...range of widely recognised qualifications. Further Information BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United Kingdom. T +44 (0) 1793 417 424 F +44 (0) 1793 417 444 www.bcs.org/contact Second Edition BUSINESS ANALYSIS EDITED BY Debra Paul, Donald Yeates and James Cadle © 2010 British Informatics Society Limited All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may be reproduced, stored or transmitted in any form or by any means, except with the prior permission in writing of the publisher, or in the case of reprographic reproduction, in accordance with the terms of the licences issued by the Copyright Licensing Agency. Enquiries for permission to reproduce material outside those terms should be directed to the publisher. All trade marks, registered names etc. acknowledged in...
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...components – system, mission critical system, data information p. 7-8 Hardware and software p.8 – application system, enterprise application, horizontal system Legacy system p.9 Data p.9 – tables Processes p.9 People/stakeholders p.10 Business proses modelling BPM p.10 Business profile, business process p.10 Business process modelling notation (BPMN) p. 10 Modeling tools p.10 New kinds of companies p.11 Product oriented and service oriented p.11 Internet dependent/dot.com p.12 Brick and mortal/tradisional firms p.12 Impact of the internet p.13 B2C p.13 B2B p.14 Business information systems p.15 Enterprise computing p.15 Enterprise resource planning (ERP) p.15 Transaction processing (TP) p.15 Business support p.16 Management information system (MIS) p.16 Knowledge management/expert systems p.16 Knowledge base p.17 Interfence rules p. 17 User productivity systems p.17 Top mangers p.18 Strategic plans p. 18 Knowledge workers p.19 Supervisers and teamleaders p.19 Operational employees p.19 Modelling p.19 Business model/requirement model p.19 Data model p.19 Object model p.19 Network model p.19 Process model p.19 Prototyping p.20 Prototyping tests p.20 Computer aided system engeneering (CASE) p.20 Case tools p.20 System development methods p.21 Project management p.22 Structured analysis p.22 System planning p.23 – preliminary investigation, feasibility study System analysis p.23 System design – system design phase, system design specification...
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...Title: Which part of my marketing spend really works? – Marketing Mix Modelling may have an answer. Author Shaun Doyle Shaun Doyle is a senior consultant at Synergy Company. Mr. Shaun Doyle has extensive experience in the design, development and implementation of customer-focused database marketing systems in a number of business sectors, and has helped design and build more than 150 marketing databases and campaign management for blue chip enterprises in financial services, retail, mail order, utilities, charity, media and telecommunications sectors. He has worked in US, Europe, Asia and Australia. He was previously VP Intelligent Marketing Solutions at SAS. In this role he worked with various parts of the SAS organisations to develop business-orientated solutions for marketing, in particular SAS Marketing Automation (MA) Solution and SAS Industry specific solutions for Telco and Retail banking. He was founder and chairman of Intrinsic, a campaign management vendor acquired by SAS in March 2001. Synopsis The last few years has seen a growth in the use of statistical techniques to monitor the effectiveness of integrated marketing activities. This paper explores one of these techniques, Marketing Mix Modelling (MMM) and describes at a high level the key components of an MMM solution. Introduction “I waste half of the money I spend in advertising. I just don't know which half.“ Is a famous quote first attributed to John Wanamaker a US store merchant in 1862. The sad news is that...
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...A CRITICAL ANALYSIS OF THE ARTICLE “THE CRITICAL SUCCESS FACTORS OF BUSINESS PROCESS MANAGEMENT” WRITTEN BY TRKMAN (2010) COHORT 5 (BSS001-6) TABLE OF CONTENTS Pg 1. Executive summary……………………………………………………….......3 2. Introduction……………………………………………………………….…....4 3. Importance of the Study……………………………………………………....5 * BPMs relevance & Importance to Information Systems……………...5 4. Research problems and significance………………………………….........6 5. Contributions and originality……………………………………………...….7 6. Theoretical arguments………………………………………………………..8 *The Contingency Theory……………………………………………...….8 * Dynamic Capabilities Theory:……………………………………..…….9 *Task Technology Fit………………………………………………..….….9 7. Research methods ……………………………………………………..….....9 *An outline of the methods used for the research study……..…......…9 *Description of methods…………………………………………….......10 *Analysing the Methods suitability for the study………………………10 8. Key Findings of the study ………………………………………………..…12 9. Research Limitations ……………………………………………………….13 10. Suggestions for future research……………………………………….….14 11. Conclusion…………………………………………………………………...15 12. References…………………………………………………………………..16 13. Appendix* EXECUTIVE SUMMARY According to Zairi’s (1997) definition, BPM...
