1) Seven panelists interviewed 20 candidates over the course of a week to determine the best candidate for a position. 2) One candidate received a score of 7 out of 7 from all panelists, indicating they were judged to be the best. 3) The client can continue interviewing candidates for comparison, but the panel recommends selecting the candidate who received a perfect score to avoid losing the top candidate.
1) Seven panelists interviewed 20 candidates over the course of a week to determine the best candidate for a position. 2) One candidate received a score of 7 out of 7 from all panelists, indicating they were judged to be the best. 3) The client can continue interviewing candidates for comparison, but the panel recommends selecting the candidate who received a perfect score to avoid losing the top candidate.
The Validator 3.3 release presentation summarizes an HR recruitment software tool that aims to strengthen hiring practices. It allows hiring managers to conduct interviews virtually which minimizes wrong hiring, maximizes right hiring, and provides convenience and efficiency. The software takes a scientific approach to filling vacancies with fair and unbiased evaluations to help users make informed hiring decisions. It includes customizable interview question packs, parameters, and analytics to analyze responses. Support and training is provided with software purchases.
A presentation by Ms. Snehal Dighaskkar, about the value of consensus being the most time consuming part of an important recruitment process. When the selection is listed or in process confusion occurs. So now before hand human resource can analyze the comparison between the voting by adding weights to the decision of the internal company hierarchy. What if every position is important then how can you sent a system to optimize the decision. The only way is checking this presentation out? HOW TO MANAGE YOUR TIME? You have a right to get the best out of YOUR Team!!
A empresa anunciou um novo produto que combina hardware e software para fornecer uma solução completa para clientes. O produto oferece recursos avançados de inteligência artificial e aprendizado de máquina para ajudar os usuários a automatizar tarefas complexas. Analistas acreditam que o produto pode ser um sucesso comercial se for fácil de usar e entregar resultados precisos como prometido.
This presentation discusses the interoperability options between SAP portal and MicroSoft Sharepoint portal. This is first part of 2 part series, where options from SAP perspective are mentioned.
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
1) Seven panelists interviewed 20 candidates over the course of a week to determine the best candidate for a position. 2) One candidate received a score of 7 out of 7 from all panelists, indicating they were judged to be the best. 3) The client can continue interviewing candidates for comparison, but the panel recommends selecting the candidate who received a perfect score to avoid losing the top candidate.
1) Seven panelists interviewed 20 candidates over the course of a week to determine the best candidate for a position. 2) One candidate received a score of 7 out of 7 from all panelists, indicating they were judged to be the best. 3) The client can continue interviewing candidates for comparison, but the panel recommends selecting the candidate who received a perfect score to avoid losing the top candidate.
The Validator 3.3 release presentation summarizes an HR recruitment software tool that aims to strengthen hiring practices. It allows hiring managers to conduct interviews virtually which minimizes wrong hiring, maximizes right hiring, and provides convenience and efficiency. The software takes a scientific approach to filling vacancies with fair and unbiased evaluations to help users make informed hiring decisions. It includes customizable interview question packs, parameters, and analytics to analyze responses. Support and training is provided with software purchases.
A presentation by Ms. Snehal Dighaskkar, about the value of consensus being the most time consuming part of an important recruitment process. When the selection is listed or in process confusion occurs. So now before hand human resource can analyze the comparison between the voting by adding weights to the decision of the internal company hierarchy. What if every position is important then how can you sent a system to optimize the decision. The only way is checking this presentation out? HOW TO MANAGE YOUR TIME? You have a right to get the best out of YOUR Team!!
A empresa anunciou um novo produto que combina hardware e software para fornecer uma solução completa para clientes. O produto oferece recursos avançados de inteligência artificial e aprendizado de máquina para ajudar os usuários a automatizar tarefas complexas. Analistas acreditam que o produto pode ser um sucesso comercial se for fácil de usar e entregar resultados precisos como prometido.
This presentation discusses the interoperability options between SAP portal and MicroSoft Sharepoint portal. This is first part of 2 part series, where options from SAP perspective are mentioned.
