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BENEFITS OF DOCUMENT
1. Detailed presentation on system analysis and design program
DOCUMENT DESCRIPTION
Content:
Introduction
Software Development Life Cycle
Managing System Development
Estimation
Using Data-flow Diagrams
Analysing Systems Using Data Dictionaries
Describing Process Specifications and Structured Decisions
Review
Introduction to Testing
Basic concept on Systems/Software Analysis, Design & Development, how software engineering, large projects are done, collaborated, best practices & standards.
Need for System Analysis
Stages in System Analysis
Structured SAD and tools :
DFD
Context Diagram
Decision Table
Structured Diagram.
System Development Models:
Water Flow
Prototype
Spiral
RAD
Roles and responsibilities of
System Analyst,
Database Administrator
Database Designer
Basic concept on Systems/Software Analysis, Design & Development, how software engineering, large projects are done, collaborated, best practices & standards.
Need for System Analysis
Stages in System Analysis
Structured SAD and tools :
DFD
Context Diagram
Decision Table
Structured Diagram.
System Development Models:
Water Flow
Prototype
Spiral
RAD
Roles and responsibilities of
System Analyst,
Database Administrator
Database Designer
SYSTEM ANALYSIS AND DESIGN Assignment helpjohn mayer
SYSTEM ANALYSIS AND DESIGN Assignment help services at Globalwebtutors are available 24/ by online SYSTEM ANALYSIS AND DESIGN experts , SYSTEM ANALYSIS AND DESIGN tutors are available for instant SYSTEM ANALYSIS AND DESIGN questions help , SYSTEM ANALYSIS AND DESIGN writers can help you with complex SYSTEM ANALYSIS AND DESIGN dissertation requirements.
Unit 1
Introduction to software engineering, the software as product and a process
software process models – waterfall model, incremental development, reuse
oriented software engineering, introduction to agile.
Systems approach vs engineering approach,
case studies to explain 1) the importance of information systems, 2) availability
and reliability of information systems, 3) flexibility of information systems.
Unit 2
A. Software Development process : SDLC
B. Requirements Engineering – characteristics of requirement, requirement
elicitation and analysis, validation and verification
C. Identification of attributes.
D. Feasibility Analysis : technical and economic
Unit 3
3.1Data Flow Diagrams : Symbols, describing a good system with DFD
3.2DFD : leveling of DFD, logical and physical DFD
3.3Process Specification, Decision Tables.
3.4Introduction to ER Diagrams and Data Dictionary.
Unit 4
4.1Data Input Methods : Data input, coding techniques.
4.2Designing outputs : objectives of output design, design of output reports.
4.3Software development – introduction to project and modules, coupling
and cohesion
4.4 Case studies on DFD, ERD
Unit 5.
5.1Introduction and importance of software testing
5.2Software Security concept and software maintenance
5.3Control of information system
5.4Audit of information system
Unit 6
6.1Introduction to software development and deployment environment
6.2Introduction to component based software engineering
6.3Introduction to distributed software engineering
6.4Introduction to service oriented architecture
SYSTEM ANALYSIS AND DESIGN Assignment helpjohn mayer
SYSTEM ANALYSIS AND DESIGN Assignment help services at Globalwebtutors are available 24/ by online SYSTEM ANALYSIS AND DESIGN experts , SYSTEM ANALYSIS AND DESIGN tutors are available for instant SYSTEM ANALYSIS AND DESIGN questions help , SYSTEM ANALYSIS AND DESIGN writers can help you with complex SYSTEM ANALYSIS AND DESIGN dissertation requirements.
Unit 1
Introduction to software engineering, the software as product and a process
software process models – waterfall model, incremental development, reuse
oriented software engineering, introduction to agile.
Systems approach vs engineering approach,
case studies to explain 1) the importance of information systems, 2) availability
and reliability of information systems, 3) flexibility of information systems.
