This report summarizes a study on resistance to the implementation of a new indirect purchasing system called i-Buy at Robert Bosch Ltd in Denham. Semi-structured interviews and an online questionnaire were used to understand causes of resistance. It was found that a lack of clear communication and participation in the change process reduced understanding of benefits and led to resistance. The report recommends that future implementations involve employees, maintain open communication, and provide training to understand benefits and reduce resistance to change.
Try these CCBA Exam questions (https://techcanvass.com/Courses/CCBA-testseries.aspx), which are based on IIBA CCBA v3 exam pattern. The questions are scenario based. You can also find the answers with explanations.
If you wish, you can download these CCBA exam questions in PDF format.
Techcanvass offers CCBA Question bank with more than 700 questions. You can try our question bank at https://techcanvass.com/Courses/CCBA-testseries.aspx
Factory2Fit Presentation: Design and Evaluation Framework of Solutions that S...Factroy2Fit
The ACE-Factory Cluster of Horizon 2020 funded EU projects (Factory2Fit, Manuwork, HUMAN, Inclusive and A4Blue) held a webinar on the 14th November 2018 to present their research achievements and to exchange knowledge and best practices.This presentation explores the work done by Factory2Fit to develop a design and evaluation framework for measuring industrial worker's satisfaction and well-being in the workplace.
The ACE Factory projects are developing solutions for manufacturing work environments that adapt to each individual worker. In the past, people were expected to adapt to machine requirements. Now, automation systems are being developed that can recognise the users, remember their capabilities, skills and preferences, and adapt accordingly.
For more details on the project, visit the ACE-Factory website!
These CBAP sample questions are taken from CBAP question bank, published by Techcanvass. These questions are provided to all our students, who are preparing for the CBAP/CCBA certification examination.
Techcanvass offers these types of questions along with case study based questions to the students, who enroll with us. This is one of the resources, which are available for the following courses:
CBAP certification course - http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
CCBA certification course - http://techcanvass.com/Courses/IIBA-CCBA-Certification-course.aspx
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This letter confirms that Maria-Luiza Selisteanu is a second year student at the University of Bologna studying Tourism Economics and Management. She has passed all her exams and has an average mark of 25.9 out of 30, placing her in the top 30% of her cohort. The professor who wrote the letter had Maria-Luiza in his Tourism Macroeconomics class and observed that she works well in groups, is organized, determined, and proactive. Given her maturity and work experience, Maria-Luiza has strong communication, adaptation, and interpersonal skills to work effectively in international teams. The professor gives Maria-Luiza his highest recommendation.
This certificate from the University of Salford awards Jimur Mukthur Ashroff the degree of Bachelor of Science with Second Class Honours Division One in Quantity Surveying with Industrial Experience. Ashroff completed the requirements for this degree as of June 24, 2015.
John Cumming is applying for a position and provides his contact information and qualifications. He has over 20 years of experience in process operations and leadership roles in steel production, cable manufacturing, and building products. His experience includes quality control and assurance, production planning, and health and safety management. He is trained in continuous improvement techniques and safety certifications. He believes his skills in operations, technical processes, and people management would be an asset to any potential employer.
Try these CCBA Exam questions (https://techcanvass.com/Courses/CCBA-testseries.aspx), which are based on IIBA CCBA v3 exam pattern. The questions are scenario based. You can also find the answers with explanations.
If you wish, you can download these CCBA exam questions in PDF format.
Techcanvass offers CCBA Question bank with more than 700 questions. You can try our question bank at https://techcanvass.com/Courses/CCBA-testseries.aspx
Factory2Fit Presentation: Design and Evaluation Framework of Solutions that S...Factroy2Fit
The ACE-Factory Cluster of Horizon 2020 funded EU projects (Factory2Fit, Manuwork, HUMAN, Inclusive and A4Blue) held a webinar on the 14th November 2018 to present their research achievements and to exchange knowledge and best practices.This presentation explores the work done by Factory2Fit to develop a design and evaluation framework for measuring industrial worker's satisfaction and well-being in the workplace.
