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SUBJECT : All
MB0028
→ System productivity:
→) management skills:
1) Market experience:-
2) Marketing skills:-
3) Sales skills:-
2 Demonstrate competitiveness:
► certification
► tickit-iso9000-3
► cmm
► spice
► benchmarking
► gartner
▪ Observe
▪ Improve
A)Problems encountered:
process documentation not standard
large, poorly index documents
no ownership
comments on structure not content
1. labour productivity :
2. Personnel productivity:
MARKETING MANAGEMENT
Marketing concepts:-
There are five types of needs. They are stated needs, real
needs, unstated needs, delight needs and secret needs.
Responding only to the stated need may shortchange the
customer. A responsiveness marketer finds a stated need
and fills it .he is going to lose the consumer in the near
future. An anticipative marketers looks ahead into what
needs customers may have in the near future. A creative
marketers discovers and produces solutions customers did
not ask for but to which they enthusiastically respond.
Therefore companies must go beyond just asking
consumers what they want. This is necessary because a
company’s sales come from two groups, new customers and
repeat customers. One estimate shows that attracting a new
customers can cost five times as much as pleasing an
existing one and it might cost sixteen times as much to bring
the new customers to the same level of profitability as the
lost customer. Customer retention is thus more important
than customer attraction.
b) Integrated marketing:-
c) profitability:-
2. Research design:-
1) Bbservational research:-
1) Questionnaire:-
2) mechanical devices:-
3. collection of information:-
Ans.4:-
b) Gender:-
c) Income :-
d) Generation:-
e) Social class:-
Psychographic segmentation:-
a) Life style:-
b) Personality:-
c) Values:-
The nature, role and the type of the system is such that its
design is very complex and sensitive to the business needs.
The system designer, therefore, must have a good insight
into the business for which the system is being designed.
The understanding of the business in terms of its
orientation focus, critical success factors and knowledge of
mission critical application is absolutely essential for
effective system design. The basic management functions
are same, i.e. finance, materials production or service,
personnel and sales, etc. in all the business.
B. E- Communication.
PROJECT MANAGEMENT
▪ Project processes
▪ Process groups
▪ Process interactions
▪ Customization
1. Project processes
A project processes is a series of action to achieve a result.
Project process is classified into 2 main categories:
3. Process interaction
The individuals processes are linked by their inputs and
outputs.
Core processes
Facilitating processes
Controlling processes
Quality
Cost
Schedule
Staff
A.3:- Purpose
○ boxes or nodes containing essential information about
the project represent activities
● critical path planning and scheduling.
EST EFT
12 10 22
Activity LFT
16 4 26
LST
11
14 13
DIFFERENCE=0
40
11 3
14
40
TERMINOLOGY Duration
Earliest finish
time
40
Six sigma:-
Metric:-
Defects per million opportunities. DPMOallows
2. Philosophy:-
Reduce variation in your business and take customer
focused data driven decisions. Six sigma is a
methodology that provides business processes. This
increases in performance and decreases in process return
variation leads to defect reduction and vast improvement
in profits, employee moral and quality.
3. Methodology:-
DMAIC / DFSS structured problem solving roadmap and
tools.
There are six distinct but linked evolutions that influence the
nature of business the organizational structure, the behavior,
1. Demographic Evolution:-
2. Competitive evolution:-
6. Knowledge evolution:-
b) People relationship:-
c) Integrity:-
d) Quality :-
e) Customer orientation:-
f) Innovation management:-
I) Empowering employees:-
The next steps for the portfolio team is to gather data on all
projects. this is a time to ask basic questions about product and
project types and how they contribute to a diversified portfolio.
constantly apply screening criteria to reduce the number of
projects that will be analysed in detail.
4. Decide on projects:-
After completing the above steps, record projects that are fully
funded in an aggressive project plan. in a separate section or
another document, list projects for future consideration, also
capture and communicate reasons for delaying or not funding
projects. the plan of record is both a process and tool used by
some organizations at Hewlett Packard to keep track of the
total list of projects. it lists all projects underway or under
resources assigned. it has achieved in plan status. projects
below the cut line of available resources or which have not yet
achieved priority status are on the out-plan.