...on request. Table of Contents Introduction 1 Authority Signatures 2 Executive Summary 3 Phase 1: The Strategic Context 4 1 Business Needs and Desired Outcomes 4 1.1 Strategic Environment 4 1.1.1 Organizational Overview 4 1.1.2 Business Need 4 1.1.3 Drivers for Change 4 1.1.4 Business Outcomes 4 1.2 Strategic Fit 4 1.3 Detailed Description of the Business Need 5 1.3.1 Problem/Opportunity Statement 5 1.3.2 Prioritized Requirements (High Level) 5 1.3.3 Assumptions 5 1.3.4 Constraints 5 1.3.5 Dependencies 5 1.4 Scope 5 1.4.1 Boundaries 5 1.4.2 Stakeholder Analysis 5 Phase 2: Analysis and Recommendation 7 2 Preliminary Options Analysis 7 2.1 Evaluation Criteria 7 2.2 List the Possible Options 7 2.2.1 The Status Quo 7 2.2.2 Describing the Option 7 2.3 Screening of Options 7 2.4 Rationale for Discounted and Viable Options 7 3 Viable Options 9 3.1 Alignment 9 3.1.1 Strategic Alignment 9 3.1.2 Alignment with Desired Business Outcomes 9 3.2 Costs 9 3.3 Cost-Benefit Analysis 9 3.4 Implementation and Capacity Considerations of Viable Options 9 3.4.1 Contracting and Procurement 9 3.4.2 Schedule and Approach 9 3.4.3 Impact 10 3.4.4 Capacity 10 3.5 Risk 10 3.5.1 Option Risk Summary 10 3.5.2 Risk Register 10 3.6 Benchmark 10 3.7 Policy and Standard Considerations 10 3.8 Advantages and Disadvantages 11 4 Justification and Recommendation 12 4.1 Comparison Summary 12 4.2 The Preferred Option 12 4.2.1 Recommendation 12 4.2.2 Deciding Factors 12 ...
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...Strategic maps Name Institution A strategic map is a drawing which helps to describe the way an organization develops values by organizing its objectives and it documents the basic goals that an organization or the top management plans to peruse. The strategic maps convert assets which cannot be felt by touch, to results which are tangible and help in balancing scorecards. This document was first developed in 1990s which appeared in many books towards the end of the year. Strategic maps ensure success in strategies as they assist ass to better the management of our strategies, they also help in the communication of the strategy and also in capturing the strategies the opinions of ones teams in a more productive manner. They help us be sure of the future outcomes and avoid imaginary hopes. The creation of a strategic map includes merging various factors and information on the same page so as to ease communication. The strategic maps show every objective as a text within a shape (in most cases, an oval or rectangle), less than 20 objects and a broad interconnection between the objectives as they are joined together or linked by the arrows. There are four major perspectives that are attended to by the strategic maps; learning and growth perspective, financial perspective, the clients’ perspective and internal business perspective (Meredith & Shafer 2013). The financial perspective aims at developing a long lasting value to shareholders and coming up from the production strategy...
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...Manufacturing organizations produce a tangible product that can be seen, touched, and directly measured. The manufacturing quality dimensions are performance, features, reliability, conformance, durability, serviceability, aesthetics, and perceived quality. In contrast to manufacturing, service organizations produce a product that is intangible. Q5. Why is communication within an organization an important part of the quality improvement process? It is difficult to devise a coherent strategic plan relating to quality when communication is imprecise. One important attribute of a strategic plan is functional alignment or consistency. If different departments in a company understand quality differently, then the strategic plan will not be in alignment. Understanding that different definitions and dimensions of quality exist allows measures to be taken to provide a good basis for communication and planning. Q7. Describe the “systems view” that underlies modern quality management thinking. Which of the perspectives of quality discussed in chapter 1 is most closely aligned with the systems view? The system view involves the understanding that product quality is the result of the interactions of several variables, such as machines, labor, procedures, planning, and management. Operation management focuses on the management and continual improvement of conversion processes. This system view focuses on interactions between the various components that combine to produce a product or service...
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...2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments is the alignment between IT and the competitive strategies of a firm. Yet it is largely...
