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Business process reengineering

Business Process Reengineering Cycle Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Overview[edit] Reengineering guidance and relationship of Mission and Work Processes to Information Technology. History[edit] Related:  Business models

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Reingeniería de procesos La reingeniería de procesos es un rediseño radical y la reconcepción fundamental de los procesos de negocios para lograr mejoras dramáticas en medidas como en costos, calidad, servicio y rapidez. Está destinada a incrementar las capacidades de gestión del nivel operativo y complementarias de las apuestas estratégicas y políticas de una organización. Es un modo planificado de establecer secuencias nuevas e interacciones novedosas en los procesos administrativos, regulativos y sustantivos con la pretensión de elevar la eficiencia, la eficacia, la productividad y la efectividad de la red de producción institucional y alcanzar un balance global positivo. Se trata de una reconfiguración profunda del proceso que se trate e implica una visión integral de la organización en la cual se desarrolla. Preguntas como: ¿por qué hacemos lo que hacemos? Aspectos positivos o ventajas de la metodología[editar] Conceptos clave[editar] Herramientas de diagnóstico y evaluación de procesos[editar] Tareas

Business analyst A Business Analyst (BA) is someone who analyzes an organization (real or hypothetical) and designs its processes and systems, assessing the business model and its integration with technology. The International Institute of Business Analysis (IIBA) describes the role as "a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals." In simple words and as more often, role of a Business Analyst is defined as "a bridge between the Business (Problems) and the Technology (Solutions)". Areas of business analysis[edit] There are at least four tiers of business analysis: The Business Analyst is someone who is a part of the business operation and works with Information Technology to improve the quality of the services being delivered, sometimes assisting in Integration and Testing of new solutions. Typical deliverables[edit] Prerequisites[edit] Certifications[edit]

Bedrijven als speeltuin voor de duistere drie Martin Shkreli De lijst wordt steeds langer, die van frauderende managers in bedrijven en organisaties, en de manier waarop ze het doen wordt steeds vileiner en explosiever. Vanuit Rabo werd de Libor rente gemanipuleerd, Imtech ging aan corruptie ten onder, bij het IEA helpen ze de fossiele energielobby om schone energie uit de markt te houden en bij Volkswagen en welke andere automakers nog meer belazeren ze zowel de wetgevers als de klanten. Toezichthouder De Nederlandsche Bank (DNB) heeft onlangs nog tientallen instellingen uit de financiële sector op de vingers getikt vanwege onwenselijk gedrag van personeel. Het grootste voorbeeld van stuitend ondernemersgedrag is sinds vorige week Martin Shkreli van Turing Pharmaceuticals, die met miljoenen aan particulier investeringsgeld oude rechten op medicijnen opkocht, en vervolgens de prijs daarvan met vierduizend procent verhoogde, van 15,- per pil naar 600,- per pil. De schade die frauderende managers veroorzaken is niet te overzien.

Línea de base (investigación científica) La línea de base en el ciclo de proyectos. La línea de base o línea basal o estudio de base es la primera medición de todos los indicadores contemplados en el diseño de un proyecto de desarrollo social y, por ende, permite conocer el valor de los indicadores al momento de iniciarse las acciones planificadas, es decir, establece el 'punto de partida' del proyecto o intervención.[1] La línea de base suele tener un carácter cuantitativo y puede recurrir tanto a fuentes primarias (producidas ad-hoc) como a secundarias (por ejemplo: censos, estudios previos), pero se prefiere las fuentes primarias dado que muchas veces los proyectos de desarrollo conciernen a un escenario específico no contemplado por otros investigadores. El resultado de la línea base se expresa en un informe que describe la situación del problema identificado antes de la intervención del proyecto y la información elaborada se conoce como año base, punto de referencia o año cero.[3] La línea de base permite:[1] [2] [4]

20 Reasons Managers Fail A manager is someone who accomplishes work through others. It isn’t easy. All people. regardless of their background, education, experience, or biases, are different and accomplishing work through them presents it’s own set of challenges. Success in management is usually the result of making a strong connection with those we’re tasked to manage – and I don’t like using the word “manage” since you manage processes but lead people – a connection that causes the employee to behave in a way that helps move the team forward to achieving the desired results. For more on becoming a results based leader, try reading 10 Steps to Becoming a Results Based Leader. So what traits or actions cause a manager to fail? A good manager stands up and takes responsibility for his area (store, territory, or department). Having a manager who will stand up and take responsibility emboldens the employees who work for him to do the same. Action application: Take responsibility. Remember, the buck stops with you.

The what and why of product experimentation at Twitter Experimentation is at the heart of Twitter’s product development cycle. This culture of experimentation is possible because Twitter invests heavily in tools, research, and training to ensure that feature teams can test and validate their ideas seamlessly and rigorously. The scale of Twitter experiments is vast both in quantity and variety — from subtle UI/UX changes, to new features, to improvements in machine learning models. Build a hypothesis: Come up with an idea for a new feature or an improvement to an existing one.Define success metrics: Estimate the “opportunity size” — number of users who will be affected by the change. A/B Testing, decision-making, and innovation The Product Instrumentation and Experimentation (PIE) team at Twitter thinks about philosophy of experimentation a lot. The benefits of testing, and a little about incrementalism This is not due to something fundamental about A/B testing. Some may look at incremental changes as insufficient. Experimenting responsibly

Colaboratorio Colaboratorio designa un centro de investigación distribuido. Al explotar las tecnologías de la información y la comunicación, el colaboratorio permite a los investigadores trabajar juntos en un mismo proyecto, aunque se hallen muy lejos unos de otros. El concepto de colaboratorio fue acuñado por Koichirō Matsuura, Director General de la Unesco ,[1] al presentar el Informe mundial: Hacia las sociedades del conocimiento de este organismo. .[2] Colaboratorio surge de la combinación de las palabras colaboración y laboratorio. Es un ‘centro sin paredes’, un punto de encuentro abierto a académicos, investigadores, estudiantes y público en general interesado en la conformación de espacios de aprendizaje en red, flexibles y participativos. El colaboratorio ha facilitado la aceleración de investigaciones que, si se hubieran efectuado por separado, habrían hecho perder un tiempo precioso a la comunidad científica y ocasionado duplicaciones estériles de tareas. Bibliografía[editar]

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Futurist Thomas Frey outlines a number of possibilities for libraries Frey, a former IBM engineer who is now executive director of the Colorado-based DaVinci Institute, outlined ways libraries may evolve in the future. Some 2 billion jobs will disappear by 2030, Frey predicted, as software and apps disrupt traditional businesses. The emerging “sharing economy” will create more enterprises like Uber and Airbnb, with independent operatives linked by apps. More workers, he suggested, will be freelancers, temps, independent contractors and self-employed entrepreneurs “co-working” in collaborative spaces very different from the traditional office. Individuals will be surrounded by thousands of sensors; your coffeemaker, Frey said (not entirely joking), will be smarter than you are. Tens of thousands of drones will be everywhere, Frey predicted, not just flying in the air but running on roads or navigating waterways. And what does this mean for libraries? Article via Star News Online

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