Modeling and Optimization of Resource Allocation in Supply Chain Management Problems
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Problem Management Process
Problem Management Process INSIGHTSCS CORP. JANUARY 01, 2019 Doc. No. 2019ISC-PMP Problem Management Process Version: 1.0 Effective: January 2019 Insight Supply Chain Solutions Subject: Problem Management Process Approved: Relly Earl Noman – CTO/CIO Effective Date: 01 January 2019 1 Introduction 1.1 Management Summary This document provides both an overview and a detailed description of the INSIGHTSCS’ Application Suite Problem Management process and covers the requirements of the various stakeholder groups. The Problem Management process is designed to fulfil the overall goal of unified, standardized and repeatable handling of all Problems managed by INSIGHTSCS’ Engineering and Implementation teams. Problem Management is the process responsible for managing the lifecycle of all problems. The Problem Management Process works in conjunction with other Application Suite processes related to ITIL and ITSM in order to provide quality IT services and increased value to INSIGHTSCS. 1.2 Goal of Problem Management To maximize IT service quality by performing root cause analysis to rectify what has gone wrong and prevent re-occurrences. This requires both reactive and proactive procedures to effect resolution and prevention, in a timely and economic fashion. Reactive Problem Management identifies problems based upon review of multiple events (incidents) that exhibit common symptoms or in response to a single incident with significant impact. Proactive Problem Management identifies problems by reviewing incident trends and non-incident data to predict that an incident is likely to (re-)occur. The goal of Problem Management and Incident Management can be in direct conflict. Both processes aim to restore unavailable or affected service to the customer. -
Problem Management Process Vanderbilt University June 10, 2020
Problem Management Process Vanderbilt University June 10, 2020 Problem Process Page 1 of 11 Contents Version History .............................................................................................................................................. 3 Summary ....................................................................................................................................................... 4 ITIL Problem Management............................................................................................................................ 4 Proactive vs. Reactive Problem Management .......................................................................................... 5 Incident – Problem – Change – Knowledge .............................................................................................. 5 When is a Problem created? ......................................................................................................................... 6 Who can create Problems? ........................................................................................................................... 6 Viewing Problems ......................................................................................................................................... 6 Problem Ownership ...................................................................................................................................... 7 When should a Problem be moved to the Problem Management Team? .................................................. -
HDI Problem Management Professional
HDI Problem Management Professional HDI curriculum addresses the needs Course Overview of support professionals throughout The HDI Problem Management Professional certification is intended for those who wish their careers and the various maturity to gain a working knowledge of industry best practices related to problem management. levels of their support operations. It mIt is ideal for IT professionals who are working or are planning to work within problem presents the business processes and management, whether in a technical, managerial, or operational role. The responsibilities soft skills required to increase pro- of problem management professionals vary from organization to organization, but ductivity, profitability, and improve they often include: assisting with the planning and implementation of the problem customer satisfaction. management process; performing both reactive and proactive problem management; prioritizing and categorizing problems; investigating and diagnosing the problems; coordinating and/or executing root cause analysis; developing workarounds; and proposing changes to resolve issues. The HDI Problem Management Professional Certification Standard is based on the concepts, principles, and best practices found in various ITSM frameworks, including ITIL, ISO/IEC 20000, and COBIT. What You Will Learn Best practice frameworks and standards for ITSM What service restoration is, in terms of incident and problem management The problem management activity flow All HDI Courses include The importance of detection, prioritization, -
05/11/2018 UCF IT Problem Management Policy & Procedure
