This document discusses potential pitfalls of process modeling based on interviews and focus groups. It identifies 22 common pitfalls grouped into 5 categories: strategy and governance, stakeholders, tools and requirements, modeling practice, and handling success and maintenance. The first part of the document focuses on pitfalls related to strategy/governance and stakeholders, including a lack of strategic connections, unclear governance, and failure to engage stakeholders. A second part will address additional pitfalls related to tools, modeling activities, design of future processes, and ensuring modeling success over time.
Analysing Attrition in Outsourced Software Projectcsandit
Information systems (IS) outsourcing has grown as a major business phenomenon, and widely
accepted as a business tool. Software outsourcing companies provide expertise, knowledge and
capabilities to their clients by taking up the projects both onsite and offsite. These companies
face numerous challenges including attrition of project members. Attrition is a major challenge
experienced by the outsourcing companies as it has severe impact on business, revenues and
profitability. In this paper, attrition data of a major software outsourcing company was
analysed and an attempt to find the reason for attrition is also made. The data analysis was
based on the data collected by an outsourcing company over a period of two years for a major
client. The results show that the client initiated attrition can have an impact on project and the
members quit the outsourcing company due to client initiated ramp down without revealing the
reason.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
Analysing Attrition in Outsourced Software Projectcsandit
Information systems (IS) outsourcing has grown as a major business phenomenon, and widely
accepted as a business tool. Software outsourcing companies provide expertise, knowledge and
capabilities to their clients by taking up the projects both onsite and offsite. These companies
face numerous challenges including attrition of project members. Attrition is a major challenge
experienced by the outsourcing companies as it has severe impact on business, revenues and
profitability. In this paper, attrition data of a major software outsourcing company was
analysed and an attempt to find the reason for attrition is also made. The data analysis was
based on the data collected by an outsourcing company over a period of two years for a major
client. The results show that the client initiated attrition can have an impact on project and the
members quit the outsourcing company due to client initiated ramp down without revealing the
reason.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
This article looks at the decisions organizations make and what they do as they move up the scale in requirements management maturity (RMM).
Just as hiking up a mountain has a cost (in energy and time), so does this climb upward. Therefore, as we look at the benefits of reaching higher levels of maturity, we will not ignore the investment required in terms of time, effort, and money. In addition, we will analyze how automated requirements management (RM) tools can help support organizations striving for greater RM maturity.
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
Rodger Sprouse • Titan Securities
- Swimming with the sharks by Linda Ferentchak
- Oil price decline has divergent impact on stock sectors
- Adapting business practices for the next generation of clients (Robert Kinnun, Madison Avenue Securities, Inc.)
Presentation made to top executives seeking to understand how to increase their ROI on IT investments. based on principles developed in my book, "The Ultimate Guide to the SDLC." http://www.ultimatesdlc.com/
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
Rodger Sprouse • Titan Securities
- Swimming with the sharks by Linda Ferentchak
- Oil price decline has divergent impact on stock sectors
- Adapting business practices for the next generation of clients (Robert Kinnun, Madison Avenue Securities, Inc.)
Karla Socarras QuinteroOsbey Coba Torres 8 ‘’03 ‘INEDSAFA
Índice
Conceptos
Energía solar térmica
Centrales solares
Hornos Solares
Energía Solar Fotovoltaica
Tipos de paneles
Ventajas
Pagina Informativa
VideoClip
La energía solar se obtiene a partir de la luz y el calor procedentes del Sol. Sabiendo esto podemos encontrar dos tipos diferentes de energías:
Energía solar térmica
Energía solar fotovoltaica
Se utiliza la energía del Sol para calentar un fluido normalmente agua para su utilización más adelante.
Podemos encontrar tres tipos de captación según a la temperatura a la que trabajen
A baja temperatura: Se utilizan unos colectores planos que calientan el agua que pasa por su interior a unos 60-80ºC
A media temperatura: En este caso se utilizan colectores de concentración que envían la radiación en un solo punto del captador aumentando la temperatura del fluido que contiene.
A alta temperatura: Podemos encontrar dos tipos diferentes.
-Centrales solares
-Hornos solares
-Centrales solares: Poseen unos espejos que reflejan la luz concentrada en un punto en una caldera.
-Hornos solares: También poseen unos espejos que reflejan la luz a otro espejo mayor que a su vez lo concentra en un punto donde se pueden alcanzar los 4000ºC
Es una forma de obtención de energía eléctrica a partir de la energía del Sol.
Esta energía se obtiene a partir de los paneles fotovoltaicos, que contienen materiales semiconductores como el silicio o el germanio.
