...T1 Consultants The Case of Community Health Initiatives MBA #511 (Stark) Spring 2011 Team #1 Prepared by: Jim Arthur Bob Bordine Wanyun Zhong (Emily) Lu Tang Jason Blevins Respectfully Submitted: October, 2011 A Plan for Stephanie & CHI TABLE OF CONTENTS Plan summary…………………………………………………………………………3 Budgeting Process…………………………………………………………………….4 Dash Board……………………………………………………………………………5 Non-Profit Ratio Measurements’/Standards………………………………………..9 Professional Development..................................................................................….....12 14 Rules for Managing the Board…………………………………………………..13 Closing Statement……………………………………………………………………16 Appendix……………………………………………………………………………..17 Supplemental Dash Board calculations…..………………………attached via Excel Plan Summary Community Health Initiatives (CHI) is a nonprofit whose mission is to provide education and support to chronically ill individuals and their families who reside in the surrounding metropolitan area. Stephanie has recently been hired as the director of finance of CHI and faces many challenges as the organization has doubled in size over the past year. The goal for both CHI and Stephanie is to develop a plan which Stephanie can follow over the next 3 months as she develops accounting processes that will provide the CHI leadership (executive director...
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...RMIT School of Business Information Technology ISYS1015 ASSIGNMENT SUBMISSION SHEET Family Name: Shen Student Number : 3354450 Personal Name(s) : Helin Contact Telephone Number 0420860306 Assignment Title Student Journal Course Coordinator Barry McIntyre Date Due Date Submitted 1 SEP 2014 This statement should be completed and signed by the student(s) participating in preparation of the assignment. A. Declaration and Statement of Authorship: 1. I/we hold a copy of this assignment, which can be produced if the original is lost/ damaged. 2. This assignment is my/our original work and no part of it has been copied from any other student’s work or from any other source except where due acknowledgement is made. 3. No part of this assignment has been written for me/us by any other person except where such collaboration has been authorised by the lecturer/teacher concerned and is clearly acknowledged in the assignment. 4. I/we have not previously submitted or currently submitting this work for any other course/unit. 5. This work may be reproduced, communicated, compared and archived for the purpose of detecting plagiarism. 6. I/we give permission for a copy of my/our marked work to be retained by the School for review and comparison, including review by external examiners. I/we understand that 7. Plagiarism is the presentation of the work, idea or creation of another person as though it is your own. It is a form of cheating and is a very serious academic offence that may lead...
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...improve people’s lives. Show business has always fascinated me, for this very reason, I have been working with a Mumbai based theatre group called “Banjara” as their financial advisor. My primary responsibilities at Banjara included gathering & distributing funds. I have also worked with directors, producers and designers to convey cohesive vision of Banjara’s productions. During my tenure at Banjara, I gained both valuable insight and had hands on experience with the workings of the entertainment industry. I gained sufficient practical experience in stage management, marketing and publicity for theatres, venue design and planning, financing, preproduction and facility management. Simultaneously, I have been working for Polaris Financial Technology Limited as a consultant since July, 2011. My job responsibilities at Polaris included optimizing “Business Process Management” product for Barclays and Llyods Banking Group. Altogether this has been a resourceful experience for me since I multitasked and learned various techniques and technologies used in business process optimization. The Ph.D. Program at MIT Sloan would provide the kind of exposure needed to broaden my thinking and undo my insular prejudices that might be still prevalent in me. In an institution of such confluence of people from every culture, nationality, religion and ideology, I am sure that exposure to these kinds of diverse influences would aid in the overall development of my personality. I also believe...
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...BUSINESS INTELLIGENCE TRENDS The Next Generation of Performance Management Updated 2/16/2010 Attivio® 246 Walnut Street Newton, MA 02460 o +1.857.226.5040 | f +1.857.226.5072 | e info@attivio.com www.attivio.com BI Trends: The Next Generation of Performance Management Every year, technology research firm Gartner surveys 1,500 CIOs. As has been the case for several years, the firm’s 2010 survey1 revealed that BI applications are among the top technology focus areas for CIOs. And business process improvement is the top business priority for IT, followed immediately by reducing costs and improving the use of information and analytics. According to Bob Kaplan and David Norton, the creators of the Balanced Scorecard (the most commonly used performance management system2), “breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance.” Kaplan and Norton define a management system as the “integrated set of processes and tools that a company uses to develop its strategy, translate it into operational actions, and monitor and improve the effectiveness of both” and point out that “the failure to balance the tensions between strategy and operations is pervasive…with various studies published in the past 25 years indicating that 60% to 80% of companies are fall short of the success predicted from their strategies.”3 So why are CIOs spending so much time and energy on BI? These technologies are the platform...
