Traditionally, companies focus on individual tasks rather than overall business processes, leading to inefficiencies. Defining and integrating business processes allows a company to better understand how all parts work together, increasing transparency, employee engagement, and potential for growth. Without clearly defined processes, a business cannot reach its full potential. Silos between departments also prevent analyzing processes that span groups, resulting in missed requirements or incompatible efforts. Taking a process-oriented view across silos provides a more holistic understanding of stakeholder needs and how value flows through the entire organization.
This white paper discusses using CA Clarity PPM to manage demand and control the project pipeline. It describes understanding the different types of work that enter the pipeline, including projects, enhancements, and support/maintenance. True demand management is the first step to portfolio management and optimizing value. The paper outlines key characteristics an effective demand management mechanism should have, such as controlling access, providing traceability and visibility into the portfolio, supporting analysis of work candidates, and enabling a gated approval process. Implementing demand management with the right tool can help organizations make better decisions about what work to take on given their constraints and priorities.
Enterprise Architecture: Part I - Contextualizing the PracticeFru Louis
The document discusses a presentation about enterprise architecture (EA). The presentation aims to explain why EA is important for organizations to achieve their goals. It defines EA as the combination of strategy, business, and technology. The presentation also outlines key benefits of implementing an EA practice such as efficiency, effectiveness, agility, and solving problems like inaccurate records and redundant processes.
This document discusses how processes are often viewed as "binding" but that this is a narrow perspective. It outlines several ways that process management can be leveraged, including process design, continuous improvement, assurance, performance management, automation, innovation, and governance. These areas together constitute effective process management when used strategically, rather than viewing processes solely as restrictive. The document encourages moving beyond seeing processes as solely binding and instead leveraging them as tools for competitive advantage.
The document discusses how consulting is changing, with more focus on outcomes and results rather than reports. Successful consulting firms use an intensive diagnostic approach and focus on delivering rapid, significant improvements for clients through a focus on people and execution over technology. Traditional "bulldozed" change cannot be sustainable; real improvements require ideas management, wiring changes into the organization, and coaching to ensure changes stick long-term.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
The Traits of BPM: Six Fundamentals Necessary for Successful Process Improvem...Prolifics
The document discusses the key traits necessary for successful business process management (BPM) initiatives. It outlines six fundamentals: strategy awareness, process awareness, performance awareness, customer awareness, change awareness, and technology awareness. BPM requires understanding business strategy, processes, performance metrics, customers, managing change, and leveraging technology to drive process improvement.
Radically increase your process and project throughput with the theory of con...Jonathan Sapir
In a dynamic environment where the product mix and customer requirements are continuously changing, it is critical to quickly identify what is constraining the enterprise from being responsive and from delivering ever increasing value at a reasonable cost to customers.
How processes masquerading as projects are hurting your business v4Jonathan Sapir
When you use a project management system to manage processes, you eliminate all the benefits that can be derived from an appropriate process management tool - and vice versa. The solution is a unified platform that provides both project and process functionality.
This white paper discusses using CA Clarity PPM to manage demand and control the project pipeline. It describes understanding the different types of work that enter the pipeline, including projects, enhancements, and support/maintenance. True demand management is the first step to portfolio management and optimizing value. The paper outlines key characteristics an effective demand management mechanism should have, such as controlling access, providing traceability and visibility into the portfolio, supporting analysis of work candidates, and enabling a gated approval process. Implementing demand management with the right tool can help organizations make better decisions about what work to take on given their constraints and priorities.
Enterprise Architecture: Part I - Contextualizing the PracticeFru Louis
The document discusses a presentation about enterprise architecture (EA). The presentation aims to explain why EA is important for organizations to achieve their goals. It defines EA as the combination of strategy, business, and technology. The presentation also outlines key benefits of implementing an EA practice such as efficiency, effectiveness, agility, and solving problems like inaccurate records and redundant processes.
This document discusses how processes are often viewed as "binding" but that this is a narrow perspective. It outlines several ways that process management can be leveraged, including process design, continuous improvement, assurance, performance management, automation, innovation, and governance. These areas together constitute effective process management when used strategically, rather than viewing processes solely as restrictive. The document encourages moving beyond seeing processes as solely binding and instead leveraging them as tools for competitive advantage.
The document discusses how consulting is changing, with more focus on outcomes and results rather than reports. Successful consulting firms use an intensive diagnostic approach and focus on delivering rapid, significant improvements for clients through a focus on people and execution over technology. Traditional "bulldozed" change cannot be sustainable; real improvements require ideas management, wiring changes into the organization, and coaching to ensure changes stick long-term.
The document discusses 4 steps for better process design:
1. Accept that no one truly understands existing processes and how work gets done. Observe processes directly to understand reality.
2. Walk through processes to document how work actually gets done, not how managers think it works. Note exceptions to expected workflows.
3. Spend time observing common workflows to capture details of who, what, when, where without interrupting workers.
4. Create a flow chart to model the real workflow based on observations. Review with workers and refine the model.
The Traits of BPM: Six Fundamentals Necessary for Successful Process Improvem...Prolifics
The document discusses the key traits necessary for successful business process management (BPM) initiatives. It outlines six fundamentals: strategy awareness, process awareness, performance awareness, customer awareness, change awareness, and technology awareness. BPM requires understanding business strategy, processes, performance metrics, customers, managing change, and leveraging technology to drive process improvement.