University of Central Florida Information Technology (UCF IT) Title: Effective: 05/11/2018 UCF IT Problem Management Policy & Procedure Revised: 10/31/2018 Approved By: Michael Sink, Associate VP & COO, UCF IT Page 1 of 11 Revision History Revision (Rev) Date of Rev Owner Summary of Changes Section I; Updated title & body 10/31/2018 Scott Baron Updated title and paragraph body verbiage I. DOCUMENT CONTROL AND APPROVALS ................................................................. 1 II. OBJECTIVES ...................................................................................................................... 1 III. DEFINITIONS ..................................................................................................................... 2 IV. SCOPE OF PROBLEM MANAGEMENT ......................................................................... 3 V. ROLES AND RESPONSIBILITIES ................................................................................... 4 VI. POLICIES ............................................................................................................................ 5 VII. LIFE CYCLE OF A PROBLEM ......................................................................................... 5 VIII. EMERGENCY CHANGE - RETRO PROBLEM RECORD ........................................... 10 IX. ADDITIONAL CONSIDERATIONS ............................................................................... 11 X. APPENDIX ....................................................................................................................... -
Proactively Branding IT As a Strategic Business Partner Ensure Transparent IT Costs
Customer Case Study | SERVICE IMPROVEMENT The customer in numbers 1907 founded 2nd Largest food retailer in Canada 125,000 employees 928 communities served 1,500+ Proactively branding IT stores across Canada 380+ as a strategic business partner retail fuel locations The Vision Challenge Sobeys Inc. serves the food shopping needs of Canadians with approximately 1,500 stores in all 10 provinces Harmonize processes, regulate IT costs and as well as more than 380 retail fuel locations. Their five core retail food formats are designed to ensure replace fragmented ITSM tool with a more that they have the right offering in the right sized stores, for each individual market served from full service efficient solution, generating greater ROI. format to a convenience format, each tailored to satisfy the unique occasion-based food shopping needs of customers. Solution In 2015, Sobeys set out to rebuild their IT Organization with the following key initiatives in mind: Develop multi-year program, aligning French Developing successful internal and vendor relationships in order to build collaborative partnerships and English service desks and defining process goals, policies and KPIs. Proactively Ensuring IT-related costs are transparent and predictable brand IT as a strategic business partner and Proactively branding IT as a strategic business partner ensure transparent IT costs. A key component to rebuilding was the IT Service Management foundation, including both processes and the Results supporting toolset, enabling the IT team to achieve new successes. By harmonizing processes and tools, they were able to achieve their ITSM vision. Incident resolution targets within SLAs met and exceeded: ▪ 23% increase in resolution within SLA on To be a leader in IT Service Management, enabling the power of business-focused IT solutions that Critical Priority Incidents. -
Natural Resource Economics - Jason F
ECONOMICS INTERACTIONS WITH OTHER DISCIPLINES – Vol. II - Natural Resource Economics - Jason F. Shogren NATURAL RESOURCE ECONOMICS Jason F. Shogren University of Wyoming, Laramie, USA Keywords: natural resource, natural resource economics, non-renewable resource, renewable resource, biodiversity, non-market valuation Contents 1. Introduction 2. Non-renewable Resources 2.1 Optimal Depletion 2.2 Resource Scarcity 2.3 Energy 3. Renewable Resources 3.1 Fisheries (or Groundwater) 3.2 Forests 3.3 Commons and Property Rights 3.4 Regulation and Incentives 4. Protecting Biodiversity 5. Climate Protection 6. Non-market Valuation 7. Concluding Comments Acknowledgements Glossary Bibliography Biographical Sketch Summary Natural resource economics examines how society can more efficiently use its scarce natural resources, both non-renewable resources, such as minerals and fossil fuels, and renewable resources, such as fisheries and forests. Theory and empirical research explores alternative models on how people and societies choose to use and manage their limited resources. For non-renewable resources, natural resource economics suggests that theUNESCO efficient path to extract such resources – EOLSS over time is to balance the market price with both the marginal extraction costs and the opportunity cost, or shadow price of extracting the resource sooner rather than later. This shadow price is also called the user cost, resourceSAMPLE royalty, or scarcity rent. User CHAPTERS costs capture the idea that there is an additional cost for extracting a resource today since it cannot be extracted tomorrow. Theory also suggests the scarcity rent should grow at a rate equal to the rate of interest. This is called Hotelling’s rule, which says that a unit of resource extracted in any period should yield the same rent, in present value terms. -