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...Contents Executive Summary 3 Introduction 3 Problems and Causes 4 Question 1 4 Question 2: 5 Question 3: 6 Conclusions: 8 Prioritised Recommendations 8 Final Recommendations (General Lessons Learnt) 8 Introduction The mandate of Syndicate study group Joburg South is to analyse this case study about a Midsize pharmaceutical company under the leadership of Jennifer Childs (Owner and CEO). The company has sales offices or manufacturing plants in eight countries. At the October staff meeting the CEO asked three manager to develop a prioritized list of potential projects and to meet with her to sell on their ideas. According to the CEO company profits for the year are expected to be more than 2m$ more than anticipated, the CEO tell them she would like to reinvest this additional project by funding project within the company, that will either increase sales or reduce costs. Further the instructions is that the managers must not assume that the funds will be divided equally amongst the three of them. The CEO further states that she is willing to put all the funds on one project if it seems appropriate. The company has the following key personnel: Julie Chen Manager product development and he has a team of scientists working on a new prescription drug. Tyler Ripken is employed as a manager production at the firm’s largest and oldest manufacturing facility and has been with the company for only 6 months Jeff Mathews Manager operations is...
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...have completed the following steps: • Identified the organization for your report • Interviewed at least one key mid-level or senior-level manager • Created a market position analysis • Conducted an external environmental scan in preparation of your final report and presentation In this assignment, you will generate a preliminary strategy audit in preparation for your final course project. Prepare a report that includes the following: • In preparation for your course project, prepare the preliminary strategy audit using the tools and framework you have focused on so far including the following: o Analysis of the company value proposition, market position, and competitive advantage o External environmental scan/five forces analysis • Identify the most important (5-7) strategic issues facing the organization or business unit. o You may modify the strategic issues in your final report based on the additional analysis you will conduct in the next module as well as the feedback you receive on this paper from your instructor. o Keep in mind that it is important to look at the strategic issue(s) from more than just one perspective in the business unit or company—speak to or research the issue from more than one angle to offer a 360-degree approach that does not cause more problems or issues. o Strategic...
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...of sales amounts due from Travel Agents, and settling of the funds due to Airlines, this process is done through the Hinge Bank Account while ensuring the funds of the Airlines are safeguarded against any risk. The business unit is comprised of a Central Team in XXXX, managing the coordination and development of the process, combined with a Regional Team responsible for execution of the daily operations. The development of the strategy map, allows the Funds department to address the following areas: ➢ Identification and Alignment of the Funds objectives with the “DEPARTMENT Strategic House” and Vision. ➢ Communication Tool to allow the stakeholders to understand the key areas the department are focusing on. ➢ Identifying the cause and effects of implementing certain processes and strategies, and how this would contribute to driving the organizational objectives. [pic] [pic] Learning and Growth Perspective People, Performance & Development: ➢ One of the key objectives of DEPARTMENT is to deliver its mission, by making the organization a great place to work through living and upholding its values on an everyday basis. o Ensure the staff are well trained: The Funds Teams need to be well trained. The ability to create a “teach and learn” culture among the team. o Promote International Career Development: DEPARTMENT is strongly committed to providing employees with greater opportunities for promotions and transfers...
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...provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed by Robert Kaplan and David Norton of Harvard University in 1990. The line of the balanced scorecard runs deep, and include the revolutionary and path breaking work of General Electric on performance measurement coverage in the late 1950’s and the work of French engineers in the early part of the 20th century in France. Due to the fact that balanced scorecard term is a generic, it is interpreted differently by different people, and in practice, there are wide variations in both understanding and implementation. To some, the balanced scorecard is just a simple control panel indicating performance measures, while to others it is a inclusive planning and management system encompassing the whole organization and planned to focus efforts on business strategy and more significantly on performance and results. The balanced scorecard has steadily developed from its early use as a simple performance measurement framework for non-financial performance measures to a full strategic planning and management system. The “new” balanced scorecard transforms an organization’s strategic plan from an attractive but passive document into the "marching orders" for the organization on a daily basis. It provides a framework that provides performance measurements and also helps planners...