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...1. BPM Automation Package – DB2 from IBM In my Organisation we use DB2 database management tool which provides scale, reliability and also specific to the Operating System that our firm uses. Over a period of time, this tool has helped the company to transform the data centre completely to suit the business dynamics and increased competition. Through this tool, we have been able to manage the business than managing the database. Modules present in the DB2 Package Linkage between the efficiency of this tool under the stated capabilities 2. BPM Automation Package – Cognos 8 from IBM Fortunately, IBM is Idea Cellular’s official IT outsourcing arm, we have access to some of the most world class Business Process Management tools. One such tool is the Cognos front-end tool from IBM. This tool combines the features of all previous Cognos products and applications and provides a complete and scalable solution for corporate business management information and reporting Various capabilities of Cognos 8 are detailed below: 1. Multiple Integrated applications providing Business intelligence o Query studio used for basic adhoc reports and a lighter version of report studios o Report Studio used to create and manage multiple advanced reports which are standardised and distributed to various people of different functions containing dashboards charts, maps and other graphical elements o Analysis Studio used to analyse OLAP cubes and explore data in multidimensional...
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...provides enterprise software and computer hardware products and services. It develops, manufactures, markets, hosts, and supports database and middleware software, applications software, and hardware systems. It is organized into three businesses: software, hardware systems and services. Its software business consists of two segments: new software licenses and software license updates and product support. It’s hardware systems business consists of two segments: hardware systems products and hardware systems support. It authorizes database and middleware software, including database and database management, application server and cloud application, service-oriented architecture and business process management, business intelligence, identity and access management, data integration, Web experience management, portals, and content management and social network software, as well as development tools and Java, a software development platform; and applications software comprising enterprise resource planning, customer relationship management, financials, governance, risk and compliance, procurement, supply chain management, enterprise portfolio project and enterprise performance management, business intelligence analytic applications, Web commerce, and industry-specific applications software. It also provides customers with rights to unspecified software product upgrades and maintenance releases; Internet access to technical content; and Internet and telephone access to technical support...
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...Information & Management 45 (2008) 257–269 Contents lists available at ScienceDirect Information & Management journal homepage: www.elsevier.com/locate/im IT governance for enterprise resource planning supported by the DeLone–McLean model of information systems success Edward W.N. Bernroider * Vienna University of Economics and Business Administration, Department for Information Business, Augasse 2-6, 1090 Vienna, Austria A R T I C L E I N F O A B S T R A C T Article history: Received 18 May 2005 Received in revised form 24 August 2007 Accepted 11 November 2007 Available online 1 May 2008 I investigated the role of IT governance in driving the success of ERP projects. The tool for assessing ERP value was a comprehensive, multivariate and validated model adapted from the widely used Delone and McLean model of IS success. This showed that ERP investments were more effective in organizations having an IT governance domain consisting of proactive strategic guidance and participatory team building. Large enterprises, however, under-performed compared to SMEs and needed specific performance drivers, such as top management commitment to become effective. ß 2008 Elsevier B.V. All rights reserved. Keywords: ERP IT governance IT success IT value delivery Empirical survey 1. Introduction Today’s business requirements have moved IT governance into the focus of attention. The core processes underlying effective and comprehensive IT governance...