The ACE Factory projects are developing solutions for manufacturing work environments that adapt to each individual worker. In the past, people were expected to adapt to machine requirements. Now, automation systems are being developed that can recognise the users, remember their capabilities, skills and preferences, and adapt accordingly.
For more details on the project, visit the ACE-Factory website!
These CBAP sample questions are taken from CBAP question bank, published by Techcanvass. These questions are provided to all our students, who are preparing for the CBAP/CCBA certification examination.
Techcanvass offers these types of questions along with case study based questions to the students, who enroll with us. This is one of the resources, which are available for the following courses:
CBAP certification course - http://techcanvass.com/Courses/IIBA-CBAP-certification-training.aspx
CCBA certification course - http://techcanvass.com/Courses/IIBA-CCBA-Certification-course.aspx
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This letter confirms that Maria-Luiza Selisteanu is a second year student at the University of Bologna studying Tourism Economics and Management. She has passed all her exams and has an average mark of 25.9 out of 30, placing her in the top 30% of her cohort. The professor who wrote the letter had Maria-Luiza in his Tourism Macroeconomics class and observed that she works well in groups, is organized, determined, and proactive. Given her maturity and work experience, Maria-Luiza has strong communication, adaptation, and interpersonal skills to work effectively in international teams. The professor gives Maria-Luiza his highest recommendation.
This certificate from the University of Salford awards Jimur Mukthur Ashroff the degree of Bachelor of Science with Second Class Honours Division One in Quantity Surveying with Industrial Experience. Ashroff completed the requirements for this degree as of June 24, 2015.
John Cumming is applying for a position and provides his contact information and qualifications. He has over 20 years of experience in process operations and leadership roles in steel production, cable manufacturing, and building products. His experience includes quality control and assurance, production planning, and health and safety management. He is trained in continuous improvement techniques and safety certifications. He believes his skills in operations, technical processes, and people management would be an asset to any potential employer.
Robert Joseph Wood participated in a training programme from September 1986 to August 1988 that was managed by ICI Chemicals and Polymers Limited. The programme provided planned work experience in plant operation and maintenance at various ICI facilities as well as off-the-job training at Longlands College of Further Education. The training focused on occupational areas including ammonia, nitric acid, and polymer production and processing.
Edexcel defines the grades for the General Certificate of Secondary Education (GCSE) as an 8-point scale from A* to G. GCSE Double Awards cover two subject courses and are reported on a 15-point scale. GCSE Short Courses cover half the content of a full course and are graded on the 8-point scale. Symbols are used to indicate parts of exams a candidate was absent from or exempt from. A Qualification Accreditation Number is provided where specifications are approved by regulators. Certificates remain the property of Edexcel and altering them would be invalid.
This document outlines the structure and rules of combination for the Pearson BTEC Level 4 HNC and Level 5 HND qualifications in Electrical and Electronic Engineering, Electrical Engineering and Electronic Engineering.
The Level 4 HNC requires a minimum of 120 credits including 50 mandatory core credits and allows up to 30 credits at Level 3 and 55 credits at Level 5. The Level 5 HND requires 240 credits including 65 mandatory core credits, builds on the HNC, and allows up to 30 credits at Level 3 and 30 credits at Level 6.
Both qualifications specify mandatory core units and groups of specialist units, and allow for a maximum of centre-devised or imported units to meet local needs. The rules aim to ensure qualifications meet credit
Kirsti Titcombe has over 25 years of experience in design, artwork management, and administration roles. She is currently the Artwork Delivery Manager at AB World Foods, where her responsibilities include managing new artwork processes, providing barcode support, and ensuring artwork is delivered on time. Previously, she held roles such as Artwork Briefing Team Manager at Domestic & General Group Limited and Design Studio Administration Manager, where she oversaw teams, tracked project timelines, and supported marketing departments. She has strong organizational, communication, and people skills.