Radically increase your process and project throughput with the theory of con...Jonathan Sapir
In a dynamic environment where the product mix and customer requirements are continuously changing, it is critical to quickly identify what is constraining the enterprise from being responsive and from delivering ever increasing value at a reasonable cost to customers.
How processes masquerading as projects are hurting your business v4Jonathan Sapir
When you use a project management system to manage processes, you eliminate all the benefits that can be derived from an appropriate process management tool - and vice versa. The solution is a unified platform that provides both project and process functionality.
This document provides a summary of key considerations for implementing SuccessFactors Employee Central. It recommends assigning a dedicated systems administrator, optimizing the job information section, identifying integration points early, limiting the number of workflows, creating minimal permission roles, and limiting the migration of historical legacy data. The overall implementation process for a cloud-based HR solution like Employee Central requires hands-on work across several stages and a technical administrator is critical to a successful project.
The document provides a 4-step process for better understanding existing IT processes before redesigning them:
1. Accept that current processes are not well understood and observe them directly;
2. Walk existing processes with a subject matter expert to document the real workflow, not preconceived notions;
3. Create a flow chart modeling the observed workflow to accurately capture how work gets done;
4. Review the flow chart with the expert and make refinements to ensure it reflects reality rather than expectations.
This session from the BCS EASG (British Computer Society Enterprise Architecture Special Group) conference, London, 26 June 2018, introduces a simple tool and technique that anyone can use to explore options for or in response to a business-change.
Enterprise Architecture: Part II - Actualizing the PracticeFru Louis
The document discusses actualizing an enterprise architecture (EA) practice at an organization. It describes taking EA from low maturity to high maturity through a three phase journey. The phases include socializing the need for EA, gaining executive sponsorship, and establishing the EA program. It also discusses rethinking the IT department as proactive rather than reactive. Building an EA team with core and extended members is recommended. Quick wins should be shown to gain buy-in and adoption should be driven from top-down and bottom-up.
2019, May 23rd, UpCRM München CRM for non profit organisationsYves Leblond
UpCRM is a consulting firm that provides CRM solutions tailored for non-profit organizations. Their solutions include features for membership management, event organization, volunteer management, and donation management. UpCRM takes a long term, customer-centric approach to implementing CRM systems for non-profits. They emphasize setting a clear vision, selecting reliable systems that can grow with the organization, and providing ongoing support to ensure successful adoption of new technologies.
Workshops with subject matter experts to elicit insights for the discovery phase or requirements for a new solution should follow a disciplined approach described in this slide deck.
This document discusses project portfolio management (PPM) and addresses five key questions that are important for successful PPM implementation:
1. Are we investing in the right things? - PPM requires prioritizing projects to ensure investments are made in strategic initiatives.
2. Are we optimizing our capacity? - Resources must be optimized across all projects.
3. How well are we executing? - Monitoring project execution and progress is important.
4. Can we absorb all the changes? - Changes in strategic objectives or the business environment may impact the portfolio.
5. Are we realizing the promised benefits? - Expected benefits from projects must be tracked and realized.
The business case is
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
How can you make sure your digital or agile transformation will be a success? Most fail. In this presentation we will tell you why and provide you with the concepts and actions to enable you to succeed where others fail. Digital and agile transformations are the hardest task in business. Lighthouse Thinking will help you to make sure you innovate appropriately, discover new value for customers and help you succeed. Covers innovation, target operating models, adaptive project management, innovation and ecosystems
The document discusses the role of a marketing architect in addressing challenges such as lack of brand visibility, improper market display, and untapped audiences. As a marketing architect, key responsibilities include converting business ideas into reality, creating and building brands, conducting market research, and developing execution strategies for promotion across different mediums. A roadmap is also outlined covering steps like business planning, investment analysis, designing logos, marketing execution, and half-yearly reviews.
A Coruña es una ciudad con una larga historia que se remonta a siglos antes de Cristo. En el siglo I se construyó la famosa Torre de Hércules, y en el siglo XIII la ciudad fue reconstruida y recibió su nombre actual. A lo largo de los siglos, A Coruña ha sido testigo de importantes eventos históricos y batallas, y se ha desarrollado como un importante puerto y centro cultural. Actualmente, ofrece a los visitantes museos, restaurantes y paisajes para disfrutar de la cultura
LA Congress Tech Center Presentation: Ave Maria Press 2011Ave Maria Press
This presentation was given by Jared Dees, Digital Publishing Specialist, at the Los Angeles Religious Education Congress in 2011. The focus of the presentation was on Ave Maria Press online classroom resources and teaching with e-textbooks.
The document outlines the history and evolution of marketing from the 1900s to the present. It then discusses global challenges facing marketing like lack of brand feasibility and improper market display. The marketing architect aims to address these challenges through strategies like brand building, market research, brand promotion, and aligning departments on a single platform to convert business ideas into reality and properly position brands in the market.
