In the implementation of projects appear to questions such as:
- What effects do various tasks to date delayed the entire project?
- Which and how many employees are needed?
- standing at all times enough staff available?
What does it cost?
answer these and other questions at short notice to, those responsible must have at any time an overview of the project. This is achieved in complex projects with hundreds of sub-tasks to only using project management.
Project Management covers all management tasks and tools for planning, management and control of a project.
project management is nothing exceptionally new. If you intend for example to build on its own a home, you operate in project management. They put up a schedule so that approximately known, when you can move. They consider the costs of individual trades in order to plan for the financing. Also, you set out to find reliable tradesmen. And of course you also need to know what equipment is to have the house. During the house construction to control the work of craftsmen check how many costs are already incurred and see if the timetable can be adhered to. In order to operate
classical project management. If one were to tell you that they were project managers, would probably shake his head in bewilderment and say, "No, I build just a house!"
project management is not an invention of modern times. The ancient Egyptians had to manage the project "Construction of a pyramid." The modern project management has its origin in the large space projects by NASA in the 60s. In Germany, the Messerschmitt-Bolkow-Blohm GmbH, a subsidiary of Deutsche Aerospace AG, an early intensively used the findings of the project management in the development of military weapons systems.
project management does not include the activities to be solved Problem itself concerning, in particular, the technical input for problem solving, but the management of the problem solving process. Project Management shall:
Project Management determines the "WHO" of a project, eg:
- an appropriate organizational structure for the project
- the project team and the project manager
- the necessary committees for the project
project management determines the "WHAT" of a project, eg:
- the project tasks
- the project aims
- human and financial resources
project management considers "how" of project implementation, including:
- the procedure
- the deployed Planning and control techniques
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of a project is when certain criteria are met. |
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complex and novel tasks are handled in the form of projects. For successful project management project management is essential. |
Wednesday, September 24, 2008
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The Service Delivery processes are the foundation for the provision of IT services. They cover the basic cost processes and service level management, as well as the general implementation of the agreed service levels by Availability and Capacity Management and Contingency Planning from. |
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ITIL is a comprehensive and publicly available best-practice method for standardized IT service management. This process model helps to fulfill the requirements of DIN ISO 9000.
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The information processing, short-IV, has become a major factor in the company. Studies show that a bank can only survive three days if would fail the entire IV. The cost of IV now be between five percent and 15 percent of the total costs of a company.
The IV-Controlling exerts mainly an advisory role. Decisions are taken only by management. |
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are the core tasks of the controlling process is to evaluate operational processes EDP. Are being discovered significant deviations from the planned state, a proposal before the controlling process improvement initiatives. Also be continuously provided information about the processes. |
Saturday, September 20, 2008
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quality is subject to the economy. This is sad, can not be disputed when one considers the historical development. After the 2nd World War II returning American GIs had their pockets full of money. During the war they had not had the opportunity to spend the greenbacks. The demand for cars rose dramatically. The companies in Detroit, especially General Motors, the car almost torn from his hands. Quality was only a secondary consideration. An American quality expert who once claimed that the cars had been sold even if they had only three wheels. So great was the demand.
quite different in Japan. There was economic impact of the lost war in ruins. General MacArthur sought an expert in the country, who had helped in the war, to ensure the quality of production in the U.S.: W. Edwards Deming. It was never the strategy of the Japanese Government in all areas in the world market to be successful. Man sought on the contrary from certain areas in which they figured their chances. The automotive industry was such a sector. In the 60s, the Japanese companies in Detroit taught to fear. They also sold a German provider of U.S. market: VW. These successes were due not least to that because people in Japan assumed the doctrine of Deming, consistently been realized and further developed.
years later should repeat a similar development in the chip market. Japanese companies have been very successful is to make their process. The yield was much higher than competitors from the United States. This allowed Japanese companies to reduce prices. Intel, Texas Instruments and Motorola, after all, the inventor of the integrated circuits, were forced to abandon the production of memory chips. They could compete in price anymore. was in the 80s The embassy also arrived at Ford. It was understood that the success of Japanese manufacturers in either the lower wages or lay on unfair trade practices. They asked Deming for help. Ford, the first of the Big Three in Detroit, who was Deming's methods they could. At GM, it took a few years. As I said a CEO of Siemens, "That changes the heavy tanker, the ride is always the most difficult task."
quality is not always in demand, but one can say with certainty: the medium and long term, quality will always. This is especially true for a consumer climate in which the market is characterized by saturation. If all goods cost about the same amount, then the quality of the decisive factor in the purchasing decision. One reason for high quality, which is often overlooked, is the company itself classified. One product, an innovative design, a form of distribution can be copied easily. Within months and years the competition with a similar offer in the market. The competitive advantage is won not last long.
But not the quality. It is not a property that can be fixed to one characteristic. Rather, a variety of measures are taken, both in product and in the process of production to achieve high quality. Thus, this factor is very difficult for a competitor to copy. The competitive advantage can be maintained over the years.
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Company IT Consulting Ralf Klatt was one of the most successful retail companies in Germany.
The goal was to create transparency in non-transparent mass markets. Under the slogan "first class e-commerce" a unique business model, secured with the help of a strong demand aggregation a stable core business with high growth potential. The cost structure of IT consulting Ralf Klatt were distributed to multiple target groups Internet portals. This allowed the individual portals branded offering with significant price advantages.
As part of industry-specific Network Strategy provides IT consulting Ralf Klatt more than 500 cooperation partners world. A sophisticated, self-developed logistics system enabled by a dedicated logistics center and a high-performance IT infrastructure with three high-performance servers and a maximum of innovative customer-oriented online services.
demand could thanks to the Internet, call centers and print quickly and easily access comprehensive product portfolios. But hospital IT Consulting Ralf Klatt was represented: customers had to purchase the option, units, and returns in the stock sale of cooperation partners.
addition to the unusually strong customer orientation and the direct price concept IT Consulting Ralf Klatt was for an exceptional quality of products and services. Thanks to this integrated Customer Relationship Management there was IT Consulting Ralf Klatt, despite a competitive market for many years in an excellent market position.
The Manager and staff, the company owned deep industry know-how and the right management qualities. to create more value through strategic management, financing and development of business operations and by realization of potential synergies with other retail companies.