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- Geoffrey Harris has over 20 years of experience as a senior business analyst across various industries including finance, superannuation, insurance, and higher education.
- He has a strong track record of gathering requirements, managing stakeholders, improving processes, and delivering projects on time while balancing quality.
- Recent roles include consultant roles at Araza Consulting and Telstra focusing on test automation, and a senior business analyst role at Superpartners focusing on superannuation products and a large program to replace backend systems.
- Geoffrey Harris has expertise in areas like business analysis, requirements gathering, process improvement, stakeholder management, and using method
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This document discusses business performance management assessment tools. It begins by defining business performance management as a set of management and analytic processes that enable an organization to achieve strategic goals by improving employee and team performance. It notes that business performance management has three main activities: setting goals, measuring performance against those goals, and making interventions to improve future performance. The document also discusses how performance management builds on business intelligence and key performance indicators linked to strategy. It provides definitions of business performance management and its scope, as well as common methodologies.
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The document outlines the key areas covered in the CPA licensure examination for management advisory services. It discusses management accounting-related services, financial management services, capital budgeting concepts and techniques, project feasibility studies, and management consulting services. The areas of management accounting include costing techniques, budgeting, responsibility accounting, transfer pricing, and performance evaluation. Capital budgeting concepts include NPV, IRR, payback period, and risk analysis methods. Management consulting services involve problem identification and definition, data collection, analysis of alternatives, and presentation of recommendations.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
Integrated Technology Solutions for Drug SafetyCovance
Technology has forever transformed the entire healthcare continuum and has ushered in new and revolutionary ways to ensure patient and consumer safety. It has also enabled organizations to achieve higher levels of insight, quality and efficiencies by driving down operational costs and rendering information in meaningful ways. Technology has weaved itself into safety operations by being a strategic element of worldwide pharmacovigilance (PV) systems, fundamentally altering the drug safety continuum. To enable transformation, one of the biggest challenges organizations face is how to effectively integrate the complexities of two seemingly separate functions, the technology know-how behind IT and the science behind Safety Operations. Companies that recognize the synergies of an integrated strategy and unified communication process will see greater success in managing the safety of their products, including proactive responses to problems and business priorities.
At Ben FZE, we know that time-to-market is critical and therefore, complement the technical aspects of our high-performance products with world-class expertise and exceptional customer service. We work closely with our customers to ensure that the cost and time of development is as low as possible. Because communications networks are so mission critical, our best of the breed solutions that goes into networking equipment live up to high standards of reliability, availability and serviceability.
This document contains a professional profile and resume for Geoffrey Harris. Some key points:
- Geoffrey Harris has over 20 years of experience as a senior business analyst across various industries including finance, superannuation, insurance, and higher education.
- He has a strong track record of gathering requirements, managing stakeholders, improving processes, and delivering projects on time while balancing quality.
- Recent roles include consultant roles at Araza Consulting and Telstra focusing on test automation, and a senior business analyst role at Superpartners focusing on superannuation products and a large program to replace backend systems.
- Geoffrey Harris has expertise in areas like business analysis, requirements gathering, process improvement, stakeholder management, and using method
The document discusses metrics for measuring IT service management. It introduces the concept of a "metrics tree" which aggregates different levels of metrics to provide a comprehensive picture of service quality. The metrics tree considers component, process, and service-level metrics to measure an organization's capability as a service provider. A key point is that effective organizations know their capabilities, processes, and overall service quality through aggregating different levels of metrics.
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IRJET- A Study on Quantification of Factors Affecting the Quality of Construc...IRJET Journal
This document discusses factors that affect the quality and performance of construction projects in India. It begins with an abstract that outlines the study's objective to identify and evaluate major factors through a literature review and questionnaire survey.
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The document then identifies and describes various factors grouped under time, cost, productivity, quality, client satisfaction, human, environmental, and health/safety. These provide the basis for a questionnaire to rank factors' influence. Finally, the document outlines plans to analyze questionnaire data using statistical analysis software to
This document presents a framework for measuring the business value of IT investments. It defines business value as the financial benefits realized by an organization from IT solutions in areas such as cost savings, revenue increases, operational efficiencies and competitive advantages.
