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Executive Business Administration EMBA

These are some brief notes on Executive Business Administration EMBA - 1

Dr.  S.  Maurer,  
MBA Professor

The art of planning for the future has always bëen a human trait.  In essence a project management can be captured on paper with a few easy elements: a start date,  an end date,  the tasks that have to be carried out and when they should be finished,  and some idea of the resources [people,  machines etc] that will be needed during the course of the project management.

Companies that stay prevail beyond [crm] integration challenges to create customer-centric systems are rewarded with better support for existing customers and the ability to establish long-lasting,  financially rewarding business relationships.

A typical project management starts with someone having an idea,  which then gains acceptance from a wider group: probably informally through discussion with colleagues and then through a more formal process involving senior management,  the management committee or board.  This leads to a fund-raising process,  which usually causes significant delay,  and then if the funding bid is successful the project management can start,  staff can be appointed and work can begin.  This work has to be planned and managed,  problems dealt with,  until the project management concludes,  hopefully successfully,  and is wound up.

project management is now an essential part of all jobs.  Succeeding in any project management requires that you complete it on time,  within budget and that it meets it’s objectives.  easy in practice but everyone can recollect a project management that has been completed late or run over budget.

The tough economic climate drives businesses to seek rapid ROI on all information technology [it] investments - old and new.  The CEO,  CFO and the entire board need to see that information technology [it] is linking successfully with the overall business strategy of the organisation,  and it is up to the chief information officer [cio] to demonstrate this.

Monitoring the technical aspects of a project management is usually where the energy is focused.  Most project management leaders,  particularly inside organizations,  are first and foremost,  technical experts.  In many cases,  their technical expertise not their project management skills   -   is why they were given the project in the first place.

Now chief information officer [cio] it is a question of how they use technology to change the business.  That's a radical shift that you have to be ready for.  For cio's wanting to truly make a difference it is important not to constrain thinking not to stare at the future through the prison bars of their traditional roles.

By understanding the roles and benefits of it as a [crm] enabler,  you'll learn best practices for deploying information technology in a controlled manner within a cohesive,  enterprise-wide architecture.

There is a higher probability that things will accidentally go wrong in a project management than that things will accidentally go right.

Because the whole idea is to customize each system to a specific enterprise needs,  there is no universal definition of customer relationship management [crm],  which has both business-to-business and business-to-consumer applications.

We do know this: CIOs and CFOs who seek collaboration and learn how to practice it will soon see the benefits.  Today would be a good day to start.

project management knowledge and practices are best described in terms of their component processes.  These processes can be placed into five process groups [initiating,  planning,  executing,  controlling and closing] and nine knowledge areas [project integration management,  project scope management,  project time management,  project cost management,  project quality management,  project human resource management,  project communications management,  project risk management and project procurement management].

Projects generally involve working in teams with colleagues from disciplines,  departments,  and even other enterprises.  Most teams find that the technical portion of the projects is easy.  it is the coordination that's difficult: 1 - getting people to communicate with one another,  2 - making sure that individuals are on schedule with their own tasks to avoid delaying teammates who depend on their output,  3 - getting decisions quickly from the client and management,  4 - keeping the client and management informed.

You need a managerially useful,  end-to-end view of the [crm] process from a marketing perspective.  The basic perspective taken is that of the customer,  not the enterprise.  In other words,  what do managers need to know about their customers and how is that information used to develop a complete [crm] perspective?

By providing the means to manage and coordinate customer interactions,  customer relationship management [crm] technology helps enterprises maximize the value of every customer interaction and in turn drive improved corporate performance.

These are some brief notes on Executive Business Administration EMBA - 2

Dr.  S.  Maurer,  
MBA Professor

Given the diversë demands and the increased level of responsibility to the business,  today's CIOs are looking towards a solution that is both holistic to the business and the technology to address the increasingly complex information technology it/business environment.

finance is moving from being one of it is biggest internal customers to one of its strongest allies in striving for standardization and integration.

A project management Rule: Coordinate meticulously.  A project is an ever-evolving network of commitment.  Keep that network activated by tending to the critical conversations.  See that people are making clear requests,  promises that have completion dates,  and share opinions that advance the purposes of the project.  Without attention to those critical conversations the project will drift.

Formal methods of project management offer a framework to manage this process,  providing a series of elements – templates and procedures – to manage the project management through its life cycle.  Balancing limited labor,  materials,  and other resources is a difficult task that earns a good project management top dollar.

When the investment pool gets great,  the chief information officer [cio] have to collaborate more with finance to ensure that you're making the right investments and managing them for the highest value.

information technology [it] has learned from finance that this has to be a money-making venture,  and finance has learned from information technology [it] that we need to address our processes across functions.  Our world is cross-functional,  and it takes a number of people at the table to make sure the right decision is made.

project management is not only happening in technology industries.  This strategy is increasingly being used in all industries to get the work done on time and within budget.  In today’s workplace,  the ability to manage projects is an essential skill.

To obtain reliable answers,  you need the ability to create customer intelligence from the mountains of disconnected customer data you collect on a daily basis.