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...Gartner Business Process Management Summit 2013 13 – 14 March | London, UK | gartner.com/eu/bpm Aspire, Challenge, Transform: Driving Breakthrough Business Performance TriP rePorT The annual Gartner Business Process Management Summit was held on 13 – 14 March 2013, at the Park Plaza Westminster Bridge. This report summarizes and provides highlights from the event. SAve The DATe The Gartner Business Process Management Summit 2014 will take place on 19 – 20 March in London, UK. We hope to see you again! overview This year’s event was focusing on helping delegates break free from small scale, iterative BPM projects to deliver truly game-changing business transformation. In the opening presentation of the summit, Summit Chair John Dixon invited you to aspire to greater things, to challenge the status quo in your organizations and to transform your organizations using BPM. We carried this theme into our keynotes and track presentations, and we hope it has helped to spark some new ideas that will make a difference to you and your organization. TABle of ConTenTS Park Plaza Westminster Bridge, London, UK Tina Nunno speaking at the Gartner Business Process Management Summit 2013 2 3 5 Key Take-Aways Keynote Sessions Top of Mind Concerns — What Attendees Asked About Top 10 Most-Attended Sessions Attendee Snapshot Top 10 best-rated sessions Sponsors Post Event Resources 5 5 6 7 8 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a...
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...aspects of management (Consultant, 2012).” Throughout my career path consulting has played an important role in my everyday work experience. Being in the healthcare field we face dramatic changes when it comes to customer conduct, market dynamic forces, and regulatory demands. As a Junior Executive for Scripps Hospitals one of my focuses is to ensure value care for patients and also reduce cost and increase revenues. Also, play the role of consultant with situations that the day might bring towards our hospital. One consulting incident that I recall from not too long ago was to develop a faster process of opening and renewing contracts with insurance companies and accelerate the process of payment for services. “Most typically, the provider and payor begin negotiating contract renewals nine months before the contract is up. Most contracts are one to three years in duration, so these negotiations happen quite frequently (Weiss, 2012).” It was currently taking very long for us to serve our contract payors and that made our customer service skills below average. Insurance companies doubted on whether to renew contracts with us due to this issue. To make matters worse, it also delayed payments which affected our finances. I was responsible to find ways to better serve the hospital and our fellow contractors to ensure a better business situation. As a consultant of this operation I decide to sit down and analyze the issue and develop an alternative solution. My goal was to...
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...INTRODUCTION TO BUSINESS INFORMATION SYSTEMS Swinburne University of Technology Faculty of Information and Communication Technologies Satish Krishnamurthy (4921232) HIT5401 Jason Sargent Assignment 1 September 1, 2013 PART A Answer 1: Describe the information age and the difference between data, information, business intelligence and knowledge. Information age began somewhere around mid 1970’s and is the current era we are living in. It is often referred to as Digital Age or Computer Age, where vast amount of information is freely, readily available at a snap of finger and easily accessed by many people mainly through Internet, mobile and computer technologies globally, that is information is available across the globe irrelevant of cultures and its continuously changing and updating new information. * Data is just raw facts and figures such as text, graphs, pictures etc., * Information is processed data i.e., data interpreted or communicated by giving it some meaning. * Business intelligence is applying information and communication technology tools like IBM Cognos Business Intelligence application and similar technologies that is used to gather, analyze data and information which helps in making good business decisions from reliable and accurate information. [1] * Knowledge is derived from skill, information and experience of a person combined with business intelligence. For example, business analysts gather most of their knowledge from business intelligence...
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...Introduction: Business process management is one way organizations can imbibe the culture and framework for production efficiency and continual quality improvement (Okaland, 2003). Since the values and success of TQM are best archived when the organization as a whole accepts, understand and adheres to the guiding practice and processes established as enablers towards achieving results, it can then be said that an organizations business process model or framework should recognize all relevant stakeholders (both internal and external) and incorporate operation intricacies of these stakeholders into the overall quality improvement plan. Turbit (2005) made emphasis that once an organization establishes its primary mission the business process model of any of its functioning units should be aimed at achieving the primary objective while fitting in with other processes. Hence the overall process modeling needs to take into account all the activities that goes into achieving the defined objectives. Challenge of first-tier contractors in quality improvement: The activities of first-tier contractor can be related to realizing set quality improvement depending on how well the activities of these contractors are integrated into the development of the QMS processes of the organization. Segmenting the activities of the organizations into clusters of processes rather than departments is a key element which enables the organization tailor its activities towards delivering customer centric...