The framework includes identifying relevant "value dials" or metrics to quantify the benefits of a proposed IT initiative. It also introduces the concept of a Business Value Index to evaluate initiatives based on their estimated financial returns and impact on IT efficiency.
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This document discusses Infosys' approach to providing IT service continuity management (ITSCM) consulting services for a manufacturing client. It involved developing a multilateral disaster recovery plan (DRP) that included the client, its IT service provider, and application development partner. Key challenges included lack of information sharing between partners and limited resources. Infosys addressed this by establishing a collaborative project team, publishing roles and responsibilities, facilitating discussions to understand interdependencies, and conducting workshops to obtain approval and refine the solution while considering all perspectives. This synergistic approach blended project management techniques with behavioral competencies like effective communication, negotiation, and consensus building to develop an approved multilateral DRP.
The document provides an overview of ITIL (IT Infrastructure Library), including its background, core concepts, and service lifecycle framework. ITIL is a best practice framework for IT service management that was published by the UK government. It describes five stages of the service lifecycle - service strategy, design, transition, operation, and continual service improvement. Each stage involves key processes to manage the planning, delivery, and improvement of IT services. The document also outlines some important ITIL roles and qualifications.
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
Deepak has over 10 years of experience in IT service delivery and management. He has expertise in ITIL frameworks and best practices for service strategy, design, transition, operations, and continual service improvement. Deepak is seeking a leadership role in customer support where he can apply his experience in IT service management to achieve corporate goals. His professional experience includes managing remote infrastructure support teams, ensuring ITIL compliance, and maintaining high levels of customer satisfaction.
Management Assignment Help | by Onlineassignment.NetOnline
The document discusses implementing new technology and quantitative evaluation techniques at XYZ Construction. It provides an assignment to analyze planning, implementing, and evaluating new technology to help the company transition to becoming publicly traded. It also asks to describe quantitative metrics that can be used to measure customer satisfaction, quality, EEO compliance, and market evaluation. The solution proposes using descriptive statistics and hypotheses testing to quantify these areas and outlines specific metrics for measuring service quality, customer satisfaction, and performance.
Management Assignment Help for students worldwide | by Onlineassignment.nOnline
Get your Homework / Assignments done by Experts at OnlineAssignment.Net
Online Assignment is an early pioneer of online tutoring and homework assistance , helping K-12, College and Graduate students succeed in their academics since 2003.
With expert tutors available 24/7, help is within reach when you need it most. Whether you are a parent looking for qualified tutoring on Math for your kid or a college student needing urgent assistance on your difficult case study you need to submit in tomorrow, you need to look no further than OnlineAssignment. Our affordable, expert tutors have helped over 200,000+ students understand their difficult assignment problems or prepare for an upcoming exam.
Get your homework done by experts.
We’re faster than your Deadlines.
Website: www.Onlineassignment.Net
Mail: homework@onlineassignment.net
Regards
Online Assignment
We at Online Assignment, embark upon providing high quality online education to our students who are spread all across the globe. Our endeavour is to help you realize your full potential by mentoring and guiding you through the process of doing your assignment.
We empower the academic knowledge and strength of the students and professionals by providing all possible academic assistance such as assignments help, homework help, project and research help, writing help in all the areas of studies broadly covered under Commerce, Arts, Science and Computers.
Homework Help | Assignment Help | Project Help | Online Tutoring | Math Help | Programming Help |
Visit : www.onlineassignment.net
The document provides guidance for organizations evaluating outsourcing critical facility operations. It outlines considerations in areas such as service delivery, methodology, value innovations, customer service, and policies. The vendor should detail plans for project preparation and implementation, personnel management, training programs, documentation procedures, quality assurance processes, and maintenance management systems to integrate with the client's existing tools and support ongoing operations. Comprehensive documentation of processes and procedures is important for successful facility management.
