The document provides recommendations to improve the implementation and use of planning and budgeting systems in large organizations. It finds that despite dedicated software, spreadsheets still play an important role. Best practices include:
1) Assigning an experienced project leader to communicate success and create multidisciplinary teams.
2) Building in flexibility to handle organizational changes and implementing systems incrementally.
3) Ensuring new systems are compatible and integrated with current systems for consistency, speed and communication.
4) Tackling horizontal and vertical integration issues through an appropriate "parenting style" to improve overall business performance.
5) Involving users early to improve the quality of the planning and budgeting process cycle.
Enterprise Architecture (EA) has many definitions, school of thoughts and perspectives. According
to Buchanan (2010) EA is a strategic planning process that translates the business vision of an
enterprise and its strategy into enterprise change.
http://assignmentstudio.net
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
Enterprise Architecture (EA) has many definitions, school of thoughts and perspectives. According
to Buchanan (2010) EA is a strategic planning process that translates the business vision of an
enterprise and its strategy into enterprise change.
http://assignmentstudio.net
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
Your Challenge
Risk is an unavoidable part of IT. And what you don't know, can hurt you. The question is, do you tackle risk head-on or leave it to chance?
Get a handle on risk management quickly using Info-Tech's methodology and reduce unfortunate IT surprises.
Our Advice
Critical Insight
1. IT risk is business risk.
Every IT risk has business implications. Create an IT risk management program that shares risk accountability with the business.
2. Risk is money.
It’s impossible to make intelligent decisions about risks without knowing what they’re worth.
3. You don’t know what you don’t know.
And what you don’t know can hurt you – so find out. To find hidden risks, you need a structured approach.
Impact and Result
Stop leaving IT risk to chance. Transform your ad hoc IT risk management processes into a formalized, ongoing program and increase risk management success by 53%.
Take a proactive stance against IT threats and vulnerabilities by identifying and assessing IT’s greatest risks before they happen.
Involve key stakeholders including the business senior management team to gain buy-in and to focus on IT risks that matter most to the organization.
Share accountability for IT risk with business stakeholders and have them weigh-in on prioritizing investments in risk response activities.
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
Your Challenge
Infrastructure managers and change managers need to re-evaluate their change management process due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
IT system owners often resist change management because they see it as slow and bureaucratic.
Infrastructure changes are often seen as “different” from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “preapproved.”
Impact and Result
Create a unified change management process that reduces risk and takes a balanced approach toward deploying changes, while also maintaining throughput of innovation and enhancements.
Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
Establish easy-to-follow intake, assessment, and approval processes, and ensure that there is visibility into changes across the organization.
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
The annual IT barometer of the Finnish Information Processing Association charts the importance of Information Technology (IT) for Finnish companies and organisations. The barometer gathers the views of the executive personnel about the utilisation of information technology, the kinds of changes to be expected within the next years, and the kind of IT know-how needed in the organisation in the future. The IT barometer can also be used to measure the differences of opinion between corporate and IT management personnel.
IT governance in the public sector: a conceptual modelRiri Kusumarani
IT governance in the public sector: a conceptual model
Tonelli, Adriano Olímpio, et al. "It governance in the public sector: a conceptual model." Information Systems Frontiers (2015): 1-18.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
IT solutions that supports the whole Strategic planning workflow, from defining Mission, Vision, SWOT analyses, Strategic objectives, action plans, KPI's, strategic monitoring through Strategic maps, Dashboards, with great Analyses possibilities through OLAP and excel, can be used for Balanced scorecard, TQM, 20 keys and other performance methodologies. More on www.tomasdse.com.Please EMAIL me on igor.matjasic@tomasdse.com , if you would like some more information about this solution.
ERP Implementation Success Factors in Saudi ArabiaCSCJournals
A review of the literature on successful implementation of ERP reveals that there are many case studies undertaken by researches, but very few have empirically examined the success factors of ERP implementation. While most of those empirical studies were undertaken in Western countries, very few had examined the implementations in Middle Eastern countries and none in Saudi Arabia. Factors and challenges of ERP implementation in developing countries differ from those of Western countries. Hence a gap in the literature that examines Middle Eastern countries exists. This study is motivated to fill such gap by going beyond case study and boundaries of Western counties to empirically examine the determinants of successful ERP implementation in Saudi Arabia. The main purpose of this study is to examine the influence of some critical factors on successful implementation of ERP.
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
Media Law, Article 19, 14, 21, Odyssey Communications Pvt. Ltd. v. Lokvidayan Sanghatana and Ors. , PIL By Lokvidayan Sanghatana & Mahila Sangharsha Samiti (NGO’s) In Bombay HC, Honi Anhoni Serial Controversy, Doordarshan, Freedom of expression is a preferred right which is always very zealously guarded by Supreme Court, ENDANGER PUBLIC MORALITY, IN THE ABSENCE OF ANY PRIMA FACIE EVIDENCE , INFRINGE A FUNDAMENTAL RIGHT OF THE PRODUCER, Tata Press Ltd. v. Mahanagar Telephone Nigam Limited & Ors., A letters patent appeal, A SLP U/a 136, Whether 'commercial advertisement' comes within concept of freedom of speech and expression guaranteed under Article 19 (1) (a) ?
Whether commercial speech is fundamental right under Article 19 (1) (a)?, Supreme Court holds that "commercial speech" is a part of the freedom of speech and expression guaranteed under Article 19(1)(a) of the Constitution
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
Read this Executive Brief to understand why your team should make the case to modernize your communications and collaboration infrastructure.
Understand why it's time to move forward with modernizing your communications infrastructure.
Discover the productivity and efficiency gains you can achieve.
Redefine how you think about communications.
Learn how to build a strategy that addresses both unified communications and collaboration.
Understand Info-Tech's methodology and approach to modernizing communications and collaboration infrastructure.
The annual IT barometer of the Finnish Information Processing Association charts the importance of Information Technology (IT) for Finnish companies and organisations. The barometer gathers the views of the executive personnel about the utilisation of information technology, the kinds of changes to be expected within the next years, and the kind of IT know-how needed in the organisation in the future. The IT barometer can also be used to measure the differences of opinion between corporate and IT management personnel.
IT governance in the public sector: a conceptual modelRiri Kusumarani
IT governance in the public sector: a conceptual model
Tonelli, Adriano Olímpio, et al. "It governance in the public sector: a conceptual model." Information Systems Frontiers (2015): 1-18.
Your Challenge
As the market evolves, capabilities that were once cutting edge become default and new functionality becomes differentiating.
Vendors use a lot of marketing jargon, buzzwords, and statistics to sell their solutions, making objective evaluation rather difficult.
The endpoint protection (EPP) market is overcrowded and fragmented, resulting in information overload and consequently, a difficult vendor assessment.
Disparate product solutions are being bundled into one-off solutions or suites, often resulting in less efficient solutions than the more niche players.
Imminent obsolescence is an issue. Previous EPP solutions have not adapted with the rapidly evolving threat landscape and are no longer relevant, resulting in breaches or vulnerabilities.
Critical Insight
Don’t let vendors and market reports define your endpoint protection needs. Identify the use cases and corresponding feature sets that best align with your risk profile before evaluating the vendor marketspace.
Your security controls are diminishing in value (if they haven’t already). Develop a strategy that accounts for the rapid evolution and imminent obsolescence of your endpoint controls. Plan for future needs when making purchasing decisions today.
