you smile and laugh? We all enjoy being around people who are genuinely fun to be around.

3. Able to sell ideas. Call centers are constantly changing. Therefore, agents must be sold on the benefits of any change. Selling ideas, selling anything, comes down to show “What’s in it for me?” We buy into ideas that benefit us in some way (i.e. making our job easier, reducing stress, removing a tedious routine, and increasing efficiency). You can ask candidates how they would sell the importance of following the dress code’s policy regarding proper footwear. Would they use the approach that wearing sandals and flip-flops is a health and safety issue? Agents will more likely understand why this policy exists and therefore comply because there’s a “What’s in it for me?” in protecting their toes and health.

Give the candidate a hypothetical scenario, or better yet one your call center has actually experienced, where the agents had to learn a new process, technology, or there was a change in policy and ask how they would have sold this change to the agents.

4. Understands management is not about having control. Most call center managers have the misconception that their primary role is to “put out fires.” If a call center manager is spending their day putting out fires, this is a sure sign that they are not giving enough authority to their supervisors and agents to make decisions. Does requiring authorization to pick up overnight delivery costs warrant putting the customer on hold (increasing the call handle time), the agent’s time to locate a supervisor or the call center manager and then their time? In past call center, managerial roles, how much authority did the candidate’s agents have? Is the candidate comfortable with giving agents a high level of decision making?

A good call center manager makes sure their supervisors and agents have the tools and training to do their job and to make decisions which are in the customer’s and company’s best interest and then — here’s the key — allows (READ: trusts) their agents/supervisors to make those decisions.

Management is about guiding people towards a sought-after result(s).

5. A visionary. Great call center managers are always looking at the big picture. They have a vision of what their call center will look like in a year’s time, 3-years’ time, 5-years’ time and are navigating their call center to where they envision it will be. They should be comfortable sharing their vision with their leadership team and agents.

Outsourcing, web-enabling, marketing, Do Not Call registry, advances in telephony technology, teleworking, have forced call centers to operate differently than they did just five years ago. Give the candidate an overview of your company’s business model and who are your competition, then ask how they see the next level of the call center looking? This is where the 25% (technology and process driven) comes in. Are they on top of current call center technology? Do they see where they can integrate CRM software and workforce management to enhance the caller’s experience? How about feeding back results, data, and customer feedback to various department heads throughout the company so business processes, product lines, ordering can be adjusted to accommodate changing consumer demands?

Today we expect to be able to order a pizza by simply giving our telephone number. The agent repeats back our address and has our order history. Not long ago, this was not the case. Major pizza chains now offer the ability to order online and thru apps. I would venture to guess most pizza delivery orders today are done online. In 2010 was this the case? How has this changed the way a pizza chain call center interacts with its customers? The latest buzzword, for what it’s worth: Omnichannel

6. Outside the box thinker. By far, the most critical attribute for a call center manager to have is creativity. I am a big proponent of incentives to reward certain behaviors and key performance indicators (KPIs) and therefore spend a good portion of my time creating, implementing, and maintaining incentives. The return I get is well worth it, and I find the more creative, but not complicated, the incentive, the better the results.

Being creative in upselling, such as creating value packages, will yield much better results than merely trying to tack on a product or service to an order. Being creative in using technology to create call center efficiencies, increase revenue (even uncover new sources), or manage agents’ productivity is what differentiates a good call center manager from one that is mediocre.

Managing a call center is an art.

Of course, there’s much more to being a good call center manager than these six attributes. Having common sense, logical thinking and being comfortable making quick decisions would rank up there. Must have hard skills would be excellent, if not superior, verbal, and written communication skills. When looking for a good call center manager, keep in mind hard skills, while important, can be taught; soft skills cannot.

It is important to measure a few KPIs in each of 4 categories: Employees, Customers, Processes, and Revenue.

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