Podemos encontrar dos tipos de paneles según su composición:
Cristalinos: A su vez encontramos dentro de este tipo otros dos más.
Monocristalinos: Se componen de un solo cristal de silicio.
- Policristalinos: Está formada por pequeñas partículas cristalizadas.
Amorfos: Este tipo se da cuando el silicio no está cristalizado.
Es una energía renovable.
El uso de esta energía reduce considerablemente el consumo de otras.
No contamina tanto como otras energías.
Los sistemas de captación son de fácil mantenimiento y duran mucho tiempo.
El coste disminuye a medida que avanza la tecnología.
Es perfecto para zonas de difícil tendido eléctrico.
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This presentation provides a high-level overview of BPM and where it is today.
It also touches on some of the core technologies and standards.
Its focus is on the four specific “Challenges” facing BPM and they are aligned to the four phases of the typical application development life cycle.
1. Discovery
2. Design
3. Development
4. Deployment
Agile project management and normativeGlen Alleman
Reform of the traditional approaches to managing software development projects is driven by several factors, not the least of which is some spectacular failures of soft-ware projects. Ranging from the IRS, to the FAA, to large e–commerce systems, we all have some “war story” of a major failure that can be traced to non–technical causes.
Simplifying Model-Based Systems Engineering - an Implementation Journey White...Alex Rétif
Model-Based Systems Engineering (MBSE) is perhaps one of the most misunderstood and often abused acronyms in the engineering vernacular. Many companies struggle to understand how it will improve their entire product life-cycle and address the ever-increasing complexity of products. In many companies, executives and middle management experience a lack of understanding regarding the rapid pace of today’s technology and its impact on organizations and processes. Technical practitioners may gain additional insight as they focus their energies on establishing strong MBSE practices. The successful implementation of MBSE includes transformations and enhancements in three key areas: organization, process and technology. This white paper shares proper planning and implementation considerations in adopting an MBSE practice. It provides a high-level view, defines critical components to help success and identifies many problematic areas to avoid in an implementation journey.
The waterfall, a commonly misapprehended methodological conceptAxel Vanhooren
Waterfall as methodological concept; right usage of methodologies; purpose of phases; possibilities for flexibility, continuous improvement, scalability, fast delivery, iterations, continuous testing, advantages & disadvantages, ...
Four Common Process Mapping Mistakes (and How to Avoid Them)Franco Pang
An article I wrote on how to avoid the common mistakes people often make when performing business process mapping. The article was originally published on the PEX Process Excellence Network.
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
Contingent Workflow Modelling for a Didactic Approach to Project Management i...David Luigi FUSCHI Ph.D.
This thesis is motivated by the steep increase in grass-root content production and the transformation of Web2.0 consumers into “prosumers”, a concept that pre-dated the web itself (Toffler 1980). The notion of “prosumers” in the Web 2.0 and beyond presumes an increasingly wider-scale ability for content creation with a much deeper understanding of the implications and associated risks (at all levels from quality to IPR and copyright aspects). Technology today offers the possibility to easily master complex processes such as video/image editing with a home computer or a laptop yet this is not sufficient for managing all the decision points involved in an informed fashion. The widespread availability of office-automation solutions powerful enough to handle fairly complex processes of monitoring and management, raises the research question as to the feasibility of providing a didactic model and support tools that could better serve the increased desire of web users to become content producers.
Similar to A potential pitfalls_of_process_modeling_part_a-1 (20)
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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• Three (3) key tips to maintain a disciplined workplace.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
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CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
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External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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A potential pitfalls_of_process_modeling_part_a-1
1. Potential pitfalls of process
modeling: part A
Michael Rosemann
Queensland University of Technology, Brisbane, Australia
Abstract
Purpose – This paper summarizes typical pitfalls as they can be observed in larger process modeling
projects.
Design/methodology/approach – The identified pitfalls have been derived from a series of focus
groups and semi-structured interviews with business process analysts and managers of process
management and modeling projects.
Findings – The paper provides a list of typical characteristics of unsuccessful process modeling. It
covers six pitfalls related to strategy and governance (1-3) and the involved stakeholders (4-6). Further
issues related to tools and related requirements (7-10), the practice of modeling (11-16), the way we
design to-be models (17-19), and how we deal with success of modeling and maintenance issues (19-21)
will be discussed in the second part of this paper.
Research limitations/implications – This paper is a personal viewpoint, and does not report on
the outcomes of a structured qualitative research project.