Unit 2
A. Software Development process : SDLC
B. Requirements Engineering – characteristics of requirement, requirement
elicitation and analysis, validation and verification
C. Identification of attributes.
D. Feasibility Analysis : technical and economic
Unit 3
3.1Data Flow Diagrams : Symbols, describing a good system with DFD
3.2DFD : leveling of DFD, logical and physical DFD
3.3Process Specification, Decision Tables.
3.4Introduction to ER Diagrams and Data Dictionary.
Unit 4
4.1Data Input Methods : Data input, coding techniques.
4.2Designing outputs : objectives of output design, design of output reports.
4.3Software development – introduction to project and modules, coupling
and cohesion
4.4 Case studies on DFD, ERD
Unit 5.
5.1Introduction and importance of software testing
5.2Software Security concept and software maintenance
5.3Control of information system
5.4Audit of information system
Unit 6
6.1Introduction to software development and deployment environment
6.2Introduction to component based software engineering
6.3Introduction to distributed software engineering
6.4Introduction to service oriented architecture
Library Management System using oracle databaseSaikot Roy
Library Management System using oracle database system used PL/SQL
Here provies all the information about oracle dba.It is simple easy,no overhead.
Here no java required nor any other technology.
How to go from waterfall app dev to secure agile development in 2 weeks Ulf Mattsson
Waterfall is based on the concept of sequential software development—from conception to ongoing maintenance—where each of the many steps flowed logically into the next.
Join this webinar presentation to learn:
- Why DevOps cannot effectively work in waterfall
- How to use DevOps tools to optimize processes in either development or operations through automation
We will also discuss what is needed to support full DevOps
Are processes masquerading as projects hurting your businessBen Bradley
Not long ago, a significant amount of the work done within companies was simpler and a higher percentage of it tended to be fairly repetitive. Today, work featuring unstructured decision-making—knowledge work—accounts for 25% to 50% of all work, and this percentage is growing. The challenge is that while the work needed today has changed fairly radically, technology solutions had not adapted to the new environment—business process management (BPM) and project management solutions are really good at managing a predictable, repetitive world, but these solutions are not well-suited to business scenarios containing a lot of uncertainty and requiring unstructured decision-making in order to reach positive outcomes. Work-Relay is a powerful, easy-to-use platform for designing and deploying business processes of any level of complexity on the Salesforce.com platform. Includes the full spectrum of projects and processes, from fully automated to ad hoc.
https://www.learntek.org/blog/sdlc-phases/
https://www.learntek.org/
Learntek is global online training provider on Big Data Analytics, Hadoop, Machine Learning, Deep Learning, IOT, AI, Cloud Technology, DEVOPS, Digital Marketing and other IT and Management courses.
https://www.learntek.org/blog/sdlc-phases/
https://www.learntek.org/
Learntek is global online training provider on Big Data Analytics, Hadoop, Machine Learning, Deep Learning, IOT, AI, Cloud Technology, DEVOPS, Digital Marketing and other IT and Management courses.
Session on evaluation of DevSecOps. This tutorial is made the very basic process of the DevOps cycle for the beginner level. So sometimes we won’t use very deep technical terms to understand.
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
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https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
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Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
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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:
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3. A Business System
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4. Transaction Processing Cycle
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5. ECS Tools
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6. Manufacturing Systems
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7. Financial Management Systems
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8. CRM Application Clusters
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12. Invoice processing system
Issue invoices
Receive payments
Issue receipts
Issue reminders
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14. Implementing Business Systems
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22. Water Fall model
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23. Evolutionary development
• Exploratory development
– Objective is to work with customers and to evolve a
final system from an initial outline specification. Should
start with well-understood requirements and add new
features as proposed by the customer.
• Throw-away prototyping
– Objective is to understand the system requirements.
Should start with poorly understood requirements to
clarify what is really needed.
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24. Prototyping
• A prototype is an initial version of a system used to
demonstrate concepts and try out design options.
