...PROJECT DEVELOPMENT & IMPLEMENTATION FOR STRATEGIC MANAGERS Table of Contents 1. Introduction: 3 2. Description of the study 4 2.1 Business Case 4 2.2 Business Case for a New Product 5 2.3 Aakash Tablet as the new product 6 2.4 Features of Aakash tablet 7 2.5 Specifications of Aakash tablet 7 2.6 Current discussion on Aakash tablet 8 2.7 Market competiveness of Aakash Tablet 9 2.8 Cost for development of Aakash Tablet 9 2.9 Resources and components for Aakash Tablet 10 2.10 Marketing Strategies 10 2.11 Success of Aakash Tablet 11 3. Conclusion 11 Reference 12 1. Introduction: The revolution of products in the computers and phones are moving to every person and also growing in the range, quality and the features according to the needs and wants of the customers. initially the computers were very large in size i.e. the main frame computers, then the need made them smaller and the companies prepared personal computers, now to increase the portability of the computers the lap tops came into picture and then to make them much more comfortable and accessible to the users and hence the aakash tablets is the product which is recently launched and accepted by the maximum of consumers and they are understanding the need of the customers. Thus monitoring the success of the tablets was the motive of the company and the marketers (Kim J. and Wilemon D., 2002). 2. Description of the study 3.1 Business Case A business case...
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...INTRODUCTION 3 3. OVERVIEW 3 3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and...
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...LRP Long Range Planning 37 (2004) 351–366 long range planning www.lrpjournal.com Implementing the Balanced Scorecard in Greece: a Software 5 Firm’s Experience Alexandros Papalexandris, George Ioannou à and Gregory P. Prastacos The Balanced Scorecard (BSC) is a relatively new approach to strategic management and performance measurement and control, which has generated substantial interest in the academic and industrial communities. This paper presents the experience from the implementation of a specific BSC model at a large software development company in Greece. The study illustrates and evaluates the main obstacles and shortcomings, as well as the critical success factors that characterise such BSC projects, while offering managerial insights and guidelines for similar implementations. Q 2004 Elsevier Ltd. All rights reserved. Introduction The shortcomings of traditional management control and performance measurement motivated the development of the Balanced Scorecard (BSC), a management system incorporating all quantitative and abstract measures of true importance to an enterprise.1 The two key elements of the BSC are: (a) Clustering of similar types of measures into groups (perspectives); (b) Limiting the measures and linking their values to improve clarity, allow for transparent communication throughout the organisation, and effectively manage change. 5 An earlier and compact version of this paper was presented at the IEEE International Engineering Management...
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...• Identifying the value of electronic commerce initiatives • Aligning implementation plans with strategies • Deciding which electronic commerce project elements to outsource • Selecting Web hosting services • Using incubators and fast venturing techniques to launch Internet business initiatives • Using project and portfolio management techniques to plan and control electronic commerce activities • Staffing electronic commerce activities Lecture Notes Planning the Electronic Commerce Initiative A successful business plan for an electronic commerce initiative should include activities that will identify the initiative’s specific objectives and link those objectives to business strategies. In setting objectives for an electronic commerce initiative, manages should consider the strategic role of the project, its intended scope, and the resources available for executing it. Linking objectives to business strategies Benefit objectives might include building brand awareness or enhancing existing marketing and promotional programs. Some companies plan to sell products, services, and advertising, whereas others establish online auctions or create virtual communities and Web portals. Other common organizational objectives are related to purchasing functions and supply chain management, as well as improving after-sale support services. No matter which set of strategic objectives an organization selects for its electronic commerce initiative...
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...Journal of Management Development The evolving role of strategic management development Paul Brown Article information: To cite this document: Paul Brown, (2005),"The evolving role of strategic management development", Journal of Management Development, Vol. 24 Iss 3 pp. 209 - 222 Permanent link to this document: http://dx.doi.org/10.1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write...
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...New Technology, Work and Employment 15:2 ISSN 0268-1072 Strategic exchange in the development of Human Resource Information Systems (HRIS) Carole Tansley and Tony Watson The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS development project is examined using strategic exchange to highlight important social considerations of organisational, group and individual projects. As employing organisations and their environments become increasingly complex, their managers face growing difficulties in coping with workforces spread across various countries, cultures and political systems. Given such trends, information technologies have considerable potential as tools to be used by managers generally and in human resourcing functions particularly. But information technologies are not simple and uncomplicated tools to be picked up by managers and others and utilised without debate, reflection and contestation. They are tools that are used by human beings who have personal and group interests, values and identities to develop and defend. And, at a more structural level, there are numerous influences on the way that such technologies are incorporated into the strategies and plans of contemporary organisations. These include the changing structures of the organisation, the increase in partnerships and collaborations...
