Management Team View and the Value Management Process: Association Analysis of Brazilian Public Companies

2003 ◽  
Author(s):  
Fábio Frezatti
Keyword(s):  
Association Analysis ◽  
Management Team ◽  
Value Management ◽  
Management Process ◽  
Public Companies

scholarly journals The Role of Integrated Change Control in Project Success within the Telecommunication Industry in Uganda: A case of Airtel Networks LTD, Uganda

2019 ◽  
Vol 9 (2) ◽  
pp. 18
Author(s):  
Kirima Lucy Karimi ◽  
Antony Munyori
Keyword(s):  
Change Management ◽  
Project Success ◽  
Implementation Process ◽  
Target Population ◽  
Management Team ◽  
Telecommunication Industry ◽  
Management Process ◽  
Internal Resources ◽  
It Department

The purpose of this research study was to investigate the role of integrated change control in project success within the telecommunication industry in Uganda. Integrated change control allows for documentation of all the requested, approved or rejected changes to the project with an aim of reducing project risks, cost and time without having to consider the overall project objective plans. The target population for this study was the technical staff within IT department, change management team involved in implementing and configuring changes and the management team involved in approving or rejecting changes in Airtel Networks LTD Uganda. The study concluded that, change readiness, communication change plans, change management execution, trainings and change documentation availability and feedback elicitation from all relevant stakeholders play a bigger role in the level of project change success. It was noted further that it is necessary to have a unified change management process that incorporates an integrated change control section comprised of Change board that sits down to review, analyze, approve, reject or return change requests raised by different stakeholders of the organization at any point in time. The study recommended that Airtel Networks LTD Uganda continuously engages in the Change management process with emphasis on integrated change control to exploit fully its internal resources in the strategy implementation process while remaining relevant not only to its own operations but also to the ever-changing environmental dynamics in the telecommunication industry.

Determinants and methodology of public companies’ just value management

2015 ◽  
Vol 1 (2) ◽  
pp. 7-19
Author(s):  
Shokhmansur Shokhazamiy ◽  
Rustam Abduraupov
Keyword(s):  
Financial Market ◽  
Geometric Model ◽  
Value Management ◽  
Public Companies ◽  
The Real ◽  
Financial Decisions ◽  
Real Value ◽  
A Company ◽  
Practical Recommendations

We have devoted the paper to verify the determinants and methodology of value management of a company. We proposed to determine the just value according to the geometric model, which uses the appropriate quantitative values with respect to the real value of a company and the objective price of its shares in the open developed financial market. Furthermore, the paper offers theoretical suggestions and practical recommendations which are useful for the investors and managers in making timely financial decisions

scholarly journals Modified Method of Automation Decision-Making Management Process for the Project Management Team Creation

2019 ◽  
pp. 32-39
Author(s):  
Оksana V. Chorna ◽  
◽  
Lesya A. Lyushenko ◽  
Natalia A. Rybachok ◽  
◽  
...  
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Management Team ◽  
Management Process ◽  
Modified Method

VLITP Management Framework

2009 ◽  
pp. 188-207
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Management Team ◽  
Process Models ◽  
Legacy Systems ◽  
Management Process ◽  
Management Framework ◽  
Specific Process ◽  
Management Processes ◽  
Human Interventions ◽  
Process Execution

The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the steps required. However, in practice, these applications only execute a small part of the overall process. Execution of a complete VLITP management process can also be achieved by using a framework of software with human interfaces, where needed when applications are not able to execute the management process automatically. Certain aspects of VLITP management process can only be accomplished with human interventions. Due to the complexity of managing VLITP, changing the scope is costly and an overview of the VLITP and their state is difficult to obtain. In order to effectively deliver its objectives, VLITP often requires that the underlying activities be constructed according to the principles of a framework. Thus, it is often difficult to make a suite of existing legacy systems fit with a VLITP. The commercial project management market has focused on specific process models to reduce the complexity of VLITP management This chapter presents a framework that provides the basis for identifying and describing generally accepted principles and practices of VLITP. The purpose is to guide the project management team of VLITP in the execution of one of the most challenging jobs in business today.

Customer Value Is Not Just Created, It Is Formally Managed

2017 ◽  
Vol 3 (2) ◽  
pp. 200-209 ◽  
Author(s):  
Stephan M. Liozu
Keyword(s):  
Customer Value ◽  
Value Management ◽  
Management Process ◽  
Process Creation ◽  
Three Stages ◽  
The Difference ◽  
Definition Of ◽  
Management Capabilities ◽  
Customer Value Management ◽  
Do So

The definition of customer value and its conceptualization can be complex. There is a confusion in the term itself but also in the sequence of creating, quantifying, and capturing value. This article intends to clarify the difference between the three steps of customer value management. It posits that customer value management needs to be a formal process in organizations and that this process needs to be formally managed as well. In order to do so, organizations need to focus on the development of customer value management capabilities across the three stages of the customer value management process: creation, quantification, and capture. Customer value is not just created. It needs to be managed.

scholarly journals KNOWLEDGE MANAGEMENT PROCESS IMPLEMENTATION IN PRIVATE FINANCE INITIATIVE PROJECT IN MALAYSIA

2021 ◽  
Vol 6 (24) ◽  
pp. 109-117
Author(s):  
Kumalasari Kipli ◽  
Fara Diva Mustapa ◽  
Shariffah Zatil Hidayah Syed Jamaluddin ◽  
Favilla Zaini
Keyword(s):  
Value Management ◽  
Management Process ◽  
Private Finance Initiative ◽  
Private Finance ◽  
Important Index ◽  
Process Implementation ◽  
Maintenance Stage ◽  
Use Stage ◽  
And Storage

