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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551 - PowerPoint PPT Presentation


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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551. หลักการและเหตุผล การพัฒนาคุณภาพ การบริหารจัดการภาครัฐ (PMQA: Public Sector Management Quality Award). การอบรม 4 วัน Module 1 : เป้าหมาย ตัววัด ผลจากปีที่แล้ว Module 2 : หลักการจัดการกระบวนการ

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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551

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(PMQA) .. 2551

(PMQA: Public Sector Management Quality Award)


4

Module 1 :

Module 2 :

Module 3 :

Module 4 :

Module 5 : 9


Module 5

  • 9

  • 0

  • 1

  • 2

  • 3

  • 4

  • 5

  • 6

  • 7

  • 8

  • 9


0


1

Organizational

Change Process

1. Envisioning

2. Activating

3. Supporting

4. Installing

5. Ensuring

6. Recognizing


2

Organizational

Change Process

1. Business Environment

2. Business Ecosystem

3. Business Design

4. Leadership Style

5. Organizational Values

6. Management Process

7. Knowledge Management Systems

8. Performance Measures


3

Organizational

Change Process

1. Preparing for Change

1.1 Define change management strategy

1.2 Prepare change management team

1.3 Develop sponsorship model

2. Managing Change

2.1 Develop change management plans

2.2 Take action & implement plans

3. Reinforcing Change

3.1 Collect & analyzefeedback

3.2 Diagnose gap & manage resistance

3.3 Implement collective actions


4

Organizational

Change Process

Establish the 10 Winning Conditions

1. Correct diagnosis of the change

challenges.

6. Rapid strategic decision making and

deployment.

2. Early development of shared

understanding.

7. A human flywheel of commitment.

8. Identification and management of

sources of resistance.

3. Enrichment of shared understanding

9. Follow - through on changing

organizational enablers.

4. Establishment of a sense of urgency.

5. Creation of a limited and focused

strategic agenda.

10. Demonstrated leadership commitment.


5

Organizational

Change Process

1. Raising Awareness

2. Communication for Consensus

3. Building Trust / Commitment

4. Changing Culture

5. Measuring / Evaluation

6. The Players Roles / Responsibilities

7. Sustain change through Learning

8. Make change Fun


6

Organizational

Change Process

9

8

7

6

5

4

3

2

1


9

1

9

2

8

3

7

4

6

5


1


Stakeholder

1. Customers

2. Employees / Unions

3. Investors / Partners

4. Suppliers / Media

5. Community

6. Government / Local gov.

7. Consumer / Industry Associations

8. Competitors


KANO


Stakeholder


Stakeholder need


Stakeholders

: Loyalty Equation

Attitude

(Commitment)

Behavior

(Continue with)

Loyalty

+

=


Customer/Market Segmentation

1

Customer Segmentation

Category

  • Demographic data

  • Behavioral data

  • Psychographic data

  • Firmographic data


Customer/Market Segments

/


Customer Requirements Determination

2

Customer Listening and

Learning Approaches

Customers

Approach

  • Direct contracts

  • Focus groups

  • Complaints

  • Customer surveys

  • Customer visits

  • Sales transactions

  • Customer contract staff feedback

  • Trade show

  • Phone calls


2


/


The Principles

VISION

Behavior

Processes

Attitude

Systems

REALITY


Organization Change - Depth of Intervention

Deepest

Paradigm

We have to recreate the business.

Change recreate the total enterprise.

We have to change the way

that we think and act.

Change vision, values

Cultural

Strategic

We need to refocus.

Change objectives, strategies

We just need to do it better.

