...| | ITILFND01 Service Management as a practice The purpose of this unit is to help the candidate to define Service and to comprehend and explain the concept of Service Management as a practice. 01-1. Describe the concept of Good Practice (SS 1.2.2) 01-2. Define and explain the concept of a Service (SS 2.2.1) 01-3. Define and explain the concept of Service Management (SS 2.1) 01-4. Functions and Processes (SS 2.3, 2.6.1, SD 2.3, SD 3.6.4, ST 2.3, SO 2.3, 3.1, CSI 2.3) 01-5. Explain the process model and the characteristics of processes (SD 2.3.2, 3.6.4) The recommended study period for this unit is minimum 45 minutes ITILFND02 The Service Lifecycle The purpose of this unit is to help the candidate to understand the value of the Service Lifecycle, how the processes integrate with each other, throughout the Lifecycle and explain the objectives and business value for each phase in the Lifecycle 02-2. Structure, scope, components and interfaces of the Service Lifecycle (SS 1.2.3 All ) 02-3. Account for the main goals and objectives of Service Strategy (SS 1.3) 02-4. Account for the main goals and objectives of Service Design (SD 2.4.1, SD 3.1) 02-5. Briefly explain what value Service Design provides to the business (SD 2.4.3) 02-6. Account for the main goals and objectives of Service Transition (ST 2.4.1) 02-7. Briefly explain what value Service Transition provides to the business (ST 2.4.3) 02-8. Account for the main goals and objectives of Service Operations...
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...and the processes by which those products are created and delivered. The search for "best practice" can taker place both inside a particular industry, and also in other industries (for example - are there lessons to be learned from other industries?). The objective of benchmarking is to understand and evaluate the current position of a business or organisation in relation to "best practice" and to identify areas and means of performance improvement. The Benchmarking Process Benchmarking involves looking outward (outside a particular business, organisation, industry, region or country) to examine how others achieve their performance levels and to understand the processes they use. In this way benchmarking helps explain the processes behind excellent performance. When the lessons learnt from a benchmarking exercise are applied appropriately, they facilitate improved performance in critical functions within an organisation or in key areas of the business environment. Application of benchmarking involves four key steps: (1) Understand in detail existing business processes (2) Analyse the business processes of others (3) Compare own business performance with that of others analysed (4) Implement the steps necessary to close the performance gap Benchmarking should not be considered a one-off exercise. To be effective, it must become an ongoing, integral part of an ongoing improvement process with the goal of keeping abreast of ever-improving best practice. Types of Benchmarking ...
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...samenvatting_introduction_to_international_business.pdf Samenvatting Introduction to International Business Rijksuniversiteit Groningen | International Business | Introduction to International Business Verspreiden niet toegestaan | Gedownload door: Dorien De Vries | ID: 118424 INTRO TO IB KEY WORDS AND CONCEPTS Conceptual Foundations of International Business Strategy 1. Internationally transferable FSAs . Tacit knowledge = personal knowledge MNE’s heritage=key routines developed by the firm since its inception. 4 archetypes of administrative heritage: • Centralized exporter=only exporting the standardized product, no activity in host country. • International projector=FSAs from home country copied, no development of new ones. • International coordinator=different parts of the production process in different countries. • Multi-centered MNE=does everything(produce, sell, etc.) in the host country. 2. Non-transferable or location bound FSAs. 4 types of non-transferable FSAs: • Stand-alone resources=linked to location advantages. Such as certain immobile markets. • Other resources=such as local marketing knowledge, don’t have same value abroad. • Local best practices=routines which are highly effective at home, not the same abroad. • Recombination capabilities=taking FSAs/products from home and adapt it to host country. 3. Location advantages. !Strengths of a location, useable for all the firm’s operations in that location. !The reason why an MNE should go there. Foreign...
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...Econ 101: Intro to Microeconomics Spring 2012, Handout 8 Solutions More on Monopolies 1. A monopoly faces a market demand curve given by P = 42 − Q. Its marginal cost curve is given by M C = Q. (a) Find an equation for the marginal revenue curve. Graph market demand, marginal revenue, and marginal cost for this monopoly. Double the slope of the demand curve to get the MR: M R = 42 − 2Q. The graph should show a line twice as steep as the original demand curve, but with the same price intercept. Note: the “double the slope” rule only works when the equation is solved for P! (b) Find the profit-maximizing level of production for this monopolist. M R = M C to get 42 − 2Q = Q ⇒ Q = 14. (c) What price will the monopolist charge? Plug the Q from part (b) into the demand curve: P = 42 − 14 = $28. (d) Is marginal revenue equal to price? Why or why not? Marginal revenue is less than price because the price effect (an increase in price per unit tends to increase total revenue) and the quantity effect (an increase in the price per unit tends to decrease the quantity sold, which lowers total revenue) move in opposite directions. (e) What price would be socially optimal? 1 Econ 101: Intro to Microeconomics Spring 2012, Handout 8 Solutions Socially optimal price where M C = P ⇒ Q = 42 − Q ⇒ Q = 21 ⇒ P = 42 − 21 = $21. (f) What is the monopolist’s total revenue? T R = P ∗ Q = 28 ∗ 14 = 392 2. Suppose a local utility company has a demand curve given by P = 120 − 4Q. TC for...