This document summarizes an Islamic finance presentation on emerging opportunities for Islamic ship financing. It outlines the concepts of Islamic finance, including a prohibition on interest (riba) and a focus on profit and loss sharing. It discusses the progress of Islamic banking, current market size, and recent deals in Islamic ship financing. Structures for Islamic ship financing include existing vessel financing using an ijara (lease) structure and newbuild vessel financing using an istisna'a (procurement contract) structure. Case studies of recent Islamic ship financing deals are also presented.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, processador mais rápido e bateria de maior duração. O dispositivo também possui tela maior e armazenamento expansível. O lançamento está programado para o próximo mês com preço inicial sugerido abaixo do modelo anterior.
The document summarizes the benefits reported by clients who have used the Anaar Process Review System (APRS).
1) One electrical and power generation client achieved savings of $33,000-44,500 per month through reduced rework hours, faster delivery times, and higher production.
2) An electrical manufacturing client with $3M in revenue and 42 employees saw a 50% increase in sales per day, a 20% rise in profit per employee, and significant improvements in key financial metrics after implementing APRS.
This document provides an overview and analysis of the energy and marine insurance industry after the 2008 financial crisis and recession. It discusses major factors influencing the industry, including losses from earthquakes and oil rig explosions. While upstream and downstream energy markets remain oversupplied, overall profitability has continued. However, the recent Tohoku earthquake in Japan was the costliest insured loss ever and will significantly impact energy insurance markets going forward. Regional marine insurance markets are also in flux with opportunities and challenges.
The document outlines the 14 Stations of the Cross, which depict events from Jesus' condemnation to death to his burial, including his falls, meetings with his mother and others, being given the cross to carry, being stripped and crucified, and being placed in the tomb. Photographs from Flickr and paintings from the Web Gallery of Art are credited for each station.
This document discusses hydration science and knowledge. It summarizes topics related to water requirements, measuring hydration status, factors that impact hydration like age and activity level. It also discusses the contribution of different foods and beverages to hydration and the relationship between hydration and health. Key points include that adequate hydration is important for health, performance and safety, and that foods, caffeinated and non-caffeinated beverages all contribute to meeting daily water needs.
The document discusses the early history of wine trade in the Mediterranean region. It describes how viticulture began in ancient Egypt and Phoenicia, with the Phoenicians spreading the use of amphorae for wine storage and transport. Winemaking then developed further in ancient Greece and Gaul, with the Romans later conquering Gaul and adopting the use of wooden barrels from the Gauls. The Romans also helped establish France's prominence in the global wine industry by carrying grapevines with them as they conquered new lands.
This document provides a summary of key considerations for implementing SuccessFactors Employee Central. It recommends assigning a dedicated systems administrator, optimizing the job information section, identifying integration points early, limiting the number of workflows, creating minimal permission roles, and limiting the migration of historical legacy data. The overall implementation process for a cloud-based HR solution like Employee Central requires hands-on work across several stages and a technical administrator is critical to a successful project.
The document provides a 4-step process for better understanding existing IT processes before redesigning them:
1. Accept that current processes are not well understood and observe them directly;
2. Walk existing processes with a subject matter expert to document the real workflow, not preconceived notions;
3. Create a flow chart modeling the observed workflow to accurately capture how work gets done;
4. Review the flow chart with the expert and make refinements to ensure it reflects reality rather than expectations.
This session from the BCS EASG (British Computer Society Enterprise Architecture Special Group) conference, London, 26 June 2018, introduces a simple tool and technique that anyone can use to explore options for or in response to a business-change.
Enterprise Architecture: Part II - Actualizing the PracticeFru Louis
The document discusses actualizing an enterprise architecture (EA) practice at an organization. It describes taking EA from low maturity to high maturity through a three phase journey. The phases include socializing the need for EA, gaining executive sponsorship, and establishing the EA program. It also discusses rethinking the IT department as proactive rather than reactive. Building an EA team with core and extended members is recommended. Quick wins should be shown to gain buy-in and adoption should be driven from top-down and bottom-up.
2019, May 23rd, UpCRM München CRM for non profit organisationsYves Leblond
UpCRM is a consulting firm that provides CRM solutions tailored for non-profit organizations. Their solutions include features for membership management, event organization, volunteer management, and donation management. UpCRM takes a long term, customer-centric approach to implementing CRM systems for non-profits. They emphasize setting a clear vision, selecting reliable systems that can grow with the organization, and providing ongoing support to ensure successful adoption of new technologies.
Workshops with subject matter experts to elicit insights for the discovery phase or requirements for a new solution should follow a disciplined approach described in this slide deck.
This document discusses project portfolio management (PPM) and addresses five key questions that are important for successful PPM implementation:
1. Are we investing in the right things? - PPM requires prioritizing projects to ensure investments are made in strategic initiatives.
2. Are we optimizing our capacity? - Resources must be optimized across all projects.
3. How well are we executing? - Monitoring project execution and progress is important.
4. Can we absorb all the changes? - Changes in strategic objectives or the business environment may impact the portfolio.
