...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...Predictive Policing By Jamia Yant April 13th, 2012 In order to effectively compare and contrast the application of information technology (IT) to optimize police departments’ performance to reduce crime versus random patrols of the streets, we first have to look at exactly what information technology is available to police today. The term predictive policing is the name given to “any policing strategy or tactic that develops and uses information and advanced analysis to inform forward-thinking crime prevention”. (Predictive Policing Symposium, 2010) The five elements of predictive policing focusing on are integrated information and operations, seeing the big picture, cutting-edge analysis and technology, linkage to performance, adaptability to changing conditions. There are a very large number of ways technology used to implement these five elements: patrol staffing and resource allocation, time and location of future incidence in a crime pattern, identify individuals who are likely to reoffend/early detection of career criminals, analysis of predatory patterns, threat and vulnerability assessment, city/neighborhood planning, traffic management, crowd control …and the list goes on. In a world where technology is developing and evolving faster than it can be implemented, it is realistic to assume that the police force would adapt and use that technology to place them in a good position to be able to adequately and effectively do its job. The first element...
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...Predictive Policing By Jamia Yant April 13th, 2012 In order to effectively compare and contrast the application of information technology (IT) to optimize police departments’ performance to reduce crime versus random patrols of the streets, we first have to look at exactly what information technology is available to police today. The term predictive policing is the name given to “any policing strategy or tactic that develops and uses information and advanced analysis to inform forward-thinking crime prevention”. (Predictive Policing Symposium, 2010) The five elements of predictive policing focusing on are integrated information and operations, seeing the big picture, cutting-edge analysis and technology, linkage to performance, adaptability to changing conditions. There are a very large number of ways technology used to implement these five elements: patrol staffing and resource allocation, time and location of future incidence in a crime pattern, identify individuals who are likely to reoffend/early detection of career criminals, analysis of predatory patterns, threat and vulnerability assessment, city/neighborhood planning, traffic management, crowd control …and the list goes on. In a world where technology is developing and evolving faster than it can be implemented, it is realistic to assume that the police force would adapt and use that technology to place them in a good position to be able to adequately and effectively do its job. The first element...
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...Controller Elizabeth Toohill, Senior Vice President of Strategic Alliances Roderick McKinney, and Director of Marketing Stu Goldstein. In addition to their roles, they are excited about the enhancement tool that Argus will offer. In its key role as administer of prescription drug benefits to thousands of health insurance plans, including plan sponsors, health maintenance organizations, and other PBMs, Argus currently employs three hundred and fifty- five people. Argus revenue comes from healthcare systems support, claims processing, electronic prescribing, pharmacy auditing, call center services, clinical services, and health informatics. In the PBM industry, it is customary to log each customer work request that has been received for tracking purposes. A target date is assigned, and subsequently, the request gets forwarded to the appropriate department to complete the work. Very often, high priority requests evolve into multiple tasks that need to be assigned to two or three different departments. In order to assign and track each task, Account Managers (AMs) must determine which department gets the request first. Thus, opportunities exists for the following reasons: 1. The demand for innovative pharmacy products and services, (i.e., web based offerings) due to emerging trends in the HealthCare marketplace 2. Yearly changes in regulatory requirements, driven by Medicaid/Medicare Part D...
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...Index: ITIL® v3 Foundation 2011 Study Notes 1. ITIL v3 Foundation Certification Notes: Service Management as a Practice 2. ITIL v3 Foundation Certification Notes: Service Strategy 3. ITIL v3 Foundation Certification Notes: Service Strategy [2] 4. ITIL v3 Foundation Certification Notes: Service Design 5. ITIL v3 Foundation Certification Notes: Service Design [2] 6. ITIL v3 Foundation Certification Notes: Service Design [3] 7. ITIL v3 Foundation Certification Notes: Service Design [4] 8. ITIL v3 Foundation Certification Notes: Service Transition 9. ITIL v3 Foundation Certification Notes: Service Transition [2] 10. ITIL v3 Foundation Certification Notes: Service Operation and Functions 11. ITIL v3 Foundation Certification Notes: Service Operation [2] 12. ITIL v3 Foundation Certification Notes: Service Operation [3] 13. ITIL v3 Foundation Certification Notes: Continual Service Improvement 14. ITIL v3 Foundation Certification Notes: Last Minutes Revision Notes ITIL v3 Foundation Certification Notes: Service Management as a Practice Why IT Service Management is needed? * Higher IT service quality is always required while fewer resources are available * Users are not interested in the processes / technology, rather they just need to utilize the service to achieve business goals * As users are usually not directly responsible for the costs of IT services, they would endlessly request more and more IT services with higher and higher standards /...