Problem Management Policy MANUAL
ADMINISTRATIVE SUBJECT: City of Delray Beach POLICIES AND PROCEDURES Problem Management Policy MANUAL Number: Document owner: Effective date: Last review date: IT-P0011 D. Marese 10/01/2018 01/30/2018 Supersedes: Approved by: Mark R. Lauzier, City Manager Version Date Author(s) Summary of Updates Authorization Effective 1.0 02/11/15 F. Montero Initial document creation D. Marese 1.1 04/21/15 D.Marese Update Document 05/01/15 1.2 01/30/18 D.Marese Update Document 03/01/18 TABLE OF CONTENTS 1 INTRODUCTION .................................................................................................................................. 2 1.1 PURPOSE ............................................................................................................................................ 2 1.2 SCOPE ................................................................................................................................................ 2 1.3 ROLES AND RESPONSIBILITIES .......................................................................................................... 2 1.3.1 Problem Manager ...................................................................................................................... 3 1.3.2 Problem Ticket Requester .......................................................................................................... 3 1.3.3 Problem Analyst ......................................................................................................................... 3 1.3.4 Service Desk .............................................................................................................................. -
Operations Research Models Applied for Allocation of Public Resources Under the Efficiency-Effectiveness-Equity (3E) Perspective
Operations Research Models Applied for Allocation of Public Resources under the Efficiency-Effectiveness-Equity (3E) Perspective THESIS Presented in Partial Fulfillment of the Requirements for the Degree Master of Science in the Graduate School of The Ohio State University By Melissa Pizarro Aguilar Graduate Program in Industrial and Systems Engineering The Ohio State University 2012 Master's Examination Committee: Ramteen Sioshansi, Advisor Jerald Brevick Copyright by Melissa Pizarro Aguilar 2012 Abstract The main difference among operation research models for the private sector and the public sector is the inclusion of the equity criteria. In this sense, one of the objectives of this project was identifying proposed models to solve allocation problems in the public sector, under the efficiency, effectiveness and equity (3E) principles as the providers of public services need to guarantee non-discriminatory access to the services to all of the population, and at the same time make the best use of the limited resources. We identified various models that include the equity perspective, but we focused on the data envelopment analysis (DEA) resources allocation model developed by Goaz Golany and Eran Tamir, as it integrates the 3E. This integration is important as the tradeoffs among certain decisions at each dimension could affect the performance in other dimension. The second objective of this thesis is validating a systematic budget allocation methodology for the primary health care sector in Costa Rica. The institution evaluated is the area of health Jiménez Núñez (Goicoechea 2) which is composed of 10 Basic Teams for Comprehensive Care in Health (EBAIS). The EBAIS were selected as the decision making units for the validation. -
KT PROBLEM MANAGEMENT Advanced Troubleshooting Skills For
KT PROBLEM MANAGEMENT Advanced Troubleshooting skills for Clear thinking for a complex world PROBLEM MANAGEMENT Take the next step in maximizing your critical BENEFITS thinking skills for improved service performance • Learn Kepner- This course is designed exclusively for graduates of the KT Foundations Tregoe’s advanced course provided via our partner ITpreneurs and is the next step in developing troubleshooting skills expertise in the area of Problem Management towards becoming a high • Hone your skills performance “troubleshooter”. through case studies Participants will have already learned an overview of the core KT skills— and application Situation Appraisal, Problem Analysis, Decision Analysis and Potential Problem Analysis. During the KT Problem Management workshop they will • Learn about how be introduced to additional Problem Analysis skills to find root cause: to improve the • The use of ‘Distinctions and Changes’—a critical approach in performance of your isolating causes of complex problems Problem Management • Solving Start-up Problems—often times the toughest to solve processes • Solving Recurring Problems—they drive up your incident volume and negatively impact your customer satisfaction “We needed improvement • ‘Think Beyond the Fix’—move from reactive to proactive —and 12 months later, the problem management figures are here. Our team A large number of case studies will reinforce and cement the skills learned implemented the problem at the KT Problem Management workshop. solving process. Progress was steady, going from This two-day course is beneficial for service-desk staff, analysts, problem 10% to 35% and finally and incident managers, auditors, quality managers, operators, technicians, reaching +90% after just engineers and others responsible for customer service and support. -