NS Sripad has over 2 years of experience in IT service management and business consulting. He has worked for DXC Technology and Hewlett Packard Enterprise, where he supported finance applications and processes. Some of his responsibilities included incident and problem management, requirements gathering, and leading a process improvement project that reduced missing invoices. He holds a Bachelor's degree in Electronics and Communication Engineering from Nandi Institute of Technology and has expertise in programming languages like C/C++ and tools like ServiceNow, SAP, and Microsoft Office.
The JHC Tenant Single View system aims to enhance tenant management through a unified dashboard. It will consolidate tenant data to improve profitability analysis, tenant segmentation, and retention efforts. The solution involves initial development costs as well as ongoing maintenance. It offers benefits like reduced tenant churn and costs. Potential risks include implementation challenges but mitigation strategies are proposed. Based on the analysis, implementing the system is deemed feasible and beneficial for achieving JHC's strategic objectives.
Information and communication technology consultancyBrijesh Rawat
GCMS is a management consulting firm that provides IT consulting services to help businesses optimize their use of technology. They follow ITIL frameworks and focus on delivering high quality, cost-effective solutions. Their services include strategic consulting, design, implementation, operations and continual improvement. They take a holistic, lifecycle approach to IT service management aimed at maximizing customer value and return on investment.
Definitions And Overview Of Business Performance ManagementSamantha Randall
Here are a few key points that could be made to strengthen the case for improving the business's performance management activities:
- The current approach is negatively impacting productivity, quality, costs and the bottom line. Financial performance is suffering due to delays, rework, higher training costs and loss of sales/market share to competitors.
- Employee engagement and morale are low. There is conflict between new and old employees. High turnover is disruptive and expensive. Improving performance management could help align employees behind common goals and foster a more positive work culture.
- Customers are receiving subpar service due to errors and delays. The business risks further damage to its reputation and loss of loyal customers. Effective performance management could help ensure quality
This document analyzes resource allocation processes at CompanyX. It finds issues with the current process, lack of systems perspective, and impact of demand fluctuations. The author recommends improving the resource allocation process through redesigning it, improving process technology, and redefining job design. An implementation plan is proposed to develop a business case, manage stakeholders, implement the project, manage risk, and measure improvements through critical success factors. The author reflects on how this systems approach influenced their thinking about management.
This resume summarizes the professional experience of Vamshi Kiran, who has over 10 years of experience in IT service management, operations, project management, and critical incident management. The resume lists roles at NetApp India Pvt Ltd from 2012-2013 as Release, Problem & Recovery Manager and Release / Project Manager. Previous roles were at IBM (India) Pvt. Ltd. from 2009-2012 including Global Major Incident Manager and Process Lead – EMEA projects. Earlier experience includes roles at Avishk Globalisers from 2006-2008 and Hinduja TMT from 2003-2005. The resume highlights experience in incident, problem, change and release management as well as asset and configuration management.
IT Outsourcing - Real Journey of Fortune 500 CompanyLokesh Grover
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Glenn M. Albers has over 20 years of experience leading operations and strategic planning in various industries. He has a proven track record of growing companies through acquisitions, improving processes, and reducing costs. Albers is skilled in strategic planning, budgeting, change management, and team leadership. He holds an MBA from Oklahoma State University and a BA from Texas A&M University.