Practical implications – The provided list of total 22 pitfalls increases the awareness for the main
challenges related to process modeling and helps to identify common mistakes.
Originality/value – This paper is one of the very few contributions in the area of challenges related
to process modeling.
Keywords Organizational processes, Process management, Modelling
Paper type Viewpoint
Process modeling is a widely-used approach to achieve the required visibility for existing
processes and future process scenarios as part of business process improvement projects.
The intellectual challenges related to process modeling keep many academics entertained
and a plethora of tools, methodologies and educationalmaterial inthe form of publications
and seminars is available. However, process modeling has also strong opponents. It is
criticized forbeing over-engineered, time-consuming,costly and without(sufficient)value.
Thus, the challenge is to find the right level of modeling for the underlying purpose. I am
strong supporter of process modeling, but this paper is not about the advantages of
modeling. It is dedicated to the typical pitfalls of process modeling. Awareness of the main
challenges is often a better secret of success than blindly following recommendations why
weshould doit. Ingeneral, ithas been proposed toincreasinglylearn fromfailures inorder
to derive a list of those factors that characterize true successful practice (Denrell, 2005).
1. Process modeling in the twenty-first century
Flowcharting and process mapping as a means to visualize a business process have
been around “forever”. One of the first systematic approaches was flow diagrams as
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1463-7154.htm
The author would like to thank Roger Tregear, Leonardo Consulting, Andrew Spanyi, Spanyi
International Inc., Brad Power, Babson College, and Jan Recker, Queensland University of
Technology, for their critical review and valuable contributions to this list of pitfalls.
Potential pitfalls
of process
modeling
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Business Process Management
Journal
Vol. 12 No. 2, 2006
pp. 249-254
q Emerald Group Publishing Limited
1463-7154
DOI 10.1108/14637150610657567
2. developed by Goldstine and von Neumann in 1946, and flowcharts have been a part of
software development since the beginning of programming. Flowcharts in all types
of sizes and shapes have been popular in organization management. They are part of
policies, procedures and organizational handbooks.
The current generation of business process analysts prefers the term “process
modeling” rather than flowcharting or mapping. Process modeling claims a more
disciplined, standardized, consistent and overall more mature and scientific approach.
It facilitates process visibility and has to satisfy an increasingly heterogeneous group
of stakeholders (from the CXO to the end-user) and modeling purposes. It has to be
scalable, configurable and usually be able to provide a bridge between IT capabilities
and business requirements.
A second change over time has been an increased focus on business process
modeling. The prefix “business” encourages the community of business
representatives, end-users, and, most of all, potential process owners not only to
understand process models, but also to more, and more actively, model their own
business processes. The assumption is that it is easier to pick up the concepts and
techniques of process modeling than to articulate the complexities of a certain business
domain to a business process analyst. As a response upper-CASE tools are available,
which support the business modeling community, but have only limited intentions to
convert the outcomes into executable or implementable process specifications.
Another observation is related to the increased size of process modeling initiatives.
A number of organizations conduct process modeling with an enterprise-wide scope
and even globally. As a consequence, the investment related to tools, methodologies,
training and modeling activities reached the point, where process modeling
increasingly faces the “Where is the return on investment?” question.
Such a development can be appreciated from an academic viewpoint as it provides
opportunities for countless research projects. However, this situation is also exposed to
the danger of over-engineered techniques, tools, modeling conventions, etc. resulting in
projects which finally fail.
Like business process management, knowledge management and customer
relationship management, nobody seriously questions the need for process
modeling, but the million-dollar question is how much modeling is actually required?
A wide variety of responses to this question can be found in current projects all over
the globe. At one extreme, some companies consciously minimize their efforts related
to process modeling as they do not believe in “fat methodologies”. In these cases, the
blueprinting of future business processes is conducted with the simplest drawing tool,
even if the modeling project is followed by a multi-million dollar ERP implementation.
Such a behavior is in sharp contrast to the actual impact on the costs of business
processes. The early phases of business process design might not be the most
expensive ones, but they tend to have the highest impact on the benefits and costs of
the implemented business processes.
At the other extreme, companies invest a significant amount of time and money to
select the most appropriate modeling tool, write literally hundreds of pages of
guidelines attempting to precisely standardize the layout of a process model. They
spend weeks customizing the tool, comprehensively modeling their processes in terms
of scope and depth. This approach is then rolled out all over the world with the aim of
developing a consistent template for execution.
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3. Thus, the actual practice of modeling sees all variations and can range from brown
(butcher) paper to the use of sophisticated modeling techniques with high expressive
power leading to executable process specifications. However, elaborated modeling
techniques often come with the price of limited understandability.
