...Africa Mobile +27737245972 fmangwanda@gmail.com PERSONAL DETAILS Name: Farai Mangwanda Date of Birth: 24/10/1973 Languages: English, Shona Gender: Male Passport No: Valid passport CN583368 (Zimbabwean) with a valid SA work permit. Waiting for issuance of permanent residence permit. Driver’s licence: Valid driver’s licence SUMMARY OF EXPERIENCE A competent Business/Technical Consultant with vast technical and business knowledge in Temenos Banking product (T24), extensive experience in the full life cycle of the software design process (SDLC), customized developments for T24 including requirements definition, design, Interface Implementation, testing and maintenance. Agile, good analytical skills, quick to learn and a hard working team player. bUSINESS AREAS OF COMPETENCE * Business requirement analysis and documentation * Data migration * Interface development * Functional Specifications Analysis * Jbase programming * ICT Strategy Planning and Management * User Acceptance testing * Disaster Recovery Management * Project management EDUCATIONAL QUALIFICATIONS * MBA * HND Computer Studies * Diploma in Computer Studies * Cambridge - GCE Advanced Level (Certificate) at Harare High School, Harare, Zimbabwe. 1992 * Cambridge - 8 Ordinary Level pass, Harare High School, Harare, Zimbabwe. 1990 CURRENT EMPLOYER 45 Degrees consulting (South Africa) - PERIOD April 2009 – TODATE PERIOD |...
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...DE1Y 35 Business Information Management February 2006 © SQA Business Information Management DE1Y 35 Acknowledgements Grateful thanks are expressed to COLEG for permission to use extracts throughout the material from the former Business Information Management pack (HN Unit Number A6GF 04), developed by Falkirk College. This permission has been received in writing and is given for inclusion in this publication and for use by COLEG member colleges. © Scottish Qualifications Authority – Material developed by Cardonald College. This publication is licensed by SQA to COLEG for use by Scotland’s colleges as commissioned materials under the terms and conditions of COLEG’s Intellectual Property Rights document, September 2004. No part of this publication may be reproduced without the prior written consent of COLEG and SQA. © SQA Version 1 2 Developed by COLEG Business Information Management DE1Y 35 Contents Acknowledgements Contents Introduction to the unit What this unit is about Outcomes Unit structure How to use these learning materials Symbols used in this unit Other resources required Assessment information How you will be assessed When and where you will be assessed What you have to achieve Opportunities for reassessment Section 1: The role of information in business Introduction to this section Assessment information for this section What is information? The nature of information Types of information Internal uses of information External use...
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...industry • Experience and demonstrated strength as a Technical Business Planner / Senior Business Analyst • Excellent administrative, consulting and communication skills Awards: | |YEAR |AWARD |REMARKS | |1. |2011 |QCF Level 7 POSTGRADUATE Diploma in Business Management (PgDip) |ASSOCIATION OF BUSINESS EXECUTIVES | |2. |2003 |British Computer Society (Honours Degree) in Information Technology |BRITISH COMPUTER SOCIETY – Graduated on | | | |(Certificate PGM, Diploma PGM, Professional Graduate Diploma, |the 4th of October 2003 | | | |Professional Project) | | |3. |2001 |Advanced Diploma in Business Administration |ASSOCIATION OF BUSINESS EXECUTIVES | Further Studies: 1. MBA (TopUp) University of Sunderland (UK) - 2012 - Global Corporate Strategy - International Business Environment - Dissertation Education: | |YEAR |EXAMINATION LEVEL |BODY/INSTITUTION | |1. |2011 |QCF Level 7 Postgraduate Diploma in Business Management |ASSOCIATION OF BUSINESS EXECUTIVES | |2. |Apr 2003 |Professional Graduate...