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Inceku Overview of Contact Centre Solution v1-01[1].pdf
1. 1
Overview of Inceku’s Contact Centre
and Business Processing Services
Solution for Silver Dynamic
Technologies
10 September 2013
2. 2
Contents
Introduction ...................................................................................................................................... 3
1. High level overview of Inceku’s Contact Centre and Business Processing (BPS) Operating Model4
2. Management of the Business Processes, Quality Assurance and Overall Business Performance . 5
3. Technology and telephony......................................................................................................... 6
4. Facilities and infrastructure ....................................................................................................... 7
5. Workforce management and talent management...................................................................... 7
6. Management Information Systems............................................................................................ 9
Conclusion......................................................................................................................................... 9
Annexure A ..................................................................................................................................... 10
3. 3
Introduction
We are delighted to introduce our Contact Centre and Business Processing Services solution to
facilitate the following key Business Processes for Silver Dynamic Technologies:
1. Client engagement
2. Installation logistics
3. Customer services
BPS is a service that “...performs a business process activity either in full or in part” (Engman, 2007,
p.81
). Business processing forms an integral part of the activity in contact and call centres. Contact
Centre Services (CCS) forms approximately 65% of BPS activity in Gauteng, South Africa (Gauteng
Economic Development Agency, 2011). A CCS is fundamentally defined by the integration of
telephonic and computer technologies which enable employees to engage in specialist operations
with the work controlled by automatic systems which virtually distribute work, determine the pace
thereof and monitor performance (Ellis & Taylor, 20062
). Customer-employee specific interactions
take place with the use of display screen equipment (Holman, 20033
) with access to, or inputting of,
information while facilitating inbound, outbound, blended calls or multimedia interactions (e-mail,
web and text messaging).
From the brief introduction above, it’s clear that the delivery of such solutions are specialised and
comes with unique challenges that makes the outsourcing partner chosen to deliver such solutions
critical.
A high level overview with corresponding information is detailed in the sections following as well as
some key assumptions in Annexure A.
Inceku assumes that the solution proposed in this document - as well as the costing thereof - will be
workshopped with Silver Dynamic Technologies in order to achieve optimal efficiencies and
effectiveness aligned to Silver Dynamic Technologies’ strategic goals and increased productivity
targets.
Owner: Inceku Energy Stewards
Author: Chris Jacobs
1
Engman, M. (2007). Expanding International Supply Chains: The Role of Emerging Economies in Providing IT
and Business Process Services. OECD Trade Policy Working Paper No. 52, Organisation for Economic Co-
operation and Development.
2
Ellis, V. & Taylor, P. (2006). You don’t know what you’ve got till it’s gone’: re-contextualising the origins,
development and impact of the call centre. New Technology, Work and Employment, 21, 107-122.
3
Holman, D. (2003). Phoning in sick? An overview of employee stress in call centres. Leadership & Organization
Development Journal, 24, 123-130.
4. 4
1. High level overview of Inceku’sContact Centre and Business
Processing (BPS)Operating Model
The high level rich picture below details the essential elements of a BPS solution with the main
architectural components (based on the South African Bureau of Standards’ national standards for
business process services operations4
) being the following:
Management of the Business Processes, Quality Assuranceand Overall Business Performance
Workforce Management and Talent Management
Technology and Telephony
Facilities and Infrastructure
Management Information Systems
Note that the blue areas depict the management of compliance and strategy, the green talent
management inclusive of profiling, sourcing, training, managing and retention of the agents. The red
areas depict the underlying technology and various processes driven in the BPS centre inclusive of
4
South African Bureau of Standards. (2008). South African national standard: business process outsourcing and
offshoring operations. Part 2: Inbound contact centre operations. SANS 990-2:2008. Edition 1. Pretoria: SABS
Standards Division.
5. 5
self services, inbound and outbound (or blended) call solutions as well as case resolution of service
and/or product escalations.
Silver Dynamic Technologies provides key logistics and distribution insights (i.e. tender share,
manufacturing capabilities, turnarounds times, etc.) in order for Inceku to facilitate its Workforce
Management. The Workforce Management cycle determines the number and profile of human
resources required to fulfil the various business processes and achieve Performance Management
outputs such as Customer Satisfaction, Manage Installations, Incident reporting and Weekly and
monthly project reporting. The human resources risk is also a critical consideration to mitigate by
ensuring sufficient training, performance management and retention of skills.
The operation’s organizational ability to deliver quality services is based on its stated customer focus
and demonstrable commitment to customer satisfaction with all aspects of its activities that is
aligned in terms of the following key business processes:
1. Client engagement This entails the initial contact with the client, scheduling of
appointments and managing of the installation;
2. Installation logistics incorporates the issuing of the pre-paid meters, physical
installation, signoff and inspection;
3. Customer services include the logging of service and/or product queries, etc.
2. Management of the Business Processes, Quality Assurance and
Overall Business Performance
In line with the SABS’ operating standards, Inceku adhere to various management practices as
discussed below.