PFI involved a project with long-term relationships at various stages from pre-contract stage to contractual stage and in use stage which also include maintenance stage. KM process is one of the elements to ensure the success of the KM system. In the PFI project, the KM process also needs to be checked whether it is applied in the various stage of the pre-contract stages. Questionnaires had been distributed to the parties involved at the pre-contract stage. The results are then analyse using the Relative Important Index (RII) to identify the ranking of KM usage in various stages of the pre-contract stage. According to the analysis, some of the stages in the pre-contract process of the PFI are not fully implemented in the KM process. For knowledge acquisition and storage practise, the high usage of the process is at the conduct of value management, submission to cabinet and access, evaluation, and approval. The next KM process which is capturing and storing, the process evaluation, negotiation and recommend are the activities at the higher level practising these KM processes. At next KM process which is re-using and sharing are Access and approval by the ministry, evaluation, negotiate and recommend practise more on this KM process.

scholarly journals MANAJEMEN TEAM TEACHING MATA PELAJARAN KEJURUAN DI SMKN 1 GOMBONG DAN SMKN 1 PURING

2017 ◽  
Vol 9 (2) ◽  
pp. 132
Author(s):  
Esti Retnoningsih ◽  
Zainal Arifin
Keyword(s):  
Team Teaching ◽  
Evaluation Process ◽  
Analysis Data ◽  
Learning Model ◽  
Management Team ◽  
Observation Data ◽  
Management Process ◽  
Teaching Management ◽  
Analysis Technique ◽  
Teaching Learning

AbstrakPenelitian ini bertujuan untuk mengetahui; (1) informasi empirik pelaksanaan Team Teaching, dan implementasi manajemen Team Teaching, (2) proses evaluasi pelaksanaan Team Teaching yang ada di SMKN 1 Gombong dan SMKN 1 Puring. Penelitian ini menggunakan pendekatan kualitatif dengan jenis penelitian deskriptif kualitatif. Pengumpulan data dilakukan menggunakan wawancara, dokumentasi, dan observasi. Teknik analisis data yang digunakan adalah analisis data induktif. Hasil penelitian menunjukkan bahwa (1) program keahlian Teknik Kendaraan di SMK N 1 Gombong melaksanakan pembelajaran team teaching; sedangkan di SMKN 1 Puring penerapan pembelajaran team teaching belum sepenuhnya melaksanakan prinsip pembelajaran bertim, (2) implementasi manajemen team teaching di SMK N 1 Gombong sudah berjalan cukup baik; sementara itu implementasi manajemen team teaching di SMKN 1 Puring masih memerlukan beberapa perbaikan pada masing-masing unsur manajemen, (3) team teaching di SMKN 1 Gombong secara umum telah berjalan baik dengan terpenuhinya prinsip pembelajaran bertim dan prinsip manajemen; team teaching di SMKN 1 Puring secara umum membutuhkan perbaikan sehingga dapat memenuhi prinsip pembelajaran bertim dan manajemen yang baik.Kata kunci: team teaching, manajemen, program keahlian Teknik Kendaraan RinganAbstractThe objective of this research is to determine; (1) empiric information of team teaching implementation, and management team teaching implementation, (2) the evaluation process of team teaching implementation at SMKN 1 Gombong and SMKN 1 Puring. This research used qualitative approach. Data were collected by interview, documentation, and observation. Data analysis technique used inductive analysis data. The results of the research indicate that (1) Otomotif Department of SMKN 1 Gombong applied team teaching learning model; while team teaching in SMKN 1 Puring did not apply the full principles of team teaching learning model, (2) Management team teaching implementation in SMKN 1 Gombong was done effectively enough; besides management team teaching implementation in SMKN 1 Puring needs some improvements for each part of management process (3) Team teaching in SMKN 1 Gombong relatively fulfilled the principles of team teaching learning models and management process; while team teaching in SMKN 1 Puring needed some improvents to fullfill principles of team teaching model and management process.Keywords: team teaching, management, Otomotive Department

A framework for benchmarking the value management process

2001 ◽  
Vol 8 (4) ◽  
pp. 306-316 ◽  
Author(s):  
Patrick Sik‐wah Fong ◽  
Qiping Shen ◽  
Eddie W.L. Cheng
Keyword(s):  
Value Management ◽  
Management Process

scholarly journals Risk Management in the Context of COVID-19 Pandemic in an Enterprise – Ishikawa Cause-and-Effect Diagram

2021 ◽  
Vol 3 (1) ◽  
pp. 253-259
Author(s):  
Piotr Saja ◽  
Artur Woźny ◽  
Lucia Bednarova
Keyword(s):  
Risk Management ◽  
Work Environment ◽  
Health And Safety ◽  
Management Team ◽  
Management Process ◽  
Protective Measures ◽  
Ishikawa Diagram ◽  
The Impact ◽  
Cause And Effect Diagram

Abstract Business continuity depends on the quality of management of individual processes. The management team strives to anticipate all possible threats and define protective measures. In the event of the COVID-19 pandemic enterprises were not prepared for such threats. Therefore, an important role is played by the health and safety inspector who should be involved in the company management process. The impact of the safety aspects of the work environment on the quality and efficiency of work is even more important in the event of an unexpected hazard that is difficult to completely eliminate. The purpose of the paper is to present the causes and effects of the COVID-19 biohazard according to the Ishikawa diagram on the example of a selected process in an enterprise.

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