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...First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience our campus for yourself. Sincerely, Glenn D. Sullivan President MESSAGE FROM THE PRESIDENT 1 Table of Contents Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Sullivan University Success Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4...
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...4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original research, electronic resources and case studies to assist enterprise leaders and boards of directors in their IT governance responsibilities. Disclaimer ITGI (the “Owner”) has designed and created this publication, titled COBIT® 4.1 (the “Work”), primarily as an educational resource for chief information officers (CIOs), senior management, IT management and control professionals. The Owner makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, CIOs, senior management, IT management and control professionals should apply their own professional judgement to the specific circumstances presented by the particular systems or IT environment. Disclosure Copyright © 2007 by the IT Governance...
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...4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original research, electronic resources and case studies to assist enterprise leaders and boards of directors in their IT governance responsibilities. Disclaimer ITGI (the “Owner”) has designed and created this publication, titled COBIT® 4.1 (the “Work”), primarily as an educational resource for chief information officers (CIOs), senior management, IT management and control professionals. The Owner makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, CIOs, senior management, IT management and control professionals should apply their own professional judgement to the specific circumstances presented by the particular systems or IT environment. Disclosure Copyright © 2007 by...
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...ITIL® is a Registered Trade Mark of the Cabinet Office. Welcome! IT Service Management ITIL 2011 Foundation 1 Course Objectives • • A basic understanding of the ITIL Framework How ITIL can be used to enhance the quality of IT Service Management within an organization • Comprehension and/or awareness of key areas of the 5 ITIL core books: Service Strategy, Service Design, Service Transition, Service Operation, Continual Service Improvement • To prepare to take the ITIL Foundation exam 2 I0015EN v3.1 ©2011 QRP International 1 ITIL® is a Registered Trade Mark of the Cabinet Office. ITIL Foundation Training Programme • • • Generalities Service Management key concepts Service Strategy o Service Portfolio Management o Business Relationship Management o Financial Management Service Design o Service Level Management o Service Catalogue Management o Supplier Management o Information Security Management o Availability Management o Capacity Management o IT Service Continuity Management o Design Coordination Service Transition o Service Asset and Configuration Management o Knowledge Management o Transition Planning o Release and Deployment Management o Change Management Service Operation o Functions o Incident Management o Event Management o Request Fulfilment o Access Management o Problem Management Continual Service Improvement o 7 step improvement process o The Deming Cycle o CSI approach • D • A Y 1 D A Y 2 • D • A Y 2 D Examination Training...
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...A Former Harvard Business School Admissions Board Member Reveals the Insider Keys to Getting In • Prepare your resume and professional record • Discover the differences between business schools • Top essay and interview strategies • Behind the scenes of the admissions process • Qualitative factors that can make you stand out • Application insights from insiders Chioma isiadinso, M.ed. former Admissions Board Member of Harvard Business School The Best Business Schools’ Admissions Secrets A Former Harvard Business School Admissions Board Member Reveals the Insider Keys to Getting In Chioma Isiadinso, M.ED. © 2008 by Chioma Isiadinso Cover and internal design © 2008 by Sourcebooks, Inc. Cover photo © Punchstock Sourcebooks and the colophon are registered trademarks of Sourcebooks, Inc. All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems—except in the case of brief quotations embodied in critical articles or reviews—without permission in writing from its publisher, Sourcebooks, Inc. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. —From...