• System stakeholders can experiment with prototype to find out
more about the problem and possible solutions
• This is called throw away prototype as it is not delivered to the
customer or maintained by developer
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25. Process iteration
• System requirements ALWAYS evolve in the course of a
project so process iteration where earlier stages are
reworked is always part of the process for large systems.
• Two approaches
– Incremental delivery;
– Spiral development.
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26. Incremental development advantages
• Customer value can be delivered with each increment
so system functionality is available earlier.
• Early increments act as a prototype to help elicit
requirements for later increments.
• Lower risk of overall project failure.
• The highest priority system services tend to receive the
most testing.
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27. Kendall & Kendall
6-79
RAD
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28. RAD
• RAD environment are usually organized as a set of tools that
allow data to be created, searched, displayed and presented in
reports
• Tools included in RAD environment are:
• Database programming language
• Interface generator
• Links to office applications
• Report generators
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29. RAD environment
• Links to office applications: provides facility to link to office
application like spreadsheet for numerical analysis and Word
processor for report template creation
• Report generator: used to create reports from information
contained in the database
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30. Visual programming with reuse: example
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31. Compound Document example
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32. Principles of agile methods
Customer
involvement
Closely involved throughout
Provide requirements
Prioritize requirements
Evaluate Iterations
Incremental
Delivery
Software is developed in
increments
Customer specify the
requirement to be included
in increment
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33. Problems with agile methods
• Difficult to get customer representative’s time to work
with development team.
• Team members may not have suitable personality to
interact well with others and work closely.
• Prioritizing changes can be difficult where there are
multiple stakeholders.
• Maintaining simplicity requires extra work.
• Writing contracts may be difficult for iterative
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34. The XP release cycle
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35. Extreme programming practices
5.
Refactoring
Developers refactor the code
continuously.
This keeps code simple &
maintainable
6. Pair
programming
Developers work in pairs,
checking each others work
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36. XP and agile principles
• Customer involvement : through full-time customer
engagement with the team.
• Incremental development : through small, frequent system
releases.
• People not process : through pair programming, collective
ownership and a process that avoids long working hours.
• Change supported: through regular system releases.
• Maintaining simplicity: through constant refactoring of
code.
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37. XP and Requirements
• If changes are required for the system that is already
implemented, new user stories are developed and
again the customer decides whether these changes
should have priority over new functionality
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38. Test-first development
• Tests are written before the code.
• Each tasks generates one or more unit test that
checks the implementation described in that task
• Tests are written as programs rather than data so
that they can be executed automatically. The test
includes a check that it has executed correctly.
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39. Pair programming
• Measurements suggest that development
productivity with pair programming is similar to
that of two people working independently.
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40. RUP good practice
• Develop software iteratively
• Manage requirements
• Use component-based architectures
• Visually model software
• Verify software quality
• Control changes to software
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41. Software change
• Software change is inevitable
– New requirements emerge when the software is
used;
– The business environment changes;
– Errors must be repaired;
– New computers and equipment is added to the
system;
– The performance or reliability of the system may
have to be improved.
• A key problem for organisations is implementing and
managing change to their existing software systems.
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42. Emergency repair
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43. Goal of Project Management
To deliver the system that is acceptable to
users and is developed on time and within
budget
3-127
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44. Project Planning
• Probably the most time-consuming project
management activity.
• Continuous activity from initial concept through
to system delivery. Plans must be regularly
revised as new information becomes available.
• Various different types of plan may be developed
to support the main software project plan that is
concerned with schedule and budget.
3-130
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45. Milestones in the requirement process
3-133
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46. Project Scheduling
3-136
Once the time for each task is estimated, the PM
determines if certain tasks are dependant on other
activities
A dependant task can not be started until one or more
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47. Activity network
3-139
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48. Risk management
3-142
What is a Risk ?