This document provides course information for a BTEC First Diploma in Art and Design (Multimedia Pathway) including an overview of the course content and units, requirements for entry, and details on the course tutor and when the course runs. The course aims to provide education and training in art and design with a focus on graphic design and interactive media. It includes both mandatory core units and optional specialist units and can lead to further qualifications in areas like graphic design, multimedia, and game development.
This document provides an outline for the course HT621 Sustainable Tourism. The 30-hour course exposes students to techniques for managing tourism resources and minimizing the negative impacts of tourism development. Students will learn about topics like conservation, environmental impact assessment, and visitor management. They will also discuss the roles of tourists, operators, and local communities in supporting sustainable tourism. The course aims to help students describe sustainability concepts and impacts, as well as discuss issues related to tourism support organizations, management strategies, and national ecotourism plans. Students will be assessed through quizzes, tests, and end of chapter problems.
Deborah A. Carter is seeking a challenging position that allows her to use her education and skills. She has experience working as a special education aide, certified nursing assistant, and dialysis tech. She has a diploma from King and Queen Central High School and certificates from Rappahannock Community College's nursing assistant and instructional aide programs. Her objective is to help students achieve their educational and career goals.
A pdf presentation, with a comment on Wirral Met. College's decision not to display the exact written examinations venue on my GCSE Biology Cert. (if it needed to be displayed at all), displaying virtually all my scientific, technological and engineering qualifications, credentials etc. certificates and diplomas which I've obtained from the year 1989 to the present (2011) and now with the new Wirral Metropolitan College and Liverpool Community College insignias/identities.
This document summarizes the development of a logo and branding for an HNC/HND Graphic Design course. It describes refining wordmark logos using different fonts and layouts, developing initial icon concepts, and creating a final logo incorporating creativity, skill, information, and professionalism as outlined by the client. The logo uses orange to represent enthusiasm and a circle to create a neat, compact shape that can be used across various media. An accompanying slogan of "Start designing your future today" was also created. Examples are given of applying the branding to a Facebook page, leaflet, and poster to promote the course.
The document discusses Business Process Reengineering (BPR). It begins by providing examples of how companies like Walmart and HP have dramatically improved processes like restocking and computer assembly times through BPR. It then defines BPR as the fundamental rethinking and radical redesign of business processes to achieve significant improvements in areas like cost, quality and speed. The document outlines the typical BPR process, which includes preparing for reengineering, mapping and analyzing the existing "as-is" process, designing an improved "to-be" process, implementing the new process, and continuously improving. It provides an example comparing an insurance application process before and after BPR, showing reductions in processing time from 22 to 2-5 days on average
The BI department at Yes Television, a major satellite television provider in Israel, successfully upgraded its business intelligence environment from SAP BusinessObjects Desktop Intelligence 3.0 to SAP BusinessObjects Web Intelligence 4.0 and then to SAP BusinessObjects BI 4.1 over the course of nine months. The project was completed entirely with in-house resources and relied heavily on input from business users. Key factors in the project's success included engaging business users, establishing collaborative relationships between the BI and user teams, and providing extensive training support to help users adopt the new platform.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses several key aspects of project execution including directing project work, managing project knowledge, quality assurance, resource management, communications management, risk management, procurement, and stakeholder engagement. It provides examples of important outputs during project execution such as deliverables, work performance data, issue logs, change requests, and lessons learned. The importance of execution in ensuring project success is emphasized.
Robert Joseph Wood participated in a training programme from September 1986 to August 1988 that was managed by ICI Chemicals and Polymers Limited. The programme provided planned work experience in plant operation and maintenance at various ICI facilities as well as off-the-job training at Longlands College of Further Education. The training focused on occupational areas including ammonia, nitric acid, and polymer production and processing.
Edexcel defines the grades for the General Certificate of Secondary Education (GCSE) as an 8-point scale from A* to G. GCSE Double Awards cover two subject courses and are reported on a 15-point scale. GCSE Short Courses cover half the content of a full course and are graded on the 8-point scale. Symbols are used to indicate parts of exams a candidate was absent from or exempt from. A Qualification Accreditation Number is provided where specifications are approved by regulators. Certificates remain the property of Edexcel and altering them would be invalid.