Endpoint protection is a matter of defense in depth and risk modelling, there is no silver bullet protection and mitigation solution. As end-client-technology providers release regular product/software updates, security tools will become outdated. Multiyear endpoint protection commitments will leave you playing a constant game of catch up.
Impact and Result
The solution is a holistic internal security assessment that not only identifies, but satisfies, your desired endpoint protection feature set with the corresponding endpoint protection suite and a comprehensive implementation strategy.
Use this blueprint to walk through the steps of selecting and implementing an endpoint protection solution that best aligns with your organizational needs.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
IT solutions that supports the whole Strategic planning workflow, from defining Mission, Vision, SWOT analyses, Strategic objectives, action plans, KPI's, strategic monitoring through Strategic maps, Dashboards, with great Analyses possibilities through OLAP and excel, can be used for Balanced scorecard, TQM, 20 keys and other performance methodologies. More on www.tomasdse.com.Please EMAIL me on igor.matjasic@tomasdse.com , if you would like some more information about this solution.
ERP Implementation Success Factors in Saudi ArabiaCSCJournals
A review of the literature on successful implementation of ERP reveals that there are many case studies undertaken by researches, but very few have empirically examined the success factors of ERP implementation. While most of those empirical studies were undertaken in Western countries, very few had examined the implementations in Middle Eastern countries and none in Saudi Arabia. Factors and challenges of ERP implementation in developing countries differ from those of Western countries. Hence a gap in the literature that examines Middle Eastern countries exists. This study is motivated to fill such gap by going beyond case study and boundaries of Western counties to empirically examine the determinants of successful ERP implementation in Saudi Arabia. The main purpose of this study is to examine the influence of some critical factors on successful implementation of ERP.
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
Media Law, Article 19, 14, 21, Odyssey Communications Pvt. Ltd. v. Lokvidayan Sanghatana and Ors. , PIL By Lokvidayan Sanghatana & Mahila Sangharsha Samiti (NGO’s) In Bombay HC, Honi Anhoni Serial Controversy, Doordarshan, Freedom of expression is a preferred right which is always very zealously guarded by Supreme Court, ENDANGER PUBLIC MORALITY, IN THE ABSENCE OF ANY PRIMA FACIE EVIDENCE , INFRINGE A FUNDAMENTAL RIGHT OF THE PRODUCER, Tata Press Ltd. v. Mahanagar Telephone Nigam Limited & Ors., A letters patent appeal, A SLP U/a 136, Whether 'commercial advertisement' comes within concept of freedom of speech and expression guaranteed under Article 19 (1) (a) ?
Whether commercial speech is fundamental right under Article 19 (1) (a)?, Supreme Court holds that "commercial speech" is a part of the freedom of speech and expression guaranteed under Article 19(1)(a) of the Constitution
Our group assignment on Centralized Gas Supply System in Faculty of Science, UTM
Credits to
Our lecturer, Dr. Zuhaili Mohamad Ramly
and my group members,
Sulaiha Rosman,
Law Jia Jun,
Nur Nabila Ahmad Zuki
Penn South Building 8 Gas Project - February 2016pennsouthoffice
This slideshow explains the gas project in Penn South Building 8 occurring in the winter of 2015-2016. This presentation was shown at the Town Hall Meeting for shareholders in that building on February 17, 2016.
India : Innovation and Patents Sector in Food Industry| Patent classified under A23
A23 (foods or foodstuffs; their treatment): Class A23 includes patents relating to, amongst others, preserving, edible oils of fats, coffee and tea, cocoa products, confectionery, fodder, protein compositions, and the shaping and working of foodstuffs.
The relevant sections of the Patent Act applicable for ascertaining patentability of food related invention are:
Section 3(c): the mere discovery of a scientific principle or the formulation of an abstract theory or discovery of any living thing or non-living substance occurring in nature.
Section 3(d): the mere discovery of a new form of a known substance, which does not result in the enhancement of the known efficacy of that substance or the mere discovery of any new property or new use for a known substance or mere use of a known process, machine or apparatus unless such known process results in a new product or employs at least one new reactant.
Section 3(i): any process for the medicinal, surgical, curative, prophylactic [diagnostic, therapeutic] or other treatment of human beings or any process for a similar treatment of animals to render them free of disease or to increase their economic value or that of their products;
Section 3(j):plants and animals in whole or any part thereof other than micro organisms but including seeds, varieties and species and essentially biological processes for production or propagation of plants and animals;
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
Analysis of Enterprise Resource Planning Systems (ERPs) with Technical aspectszillesubhan
In the past few years, the information
technology has emerged as a key driving force for
growth of business organizations. The trend of
implementing the latest tools and technologies has
reached to maximum extent. The majority of business
organizations has adopted new and innovative tools
to manage their business tasks effectively. In this
scenario, an enterprise resource planning (ERP)
system is a huge information system that
organizations implement to manage their business
tasks. This is a huge information system which links
almost all the business departments and functional
areas. This report presents a detailed analysis of an
enterprise resource planning system. The
implementation of an enterprise resource planning
system requires taking into consideration various
critical factors, which are essential to be considered
in order to make this implementation fruitful. This
report presents a detailed discussion on the
advantages provided by ERPs to business
organizations. The basic purpose of this report is to
analyze critical success factors involved in the
implementation of ERPs. This report also presents
recommendations with every factor that an
organization can follow to make best use of these
systems.
PSY-520 Graduate Statistics
Topic 7 – MANOVA Project
Directions: Use the following information to complete the assignment. While APA format is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
A researcher randomly assigns 33 subjects to one of three groups. Group 1 receives technical dietary information interactively from an on-line website. Group 2 receives the same information from a nurse practitioner, while Group 3 receives the information from a video tape made by the same nurse practitioner.
The researcher looked at three different ratings of the presentation; difficulty, usefulness, and importance to determine if there is a difference in the modes of presentation. In particular, the researcher is interested in whether the interactive website is superior because that is the most cost-effective way of delivering the information.
Group
Usefulness
Difficulty
Importance
1
20
5
18
1
25
9
8
1
23
15
20
1
16
9
22
1
20
6
22
1
28
14
8
1
20
6
13
1
25
8
13
1
24
10
24
1
18
10
20
1
17
9
4
2
28
7
14
2
25
14
5
2
26
9
20
2
19
15
22
2
29
14
12
2
15
6
2
2
29
10
5
2
26
11
1
2
22
5
2
2
15
15
14
2
29
6
4
2
15
6
3
3
22
8
12
3
27
9
14
3
21
10
7
3
17
9
1
3
16
7
12
3
19
9
7
3
23
10
1
3
27
9
5
3
23
9
6
3
16
14
22
1. Run the appropriate analysis of the data and interpret the results.
2. How could this study have been done differently? Why or why not would this approach be better?
Discussion 1
Key Decision Criteria for selecting IT Sourcing Option
IT sourcing is a process of choosing or acquiring information technology resources from external sources outside of the organization. While traditionally sourcing was a way to reduce costs, companies see it now more like an investment designed to enhance capabilities, increase agility and profitability, or gain them a competitive advantage (Tome, 2018). IT Managers must consider four different sourcing options which are In-house, Insource, Outsource and Partnership. The following are the four key decision criteria that needs to be considered for selecting the appropriate sourcing option
Flexibility: Flexibility has two key factors which are response time and capability which defines the quickness and range of IT functionality respectively. Insourcing or a permanent IT staff, is also a highly flexible sourcing option. Outsourcing exhibits less flexibility because of the need to locate an outsourcer who can provide the specific function, negotiate a contract, and monitor progress. Partnerships enjoy considerable flexibility regarding capability but much less in terms of response time (McKeen & Smith, 2015).