Operational processes The solution demonstrates that it has an annual and measurable operational
plan in place that is documented, demonstrating its alignment and integration with other aspects of
overall organizational planning (for example, information technology, marketing, human resources
and finance), committed to financial and non-financial goals, including specified annual targets, and
that incorporates metrics that track progress towards delivery against such targets.
Customer-related process management Customer-related processes represent the service offered
by Inceku to customers. The efficiency and effectiveness of these processes remain indicators of the
operation's ability to consistently deliver quality service.
Support processes The operation depends on its various internal and external suppliers. Changes in
support processes have a direct impact on customer-related processes and consequently on the
operation’s ability to consistently deliver quality service.
6. 6
Quality service is at risk where the operation is conducting business solely as an operational silo and
where the operation and its activities are not integral to organizational planning or fail to derive the
support needed from the organization (or both) of which the operation is part.
Compliance by the operation with all applicable legal and regulatory requirements to which it is
subjected represents a minimum requirement of the operation’s commitment to quality.
Continuous improvement is an integral aspect of a commitment to quality. Understanding the
reasons for any breakdown (by doing a root-cause analysis) in customer-related processes and the
support processes on which their effectiveness depends, helps Inceku prevent the breakdowns from
recurring and so strengthens operational effectiveness.
A systematic approach to risk management shall be taken to anticipate or identify (or both) areas of
risk and corrective measures that shall be taken to minimize the impact of such risk on the
organization and customers.
Quality assessment Periodic and methodical analysis and assessment, in accordance with
predetermined criteria of the extent to which quality is delivered, are integral components of
continuous improvement. Such analysis and assessment serve to identify and address perceived
weaknesses and to highlight and build on perceived strengths.
Performance reporting Transparent internal performance reporting in accordance with established
metrics strengthens the focus of operation management and staff on their ability to meet targets.
Transparent external performance reporting provides the means by which customers and other key
stakeholders can gauge the ability of the operation to meet its commitments.
3. Technology and Telephony
Technical resource management practices include the following aspects as detailed below.
Data security Security of customer data represents an integral aspect of Inceku’s ability to promote
Silver Dynamic Technologies and customer confidence in its service delivery capabilities.
Disaster recovery Inceku’s ability to maintain a high level of quality service delivery and also to
maintain and strengthen Silver Dynamic Technologies and customer confidence is a crucial
dimension, particularly the ability to maintain critical services in the face of a potential disaster.
Management of internal and external technical support Internal and external technical support
resources are a key element of support processes and Inceku manages its dependence in this
respect efficiently and effectively to prevent any risk of compromising the integrity of its customer-
related processes. These technologies are database and telephony related.
7. 7
Data management Data shall be managed responsibly and effectively in such a way as to ensure that
data integrity is at no time compromised, with the attendant potential risk of a breach of legal or
contractual obligations (or both) and of damage to Silver Dynamic Technologies or customer
confidence (or both). To maintain integrity, data shall remain unchanged from source and not be
accidentally or maliciously modified, altered or destroyed in any transfer, storage or retrieval
operation.
Fraud risk management The risk of fraud poses a threat to the viability of the operation and to its
Silver Dynamic Technologies and customers. The operation shall therefore ensure that it has taken
all reasonable measures to prevent the occurrence of such risks and to mitigate any impact such
occurrence might have.
Security procedures Technical equipment shall be housed in a secure environment, in such a way
that it does not negatively impact on, or otherwise compromises other aspects of, safety on the
operation’s premises.
4. Facilities and infrastructure
Health and environmental management A safe and healthy working environment promotes staff
well-being, which in turn facilitates staff focus on meeting client and customer expectations and
requirements.
Safety and security procedures The safety and security of staff members on the premises and also
their safe access to and safe exit from the premises at all times shall be of paramount concern to the
operation.