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...| UCSI UNIVERSITYFACULTY OF BUSINESS AND INFORMATION SCINECE (FoBIS) | Teaching Plan 1. | Unit Code &Unit Title: | BA106 INTRODUCTORY ACCOUNTING | 2. | Course of Study: | BACHELOR OF ACCOUNTING AND FINANCE, BACHELOR OF ACCOUNTING, BACHELOR OF FINANCE AND INVESTMENTS | 3. | Year of Study: | 1 | 4. | Year and Semester: | JAN 2015 | 5. | Credit Hour & Contact Hours: | 3 credit hours Lecture: 3Tutorial: 3Practical: | 6. | Lecturer: | SHAKERIN ISMAIL | 7. | Tutor: | SHAKERIN ISMAIL | 8. | Mode of Delivery: | LECTURE, TUTORIAL | 9. | Objective: | This subject would enable the students: 1. To understand and appreciate of the accounting concepts and accounting practice. 2. To prepare the recording process and understand the whole accounting cycle. 3. To possess the technical ability in preparing basic financial statements. | 10. | Learning Outcome: | At the end of the course, students should be able to:Knowledge 1. Distinguish different forms of business and its reporting environment. 2. Explain the accounting principles and the role of accounting reports.Thinking Skills 3. Use accounting equation to analyse the economic effect of a transaction. 4. Use double entry system of accounting to record business transactions.Subject-based Practical Skills 5. Prepare trial balance. 6. Prepare adjusting entries and closing entries. 7. Prepare entry for special journals and subsidiary...
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...College of Economics and Management 85 COLLEGE OF ECONOMICS AND MANAGEMENT Libornio S. Cabanilla, Dean Jose V. Camacho, Jr., Associate Dean Agnes T. Banzon, College Secretary Reynaldo L. Tan, Chair, Dept. of Agribusiness Management Cesar B. Quicoy, Chair, Dept. of Agricultural Economics Amelia L. Bello, Chair, Dept. of Economics The College of Economics and Management (CEM) was formally created in the 996th UP-BOR meeting, February 1987. However, the College traces its roots to the Institute of Agricultural Development and Administration (IADA)which was established in 1975, with three departments – Agricultural Economics (DAE), Economics (DE), and Management (DM), and was elevated to the College of Economics and Management from the merger of IADA with the Agricultural Credit and Cooperative Studies and the Agrarian Reform Institute in 1978. At present, CEM is composed of three departments – the Department of Agricultural Economics, the Department of Economics and the Department of Agribusiness Management. The college sees itself as a center of excellence in undergraduate and graduate instruction, research and extension in economics, agricultural and applied economics, and agribusiness management in Asia. It envisions to be an institution of higher learning that can serve as an active catalyst for economic and social transformation. Its two-fold mission is to produce graduates and future leaders with strong training in economics, agricultural and applied economics, and in agribusiness...
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...Unit 1 Week 1: The European Union, or EU, is an economic and political partnership between 27 European countries. Created after the Second World War, the partnership was to bring economic cooperation through trade and avoid conflict. The European Economic Community, or EEC, was created in 1958 which brought economic cooperation and a single market. The economic union developed into an organization spanning policy areas. The EEC changed names in 1993 to the EU. The EU bases its rules on a law that states everything it does has to be founded through treaties, voluntarily and democratically agreed by all member countries (How the EU works, 2013). By seeking to acquire a company in the EU, one would benefit from this union because it allows everyone within these countries to work and move freely within the countries and use a single form of currency, the euro, which saves the company from transactions costs. It will allow the company to expand its market. The advantages of expanding into the EU are the single form of currency, saving transaction fees, and the expansion of the company's market. The disadvantages of expanding into the EU are the different cultures, customs, and languages of each country will vary, causing some people to become unaware when they are conducting business what is being said, what should be done, and how to conduct themselves. The best way to overcome this is to hire local translators in each country who can help conduct the business meetings with the...
