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Continuous Improvement Plan in Museum Victoria

Discuss about the Continuous Improvement Plan for E-procurement System.

The Continuous Improvement plan plays a crucial role in assisting the functions and features of the project development of the smart operations (Almgren 2014). The role of Continuous Improvement plan is to form the accurate development skills in the development of functions of the project. The Continuous Improvement plan helps in forming the improvement of the existing system development for the project and implication of the system development. The major role of developing the Continuous Improvement plan had been for providing assistance in increasing the efficiency of each of the activities of the project. The development of project would help in forming appropriate development model for the inclusion of the existing system development in the organization.

The following essay is being developed for developing a model for implication of the system based modification and development. The case study that would be used for implementing the continuous improvement plan is of Museum Victoria. The Museum Victoria had realized the need of specific E-procurement system that would be deployed for forming the correct and appropriate development of system integration. The use of Continuous Improvement plan would help the development of E-procurement system for Museum Victoria and it would also develop effective development model for integrating the activities of the museums.

The Continuous Improvement plan is a 4 phase cycle that is helpful for developing the smart implementation of the system module and integration of the smart functionality (Barrutia et al. 2014). The Continuous Improvement plan is developed for integrating the activities of the project and developing some improvement strategies for them. The nonstop administration arranges assumes a vital part for the operations of the venture improvement of the keen operations. The part of nonstop administration plan is for framing the exact advancement abilities for the operations of the venture. The nonstop administration plan is useful for shaping the change of the current framework advancement for the venture and ramifications of the framework improvement (Bell et al. 2015). The diagrammatical representation of the four phases of Continuous Improvement plan has been given in the appendix at the last part of the report.

The Continuous Improvement plan consists of four phases namely Strategic Focus, Assessment, Implementation, and Continuous Improvement. The nonstop administration plan is a 4 stage cycle that is useful for building up the savvy usage of the framework module and coordination of the brilliant usefulness (Doss et al. 2017). The constant administration plan is created for incorporating the exercises of the venture and building up some change systems for them. The real parts of building up the persistent administration arrange had been for giving help with expanding the effectiveness of each of the exercises of the venture. The advancement of venture would help in shaping suitable improvement display for the consideration of the current framework improvement in the association. According to Cox et al. (2016), these phases have been developed for implementing improved performance of the project and development of smart functions for the project. The four phases of the Continuous Improvement plan have been explained below,

Identify

Identify: The identification of plan is developed for implementing the improved functionalities of the project and development of smart project operations (Hornstein 2015). The identification plan would help in integrating the activities of the project operations. The use of specific standards and project objectives would help in developing the activities of the project. The identification plan is developed for developing the procurement for the project activities. The vital concentration is created for executing the enhanced functionalities of the venture and advancement of shrewd venture operations. The key concentration is produced for coordinating the exercises of the venture operations. As opined by Pearson, Macaluso and Hussain (2015), the utilization of particular guidelines and venture destinations would help in building up the exercises of the venture. The vital concentration is created for building up the acquisition for the venture exercises.

Plan: The planning in Continuous Improvement plan is developed for forming the appropriate actions and activities for implementing Continuous Improvement plan (Kansara et al. 2015). The planning of the project would help in developing the accurate system integration. The identification of plan, risk planning, and treatment to endangered objectives is the primary function of implementation of the system. The appraisal in consistent administration plan is created for shaping the proper activities and exercises for actualizing persistent administration arrange. The recognizable proof of the venture would help in building up the exact framework combination (Cerda et al. 2016). The recognizable proof of plan, hazard evaluation, and treatment to imperilled destinations is the essential capacity of usage of the framework.


Execute: The execution would be developed for integrating the development factors for the improvement of system modification (Kaplan and Atkinson 2015). The plan of action would be developed to integrate the system model and system operations. The completion would help in forming the supportive execution to the project activities (Patout et al. 2016). The usage would be produced for coordinating the advancement variables for the change of framework alteration. The arrangement of activity would be produced for framing the precise advancement of framework coordination (Nasution 2016). The consummation would help in shaping the steady execution to the venture exercises.

Review: The review operation arrangement comprises of four stages in particular Strategic Focus, Assessment, Implementation, and Continuous Improvement (Li, He and Wang 2016). These stages have been created for actualizing enhanced execution of the venture and advancement of shrewd capacities for the venture. The review operation plan is created for incorporating the exercises of the venture and building up some change systems for them. Wells et al. (2016) have stated that the real parts of building up the persistent administration arrange had been for giving help with expanding the effectiveness of each of the exercises of the venture.