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...abdelalim@hotmail.com / abdelalim.ahmed@yahoo.com STRATEGIC MARKETING MANAGER / STRATEGY & BUSINESS PLANNING MANAGER Strong credentials in providing information and directions to promote organizational growth OBJECTIVE: Proactive decision maker, seeking to be a Senior Management Professional with a well established and globally reputed organization by utilizing the following strengths... ⇨ Possessing 12 years of expertise in marketing, strategic planning, business planning, commercial planning, project management, business process, performance management and team management. ⇨ Demonstrated exposure in Customer Relationship Management (CRM), Customer Service, Business Architecture, Governance Models, and eTOM & ITIL implementations. ⇨ Proficient in developing business cases, marketing plans, business proposals, governance models & frameworks, business plans and exploring new business management techniques and methodologies. ⇨ An efficient Team Leader, combining sound communication, interpersonal, mentoring, negotiating and problem solving skills with analytical & leadership capabilities to ensure operational excellence and strategic execution. Academics • Studying Strategic Marketing Management ‘‘Chartered Marketer’’ as part of the Continued Professional Development program (CPD) – United Kingdom, Chartered Institute of Marketing (in progress) • Master of Business Administration (Marketing), Arab Academy for Science, Technology & Maritime, Cairo...
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...Extensive experience in bridging technology and business goals to provide productive solutions. Expertise in managing and working on large-scale development, rollouts, implementations, and migration projects. Depth of experience complemented by international leadership of large outsourcing and infrastructure projects. Diverse experience in many industries including technology, finance, entertainment, and consulting. Natural leader with the unique ability to empower and motivate teams. Big picture focus and flawless execution. Proven areas of expertise include: • Budget planning/management • Negotiations with clients & vendors • IT systems integration • Relationships development management • Software development/implementation • Program/Project management • Vendor Selection & Management • Proposal/project planning and WBS development • Global Project Team • Risk assessment/management • IT service management • Configuration/Asset Management QUALIFICATION HIGHLIGHTS • A tried and tested “hands-on” IT PM professional with experience in IT, ITSM, ERP, QA, Strategy Development, Process Improvement, Team Building and Client Relationships. • Designed and developed packaged work products that enhanced CA Service Software Offerings, provided solution integrations with many third party ticketing systems and improved process integrations thru automation. • Engagement experience includes Program/Project Management, Business Analysis, PM methodology/process development...
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...usually work with over 100% of my performance. My knowledge and experience can bring more business values to company. KEY SKILLS * Programming languages: Java, C/C++/C#/Objective C. * Script: Javascript, Adobe ActionScript (PureMVC Framework). * Framework: Spring, Hibernate, JPA, PureMVC, Struts, SWING, EJB, JSP/Servlet, Web Services, RESTFUL Web Services, J2EE. * Web application server: IBM Websphere, Tomcat, JBoss. * Operation System: Linux (Ubuntu,Suse, Redhat, CentOS), Windows, MacOS. * Versioning tools: Maven, Subversion, CVS, Microsoft SourceSafe. * DBMS: PostgreSQL, Oracle, MSSQL Server, DB2, MySQL. * Methodology: SCRUM Agile. * IBM FileNet: Installation, application development. * IDE: Eclipse, IntelliJ, MS Visual Studio 2010. * Sharepoint: MS Sharepoint Administrator 2010. EDUCATION * Bachelor of Science, Software Technology, Ho Chi Minh Industrial University, Ho Chi Minh City, Vietnam, 2003. * Bachelor of Arts, Information Management Major, University of Economics HoChiMinh, Vietnam, 2009 PROFESSIONAL ACCREDITATIONS * Sun Certified Java Programming 5.0 (SCJP 5.0), 2007. * Sun Certified Web Component Developer 5.0 (SCWCD 1.4), 2007. * Sun Certified Business Component Developer 5.0 (SCBCD 5.0), 2009. * Sun Certified Developer For Java Web Service (SCDJWS), 2008. * IBM FileNet Business Process Management 3.5 Certificate, 2008. * IBM...
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...Int. J. Business Performance Management, Vol. 5, No. 1, 2003 1 Implementing performance measurement systems: a literature review Mike Bourne* and Andy Neely Centre for Business Performance, School of Management, Cranfield University, Cranfield, MK43 0AL, UK E-mail: m.bourne@cranfield.ac.uk *Corresponding author John Mills and Ken Platts Centre for Strategy and Performance, Institute for Manufacturing, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK Abstract: Currently, there is a great interest in performance measurement with many companies attempting to implement the balanced scorecard. However, there is also evidence that many of these implementations are not successful. This paper reviews the different performance measurement system design processes published in the literature and creates a framework for comparing alternative approaches. The paper then proceeds to review the literature on performance measurement system implementations and concludes that the performance measurement literature is at the stage of identifying difficulties and pitfalls to be avoided based on practitioner experience with few published research studies. This paper is the first of two, the second going on to consider performance measurement implementation from the point of view of the change management literature. Keywords: Performance measurement; management process implementation. Reference to this paper should be made as follows: Bourne, M., Neely, A., Mills, J. and Platts...