A process modelhas two complexity drivers.One driver isthe way process modeling is
approached, i.e. modeling complexity. How difficult is it to design a model within the
provided modeling environment (tool, techniques, guidelines, etc.)? How complex does the
model look which is derived? Or, as a representative from an American financial
service provider phrased it: “Does the model still fit on one page? If not, it is not a good
model.” The other complexity driver is the complexity of the process itself, i.e. process
complexity. A process model is like a mirror; it reflects. But unlike a mirror, it also allows
deeper focus on the elements of interest. Unfortunately, process modeling is sometimes
seen as being very complex and modeling complexity is blamed for this. However, it is
possible to reduce and manage modeling complexity to a large extent, which allows
concentrating on process complexity. Giving up on modeling means giving up on
comprehending business processes and escaping from dealing with the process
complexity of an organization.
Process modeling is an area where artists (heavy right brain utilization) meet
scientists (heavy left brain utilization), internal knowledge workers meet external
knowledge owners, business meets IT. It is not only about the final artifacts (the models),
which represent the outcome of these modeling session, but it is the process of
modeling itself and its impact on subsequent activities and projects, which deserves
attention.
This brief introduction shows that process modeling is (back) on the radar screen
and gets attention. Consequently, I thought it might be worthwhile to increase the
awareness for common traps. The following list provides such an overview of
typical characteristics of unsuccessful process modeling. This first part of the paper
covers pitfalls related to strategy and governance (1-3), and the involved
stakeholders (4-6). The second part will cover tools and related requirements
(7-10), the practice of modeling (11-16), the way we design to-be models (17-19), and
how we deal with success of modeling and maintenance issues (19-21). I like to
stress, that these pitfalls are about process modeling and not about business process
management.
1.1 Lack of strategic connections
Process modeling, like everything else we do in any organization, should have a
demonstrable connection (direct or indirect) to one or more critical business issues.
Anything that does not have such connections is a pernicious form of “waste” and we
should stop doing it. This applies to process modeling as well, especially where process
management maturity is low and the whole approach is “on trial” and competing for
corporate attention and funding. Making sure that there are real and perceived
links to corporate strategy is vital for ongoing success. Ongoing success in
contributing to the execution of corporate strategy is a prerequisite for ongoing
support for process work.
Establish and maintain a clear and widely shared understanding of the contribution being
made by process modeling to the better execution of corporate strategy.
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4. 1.2 Lack of governance
Who owns process modeling? How do we measure its success? Who and how do we
make decisions regarding tools, methods, procedures, reporting duties, etc.? And most
important, how do we fund all of this? We lack an established body of knowledge on
process (modeling) governance. However, where there is a conscious focus on process
management governance, accountability for modeling as well as the processes related
to process modeling, can be defined. It is common practice that the business areas are
responsible for the model contents while a central process management group is
responsible for consistency in light of the modeling conventions, etc.
Governance, i.e. accountability and decision processes related to process modeling requires a
clear specification and has to be adapted with changes in the objectives, scope or size of the
modeling initiative.
1.3 Lack of synergies
Business modeling can be conducted for a wide range of purposes. It could be the
interest to document, to cost, to simulate, to animate or to improve a business process.
Or the driver might be the need to be compliant (ISO, Sarbanes-Oxley, Basel II). Models
are used for software selection, software evaluation, software configuration, and
software development. Process modeling takes place in the context of the design of
enterprise architectures, HR capacity planning, project management, knowledge
management, document management, and relationship management and so on. More
advanced modeling solutions cater for the modeling requirements of a wide range of
these purposes. However, in practice we see many organizations where different
organizational groups model the same process independent from each other for
different purposes. A large Australian bank, for example, uses ARIS for their
Sarbanes-Oxley-related work, but IGrafix for a company-wide process improvement
project. The opposite is the case at an American brewery, which uses ARIS for the
purpose of an SAP-implementation, but Visio for Sarbanes-Oxley. These scenarios
are unfortunately more the rule than the exception. They show that at this stage the
reuse of models is not fully utilized, and as a consequence true economies of scale are
not achieved. This of course is also related to governance issues (see previous item).
Be aware of all stakeholders with potential interest in modeling, and try to migrate them to
one platform.