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...As we know, business processes are critical to success of companies. This Business Process Management (BPM) simulation game gives us a better understanding of how the effective BPM impacts the whole business operation system. Also, this game demonstrates how we should do to improve the business process to make it more interconnected, intelligent and sustainable. From this game, we can see how BPM allows me to alter critical business process that affect not only the profit and customer satisfaction but also the environmental factors. In this game, firstly, we are given a HEAT map. The HEAT map is a component-based model of the company. It presents three types of management activity performed: Direct activities, Control activities and Execute activities. Also it shows us many groups of related business activities. It is a graphical representation of data where the concentrations of questionable factors are represented by corresponding colors in the model. This model provides us the useful information to analyze the current operation of AFTER, and helps us find out which area we should focus on to improve the process management. Then, we are required to create “As-Is” process maps. In order to pick a model that best fit the company, we have to know what’s the need of the company, what’s the problem the company is facing now and then decide how to solve these problems by improve the “As-Is” process. There are four tasks in the process, which are “collect caller information”...
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...Resource Management (HR 491) Position Paper STEVEN H. HALL Computer Science Corporation a Global Leader in Technology Park University of Alexandria, Virginia 5 December 2010 2 TABLE OF CONTENTS Page Introduction . . . . . . . . . . . . . . . . 3 Body . . . . . . . . . . . . . . . . . . 4 Competitive Advantage . . . . . . . . . . . . 4 Change Management . . . . . . . . . . . . . . 5 Diversity Management . . . . . . . . . . . . . . 7 Recruitment and Selection. . . . . . . . . . . . . 9 Compensation and Benefits . . . . . . . . . . . . 11 Organizational Climate . . . . . . . . . . . . . 12 Conclusion . . . . . . . . . . . . . . . . . 13 Cited References . . . . . . . . . . . . . . 15 2 3 INTRODUCTION This position paper explains how and why Computer Science Corporation (CSC) is global leader in providing technology solutions and services through three primary lines of business: (1) Business Solutions and Services; (2) Global Outsourcing and Services; (3) North American Public Sector. CSC capabilities include systems design and integration, information technology and business process...
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...with emphasis on refrigerated transport, railroad, and specialty freight. The company's current solutions are improving the efficiency and operations of refrigerated trailers, trucks, containers, railcars, general-purpose railcars, bulk-transport trailers, barges, generators, compressors, and oil-field equipment. STSCM's operations center, also located in northern New Jersey, manages wireless equipment deployed worldwide including North America, Australia, Europe, the Middle East, and Africa. STSCM has become a successful leader in its marketplace by having developed the capability to define and specify solutions optimized for customers’ applications. The company provides vertically integrated technical resources including project management, engineering development, software, firmware, and hardware engineering and applications delivery using a highly qualified, experienced technical team. STSCM's solutions are flexible and adaptable for use by customers with information delivery accomplished using a variety of methods including internet, advanced two-way data interface, and solutions integrating customer data and wireless information. These solutions make STSCM critical in the supply chain of many major shipping entities. STSCM has accomplished this with a small task force and team members who wear many hats and have a variety of skills. At this point, the company is approaching its next phase in growth. It is estimated that...
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...WHEN TO USE BUSINESS RULES There are a lot of places where you want to start looking at when you want to use business rules instead of just the process logic that we might find within the business process management system. If you have, from an operational standpoint, things like complex routing rules and work selection, things that are fairly complex, rules about how a business operates, it might be becoming clear that you’re going to want to be considering business rules at this point in the process. Also, if you want to be able to change work while it’s inflight, in other words you want to change your process without changing the process map, you want to be able to change, for example, the routing within a particular process, that might be an indicator for having the business rule define which way you go out of one step instead of, for example, having only a predefined one-way-or-the-other type of environment. So there are a lot of things that apply for when business rules come into play from an operational standpoint. From a design standpoint, you want to be looking at business rules where the rules are changing more frequently within the process. If your business is in an industry where the rules change a lot, if you require highly agile processes, then definitely you want to be looking at bringing business rules to bear on this process as well. If you have an existing rules infrastructure or if you have some sort of mandate to separate the business rules from...
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