scholarly journals A project management approach to competitive intelligence

2020 ◽  
Vol 10 (3) ◽  
Author(s):  
Miguel-Ángel García-Madurga ◽  
Miguel-Ángel Esteban-Navarro
Keyword(s):  
Project Management ◽  
Business Processes ◽  
Inductive Reasoning ◽  
Research Problem ◽  
International Standards ◽  
Competitive Intelligence ◽  
Management Approach ◽  
Monitoring And Control ◽  
Technical Standards ◽  
Professional Literature

The research problem that this study seeks to solve is to examine the relationshipbetween competitive intelligence (CI) and project management (PM). These disciplines coincidein their threefold approach to action, collection of results, and ability to react in response toenvironmental signs. However, the academic and professional literature has not explored thepossible synergies between CI and PM, with the exception of the seminal proposals by Prescottin 1988 and 1999. The aim of this opinion article is to propose a new methodological approachfor the production and transfer of CI in accordance with the international standards of PM. Themethodology consists of an inductive reasoning process from specific observations and evidencegathered in our professional experience as CI practitioners over twenty years, contrasted withthe findings of the scientific literature, the PMBOK® Guide of the Project ManagementInstitute, and with the CI model proposed by the most relevant Spanish technical standards inR&D&I management and strategic intelligence management. The paper discusses the vision ofintelligence production and dissemination in a project with five phases or groups of processes:initiation, planning, execution, monitoring and control, and closure. Also, the responsibilities ofthe human intelligence team are exposed. This proposal could be an alternative to thedepartmental-based intelligence cycle model more aligned with the organizational culture andthe usual operational practices and business processes of companies, founded on the design anddeployment of projects with a specific beginning and end that is carried out to create a product,service or unique result. It is concluded also that there is a need for undertaking experimentalimplementation and case studies of this proposal in companies and their assessment by futureacademic studies.

Coordination of I&C Design With the Obligatory Consideration of Human Factors: A Project Management Approach

2016 ◽  
Vol 2 (4) ◽  
Author(s):  
Silvia Sanz ◽  
Antonio Ciriello ◽  
Wolfgang Krause ◽  
Asriel Eisinger
Keyword(s):  
Project Management ◽  
Human Factors ◽  
Management Approach ◽  
Plant Design ◽  
Monitoring And Control ◽  
Task Support ◽  
Automation Systems ◽  
Management Procedures ◽  
Plant Monitoring ◽  
And Control

Human factors engineering (HFE), such as other engineering disciplines involved in plant design, cannot be considered retroactively. The engineering principles and methods derived from deep knowledge of the cognitive and perceptual capabilities and limitations of the plant’s “human element” are applied instead throughout the plant design. Focusing HFE efforts, the plant’s HMI is designed to ensure effective and error-free performance of the monitoring, control, and administrative tasks allocated to the control-room crew. A project’s HFE program prescribes three main steps (1) The task analysis and the analyses of plant monitoring and control functions to identify those to be performed manually (all others are performed automatically, or in a combination of manual and automatic, while still manually monitored) and determine in turn the HMI inventory of information displays, controls, alarms, and operating procedures required to support their performance. (2) The guided design of the plant’s HMI, ensuring its compliance with HFE principles and the completeness and correctness of the task support it provides. (3) The subsequent evaluation of operator performance, trained to follow the operating procedures and use of the HMI. Authors’ experience shows that the three following required steps pose challenges to project execution: (1) the acquisition and analysis of the multidisciplinary functional requirements (related to plant monitoring and control); (2) the likely interdisciplinary analysis and how fulfillment of these requirements shall be allocated to I&C automation systems or operators (or both); and (3) the HFE-guided HMI design and validation. An additional fourth challenge poses a timely and cost-effective application of HFE to I&C engineering, which can be achieved by adequate planning and project management procedures. This paper aims to summarize some of our industrial experiences gained in new builds and modernization projects of nuclear power plants around the world.

scholarly journals ORGANIZATIONAL ASPECTS OF IMPLEMENTATION OF CRM-SYSTEMS IN THE ACTIVITY OF THE ENTERPRISE

2018 ◽  
pp. 81-85 ◽  
Author(s):  
Oleksandra Martsinkovska ◽  
Oleh Lehkyi
Keyword(s):  
Project Management ◽  
Personnel Management ◽  
Business Processes ◽  
Sales Management ◽  
Marketing Communications ◽  
Management Approach ◽  
Sources Of Information ◽  
Work Process ◽  
Management Decisions

The article covers the main features of CRM–systems as well as the functionality of common platforms in the main scopes – sales management, marketing, communications with related inner departments; the feasibility of applying CRM–systems alongside with the usage of the project management approach in the context of the Kanban-processes and the methodology "AGILE" has been proved; the stages of implementation of CRM–systems at the enterprise from the position of personnel management and use of digital sources of information for making management decisions are outlined; the main advantages of using CRM–systems for business processes in general, as well as for marketing and organization of the work process in particular, are outlined.

scholarly journals Resource Controllability of Business Processes Under Conditional Uncertainty

2021 ◽  
Author(s):  
Matteo Zavatteri ◽  
Carlo Combi ◽  
Luca Viganò
Keyword(s):  
Access Control ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Autonomous Systems ◽  
Research Problem ◽  
Current Research Problem ◽  
Constraint Networks ◽  
Process Engine ◽  
A Current

