DOCSLIB.ORG

Project Management & Business Analysis

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Project Management & Business Analysis Project Management & Business Analysis Managing Projects or Continuous Improvement within CSU Presented by Project Service Centre Course Objectives Understand the importance of project management and business analysis to CSU Familiarise with Develop project project management and COURSE management and business analysis OBJECTIVES business analysis skills principles Obtain a framework for project management and business analysis Project Service Centre - WHY CSU STRATEGY KEY KEY KEY KEY OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE 1 2 3 4 LEARNING & INSTITUTIONAL COURSE RESEARCH TEACHING DEVELOPMENT PLAN PLAN PLAN PLAN A project The Project Service Centre could deliver exists to deliver on on any of the institutional development 4 University by way of providing Plans project services or coaching PROJECT SERVICE CENTRE OPERATIONAL PLAN OBJECTIVE 1 OBJECTIVE 2 PROVIDE APPROPRIATE BUILD ORGANISATIONAL PROJECT MANAGEMENT SERVICES AWARENESS AND CAPABILITY TO FACILITATE CHANGE WITHIN CSU IN PROJECT MANAGEMENT Project Service Centre - WHAT PROJECT SERVICE CENTRE OPERATIONAL PLAN OBJECTIVE 1 OBJECTIVE 2 PROVIDE APPROPRIATE BUILD ORGANISATIONAL PROJECT MANAGEMENT SERVICES AWARENESS AND CAPABILITY TO FACILITATE CHANGE WITHIN CSU IN PROJECT MANAGEMENT 1/ MOSTLY DOING ROADMAP 1/ SOME DOING AS IS To achieve ‘TO BE’ we need to build capability: TO BE > outside PSC to enable all CSU staff to 2/ SOME 2/ MOSTLY facilitate change effectively BUILDING > within PSC to enable them to effectively BUILDING CAPABILITY support staff who are facilitating change CAPABILITY Definitions of…. Project Management & Continuous Improvement Projects v Operational Work w “A temporary endeavour w Is ongoing undertaken to create a and repetitive unique product or service” w Utilise (PMBOK 2000) resources w Have w Aim to meet objectives with a w Continues to deliver resource definite beginning and end date on objectives contraints PROJECTS w Require OPERATIONAL activities to be planned, w Have a unique executed & w Repeats over a outcome which is managed period of time and aimed at changing operates within the the status quo existing status quo Continuous Improvement at CSU Examples of individual views Innovation Innovation Continuous Improvement Continuous Improvement Maintenance & Operations Maintenance & Operations Operational Staff Senior Management Continuous Improvement at CSU Example of an enterprise view Senior Management Innovation Continuous Improvement CSU Position Level Maintenance & Basic Operation Operational Staff Effort / Time Continuous Improvement V Innovation DOING SOMETHING DOING SOMETHING BETTER NEW Inward looking Outward looking Small steps Big step Conventional Technological Know-how Break-through Effort Investment Process-oriented Result-oriented Improvement at CSU Enterprise View DOING Innovation SOMETHING NEW Continuous Improvement DOING SOMETHING Maintenance & BETTER Basic Operation Project Management at CSU We all have to get from „AS IS‟ > „TO BE‟ somehow... AS IS TO BE ‘AS IS’ ‘TO BE’ being the being the current desired situation state Project Management at CSU ...and we all ...but which path need to think will maximise the about the same quality of the ‘TO things...what, WHO BE’ situation...? who, why, etc... WHAT WHY AS IS TO BE WHERE WHEN HOW The Project Management Process WHO PROJECT W T MANAGEMENT FRAMEWORK A H H Y W PROJECT PLAN SERVICE CENTRE PROJECT INITIATE EXECUTE LIFECYCLE FRAMEWORK INITIATE PLAN ANALYSE DESIGN CONSTRUCT TEST IMPLEMENT CLOSE CLOSE CONTROL W MANAGE H N E CHANGE E R H E W HOW So what is Project Management? Project Management is a structured approach to the delivery of the „TO BE‟. WHO PROJECT W T MANAGEMENT FRAMEWORK A H H Y W PLAN INITIATE EXECUTE PROJECT