Crash Course: Managing Software People and Teams (Code Camp '12, SV)Ron Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, just published in September and now available from Amazon and Barnes & Noble). In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
This document discusses interoperability between SAP Portal and Microsoft SharePoint. It provides an agenda for a webinar on the topic, including a recap of a previous webinar, reasons for interoperability between the two platforms, features of the Microsoft Office SharePoint Server (MOSS) platform, and the Business Data Catalog. It also covers setting up single sign-on between portals and the roadmap for interoperability between SAP and Microsoft. Integration approaches discussed include using the Portal Development Kit for .NET, MOSS iView web parts, WSRP consumer web parts, and consuming SAP data via the .NET Data Provider.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we’re agile, why do we need managers (tri valley aln, 3.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we are agile, why do we need managers (code camp, 10.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
Los documentos proporcionan especificaciones técnicas para varios rollos de geomembrana fabricados por Polytex S.A., incluyendo longitud, ancho, número de rollo, espesor, densidad, propiedades mecánicas y ensayos realizados para verificar el cumplimiento de las especificaciones del producto.
Creating the super human resource ( HR) departmentMediaibc
The document discusses how EIS can help HR departments get assembly line decisions from seniors, juniors, and colleagues. EIS provides tools that make HR departments "SUPER HR" by allowing them to assign voting duties, send reminder notifications, and provide quick links for casting votes. It also allows voters to review resumes, certificates, recruiter comments, and job descriptions to inform their votes and judgments on candidate profiles. The results are then notified to HR and lists of candidates are lined up.
12 take aways - managing the unmanageableRon Lichty
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
This document provides an overview of Trusting Social's account management processes. It describes the roles of an Account Manager and key teams. It then details two main products and services - Credit Scoring and Lead Generation.
For each product, it outlines the service overview, design, implementation steps including partner/customer negotiations, backtesting, API integration, performance monitoring, contract management, and revenue reconciliation processes. Key performance metrics and analytical reports are also summarized.
Himanshu Verma is seeking a challenging job utilizing his skills in data analysis, data mining, MS Excel, and time management. He has over 5 years of experience in MIS roles at Toshiba, Mars International, and LG Electronics. His responsibilities included warranty claim processing, data analysis for sales reports, incentive programs, and auditing. He has strong skills in MS Excel and analyzing large data sets to identify trends and issues.
Sambhaji Rao Bhonsle is an SAP MM-SRM Functional Consultant with over 2.5 years of experience working on SAP R/3 ECC 6.0 and SAP SRM projects. He has extensive knowledge of SAP MM, SRM, and procurement processes. He is proficient in areas like plan-driven procurement, self-service procurement, strategic sourcing, integration with SAP PI/XI, and distribution of transactional and master data. Prior to his current role, he worked for 3.5 years as a Mainframe Engineer at Accenture Software and has experience working on projects for BMW and United Health Group. He holds an MBA in Operations Management and a
Get organized by planning activities in the pipeline.
Acquire leads and convert them to opportunities.
Easy activity management from lead generation to reporting.
Assign and track leads based on scoring.
Analyze performance -Win/Lost ratio and probable turnover.
Optimize your Day-to-Day work.
Get organised by planning activities in pipeline.
Acquire leads and convert them to opportunities.
Easy activity management from lead generation to reporting .
Assign and track leads based on scoring.
Analyze performance -Win/Lost ratio and probable turn over.
Optimize your Day-to-Day work.
Website: www.banibro.com
TaskThis assessment item consists of two parts. Both parts must .docxmattinsonjanel
Task
This assessment item consists of two parts. Both parts must be completed in order to complete this assessment item.
Part 1 (40 marks)
Part 1 Task
Your task for this part of the assessment item is to answer the following two questions. Each question will carry equal (20 marks) and your answer for each question should be around 1000 words:
1. Identify five common project risk strategies employed to address threats that your project may face. Give an example of each.
2. Projects are often completed late. Describe the techniques you would use as a project manager to improve the accuracy and reliability of your project schedule.
In responding to the above points, be sure to:
· Critique project theory based on your experience and understanding. This is important –don't just "regurgitate" the theory
· Provide examples, data or other relevant information to support your discussion. Examples can be from work experience, research, study group experience, for example. They should demonstrate the theoretical points you are asserting in the questions.
Part 2 (60 marks)
Background
As a consultant you have been asked by the Global Retail
Solution
s Group (GRS) to develop an implementable project plan for a point of sale and stock control system for a proposed chain (DSE) of retail outlets across Australia. You have been supplied the following information, information not available maybe assumed, this will be a competitive bid targeting the dual goals of quick implementation and low cost.
DSE is an aggressive player in the growing DIY electronics market with a plan to open a chain of retail outlets to further their growth in the market. Outlets will be located in major cities in seven states. The larger cities will have more than one store. Critical to sales is monitoring sales and stock turn to ensure adequate stock is available when demanded. Each store will be responsible for day-to-day operations, however, there is a strong central management structure at the national level. The services provided by the organization include volume buying to gain discounts, pricing, merchandising strategies, and consolidation of performance reporting for the corporate management.