This document outlines the structure and rules of combination for the Pearson BTEC Level 4 HNC and Level 5 HND qualifications in Electrical and Electronic Engineering, Electrical Engineering and Electronic Engineering.
The Level 4 HNC requires a minimum of 120 credits including 50 mandatory core credits and allows up to 30 credits at Level 3 and 55 credits at Level 5. The Level 5 HND requires 240 credits including 65 mandatory core credits, builds on the HNC, and allows up to 30 credits at Level 3 and 30 credits at Level 6.
Both qualifications specify mandatory core units and groups of specialist units, and allow for a maximum of centre-devised or imported units to meet local needs. The rules aim to ensure qualifications meet credit
Kirsti Titcombe has over 25 years of experience in design, artwork management, and administration roles. She is currently the Artwork Delivery Manager at AB World Foods, where her responsibilities include managing new artwork processes, providing barcode support, and ensuring artwork is delivered on time. Previously, she held roles such as Artwork Briefing Team Manager at Domestic & General Group Limited and Design Studio Administration Manager, where she oversaw teams, tracked project timelines, and supported marketing departments. She has strong organizational, communication, and people skills.
This document provides course information for a BTEC First Diploma in Art and Design (Multimedia Pathway) including an overview of the course content and units, requirements for entry, and details on the course tutor and when the course runs. The course aims to provide education and training in art and design with a focus on graphic design and interactive media. It includes both mandatory core units and optional specialist units and can lead to further qualifications in areas like graphic design, multimedia, and game development.
This document provides an outline for the course HT621 Sustainable Tourism. The 30-hour course exposes students to techniques for managing tourism resources and minimizing the negative impacts of tourism development. Students will learn about topics like conservation, environmental impact assessment, and visitor management. They will also discuss the roles of tourists, operators, and local communities in supporting sustainable tourism. The course aims to help students describe sustainability concepts and impacts, as well as discuss issues related to tourism support organizations, management strategies, and national ecotourism plans. Students will be assessed through quizzes, tests, and end of chapter problems.
Deborah A. Carter is seeking a challenging position that allows her to use her education and skills. She has experience working as a special education aide, certified nursing assistant, and dialysis tech. She has a diploma from King and Queen Central High School and certificates from Rappahannock Community College's nursing assistant and instructional aide programs. Her objective is to help students achieve their educational and career goals.
A pdf presentation, with a comment on Wirral Met. College's decision not to display the exact written examinations venue on my GCSE Biology Cert. (if it needed to be displayed at all), displaying virtually all my scientific, technological and engineering qualifications, credentials etc. certificates and diplomas which I've obtained from the year 1989 to the present (2011) and now with the new Wirral Metropolitan College and Liverpool Community College insignias/identities.
This document summarizes the development of a logo and branding for an HNC/HND Graphic Design course. It describes refining wordmark logos using different fonts and layouts, developing initial icon concepts, and creating a final logo incorporating creativity, skill, information, and professionalism as outlined by the client. The logo uses orange to represent enthusiasm and a circle to create a neat, compact shape that can be used across various media. An accompanying slogan of "Start designing your future today" was also created. Examples are given of applying the branding to a Facebook page, leaflet, and poster to promote the course.