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...on Human Resource Management Bhushan Kapoor, Professor and Chair, Information Systems & Decision Sciences, Cal State University, Fullerton, USA ABSTRACT The roles and responsibilities of Human Resources departments are transforming as the modern business faces pressures of globalization. The global supply of talent is short of its long-term demand, and the gap is a challenge for employers everywhere. The shortage between the demand and supply of talent is likely to continue to increase, notably for high skilled workers and for the next generation of business executives. Now organizations need to place greater emphasis on attracting human capital rather than financial capital. Global staffing and management of a workforce diverse in culture and language skills, and dispersed in different nations are the key goals of global human resources. Only those multinational enterprises willing to adapt their human resource practices to the changing global labor market conditions will be able to attract and retain high performing employees. Companies with the ability to foresee their business needs and their workforce needs – especially for high skills – will gain the decisive competitive advantage. Keywords: Human Resource Management, Globalization, Data Analytics, Data Warehouse, Online Analytical Processing, Data Mining, Key Performance Indicators, Dashboards, Scorecards. INTRODUCTION Human Resources departments are transforming as the modern business faces numerous and...
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...THE KOREAN MANAGEMENT SYSTEM Cultural, Political, Economic Foundations Chan Sup Chang and Nahn Joo Chang Q Quorum Books Westport, Connecticut London Preface We approached the Korean management system from a cultural context. Although they share a common Oriental culture with other neighboring nations, Koreans maintain a unique culture. This culture, combined with the impact of the geopolitical environment of the Korean peninsula, results in a unique behavioral pattern. Thus, managers and workers in the Korean management system behave differently from their counterparts in other countries. The Koreans have accomplished remarkable economic success since the 1960s, and their management system has played a major role in contributing to this phenomenal economic achievement. Entrepreneurs, top executives, managers, and workers in the management system are all integral parts of the system, and they have performed their assigned jobs effectively. Therefore, to comprehend the unique nature of this Korean management system, we performed an in-depth analysis on its performance. The external environment of the Korean management system is a crucial factor in understanding it. In this kind of environment, the role of government is prominent because without active support from the government, no enterprise can survive and prosper. The government, in return, demands some favors from these enterprises, making this a quid pro quo, a unique feature of the Korean management system. We will...
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...CHAPTER ONE: INTRODUCTION OF RESEARCH PROBLEM 1.2 Research problem definition The first part will analyze parking environment with PEST model (Political, Economical, Social and Technological) in China and particular circumstances around airports, and then indicating the dramatic development of airline industry. According to these two factors, the research problem will be defined, aiming to reduce and resolve the adverse effects of the current problems. (用不用说具体的问题) 1.2.1 Chinese Parking environment: In China: Political: "The government often focuses on the dynamic transportation, or traffic rules, but ignore the static transportation or parking" said Ren Bomiao, director of the China Heavy Machinery Association's Parking Facility Committee (2006). Even though some big cities have proposed some solutions of parking problems, such as construction the parking lots, formulating various charging policies and parking standardization (Wu, 1999). There are also some defects in the terms of legislating and supervision of the regulations. Firstly, some regulations are not specific and detailed enough in different parking areas such as hospital, shopping mall, train station, especially airports. Secondly, the enforcement of the traffic law may be not strict and tough enough. Economical: China is now the world’s third largest automotive producer and the second largest consumer (Tong, 2010). According to the released data by China’s NBS (National Bureau of Statistics) in...
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...INTRODUCTION Management information systems encompass a broad and complex topic. To make this topic more manageable, boundaries will be defined. First, because of the vast number of activities relating to management information systems, a total review is not possible. Those discussed here is only a partial sampling of activities, reflecting the author's viewpoint of the more common and interesting developments. Likewise where there were multiple effects in a similar area of development, only selected ones will be used to illustrate concepts. This is not to imply one effort is more important than another. Also, the main focus of this paper will be on information systems for use at the farm level and to some lesser extent systems used to support researchers addressing farm level problems (e.g., simulation or optimization models, geographic information systems, etc.) and those used to support agribusiness firms that supply goods and services to agricultural producers and the supply chain beyond the production phase. Secondly, there are several frameworks that can be used to define and describe management information systems. More than one will be used to discuss important concepts. Because more than one is used, it indicates the difficult of capturing the key concepts of what is a management information system. Indeed, what is viewed as an effective and useful management information system is one environment may not be of use or value in another. Lastly, the historical perspective...