AbstractA current research problem in the area of business process management deals with the specification and checking of constraints on resources (e.g., users, agents, autonomous systems, etc.) allowed to be committed for the execution of specific tasks. Indeed, in many real-world situations, role assignments are not enough to assign tasks to the suitable resources. It could be the case that further requirements need to be specified and satisfied. As an example, one would like to avoid that employees that are relatives are assigned to a set of critical tasks in the same process in order to prevent fraud. The formal specification of a business process and its related access control constraints is obtained through a decoration of a classic business process with roles, users, and constraints on their commitment. As a result, such a process specifies a set of tasks that need to be executed by authorized users with respect to some partial order in a way that all authorization constraints are satisfied. Controllability refers in this case to the capability of executing the process satisfying all these constraints, even when some process components, e.g., gateway conditions, can only be observed, but not decided, by the process engine responsible of the execution. In this paper, we propose conditional constraint networks with decisions (CCNDs) as a model to encode business processes that involve access control and conditional branches that may be both controllable and uncontrollable. We define weak, strong, and dynamic controllability of CCNDs as two-player games, classify their computational complexity, and discuss strategy synthesis algorithms. We provide an encoding from the business processes we consider here into CCNDs to exploit off-the-shelf their strategy synthesis algorithms. We introduce $$\textsc {Zeta}$$ Z E T A , a tool for checking controllability of CCNDs, synthesizing execution strategies, and executing controllable CCNDs, by also supporting user interactivity. We use $$\textsc {Zeta}$$ Z E T A to compare with the previous research, provide a new experimental evaluation for CCNDs, and discuss limitations.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

CRITICAL ANALYSIS OF APPROACHES TO ASSESSING THE IMPACT OF BUSINESS PROCESSES ON THE FINANCIAL PERFORMANCE OF AN ORGANIZATION

2021 ◽  
Vol 4 (4) ◽  
pp. 201-205
Author(s):  
A. L. GENDON ◽  
◽  
G. F. GOLUBEVA ◽  
Keyword(s):  
Financial Performance ◽  
Critical Analysis ◽  
Business Processes ◽  
International Standards ◽  
Financial Indicators ◽  
Life Activity ◽  
Cost Of Production ◽  
The Cost ◽  
The Impact

The article reveals a system of financial indicators that characterize business processes, accounting for income and expenses according to Russian and international standards. The ways of increasing the efficiency of the company's life activity, in particular, the ways of reducing the cost of production, are considered.

scholarly journals Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project

2016 ◽  
Vol 3 ◽  
pp. 5035 ◽  
Author(s):  
Kai Matturi ◽  
Chris Pain
Keyword(s):  
Project Management ◽  
International Development ◽  
Project Manager ◽  
Management Approach ◽  
Development Projects ◽  
Donor Funding ◽  
New Approach ◽  
Working Together ◽  
Common Goals ◽  
Integrated Project

Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach.An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.   

scholarly journals Development of the stock exchange information system

2006 ◽  
Vol 16 (2) ◽  
pp. 265-284
Author(s):  
Radojko Miladinovic
Keyword(s):  
Information System ◽  
Project Management ◽  
Capital Market ◽  
Stock Exchange ◽  
International Standards ◽  
Software Project ◽  
Software Project Management ◽  
Exchange Information ◽  
Countries In Transition ◽  
Continuous Trading

The stock exchange represents the key institution for the development of capital market of any country. Thus the information system of every stock exchange must satisfy very strict international standards. The development of these systems is particularly difficult in countries in transition, due to intense economic and legal changes, lack of technical and financial resources, lack of experience and knowledge in the area of the capital market business, etc. Therefore the special software project management methodology for their realization must be clearly defined. In the development process of the Belgrade Stock Exchange (BSE) information system a new software project management methodology for its realization has been defined, the application of which is illustrated through a series of different development stages of the Belgrade Stock Exchange information system. In order to make all the problems more comprehensive, only the continuous trading method is described, being the most frequently used trading method in the world.

scholarly journals PROFESSIONAL JUDGMENT OF AN ACCOUNTANT UNDER UNCERTAINTY

2021 ◽  
Author(s):  
Iryna Melnychuk ◽  
◽  
Oksana Lopatovska ◽  
Keyword(s):  
Business Processes ◽  
Rapid Development ◽  
International Standards ◽  
Professional Judgment ◽  
Accounting System ◽  
Basic Principles ◽  
Domestic Legislation ◽  
Variable Characteristic ◽  
Specific Alternative ◽  
The Cost

The modern accountant works in extremely difficult conditions, which is associated with the rapid development of the service economy, which leads to the formation of new and complex business processes and operations. Since all transactions must be reflected in the accounting system of the enterprise, there is a need to find sound methods that allow to implement it within the existing legal field. However, domestic legislation in the field of accounting and taxation is increasingly undergoing changes that are not always relevant and systematic. As a result, the accountant in his work is faced with problematic issues that need to be addressed immediately. However, the solution of such problems is not always directly regulated by law. In such conditions, the role and importance of professional judgment of the accountant, the content of which is disclosed in the article, increases significantly. It is determined that professional judgment is bases on acquired knowledge, own skills, abilities, experience and professional sense, and is a kind of superstructure of professional opportunities. The cost of such a judgment depends on the result obtained on the basis of its application. Professional judgment is a variable characteristic of an accountant's capabilities and requires constant development. To do this, you should follow certain principles, which include consistency, argumentation, reliability, completeness, logic. Adherence to these principles will form the level of professional judgment that will provide an opportunity to effectively solve non-standard production situations and bring additional income to the accountant. In addition, we believe that the application of international accounting and reporting standards provides more opportunities for the development of accounting judgment. This is because international standards describe the basic principles that a particular entity must comply with. Domestic accounting regulations provide many alternatives by which objects can be recognized in accounting. Therefore, the development of professional judgment in the application of national provisions is primarily related to the justification of a specific alternative or scheme of application of methods of recognition, evaluation, accounting of individual objects.

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