5. Are we realizing the promised benefits? - Expected benefits from projects must be tracked and realized.
The business case is
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
How can you make sure your digital or agile transformation will be a success? Most fail. In this presentation we will tell you why and provide you with the concepts and actions to enable you to succeed where others fail. Digital and agile transformations are the hardest task in business. Lighthouse Thinking will help you to make sure you innovate appropriately, discover new value for customers and help you succeed. Covers innovation, target operating models, adaptive project management, innovation and ecosystems
The document discusses the role of a marketing architect in addressing challenges such as lack of brand visibility, improper market display, and untapped audiences. As a marketing architect, key responsibilities include converting business ideas into reality, creating and building brands, conducting market research, and developing execution strategies for promotion across different mediums. A roadmap is also outlined covering steps like business planning, investment analysis, designing logos, marketing execution, and half-yearly reviews.
A Coruña es una ciudad con una larga historia que se remonta a siglos antes de Cristo. En el siglo I se construyó la famosa Torre de Hércules, y en el siglo XIII la ciudad fue reconstruida y recibió su nombre actual. A lo largo de los siglos, A Coruña ha sido testigo de importantes eventos históricos y batallas, y se ha desarrollado como un importante puerto y centro cultural. Actualmente, ofrece a los visitantes museos, restaurantes y paisajes para disfrutar de la cultura
LA Congress Tech Center Presentation: Ave Maria Press 2011Ave Maria Press
This presentation was given by Jared Dees, Digital Publishing Specialist, at the Los Angeles Religious Education Congress in 2011. The focus of the presentation was on Ave Maria Press online classroom resources and teaching with e-textbooks.
The document outlines the history and evolution of marketing from the 1900s to the present. It then discusses global challenges facing marketing like lack of brand feasibility and improper market display. The marketing architect aims to address these challenges through strategies like brand building, market research, brand promotion, and aligning departments on a single platform to convert business ideas into reality and properly position brands in the market.
This document summarizes an Islamic finance presentation on emerging opportunities for Islamic ship financing. It outlines the concepts of Islamic finance, including a prohibition on interest (riba) and a focus on profit and loss sharing. It discusses the progress of Islamic banking, current market size, and recent deals in Islamic ship financing. Structures for Islamic ship financing include existing vessel financing using an ijara (lease) structure and newbuild vessel financing using an istisna'a (procurement contract) structure. Case studies of recent Islamic ship financing deals are also presented.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, processador mais rápido e bateria de maior duração. O dispositivo também possui tela maior e armazenamento expansível. O lançamento está programado para o próximo mês com preço inicial sugerido abaixo do modelo anterior.
The document summarizes the benefits reported by clients who have used the Anaar Process Review System (APRS).
1) One electrical and power generation client achieved savings of $33,000-44,500 per month through reduced rework hours, faster delivery times, and higher production.
2) An electrical manufacturing client with $3M in revenue and 42 employees saw a 50% increase in sales per day, a 20% rise in profit per employee, and significant improvements in key financial metrics after implementing APRS.
This document provides an overview and analysis of the energy and marine insurance industry after the 2008 financial crisis and recession. It discusses major factors influencing the industry, including losses from earthquakes and oil rig explosions. While upstream and downstream energy markets remain oversupplied, overall profitability has continued. However, the recent Tohoku earthquake in Japan was the costliest insured loss ever and will significantly impact energy insurance markets going forward. Regional marine insurance markets are also in flux with opportunities and challenges.
The document outlines the 14 Stations of the Cross, which depict events from Jesus' condemnation to death to his burial, including his falls, meetings with his mother and others, being given the cross to carry, being stripped and crucified, and being placed in the tomb. Photographs from Flickr and paintings from the Web Gallery of Art are credited for each station.
This document discusses hydration science and knowledge. It summarizes topics related to water requirements, measuring hydration status, factors that impact hydration like age and activity level. It also discusses the contribution of different foods and beverages to hydration and the relationship between hydration and health. Key points include that adequate hydration is important for health, performance and safety, and that foods, caffeinated and non-caffeinated beverages all contribute to meeting daily water needs.
The document discusses the early history of wine trade in the Mediterranean region. It describes how viticulture began in ancient Egypt and Phoenicia, with the Phoenicians spreading the use of amphorae for wine storage and transport. Winemaking then developed further in ancient Greece and Gaul, with the Romans later conquering Gaul and adopting the use of wooden barrels from the Gauls. The Romans also helped establish France's prominence in the global wine industry by carrying grapevines with them as they conquered new lands.
Dear
I will give you translate you a little bit more information about our olive oil brand and oil, so as you will have an idea of what makes it different, premium, gourmet, ECO and Pomance oil:
Our company belongs to a family group with over 30 years of experience in various activities ranging from processing to distribution and marketing of various products.
We have chosen to offer our customers innovative products, high quality, natural, organic and artisan. We created the brand La Casa del Olivar.
SIA Group has been able to obtain from its inception, the oil produced by the best quality olives that are grown for centuries in various Spanish regions. We take special care in the whole process of olive harvest and oil extraction. For the effort, dedication and the utmost care in the selection of olives we are increasingly recognized as one of the best virgin oils, with unsurpassed quality, unique in the world for its aroma and marvelous taste.