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...3. Maklumat Terperinci Setiap Mata Pelajaran Nama Program Pengajian : Diploma in Management Institusi Pengendali : City University College of Science & Technology |Nama Matapelajaran |Business Mathematics | |Kod |DBQT 1013 | |Status Matapelajaran |Asas Major | |Peringkat |Diploma | |Nilai Kredit |3 (2+1) | | |2 mewakili kuliah (2 jam seminggu x 14 minggu) | | |1 mewakili tutorial ( 1.5 jam seminggu x 14 minggu) | |Prasyarat |Tiada | |Penilaian |Tugasan (20%) & Ujian (10%) |50 % | | |Peperiksaan Pertengahan (20%) | ...
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...Management Accounting PGDM2011-13 Summary of Concepts covered in Sessions 1 through 7. Session 1 There is no one classification for all purposes: Cost Information is classified on the basis of Traceability for Cost Measurement. Variability for Decision making and Inventoriability for Inventory Valuation, again Cost Measurement. Other typical cost classifications in the context of Decision making are Relevant Costs, Sunk Costs, Opportunity cost, Incremental cost. Session 2 Methods of Costing are Industry Specific. Job Costing, Process Costing, Unit Costing, etc... Unit costing is generally used for large scale mass production products or services. Terms: Prime Cost,Works Cost, Cost of Productionr or Cost of Goods Manufactured, Cost of goods sold, Cost of Sale, etc...... Process costing determines the NORMAL PROCESS COST of a process in each period. Normal Process Cost = Total cost of process in excess of realisable value of Normal loss DIVIDED by Normal Output[which is Input less normal loss]!!! Abnormal loss and Abnormal gain output are always valued at the Normal Cost. Session 3 How do Volumes impact Revenues, Costs and Profit. Terminology to understand: BEP(single product and multiple product], MOS,PVR or CMR . the meaning, and application of these numbers to different Business applications..and may be in personal life too! Key applications: Short term pricing, product mix decisions, resource allocation decisions, make or buy decisions, profit planning and volume...
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...1.1 (Intro.) CS-M74 Software Product Development (2003-4) 1.2 (Intro.) Roger D Stein BSc PhD MBCS CEng CITP R.D.Stein@swansea.ac.uk Room 302, Faraday Tower 1.3 (Intro.) CS-M74 Pre-requisites • CS-M01 Distributed Programming in Java 1.4 (Intro.) Assessment Report 10% Linux / C 10% Group Project 20% Project Specification 30% Written Examination (May/June) 30% Lectures approx. 20 in total ((plus tutorials)) TB1 Tues. 9.00 Far-L ? Andy Gimblett (3 Linux + 6 C) [with CS-244] Wed. 11.00 Glyn-A ? Roger Stein (start on 5 November) TB2 Lectures Linux /C 9 Introduction 1 Ethics 1 Legal Issues 1 Project Management 2 (Group Project 2) Software Engineering 4 1.4 (Intro.) Books B. Ayres, The Essence of Professional Issues in Computing, Prentice-Hall, 1999 S Baase, A Gift of Fire, 2nd ed., Prentice-Hall, 2003 B. Hughes and M. Cotterell, Software Project Management, 3rd ed., McGraw-Hill, 2002 R. Pressman, Software Engineering: A Practitioner’s Approach, 5th ed., McGraw-Hill, 2000 I. Summerville, Software Engineering, 6th ed., Addison-Wesley, 2001 1.5 (Intro.) Why Software Engineering? “Engineering … to define rudely but not inaptly, is the art of doing that well with one dollar, which any bungler can do with two after a fashion” - Arthur Mellen Wellington, The Economic Theory...
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...Intro to Project Management Hector Diaz PM3110 7/23/15 Instructor: Muhammad Bashir Unit 5 Assignment 1; Simulation/Case Study: The Dulhasti Power Plant After reviewing case study 8.1 in unit 5 of the textbook Project Management: Achieving Competitive Advantage (2nd Edition), I was tasked to elaborate on the challenges of delivering an accurate cost estimation when working on harsh geographical conditions. It was observed in the case study that the geographical location chosen for the construction of the Dulhasti Power Plant in the provinces of Jammu and Kashmir, had become too much of a concern for investors and project coordinators, mainly due to a disputed border conflict between India and Pakistan. Not only did the budget increased exponentially over a 20-plus year period (due to the fact that this project was conceived in 1983), but concerns about the local terrorist and nationalist groups in and around the border began to raise numerous questions regarding safety and of course, budgeting (in the sense of hiring extra security to patrol the area). When the Indian government used a fixed-price contract to favor the lowest bids when initially beginning the project, it was believed to be the best method of approach at the...