Control: There are two dimensions in this criterion as well: ensuring that the delivered IT function complies with requirements and protecting intellectual assets. In-housing and Insourcing are ranked high for these f ...
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14 hours agoNikesh Bantu Discussion 1COLLAPSETop of Form.docxaulasnilda
14 hours ago
Nikesh Bantu
Discussion 1
COLLAPSE
Top of Form
Most organizational policies fail during implementation. It takes to experiment and experience to select a strategy. Getting suggestions on strategies from main stakeholders and also involving everyone to invest in the implementation plan. Organization strategy talks about how a company or organization can achieve its goals and objectives along with the growth. Developing such an organization strategy for a company will take different inputs and parameters from the team, vendors, and stakeholders. Considering these parameters together and defining the differences, knowing what is required for the company and make changes accordingly.
To establish the strategy, companies follow IS strategy. It is a document that establishes the path for an organization. This document helps the company to know what they want, how to reach a goal, what mistakes have taken place so far. One such famous strategies are SWOT analysis, which has insights on Strength, Weakness, Opportunity, and Threats. Companies list their monthly and yearly goals and objectives and take action on their plans. Everyone in the company must know the mission statement and the core values of what they are working on, and the company is looking for. Once employees understand the company's philosophy, mission, and goals, they connect their work with the strategic priorities of the organization. This creates a healthy environment between the employees of the company and the company itself.
The organization that does not follow proper Business Strategies faces different problems. Their thinking could be very different, like a reactive way. The company will rarely initiate ideas and wait to be for what to be told and what to do or what actions are supposed to be taken. Often such companies fail in considering potential impacts for long term goals and actions. They are mostly focused on the short term. The company will fear for changes and challenges.
Inputs from others are meaningless when there is no proper strategy. Their goals and objectives would have flaws and rarely or would work by luck.
The organization will assume all the tasks and actions equally, without knowing what to prioritize first. Giving equal importance would impact output. Thus they become inflexible, as they have trouble altering their plans very often, and their returns will be pretty low. Making adjustments and alterations would consume a lot of time and investment. Such organizations would not be interested in learning new things or methods as their thinking is content with their current capacities. Mostly they stick to the familiar paths and are very predictable.
With all these drawbacks or flaws, an Organization must follow proper Strategic thinking. To do that, someone should take the initiative along with the help of a team. Organizations must be listing the objectives and performance measures for the company. It should consider the financial perspective ...
Eurogroup Consulting asked 250 European top-managers their experiences with Operational Excellence. Operational Excellence is still an important management-topic. However, the goals of operational excellence projects are changing. Increasing customer satisfaction has becomve more important than cost savings. Operational Excellence has become an organisation-wide way to increase create happier customers. This also means that becoming operational excellence is complicated for most (larger) organisation. Organisational silo's, complex processes and stakeholder involvement are today's obstacles for succes. This requires a balanced and integrated approach. Europe says farewell to isolated operational excellence projects that act as a cost cutting program. There's a new perspective on operational excellence.
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
Summary of this courseHealth care business analysesHealth Care.docxmattinsonjanel
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
Research articleFactors affecting the successful realisati.docxrgladys1
Research article
Factors affecting the successful realisation
of benefits from systems development
projects: findings from three case studies
Neil F Doherty1, Colin Ashurst2, Joe Peppard3
1The Business School, Loughborough University, Loughborough, UK;
2The Business School, Durham University, Durham, UK;
3Cranfield School of Management, Cranfield, Bedfordshire, UK
Correspondence:
NF Doherty, The Business School, Loughborough University, Loughborough, LE11 3TU, UK.
Tel: þ 44 01509 223328;
Fax: þ 44 01509 223960;
E-mail: [email protected]
Abstract
The return that organisations derive from investments in information systems and
technology continues to disappoint. While there is a very significant body of literature on
the factors that should facilitate a successful outcome from systems development, there is
growing concern that these prescriptions are not having their desired effect. In this paper,
we argue that the success of a systems development project should be measured in terms
of its ability to deliver meaningful benefits, rather than the timely delivery of a technical
artefact, and therefore organisations should adopt an explicit and proactive benefits
realisation approach when investing in IT. Consequently, we sought to explore those
actionable factors that might facilitate the effective realisation of benefits from systems
development initiatives. Three organisations were identified that claimed to adopt a
proactive approach to benefits realisation, and detailed studies of their systems
development practices were conducted. Our analysis found that whilst one organisation
had been successful in its adoption of a benefits realisation perspective, the other two had
not, and this allowed us to identify those factors that helped to explain this difference in
outcomes. In short, this paper makes an important contribution by identifying how a sub-
set of traditional systems success factors might be enhanced, to give them a more explicit
benefits realisation orientation. Moreover, it presents a coherent set of principles that can
be used for deriving other factors and practices.
Journal of Information Technology (2012) 27, 1–16. doi:10.1057/jit.2011.8
Published online 9 August 2011
Keywords: IT development projects; benefits realisation; organisational change; ISD success factors;
value
Introduction
T
he context for the research reported in this paper is the
continued high failure rate of investments in information
systems/information technology (IS/IT): a considerable
amount of time, money, effort and opportunity can be wasted
upon IT investments that ultimately fail to deliver benefits
(Fortune and Peters, 2005; Peppard and Ward, 2005).
Estimates of the level of failure may vary, but over the past
30 years they have tended to stay uncomfortably high. More
specifically, it has been suggested that in the late 1970s only
20% of the projects ‘achieved something like their intended
benefits’ (Eason, 1988), and that by the late 1980s, it .
Appendix CHR Balanced Score CardMetric(Name of Metric)Form.docxjustine1simpson78276
Appendix C
HR Balanced Score Card
Metric**
(Name of Metric)Formula
(Numerator/Denominator)% Met or Exceeded*
HR Routine Metrics
1.
2.
3.
AHROP
HR Strategy Metrics
1.
2.
3.
4.
HR Organizational
Oversight Metrics
1.
2.
3.
*Leave this column blank for future calculations by staff using this form to report data
**You may add lines as need to each of the 3 categories
Journal of Management Development
The balanced scorecard: a new challenge
Meena Chavan,
Article information:
To cite this document:
Meena Chavan, (2009) "The balanced scorecard: a new challenge", Journal of Management Development,
Vol. 28 Issue: 5, pp.393-406, https://doi.org/10.1108/02621710910955930
Permanent link to this document:
https://doi.org/10.1108/02621710910955930
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Users who downloaded this article also downloaded:
(2004),"Third-generation balanced scorecard: evolution of an effective strategic control tool", International
Journal of Productivity and Performance Management, Vol. 53 Iss 7 pp. 611-623 <a href="https://
doi.org/10.1108/17410400410561231">https://doi.org/10.1108/17410400410561231</a>
(2012),"The politics of the balanced scorecard", Journal of Accounting & Organizational
Change, Vol. 8 Iss 4 pp. 475-489 <a href="https://doi.org/10.1108/18325911211273482">https://
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https://doi.org/10.1108/02621710910955930
https://doi.org/10.1108/02621710910955930
The balanced scorecard:
a new challenge
Meena Chavan
Business Department, Division of Economic and Financial Studies,
Macquarie University, North Ryde, Australia
Abstract
Purpose – The purpose .
