This document discusses business analysis and its strategic role. It explains that business analysis involves three key components: 1) situation analysis to define challenges and identify critical realities, 2) developing a solution approach to overcome obstacles, and 3) defining coherent actions to implement the solution. It also notes that good strategy focuses choice and priorities rather than trying to accommodate all demands. The document promotes community involvement with the International Institute of Business Analysis and provides contact information.
Presentation on Budget, Budgeting & Budgetary control
Contents:
1) Budgeting [characteristics]
2) Budgetary control
3) Difference in budget, budgeting, budgetary control
4) Essentials in budgetary control
5) Requisites for budgetary control system
6) Merits & limitations
7) Zero-based budgeting
8) Difference in Traditional & Zero based budgeting.
Presentation on Budget, Budgeting & Budgetary control
Contents:
1) Budgeting [characteristics]
2) Budgetary control
3) Difference in budget, budgeting, budgetary control
4) Essentials in budgetary control
5) Requisites for budgetary control system
6) Merits & limitations
7) Zero-based budgeting
8) Difference in Traditional & Zero based budgeting.
Meaning of Job costing
Definition of Job costing
Advantages of Job costing
Job costing Disadvantages
What kind of business use
Job cost sheet
Questions
This presentation is about flexible budgeting and how it helps in adjusting the necessary changes in volume of activity. It is opposite of static budget, which remains fixed or at one amount regardless of the volume of activity.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
Positioning Yourself to Win in The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities.
Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Chicago
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in San Mateo
Meaning of Job costing
Definition of Job costing
Advantages of Job costing
Job costing Disadvantages
What kind of business use
Job cost sheet
Questions
This presentation is about flexible budgeting and how it helps in adjusting the necessary changes in volume of activity. It is opposite of static budget, which remains fixed or at one amount regardless of the volume of activity.
Understanding Financial Statements
* How to read financial statements.
* Some key indicators and ratios.
* Financial statements are a tool for running your business.
For more information, visit http://www.cbiz.com/MidAtlantic
Positioning Yourself to Win in The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities.
Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Chicago
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in San Mateo
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Houston
Ariba Commerce Summit NYC 2012: The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
Rachel Spasser, SVP Corporate Marketing, Ariba
2012 Ariba Commerce Summit in New York City
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
2012 Ariba Commerce Summit in Atlanta
Positioning Yourself to Win in The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage eInvoicing and dynamic discounting to manage their payments and receivables more strategically.
Rachel Spasser, SVP Corporate Marketing - Ariba
2012 Ariba Commerce Summit in Toronto
IIBA Direction for 2010
Join IIBA President and CEO Kathleen Barret and Kevin Brennan, Vice President, Professional Development as they discuss the IIBA direction for 2010 and beyond. This is your opportunity to learn about the goals and projects IIBA is working on this year. The presentation will be followed by a Q&A session.
Topics will include:
* New Competency Model
* BABOK® Extensions
* IIBA Publications
* BABOK® Translations
This webinar is open to both IIBA members and non-members.
Apresentação institucional do IIBA realizada por Marcelo Menezes Neves, Presidente do IIBA Rio de Janeiro Chapter, na reunião de kickoff do IIBA Porto Alegre Chapter.
Ariba Commerce Summit 2012: The Networked EconomySAP Ariba
Collaboration is absolutely essential for driving productivity and lifting financial performance in today’s ultra-competitive marketplace. Communicating more freely with customer, suppliers, and employees allows companies to draw on previously untapped capabilities to address existing challenges and spot new opportunities. Business networks have opened the door to this new way of collaborating and may be what differentiate the modern day competitor from competitors of the past. Learn how Ariba, the world’s business commerce network, is helping companies buy better, sell faster and leverage e-invoicing and dynamic discounting to manage their payments and receivables more strategically.
Using Collaboration for Buy and Sell Side Success - AGCO and SHISAP Ariba
Analysts tout buyer and seller collaboration as the major aspiration of B2B e-commerce, but what does that actually mean? Two industry-leading Ariba customers – buyer and seller trading partners – explain how no-touch/low-touch collaboration on procure-to-pay and order-to-cash processes has reduced IT costs and manual work. This business process integration has helped AGCO gain more visibility and control in a multiple ERP environment, while also helping SHI International increase key operational and top-line metrics by more than 20 percent.
Eric Deese, Purchasing Analyst, AGCO
Tammy Wagner, Account Executive and John D’Aquila, eCommerce Operations Manager, SHI International
2012 Ariba Commerce Summit in Houston
CA Inc. (NASDAQ: CA) is one of the world’s leading global information technology (IT) management software companies. We help companies manage IT in all environments — mainframe, distributed, virtualized and cloud — to become more productive and better compete, innovate and grow their businesses.