No change to mission,values

Operational

Shallow


Organizational Change Process

1. Unfreezing

1.1 Motivation for change

1.2 Impediments

2. Change

2.1 Well define objectives

2.2 Communication

2.3 Plan : Leader; team; resource

2.4 Stakeholder management

2.5 Plan for resistance to change

3. Refreezing

3.1 Institutionalize change

3.2 Overcome lingering resistance to change


Force - Field Analysis

External Forces

Internal Forces

  • Customer demand

  • Competition

  • Profitability

  • Low moral

Driving Forces

  • Distributor inertia

  • Regulations

  • Passive resistance

  • Resources

Restraining Forces


The Strategic Change Flywheel

20%

Change

agent

70%

Sitting

on the fence

10%

Oppose the new direction


Common Reasons for Perceived Resistance

1

Lack of information or awareness

2

Lack of involvement

3

Lack of leadership commitment

4

Outdated rewards and recognition

5

Lack of proof in positive outcomes


Building Awareness and a Sense of Urgency

1

2

CEO presentation

Benchmarking

7

3

Stakeholder presentation

Newsletters / videos

Awareness

4

6

Customer and

employee surveys

Publication of key

performance indicators

5

Management by

walking around


3


PMQA

Risk Management

Individual Scorecard

HR Scorecard

2

5

1

2

1

7

3

3

4

6

IT & KM

4

PMQA


PMQA Management the Organization

Principle

Process

Approach

Process

Practice

Deployment

Practice

Performance

Measuring

Performance

Learning

Evaluation

Learning

Innovation

Improvement


Path to Performance Excellence

Reacting to

Problems

Systematic

Approach

No system

Alignment

Integration

Role Model

Role Model

6

Integration

5

Alignment

4

Systematic

Approach

3

Reacting to

Problems

2

No system

5

6

1

P

1

2

3

Strategic

Leadership

Lead the organization

1 / 2 / 5 / 11

C

A

4

7

D

Organizational

Learning

3/ 4 / 6 / 10

Improve the organization

Manage the organization

Execution Excellence

7/ 8 / 9


1-6ADLI

Integration

I

PDCA Alignment

Approach

A

Learning

L

Result

Plan

Check/Share/Act

Deployment

D

Do


7LeTCLi

Level

Le

Goal

Linkage

Li

KRA

KPI

Trend

T

Trend

Key Measure

Compare

C

Benchmark


1: 12

How

ADLI

(1)

1.1

(2)

1.1

(3)

(4)

(5)

What

3R

(6)

(7)

(8)

1.2

(9)

(10)

1.2

(11)

(12)


7


17


10

9

8

7

6

5

4

3

2

1

0

Score

1.1 1.2 2.1 2.2 3.1 3.2 4.1 4.2 5.1 5.2 5.3 6.1 6.2 7.1 7.2 7.3 7.4

Item


4


Strategic Planning Model

Internal

environment

External

environment

Vision

Shared

Values

Mission

Core

Competency

KPIs

KPIs

KPIs

KPIs

Program

KPIs

KPIs

Project

KPIs

KPIs

Activity

Past

Performance

Organization Objective

4

KPIs

1

2

3

4

Strategic Goals


Strategic Planning Process

1

4

2

3

5

- Pest Analysis Impact Analysis

- Self Assessment-TQA Roadmap

-Strategy Map-Performance Projection - Roadmap

-SWOT Analysis-Vision/Mission-Corporate Objectives-Balanced Scorecard

- Gap Analysis


Strategic Planning

()

+O

-T

+S

-W

()

(Map)

(Card)


1


PEST Analysis

- - - - - -

- - - - - - -

- - - - - - -

- - - - -


External Environment

Model : .

1.

-

-

- .

-

-

- 10

4.

-

-

-

-

-

-

-

6.

-

-

-

- .

- .

- .

-

-

( )

-

-

-

- .

- .

-

-

- /

-

-

-

-

-

2.

-

-

-

-

-

-

3.

-

-

-

-

-

-

-

-

-

5.

-

-

-

-


1

2

3

4


2


PMQA

Framework

P :

2.

5.

1.

7.

3.

6.

4.


1

2

3

4


3


1

2

3

( KPI)

%

/


+

(PMQA 6 )

.

.

.

()


(PMQA 6 )

/


4


BSC

Balanced Scorecard

: Policy Deployment Concept


BSC Concept :

BSC objectives

Do things right

Do the rightthings

Do the rightthings right


BSC Concept :

Financial

Measures

Non-Financial

Measures

Lag

Indicators

Lead

Indicators


Strategy : Kaplan & Norton

&


Strategy : Kaplan & Norton

Mission : Why we exist

Values : Whats important to us

Vision : What we want to be

Strategy Objective : Our game plan

Strategy Map : Translate the strategy

Balanced Scorecard : Measure and Focus

Target and Initiatives : What we need to do

Personal Objectives : What I need to do

  • Strategic Outcomes :

  • Satisfied shareholder

  • Delight customer

  • Efficient & Effective Process

  • Motivated & Prepared workforce


1(Strategy Map)

Vision

Mission / Values

4

Goals (4 years)

BSC

7

/

/

/

/


2(Strategy Map)

Vision

Mission / Values

Goals (4 years)

4

7

/

/

1-6

/


Strategy Map

PMQA

Vision / Mission / Values

4

Results

7.3

7.4

7.1

7.2

System

1.2

3.2

4.2

6.1

6.2

5.1

5.2

5.3

Driver

3.1

4.1

1.1

2.1

2. 2


Map & Card : BSC Concept

Objectives

  • Fast ground turnaround

Strategy Map

Strategy Card

Measures:

How success or failure (performance) against objectives is monitored

Targets:

The level of performance or rate of improvement needed

Initiatives:

Key action programs required to achieve targets

Objectives:

What the strategy is trying to achieve

Strategic Theme: Operating Efficiency

Profits and

RONA

Financial

Grow

Revenues

Fewer planes

Attract & Retain More Customers

Customer

On-time

Service

Lowest

prices

Measures

Targets

Initiatives

Internal

Fast ground

turnaround

  • On Ground Time

  • On-Time Departure

  • 30 Minutes

  • 90%

  • Cycle time optimization

Learning

Ground crew

alignment


1

Strategy Card

PMQA

Objectives

Measures

Initiatives

1

2

3

()

1

2

3

KPI

1

1

%

22

22

22

22

22

22

22

22


6 : Objectives Deployment

(/ /)

1

C1

2

1

C1

3

2

4

3

1

5

C1

4

2

6

5

3

7

6

4

7

5

6

7


Map & Card : BSC Concept

Longer Term (3-5 year) View

Shorter Term (Annual) View

Strategy and Map

Vision

Mission

Objectives

Initiatives

Milestones

Accountable

Targets

Measures

Resource Alloc.

F1

  • Grow high-margin service

  • % revenue from high-margin services

  • 04 xx%

  • 05 xx%

  • 06 xx%

Financial

F2

  • Provide personalized care

  • Customer satisfaction survey rating

  • Survey drafted by 6/04

  • Mkg. Team

  • $ xxxx

  • Develop organization- wide survey

  • 04 xx%

  • 05 xx%

  • 06 xx%

Customer

C1

To provide top-notch healthcare to our community

Be the community hospital of choice

  • Keep patients informed

  • Service level spot check rating

  • Electronic notes project

  • Complete by 2004

  • All patients logged in

  • Dept. Chairs

  • $ xxxx

P1

  • 04 xx%

  • 05 xx%

  • 06 xx%

Internal

P2

  • Provide technology & resources

  • % new technology used by staff

  • 04 xx%

  • 05 xx%

  • 06 xx%

  • Learning assessment project

  • Deadline met

  • HR Committee

  • $ xxxx

Learning

L4

Strategy

Leadership

Tactics

Management


5


B

A

B

A

B

A

A

B

B

C

C


Program - Project form

/

/

/

/


Program - Project form



Project Management

B

A

D

C

E


Project Management

C

B

E

A

D


Organization Change


6


4

1

:

5

2

3


Human Resource Management


Organizational Chart


Communications Channels


7


PMQA Tools


CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Baldrige Best Practices Information

Thank you for viewing and using the application level (abbreviated) versions of TQI'sTotal Baldrige Management System.

A complete version of each Baldrige Best Practice (see list below), including detailed process steps, decision logic, adaptation instructions, organizational acceptance guidelines, implementation steps, process performance metrics, and total system integration to the Total Baldrige Management System is also available. The complete version has active hyperlinks to more than 100 Baldrige Best Practices and Baldrige Application Information Capture Response Templatesso you are really getting a totally integrated system of Baldrige Best Practice Management Processes.

Each Baldrige Best Practice is sent to you electronically upon receipt of payment.

Note: Unlike the password-protected abbreviated versions on this website, the complete Best Practice versions are not password protected and are sent to you electronically in MS Visio so then can be easily edited, copied, and printed.

Pricing and Ordering Information

Click for Baldrige Best Practices List and Individual Pricing

Please email (tqi@msn.com)or call (Toll free: 1877387-2547; Direct : 1425444-4386) for more information or to offer improvement suggestions.

Paul Steel

Baldrige Best Practices Information

Thank you for viewing and using the application level (abbreviated) versions of TQI'sTotal Baldrige Management System.

A complete version of each Baldrige Best Practice (see list below), including detailed process steps, decision logic, adaptation instructions, organizational acceptance guidelines, implementation steps, process performance metrics, and total system integration to the Total Baldrige Management System is also available. The complete version has active hyperlinks to more than 100 Baldrige Best Practices and Baldrige Application Information Capture Response Templatesso you are really getting a totally integrated system of Baldrige Best Practice Management Processes.

Each Baldrige Best Practice is sent to you electronically upon receipt of payment.

Note: Unlike the password-protected abbreviated versions on this website, the complete Best Practice versions are not password protected and are sent to you electronically in MS Visio so then can be easily edited, copied, and printed.