SERVICE CENTRE PROJECT LIFECYCLE FRAMEWORK AS IS INITIATE PLAN ANALYSE DESIGN CONSTRUCT TEST IMPLEMENT CLOSE TO BE CLOSE CONTROL W MANAGE H N E CHANGE E R H E W HOW Project Management focuses on 3 Elements... TASKS PEOPLE EXPECTATIONS CONTROL and... ...continually manages pressures associated with a project through planning, analysis and the use of control tools and techniques. TIME ENVIRONMENT RISKS RESOURCES ISSUES QUALITY BUDGET SCOPE What is Project Management? TIME CONTROL ENVIRONMENT C O N L T R O O R L RISKS T RESOURCES N O E T C L A P S O K E S P EXPECTATIONS ISSUES QUALITY C O L N O T R R T O N L O C BUDGET SCOPE Why are we doing the project / improvement? Continuous Path to Improvement The Plan Implement Review Improve (PIRI) Cycle is based on a continuous improvement approach to AS IS > TO BE WHO W T A H H Y W P I PLAN IMPLEMENT I R IMPROVE REVIEW W H N E E R H E W HOW Whether a project framework or continuous improvement cycle is used to achieve „TO BE‟... PSC PROJECT LIFECYCLE FRAMEWORK PIRI CONTINUOUS IMPROVEMENT OR CYCLE ...it is important that business analysis is undertaken to ensure the “Change Intent” is met and that the quality of „TO BE‟ is maximised. What is Business Analysis? Business analysis is a mindset that focuses on... WHO WHAT WHY BUSINESS ANALYSIS WHERE WHEN ...which are at the core of all the HOW things we need to think about. So - in short…Business analysis is the conduit between the requested outputs and the solution created to address the identified need – or the conduit between the AS IS > TO BE WHO WHAT WHY BUSINESS ANALYSIS AS IS TO BE WHERE WHEN HOW A Business Analysis Framework ...involves a set of activities designed to achieve a quality outcome. WHO BUSINESS ANALYSIS WHAT FRAMEWORK WHY Understand the Plan the Formulate how Ensure Ensure shared business need requirements Gather Formulate requirements operational understanding of and strategic development information requirements will be acceptance of requirements direction process implemented implementation FUNCTIONAL DEFINITION REQUIREMENTS REQUIREMENTS WHERE WHEN HOW The Needs Hierarchy depicts the relationship between the business needs which business analysis addresses TIME / LEVEL OF NEEDS HIERARCHY EXPLANATION OF RELEVANT DESCRIPTION METHODOLOGY EACH LEVEL OF THE HIERARCHY MUST DRIVE THE LEVEL BELOW HIERARCHY COMPONENT OF NEEDS – THEREFORE EACH ITEM MUST BE CROSS REFERENCED TO THE LEVEL ABOVE DOCUMENT PROJECT PROJECT / 4 A Project or Improvement idea is driven DEFINITION IMPROVEMENT by an understanding of the current situation and This document can guide the desire or need to change the future situation. you in capturing the relevant information required to make an informed decision about whether the proposed change should be establish the goals that the change 4 Objectives implemented. Covering: HIGH LEVEL OBJECTIVE OBJECTIVE OBJECTIVE should achieve, e.g. legislative compliance. DESCRIPTION Objectives must be measurable. IDEA WHAT DRIVERS WHO STAKEHOLDERS WHY 4 Initial Scope sets the parameters for the WHEN SCOPE change to ensure the objectives will be addressed – COMMITMENT WHERE what areas are included in the change and what areas are not included in the change. ‘AS IS’ SITUATION ‘TO BE’ SITUATION E PARAMETERS 4 Deliverables are what is expected to be M I achieved by implementing the change, e.g. T DELIVERABLE DELIVERABLE DELIVERABLE TIME OBJECTIVE business processes and procedures to support the introduction of XYZ. BUDGET 4 Requirements are statements which define REQUIREMENTS Requirements must be: LOW LEVEL what needs to be provided by a ‘solution’ to DETAIL achieve the deliverables. SPECIFIC REQUIREMENT REQUIREMENT REQUIREMENT REQUIREMENT 4 Refined Scope is the review and validation of MEASURABLE WHAT the ‘Initial Scope’. The initial scope may change as a result of formulating requirements during this phase. CLASSIFIABLE