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...Air Canada is Canada’s largest domestic and international full-service airline and the largest provider of scheduled passenger services in the domestic market, the transborder market and each of the Canada-Europe, Canada-Pacific, Canada-Caribbean/Central America and Canada-South America markets. Passenger transportation is the principal business of the Corporation and, in 2009, represented 87% of its total operating revenues. During 2009, Air Canada, together with Jazz, operated, on average, approximately 1,331 scheduled flights daily and carried almost 31 million passengers. In 2009, Air Canada and Jazz provided direct passenger air transportation to 156 destinations and, through commercial agreements with other unaffiliated regional airlines referred to as tier III carriers, to an additional 11 destinations, for a total of 167 direct destinations on five continents. The Corporation’s primary hubs are located in Toronto, Montreal, Vancouver and Calgary. Air Canada also operates an extensive global network in conjunction with its international partners. Air Canada is a founding member of the Star Alliance Network, the world’s largest airline alliance group. The Star Alliance Network includes 26 member airlines. Through its strategic and commercial arrangements with Star Alliance members, Air Canada is able to offer its customers access to approximately 1,077 destinations in 175 countries, as well as reciprocal participation in frequent flyer programs and use...
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...In 2011, PGB is well positioned to move into the new business of regasifying Liquefied Natural Gas (LNG), imported from across the globe – ensuring a sustainable supply of clean and green energy for the nation. In our aspiration to be a world class gas and utilities company, we will continue to see beyond the expected as we transform new opportunities into invigorating growth. ANNUAL REPORT 2 011 LNG Regasification Facilities Project PGB will own and operate the country’s first Liquefied Natural Gas (LNG) Regasification facility which will become commercially operational in 2012. The facilities, strategically located on one of the world’s busiest shipping lane – the Straits of Malacca, will be a key gateway for reinforcing the nation’s energy requirements via regasifying LNG brought in from readily available sources worldwide. Once converted to gas form, the molecules will then be flowed into PGB’s existing Peninsular Gas Utilisation (PGU) pipeline to meet various energy demands. 1 a nnual report 2011 Our Vision, Mission and Shared Values 2 Milestones in the Making 4 Five-Year Financial Highlights 6 Corporate Information 8 Contents Our Operations 10 Our Presence 12 Organisational and Corporate Structure 14 Corporate and Management Directory 15 Board of Directors 16 Performance Review 36 Directors’ Profiles 18 Q&A Q&A with the Chairman 38 Management Committee 26 CEO’s Business Review 48 Management Committee’s Profiles...
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...ANNUAL REPORT Building A Global Brand What’s the value in a brand name? Everything. A brand that is reputable and stands apart from others provides competitive advantage, confirms credibility, adds value to a company and ensures long lasting customer relationships. As an organisation that has been around for more than three decades, the DRB-HICOM name is one that needs no introduction. It is an organisation that prides itself on always staying ahead of the game, in setting high standards in all its endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity...
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...ANNUAL REPORT Building A Global Brand What’s the value in a brand name? Everything. A brand that is reputable and stands apart from others provides competitive advantage, confirms credibility, adds value to a company and ensures long lasting customer relationships. As an organisation that has been around for more than three decades, the DRB-HICOM name is one that needs no introduction. It is an organisation that prides itself on always staying ahead of the game, in setting high standards in all its endeavours and constantly challenging the status quo. With a portfolio of more than eighty operating companies in its stable, the Group’s diversity elevates it to a brand with unique character and promise. PROTON, Alam Flora, PUSPAKOM, Pos Malaysia, MODENAS, Bank Muamalat, Glenmarie Properties – these are some of the household names that form a part of the DRB-HICOM Group. From the Automotive and Services sectors to the Property, Asset and Construction sector, DRB-HICOM’s operating companies have always had a strong presence in the local market. Helmed by bold leadership and imbued with core values, strong work ethics and a vision to be number 1, the DRB-HICOM brand is well-positioned to go a step further to become a leading global brand in the future. OUR VISION to be number 1 and continuously excel in all that we do OUR MISSION to lead in the growth of the nation in the areas of DRB-HICOM’S core businesses SHARED VALUES excellence decorum teamwork integrity...
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