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...Part 1 Intro: Vietnam Airlines was established from 1956 by the government of Vietnam. In over 48 working years, they become global airlines for Vietnamese and the world in general. Nowadays, Vietnam airlines cooperate with over eighteen cities in national and more than thirty-eight countries from all around the world such as Asia, Europe, Americans and Australia. They are still opening more and more airlines each year and they are building Vietnam airline become the airline has their own culture, international standards and high-class. Resources from the internet, in 2006, Vietnam airlines transported 6.8 million passengers include 3.1 million passengers on international flights and 3.7 million in domestic flights. In addition, they also carried 106 thousand tons of goods. (Vietnam Airlines, 2006) Part 2 The structure includes: The Head Office consists of Divisions and Departments. Dependent Units: Consists of 14 dependent units, 32 branches, and representative offices at 20 countries and territories. These are parts of our integrated supply chain. Having many levels of hierarchy, the company can be described as a tall organization with the span of control is narrow The Board of Management: is the authorized representative of the Government in Vietnam Airlines, responsible for the rights and obligations of the State in their business. The term of Members shall not exceed 05 years. The Members can be reappointed. The President & CEO: The President &...
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...Joy Davis (15538292) Prof. Redd IT 255 Intro to ISS October 20, 2013 Unit 2 Assignment 1: Calculating the Window of Vulnerability WOV or Window of Vulnerability is the time it takes the attack to start all the way to when the attack is found and removed or fixed. As problems arise in IT infrastructure of an organization, providing a fix to the problem can disrupt daily operations and the time it takes between discovering the problem and patching it will leave a window open for an intruder to attack. Once that happens, it is officially a breach of security and any confidential information can be accessed and tampered with. In this particular case, the security breach has been identified and an unauthorized user accessed the SMB server due to an open window of time. The day before the attack, the server software manager detected a hole in security. On the day the hole was detected, it started the timeline of calculating the window of vulnerability. Day 0 is when the vulnerability was discovered. The software company will be releasing a patch however it will take three days to be available, thus adding to the timeline. We are now at day 4 when the LAN administrator communicates that we will need an additional week to download, test and install the patch when it arrives. The final timeframe from the point of discovery to the point that the patch is installed is roughly 11 days. Going further, the patch may need to be deployed companywide to all machines that access the network...
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...Term Project – IT Governance Overall Scope: You are required to study of IT Governance in a business organization of your choice as per the Weill-Ross framework, develop of the Governance Arrangement Matrix (GAM) of the organization, and comment on the effectiveness of the Governance Mechanisms. Deliverables: Write-up and presentation Specific deliverables/guidelines: In line with the above, the following may be the specific contents of your findings/write-ups as well as the presentation. But then, these are indicative. You are free to decide to add any more relevant information. 1. Intro to the Company and Business Principles (Vision statement, broad enterprise level functions and unit level functions of the organization etc) 2. Role of IT in the organization & the IT Principles 3. The IT Governance Arrangements Matrix (sample shown below) 4. Various governance mechanisms implemented (enterprise wide and in the units) along with the advantages and disadvantages 5. Suggested IT Governance improvement needs IT Decision | IT Principles | IT Arch | IT Infra | Business Need | IT Investment | Archetype | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Input | Decision | Biz Monarchy | | | | | | | | | | √ | IT Monarchy | | | | √ | | | | | | | Feudal | | | | | | | | | | | Federal | √ | | | | √ | | √ | | √ | | IT Duopoly | | √ | √ | | | √ | | √ | |...
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...Strayer University Assignment 3: Virtualization Across the Board Dennis R. Roque CIS512: Advanced Computer Architecture Professor Amir Afzal 4 March 2013 Table of Contents 1. Compare & contrast the AMP & SMP architectures 3 2. Determine if hardware virtualization helps businesses and organizations in terms of: 3 Cost management 3 Systems performance and scalability 4 Systems management and administration 4 3. Determine if software virtualization helps businesses and organizations in terms of: 4 Cost management 4 Systems performance and scalability 4 Systems management and administration 5 4. Compare and contrast VMware, Microsoft, and Citrix in terms of:…………………………………….5 Market adoption 5 Technical architecture 6 Technical support 8 5. Determine which vendor you would recommend for a virtualization strategy and explain why: 8 References:……………………………………………………………………………………………………………………………9 1. Compare & contrast the AMP & SMP architectures While symmetric multiprocessing (SMP) plays an important role in multi-core systems, the packet processing performance curve in an SMP configuration can flatten after only a few cores, yielding diminishing returns as more system resources are allocated to networking tasks. Wind River’s asymmetric multiprocessing (AMP) technologies provide a clean separation of control plane and data plane functions, which enable greater efficiency of multiple processing cores. The data...
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