Risk Tolerance
Risk response
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49. Using Dataflow Diagrams
Systems Analysis and Design, 7e
Kendall & Kendall
An ISO 9001:2008 Certified Company
A NASSCOM Member Company
www.AdaptiveProcesses.com
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50. Data Flow Diagrams
• Graphically characterize data
processes and flows in a business
system
• Depict:
– System inputs
– Processes
– outputs
148
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51. Basic Symbols
• A double square for an external
entity
• An arrow for movement of data
from one point to another
• A rectangle with rounded corners
for the occurrence of a
transforming process
• An open-ended rectangle for a data
store
151
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52. Data Flow
• Shows movement of data from one
point to another
• Described with a noun
• Arrowhead indicates the flow
direction
• Represents data about a person,
place, or thing
7-154
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53. Figure 7.2 Steps in developing data flow diagrams
157
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54. Figure 7.3 Context diagram
160
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55. • Start with the data flow from an
entity on the input side
• Work backwards from an output
data flow
• Examine the data flow to or from a
data store
• Analyze a well-defined process
• Take note of any fuzzy areas
163
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56. Creating Child Diagrams
• Each process on diagram 0 may be exploded to create a child
diagram
• A child diagram cannot produce output or receive input that
the parent process does not also produce or receive
• The child process is given the same number as the parent
process
– Process 3 would explode to Diagram 3
7-166
Kendall &
Kendall
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57. Checking the Diagrams for Errors
• Forgetting to include a data flow
or pointing an arrow in the wrong
direction
7-169
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58. Figure 7.5 Typical errors that can occur in a data flow diagram
(payroll example)
172
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59. Figure 7.7 Features common of logical and physical data flow
diagrams
175
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60. • Sequencing processes that have to
be done in a particular order
• Identifying temporary data stores
• Specifying actual names of files
and printouts
• Adding controls to ensure the
processes are done properly
• Describing processes in more
detail
7-178
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61. Event Response Tables
• An event table is used to
create a data flow diagram
by analyzing each event
and the data used and
produced by the event
• Every row in an event table
represents a data flow
diagram fragment and is
used to create a single
process on a data flow
diagram
181
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62. Use Cases and Data Flow Diagrams
• Each use case defines one activity
and its trigger, input, and output
• Allows the analyst to work with
users to understand the nature of
the processes and activities and
then create a single data flow
diagram fragment
184
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63. Reasons for Partitioning Data Flow Diagram
187
5.Efficiency:
Several batch processes may be included in the same program for
efficiency
6.Consistency:
Several processes may be included in the same program or job
stream for consistency of data.
7.Security:
May be partitioned into different programs for security reasons.
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64. Summary
• Data flow diagrams
– Structured analysis and design
tools that allow the analyst to
comprehend the system and
subsystems visually as a set of
interrelated data flows
• DFD symbols
– Rounded rectangle
– Double square
– An arrow
– Open-ended rectangle
190
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65. Analyzing Systems Using Data Dictionaries
Systems Analysis and Design, 7e
Kendall & Kendall
An ISO 9001:2008 Certified Company
A NASSCOM Member Company
www.AdaptiveProcesses.com
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66. Figure 8.1 How data dictionaries relate to data flow diagrams
8-196
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67. Data Stores
• We must document every DFD data store in data dictionary
• Data stores are created for each different data entity being
stored
• When data flow base elements are grouped together to form a
structural record, a data store is created for each unique
structural record
8-199
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68. Documenting Entities
• Documenting all external entities that interact with the system
– Entity name
– Description
– Alternate name
– Input data flows
– Output data flows
8-202
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69. Structural Record Example
8-205
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70. Data Element Characteristics
• Element ID
• The name of the element
• Aliases
• A short description of the element
• Element is base or derived
• Element length
• Type of data
• Input and output formats
• Validation criteria
• Default value
• An additional comment or remark area
• Source, Security, Responsible user
8-208
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71. Element Is Base or Derived
• A base element is one that has been initially keyed into the
system
• A derived element is one that is created by a process, usually
as the result of a calculation or a series of decision making
statements
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