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...software product are the stand alone systems that are produced by a development organization and sold on the open market to any customer who is able to buy them. Examples of this type of product include software for PCs Such as databases, word processors, drawing packages, and project management tools. It also includes vertical applications designed for some specific purpose such as library information systems, accounting systems, or systems for maintaining dental records. Customized (or bespoke) software products are the systems that are commissioned by a particular customer. A software contractor develops the software especially for that customer. Examples of this type of software include control systems for electronic devices, systems written to support a particular business process, and air traffic control systems. An important difference between these types of software is that, in generic products, the organization that develops the software specifications. For custom software products, the specification is usually developed and controlled by the organization that is buying the software. The software developers must work to that specification. However, the distinction between these system product types is becoming increasingly blurred. More and more systems are now being built with a generic product as a base, which is then adapted to suit the requirements of a customer. Enterprise Resource Planning (ERP) systems, such as the SAP system, are the best examples of this...
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...Question 1 Outline the management control system at Xerox. What are the key elements that make the system work? Management control system prior 1980 Xerox focused more on accuracy and rigid systems rather than listening to the customer’s need and preference. For them, their business activities have to operate according to their business plan. The controllers were the numbers people and there have been never sufficient data or analysis to support management decision. Xerox also did not take care of the employees’ welfare and neglect to the good ideas from them. Therefore, some good people left the company. The corporate reporting and planning process was very long and bureaucratic, with more detail than most managers could absorb. Even worse, the reporting formats were not consistent between divisions that lead to the difficulty for the management to make decisions and analyze data. Management control system after 1980 David Kearns who was newly appointed as the chairman in 1982 was well aware of the problems faced by Xerox and hence developed a corporate revitalization plan called “Leadership through Quality” (LTQ). This plan emphasized on three major components which are; employee involvement, competitive benchmarking and the quality improvement process. Employee involvement as mentioned in LTQ is the problem solving process that uses quality circles, people empowerment, Ishikawa’s fish bone chart, and other tools. Competitive benchmarking is a standard for comparing...
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...converts inputs into greater value of outputs to maximize the profit of organization. Operation management is defined as the process of constantly improving the system to make and deliver firm’s primary goods and services (Investopedia, 2010). Supply chain is the movement of materials, information and finances from supplier to end users. Hence, operations and supply chain management (OSCM) can be described as the design, operation and improvement of the system that manufacture and transfer the firm’s primary products and services to final users. Operations and supply chain management is a functional area of business with clear line management obligations (Scribd, 2015). The 1970s Manufacturing strategy In the...
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...Report On Open Source ERP System By Dharit Gajjar (SSB10A07) Guided by Mr. Rakesh Pandya Sanskriti School of Business Near, DPS Harni, Harni-Virod Road, Vadodara-390022 www.ssbvadodara.net CERTIFICATE This is to certify that Dharit Gajjar (SSB10A07) student of Second level PGDM(IT) have successfully completed his project titled “Open Source ERP System ” towards partial fulfilment of the requirements of the subject “Enterprise Resource Planning” at Sanskriti School of Business, during the period August 2011 to November 2011. Project Guide Mr. Rakesh Pandya Executive Summary Information Technology in today’s world is must for cutting edge competition. The tendency is to produce more, with as little cost as possible and be reactive to the continuously changing needs and requirements of internal as well as external customers. That is why flexibility, adaptability and cost cutting are main reasons that are pushing increasingly more companies to adopt Open Source Enterprise Resource Planning (ERP) systems. The main objective of this study is to see whether open source ERP can satisfy the need of large organization as well as small and medium enterprises. Open source ERP systems are often targeted to enterprises whose requirements are not covered by standard software. Similar circumstances apply to organizations that need continuous adaption of the software to changing processes and needs. In this work the suitability of current open source ERP systems for these enterprises...
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