Governance & Management of Complex Multi-Supplier Value
Governance & Management Of Complex Multi-Supplier Value Streams Executive Summary Managing the 21st Century IT organization is a highly complex task. Information Technology has become deeply entrenched as a critical dependency for many, if not most business processes across a broad span of industries. Additionally technology, whether managed directly by the formal IT group or by technical staff within specialized business units, underpins the critical revenue streams for an enterprise. Finally, as we have seen in the last decade or so, managing IT is not limited to managing only the internal people, process and technologies under the direct control of the firm. It also includes governance and management of integrated technology suppliers, which has expanded externally through outsourcing arrangements including, the extended XaaS (all sorts of things-as-a-service) technology base. Right now, the IT sector is struggling with complex multi-supplier value streams. This paper is one of the series that came out of the Pink Think Tank at the 18th Annual International IT Service Management Conference & Exhibition in February 2014 (“Pink14”). In support of Pink Elephant’s mission to research, document and promote IT best practices, Pink14 hosted and sponsored the assembly of a group of thought leaders to discuss a growing trend and challenge in the IT industry: the Pink Think Tank (www.linkedin.com/groups?home=&gid=7473572). The specific challenge that was addressed at Pink14 was the fact that there is an observable increase in the use of third-party -
CGI's Procurement Service Desk
CGI’s Procurement Service Desk Business Process Outsourcing 2 cgi.com Our mission at CGI Business Process Outsourcing: To be the preferred partner in value-add front line services, empowering clients with Service Management beyond IT. At CGI, our company culture reaches across 69,000 people in 40 countries that combine years of industry and domain knowledge and IT services and consulting expertise to build our partnerships with clients. Our proximity model provides clients with a stable, dedicated and flexible team rooted locally and accountable for success. We have an industry-leading track record of on-time, on-budget projects, aligning our teams with clients’ business strategies to achieve top-to-bottom line results. Why CGI? For organizations who recognize that great results come from sustained team work CGI is the global IT and business process services provider that creates value by delivering high-quality business consulting, systems integration and outsourcing services because we are committed to helping clients leverage current investments while adopting new technology and business strategies to achieve top and bottom line results. cgi.com 3 The BPO Service Hub The BPO Service Hub brings together resources and capabilities from key CGI delivery units as front-line services that deliver value to our clients. Our analysts are located primarily in Norway, with supplementary teams located in the Philippines. Services are available 24/7/365 in English, Norwegian, Swedish and Danish. All Service Desks include dedicated service development resources focused on continually identifying initiatives and options to improve the service. They also own critical processes, deliver structured training to our analysts and deliver service management training to client staff members. -
Risk Management Model in ITIL
s Risk Management Model In ITIL Sarah Vila-Real Vilarinho Dissertation for the Degree of Master of Information Systems and Computer Engineering Jury President: Prof. Dr. Joaquim Armando Pires Jorge Supervisor: Prof. Dr, Miguel Leitão Bignolas Mira da Silva Prof. Dr. Maria do Rosário Gomes Osório Bernardo Ponces de Carvalho Member: Prof. Dr André Ferreira Ferrão Couto e Vasconcelos June 2012 i ii Acknowledgment In the first place I would like to thank to Instituto Superior Técnico for the opportunity to produce this thesis and to enlarge my scientific background. In particular, I would like to thank professors Miguel Mira da Silva and Maria do Rosário Carvalho, whose patience, help, advice and supervision were invaluable. I would like to thank all the experts who dispended their time evaluating and inspiring some parts of my work. I would also like to thank to my friends, my uncles (Cláudia and Marcos) and all my work colleagues for their support and understanding, especially to my friend Pedro Jacinto for his huge support, reviewing and criticizing during my work. Without his support probably I would not finish this thesis. iii iv Abstract ITIL is considered a framework of best practice guidance for IT Service Management and it is widely used in the business world. In spite of this, ITIL has some gaps in Risk Management specification. In fact, there is only a coordination of exercises instead of a clear and owned process, which can limit the efficiency of ITIL’s implementation in organizations. The present thesis approaches this problem and compares IT risk management in ITIL to other IT Governance and service management frameworks.