1.4 Lack of qualified modelers
Even if Microsoft Word provides me with templates, auto-formatting, spell-checking,
thesaurus, etc. I will most likely never be the next Dan Brown (the author of the
bestselling The Da Vinci Code book). In a similar way, a business process analyst
needs more than an advanced and customized modeling tool and detailed modeling
conventions. He or she needs the right methods and skills to be able to facilitate
interviews and workshops. (S)He must be able to translate comments and process
documentation into structured and overall appropriate process models. However,
many vendors and organizations focus too much on explaining the keystrokes of the
modeling tool rather than educating the next generation of process modelers. In fact,
recent focus groups with organizations conducting large modeling projects indicated
that the capabilities of the modelers seem to be one of the key issues. An Australian
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5. utility provider acknowledged this, and sent 18 of its business analysts to a university
for a process management course in order to convert them into business process
analysts. The fast growing interest in process management education and even
certification courses (see BPMG) is another indication of the need for specific process
management skills. The need for appropriately qualified process modelers increases
with the size of the initiative as it becomes important that adequate quality assurance
procedures are part of the modeling process. It is not possible to control the different
quality aspects of a model (syntax, semantics, pragmatics) after the models are
designed, if on a single day 100 þ hours are spent on designing new models.
Business process modeling requires specific skills, which are different to the classical profile
of a business analyst.
1.5 Lack of qualified business representatives
I have to admit that I know some intellectually gifted academic colleagues, who are
amazing thinkers and create wonderful solutions. However, they struggle to find
realistic problems to match those solutions. This might be tolerated in academia, but
this is not the case for the world of business process improvement. As much as I rely on
qualified modelers, I require the right process representatives, i.e. appropriate subject
matter experts. In principle, I need three types of people. First, I need people with
knowledge about the current processes. Their level of knowledge will depend on the
focus of the project. Their role is to report on the current ways the process is conducted,
what steps are undertaken, what data is required, what exceptions do exist, who is
involved, etc. In most cases, there is no time and/or budget for detailed time and motion
studies, so the process modeler relies on the expertise of the business representative.
Of course, the modeler has to be careful that (s)he captures as-is models – instead of
as-if models. Furthermore, these representatives will become the ambassadors for the
process change, and thus they have a crucial role in the organizational change to
follow. Second, we need people who provide directions. What is the overall objective?
What is the timeframe for the project? Can we think out-of-the-box? What are the
constraints? Who will be responsible? How do we measure the success? Third, we need
people who create ideas. These people do not have to be involved in the actual current
process. However, they have to have a sufficient understanding of the project
objectives, unutilized capabilities, current common practices, and future developments.
It is also worthwhile to involve further external stakeholders (customers, vendors,
further business partners) in selected modeling sessions, so their viewpoints can be
considered as well.
The right mix of business representatives is crucial for the project success.
1.6 Lack of user buy-in
I remember a project in Canberra. Business analysts in a government organization
used Rational Rose and UML diagrams to capture approximately 90 business
processes. They were very satisfied with the outcomes and had the feeling they really
understood the business requirements. However, this perception was not shared by the
involved business representatives. It is essential that business modeling is a
collaborative effort between business process analysts and business representatives.
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6. Another example – in one of my very first modeling-related projects, I asked the
project sponsor if they had done modeling before. He opened the drawer of his desk and
pulled out two folders as thick as the Boston phone book. These examples tell one
story. Modeling should not happen behind the line of visibility. UML is without any
doubt one of the emerging candidates for future business modeling initiatives,
especially when it really merges with the new proposed business process modeling
notation. But at this stage, its limitations in terms of supporting a number of
business-related drivers for modeling do not make it a convincing candidate for
business modeling. We also see many cases, in which models are copied from dedicated
modeling tools into PowerPoint, and then modified in size, shape and color to make
them more user-friendly. The problem of models, which are not self-explanatory gets
worse when organizations start to publish their process models on the web. In many
cases thousands of employees are able to access hundreds of process models via their
intranet. In these scenarios the models need to be self-explanatory. I admit that the
academic world did not pay sufficient attention to an appropriate visualization of
process models. There is some research going on in this area involving experts familiar
with multimedia, virtual reality, creative industries, etc. However, it will take a while
before we see modeling solutions which combine advanced expressive power of a
modeling language (syntactic and semantic quality) with intuitiveness and
user-oriented graphics (i.e. pragmatic quality).
Make sure that the way you visualize your models is liked, intuitive and well-accepted by
your users.
Further pitfalls of process modeling-related to tools and related requirements, the
practice of modeling, the way we design to-be models and how we deal with success of
modeling and maintenance issues will be discussed in the second part of this paper.
Reference
Denrell, J. (2005), “Selection bias and the perils of benchmarking”, Harvard Business Review,
Vol. 83 No. 1.
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