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What is a project?

of a project is when certain criteria are met. Temporal Unlike permanent tasks projects have a well defined beginning and a definite end. They are usually time critical. Especially in development projects of the company's success depends on it being a new product is fast with high quality on the market. We must therefore provide for the construction of a new production plant, when to start the work, and by when the project is completed, the production can be absorbed. Financial and personnel constraints The cost budget and the number of persons assisting in the project are limited. Also, rooms, hardware and software equipment and other resources are available only to a limited extent available. One must consider what staff and resources are required in what quantity in order to achieve the project objectives. The expected costs to be determined. Designated goal Without a goal not a project! From the objectives are derived from the measures. A major problem in projects is that are defined at the beginning of any measurable goals. It is therefore wise to the project objectives, together with the management precisely defined and set down in writing. An important goal could be that not more than 80 million will be spent on the production site. Cross-team working projects stand out is that several agencies are involved mostly in different fields. This is evident especially in our example: only through the cooperation of several fields (organization, controlling, production, etc.), the production plant to be built. The work of a team of different specialists leads to very effective and acceptable to all parties solutions. Often the project a temporary own organization in addition to normal Hierarchy established. often extensive The high cost of planning and development of a project it is only active when there is an extensive project. In our case, this is given. with uncertainty and risk-fraught is typical for many projects that we do not know at first whether the objectives can be attained. Often the time frame is not met, the costs far exceeded or you are not able to provide the hoped-for performance. A definition of the term project is set down in the DIN 69 nine hundred and first It says: A project is "a project which essentially characterized by the uniqueness of the conditions in its entirety. A project differs from a daily tasks so mainly that it is a special event. If you are normally responsible for the execution of orders in a turning and suddenly have to train due to the introduction of team work in domestic employees, you have a project. This project need to plan very carefully and monitor its success. This requires well initially increased communication and coordination effort, but overall, money and time saved.

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Introduction to Project Management Service Delivery

complex and novel tasks are handled in the form of projects. For successful project management project management is essential. includes all project management tasks to manage a project. It will provide for the "WHO", "what" and "AS", that is, for example, the project organization and staff, the project objectives and tasks and the tools to be used and the procedure. Many companies are facing new challenges. Is caused by global competition, frequent product changes and forced to permanent change. This is especially in very dynamic sectors, such as the Consumer electronics significantly. Was there almost thirty years ago only national provider with relatively simple products, there are now global manufacturers who market technically highly sophisticated products. The businesses have to constantly introduce new features: smaller devices, more powerful technology, new contemporary look and more. Course of these changes and the settlement of internal tasks is affected. The share of routine tasks decreases while pending increasingly complex and novel tasks that must be handled in the form of projects.

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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. task of the Service Level Management is negotiating, defining, monitoring and review of Service Level Agreements (SLA's). The goal of contractual service level and be monitored in close collaboration between customer and service provider. Capacity Management ensures the cost effective delivery of the correct capacity (technical Resources) at the right time and right place in accordance with the requirements of the SLA's. This includes planning, monitoring and optimization of capacity. Availability Management optimizes the availability of capacity management provided IT - infrastructure, in order to avoid such downtime or at least minimize a large extent. The result of this process, at least in the SLA's agreed service levels. The objective of contingency planning to deal with disasters (emergency and extreme cases) and the restoration of services. For example, this means the temporary use of alternative systems and alternative processes. The objective of cost management to design and implement a cost and management accounting and the invoicing and returns is the costs of IT services. This process provides important information to allow the determination of an optimal balance between price and quality.

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Introduction to ITIL

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. The focus is on the customer and process orientation. The goal is the optimal service delivery for the customer and a transparent cost structure. ITIL helps: use knowledge and experience, better to reduce costs for the development of processes and models, communication between IT - to improve staff and customers to improve customer satisfaction, productivity and increase to increase profitability.

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importance of the IV-Controlling

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. This shows that the use of hardware and software, carefully planned, coordinated and monitored. The IV-Controlling this exercise of a service function. It supports the management, mainly by providing the necessary information. Thus, the IV-Controlling a specialty of the general controlling. It has the following tasks: IV-Controlling helps management to plan, by example, the estimated cost of the IV determined. IV-Controlling monitored so that as the default budget is not exceeded and thus the IV, the proposed services including services. For monthly reports are written to the management. attacks Deviations controlling a steering. If such additional expenditure is necessary, it proposes countermeasures, for example, can be saved out elsewhere. The IV-Controlling exerts mainly an advisory role. Decisions are taken only by management.

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tasks of the process controlling

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. Eg if you have as part of process evaluation set a goal that 98 percent of all customer orders are delivered on time and determine the controlling during the surveillance, that five percent of the promised customer deadlines are not met, the order management process to investigate the causes of . determine Perhaps you realize that many queries are needed during processing. A proposal to improve the part of the Controlling could be: developing a checklist for sales. The checklist helps to already be obtained when an order is all the data required by the customer. Making queries during order processing are unnecessary. The process concept is not limited to the specific process controlling. He has influenced all aspects of controlling. In the past, the controlling was very department-and function-related. The focus was on controlling the production, distribution, etc. Only in recent years, it was recognized that the planning, management and control of integrated processes from suppliers to customers is crucial. is given that an increasing part the costs in the process is created. They are usually costs that can not be directly attributed to a product, so-called overhead. To make them visible, the analysis of the processes is necessary.

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quality in international competition

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.