FUNCTIONAL 4 Functional Requirements describe the REQUIREMENTS behaviours of the requirements that the solution LOW LEVEL needs to manage. DETAILED DETAIL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL FUNCTIONAL REQ REQ REQ REQ REQ REQ 4 Performance Criteria describe what is to PROCESS be used to judge the solution’s performance. HOW GOVERNANCE 4 Business Rules describe the governance that must apply to the solution. REQUIRED OUTCOME Why Projects Fail LACK OF EFFECTIVE SPONSOR INVOLVEMENT INSUFFICIENT KEY INSUFFICIENT KEY STAKEHOLDER STAKEHOLDER BUY-IN COMMITMENT COMMON CAUSES OF PROJECT POOR SCOPE FAILURE SCOPE CREEP DEFINITION POOR POOR PROJECT ESTIMATING CONTROL Most projects fail to deliver to the basic criteria of on time and budget… Cancelled 31.1% Results of analysis On time of 8380 projects in & budget 365 organisations 16.2% Challenged 52.7% Fifteen reasons for projects failing Project Senior Reason Project Senior Reason Mgr Mgr/ Mgr Mgr/ View Sponsor View Sponsor View View Insufficient planning Staffing problems Unrealistic project plan Technical complexities Project scope underestimated Priority changes Customer/management No team commitment changes Insufficient contingency planning Uncooperative support groups Inability to track progress Sinking team spirit Inability to detect problems early Unqualified project personnel Insufficient checkpoints Fifteen reasons for projects failing Project Senior Mgr/ Reason Project Senior Mgr/ Reason Mgr Sponsor Mgr Sponsor View View View View 1 10 Insufficient planning 9 4 Staffing problems 2 3 Unrealistic project plan 10 2 Technical complexities 3 8 Project scope 11 6 Priority changes underestimated 4 1 Customer/management 12 10 No team commitment changes 5 14 Insufficient contingency 13 12 Uncooperative support planning groups 6 13 Inability to track progress 14 7 Sinking team spirit 7 5 Inability to detect problems 15 15 Unqualified project early personnel 8 9 Insufficient
Load more

Recommended publications
  • Customer Relationship Management (CRM) System
    Chapter 2 Customer Relationship Management (CRM) System What is a Customer Relationship Management (CRM) system? Not only is there little agreement on what it really stands for, there is even less agreement on what constitutes a CRM system, how it should be used, the potential of profitability gain, the impact on customer loyalty, the costs involved, the personnel needed, and the training needed for the CRM personnel. CRM system characteristics are not limited to the CRM products and tools that are currently available in the market, and CRM is certainly not a technique or methodology. There is every reason to believe that the boundaries described for CRM in this book will be constantly enlarging in the coming years (see Section 2.2 “Anatomy of a CRM System”). 2.1 Introduction to Customer Relationship Management (CRM) Systems Notwithstanding all these caveats, a CRM system could be defined reasonably as follows: A Customer Relationship Management (CRM) System is a suite of pre-engineered, ready-to- implement, integrated application modules that focus on automating and optimizing all customer-centric and customer-responsive functions—sales, marketing, service, and support— of an enterprise and possessing the flexibility for configuring, customizing, and personalizing dynamically the delivered functionality of the package, through any channel of interaction, to suit even the specific requirements of an individual customer. CRM enables an enterprise to operate as a relationship-based, information-driven, integrated, enterprise-wide, process- oriented, real-time, and intelligent customer-centric and customer-responsive enterprise. CRM System applications provide the framework for executing the best practices in customer-facing activities; it provides a common platform for customer communication and inter- action.