The Information Systems Department at DSE's corporate office has been given the assignment to develop a transaction processing system that will apply modern RFID code scanning at the point of sale and provide automatic inventory control. The system will also relieve the store personnel of the tedious task of generating sales and performance reports as required by the head office.
An earlier project has successfully defined the store level hardware that will be used at the points of transaction plus the communications network that will connect the stores with the state offices. This hardware consists of standard PCs plus the scanning equipment and any other specialized interface hardware needed. The communications facility consists of a polled network and will be based on dial-up lines ...
Using Quick Campaigns; Creating and Using Marketing Lists; Creating a Marketing Event; Capturing and Viewing Event Responses; Performing Response Follow Ups; Recording Opportunities
Reporting – Charts, Dashboards, and Reports; Configuration and Adding Fields
Use of neo technologies for new enterprises - IIAdela Marcov
Business modeling tools allow modeling of various strategic and operational aspects of a business such as goals, projects, processes, organizations, and technologies. Common business modeling tools include strategy models, business interaction models, organization models, process models, workflow models, and technology models which can be used to understand relationships and improve performance.
The document provides information about a collections process that did not meet its target in the previous quarter. Key points:
1. The collections team was unable to meet the target of collecting 25% of the total accounts receivable (AR) volume in the last quarter, collecting only 18% instead.
2. Most collectors were unable to meet their individual target of collecting 25% of their assigned AR.
3. Issues identified included collectors not being able to reach customers due to invalid contact information and lower than expected payment promises, conversions, and payments actually being kept.
4. The goal is to improve the collection process and efficiency to achieve the minimum target of collecting 25% of the total AR by the next
The document discusses key metrics for product analytics using the AARRR framework. It identifies metrics for acquisition like customer acquisition cost and website sessions. For activation, it suggests sign ups and conversion rates. Retention metrics include retention rates, churn rates and customer lifetime value. Revenue metrics are monthly revenue and average revenue per account. Referral metrics include net promoter score. It then provides a wireframe screenshot showing how the dashboard can be toggled for different time periods to track the metrics under each AARRR category.
Gwinnett County upgraded their SAP CRM system from version 5.0 to 7.0 to improve their utility customer management processes. They prepared extensively by documenting existing processes, developing requirements, and engaging SAP for recommendations. For the upgrade, they leveraged various SAP tools, conducted automated testing, and placed strong emphasis on change management and training. Key lessons learned included allowing time for replication testing and training, leveraging internal resources, and getting user buy-in through an active super user program. The multi-month project went live successfully.
This document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including developing a customer-oriented culture, aligning organizational processes, capturing customer information, and implementing a CRM strategy. It provides examples from Capital One's CRM practices and IBM's large-scale CRM implementation. Overall, the document outlines an approach for conceptualizing and executing an enterprise-wide CRM strategy to maximize customer lifetime value.
This document discusses interoperability between SAP Portal and Microsoft SharePoint. It provides an agenda for a webinar on the topic, including a recap of a previous webinar, reasons for interoperability between the two platforms, features of the Microsoft Office SharePoint Server (MOSS) platform, and the Business Data Catalog. It also covers setting up single sign-on between portals and the roadmap for interoperability between SAP and Microsoft. Integration approaches discussed include using the Portal Development Kit for .NET, MOSS iView web parts, WSRP consumer web parts, and consuming SAP data via the .NET Data Provider.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we’re agile, why do we need managers (tri valley aln, 3.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
If we are agile, why do we need managers (code camp, 10.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
Los documentos proporcionan especificaciones técnicas para varios rollos de geomembrana fabricados por Polytex S.A., incluyendo longitud, ancho, número de rollo, espesor, densidad, propiedades mecánicas y ensayos realizados para verificar el cumplimiento de las especificaciones del producto.
Creating the super human resource ( HR) departmentMediaibc
The document discusses how EIS can help HR departments get assembly line decisions from seniors, juniors, and colleagues. EIS provides tools that make HR departments "SUPER HR" by allowing them to assign voting duties, send reminder notifications, and provide quick links for casting votes. It also allows voters to review resumes, certificates, recruiter comments, and job descriptions to inform their votes and judgments on candidate profiles. The results are then notified to HR and lists of candidates are lined up.