The document discusses Business Process Reengineering (BPR). It begins by providing examples of how companies like Walmart and HP have dramatically improved processes like restocking and computer assembly times through BPR. It then defines BPR as the fundamental rethinking and radical redesign of business processes to achieve significant improvements in areas like cost, quality and speed. The document outlines the typical BPR process, which includes preparing for reengineering, mapping and analyzing the existing "as-is" process, designing an improved "to-be" process, implementing the new process, and continuously improving. It provides an example comparing an insurance application process before and after BPR, showing reductions in processing time from 22 to 2-5 days on average
The BI department at Yes Television, a major satellite television provider in Israel, successfully upgraded its business intelligence environment from SAP BusinessObjects Desktop Intelligence 3.0 to SAP BusinessObjects Web Intelligence 4.0 and then to SAP BusinessObjects BI 4.1 over the course of nine months. The project was completed entirely with in-house resources and relied heavily on input from business users. Key factors in the project's success included engaging business users, establishing collaborative relationships between the BI and user teams, and providing extensive training support to help users adopt the new platform.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses several key aspects of project execution including directing project work, managing project knowledge, quality assurance, resource management, communications management, risk management, procurement, and stakeholder engagement. It provides examples of important outputs during project execution such as deliverables, work performance data, issue logs, change requests, and lessons learned. The importance of execution in ensuring project success is emphasized.
Ba process plan- IGATE Global Solutions LTDDebarata Basu
This document provides an overview and agenda for a presentation on business analysis. It begins by defining business analysis and the role of a business analyst. It then discusses why business analysis is important to avoid issues like failed projects, lower productivity, and unrealized benefits. The document presents statistics showing that a majority of IT projects fail or face challenges due to incomplete requirements and lack of user involvement. It also outlines some of the risks involved like increased costs to fix requirements issues later in the project lifecycle. Finally, it discusses how the presenter's company can help clients with business analysis through services like requirements gathering and management, change request management, and documentation of processes.
Benchmarking Process in Total Quality ManagementDr.Raja R
The document outlines the five step benchmarking process used in total quality management. The steps are: 1) Planning which involves identifying processes to benchmark and choosing appropriate benchmarks, 2) Collection of information through primary and secondary research, 3) Analysis of the collected data, 4) Implementation of changes to reduce performance gaps, 5) Monitoring progress through regular evaluation and making adjustments. Benchmarking allows companies to evaluate their performance against leaders in the industry and adopt best practices to improve competitiveness.
FITT Toolbox: Quick Assessment Tool for Business IdeaFITT
The document introduces the NABC framework for quickly assessing business ideas. It consists of analyzing the customer Need, the proposed Approach to address that need, the Benefits that result, and how the approach compares to the Competition. The document provides examples of using NABC to analyze ideas and discusses lessons learned from testing NABC at different organizations. It found NABC effective for initial screening but suggested expanding the analysis later to include more market dynamics and the team aspect.
Gavin Berry's post project review document summarizes the need for and benefits of conducting post project reviews. It discusses how past research has shown that the majority of projects do not achieve their intended benefits or are unsuccessful. While project management practices have improved over the past decades, measuring and achieving business benefits has lagged. Post project reviews are identified as a key missing element to help ensure projects deliver intended benefits. The document provides guidance on when reviews should occur, what inputs they should include, and how to conduct effective reviews. Case studies are also offered to demonstrate reviews from an organizational perspective.
This document summarizes the methodology and progress of a project to reengineer the acquisition/procurement process at NASA's Jet Propulsion Laboratory (JPL). The project utilized Lean Six Sigma and process reengineering techniques. Key activities included gathering requirements from customers, stakeholders, and process performers; customer voting sessions to prioritize requirements; preliminary benchmarking and identification of quick hit improvements; and development of preliminary high-level requirements. The methodology was designed to explore solutions that improve the process for acquisition managers and technical staff in a manner aligned with JPL's mission and vision.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
IIBA Basel Event March 2016 - Case Study Agile Waterfall.pptxssuser991a01
The document summarizes a presentation about how a business analyst added value on a project using agile practices within a waterfall methodology. It describes initial challenges with unclear requirements and scope creep. The business analyst prioritized requirements, estimated effort, identified dependencies, and collaborated daily with stakeholders using online tools. This enabled rapid definition, validation, and sign-off of requirements. Adopting agile practices like daily stand-ups and iterative definition helped optimize the project scope within constraints of the waterfall approach and fixed budget.