5. Workforce management and talent management
Work Force Management Effective capacity planning ensures that appropriate numbers of staff at
the right levels are in the right place at the right time to ensure the operation’s ability to fully meet
Silver Dynamic Technologies and customer expectations and requirements.
Management structure Staff members with a clear understanding of their own and others’
responsibility in relation to any given issue promote both timely customer interactions with
customers and clarity of communications and expedite the escalation process, where required.
8. 8
Code of conduct A code of conduct promotes focus on appropriate staff conduct and interaction
with other staff members, customers and other key stakeholders.
Staff management model A clear understanding of expectations regarding the respective roles and
responsibilities helps to ensure that staffing or human resources departments (or both) appreciate
what is expected of them and to direct their focus on delivering on such expectations.
Recruitment and selection of staff A clear articulation of the Inceku’s policy and procedure relating
to recruitment and selection of staff guides management in ensuring that only suitable staff who can
deliver on the expectations associated with their roles and responsibilities are recruited as required.
This minimizes inefficiencies (including the associated resource reallocation and other costs) in
operational practices and thereby the potential negative impact on the ability to consistently deliver
a quality service.
Reward and recognition programmes Transparent and equitable reward and recognition
programmes promote staff understanding of the basis of their remuneration by reference to their
ability to deliver in accordance with the expectations placed upon them.
Staff satisfaction Well-motivated staff members, as the “face” of the organization and primary point
of contact with customers, are a vital element in the operation’s ability to consistently deliver quality
service.
Staff development A commitment to staff development represents a key aspect of the operation’s
organizational sustainability, not least as a primary means of investment in its ongoing ability to
improve its operational efficiency.
Attrition Attrition serves as a key indicator of the prevailing level of staff satisfaction and motivation
within the operation, as well as an indicator of the ongoing risk of potential loss of institutional
knowledge and the ability to maintain a level of suitable skilled staff commensurate with operational
requirements at any given time.
Skills requirements A clear articulation of the skills requirements for any given role in the operation
supports management in reallocating, hiring and training staff as required for its activities. This
minimizes inefficiencies (including the associated resource reallocation and other costs) in
operational practices and thereby the potential negative impact on the ability to consistently deliver
a quality service.
Skills evaluation Periodic and methodical skills evaluations represent an integral part of the
operation’s ongoing ability to clearly evaluate the extent to which it can comply with the skills
requirements for any given role in the operation and to which it can inform management of
decisions relating to the reallocation, hiring and training of staff members as required for the
activities of the operation from time to time.
9. 9
Performance management Periodic and methodical measurement of performance in accordance
with defined metrics promotes personal accountability and responsibility at all levels of the
operation and serves to identify, in a timely manner, strengths and weaknesses that might impact
on, or compromise, the ability to meet targets.
Training Training is the means by which staff members are made familiar with the requirements of
customer-related processes and of managing their dependencies relating to support processes.
Well-informed, knowledgeable staff members are better equipped to anticipate and respond to
customer expectations and requirements.
Shift managementShift management shall strike an optimal balance between compliance with the
requirements of the operation’s clients and customers and the legitimate expectations of its staff
members relating to working conditions.
6. Management Information Systems
The operation requires effective management information systems to ensure that performance
reporting in accordance with established metrics (as detailed under the overview) is accurate and
timely, so that management is at all times in a position to understand and, if required, take
corrective action to redress, any deficiency in performance to targets and other issues that might
affect quality.
Conclusion
Our solution is customised to combine a flexible, cost effective delivery with the requirement to
consistently exceed Silver Dynamic Technologies and Tshwane customers’ expectations relating to
the installation and project management of pre-paid electricity meters.
We are looking forward to discussing this solution driven design with you!
10. 10
Annexure A
The assumptions below are an initial high level forecast based on the solution detailed.
Assumptions Calculations
300, 000 meters in 24 months
Units per months 12 500
Average calls per unit 4
Calls generated per month 50 000
Average call per minute 1.5
Hours per month 1 250
Average occupancy per agent 6.50
Agents required per 8 hour shift 192
Timeline to operationalise 3-6 months