12 take aways - managing the unmanageableRon Lichty
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
This document provides an overview of Trusting Social's account management processes. It describes the roles of an Account Manager and key teams. It then details two main products and services - Credit Scoring and Lead Generation.
For each product, it outlines the service overview, design, implementation steps including partner/customer negotiations, backtesting, API integration, performance monitoring, contract management, and revenue reconciliation processes. Key performance metrics and analytical reports are also summarized.
Himanshu Verma is seeking a challenging job utilizing his skills in data analysis, data mining, MS Excel, and time management. He has over 5 years of experience in MIS roles at Toshiba, Mars International, and LG Electronics. His responsibilities included warranty claim processing, data analysis for sales reports, incentive programs, and auditing. He has strong skills in MS Excel and analyzing large data sets to identify trends and issues.
Sambhaji Rao Bhonsle is an SAP MM-SRM Functional Consultant with over 2.5 years of experience working on SAP R/3 ECC 6.0 and SAP SRM projects. He has extensive knowledge of SAP MM, SRM, and procurement processes. He is proficient in areas like plan-driven procurement, self-service procurement, strategic sourcing, integration with SAP PI/XI, and distribution of transactional and master data. Prior to his current role, he worked for 3.5 years as a Mainframe Engineer at Accenture Software and has experience working on projects for BMW and United Health Group. He holds an MBA in Operations Management and a
Get organized by planning activities in the pipeline.
Acquire leads and convert them to opportunities.
Easy activity management from lead generation to reporting.
Assign and track leads based on scoring.
Analyze performance -Win/Lost ratio and probable turnover.
Optimize your Day-to-Day work.
Get organised by planning activities in pipeline.
Acquire leads and convert them to opportunities.
Easy activity management from lead generation to reporting .
Assign and track leads based on scoring.
Analyze performance -Win/Lost ratio and probable turn over.
Optimize your Day-to-Day work.
Website: www.banibro.com
TaskThis assessment item consists of two parts. Both parts must .docxmattinsonjanel
Task
This assessment item consists of two parts. Both parts must be completed in order to complete this assessment item.
Part 1 (40 marks)
Part 1 Task
Your task for this part of the assessment item is to answer the following two questions. Each question will carry equal (20 marks) and your answer for each question should be around 1000 words:
1. Identify five common project risk strategies employed to address threats that your project may face. Give an example of each.
2. Projects are often completed late. Describe the techniques you would use as a project manager to improve the accuracy and reliability of your project schedule.
In responding to the above points, be sure to:
· Critique project theory based on your experience and understanding. This is important –don't just "regurgitate" the theory
· Provide examples, data or other relevant information to support your discussion. Examples can be from work experience, research, study group experience, for example. They should demonstrate the theoretical points you are asserting in the questions.
Part 2 (60 marks)
Background
As a consultant you have been asked by the Global Retail
Solution
s Group (GRS) to develop an implementable project plan for a point of sale and stock control system for a proposed chain (DSE) of retail outlets across Australia. You have been supplied the following information, information not available maybe assumed, this will be a competitive bid targeting the dual goals of quick implementation and low cost.
DSE is an aggressive player in the growing DIY electronics market with a plan to open a chain of retail outlets to further their growth in the market. Outlets will be located in major cities in seven states. The larger cities will have more than one store. Critical to sales is monitoring sales and stock turn to ensure adequate stock is available when demanded. Each store will be responsible for day-to-day operations, however, there is a strong central management structure at the national level. The services provided by the organization include volume buying to gain discounts, pricing, merchandising strategies, and consolidation of performance reporting for the corporate management.
The Information Systems Department at DSE's corporate office has been given the assignment to develop a transaction processing system that will apply modern RFID code scanning at the point of sale and provide automatic inventory control. The system will also relieve the store personnel of the tedious task of generating sales and performance reports as required by the head office.
An earlier project has successfully defined the store level hardware that will be used at the points of transaction plus the communications network that will connect the stores with the state offices. This hardware consists of standard PCs plus the scanning equipment and any other specialized interface hardware needed. The communications facility consists of a polled network and will be based on dial-up lines ...
Using Quick Campaigns; Creating and Using Marketing Lists; Creating a Marketing Event; Capturing and Viewing Event Responses; Performing Response Follow Ups; Recording Opportunities
Reporting – Charts, Dashboards, and Reports; Configuration and Adding Fields
Use of neo technologies for new enterprises - IIAdela Marcov
Business modeling tools allow modeling of various strategic and operational aspects of a business such as goals, projects, processes, organizations, and technologies. Common business modeling tools include strategy models, business interaction models, organization models, process models, workflow models, and technology models which can be used to understand relationships and improve performance.