Increasing Vehicle Outsourcing ( % Of Car Value ) EssayAlison Reed
The document summarizes recommendations from Team 5 to improve the overdue payment process at Ramsville. They created a current value stream map that identified issues like long lead times of 196,200 seconds. Recommendations include reducing batch sizes to process invoices continuously, increasing checking time at PFR Check to reduce errors, and standardizing data entry to streamline the process. These changes aim to eliminate waste and non-value added activities to improve supplier relationships and satisfaction.
Attached is a White Paper on Business Transformation with Process Automation especially across Lines of Business. We have the certified consultants to assess your requirements based on the required business results and then configure a solution using SharePoint leveraging all the out of the box capabilities, enabling easier support and expansion.
The document discusses business analysis as a profession, summarizing key points about business analysts (BAs), the International Institute of Business Analysis (IIBA), and the Business Analysis Body of Knowledge (BABOK). It outlines the BABOK's knowledge areas and compares techniques for requirements collection in the BABOK and PMBOK. It emphasizes the complementary roles of BAs and project managers in delivering solutions that meet business needs on time and on budget.
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
The document summarizes International Justice Mission's redesign of their contact report process. Some key points:
- The original contact reports varied greatly between fundraisers and did not provide useful data.
- IJM redesigned the process starting with stakeholders to identify desired outcomes. They mapped the process backwards to design a user interface to gather needed information.
- The new process was beta tested, implemented with training and reference materials, and feedback was solicited.
- The redesign saved over 680 work hours over two years, led to improved performance reviews, and new applications in other departments. It was considered a success.
Clap control home automation (clap switch)VinaOconner450
Clap control home automation (clap switch)
Need INTRODUCTION:
-
Project(s) that are selected during group meetings in class
Fantastic 4 Projects
1) Ride Suitcase
2) Second hand market service
3) Intermediary agencies for overseas study
4) Clap control home automation (clap switch)
5) Bioelectrical Impedance method for dengue fever recognition without using a blood sample
6) Finger print door lock (Arduino Project)
7) College Radio
8) Bike share
9) Seat belt safety alarm
10) Biometric Attendance
11) Drowsy alarm in Car
12) Image albums service
However, the project Clap control home automation (clap switch), Heart Beat Sensor at home, Second hand market service, and Image albums service are the projects we choose 4 out of 12 projects, and they earn the most “Positive” counts during the factors evaluate process. And given all factors and structures that meet the requirements of the project, we decided to choose Clap control home automation (clap switch) as our final project.
2. Project selection criteria that were employed. Please explain why such criteria
Our group's standard for selected projects is to provide customers with more convenient and fast life modes. The fast lifestyle is the mainstream at present. While saving time, the consideration benchmark for us to lock in project goals in different fields is to provide all potential customers with better service and experience by taking advantage of the fields involved in our project. Our product Clap control home automation (Clap switch), Heart Beat Sensor at home, Second-hand market service, and Image albums service are all based on the consideration of providing users with a more convenient and effective lifestyle. Standards are developed by considering the rationality of the product and the requirements of the public. We calculate the positive index of the product to determine whether the product can meet the needs of customers. Based on the final comprehensive score, the project Clap control home automation (Clap switch) has the highest comprehensive score, and its practicability and feasibility are most suitable for the purpose and goal of R&D project.
3. Show the selection procedure(s) you followed in selecting the project(s) among other projects
When the target project is further subdivided and the most beneficial project is selected, we will conduct internal screening and vote selection by team members, and compare the results calculated by weight score mode. There may be some differences in opinions, because each group member thinks differently. However, in the calculation process of weighing factors and weight score method, the final selected project must be reasonable and fair. Each project will be measured independently against standard requirements.
4. Share the experience in selecting projects in your team. Were there any conflicts or any challenges during project selection? How did you resolve the conflicts and/or the challenges?
In the process of choosing a ...