The development of Extra Virgin Olive Oil with Designation of Origin `` THE HOUSE OF THE OLIVE'' is made primarily with olive varieties Serrana de Espadan''`` which gives this fruity, aromatic and nutty taste and ``''or `` Picual Jabata''responsible for the stability of our oil and some light spicy flavor nuances.
Having earned a Designation of Origin gives us enormous responsibility and rigorous standards to be observed in all processes: Cultivation, harvesting, transporting the fruit, processing etc. ....
The shelf duration of the premium oil is a little bit more than 1 year, because after this, the oil begins to lose essential properties like vitamins and taste.
How Great Processes Drive Business GrowthJoseRaul42
Great processes are essential for business growth and scaling. As a business grows, relying on intuition alone won't work and clear, standardized processes are needed across all departments like sales, production, communication and operations. These processes reduce complexity and friction so a business can focus on its core functions. Processes must be designed with scaling in mind from the start to avoid problems that can outpace growth. Digital tools can help create scalable, efficient processes.
This document outlines a process for aligning business and IT strategies through capability mapping, governance, and agile delivery. It involves mapping business capabilities needed to achieve strategic goals, defining supporting technical architectures, developing solutions, creating business cases, and governing projects. Approved projects are then delivered using agile methodologies to rapidly achieve business value through minimum viable products and iterative development. Regular measurement of value allows demonstrating returns to the governance body. The process aims to ensure IT strategies and investments support overarching business strategies.
This presentation provides a high-level overview of BPM and where it is today.
It also touches on some of the core technologies and standards.
Its focus is on the four specific “Challenges” facing BPM and they are aligned to the four phases of the typical application development life cycle.
1. Discovery
2. Design
3. Development
4. Deployment
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
The document provides an overview of the Business Design process model for turning innovative ideas into businesses. It discusses key aspects of the process such as:
1) Guiding the process through phases of "Plan", "Execute", "Learn", and "Decide" to better deal with uncertainties.
2) Using various tools and canvases to help identify hypotheses, design minimum viable products, plan experiments, and create action plans.
3) Providing a visual and interactive way to work through the innovation process in teams using both physical and virtual tools.
The document discusses approaches for structuring difficult-to-automate business processes that are human-centric and unstructured. It notes that traditional process automation approaches can be inflexible and require exceptions to be explicitly catered to. The document proposes taking an object-oriented approach to impose structure on such processes in a way that is not inflexible. It suggests modeling business processes and activities as objects with classes, inheritance, encapsulation and polymorphism to provide consistency while allowing for flexibility. The document argues this approach can provide needed structure for auditability, decision-making and efficiency metrics without requiring the business process to strictly conform to the constraints of a system.
This document summarizes reasons why Cisco management hesitated to engage in an ERP implementation project. The key reasons included:
- Fear of decentralization and large "mega-projects" that ERP implementations can become.
- Disruption to existing business processes and operations.
- Need for a strong internal team and partners to lead the project given its complexity.
- Balancing standardization with maintaining some proprietary functionality.
- High costs associated with large ERP projects.
Cisco's approach was to implement the ERP system quickly to minimize disruption to the business.
California State University, ChicoInformation The Currency of M.docxhumphrieskalyn
California State University, Chico
Information: The Currency of Modern Business
The text book for BSIS 105
Jim Mensching
7/21/2014
Information: The Currency of Modern Business
Introduction
This text is specifically designed for the BSIS 105 course. This is the beginning BSIS course in the curriculum and is designed to introduce students to the way in which businesses operate. The emphasis of this course is not just business, but also how technology affects business. There are many textbooks available for beginning business courses; however none of them take the approach that we will be taking in this class.
Other textbooks approach the course from the functional point of view. That is, they’re looking at departmental functions and discuss how each department operates. While companies are still divided into functional areas, that is not the way modern organizations operate. Instead, they look at business processes and operate with respect to a series of business processes, which cut across functional boundaries. In this text we will be looking at business processes and will describe how those business processes are handled by the various people throughout the organization.
(
Figure
1
Assembly Line
Photo Source:
http://greenbusinessmatters.com/2012/02/25/add-clean-to-lean-manufacturing/
)One way to look at this situation is to think about the old way of doing things is what I would call the “bird’s eye view” and the way in which we’re going to look at it would be the “worm’s eye view”. With respect to the bird’s eye view what the bird sees is just the thing that it’s hovering over or the thing that it’s flying over. While with respect to the worm’s eye view as the worm goes through the ground, it sees everything that goes on from the beginning point to the end point. That is, they see the entire process not just specific parts of a process. Another way to look at this is with respect to an assembly line. In an assembly line each worker is given a specific task to do. All each worker is concerned with is doing their assigned job well. Hence, whatever happened before that worker and what happens after that worker is of no concern to each specific worker. In many cases the worker doesn’t really understand the entire process. The problem with this type of approach is that no matter how well each worker performs their task, if one worker fails at doing their task appropriately, than the end product will be flawed. So under these circumstances the only way to determine whether or not the product is of high quality is to do time consuming and costly testing and inspection at the end of the process. However, in a business process oriented approach everyone understands the entire process and has access to data about the entire process. So in the functional approach it is very difficult to streamline and improve a process since very few people see and understand the entire process. In some cases some or all of what an ...
