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Objectives
Consistency
Consistent through time
Horizontal consistency
Vertical consistency
SMART
Mission
Vision
Stakeholders
Mendelow Matrix
IH-PH "Key Players"
IL-PH "Keep Satisfied"
IH-PL "Keep Informed"
IL-PL "Minimal Effort"
Benchmarking
Generic
Competitive
Industry/Sector
Critical success factors
Key performance indicators (KPIs)
Johnson, Scholes and Whittington
Product feature value by customer
Core Competence
Unique Resources
Threshold Resources/Competence
Support
Procument
Technology Management
Human Resources
Firm Infrastructure
Primary
Services
Outbound Logistics
Operations
Inbound Logistics
Segmentation
Marketing Mix
Physical evidence
Place
Promotion
Price
Product
Life Cycle Analysis
Decline
Mature
Growth
Introduction
Porter's Five Forces
Intensity of rivalry
Threat of substitute product
Bargaining power of buyer
Bargaining power of supplier
Entrant barrier
Capital requirement
Scenario Planning
Porter's Diamond
Related and supporting industries
Demand conditions
Factor conditions
Firm strategy, structure, and rivalry
PESTEL
Legal
Environmental
Tehnological
Sociocultural
Economical
Political
Non-current assets
Current assets
Borrowings
Equity
y=ax+b
Job enrichment
Job rotation
Job enlargement
Appraisal
Reward review
Potential review
Performance review
Benefits Realization Review
Post Project Review
Post Implementation Review
Gantt chart
Critical path analysis
Risk
Costs/Benefits
Stakeholder's Expectation
Project Initiation Document/Project Charter/TOR
Project Initiation Document would provide more insight to a project and can act as a guideline to a successful project.
What?/Why?/Who?/How?/When?
Content
Sponsors
Preliminary Plan
Initial project structure and arrangements for management control
Project Team
Belbin 9 roles
Tuckman 5 stages
Limitations
Resources required
Physical
Human
Financial
Project Risks Management
Contingency risks plan
TARA (Transfer, Avoid, Reduce, Accept)
Cost-Benefit Analysis (Business Case-feasibility)
Financial-Benefit exceed cost (NPV)
Project Objective
Business Objective
Quantifiable benefit
Deliverable objective
Time constraints
Cost constraints
Operability Requirements
Initial implementation requirements
Supplier stability requirements
Design requirements
Technical requirements
Non-funtional requirements
Functional requirements
Written Question
Protocol Analysis
Document Analysis
Prototyping
Observation
Questionnaires
Interviews
Marketing & Sales
E-Customer Relationship Management
Extension
Retention
Selection
6I's Framework
Industry
Independence of Location
Integration
Individualisation
Intelligence
Interactivity
E-Procurement
Independent Exchange
Sell-Side E-Commerce
Buy-Side E-Commerce
Value Network
Value Chain
Supply Chain Management
Consumer to Consumer (C2C)
Business to Consumer (B2C)
Business to Business (B2B)
Digitization
Linkages
Richness
Reach Factor
Financial Benefit
Assessable and predictable
Quantifiable Benefit
Predictable and measurable
Measurable Benefit
Not predictable but measurable
Observable Benefit
Not predictable/Not measurable
POPIT Model
Information Technology
Process
Organization
People
Business Process Improvement
Business Process Re-design
Statiscal analytics
Voice analytics
Text analytics
Predictive analytics
Data mining
Veracity
Velocity
Variety
Volume
Paradigm
Myths and stories
Rituals and routines
Control systems
Organisational structure
Enabling Structures
Hollow
Boundaryless
Horizontal Boundary
Vertical Boundary
External Boundary
Mitzberg's Organization Structures
Types
Machine
Professional
Entrepreneurial
Coordination methods
Standardization of Norms
Standardization of Skills
Standardization of Outputs
Standardization of Work Processes
Direct Supervision
Mutual Adjustment
Generic Structures
Matrix
Product or Business Line
Business Unit
Georgraphical
Functional
Power relations
Symbols and titles
Athena (Task)
Apollo (Role/Bureaucracy)
Zeus (Power)
Change Design
Levers
Roles
Target
Style
Methods to deal
Explicit & Implicit Coercion
Negotiation & Agreement
Manipulation & Co-optation
Facilitation & Support
Participation & Involvement
Education & Communication
Resistance
Different assessment of the situation
Low Tolerance to change
Misunderstanding
Parochial Self Interest
Starting Point
Bottom-up
Top-Down
Path (Scope/Nature)
Reconstruction (Big Bang, Realignment)
Revolution (Big Bang, Transformation)
Adaption (Incremental, Realignment)
Evolution (Incremental,Transformation)
Change Context
Readiness
Capacity
Capability
Diversity
Preservation
Scope
Time
Power
Joint Development
Ownership based
Joint venture
Contractual
Licensing
Franchise
Loose Network
Service network
One stop shop
Acquisition
Organic
NP-NM "Diversification"
NP-EM "Product Development"
EP-NM "Market Development"
EP-EM "Market Penetration (Protect/Build)"
Bowman's Strategic Clock (Price/Value)
Porter's Generic Strategy
Focused differentiation
Broad differentiation
Focused low cost leadership
Broad low cost leadership
AL-NL "Back Drawer Issue"
AH-NL "Golden Fleece"
AL-NH "Political Hot Box"
AH-NH "Public Sector Stars"
Portfolio Display/Ashridge Matrix (Benefit/Feel)
BL-FL "Allien Business Unit"
BH-FL "Value Trap Business Unit"
BL-FH "Ballast Business Unit"
BH-FH "Heartland Business Unit"
Rationale
Parental Developer Rationale
Synergy Manager Rationale
Portfolio Manager Rationale
Corporate parents
Destruction value
Adding value
Directional Matrix (Competitive Position/Industry Attractiveness)
Boston Consulting Group (BCG)
MSL-MGL "Dog"
MSH-MGL "Cash Cow"
MSH-MGH "Star"
MSL-MGH "Question Mark"
Benefits
Ohmae's 5Cs'
Global Company
Country
Currency
Competition
Company
Customers
How?
Perlmutter
Regiocentric/Geocentric
Polycentric
Ethnocentric
Unrelated Diversification
Related Diversification
Horizontal Integration Diversification
Vertical Integration Diversification