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...on manufacturing operations, and few attempts were made to use project management. Line managers who, more often than not, were overburdened with work controlled all work. The culture at Como underwent a rude awakening in 1996, In the summer of 1996, Ford Motor Company established four product development objectives for both tier one an tier two suppliers: • Lead Time: 25-35 % reduction • Internal resources: 30-40% reduction • Prototypes: 30-35% reduction (cost and time) • Continuous process improvement and cost reductions The objective were aimed at consolidation of the supply base with larger commitments to tier one suppliers, who would now have greater responsibility n vehicle development, launch, process improvement, and cost reduction. Ford had established a time frame of 24 months for achievement of the objectives. The ultimate goal for Ford would be the creation of one global, decentralize vehicle development system that would benefit from the efficiency and technical capabilities of the original equipment manufacturers (OEMs) and the subsupplier infrastructure. STRATEGIC REDIRECTION: 1996 Como realized that it could no longer compete on quality alone. The marketplace had changed. The strategic plan for Como was now based upon maintaining an industry leadership position well into the twenty-first century. The four basic elements of the strategic plan included: • First to market (faster development and tooling of the right products) • Flexible processes (quickly...
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...Project Management for Information Systems Project Management for Information Systems Abstract Information systems (IS) projects are vulnerable to resource cutbacks and the increasing complexity of systems and advances in information technology make finding the right personnel difficult and the associated development costs high. Good project management is essential for success. Some alignment methodologies include IBM's business systems planning (BSP), Robert Holland's strategic systems planning, James Martin's (1989) information engineering and method/1 from Anderson Consulting. Critical success factors (Rockart, 1979) methodology focuses on identifying key information needs of senior executives and building information systems around those key needs. Williams, (1997) identified four steps to system planning. Earl (1989) proposed five alternate strategy frameworks which project managers should consider when deciding how the system will enhance the business function. Standard business strategy...
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...FACTORS INFLUENCING IMPLEMENTION OF CONSTITUENCY DEVELOPMENT FUND PROJECTS IN GARISA COUNTY BY ABDIKADIR ADEN FARAH A RESEARCH PROPOSAL SUBMITTED TO THE SCHOOL OF SOCIAL SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF GOVERNANCE AND ETHICS OF MOUNT KENYA UNIVERSITY OCTOBER, 2014 DECLARATION This research proposal is my original work and has not been presented for a degree in any other university or for any other award. No part of this study should be reproduced without authority of the author or/and of Mount Kenya University. Signature:_______________ Date:________________ Abdikadir Aden Farah MGE (DL) 111/23452 This research proposal has been presented for examination with our approval as the university supervisors Signature:______________ Date:________________ Mr. Godfrey Kinyua School of Social Sciences Mount Kenya University Signature:_______________ Date: _________________ Prof. Geoffrey Owino School of Social Sciences Mount Kenya University DEDICATION This study is dedicated to my dear family for their love, understanding and support during the many long hours committed to this program. ACKNOWLEDGEMENT I am highly indebted to my supervisors, Mr. Godfrey Kinyua for his availability, and also for providing the necessary guidance through each and every stage of this proposal. I am grateful to the Library staff of Mount Kenya University, for helping...
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...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 119 (2014) 229 – 236 Project portfolio management in a company strategy implementation, a case study Irja Hyväria* a Martela Oyj, Aalto University School of Business, Finland Abstract The aim of this study is to investigate the effectiveness of the project portfolio management in different business organizations. Project portfolio management is seen as a holistic activity, dependent on the organization's strategy. This study aims to determine how the project portfolio decisions are made and how the project portfolio is managed. Also other organizational factors which may affect the efficiency of project portfolio will be considered. In this study, research method was case study carried out in business organizations. The study showed interconnection between company strategy, project portfolio and projects in process and practice. The results indicate that project portfolio management is, however, facing people challenges in managing project portfolio. © 2014 The Authors. Published by Elsevier Ltd. © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of the IPMA. Selection and peer-review under responsibility of the IPMA. Keywords: Project portfolio management; business organizations; company strategy; leadership* 1. Introduction Nowadays organizations face challenges in their...
