Services
Consulting Services
Value Improvement Practices:
Value Improving Practices are practices used to increase the project understanding and help project management team to develop comprehensive plan; hence, to improve project performance. VIP’s are primarily used during the gateways of a project.
- Project Risk Management (PRM)
Address the project uncertainties to identify, assess and manage threats and opportunities. The objectives of PRM are to reduce threats and increase opportunities.
- Schedule Risk Analysis (SRA)
Objective analysis of the project schedules to determine the project schedule confidence level and estimate the project schedule contingency reserve. Software is used to simulate the project schedule using Monte Carlo analysis.
- Quantitative Risk Analysis (QRA)
Probabilistic schedule and cost completion of the projects. Scientific approach to optimize schedule and budget prior to execute the project.
- Value Engineering
An engineering approach to optimizing project execution and eliminating unnecessary costs without sacrificing total project performance, other project constraints, maintainability and/or reliability.
- Best Practices:
- Lessons Learned Implementation (LLI)
- Lessons Learned Collection (LLC)
- Planning for Start Up (PFSU)
- Project Planning & Team Alignment (PP&TA)
- Interface Management (IM) Define and plan the interface points between the different external stakeholders in the projects. Interface matrix, schedule and plan are created to align stakeholders on their dependencies and interfaces.
Management Consulting Services:
- Operation Excellence Implementation
- Facility Management Optimization
- Strategy Planning and Strategy Execution
- Initiatives Identification and Planning
- Balance Score Card Planning
- Sustainiability
Operational Excellence
The developments of the new millennium, technology and globalization have
Operational Excellence manifests itself through integrated performance across revenue, cost, and risk. It focuses on meeting customer expectation through the continuous improvement of the operational processes and the culture of the organization. The goal is to develop one single, integrated enterprise level management system with ideal flow. The second component, a culture of Operational Discipline, is commonly described as doing the right thing, the right way, every time.
This culture is built upon guiding principles of integrity, questioning attitude, always problem-solving, daily continuous improvement mind-set, level of knowledge, teamwork, and process driven. Operational Excellence is made up of four categories:
- Strategy Deployment
- Performance Management
- High Performance Work Teams
- Process Excellence
Why Implementing Operational Excellence?
Operation excellence is not all about cutting hard costs, like people and resources, in fact it is more about looking at how the back end of the company or operation as whole functions and taking the time to tie all the little pieces together.
- Identify and analyze your losses
- The most effective way to eradicate your problems/losses
- Sustain the gains
- Manage and develop your culture of change
- Operate with effective business structure and processes
- Create a progressive culture and behavioral habits
- Ensure operations system is relevant up to date and functional
- Operate with a system that is meaningful to what your core business does is of the utmost importance.
Artificial Intelligence and Digital Transformation
Machine learning is booming nowadays due to the faster hardware, modern algorithms, and the increase in data in the era of cloud computing where there are millions of mobile devices, robots, sensors, ……
Artificial intelligence will add billions of dollars to the economies of the MENA region and elsewhere, but not all countries, regions and companies will be able to benefit from this matter on an equal footing. Experts have noted, as well as many published studies, that there are obstacles to the rapid application and optimal use of these transformable technologies.
Risk Management
With the increasing development in the information and communication systems technologies and the continuous changes in the legislative and environmental procedures for the organizations, it has become a necessity to foresee the types of obstacles for the organization for any potential risks that could impede the organization to achieve its strategic goals.
Business Process Re-engineering
Intelligence Solutions has relied on the latest methods and methodologies used internationally to re-engineer business processes.
We moved away from the traditional methods to ensure the quality of re-engineered processes and to obtain the best smart and non-traditional solutions for the struggling organization.
BPR is a set of comprehensive and radical changes in the structure of companies and their operations with the aim of advancing the company again or to direct performance towards the best and to solve crisis and problems that may lead to the downfall of the company.
Corporate Strategic Planning
Systematic process of determining goals to be achieved in the foreseeable future. It consists of: (1) Management's fundamental assumptions about the future economic, technological, and competitive environments. (2) Setting of goals to be achieved within a specified timeframe. (3) Performance of SWOT analysis. (4) Selecting main and alternative strategies to achieve the goals. (5) Formulating, implementing, and monitoring the operational or tactical plans to achieve interim objectives.
Mission and Vision Statements in Strategic Planning.
There are various issues to consider in making an organizational strategic plan. Strategic plans often mean a change in organizational structure or a move toward change. Change can be a difficult process and sometimes requires time. It is important to get employees on board with the decision making process. This can be articulated through the mission and vision statement of the organization. Articulating and repeating the positives of the move toward change in the organization will help employees stay engaged and motivated in the process.
Strategic Planning Change is an essential component of strategic planning. This involves moving the organization or program forward to create or change something. Some plans are created out of the need for the organization to move in a certain direction, and other plans develop organically. Mission and vision statements will be important to help communicate the goals of the plan to employees and the public. .
Managing Change in Organisations
The received wisdom in much of the business world for the last 30 years has been that change has to be fast, large-scale and transformational if organisations are to survive. However, this does not always have to be the case; sometimes incremental change which does not disturb the
essence of a successful business is what is required. As Etzold and Mueller state, ‘successful businesses need to carefully balance and align different elements such as strategy, formal organisation, critical tasks, people and culture’.
We at Intelligence Solutions provides diversity of Change Management Training Modules that compile with the latest trend and vision of Change Management executions for Strategic and Organisational Management change methods.
Corporate Strategic Management
The field of strategic management deals with the major intended and emergent initiatives taken by general managers on behalf of owners and other stakeholders, involving the utilisation of resources, to enhance the performance of organisations in their external environments and thereby add value to the organisation.
We explore the nature of strategic management – linking process between the organisation and its environment – which focuses particularly on value added and the sustainable competitive advantages of the organisation and the need to be innovative. Adding value is of particular importance to most organisations, although for non-profit and government organisations this is not necessarily the case.
There are five key elements to strategy. They are principally related to the need to add value and to offer advantages over competitors: customers; implementation process; sustainable competitive advantage; the exploitation of linkages between the organisation and its environment; vision and purpose. Several of these elements may well involve innovative solutions to strategic issues.
There are three core areas of strategic management: strategic analysis; strategic development; and strategy implementation. Although the three core areas are often presented as being strictly sequential, they will be simultaneous in some circumstances.