    [Show full text]
  • The Business Analyst's Handbook
    THE BUSINESS ANALYST’S HANDBOOK Howard Podeswa Course Technology PTR A part of Cengage Learning Australia, Brazil, Japan, Korea, Mexico, Singapore, Spain, United Kingdom, United States The Business Analyst’s Handbook © 2009 Course Technology, a part of Cengage Learning. Howard Podeswa ALL RIGHTS RESERVED. No part of this work covered by the copyright Publisher and General Manager, Course herein may be reproduced, transmitted, stored, or used in any form or by Technology PTR: any means graphic, electronic, or mechanical, including but not limited Stacy L. Hiquet to photocopying, recording, scanning, digitizing, taping, Web distribu- Associate Director of Marketing: tion, information networks, or information storage and retrieval systems, Sarah Panella except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. Manager of Editorial Services: Heather Talbot Marketing Manager: For product information and technology assistance, contact us at Mark Hughes Cengage Learning Customer & Sales Support, 1-800-354-9706 Acquisitions Editor: For permission to use material from this text or product, Mitzi Koontz submit all requests online at cengage.com/permissions Project Editor and Copy Editor: Further permissions questions can be e-mailed to Kim Benbow [email protected] Technical Reviewers: Rick Guyatt, Chris Reynolds, and Ken Clyne IBM and Rational Rose are registered trademarks of International Business PTR Editorial Services Coordinator: Machines Corporation in the United States, other countries, or both. Jen Blaney Material from “Software Requirements, First Edition” by Kurt Wiegers Interior Layout Tech: (ISBN 9780072850598) reproduced with written consent from Microsoft William Hartman Press. All Rights Reserved.
    [Show full text]
  • A Framework for Analytical CRM Assessments Challenges and Recommendations
    International Journal of Business and Social Science Vol. 10 • No. 6 • June 2019 doi:10.30845/ijbss.v10n6p2 A Framework for Analytical CRM Assessments Challenges and Recommendations Maruthi Rohit Ayyagari College of Business University of Dallas, Texas USA Abstract Businesses are increasingly adopting analytical customer relationship management (CRM) solutions. The critical customer information that resides within CRM can guide the decision-making process. Therefore, CRM analysis leads to higher loyalty and customer satisfaction, as well as enhanced competitive and financial performance. Data mining techniques are used to understanding customers and discovering interesting patterns. However, data mining techniques are considered a complicated process for non-technical decision makers and administrators. Therefore, the problem increases with the technical difficulty of large-scale CRM solutions for novice administrators and decision makers. This paper proposes a framework for the process of data mining in the context of analytical CRM to enhance the decision-making process. The paper also highlights the role of data mining in analytical CRM and how it assists the businesses to manage customer information better. The framework was evaluated and accepted by two senior CRM experts. The proposed framework revealed that there are still issues of customer data privacy and issues related to collected data types. Keywords: Customer Relationship Management (CRM), Analytical CRM, CRM implementation, data mining, decision making 1. Introduction In the business world, without catering to the needs of the customers, it is not possible for a business to survive amidst high competition (Hu et al., 2018). It is essential for a company to reach out to the right customer with the right offer at the right time.
