86 items found
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The accounting technique, which identifies all costs associated with individual activities comprising a project or process, irrespective of its place within an organizational structure. For example, ABC assigns product costs, based on the activities that are required to produce a product. By identifying the product’s cost drivers and its corresponding activities, this technique also allows for identification of non-value-adding activities and opportunities for cost reductions through reengineering or redesign.
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A technique used to describe a specific activity in order to enable improvements and facilitate strong activity management.
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Benchmarking determines where the enterprise is in relation to performing activities with "best-of-breed" or world class companies. It measures the performance or the degree of success that has been realized in comparison to other companies for a given activity, value stream, or other factor of interest. These measures then become the basis for analysis and redesign.
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A technique used for estimating the direct (tangible) or indirect (intangible) favorable results of an action taken. Tangible benefits can be measured in terms of their direct monetary value, such as increase in revenue; intangible benefits are the favorable results that may not be measurable in dollar terms, such as improved morale of the employees, but can be estimated using a qualitative approach.
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A technique for idea generation on a given subject in a limited period of time. Brainstorming is typically conducted in a facilitated session or workshop environment to stimulate creative thinking, to create novel or innovative solutions to a problem, and to introduce "controlled chaos" into the thought process. It is the most widely used technique to cultivate ideas. The objective is quantity, not necessarily quality and is based on the principle that "many brains are often better than one."
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A technique used to integrate all change activities into a total "business sequence change" program. All aspects of managerial, operational, social and technological change must be driven by the needs of the business (enterprise). All changes are identified and prioritized for proper sequencing to maximize the benefit stream vis-a-vis constraints.
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A technique used to identify and analyze the corresponding entities and activities needed to satisfy customer requirements. Results of applying the technique are incorporated into building an information architecture.
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A technique to check the vision of an enterprise against a set of criteria. After vision information is collected, the vision is assessed, and a report is presented back to key stakeholders to determine required actions.
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A technique used to scope a process or an activity within a process. For the process or activity, examine the inputs (starting points), outputs (results or ending conditions), interfaces to other processes or activities, and external agents such as customers, regulators, suppliers, etc.
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A technique to compare the total cost and the total benefit of a proposed solution. Both tangible and intangible factors need to be addressed and taken into account. Components may include:
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