La collaboration est absolument essentielle pour optimiser la productivité et la
performance financière dans le contexte des marchés ultra-concurrentiels
d'aujourd'hui. Communiquer plus facilement avec ses clients, ses fournisseurs et
ses employés permet aux entreprises de tirer parti des capacités jusque-là
inexploitées pour relever les défis actuels et repérer de nouvelles opportunités. Les
réseaux d'entreprises ont ouvert la porte à cette nouvelle façon de collaborer et
peut-être l'élément qui différencie la concurrence moderne de la concurrence du
passé. Apprenez comment Ariba, principal réseau mondial de commerce
interentreprises, aide les entreprises à mieux acheter, à vendre plus rapidement et
utiliser la facturation électronique et la gestion dynamique de l'escompte afin de
mieux gérer leurs paiements et leurs créances de manière plus stratégique.
Alex Saric, EMEA Marketing Director – Ariba
2013 Ariba Commerce Summit Paris
Positioning Yourself to Win in The Networked EconomySAP Ariba
Die Zusammenarbeit mit Geschäftspartnern ist heute wichtiger denn je, um die
Produktivität in einem hart umkämpften Wettbewerbsfeld zu steigern. Die offene
Kommunikation mit Kunden, Lieferanten und Mitarbeitern erlaubt es, bisher ungenutzte
Potenziale zu nutzen und Herausforderungen schneller und effektiver zu bewältigen.
Handelsnetzwerke haben die Tür für diese neue Dimension der Zusammenarbeit weit
geöffnet und sind ein wichtiger Technologiebaustein, um im heutigen
Wettbewerbsumfeld zu bestehen. Erfahren Sie in diesem Vortrag von Ariba, dem
Anbieter des führenden Handelsnetzwerk weltweit, wie wir das Kaufen, Verkaufen,
Bezahlen und die Verwaltung Ihres Working Capitals noch einfacher machen.
Alex Saric, EMEA Marketing Director – Ariba Deutschland GmbH
2013 Ariba Commerce Summit Frankfurt
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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32. Business Analysis is Strategic
Situation Analysis
Defines or explains the nature of the challenge.
Identifies critical elements of reality.
Solution
Approach Overall approach chosen to cope with or overcome
obstacles identified in situation analysis. Describes how
we will create leverage or advantage.
Coherent
Action Steps or actions co-ordinated with one another to carry out
solution. Addresses risks, obstacles, resources, and
changes needed. 32
33. Business Analysis is Strategic
Situation Analysis
Defines or explains the nature of the challenge.
Identifies critical elements of reality.
Solution
Approach Overall approach chosen to cope with or overcome
obstacles identified in situation analysis. Describes how
we will create leverage or advantage.
Coherent
Action Steps or actions co-ordinated with one another to carry out
solution. Addresses risks, obstacles, resources, and
changes needed. 33
34. Business Analysis is Strategic
Situation Analysis
Defines or explains the nature of the challenge.
Identifies critical elements of reality.
Solution
Approach Overall approach chosen to cope with or overcome
obstacles identified in situation analysis. Describes how
we will create leverage or advantage.
Coherent
Action Steps or actions co-ordinated with one another to carry out
solution. Addresses risks, obstacles, resources, and
changes needed. 34
35. “Bad strategy…ignores the
power of choice and focus,
trying instead to accommodate a
multitude of conflicting demands
and interests.”
Richard Rumelt
Introduce myself.\n\nThere is no silver bullet. I can’t make delivering value easy. My goal is to make it easier for you to talk about it and to identify it.\n\nAgile created a focus on business value--because agile methods require that every small set of functionality have a definable value. However they have struggled to define it as have many others. The draft PMBOK pretty much gave up on that, for example. \n\n \n
My first IT business analysis job was for a bank. Talk about NAS, conflicts between stakeholders, lack of definition of value. Issues around MLI, DocGen, Inbound scanning. \n
Was the project successful? Hard to say. Despite increasingly fictional business case, it did roll out (two years late) and remained in use for a long time after (not sure if it is still in use today). Note that figures here are illustrative and not necessarily exact. \nFailed attempt to replace it a few years back cost more before collapsing.\n
So what is value? Dictionary definition is that it's what something is worth. Agile Extension defines it as:\n\n...something that increases or protects revenue, reduces or prevents cost, improves service, achieves compliance, or positions the company or the future in alignment with the business strategy. \n
\n
Coming in v3. Some of this talk includes terms and concepts we’re possibly adopting in future editions of the BABOK Guide but no commitments there.\n The BA Framework is a conceptual model describing the important concepts in \n
Value is linked to a capability.\nBusiness change projects may create value, or allow for the possibility of creating value\nSolutions are intended to increase the value associated with a capability or prevent it from decreasing in value\nValue is judged by stakeholders\n Different stakeholders have different perceptions of value\n Decisions about value are easiest to make when the perception of a single stakeholder is favored \nValue can be positive, zero, or negative\n Value can be expressed as benefit - cost \nValue does not have to be financial, but businesses tend to pay more attention if it is.\nValue may change over time\nValue and strategy are not necessarily in alignment\nStrategy represents a hypothesis about how to generate the greatest amount of business value\nStrategy is generally a collection of steps, each of which contributes to the overall value of the strategy\nElements of the strategy may deliver little value but be critical to its success \nNot all value can meaningfully be quantified\nNot all value can be immediately realized\n\n