    [Show full text]
  • Business Administration, Master - Operations Management Business Analytics Emphasis Area
    Business Administration, Master - Operations Management Business Analytics Emphasis Area Emphasis Area Requirements Master of Business Administration (MBA) students seeking an emphasis in Operations Management (OM) Business Analytics must complete 9 SCMA 6345, SCMA 6350 and 3 additional hours from approved courses in addition to SCMA 5300 and SCMA 5320 Business Analytics electives beyond SCMA 5310 (SCMA 5310 does not count toward the emphasis in Business Analytics). A maximum of 15 hours in any functional area will count toward the degree requirements. A student cannot receive an emphasis in both Operations Management Business Analytics and Logistics & Supply Chain Management for the same set of courses. An overlap of up to 3 credit hours from approved courses, other than SCMA 5300 and SCMA 5320 SCMA 5310 is allowed. Only courses that are substantially different from courses taken for credit in a student’s undergraduate program will be acceptable. Students must complete at least 30 credit hours to earn the MBA. List of approved courses Business Analytics electives for the OM emphasis: SCMA 5312 Advanced Statistical 3 Methods for Management Decisions SCMA 5322 Lean Production 3 SCMA 5324 3 SCMA 5325 Environmental Analysis and 3 Sustainability in Business Operations SCMA 5326 Quality Management 3 SCMA 5334 Internship in Logistics and 1 Supply Chain Management SCMA 5340 Transportation Economics 3 for Business Managers SCMA 5349 Project Consulting and 3 Execution SCMA 5354 Simulation for Managerial 3 Decision Making SCMA 5381 International
    [Show full text]
  • Business Analyst Skills for IBM Business Process Manager on Cloud
    IBM Business Process Manager On Cloud Business Analyst skills for IBM Business Process Manager on Cloud Role The business analyst is able to employ the process modeling phases, goals and deliverables, communicate process needs through the expected, exception, and escalation paths in a Business Process Definition model; capture, define, analyze, improve, and document a process model in IBM Blueworks Live and/or IBM Business Process Manager; identify the Business Case and Requirements, Key Opportunities, and Process Return on Investment (ROI); and enforce delivery of Key Performance Indicators (KPIs) and Service Level Agreements (SLAs). This course was created using IBM Business Process Manager V8.5.7. The concepts are the same for BPM on Cloud. Assumptions It is assumed that the individual following this training path has basic skills in the following areas: None Objectives After completing this training, students should be able to: Understand the basics of Business Process Manager Describe why process modeling is an important phase in the BPM lifecycle Describe how IBM Blueworks Live fits in process modeling Capture process details in a Blueworks Live Discovery Map Document process details in IBM Blueworks Live Create a Process Diagram from the Discovery Map in Blueworks Live Explain account and space management in Blueworks Live Create structured and unstructured processes using Process Designer Identify how to use Process Designer to create a process application List and identify the core elements that are used to create a process in Process Designer Translate workflow steps into business process activities and nested processes Use gateways to control the process flow Validate that the process model meets Playback 0 goals and requirements Understand agile business process analysis methods and supporting project tasks and work products that are used in a process transformation project Document business process opportunities and attach relevant references to clarify project goals and requirement for the process transformation.
    [Show full text]
  • Business Analysis in a Disruptive World
    BUSINESS ANALYSIS IN A DISRUPTIVE WORLD A NEW FRONTIER FOR BUSINESS ANALYSIS PROFESSIONALS DISCUSSION PAPER Business Analysis in a disrupted world? In early 2016, we announced a strategic alliance between IIBA and BCS, the Chartered Institute for IT with the aim of this collaborating to elevate the profile of the Business Analysis profession globally. We believe that together, both organizations will speak with a louder voice and make a greater impact. We have discussed ways to bring the Business Analysis community together and to facilitate knowledge sharing. This is why we are pleased to share this discussion paper with you, the Business Analysis community - as the first in a series that inaugurates our joint efforts. We would like to hear your views and thoughts as this is the start of a program that we hope will evolve and grow with your input. Stephen Ashworth, President and CEO, IIBA We at BCS, the Chartered Institute for IT, are delighted to be working together with IIBA for the benefit of Business Analysis globally. This discussion paper is the culmination of a series of exhibitions and events at which we have brought together the BA community to discuss themes and trends we see influencing business analysis practice. One of the themes we hear discussed frequently is “disruptive business analysis” and so we are pleased to share with you a summary, analysis and viewpoint on the topic and what it means for the community. In this paper we assess how Business Analysis professionals are experiencing and driving disruption – with input from senior professionals, Michelle Shakesheff and Brian Simpson.