The document provides information about a collections process that did not meet its target in the previous quarter. Key points:
1. The collections team was unable to meet the target of collecting 25% of the total accounts receivable (AR) volume in the last quarter, collecting only 18% instead.
2. Most collectors were unable to meet their individual target of collecting 25% of their assigned AR.
3. Issues identified included collectors not being able to reach customers due to invalid contact information and lower than expected payment promises, conversions, and payments actually being kept.
4. The goal is to improve the collection process and efficiency to achieve the minimum target of collecting 25% of the total AR by the next
The document discusses key metrics for product analytics using the AARRR framework. It identifies metrics for acquisition like customer acquisition cost and website sessions. For activation, it suggests sign ups and conversion rates. Retention metrics include retention rates, churn rates and customer lifetime value. Revenue metrics are monthly revenue and average revenue per account. Referral metrics include net promoter score. It then provides a wireframe screenshot showing how the dashboard can be toggled for different time periods to track the metrics under each AARRR category.
Gwinnett County upgraded their SAP CRM system from version 5.0 to 7.0 to improve their utility customer management processes. They prepared extensively by documenting existing processes, developing requirements, and engaging SAP for recommendations. For the upgrade, they leveraged various SAP tools, conducted automated testing, and placed strong emphasis on change management and training. Key lessons learned included allowing time for replication testing and training, leveraging internal resources, and getting user buy-in through an active super user program. The multi-month project went live successfully.
This document discusses strategic customer relationship management (CRM). It defines strategic CRM and its key components, including developing a customer-oriented culture, aligning organizational processes, capturing customer information, and implementing a CRM strategy. It provides examples from Capital One's CRM practices and IBM's large-scale CRM implementation. Overall, the document outlines an approach for conceptualizing and executing an enterprise-wide CRM strategy to maximize customer lifetime value.
Naveen Chandru.V is a procurement and sourcing professional with over 7 years of experience. He currently works as an Analyst for TIME INC, where he is responsible for validating savings, tracking contracts, generating reports, and vendor management. Previously he has worked for GENPACT and Thomson Reuters in procurement roles involving purchase order processing, supplier negotiation, and systems like SAP and Coupa. He holds an MBA in Marketing and a BE in Mechanical Engineering, and has a strong command of applications like MS Office, SAP MM, and SRM.
The document discusses CRM software for manufacturing companies and provides an overview of its key features. It describes how the software can manage accounts, contacts, leads, opportunities, sales forecasts, credit histories, contracts, programs, activities, quotes, marketing campaigns and more. It also lists 14 business processes the CRM can automate, such as notifying managers of large opportunities, following up on overdue opportunities, and automatically resolving issues based on service level agreements. The CRM is meant to help manufacturers improve sales productivity, decision making, forecasting accuracy and revenue from existing customers.
The document discusses the internal process perspective of a business. It covers three main principles: innovation, operations, and post-sale service. Innovation involves researching customer needs to develop new products and services. Operations focuses on efficiently delivering existing products and services to existing customers. Post-sale service includes warranty, repairs, and resolving customer issues. It also discusses the learning and growth perspective, including developing employee capabilities through training, ensuring information system capabilities, and motivating and empowering employees.
This document describes marketing and sales services provided by a Delhi-based organization with over 35 years of experience. They offer two main services - market entry strategies, documentation, and automated reporting systems; and sales development through channel partners and field staff. Their automated systems provide quick analysis and accurate data to facilitate better control over marketing expenses and profitable management of channel partners and field staff. They also provide customized solutions for appointment of field staff and channel partners, as well as automated reports.
This document outlines five steps for generating new leads and opportunities in existing accounts: 1) Identify the customer portfolio by understanding their business, expertise, structure, programs, and financials; 2) Define your own strengths and capabilities to match their needs; 3) Approach existing customers to create awareness of new products and share expertise; 4) Partner with other companies to expand opportunities; and 5) Use direct sales through research, presentations, understanding customer projects and needs, and convincing them of your solutions. The key is to thoroughly understand both your customers and your own offerings to find new ways to provide value beyond existing relationships.
Business Central and D365 both provide functionality for managing business operations. Business Central enables managing financial transactions, sales, purchasing, warehousing, manufacturing, jobs, resource planning, and human resources. D365 focuses on finance, sales, marketing, retail, field service, customer service, talent management, and project automation. It seamlessly integrates business applications to provide insights from financial and operations data.
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