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In a service-oriented organization, success largely revolves around people. Employees provide the knowledge, expertise, and hours that form the basis for revenue and margin. Therefore,
As an operations manager, you’re constantly making decisions: which projects get priority, which employees to deploy where, and how to ensure healthy margins. Yet, in
As an operations manager of a service organization, you undoubtedly know this dilemma: the boardroom talks in euros, but your planning system thinks in hours.
If a dashboard is well made, it is super valuable – you see everything important at a glance and the visual representation immediately puts the information in perspective. And if the dashboard is not well made?
We all want to do more work without extra costs. But how do you do that? What if you could do this with the exact same people you work with now? That may sound utopian.
As an operations manager, you naturally want to know how your entire portfolio of projects is doing. Useful Analytics tools with a series of dashboards provide insight into various KPIs.
As soon as you take on projects, you schedule them ahead in time. Depending on how your projects go, you will gradually find out whether you have scheduled enough hours.
What do you do with questions such as: “How is our project actually doing”? “Are we still on schedule or are we far from our target”? You probably have an answer.
The more projects, the better your business runs – right? But how do you keep an overview when all those projects start running in parallel? In this article we will discuss 3 tips.
A team full of hard workers is of course the dream of every company. But are your hard workers also productive? And what about the external people you hire?