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... |3 |1 |0 |4 | |BA9107 |Legal Aspects of Business |3 |0 |0 |3 | |BA9108 |Seminar I – Management Concept |0 |0 |2 |1 | | |Total | | | |25 | SEMESTER – II |Code No. |Course Title |L |T |P |C | |BA9121 |Operations Management |3 |0 |0 |3 | |BA9122 |Financial Management |3...
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...PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data: from internal to external reporting 34 Step 5 – Developing a route map to human capital reporting 40 Case Studies 1 Engaging employees to drive business performance – Standard Chartered 44 2 The service–profit chain – Nationwide 48 3 Reporting a 'People P & L’ – RAC 51 4 Building a people strategy – MultiCo 54 5 Linking people to business...
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...prathapoburai@yahoo.co.in Phone: 0091-79- 2632 4942 Professor Michael J Baker. University of Strathclyde, Glasgow, United Kingdom This paper is a revised version of a competitive paper reviewed and accepted for presentation at the Academy of Marketing 2004 conference, July 06-09, Cheltenham, University of Gloucestershire Business School, England, United Kingdom 1 A Grounded Exploration of Sales and Distribution Channel Structures in Thirteen Industries in India Leading to a Classification Scheme Abstract Innovation is a fundamental virtue of marketing. In this paper, a case is made to promote the use of innovative and novel combinations of research methodologies to derive new insights of business phenomena. This study is an attempt to understand and explain the sales and distribution channel structures in thirteen different industries in India. The investigation adopted a mix of case research and grounded theoretic research methodologies in exploring the subject under scrutiny. The study offers a classification scheme for grouping marketing channels into homogenous clusters based on similarity/dissimilarity using multivariate multidimensional mapping techniques. This scheme offers to explain the variety found in structures and suggests alternative channel possibilities. Such a scheme can be used in formulating marketing strategies and in deciding upon operational issues as well. While the main setting of the reported findings is Indian, the findings may prove to...
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...Risk Management Student Name: Martin Norberg Student Number: 11284960 Course: Management Consulting principals Course code: BMGT43560 Lecturer: Kathleen O’Reilly Date: 17/11/2011 Table of Contents INTRODUCTION RISK MANAGEMENT BUSINESS ACTIVITIES RELATED TO RISK MANAGEMENT HOW TO BUILD RISK INTO AN ORGANISATION’S BUSINESS MODEL DELAYING PRODUCTION COMMITMENTS TRANSFERRING RISK TO OTHER PARTIES IMPROVE THE INFORMATION MANAGEMENT RISK MISMANAGEMENT TRENDS IN RISK MANAGEMENT THE FUTURE OF RISK MANAGEMENT CONCLUSION LIST OF REFERENCES BOOKS E-‐JOURNALS WORLD WIDE WEB 2 2 3 4 4 5 5 6 6 9 9 10 10 10 10 1 Introduction In this report one will analyse the consultancy area Risk management. One will describe the essence of Risk management, the trends, the future and enhance theories with “best practice-‐” but also “worst practice-‐“ examples from different industries...
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...Introduction and Overview Business complexity and increase in uncertainty amplifies the conflict between documented means of managing risk and current practices. While companies had been conventionally addressing issues of foreign exchange, taxation, interest rate and prices, the widespread adaptation of internet in sourcing customers and online facilities are creating a new wave of corporate risks. Do current corporate risk practices prove wrong the established academic theories? Large Corporation such as Lehman Brothers, Northern Rock, Royal Bank of Scotland and many organisations had fallen to receivership all across the world showing the evident of the necessity of risk management strategy and a business continuity strategy. Some multi national organisations had also been exposed to risks such as Sony with unidentified battery issue before release of product in 2006, Dell supply chain problem in 2007, fiasco caused by software failure in 2008 to British Airways etc. This is because they had failed to take into account risks that could be created by people, resources and occurrence that is outside the normal business practises. Risk management is now an essential element of organisation’s strategy by putting in place a process to handle risk in priority of the likelihood of occurrence. The managerial decisions necessary for smooth running of organisation cannot be taken without element of risk. As a cornerstone of business practice the question management need to be...