Key Success Factors for a Performance DashboardSpectrum
Performance dashboards are a commonly used management tool to gauge performance and progress toward business goals. Dashboards can be designed and developed to address a wide range of objectives, from monitoring the viability of a global organization's business strategy, to keeping a check on a department's ability to achieve service-level targets.
Running Head DECISION SUPPORT SYSTEM PLAN 1DECISION SUPPORT.docxsusanschei
Running Head: DECISION SUPPORT SYSTEM PLAN
1
DECISION SUPPORT SYSTEM PLAN
19
Decision Support System Plan - Computer Systems Analysis & Design I
First Name, Last Name
University
IS315
Table of Contents
1.The Scenario
4
2.System Description
4
3.The Process of the Implementation
6
4.Resolution Central Decision Support System
6
4.1Organization’s Information System
6
4.2Key System Benefits
7
5.Feasibility
8
6.Importance of an Information System in the Organization
10
7.Interdependences
11
128.
Feasibility analysis
9.
Project Size………………………………………………………………………………….14
10.
Cost Analysis………………………………………………………………………………..15
18References
List of Figures
Figure 1: The Conceptual Framework
5
Figure 2: The Proposed Model of the System
5
List of Tables
Table 1: The Cost of the Implementation
9
Table 2: The Benefits of the Implementation
9
Decision Support System Plan – Computer Systems Analysis & Design I1. The Scenario
Home Depot is seeking to cut on costs. Some of the areas which have been identified tend to be hot topical issues every time changes are attempted. These include the decision to source products domestically or having them imported. Others include the reduction of the number of employees as well as streamlining service delivery by redefining chores, job assignments, as well as supervision. The business also purposes to put up an information system that will increase positive output and reduce on cost. Even though the choice of the system has been inspired by the kind of challenges which firms like Home Depot experience while attempting trade-offs, it is important to appreciate that this is something that happens with every other organization. Therefore, there is the need for a ‘what if’ scenario so as to analyze situations and come-up with all the possible management outcomes. The issue, therefore, is facilitating the prediction of the behavior of the stakeholders on the basis of certain managerial decisions.2. System Description
The proposed system is called the Resolution Central Decision Support System. This is a Decision Support System, or DSS, that can be exploited by any organization to achieve its streamlining activities. In this case, the dependent variable is enhanced performance. This is defined by increased productivity, enhanced competitive advantage of the organization in question, as well as improvement in customer service. The customers should, actually, be in a position to report that this is the case, i.e. they have seen improvements with respect to how they are treated and their concerns are addressed. Figure I below indicates the conceptual framework. This is the relationship between the ultimate goal and the issues which define this goal.
Figure 1: The Conceptual Framework
The achievement of the goal at hand requires a number of procedures to be accomplished. Planning is the first among them, and then there is the development of the system capability. Ultimately, there is the maturity of the system, and it is at ...
Similar to WP1 - Planning and Budgeting Systems (20)
Running Head DECISION SUPPORT SYSTEM PLAN 1DECISION SUPPORT.docx
WP1 - Planning and Budgeting Systems
1. KeyOn Planning bv
Croylaan 14
P.O.Box 85
NL - 5735 ZH Aarle-Rixtel
+31 492 388828
+31 492 388835
mail@KeyOnplanning.nl
www.KeyOnplanning.nl
A KeyOn research report
Planning and budgeting systems
The use, the do’s and the don’ts
The roadmap for effective financial planning
2. Planning and Budgeting Systems
The use, the do’s and the don’ts
The Roadmap for Effective Financial Planning
Martin Daudey, KeyOn Partner
Fabien Lennertz, KeyOn Consultant
September 2008
A KeyOn research report
3. Contents
Management Summary 3
1 Introduction 4
2 Planning and Budgeting Solutions 6
2.1 Planning and budgeting systems in use 6
2.2 Planning and budgeting systems support 7
2.3 Best-of-breed or unless solutions 8
3 Costs and Benefits of Planning and Budgeting Systems 10
4 The Challenge of Customization, Redesign and Integration 11
4.1 Extension and integration 11
4.2 Horizontal and vertical integration 12
5 Bridging the Gap by Avoiding Pitfalls 14
6 Ten Golden Rules 16
References 18
Abbreviations 19
Management Summary
Many organizations struggle with the
implementation of their planning and
budgeting systems. Even when the
implementation is completed, organizations
seem to have difficulties in using their
systems in an effective and efficient way.
This paper describes the characteristics and
the use of planning and budgeting systems
in large organizations. It is based on key
findings of research that was conducted
amongst the members of the Planning and
Budgeting Systems Network, and on the
broad experience of the KeyOn consultants. It
provides an answer to the following research
question:
Despite the increase in the use of dedicated
planning and budgeting software, like
Hyperion Planning, Cognos Planning and SAP
planning modules, spreadsheets still play an
important role in most organizations. It seems
unthinkable that spreadsheets will completely
vanish, at least within the next decades.
CPM vendors continue to offer planning and
budgeting solutions with a high degree of
Excel integration.
The support of planning and budgeting
systems can be provided by different parties:
IT department (internal), consultants
(external) and software vendor (external). A
lot of organizations are quite happy to use
a combination of different forms of system
support, but their own IT department must be
involved in one way or another.
The main sources of planning and budgeting
costs are project man-hours and time spent
on the planning process. Data integration is
another high cost factor in the total planning
and budgeting costs. The respondents are
strongly convinced that the benefits of
planning and budgeting tools outweigh
the costs: one number planning, one way
of working and clear insight in planning
activities.
Furthermore, the survey indicated the
companies involved are mainly focused on
customizing their planning and budgeting
system rather than redesigning their
business processes to fit the planning and
budgeting system into their organization.
The integration challenges of a planning
and budgeting system largely depend on
the extent of diversification. The use of an
appropriate parenting style can help tackling
the horizontal and vertical integration issues.
The survey pointed out that there is still
enough room for improvements regarding
the integration of planning and budgeting
systems within their organization.
Pitfalls when using planning and budgeting
systems mostly involve master data
management (MDM) issues. The four most
common pitfalls are: incorrect translation of
system model into data model, no centralized
master data, a lack of data integrity and
unclean data.
The ten golden rules – described in Chapter 6 –
can be summarized as follows: Assign an
experienced project leader who communicates
success. Create multidisciplinary project
teams. Build in sufficient flexibility in order to
handle unavoidable organizational changes.
The planning processes must be clear before
selecting, designing and implementing the
system incrementally. The new systems must
be compatible and integrated to your current
systems to increase consistency, speed and
communication. Both horizontal and vertical
integration will improve your overall business
performance. The quality of the process cycle
can be improved by early user involvement.
Recent research stresses that inefficient
systems should be perceived as an
opportunity to improve instead of a weakness
(Lemmens, Tullemans Rüling, 2006). In
many organizations planning and budgeting
systems do not provide the competitive edge
that is planned for. Planning and budgeting
is often regarded as time consuming and
often does not produce the added value as
expected. In addition, all the time spent
on planning and budgeting, is not spent on
Which recommendations can be given to improve the
implementation and the use of planning and budgeting
systems in large organizations?