Plan

The Continuous Improvement plan is formed for integrating the activities of the project and developing some improvement strategies for them (Kerzner 2013). The nonstop administration arranges assumes a vital part for the operations of the venture improvement of the keen operations. The part of nonstop administration plan is for framing the exact advancement abilities for the operations of the venture. The strategic focus is developed for integrating the activities of the project operations. The use of specific standards and project objectives would help in developing the activities of the project. The strategic focus is developed for developing the procurement for the project activities (Wienhold et al. 2016). The assessment in Continuous Improvement plan is developed for forming the appropriate actions and activities for implementing Continuous Improvement plan. The identification of the project would help in developing the accurate system integration. The identification of plan, risk assessment, and treatment to endangered objectives is the primary function of implementation of the system (Maniak et al. 2014). The implementation is being done to form the integration of the development factors for the improvement of system modification. The plan of action is formed for forming the accurate development of system integration (Goetsch and Davis 2014). The completion would help in forming the supportive implementation to the project activities. These stages have been created for actualizing enhanced execution of the venture and advancement of shrewd capacities for the venture (Olsson and Spjelkavik 2014.). The constant administration plan is created for incorporating the exercises of the venture and building up some change systems for them.


Procedural Documents for continuous plan: the procurement documents is used to formulate the analysis of the Continuous Improvement plan and some of them are,

Procurement Document for Continuous Improvement Plan

Project Name

E-procurement system for Museum Victoria

Requirement for Continuous Improvement Plan:

The Continuous Improvement plan is developed for integrating the activities of the project and developing some improvement strategies for them. The nonstop administration arranges assumes a vital part for the operations of the venture improvement of the keen operations. The part of nonstop administration plan is for framing the exact advancement abilities for the operations of the venture.

Business Case Review:

The case study that would be used for developing the continuous improvement plan is of Museum Victoria. The Museum Victoria had realized the need of specific E-procurement system that would be deployed for forming the correct and appropriate development of system integration. The use of Continuous Improvement plan would help the development of E-procurement system for Museum Victoria and it would also develop effective development model for integrating the activities of the museums.

Scope Update:

The use of specific standards and project objectives would help in developing the activities of the project. The strategic focus is developed for developing the procurement for the project activities.

Testing Review:

The appraisal in consistent administration plan is created for shaping the proper activities and exercises for actualizing persistent administration arrange.

Major milestone events:

Implementation of the project Continuous Improvement plan

Change control process:

The plan of action would be developed to integrate the system model and system operations. The completion would help in forming the supportive implementation to the project activities. The usage would be produced for coordinating the advancement variables for the change of framework alteration.

Risk Evaluation:

The usage would be produced for coordinating the advancement variables for the change of framework alteration. The arrangement of activity would be produced for framing the precise advancement of framework coordination.

Implementation Plan: The Continuous Improvement plan can be implemented by the use of the PDCA cycle (Emrouznejad and Thanassoulis 2013). The project for implementing E-procurement system is realized for forming the development of the system integrations within the operations of the Museum Victoria. The E-procurement system is formed with the prior motive of integrating the operations and implementation of the project operations. As opined by Kaplan and Atkinson (2015), it is important for developing the accurate system implementation and occupational improvement of the operations. The implementation plan consists of the following steps,

Step 1: Planà The first step to implement the Continuous Improvement plan is to plan the development of the activities in the project of developing E-procurement system for the Museum Victoria. The planning would be done sufficiently for developing the accurate system operations.

Execute

Step 2: DOà The second step in implementing the Continuous Improvement plan is actually deploying the planned activities for the project of E-procurement system for the Museum Victoria. It would help in developing the specific development procedures for the system integrations.

Step 3: Checkà The third step in implementing the Continuous Improvement plan is to monitor and check the activities implemented in the project of E-procurement system for the Museum Victoria. The checking would be done by peer reviews or analysis of the activities.

Step 4: Actà The fourth step of the cycle would form the deployment of some changes after reviewing the ongoing activities of the Continuous Improvement plan for the E-procurement system for the Museum Victoria.

Conclusion

The Continuous Improvement plan assumes a vital part for the operations of the venture advancement of the shrewd operations. The part of ceaseless administration plan is for framing the exact advancement abilities for the operations of the venture. The nonstop administration plan is useful for shaping the change of the current framework improvement for the venture and ramifications of the framework advancement for Continuous Improvement plan. The real part of building up the nonstop administration arranges had been for giving help with expanding the proficiency of each of the exercises of the venture. The improvement of venture would help in framing proper advancement show for the consideration of the current framework advancement in the association.

The accompanying paper had been created for framing the precise improvement demonstrate for ramifications of the framework based change and advancement. The contextual analysis that would be utilized for building up the constant change plan is of Museum Victoria. The Museum Victoria had understood the need of particular E-acquirement framework that would be conveyed for shaping the right and suitable improvement of framework incorporation. The utilization of consistent administration plan would help the improvement of E-obtainment framework for Museum Victoria and it would likewise create viable advancement display for incorporating the exercises of the historical centres.