Requirements management and the business analystRobert Darko
The document discusses the roles and responsibilities of various professionals involved in requirements management using SharePoint. It describes the roles of the Business Analyst, System Administrator, Super User, SharePoint Designer, Web Developer, and End User. The Business Analyst acts as a liaison between business and IT, gathering requirements and ensuring alignment. The System Administrator focuses on backend configuration and integration. The Super User configures SharePoint sites to meet business needs without coding. The SharePoint Designer customizes sites using workflows, databases, and branding. The Web Developer handles complex integrations and customizations. Training requirements and workloads are also outlined for each role.
Steps for a Powerful Business Architecture PracticeHarold Heard
Most business architecture teams jump right into defining business architecture models and frameworks. They spend incredibly little time defining the practice itself, what they want it to be, and how they are going to drive results.
White Paper - Checklist for Business Process ImprovementCraig Maye
This white paper provides a checklist for businesses to improve their processes before transitioning to paperless systems. It recommends that companies first analyze their current business processes to understand where inefficiencies and waste exist. The document advises focusing process improvement efforts on departments that deal with multiple documents and steps. Companies should identify key process components, details, and ways to reduce unnecessary tasks and errors. Only after thorough process analysis and improvement should a business consider automating processes with paperless solutions.
Think You Don't Need to Diagram Your Business Processes? Think Again.Everteam
It’s not a simple task to diagram a business process, but the benefits far outweigh the potential challenges involved. The key is to put together the right group of people who understand the process best and can explain it clearly. When documenting a business process, don’t have it led by a technical analyst. You don’t want to design your processes around technology; you want the technology to work with your process.
Presentation by John Yesko at the 2011 Information Architecture Summit (IA Summit) entitled: "The User Experience Brief: The What and Why Before the How."
We IAs spend a lot of time discussing the “core” documents in information architecture—wireframes, site maps, prototypes. But we often jump into these very tactical, design-oriented deliverables too hastily.
The user experience brief takes on a more strategic role. Early in the project, it’s our vehicle to summarize what we know so far, particularly requirements and research results. More importantly though, it lays the foundation for the UX design approach, with the goals of gathering consensus and identifying sticking points early on. The user experience brief illuminates the organizing principles—user experience fundamentals to be followed and referenced throughout the project.
We’ll talk about the value of this early-project document, its role in shaping the user experience approach, how its composed, and its limitations. We’ll look at a number of great visual examples too. Introduced the right way and at the right time, the UX brief can be an invaluable stake in the ground with clients and internal stakeholders.
Business analysis is a set of tasks and techniques used to understand an organization's structure, policies, and operations in order to recommend solutions to help the organization achieve its goals. It involves processes like identifying needs, gathering requirements, writing requirements documents, and validating solutions. Business analysts play a key role in gathering and documenting requirements before projects begin. While some organizations use business analysts only on projects, others use them for ongoing analysis and improvement work. Business analysis is also a recognized profession with standardized practices and a certification.
The document discusses business analysis as a profession. It defines business analysis as using techniques to understand and communicate how an organization operates and recommending solutions to help the organization achieve its goals. Business analysts gather requirements, ensure solutions meet requirements, and are critical in the analysis phase of projects. While business analysis can be performed under different job titles, it is becoming a standardized profession with certification available through the International Institute of Business Analysis.
Lean implementation requires following clear steps:
1. Start at the strategic level by creating a business case and lean vision with senior management buy-in.
2. Focus on value streams by mapping them, eliminating waste, and setting goals and metrics.
3. Develop lean behaviors over several years by appointing change agents and champions and training all employees.
4. Restructure systems and continuously improve after implementing lean solutions.
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4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
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Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
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An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
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zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
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5th Power Grid Model Meet-up
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Power Grid Model
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Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
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Biomedical Knowledge Graphs for Data Scientists and Bioinformaticians
Whitepaper Process Aprs
1. Business Process
Importance
Traditionally management has concentrated on the
individual tasks which together make up a process.
Productivity and efficiency has been measured on
how these individual tasks are performed. Although
much investment has been made in aids such as
computer systems and individual PCs, average
productivity in the office environment has improved
very slowly. In reality much inefficiency arises from
the processes which connect the tasks, and this is
where very significant improvements can be made.
There are often large discontinuities between tasks,
and indeed many tasks prove dispensable on close
analysis. As a matter of fact without clearly defining
e-Zest Solutions Ltd the processes, a business can't grow to its full
potential.
2. Introduction
We have all seen statistics about the reason that X% of projects fails due to requirements. They
always point back to the fact that the “Business Architect” did not capture the correct
requirements. Well, maybe, it isn't an individual fault. It may be the way in which our industries
are set up that force us to miss requirements. But now that it has been said, we can no longer
use it as an excuse. We need to understand how the industries are set up so that we can
overcome those obstacles and become more effective. If we work within silos, we need to
understand how to overcome these silos in order to develop an effective business process.
Every business operates as a collection of interlocking processes. Each process starts with some
kind of request, and finishes with delivery of a service or product. Some processes serve
external customers or users, while others may be purely internal or administrative in nature.