Monitoring and Measuring SharePoint to Guarantee Your ROIChristian Buckley
Whether on-premises or online, the business value of SharePoint can be hard to articulate to your management team if you are not taking the time to monitor and measure. This session identifies what is available out-of-the-box in SharePoint and in Office 365, how Microsoft uses telemetry and analytics to improve the platform, and options available for identifying your ROI by using these tools and more.
This document provides an introduction to project management concepts. It defines what a project is, provides examples of IT projects, and describes the triple constraint of meeting project goals for scope, time and cost. It also defines project management, discusses the project management framework including stakeholders, knowledge areas, tools/techniques. Additionally, it covers the relationships between project, program and portfolio management and their contributions to organizational success. It discusses the role of the project manager and career prospects. Finally, it provides statistics on IT spending and the project management profession.
1. University of Brighton
Brighton Business School
DB319 PLACEMENT PROJECT REPORT
2015
Submitted for BSc (Hons)
Business Management with Economics
Confidential YES NO
Keywords:
By ticking this box I declare that this report is my own original work and that no part
of it has been submitted to any other institute of learning in support of an application
for another award. The opinions expressed in the report are put forward in a personal
capacity and do not represent those of Brighton Business School or any organisation
with which the author may be associated.
Date: 26th
October 2015
Katie Wright
2. 1.0 – Executive Summary
This research was undertaken to identify the possible causes of resistance of the
newly implemented in-direct purchasing organisation, i-Buy, at Robert Bosch Ltd,
Denham. Change management is the considered to be an important competence
in a successful, competitive and therefore progressive organisation as explained
by Balogun & Hailey (2008), Hayes (2007).
Following an exploratory outline, theories of resistance to change and successful
change management were explored in a preliminary literature review; key findings
and themes derived were used to create an agenda to base semi-structured
interviews and gather qualitative data from those directly affected by the
implementation. Once data was gathered, comparative and contrasting connections
were made between this data and the preliminary literature findings. From these
conclusions, justified recommendations were formed, in order to answer the research
question.
A significant consideration found in this research showed that through effective
management through in depth planning by maintaining clear communication to those
directly effected, this can create opportunity for participation and consequently could
reduce resistance to change.
Preface
Firstly, I would like to thank my supervisor and team members within the in-direct
purchasing department at Robert Bosch UK Holdings Ltd, for whom; this project
would not have been possible; for also fully supporting my research, giving me
permission to interview the department’s customers, take time out of my daily duties,
and allowing me to use sources from the department’s archive.
The origins of the project came apparent to me, after I found that there was much
confusion and resistance to comply with the procedures and use of i-Buy’s new
implements.
Together with my colleagues, we perceived a huge potential to improve the co-
operation between employees at Robert Bosch Ltd, Denham, UK and the in-direct
purchasing department, and thus begin this research. I hope my research findings
and recommendations are found to be beneficial for the department, - including my
considerations for future implementations.
3. Table of contents Page No.
1.0 - Executive Summary 2
2.0 - Preface 2
3.0 - Glossary 5
4.0 - List of Tables, Figures & Appendices 6
4.1 - List of Figures 6
4.2 - List of Appendices 6
5.0 - Introduction to Project 7
6.0 - Aims and Objectives 8
6.1 - Research Question 8
6.2 - Aim 8
6.3 - Objectives 8
7.0 - Scope of the Project 9
8.0 – BonaPARTe 10
9.0 - Preliminary Literature Review 11
9.1 - Change Management: Why is it Important? 11
9.2 - Identifying Change 12
9.3 - What is Resistance to Change? 14
9.4 - What Causes Resistance 15
9.5 - Preventing Resistance to Change 17
9.6 - Key Findings 18
10.0 - Research Methodology 19
10.1 - Secondary Research Methods 19
10.2 - Primary Research Methods 19
10.3 - Sampling 20
10.4 - Focus Groups 20
10.5 - Post Focus Group 21
10.6 - Word Clouds 21
10.7 - Online Questionnaire 22
10.8 - Research methods that will not be used 22
10.9 - Limitations & Additional Research 23
11.0 - Primary Research Findings 24
11.1 - Focus Group 24
11.1.1 - Word Cloud 24
11.1.2 - Initial Findings 25
11.2 - Individual Online Questionnaire Analysis 26
11.2.1 - Length of Employment 26
4. 11.2.2 - Process Change is a Regular Occurrence? 27
11.2.3 - Rating of Change, Major or Minor? 29
11.2.4 - Clear Communication? 30
11.2.5 - Benefits of Change? 32
11.2.6 - Involvement in Change? 34
11.2.7 - Was there a Key Contact after the Change? 35
11.2.8 - Rating of Training provided? 36
11.2.9 – Open Question for Comments 38
12.0 - Conclusions 39
13.0 - Recommendations 42
14.0 - References 43
15.0 - Appendices 47
5. 3.0 - Glossary
The Bosch Group – The term used for the collection of companies owned under the
Robert Bosch name.