    [Show full text]
  • Business Analysis Certificate Brochure | Baldwin Wallace University
    BUSINESS ANALYSIS CERTIFICATE Aligning Business Needs with the Best Solution FALL 2019 FOUNDATIONS OF BUSINESS ANALYSIS How to Deliver Strategic Value via Mission-Critical Projects September 24-25, 2019 ELICITING & DOCUMENTING REQUIREMENTS Collaborating to Capture True Business Needs October 15-16, 2019 REQUIREMENTS ANALYSIS & DESIGN DEFINITION Converting Business Needs into Solutions November 5-6, 2019 SOLUTION DEPLOYMENT & EVALUATION Delivering Business Value December 5-6, 2019 WHAT I FOUND MOST BENEFICIAL: “New techniques and tools to use” – Production Support Specialist, Westfield Group “New skills all the way around” – Solutions Analyst Associate , JOANN Fabrics visit www.bw.edu/cpd or call 440.826.2253 BUSINESS ANALYSIS CERTIFICATE Aligning Business Needs with the Best Solution IN THE INFORMATION TECHNOLOGY PROFESSION, DEMAND CONTINUES TO GROW FOR SKILLED BUSINESS ANALYSTS. WHY? THE BUSINESS ANALYST PLAYS A CRITICAL ROLE IN ASSURING AN ORGANIZATION’S SIGNIFICANT IT INVESTMENTS DELIVER MEANINGFUL AND LASTING BUSINESS VALUE. The job of a Business Analyst is not easy. As Michael Hugos wrote in Computerworld: “These are some of the hardest skills to master in the whole IT profession; and companies need good business analysts now more than ever if they are going to thrive in our fast-changing global economy.” Business Analysts work as liaisons among stakeholders to elicit, analyze, communicate, and validate requirements for changes to business processes, policies, and information systems. They bridge the gap – translating between business
    [Show full text]
  • Overview 1 the SOS Roadmap Towards Business Analysis
    ALM AND BUSINESS ANALYSTS MATTER! Implementing a process and roles to increase efficiency and value in NGO software projects Walter Haas, Application Lifecycle Management Advisor, SOS Children’s Villages Michael Kohlegger, Finance & Controlling Business Analyst, SOS Children’s Villages Overview After a consulting project with Accenture in 2012, SOS Children’s Villages started to profes- sionalize the practice of business analysis and develop a more unified approach to software projects. The project included the development of processes and methodologies and the training and internal certification of Business Analysts (BAs). Today, SOS Children’s Villages has 45 internally certified BAs, 50% of whom work in regional and national offices around the world. 1 The SOS roadmap towards Business Analysis How did the project come into being? In 2010, SOS Children’s Villages International began to develop an organization-wide net- work of BAs and an Application Lifecycle Management (ALM) process to standardise the practices and tools that had been developed by various software projects over the years The top priority of this development was to seek acceptance from both the business domain and information communication technology (ICT) realm. To achieve this goal, both business stakeholders and ICT staff were invited to become part of the project team. SOS also made sure the initiative was in line with established practices such as project and process man- agement. In 2012 the rising demand for software solutions and professional software requirements led to a second project supported by Accenture. The goal of this project was the improvement of a future-oriented, professional and effective software development unit at SOS.