4. directly running the business. Does this
mean that planning and budgeting should
not be prioritized? This paper will outline the
characteristics, benefits, costs and pitfalls
concerning planning and budgeting systems.
It will conclude with ten golden rules that
can help you improve the implementation
and optimal use of successful planning and
budgeting systems.
Objectives and research question
This research has been executed to accomplish
a number of objectives. The objectives of this
research can be formulated as follows:
• To give a broad overview of the use of
planning and budgeting systems – as a
result of the interview findings – within
leading organizations;
• To identify the factors that affect the
performance and profitability of planning
and budgeting systems;
• To formulate and substantiate
recommendations to make the implementation
and exploitation of planning and budgeting
systems in organizations more effective and
efficient.
The research question, which is deducted
from the objectives, is the following:
Scope of the research
The scope of the research consists of the
systems that support the financial planning
processes, the budget and financial forecasting.
This paper will identify how organizations use
and implement their planning and budgeting
systems. Furthermore, the focus is on their
integration with other systems, the factors
which affect the performance and profitability
of planning and budgeting systems, and the
ten golden rules.
1 Introduction
Research process
This research is based upon a survey that
was conducted amongst the members of the
Planning and Budgeting Systems Network,
which is facilitated by KeyOn Planning.
The members of the Planning Budgeting
Systems Network are large-sized, for-profit
organizations realizing a minimum of 200
million Euro in sales revenue annually. Most
organizations are active in the industrial,
food and high-tech sectors, but organizations
active in the services and building industry
have also been included in the survey. The
survey questions were based on scientific
research and the experience of the KeyOn
Planning consultants. The survey consisted
of several structured face-to-face interviews.
The complete overview of network members
can be found on the next page.
Structure of this paper
The structure of this research paper is as
follows. Chapters 2-5 contain the most
important interview findings. Chapter 2
discusses the use and support of planning
and budgeting systems, and the total
solution of which the planning and budgeting
system is a part. Accordingly, the costs and
benefits of planning and budgeting systems
are elaborated in Chapter 3. In Chapter 4
the challenge of customization, redesign,
integration and alignment is outlined:
organizations have to make decisions
regarding customizing the software or
redesigning business processes. Both
influence the integration and alignment of
the planning and budgeting system with the
other systems in use. Chapter 5 discusses the
pitfalls with which organizations have to cope
when implementing and using planning and
budgeting systems. Based on the experience
of the KeyOn Planning consultants and the
outcome of the survey, the paper presents
recommendations and guidelines – in the
form of ten golden rules – for the successful
implementation and use of your financial
planning and budgeting system in your
organization.
The complete Planning and Budgeting
Systems Network consists of the following
companies:
Which recommendations can be given to improve the
implementation and the use of planning and budgeting
systems in organizations?
5. In this chapter the planning and budgeting
solutions, which are used across different
organizations, will be outlined. System
support and optimization play an important
role in making improvements. Since the type
of system solution can affect the performance
of the planning and budgeting solution, we
will determine the type of system solution
(ERP, best-of-breed or in-between).
2.1 Planning and budgeting systems in use
As we all know Excel is an important tool
which is used throughout every single
company. In Figure 1 we can see that 95%
of the respondents mentioned Excel as a
tool being used for planning and budgeting
activities. One company uses Excel as the
main tool for planning and budgeting (and
is extremely satisfied with its current way
of planning and analyzing). However, most
companies use Excel to support their planning
and budgeting system. Cognos Planning is the
most frequently used best-of-breed software
for planning and budgeting activities. Among
the ERP vendors, SAP is the most popular
vendor of planning and budgeting solutions.
Especially the modules SAP BPS (Business
Planning Solution) and SAP BW (Business
Warehousing) are used in planning and
budgeting.
Research indicates that many company
spreadsheets contain errors, but most
spreadsheets often still hold important
financial data.
Why do companies still use Excel for their
planning and budgeting activities when
sophisticated planning and budgeting
solutions are out there?
“Spreadsheets, like Microsoft’s Excel, are
a great tool for manipulation and analysis
and at some point spreadsheets have grown,
often unnoticed, from simple analysis tools
into complex spreadsheets that are used as
a complete planning system” (Uiterlinden,
2008).
Excel offers more flexibility than most of
the planning and budgeting software from
large software suppliers. The functionality
offered by the latter is often so inflexible that
companies are unable to rely completely on an
advanced planning and budgeting system.
Figure 1: Planning budgeting systems in use
Although spreadsheets have significant
disadvantages regarding version control,
authorizations, decentralization, and built-in
checks, the benefits seem to outweigh the
shortcomings. Spreadsheets are known for
their flexibility, usability, what-if analysis and
presentation graphics. Moreover, spreadsheets
are often used in informal organizational
environments; spreadsheets can easily be
completed, validated, corrected and emailed
across business and IT users throughout the
entire organization.
However, the survey indicated that today’s
planning and budgeting systems are also
known for their increased flexibility and
their ease-of-use (see Figure 2). In addition
to these, planning and budgeting systems
have an edge on spreadsheets in terms of
version management and data integrity.
Whereas business users often create multiple
workbooks with their own version of reality,
planning and budgeting systems have one
version of reality which applies to the whole
organization.
Figure 2: Characteristics of planning and budgeting solutions
Integration with Excel is the characteristic
with the highest score, which highlights the
fact that most organizations only use planning
and budgeting solutions in combination with
a spreadsheet. Analyses, reports and charts
made with planning and budgeting systems
still do not satisfy business users. That clarifies
why the planning and budgeting systems are
strongly linked to Excel.
2.2 Planning and budgeting systems
support
Organizations prefer their planning and
budgeting systems to be supported by their own
IT department to their being supported from
outside the company’s environment: consultant
support and system vendor support (Figures
3, 4). However, Figure 3 shows that it is very
common that organizations are not reluctant
to use different forms of system support.
Consultant support and system vendor support
for planning systems are often indispensable,
since most companies do not have sufficient
knowledge and experience of system support.
This means that support from outside the
organization is encouraged as long as internal
IT people are involved in one way or another.
Figure 4: Single or multiple system support
(current status)
Most planning and budgeting systems
are being optimized continuously or on a
yearly basis (Figure 5). The frequency of
optimizations depends to a large extent
on the context or environment in which
an organization operates. Organizations in
dynamic environments are characterized by
goal diversity and flexibility. Goal diversity
increases the output categories for which
information needs to be collected and
processed by the organization, thereby
increasing both complexity and uncertainty
(Peterson, 2001). Organizations with a
dynamic and complex strategic context
generally need to optimize their systems at a
higher pace than organizations in stable and
non-complex environments.
2 Planning and Budgeting Solutions
1 SAP has decided to keep developing the product from OutlookSoft, which is now integrated with SAP Business
Planning and Consolidation (SAP-BPC).
Excel
Hyperion Planning
Hyperion Fin. Mt.