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...phase one of the SDLC this would be the planning strategic approach there are managers and stakeholders if any that “will evaluate the effectiveness of the systems in terms of meeting the entity’s mission as well as the objectives” (Singleton, 2007) of the organization. There are general guidelines as well as system budgeting that will have to be done as well as management and stakeholders will develop a long term plan for the system that will be in strategic nature. In the phase one there will several documents that will be generated which will include a “long-term plan, policies for the selection of IT projects, long-term and short-term budgeting plans, as well as feasibility of studies and project authorizations” (Singleton, 2007). This then will project proposals that then should be submitted to management and stakeholders about the project schedule as well the approved projects. Phase two of the SDLC is the system analysis phase which the “IT professionals will gather the required information as well as facts and samples” (Singleton, 2007) that will be used in the IT project which is primarily that of the end users. Then a system analysis will then process the requirements that will produce documents that will summarize the analysis of the project. With this step being done there will be some type of documentation such as a report analysis that will illustrate the entity’s ability to be able to go through the developments stage. Stage Three of the SDLC is that of the...
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...developed a framework to help managers successfully plan and implement an ERP project. A Critical Success Factors Model For ERP Implementation FROM THE TRENCHES: Wolfgang B. Strigel, editor • wstrigel@spc.ca Christopher P. Holland and Ben Light, Manchester Business School ompanies are radically changing their information technology strategies by purchasing prepackaged software instead of developing IT systems in-house. Price Waterhouse predicts that by 2000, two-thirds of all business software will be bought off the shelf. More specifically, Deloitte and Touche states that businesses prefer to replace legacy systems with enterprise resource planning systems. According to AMR Research, the ERP systems market was $15.68 billion in 1997 and is likely to increase at a compound rate of 36 percent, to $72.63 billion, by 2002. The associated consultancy market is approximately $30 billion. These statistics clearly indicate a shift in the ERP market. There are mixed reports concerning the outcome of ERP projects. Successful ERP implementations are certainly publicized, such as Pioneer New Media Technologies (see http://Datamation.com/PlugIn/erp/index.htm) and Monsanto,1 but less successful projects have led to bankruptcy proceedings and litigation against IT suppliers.2 Approximately 90 percent of ERP implementations are late or over budget,3 which may be due to poor cost and schedule estimations or changes in project scope rather than project management failure.4 C 30 ...
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...Childs (Owner and CEO). The company has sales offices or manufacturing plants in eight countries. At the October staff meeting the CEO asked three manager to develop a prioritized list of potential projects and to meet with her to sell on their ideas. According to the CEO company profits for the year are expected to be more than 2m$ 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 responsible for the company’s computers and information systems as well as its accounting operations. Joe Sanchez is a manager of Marketing According to Professor Pieter Steyn of Cranefield College, Managing organisations through projects or through project-portfolios (also known as programmes) is gaining popularity, since it is a management approach that integrates and coordinates current...
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...Replacing PeopleSoft Using the Agile Methodology Development January 8th, 2015 IT Project Manager Group F’s College of Technology Mid-West, USA 12345 College President Group F’s College of Technology Mid-West, USA 12345 Dear College President: Per the goals of the IT department our project: Replacing PeopleSoft using the agile methodology, is designed to replace the current software at our college. By doing this we will create a more time and cost efficient software program at our college that will be used throughout all our campuses. The new software will be maintained and updated internally which in turn will result in a reduction of expenses. We are hoping to start and complete this process within a year. Throughout the year our internal staff will gain the knowledge necessary to maintain and update the new software. They will also use the agile methodology to ensure that this process is done successfully. We also understand that this will cause complications at times with our means of communication between stakeholders and employees. Liaisons will be in place to communicate updates and other information to our stakeholders and employees in the case of complications. We are requesting your approval to start this project by the end of January 2015 once you have reviewed this project report. You will see in our report that requests for finances will be minimal as we own all of the hardware. We plan on using most of the existing hardware, if not all of it...
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...MANAGING INFORMATION SYSTEMS: A PRACTICAL ASSESSMENT TOOL Preview Version February 1999 By the Information Technology Resources Board www.itrb.gov FOREWORD The Information Technology Resources Board (ITRB) is pleased to issue Managing Information Systems: A Practical Assessment Tool. This instrument is designed to assist Federal agencies in understanding how to strategically apply information technology to achieve their missions and deliver services and products. The Assessment Tool contains a broad array of questions in nine areas from which to evaluate information technology systems: mission and vision, customers, business focus, executive direction, capital planning, project management, performance management, acquisition, and architecture. These questions reflect the ITRB members' extensive on-the-job experiences, as well as insights gained from assessments of critical information systems across the Federal government during the past several years. This is a preview version of the Assessment Tool, which will continue to be enhanced over time. Comments or suggestions for improving it should be sent to: Ginni Schaeffer Interagency IT Strategies Division 1800 F Street N.W. Room 2227 Washington, DC 20405 Additional information on the ITRB is available at www.itrb.gov Arnold Bresnick Chair Information Technology Resources Board ACKNOWLEDGEMENTS Information Technology Resources Board (ITRB) ...
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