    [Show full text]
  • Strategic Analysis Tools
    Topic Gateway Series Strategic Analysis Tools Strategic Analysis Tools Topic Gateway Series No. 34 1 Prepared by Jim Downey and Technical Information Service October 2007 Topic Gateway Series Strategic Analysis Tools About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA Members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 7663 5441 F. +44 (0)20 7663 5442 E. [email protected] www.cimaglobal.com 2 Topic Gateway Series Strategic
    [Show full text]
  • Business Administration B.S. + Supply Chain Management M.S
    BUSINESS ADMINISTRATION B.S. + SUPPLY CHAIN MANAGEMENT M.S. Admitted Business Administration (BUAD) juniors in the Project Management & Business Analysis (PMBA) concentration with a 3.0 GPA or better are eligible STEM CERTIFIED to apply for the accelerated B.S/M.S. Supply Chain Management Program. This designation is formal recognition of the emphasis on statistics and analytics. It proves our curriculum is PROGRAM HIGHLIGHTS relevant and enabling students to be prepared for careers in supply chain STREAMLINED FORMAT and the service economy. Complete B.S. while working towards an M.S. in Supply Chain Management. Students complete three master's level courses during undergraduate studies. In as little as five years, students can earn a B.S. in Business Administration and an M.S. in Supply Chain Management. EXPERT LEARNING COMMUNITY Our plugged-in faculty members are Small classes taught by experienced faculty members give you distinguished researchers and opportunities to interact with fellow classmates and professors who industry professionals who will give have extensive professional and senior-level experience in a range of advice, offer encouragement, and business administration-related and supply chain management-related connect you to opportunities. positions. EXCLUSIVE SITE VISITS AND NETWORKING Visit facilities such as the Port of Baltimore, Domino Sugars, and more. Network HIGH DEMAND with professionals at our events as well as in the classroom. Stand apart when applying for jobs. You will have the know-how to CAREER OUTLOOK implement
    [Show full text]
  • IIBA Global Business Analysis Core Standard.Book
    IIBA Global Business Analysis Core Standard A Companion to A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3 International Institute of Business Analysis, Toronto, Ontario, Canada. © 2017 International Institute of Business Analysis. All rights reserved. ISBN-13: 978-1-927584-09-5 This document is provided to the community for educational purposes. IIBA® and does not warrant that it is suitable for any other purpose and makes no expressed or implied warranty of any kind and assumes no responsibility for errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of the use of the information contained herein. Permission is granted by IIBA to reproduce this document for personal, professional, or educational use. IIBA®, the IIBA® logo, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. No challenge to the status or ownership of these or any other trademarked terms contained herein is intended by the International Institute of Business Analysis. For further information regarding A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) and International Institute of Business Analysis please visit www.iiba.org or contact [email protected]. The Purpose of the IIBA Global Business Analysis Core Standard The IIBA Global Business Analysis Core Standard represents the core and most fundamental practices of business analysis as described in A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) version 3. The IIBA Global Business Analysis Core Standard has been created by IIBA for the global business community.
    [Show full text]
  • MKT 360 – Supply Chain Management
    THE COLLEGE OF NEW JERSEY SCHOOL OF BUSINESS MKTG 360 - Supply Chain Management Spring 2011 Instructor: Dr. Al Quinton Office: Business Bldg. 320 Office Hours: 11:30am to 12:15 pm and 5:30pm to 6pm on Monday and Thursday Phone: 609-771-2536 E-mail: [email protected] Web: Visit SOCS for this class listed as MKT360-01 M/R 2pm for Spring 2011 Required Materials: Principles of Supply Chain Management; J.D. Wisner, G. K. Leong, K. C. Tan; (Thomson South Western) 2009, ISBN cases in Wisner 2009 ISBN 10-0-324-65791-9 Case Study Packet (Available in Bookstore or Direct from www.ecch.com) containing: 606-021-1 Zara¹s Supply Chain Practices 609-031-1 Ikea¹s Cost Efficient Supply Chain 609-030-1 Best Buy Supply Chain Management Practices Supply Chain Management Simulation (LINKS), Randall C. Chapman; 2004, ISBN 1885837-37-2 (On-line registration and $50 payment required of all students will be discussed in class) Prerequisites: MKT201 Marketing Principles Course Overview: Supply Chain Management is a course that examines the primary business processes of buying, selling and distribution from the viewpoint of a relationship network consisting of suppliers, buyers and distribution channel intermediaries. Students will explore the basic principles of effective and efficient relationship management within business functions such as procurement, production, logistics, marketing and distribution. We will analyze supply networks, integrated enterprise organizations, and distribution systems being used within various industries today. Learning Objectives: 1. To build knowledge and understanding of the international supply chain networks in today’s global business environment.
    [Show full text]