Cognos Planning
SAP BPS
SAP BW
Infor MPC
BO Planning
Outlooksoft
JDEdwards
0% 20% 40% 60% 80% 100%
Integration with Excel
Version control
Flexibility
Data integrity
User friendliness
Consolidations
Formulas
Analyses Reporting
Low error prone
Clear and useful charts
1 2 3 4 5
Internal support of IT people
Consultant support
IT people from system supplier
25%
39%
36%
Figure 3: Forms of planning and budget-
ing systems support (current status)
All forms of support
Internal support only
Internal consultant support
Consultant supplier support
47%
13%
33%
7%
6. Figure 5: Frequency of system optimization
2.3 Best-of-breed or unless solutions
Most companies have implemented an ERP
solution. Figure 6 shows that 65% of the
respondents use SAP as their enterprise-wide
solution. Keep in mind that some companies
use more than one ERP solution.
Figure 6: Current use of ERP systems
The next chart (see Figure 7) shows the
distribution of planning and budgeting
solution approach found in the survey, i.e.
whether it is a best-of-breed solution, part
of an enterprise-wide implementation (i.e.
a module as part of a total solution) or a
combination of both. The largest slice of
the pie is known as an in-between solution,
which means that companies prefer to use
a company-wide solution in combination
with a best-of-breed planning and budgeting
solution.
Figure 7: Approached of planning and budgeting solution
Second best is the total solution. Companies
that make use of an enterprise-wide solution
tend to complement their solution with
modules (e.g., a planning and budgeting
module) from their own software supplier.
Many companies use an unless strategy (e.g.,
SAP unless…, Oracle unless…) which means
that they use all the standard software that is
available from their main software supplier,
unless there is a solution from another vendor
that meets the company’s requirements in a
much better way.
A lot of research has been performed about
what kind of approach is preferable. In this
research we will not valuate the different
approaches.
Oracle
SAP
JDEdwards
Navision
Other
0% 10% 20% 30% 40% 50% 60% 70% 80%
best-of-breed
total solution
in-between
25%
37%
38%
yearly
quarterly
continuous
8%
46%
46%
7. 10 11
4 The Challenge of Customization,
Redesign and Integration
Where there is a gap between business
processes (or business goals) and planning
and budgeting systems, companies must
choose between either aligning the software
with the business process or redesigning the
business process itself. A lack of flexibility
in redesigning business processes often
results in the modification or extension of
business planning solutions, resulting in
either customization or integration challenges
(Aberdeen Group, 2007).
The survey indicates that organizations
mainly focus on customization of their
planning and budgeting system rather than
redesigning the business processes in order to
have the planning and budgeting system fit in
their organization (see Figure 10).
Figure 10: The extent of customizations and redesigns
(1 = not necessary, 5 = definitely necessary)
4.1 Extension and integration
Companies are having trouble integrating
different systems solutions. This cannot come
as a surprise due to the complex nature of IT
departments that are catering for the needs of
various business units, and the proliferation
of enterprise applications. Large companies
often have more than one ERP solution
and small companies running a single
ERP solution are likely to have additional
applications which ideally would be integrated
with ERP. Where an ERP solution does not
completely satisfy these needs, companies
choose to implement best-of-breed or an
enterprise-wide solution. Thus, instead of
customization issues, these companies create
a new challenge: integration.
Most of the companies that participated
in this research have plans for changing
or extending their planning and budgeting
systems in the near future. This also results
in new integration and interoperability
challenges. The complexity of integration
that comes along with the extension of the
planning and budgeting solution depends on
the answers to the following questions:
• Which approach to solution (best-of-breed or
unless) is currently used?
• How tightly must the functions and
processes be integrated?
• How much data must be shared or replicated?
• How much duplication exists between the
current planning and budgeting solution and
the extensions?
• If data must be shared and replicated by two
or more applications, which application is
the main source of the data?
• Do the architectures of your planning
and budgeting solution and possible
extensions easily support integration and
interoperability?
Let’s have a closer look at the integration
of the planning and budgeting systems of
our respondents. Generally speaking the
respondents are reasonably satisfied with
the integration and interoperability of their
planning and budgeting systems within the
business (rated 3 on a 5-point scale).
Each company’s information system should
support both proprietary and shared data.
Since it is needed to manage the company,
the proprietary data would be accessible
only to those employees who have legitimate
internal business needs. The shared data
should be available through appropriate
information interfaces to customers, logistics
suppliers, or any other party needing access,
through a contract or standard to which all
Customization
Business process redesigns
1 2 3 4 5
The origin of most of the planning and
budgeting costs consists of project man-hours
and time spent on the planning process. Data
integration is another important cost factor
when determining the total planning and
budgeting costs (Figure 8).
Figure 8: Cost perception
Hardware and software have a relatively
low cost perception which could mean that
companies are initially inclined to purchase
sophisticated planning and budgeting
solutions without taking into account that
other factors (e.g., maintenance fees and
license costs) play an important role in
making the planning and budgeting solution
profitable in the long run.
Planning and budgeting systems should give
benefits as well. The top benefit that almost
every respondent of the survey agrees upon
when using a planning and budgeting solution
is looking at the same number (See figure 9).
Information is often scattered throughout
the organization, especially when you are
using multiple spreadsheets with a lack of
centralization, it is inevitable that you are not
always looking at the same number. When
more than one system is used, the danger lies
in the different ways calculations are made.
Regarding decentralized systems it frequently
occurs that not every business unit applies
the same definitions and formulas. Different
systems can lead to different numbers. In this
case data is often not clean enough for analysis,
making it difficult to produce valid analyses
and optimize the decision-making processes.
Figure 9: Benefit perception
The more accurate your data is the more
precise your planning and budgeting figures
will be. You will actually be able to improve
the prognosis for the future.
The second most appreciated benefit is one
way of working. Most of the respondents
have indicated that the use of a planning
and budgeting system leads to a standard
way of working. Authorizations, rules,
restricted functionality and guidelines can
make planning and budgeting systems more
effective and can help to avoid problems. The
third benefit that companies acquire is that of
getting clear insight into planning activities.
Finally, the research indicates that 65% of the
respondents were strongly convinced that the
benefits of their current solutions outperform
the costs of planning and budgeting systems.
3 Costs and Benefits of Planning and
Budgeting Systems
Man hours (project)
People’s time
Data integration: Initial Set-up
Functional Application Support
Technical Application Support
Data integration: Keep Up-to-date
Software costs: Initial
Hardware
Software costs: Maintenance fee
1 2 3 4 5
Looking at the same number
One way of working
Clear insight in planning
Clarify Corporate goals
KPI Reporting
Lower business risk
Focus on Key Value Drivers (KVD)
1 2 3 4 5
8. 12 13
Looking at decision-making in terms of
planning and budgeting systems, most of
the companies involved in this research
focus on departmental (or business unit)
integration instead of centralized integration
(see Figure 12). Organizations are often
fractured by independent actions of the
business units. This can be clarified by the
fact that the organization has a number of
separate business units which have systems
that have been integrated specifically for the
benefit of their own business. On the other
hand, business units are aligned and working
towards the same business. Centralized
integration promotes systems that are
integrated throughout the entire organization,
which forms a coherent solution.
Figure 12: Centralized vs. decentralized system integration
Centralized integration
Departmental/BU integration
44%
38%
parties agree. By using advanced technology
that supports system integration between
companies and data sharing, one can increase
the resource utilization and thus reduce costs.
Figure 11 shows that most companies do not
have planning and budgeting systems that are
integrated with the systems of their clients
and suppliers.
Figure 11: Inter-organizational system integration
4.2 Horizontal and vertical integration
At operational level, sales plans, logistic plans
and production plans lead to insight and
alignment in short and mid-term activities.