Clients waiting for deliverables and prospects knocking at the door, working on refining the
process doesn't exactly seem like top priority. It can wait until later, when there is time, but
there never is time. And the process never evolves, and so employees fails to understand when
someone asks what exactly is their business process.
But the fact is, without clearly defining the processes, and integrating such process a business
can't grow to its full potential. The process integration provides a thorough transparency in the
working system of the organization and also enables the employees of the organization to see
where they fit into this in turns generates a sense of ownership and pride amongst employees
and also develops a sense of respect for its next in line customers.
Industrial Silos
In ancient times when Greek was not competing in the Olympics or writing epic poems about
Odysseus, built temples. Imagine yourself as a temple worker assigned to column duty, we'll call
it column A. It was your job to understand the dimensions of Column A, what the column should
look like, height and width, etc. Basically, you were a “Business Analyst” working within
Column A and Column A only. Occasionally, you would interact with those working on Column
B or C over lunch or something, and you would learn what they were doing. But, basically, you
stayed within the confines of your own column and you made a great column. But there were
business analysts back then that were assigned the responsibility of the Architrave. In
architecture, the Architrave is the ornamental band that rests on top of the columns (sometimes
called a lintel). If the business analyst working on the architrave did not coordinate all the efforts
of the individual column makers, it would not work properly, or rest properly across the
columns.
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3. Building showing Silos
Many companies today are organized in very much the same way, but replacing the physical
columns with product silos. We have built our product lines into neat, organizational silos (the
columns from the temple), and the analysis work is performed within these silos. Since authority
and control from the top of the column only extends to the bottom of the silo, analysis does not
normally occur outside of the column, or silo. What happens is that when the Architrave project
comes along, no one silo wants to take ownership of the work required to analyze it because it is
not in their "column authority." The result is that the business process that crosses over the silos
is not fully analyzed because no one examined something that went across the silos. A manager
in silo A controls the activities (and probably budget) within the silo and is reluctant to allow one
of his analysts to go outside of the silo. The reluctance may come from budget concerns ("If I'm
paying for the analyst, I'm accountable budgetary-wise for the work that analyst performs"), it
may come from control ("This is my department and my analysts only work on my projects"), or
it may come from organizational policies ("No analysts may perform work outside of their
department"). However it occurs, it hurts the project because the overall business process that
needed to be analyzed was not analyzed.
Let's take up an example to understand how this happens. Imagine a grocery store with product
lines (or silos) of Marketing, Retail, Sales, and Distribution. A corporate sponsor comes up with
a great idea to have customers order groceries over the internet. Since it was initially pitched as a
Marketing idea, a Marketing business analyst performs a stakeholder analysis and determines
that Marketing need to update the store's website and Distribution needs to deliver the product.
So Marketing goes off and starts collecting their requirements and Distribution do the same. But
the Distribution business analyst uncovers that Marketing has no plan to sell the product, so
Sales should be contacted for their input. Now Sales is involved, but they are off creating their
sales requirements, and not involved with Distribution or the website. The head of Retail hears
about this project, and wants his silo to be involved because there could be an option for
customers to pick up their ordered groceries at the closest retail store and thus drive business to
his retail sector. So now there are four separate efforts going on to create the requirements, but
they are not talking to one another.
3 Business Process Importance | e-Zest Solutions Ltd
4. When they all come together, the requirements do not match up, as each person understood the effort
from a different perspective (e.g. they were all concentrating on their individual column). The end result
is that it's a mess, and there are probably cost overruns, unsatisfied sponsors, and the business loses a
lot of potential sales if their competitors are able to beat them to this particular idea.
Business from the Architrave's Perspective
The Architrave has the advantage of sitting across all of the columns. To do so, it needs to have a lot of
information about each column: it needs to know how much weight each column can hold (or manage),
it needs to know the design of each column, to keep that design going into the architrave, and it needs
to span across all the columns. It also has a viewpoint above the columns, so it is able to see the "big
picture." Before you can even go into understanding the business process, you need to determine
exactly what business processes that you are going to discuss. Since you are at the top, think of
processes that you would have to perform as part of this Web-ordering idea. There are probably more,
but within 10 seconds, you can probably come up with, "Sell new service", "Promote new service",
"Order product", "Purchase product", "Distribute product" and so on. Look at all of these from a
process-perspective, not a "which silo owns it?' perspective.
Business processes represented across business silos
By looking at it from a business process level, we can see that the process goes across silos for several of
these processes, and we begin to see how they work across the entire organization, not just in one silo.
For instance, with "Promote new service," we might just think that it is a Marketing function, or a Sales
function. But when the analysis is done across silos, we are able to understand that the real intent of the
sponsor is to combine the promotion with the Retail function so that they can coordinate the
promotion. If analysts did not study the business process from a point-of-view of the business process,
the coordination with the Retail channel would have been lost. Also, it may be that in studying the
promotion process, the analysts discover more groups that become stakeholders: Legal, to negotiate
contracts for Radio and TV ad spots; or the Customer Call Center, to understand the new service and be
able to explain it to customers when they phone with questions. You will likely find more stakeholders
as you analyze the entire process, instead of just looking at it from your own silo's perspective.