Stakeholders are\n Motivated by the opportunity to increase or protect the value they perceive\n Rewarded by the delivery of value\n Can create, protect, transfer, or destroy value for other stakeholders\n They have existing relationships with other stakeholders. We may create new ones.\n Stakeholders with significantly different perceptions of value in a particular context probably cannot be treated as a single group. \n
Needs are unique to each stakeholder. \n
\n
\n
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When we define a requirement, we are making a statement that this thing has value.\n
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Your organization doesn’t have to have a Balanced Scorecard in place, these categories are just things that are generally agreed on as having value to organizations and for which a lot of work has been done in figuring out ways to assess them.\n\nOther categories are sometimes considered: Environmental Impact, Mission, Employee Satisfaction, etc. \n\nValue can take many forms: work, money, information, reductions in uncertainty, services, products, reputation, options, agility\n\nSometimes you may struggle to categorize a thing. That is not a real problem. It's most important to know that it has value. \n
We do a bad job of this where projects are concerned. Financial projections are full of assumptions about changes in behavior and require post-project follow through. Often those changes don't occur. \n\nOther problem is that cash flow during project lifetime is usually strongly negative and we don't do well at forecasting. Project improvements benefit the bottom line by increasing capacity or reducing costs to support a product or service. Projects may also be required to "keep up", meaning that they prevent loss not create new cash.\n\nTypically measured using things like ROI, ROA, IRR, NPV, Payback\n\nIICM example. Note that Project X is not IICM. These are totally made up numbers.\n\n
Customer value is based on the viewpoint of the people the organization is trying to serve. How can we tell if they think the outcome is valuable?\n\n* Time \n* Quality\n* Product\n* Service\n\nZone of indifference--near the middle of the box nobody cares.\n\n\n\n\n
Measures operational effectiveness of the organization.\n Can include competencies as well as processes\n \n Value is captured if and only if the following criteria are met:\n Another stakeholder is willing to pay for it to be done\n The end product is changed, modified, or transformed in some way\n It must be done right the first time\n \n \n
How well does the organization innovate and learn? Can include new product creation, enhancement of current products, innovation and agility, staff skills development, etc.\n
\n
\n
\n
this kind of analysis can be performed on any work: use case, process, capability as well as a solution as a whole. \n\nGood questions to ask about value: who, how, what, where, why, when, how much?\n\nMention "stored value".\n\n \n
Value is captured when a stakeholder produces something that the organization needs, and the solution ensures that the organization gets it. \n
Examples: I lose my job. My job becomes more limited. The new system is harder to use. I can’t support specific customer needs. \nPeople react very strongly to perceived loss. Discuss prospect theory.\nValue delayed can evoke the same reactions as value destroyed\n
Value is protected by a solution when we take steps to avoid the destruction of value\n Blocking action by a competitor\n Preventing security breaches \n
Money, information, reduced uncertainty, reduced work, \nValue is created when the solution provides something that a stakeholder desires.\nHobbies may be justified on a learning and innovation basis. \n
Value is transferred when a solution enables two stakeholders to exchange value through the organization.\n\nDifferences in perceived value can be very important here. \n
If doing a value map for a single use case, you may want to talk about "stored" value--that can occur when you capture or transfer value, but the creation or completion of the transfer occurs at another time. \n
Value is much more than financial value. Business value is anything that helps the organization survive and thrive. \n
As a business analyst, your job is to separate the things that truly deliver business value from the things that don't. Don't limit yourself to thinking that strategy is something that only happens at the top of a company. A project has a strategy. \n\nStep 1, and possibly half of strategy, is learning to see. To deliver value in any context you must first know what is really happening.\n\nOpen ended, not closed.\n
\n
What are the risks and obstacles you will face implementing the solution approach? What can go wrong? Is the organization ready for that solution? \n
The responsibility of the BA is to understand and maximize business value, not stakeholder value. That means we need to focus..and focus on the customer. The question we always have to answer is who are we really serving?\n\nAgile tried to solve this problem by making one person (the product owner) responsible for all outcomes. Its a fine idea when it works, but we find it often doesn’t. \n\nRemember that delivering business value is always about making hard choices. They wouldn't pay you if they were easy. The ability to identify and promote the decisions that deliver real value is the key skill that will make you successful. \n