This is called horizontal or functional plan
integration. This operational planning is
the basis for financial planning (budget or
forecast) on tactical level, which provides
input for validating the strategic plans for
the next year. The alignment described here
can be defined as vertical plan integration.
Planning activities can be found at every
single level. Who the responsible person or
echelon is, depends on the parenting style
of an organization (Geelen, Tullemans
Aertsen, 2006). The parenting style defines
the way of cooperation between the different
management levels and the way in which
the planning processes must be integrated,
either vertically or horizontally. The following
parenting styles can be distinguished:
• Strategic development;
• Strategic control;
• Financial control.
The choice of a specific style depends on the
extent of diversification. When there is no
or hardly any diversification, the strategic
development style can be applied. Corporate
headquarters are able to oversee the complete
operating field and have sufficient insight into
the activities of all the different divisions.
Whenever an organization is characterized
by a high level of diversification and major
internal differences regarding the divisional
activities, financial control or strategic control
should be chosen.
The parenting style also sets the
differentiation of decision-making. Conflicts
between business and IT managers are not
uncommon in IT decision-making. When all
the authority for decision-making rests at
a single point in the organization – and is
ultimately in the hands of one person or one
group -, the structure is centralized. When
decision-making is dispersed throughout the
organization, the structure is decentralized.
Lawrence and Lorsch (Lawrence Lorsch,
1969) were among the first to recognize the
simultaneous and complementary nature
of rationality and politicality in strategic
decision-making:
A hybrid model of decision-making is the
dominant form in many organizations; the
IT infrastructure is directed by corporate IT
management, and local business applications
are managed by business or IT management.
The differentiation of IT decision-making is
about the actual place of IT decision-making.
Lawrence and Lorsch (according to Peterson,
2001) define differentiation of IT decision-
making as:
“We view strategic decision-making as a social process in
which conflicting viewpoints and information about the market,
technological and economic issues are brought together and
discussed until a decision is reached.”
“The state of segmentation of the organizational system
into subsystems, each of which tends to develop particular
attributes in relation to the requirements posed by the relevant
environment. This includes both the formal division, as well
as, behavioural attributes of the members of organizational
subsystems.”
No
Yes
38%
62%
9. 14 15
4. Unclean data
The usefulness of data is often hampered
by the existence of entities that are no
longer used by the organization. Think of
phased-down products that still continue
to be present in most of the systems.
This also happens the other way around:
systems are not updated with the latest
data, definitions or formulas, although they
are already available. Unclean data can best
be tackled by the use of extract, transform
and load (ETL) and cleansing software. ETL
enables companies to import data from
multiple sources, reformat and cleanse
the information, and accordingly load the
information into another database, data
warehouse or other operational system. A
disadvantage of ETL is that your customer
records are only as accurate and current as
the last batch load.
According to Ian Ahern (Ahern, 2006) the
ETL process would be the solution when
business users maintain all the information
that the company needs in an enterprise-
wide software system. It would be sufficient
to move the data around and run cleansing
processes to ensure that all the data is
clean and consistent. In the real world, the
data that is needed for CPM may not solely
reside in the company’s operational systems.
A lot of it is in the heads of the business
users, in spreadsheets, and in departmental
(decentralized) business solutions.
It is remarkable that three of the top four
pitfalls involve master data management
(MDM) related issues. MDM allows data from
various sources to be analyzed as if it existed
in a single system. MDM makes sure that
master data is validated, matched, corrected,
enhanced, and cleaned in accordance with
standard corporate policies. The voting round
of the first Planning and Budgeting Systems
network emphasized the importance of MDM
and the corresponding issues.
Planning and budgeting systems serve
business organizations by providing
information for decision-making. In order to
progress from unstructured data to useful
information, companies need to bridge the
gaps in between. One way to ‘bridge’ the gap
is by avoiding it.
Along with the benefits of using planning
and budgeting systems there are pitfalls with
which companies have to cope. The survey
asked the respondents about their most
important pitfalls. Here is the top 4 of the
most common pitfalls to avoid:
1. Incorrect translation of the business model
into the system solution and data model
A common problem is the translation of the
business model into the data model.
Figure 13: The V-model
This problem can best be explained with
Figure 13. The V-model (V for verification and
validation) is a systems development model
designed to facilitate the understanding of
the complexity associated with developing
systems. The development process progresses
from the top left of the V towards the right,
ending at the top right. On the left, moving
down along the V-shape, the business analyst
defines business requirements, application
design parameters and design processes. At
the base point of the V the code is written.
On the right, testing and debugging is done.
Unit testing is carried out first, followed by
bottom-up integration testing. The extreme
top right of the V represents product release
and ongoing support.
You can imagine that incorrect or incomplete
business requirements affect the rest of
the flow. The sooner inaccuracies and
misunderstandings are cleared away the more
time and effort will be saved when the new
solution is finally released. One of the barriers
which undermine a correct translation is
the fact that that the actual translation
remains in the hands of the IT department,
which implies that the business is regularly
underrepresented. The misalignment between
business and IT recurs in every single
organization. After all, which business has
not side-stepped the IT department in order
to set up its own spreadsheets to manage and
report on the real business (not the one the IT
department seem to imagine is out there)?
2. No centralized master data
Data from many resources is consolidated
into central databases called data warehouses,
data hubs, or data marts. These repositories
feed enterprise applications in contact center
management, sales and marketing, customer
support, business intelligence, corporate
performance management, governance risk
compliance, and other key areas (Kobielus,
2007). However, that ideal has rarely worked
out in reality. In most organizations master
data is distributed among various applications
and databases.
3. Lack of data integrity
Despite the advanced functionality
of planning and budgeting systems,
organizations often continue to have data
integrity problems, mainly because of
overlapping systems and various data marts.
As we saw in Chapter 3 we are not always
talking about the same number. The origin of
the problem is encapsulated in the existence
of different numbers that refer to the same
situation but with different data definitions.
The data integrity problem is exacerbated
when data is managed across different
software vendors. Also think of the use of an
ERP solution where it is - in general - easier to
acquire a higher level of integrity of data than
when best-of-breed solutions are used.
5 Bridging the Gap by Avoiding Pitfalls
Code
Requirements
Logical Design
Project activity flow
Physical Design
Program Spec
Acceptance Test
System Test
Integration Test
Unit Test
Testing design baseline
10. 16 17
6 Integrate planning systems
horizontally and vertically
Make sure there is sufficient integration between
the new system and the existing IT system
and planning processes. As we explained in
Section 4.2 there are 2 forms of integration.
Horizontal integration
Within any organization there should be
one joint plan or at least different aligned
business and IT plans. With this horizontal
or functional integration the processes of
different departments can be synchronized.
Regarding horizontal plan integration,
decisions are made which are in line with the
company’s overall direction.
Vertical integration
In the strategic planning process targets are
usually set. These targets are communicated
top-down to lower levels of the organization.
In the opposite way a so-called bottom-up
budget is prepared. Combining top-down and
bottom-up plans will lead to a final budget.
The parenting style and organizational culture
determine whether the top-down or bottom-
up approach is dominant in the vertical plan
integration.
7 Integrate your planning system with
existing IT
Data integration is a key aspect for the success
of implementation and use of a planning and
budgeting system. In many organizations
complex situations appeared due to the
numerous inter-connected systems. This is
often the result of organizations over-focusing
on the decentralization of decision-making. It
is still better to have the systems connected
than to leave them operating separately.
