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The strategy shows the direction in which the business is headed; the business processes, as well as the organization, should then be adapted accordingly The strategy indicates required changes, and presents strategic ideas for the transition The strategy also looks at previous failures (such as lost deals or product failures) and defines plans that would avoid such failures in the future The following are typical considerations and questions for strategy planning: Customer Who is the customer and what characteristics does he or she have How is the customer s interaction with the business changing Competitors Who are the competitors and what are they doing In what way are they changing their business model Size and position in industry How is the business positioned in the industry Does it need to expand to increase the market share How is the industry changing Profitability and growth.

How do the profitability and growth of the business compare to other businesses in the same domain (benchmarking) The surrounding world What changes (specifically political or technological) are taking place Public perception How does the public perceive the company In what ways is it desirable to change that perception Does the company need a new public image Service level What is the customer service level Could service be improved or extended There are two techniques used to define strategy: a TOWS matrix and a vision statement..

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phase is to (a) identify all symptoms or factors that would jeopardize the project and (b) outline the process for bringing the project back on track. This chapter helps project managers understand those issues and factors that they need to control on any project. It is my goal that readers will be in full control or understand the control techniques for their projects by the time they complete this chapter. Because projects are large efforts that involve many variables, unexpected things happen from time to time, and these do affect the project. A seasoned project manager allows for minor setbacks, whereas major setbacks (such as missing a major milestone or critical task) necessitate that the project manager take emergency countermeasures and immediately work on the issues and risks. In some cases, it may be too late and will cause the project to fall behind schedule or exceed the allocated costs for that item. To bring a project on schedule and on budget, project managers must know, at all times, how the project is progressing and what is causing any slippages. Company executives require project managers to be able to control their projects and, as such, require constant project progress reports. A project manager can control the project using a basic, three-step process.

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sources tapped. Everyone must be able to benefit in some way from the sharing, and everyone should have access to the resulting bounty of explicit knowledge or conversation. These and more concrete incentives are important because when the most generous are rewarded, the least generous will eventually get the point and follow. Often, leadership from the top levels of the organization is hesitant to upset the delicate balance of the status quo by initiating new cultural practices or marshaling change within the organization. In such cases, individuals who understand their own needs and the capabilities of the technology available to them are likely to take some leadership into their own hands and tap into the minds of colleagues who can serve as their personal knowledge resources. This was the original hackers model of innovation, dating from the early days of computer networking. We see more and more evidence of cultural change being initiated in this manner, where grass-roots models are built and executed before top-down cultural initiatives are able to get off the ground. But top-down leadership and example are crucial if core values are to change across the breadth of the organization.

for the call The network uses signalling to implement controls for accepting the call, choosing the route of the virtual circuit (or tree), reserving resources, and setting parameters in the tables of the intermediate switches The virtual circuit may be visualized as a virtual pipe (or branching pipe) that is dedicated to the connection s traf c stream Appropriate resources are allocated for this pipe so that the traf c stream receives the speci ed quality of service As we will see, these pipes may not require a xed bandwidth Instead, they may in ate and de ate in time, according to the bursts of data sent through the connection.

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