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...the four types of artificial intelligence systems used by organizations today. Describe how AI differs from TPS, DSS, and EIS. Describe the importance of business process improvement, business process reengineering, business process modelling, and business process management to an organization and how information systems can help in these areas. This chapter describes various types of business information systems found across the enterprise used to run basic business processes and used to facilitate sound and proper decision making. Using information systems to improve decision making and re-engineer business processes can significantly help organizations become more efficient and effective. ? 2.4 2.5 As a business student, you can gain valuable insight into an organization by understanding the types of information systems that exist in and across enterprises. When you understand how to use these systems to improve business processes and decision making, you can vastly improve organizational performance. After reading this chapter, you should have gained an appreciation of the various kinds of information systems employed by organizations and how you can use them to help make informed decisions and improve business processes. opening case study Information Systems Improve Business Processes at Grocery Gateway Grocery Gateway is Canada’s leader in the online retailing of home and office delivered groceries. Founded by a group of entrepreneurs with the idea that people...
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...Introduction 1. Banking industry and financial sector Within the global banking industry, financial sector is an important part of overall global economy and is primarily composed of banking institutions, money markets and financial brokers. This sector is considered as a vital component of developed economies such as the USA, UK, Switzerland and Japan. The definition of a retail bank as described by the banking industry is that it operates within the financial institutions offering services such as adjustable rate mortgages, financial derivatives, bank credit and debit cards, electronic banking etc. Theses organizations are also regulated and controlled by industrial standards’ legislation and regulations that should be adhered to, in order to successfully operate in the industry (Bennett Kottasz, 2012). However this sector, that plays a key role in economic integrations of countries (Winder, 2013), had recently shown signs of distress mainly due to uncontrolled lending and unwarranted risk-taking activities (Habib, 2013). In addition, there had been a lack of transparency. Incidents within last decade such as Lehman Brother collapse and financial meltdown of 2008, created lots of ambiguities in understanding banks risks from imitative trading and therefore unwillingness of any bank to trade or lend to any of the bank. In particular these incidents create an uncertain situation where it is difficult to speculate which particular financial organization might unexpectedly collapse...
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...g@icicionesource.com ABSTRACT This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices. Keywords: Knowledge management; KM Cyberary; Ontologies; Industrial Credit and Investment Corporation of India Ltd (ICICI) INTRODUCTION Knowledge Management (KM) is the process of gathering, managing and sharing employees' knowledge capital throughout the organisation. Knowledge sharing throughout the organisation enhances existing organisational business processes, introduces more efficient and effective business processes and removes redundant processes. It is a discipline that promotes a collaborative and integrated approach to the creation, capture, organisation access and use of an enterprise's knowledge assets. KM has now become a mainstream priority for companies of...
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...| | | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International...
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...in process operations and management. A great deal of research has been undertaken on facility location and design, inventory and distribution planning, capacity and production planning and detailed scheduling. Only a small proportion of this work directly addresses the issues faced in the pharmaceutical sector. On the other hand, this sector is very much ready for and in need of sophisticated supply chain optimisation techniques. At the supply chain design stage, a particular problem faced by this industry is the need to balance future capacity with anticipated demands in the face of the very significant uncertainty that arises out of clinical trials and competitor activity. Efficient capacity utilisation plans and robust infrastructure investment decisions will be important as regulatory pressures increase and margins are eroded. The ability to locate nodes of the supply chain in tax havens and optimise trading and transfer price structures results in interesting degrees of freedom in the supply chain design problem. Prior even to capacity planning comes the problem of pipeline and testing planning, where the selection of products for development and the scheduling of the development tasks requires a careful management of risk and potential rewards. At the operation stage, it is often difficult to ensure responsiveness. Most pharmaceutical products involve primary active ingredient (AI) production (often multi-stage chemical synthesis or bioprocess) and secondary (formulation) production...
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...Asset and Liability Management model 1. Deterministic Model ...................................................................... 1 1.1. 1.2. 1.3. 1.4. 1.5. Conceptualisation ........................................................................... 2 Data modelling................................................................................. 3 Algebraic model .............................................................................. 4 Implementation................................................................................ 5 Solution ............................................................................................ 6 Problem .......................................................................................... 10 Algebraic formulation ................................................................... 11 AMPL formulation ......................................................................... 11 Solutions ........................................................................................ 13 Algebraic formulation ................................................................... 18 SAMPL formulation ....................................................................... 18 Solutions ........................................................................................ 20 Stochastic information ................................................................. 22 Solution .................................................................
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