References

Almgren, K., 2014. Information technology project management processes and practices: A comprehensive study for successful implementation of IT projects. International Journal of Business and Social Science, 5(11).

Barrutia, J., Landeta, J., Araujo, A. and Hoyos, J., 2014. Information Problems and Company Behaviour vis?à?vis Continuous Improvement Training. Human Factors and Ergonomics in Manufacturing & Service Industries, 24(6), pp.712-724.

Bell, K.J., Smart, C.E., Steil, G.M., Brand-Miller, J.C., King, B. and Wolpert, H.A., 2015. Impact of fat, protein, and glycemic index on postprandial glucose control in type 1 diabetes: implications for intensive diabetes management in the continuous glucose monitoring era. Diabetes Care, 38(6), pp.1008-1015.

Review

Cerda, J., Baldwin, I., Honore, P.M., Villa, G., Kellum, J.A. and Ronco, C., 2016. Role of technology for the management of AKI in critically ill patients: from adoptive technology to precision continuous renal replacement therapy. Blood Purification, 42(3), pp.248-265.

Christoph Albrecht, J. and Spang, K., 2014. Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. International Journal of Managing Projects in Business, 7(2), pp.285-301.

Cox, D.J., Taylor, A.G., Moncrief, M., Diamond, A., Yancy, W.S., Hegde, S. and McCall, A.L., 2016. Continuous Glucose Monitoring in the Self-management of Type 2 Diabetes: A Paradigm Shift. Diabetes care, 39(5), pp.e71-e73.

Doss, D.A., McElreath, D., Henley, R., Goza, R., Lusk, G. and Gokaraju, B., 2017. PROCESS IMPROVEMENT AND TOTAL QUALITY MANAGEMENT FOR JUSTICE SYSTEM ORGANIZATIONS. CONGRATULATIONS!, p.34.

Emrouznejad, A. and Thanassoulis, E., 2013. Introduction to performance improvement management software (PIM-DEA). Handbook of Research on Strategic Performance Management and Measurement Using Data Envelopment Analysis, p.256.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

Kansara, P., Jackson, K., Dressler, R., Weiner, H., Kerzner, R., Weintraub, W.S. and Doorey, A., 2015. Potential of missing life-threatening arrhythmias after limiting the use of cardiac telemetry. JAMA internal medicine, 175(8), pp.1416-1418.

Kaplan, R.S. and Atkinson, A.A., 2015. Advanced management accounting. PHI Learning.

Kaplan, R.S. and Atkinson, A.A., 2015. Advanced management accounting. PHI Learning.

Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Li, Z.Y., He, J.S. and Wang, M.J., 2016. Improving Internationally Core Competences Based on the Capabilities of Precise and Accurate Project Management. Frontiers of Engineering Management, 3(3), pp.231-238.

Maniak, R., Midler, C., Lenfle, S. and Pellec?Dairon, M.L., 2014. Value management for exploration projects. Project Management Journal, 45(4), pp.55-66.

Nasution, M.N., 2016. A Deming Cycle as a Tool of Improving A Continuous Service Quality. The Indonesian Management & Accounting Research (IMAR), 5(1), pp.53-78.

Olsson, N.O. and Spjelkavik, I., 2014. Assumption surfacing and monitoring as a tool in project risk management. International Journal of Project Organisation and Management, 6(1-2), pp.179-196.

Patout, M., Mylott, L., Kent, R., Arbane, G., Murphy, P.B. and Hart, N., 2016. Trial of Portable Continuous Positive Airway Pressure for the Management of Tracheobronchomalacia. American journal of respiratory and critical care medicine, 193(10), pp.e57-e57.

Pearson, S., Macaluso, A. and Hussain, S., 2015. High intensity interval training vs moderate intensity continuous training in the management of metabolic type disease. MOJ Anatomy & Physiology, 1(5), pp.27-33.

Rwelamila, P.M.D., Rwelamila, P.M.D., Purushottam, N. and Purushottam, N., 2016. Strategic project management as an innovative approach for sustainable green campus buildings in Africa: The need for a paradigm shift. Smart and Sustainable Built Environment, 5(3), pp.261-271.

Sharbatoghlie, A. and Sepehri, M., 2015. An Integrated Continuous Auditing Project Management Model (CAPM). In 4th International Project Management Conference.

Wells, G.H., Mason, L.D., Foreman, E. and Chambers, J., 2016. Continuous subcutaneous levetiracetam in the management of seizures at the end of life: a case report. Age and ageing, 45(2), pp.321-322.

Wienhold, B.J., Schmer, M.R., Jin, V.L., Varvel, G.E. and Gollany, H., 2016. CQESTR simulated changes in soil organic carbon under residue management practices in continuous corn systems. BioEnergy Research, 9(1), pp.23-30.

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