BonaPARTe – The current Bosch ordering e-procurement online tool. Bosch
international Purchase Approval Requisition Tool electronic. Users request purchase
orders to be sent to suppliers, from a list of approved suppliers.
Cost Centre – A department’s budget fund from Robert Bosch’s account.
ERP – Enterprise Resource Planning software.
E-works – The previous e-procurement online tool.
I-Buy – The Bosch groups’ global in-direct purchasing organisation.
In-Direct Purchasing - refers to the procurement of all products, materials and
services, which are not integrated directly in RB-commodities, e.g. MAE (machinery,
constructions and infrastructures), operating equipment, IT (Information technology),
services.
Internal Business Partners (IBPs) – An employee of Robert Bosch Limited,
Denham, who the in-direct purchasing department supports.
Key Users – An administrator for a department. An employee who raises requests
for purchase orders on a regular basis via i-Buy’s e-procurement tool. Key users are
a sub-group of IBPs of i-Buy at RBLD.
Purchase Requisition (PR) – The order request found in SAP - once the
buyer/intern/ordering centre checks the PR it can then be converted into a purchase
order.
Purchase Orders (PO) – A document that is sent to a supplier to order a
good/service.
Requester – The person within Bosch who created the order request.
SAP – The enterprise resource planning software used by RBLD.
Shopping Carts – are raised on BonaPARTe as an order request.
6. 4.0 - List of Figures & Appendices
4.1 - List of Figures
Figure Title Page No.
1 i-Buy’s Purchasing Process 11
2 Table: Literature Review - Key Findings 18
3 Image: Focus Group - Word Cloud 24
4 Table: Focus Group - Key Findings 25
5 Graph: Length of Employment at RBLD 26
6 Graph: Process Change is a Regular Occurrence? 27
7 Table: Cross Reference Length of Employment 28
8 Table: Rating of Change, Major or Minor? 29
9 Graph: Clear Communication? 30
10 Graph: Benefits of Change? 32
11 Graph: Involvement in Change? 35
12 Graph: Was there a Key Contact after the Change? 36
13 Table: Rating of Training provided? 38
4.2 - List of Appendices
Appendix Label Page No.
Focus Group:
1 Invitation 48
2 Agenda 49
3 Consent to Participate Form 50
4 Transcript 51
5 Word Cloud Generated from Transcript 61
Individual Online Questionnaire Responses:
6 For how many years have you worked at Robert
Bosch Ltd, Denham?
62
7 “Process change is a regular occurrence at Robert
Bosch Ltd, Denham”.
62
8 “I fully understood the benefits of i-Buy’s purchasing
procedure before it’s implementation”.
62
9 “I felt involved in the implementation of i-Buy's
purchasing procedure”.
63
10 “Process change is a regular occurrence at Robert
Bosch Ltd, Denham”.
63
11 “After the i-Buy’s implementation, I had a key contact
who could support me and answer all of my queries”.
63
12 Do you have any other comments or
recommendations for future purchasing
implementations at Robert Bosch Ltd, Denham?
64
13 Placement Experience 65