The new system must be compatible and
connected with the older systems on which it
is based, in order to enable data integration.
Data integration makes sure that various
functions are consolidated into a unified hub
that sits between – and works in conjunction
with – a company’s current data quality
systems and enterprise applications, querying
and pulling data from enterprise systems.
No data integration simply means a lack
of performance. An audit of the present
system and infrastructure can initiate the
improvement of planning system integration.
8 Involve process support
organization in an early stage
Many planning and budgeting systems
are suitable for internal process support
and maintenance. Planning processes are
subject to change, which results in regular
optimizations and maintenance of planning
and budgeting systems. The sooner the
process support organization is involved
in the implementation phase, the sooner it
acquires skills and insight that enable it to
support the planning and budgeting systems.
9 Communicate success
Start communicating success even in the early
stages of projects. Michael Hammer (Hammer,
2001) defines in The Agenda the 20-60-20 rule.
This rule is based on 20% of the employees who
encourage the upcoming changes, 60% who
have no opinion, and 20% who are reluctant.
There are numerous reasons why people
discourage the introduction of a new system.
Resistance against the adoption of a planning
and budgeting system can be diminished when
success is communicated step by step to all the
interested parties. This can easily be combined
with the step-by-step implementation which
has been presented previously. Successes
will encourage the project members and will
increase the chance of succeeding.
10Select a planning and budgeting
solution that suits your business
Selecting a planning and budgeting solution
is growing in importance. Its success relies
on correctly assessing the quality of the
selected components. Buying a new planning
and budgeting package or upgrading one is an
expensive proposition under any circumstance.
The real cost of buying such a package includes
the annual maintenance fees, the training
time, and the hassles of getting support; it
is therefore much more than just the initial
purchase price. Selecting the wrong planning
and budgeting solution presents more than
cost issues. It can negatively affect morale
– resulting in resistance (golden rule 9) – and
productivity, contributing to poor client
service, poor planning results, low forecast
accuracy, and lost business.
6 Ten Golden Rules
In this chapter the ten golden rules for
successful implementation and use of planning
and budgeting systems are outlined. Some
are general guidelines for successful system
implementation, others are specific rules that
will guarantee quality, speed and efficiency for
financial planning and budgeting systems.
1 Create multidisciplinary teams
To avoid misunderstandings and wrong
interpretations between business and IT
departments, we would strongly recommend
setting up multidisciplinary project teams in
order to increase functional integration. These
teams often consist of a restricted number
of participants. Some of these, preferably
the project members, fulfill different roles
and have knowledge of and experience in
different fields, i.e. finance, marketing, sales,
supply chain, manufacturing, research and
development, and IT. Physical co-location
stimulates interaction and coordinated
actions, and affects the ability to achieve
integration (Peterson, 2001). The mechanism
enables you to link your knowledge with other
employees that work throughout the entire
organization. Furthermore it will increase the
shared understanding within and between
different departments.
2 Assign an experienced project leader
Assign a strong and experienced project
leader. Many planning projects fail due to an
inexperienced project manager. The project
manager should have sufficient knowledge
about the complexity of the problem and
the related projects. The project leader must
be the person responsible for a clear project
plan which is agreed upon by all the parties
involved. A solid project and action plan
consists of clear deliverables, sub-projects,
the responsible person(s) and time scheme.
A clear plan will prevent endless discussions
during and after the project about what
should be finished within which timescale.
3 Use an incremental approach
Implement your planning and budgeting
system incrementally. Pitfall 1 in chapter 5
indicated the importance of a step-by-step
approach. Implement the planning system
step by step towards the end goal. It will
ensure that your system can be deployed
quickly; allowing users to gain acceptance
gradually as more functionality is added.
4 Build flexibility into your system
solution
Even if the business requirements are
completely clear when starting to build in the
systems solution, it is strongly advisable to
build sufficient system flexibility. Changes
in business requirements arise rather
frequently and must therefore be expected.
Due to acquisitions, divestments, changes in
regulations and changes in strategic focus,
the structure of the company will change.
These changes will have an influence on the
planning processes and consequently on the
system. Your company and also the planning
system must have the ability to quickly
implement these changes.
5 System follows process
Do not start with the implementation
of the system until your processes are
sufficiently clear. Too often improvements in
planning processes – in the form of system
implementation projects – commence from
a system perspective with the intention
to induce organizational changes as well.
First design and align your processes and
afterwards choose and implement the
appropriate system.
11. 18 19
Abbreviations
CPM Corporate Performance Management
ERP Enterprise Resource Planning
ETL Extract, Transform, Load
MDM Master Data Management
RFI Request For Information
SMART Specific, Measurable, Achievable, Realistic, Timely
• (Aberdeen Group, 2007)
Aberdeen Group (2007). Better Data Breeds Better Business Intelligence in Retail. p. 1-6.
• (Aberdeen Group*, 2007)
Aberdeen Group (2007). What Comes First, the Chicken or the Egg? ERP Customers Respond to
Customization and Integration Issues. p. 1-5.
• (Ahern, 2006)
I. Ahern (2006). High-Octane MDM: How Enterprise Dimension Management Boosts BPM’s
Performance). Business Performance Management Magazine, Vol. 4 no. 1; p. 32-35.
• (Geelen, Tullemans Aertsen, 2006)
P. Geelen; P. Tullemans; F. Aertsen (2006). Door planning in control. (Dutch)
• (Hammer, 2001)
M. Hammer (2001). The Agenda: What Every Business Must Do to Dominate the Decade. p. 1-288.
• (Henderson Venkatraman, 1993)
J.C. Henderson; N. Venkatraman (1993). Strategic Alignment: Leveraging Information Technology
for Transforming Organizations. IBM Systems Journal, Vol. 32 no. 1; p. 472-484.
• (Kobielus, 2007)
J. Kobielus (2007). Mastering Customer Records: How Services-Oriented Architecture Will Shape
the Future of CRM. Customer Relationship Management, no. 12; p. 48.
• (Lawrence Lorsch, 1967)
P.R. Lawrence; J.W. Lorsch (1967). Differentiation and Integration in Complex Organizations.
Administrative Science Quarterly, Vol. 12 no.1; p. 1-47.
• (Lawrence Lorsch, 1969)
P.R. Lawrence; J.W. Lorsch (1969). Organization and Environment: Managing Differentiation and
Integration. Boston, Harvard University Press.
• (Lemmens, Tullemans Rüling, 2006)
L. Lemmens; P. Tullemans; S. Rüling). Budgeting – A burden of the past or tomorrow’s value
creator? White paper.
• (Peterson, 2001)
R. Peterson (2001). Information Governance: An Empirical Investigation of the Differentiation and
Integration of Decision Making for Information Technology in Financial Services.
• (Uiterlinden, 2008)
R. Uiterlinden (2008) (Dutch). Spreadsheets: Vloek of Zegen? Controllers Magazine, June/July 2008; p. 17.
References
12. 20 21
For more information about planning and
control systems and how we can help you to
make the appropriate system work within your
organization, please contact KeyOn Planning.
Ing. Martin Daudey Drs. Fabien Lennertz
Partner Consultant
++ 31 (0)6 51 143 088 ++ 31 (0)6 51 884 701
martin.daudey@keyonplanning.nl
fabien.lennertz@keyonplanning.nl
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