4 Business Process Importance | e-Zest Solutions Ltd
5. Business Process
A business process or business method is a collection of related, structured activities or tasks
that produce a specific service or product (serve a particular goal) for a particular customer or
customers. It often can be visualized with a flowchart as a sequence of activities.
There are three types of business processes:
Management processes -The processes that govern the operation of a system. Typical
management processes include "Corporate Governance" and "Strategic Management".
Operational processes - The processes that constitute the core business and create
the primary value stream. Typical operational processes are Purchasing, Manufacturing,
Marketing and Sales.
Supporting processes - which support the core processes. Examples include
Accounting, Recruitment, and Technical support.
A business process begins with a customer’s need and ends with a customer’s need fulfillment.
Process oriented organizations break down the barriers of structural departments and try to
avoid functional silos.
A business process can be decomposed into several sub-processes, which have their own
attributes, but also contribute to achieving the goal of the super-process. The analysis of
business processes typically includes the mapping of processes and sub-processes down to
activity level.
Business Processes are designed to add value for the customer and should not include
unnecessary activities. The outcome of a well designed business process is increased
effectiveness (value for the customer) and increased efficiency (less costs for the company).
Business Processes can be modeled through a large number of methods and techniques. For
instance, the Business Process Modeling Notation is a Business Process Modeling technique
that can be used for drawing business processes in a workflow.
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6. Importance of Business Process
1. Factual Decision
Process management teaches the skills to collect and analyze data and make decisions based
on research, rather than instinct, politics, or personal relationships. The result is greater
objectivity and better decisions.
2. Reducing Organizational Chimney
Process management teams must include representatives from all college areas affected by the
process under review. Because of this, areas of the college that might not collaborate on a
regular basis, if ever, come together to address problems and create solutions. The result is that
people who do not know each other or have never worked together before develop strong
professional, and sometimes personal, relationships that extend far beyond process
management.
3. Optimum Utilization of Available Resources
The ability to maximize limited resources represents one of the main benefits of implementing
process management strategies. This is accomplished by minimizing the drain of wasted time
and energy that is inherent when dealing with outdated and ineffective processes. Real and
significant savings are realized when workflow systems are designed to optimize the potential
of the available resources, particularly in an environment where those resources are stretched
thin by ever-increasing demands.
4. High Degree of Effectiveness & efficiency
Necessary processing and communication of critical information is done more effectively and
efficiently. This has a direct and positive impact on enrollment and retention.
5. Better Decision Making
The benefit of process management goes beyond the processes that are addressed by the
process management teams. Once faculty and staff become comfortable with process
management tools, they will begin to use what they have learned in their daily decision making.
6 Business Process Importance | e-Zest Solutions Ltd
7. Process Driven Culture changes the face of Business
The Process driven culture helps the business to change its face of operations in the following
manner:
1. Trust -- To exchange ideas and create something different with others, trust must be
developed. This is a challenge, especially in competitive organizational cultures.
Nevertheless, we must substitute our fears with trust to collaborate freely with other
business processes.
2. Sharing -- Hoarding information prevents the free flow of ideas and therefore
sabotages collaboration. Sharing helps to improves collective creation by an order of
magnitude and therefore makes everybody more valuable.
3. Goals -- Taking the time to agree on goals at the beginning of a collaborative project
pays off exponentially by providing the impetus for shared creation.
4. Innovation -- Collaboration enhances innovation.
5. Constructive Confrontation – successful process driven business culture requires
exchanging viewpoints, and at times it means construction confrontation -- expressing
candor about ideas. Collaborators must confront each other so that they can hash out
their differences and make their shared creation better.
6. Communication – Processes are inextricably linked with communication, both
interpersonal and organizational.
7. Community – The process driven business helps in creating a sense of community.
Process in business ensures presence of community for effective process
synchronization to occur.
8. Value -- The process involved in business helps to create value -- reducing cycle or
product development time, creating a new market, solving problems faster, designing a
more marketable product or service, or increasing sales.
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8. e- Zest Solutions
e- Zest is an ISO 9001:2008 certified & SEI-CMMi Level-3 global software outsourcing company
with expertise in outsourced product development and custom software development services
through global software development model. e- Zest has served 80+ industry leader clients in
four continents about a decade with a huge team of software professionals on board.
Manufacturing, Legal, Education, Sports, HR & Travel business verticals. e-Zest have dedicated
Microsoft, Sun & Open Source Competency Centers which focus on solutions and services on
based Microsoft .NET (3.0/3.5), Sun Java EE (2.0/5.0) & LAMP respectively.
e- Zest is technology partner with Microsoft, Sun, IBM, Intel, Palm, and Citrix. e- Zest is
Microsoft Gold Certified Partner with competencies in custom development solutions with
specializations in smart client development & web development, and data management
solutions with specialization in business intelligence. e- Zest is also Sun Partner Advantage -
Associate Partner.
e- Zest Pune offshore development office (Global HQ) is a 100% export oriented unit (EOU)
registered with the Software Technology Parks of India (STPI). e- Zest subsidiaries are situated
at e-Zest (UK) Ltd. at London UK and e-Zest inc. at Chicago USA.
8 Business Process Importance | e-Zest Solutions Ltd