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...Audit Guide Auditing IT Governance Global Technology Audit Guide (GTAG®) 17 Auditing IT Governance July 2012 GTAG — Table of Contents Executive Summary......................................................................................................................................... 1 1. Introduction................................................................................................................................................ 2 2. IT Governance Risks................................................................................................................................... 7 3. Aligning the Organization and IT — Key Considerations................................................................ 12 4. The Role of Internal Audit in IT Governance............................................................................ 15 Conclusion....................................................................................................................................................... 18 Authors and Reviewers.............................................................................................................................. 18 Appendix — IT Governance Risk Assessment/Engagement Planning Considerations............................................. 19 iv GTAG — Executive Summary Executive Summary To support the heightened importance of IT governance and the mandatory nature of the International Standards for the Professional Practice of Internal...
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...Auditing IT Governance Global Technology Audit Guide (GTAG®) 17 Auditing IT Governance July 2012 GTAG — Table of Contents Executive Summary......................................................................................................................................... 1 1. Introduction................................................................................................................................................ 2 2. IT Governance Risks................................................................................................................................... 7 3. Aligning the Organization and IT — Key Considerations................................................................ 12 4. The Role of Internal Audit in IT Governance............................................................................ 15 Conclusion....................................................................................................................................................... 18 Authors and Reviewers.............................................................................................................................. 18 Appendix — IT Governance Risk Assessment/Engagement Planning Considerations............................................. 19 iv GTAG — Executive Summary Executive Summary To support the heightened importance of IT governance and the mandatory nature of the International Standards for the Professional Practice...
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...Aligning Human Resources & Strategic Plans John P. Righeimer Maverick Energy Contents Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the...
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...IT STRATEGIC PLANNING “You’ve got to be very careful if you don’t know where you are going, because you might not get there.” Yogi Berra BACKGROUND Henry Mintzberg, former president of the Strategic Management Society, points out that “strategy can not be planned because planning is about analysis and strategy is about synthesis.” 1 Failure to recognize this basic distinction accounts for the frequent failure of such exercises, as does an excessive focus on technical detail, lack of suitable leadership, and perhaps most important, failure to align technology to institutional mission and priorities. Strategic planning involves a structure or framework, a set of procedures (both formal and informal), and of course content. Beyond these basic elements, the underlying assumptions about strategic planning are that the future can be anticipated, forecasted, managed or even controlled, and that the best way to do so is to have a formal and integrated plan about it in place. The process of planning itself may turn out to be more important than the results, and that process requires, as Mintzberg suggests, both analysis and synthesis. Planning simply introduces a formal “discipline” for conducting long-term thinking about an institution, and for recognizing opportunities in and for minimizing risks from the external and internal environments. Among the hundreds available, perhaps the most well-know model of strategic planning has the SWOT (for strengths, weaknesses, opportunities...
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...flexibility into design, production, and distribution or, Sony that purchases components from suppliers in Thailand, Malaysia, and around the world. These examples lead to my next points. Under the concept of strategy’s four perspectives, there is an external and internal overview that permits framework for a deep analysis or SWOT, which will help to develop an effective strategy formulation. It is not easy to explain market movements but we can have in mind the flow of the strategy decision areas (resources, capabilities, processes) and performance objectives (customer needs, market positioning, competitors actions). In the other hand, top-down/bottom-up perspective give us a concept that clarify the link over a corporate strategy, tactical and operational experience. To understand this concept, I prefer to support my analysis on the five generic competitive performance objectives, that allow us to understand the necessity of being right (Quality), being fast (Speed), being on time (Dependability), being able to change (Flexibility) and being productive (Cost). For example, Wal-Mart based its strategy over a cost strategy offering to customers the lowest prices. That was their competitive priority. According to Ivanov, D. (2010) there is a sort of divorce between strategic, tactical and operational planning approaches and decisions on supply chain were made over...
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...Aligning Human Resources & Strategic Plans John P. Righeimer Maverick Energy Contents Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the...
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...A Dissertation Report On “Putting HR on Balanced Scorecard” (A Case Study of Verizon) (SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT) (Approved by AICTE, Govt. of India) ACADEMIC SESSION (2008-10) Under the guidance of: Submitted by: Supervisor Name Your Name Lecturer (college name) Roll: - PGDM-08/012 College Address PREFACE There is a famous saying “The theory without practical is lame and practical without theory is blind.” Alignment of the Human Resource with the overall strategy of the company is a very big and toughest challenge for the company. Human resource is an important part of any business and managing them is an important task. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of College Name has with a modern system of practical training of repute and following management technique to the student as integral part of PGDM. ACKNOWLEDGEMENT “It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception.” On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages...
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