Pricing and Ordering Information

Click for Baldrige Best Practices List and Individual Pricing

Please email (tqi@msn.com)or call (Toll free: 1877387-2547; Direct : 1425444-4386) for more information or to offer improvement suggestions.

Paul Steel

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

1

  • LEADERSHIP SYSTEM

  • Communication Effectiveness

  • Fiscal Accountability and Transparency

  • Governance System Structure

  • Leadership Process

  • Organizational Performance Management

  • Organizational Sustainability

  • Priority Determination and Decision Making

  • Succession Planning

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management


2

  • STRATEGIC PLANNING SYSTEM

  • Annual Operation Plan Formulation

  • Policy Deployment

  • Plan Formulation

  • Resource Allocation-Redirection

  • Risk Management

  • Strategic Assessment

  • Strategic Assumptions Development

  • Strategic Resource Commitment

  • Strategy Development


3

  • CUSTOMER and MARKET MANAGEMENT SYSTEM

  • Customer Relationship Management

  • Customer Satisfaction Determination

  • Customer Segmentation / Knowledge Determination

  • Complaint Management

  • Product and Service Features Determination


4

  • KNOWLEDGE MANAGEMENT SYSTEM

  • Analysis

  • Benchmarking and Comparison

  • Data, Information, and Knowledge Reliability

  • Evaluation

  • Information Hardware and Software Design

  • Knowledge Creation

  • Knowledge Management

  • Knowledge Sharing

  • Performance / Knowledge Metrics Selection


5

  • HUMAN RESOURCE MANAGEMENT SYSTEM

  • Career Progression

  • Employee Performance Management

  • Employee Performance Review

  • Employee Recruitment

  • Employee Work Climate Assessment

  • Learning and Development

  • Work Organization and Management

  • Workplace Environment Improvement


6

  • PROCESS MANAGEMENT SYSTEM

  • Implementation

  • Improvement

  • Key Processes Determination

  • Process Control

  • Process Design, Development, and Delivery

  • Process Requirements Determination

  • Process Simplification Process

  • Supplier and Partner Management


8


Systematic Thinking

SIPOC + PDCA + TQA/PMQA

Strategic Plan

Action Plan

PMQA

6

(Strategy

Map)

PMQA 7

Stakeholders

P

Input &

Supplier

plan

Process

requirement

Output

spec

Customers

need

D

Input

Process

Customer

(outcome)

Output

Supplier

QCDSMEE

C

SIPOC

A


SIPOC Model /

Value chain model

Are We Doing Things Right?

(How?)

Are We Doing The Right Things?

(What?)

Input

Output

Outcome

Process

Supplier

Performance Measurement

Leading indicator

Check point

Process indicator

Efficiency

Means

Lagging indicator

Control point

Result indicator

Effectiveness

End


SIPOC Model /

Value chain model

KPI & Target

supplier

111

  • Outcome

  • 1

  • 1

  • Output

  • Spec1

  • Spec2

  • Spec3

input

11

1

supplier

112

supplier

121

input

12

supplier

131

input

13

2

3

4

5


Performance based

Management Process

1

6

Evaluating

and Utilizing

Performance

Information

Define

Organizational

Mission & Strategic

Objectives

2

Integrated

Performance

Measurement

System

5

Analyzing,

Reviewing

and Reporting

Performance Data

3

Accountability

for

Performance

4

Measuring

Performance


Action Plan

Action

Result

Strategy

C1

F1

P1

Implementation

evaluation

Post-implementation

evaluation

Pre-implementation

evaluation

Formative

evaluation

Summative

evaluation


Action Plan

Action

Result

Strategy

Implementation

evaluation

Post-implementation

evaluation

Pre-implementation

evaluation

Formative

evaluation

Summative

evaluation

Concept

Action

Change


1.

2.

3.

4.

5.

6.

7.

8.

9.


1.

2.

3.

4.

5.

6.


4

A

D

3

2

1

9

8

7

6

5

4

3

2

1

PMQA

/

5

1

2

3

4

6

7

8

1

B

C

2

3

4

5


BSC Concept :Cockpit


Cockpit Room


9


Gaps in Service Quality

Knowledge Gap 1

Standards Gap 2

Service Gap 5

Delivery Gap 3

Communication Gap 4


+

(PMQA 6 )

.

.

.

()


(Learning)


AAR After Action Review

  • ?

  • ?

  • ? ?

  • ?

  • ?


What are Communities of Practice (CoP) ?


Priority Area

Scoring Guideline

Context

Critical Issues

Experience Sharing

Concept

/

()

Application


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