As businesses collaborate more,  the volume of data increases—as do variations in data characteristics.  cio's role is to facilitate the collection and exchange of data across the enterprise and with outside entities.

Everybody who profits from [crm] has their own definition of what it is,  but they agreed as to what it is not: [crm] is not about technology any more than hospitality is about throwing a welcome mat on your front porch.

IDC,  the information technology [it] research organisation,  believe that the market will take off slowly at first,  and will accelerate around 2007 or 2008.  Larger enterprises are dipping their toes in,  and the mid-market will follow.

crm is a buzzword that ís really not so new.  What ís new is the technology is allowing us to do what we could do at the turn of the century with the neighborhood grocer.  He had few enough customers and enough brainpower to keep track of everyone's preferences.  technology has allowed us to go back to the future to this model.

We have seen a enterprise start to implement a project management then realize that a crucial work process needs to be revised,  which is then squeezed into the project without any assessment of the implications on the overall implementation.

Depending on a enterprise's goals,  the customer relationship management [crm] tools it chooses would be integrated across the main areas of sales,  service and marketing.  The technology includes databases,  data warehouses,  servers and other hardware,  telephony systems,  software for business intelligence,  workflow management and e-commerce,  middleware and system administration management tools.

In most cases,  a project management is planned down to the daily or even hourly level,  and a formal schedule is developed using the Critical Path Method [CPM],  a precedence-based technique that determines the sequence in which things must happen.  Milestones punctuate most project management schedules,  indicating the required completion of various steps.

These are some brief notes on Executive Business Administration EMBA - 3

Dr.  S.  Maurer,  
MBA Professor

With chief information officer [cio] and finance working togëther,  we identify the tough questions that have to be answered up front and assemble better business cases to be sure that initiatives being considered will produce returns for the business as a whole.

You must think about how to deliver shareholder value.  chief information officer [cio] don't just have a seat on the board – they belong to the board,  the executive team.  They must talk to City analysts and spend little or no time with suppliers talking product.  They must talk to customers.

Generally,  project management involves managing cross-functional teams,  rather than people who all work in the same business discipline.  For instance,  a project Director/manager who’s overseeing the development of a new product or service may manage folks from departments as disparate as marketing,  it,  and human resources.

it seems like only yesterday that the information technology [it] community was arguing the case for the board-level information technology [it] director.  Since then,  the chief information officer [cio] has come a long way and he probably now feels that he is carrying the weight of the enterprise on his shoulders.

The chief information officer [cio] with their understanding of business intelligence software and other analytic layers,  they're going to be the ones with the real business intelligence.  Cozy up to them.

What's needed is a fresh view by senior executives of what's possible with greater collaboration between information technology [it] and finance.  We're under no illusions about the obstacles that executives must clear,  and we can't predict how far or fast the collaboration trend will go.

The generally accepted purpose of customer relationship management [crm] is to enable organizations to better serve their customers through the introduction of reliable processes and procedures for interacting with those customers.

Putting all customer relationship management [crm] facets into one coherent,  organized presentation to the customer could require the services of a systems integrator.  it would most certainly require training everyone from webmasters to call center workers to field sales technicians.

The Accountant: The pressure is on,  and the chief information officer [cio] has to manage information technology [it] costs and deliver a return on information technology [it] investment.

In the hunt for the right [crm] tool,  be diligent in the vendor evaluation process.  If you don’t understand the vendor’s [crm] solution in its entirety,  you might wind up with no solution at all.

Exercising good manners isn't just polite.  it is good business,  too.  When we listen and treat each other with respect,  we get a better decision.  A UMBA experience will help to understand the psychology of people and organizations.  If you can understand what is happening,  you can change it.

project management is a carefully planned and organized effort to accomplish a specific [and usually] one-time effort,  for example,  construct a building or implement a new computer system.

Given the diverse demands and the increased level of responsibility to the business,  today's CIOs are looking towards a solution that is both holistic to the business and the technology to address the increasingly complex information technology it/business environment.

chief information officer [cio] spend most of his time on the information technology [it] vision: the priorities,  objectives and targets,  and how information technology [it] contributes to deliver value to business.  We have difficulty with the term 'it strategy' because it separates information technology [it] strategy from business strategy.

customer relationship management [crm] is a business strategy to select and manage customers to optimize long-term value.  [crm] requires a customer-centric business philosophy and culture to support effective marketing,  sales,  and service processes.

These are some brief notes on Executive Business Administration EMBA - 4

Dr.  S.  Maurer,  
MBA Professor

The chief information officer [cio] with thëir understanding of business intelligence software and other analytic layers,  they're going to be the ones with the real business intelligence.  Cozy up to them.

CIOs are uniquely positioned to have a pan-business view.  Unfortunately,  the rest of the enterprise often seems stuck in the idea that the chief information officer [cio] is still the acronym-spouting geek.  That's unfortunate because most CIOs realize their job today is not about technology; it is about solving business problems.

People on project management often come together as strangers.  We can’t be learning,  collaborating,  optimizing the project,  or making commitments without a relationship built on trust,  respect,  appreciation,  care for each other,  and practices of commitment-making.

Virtualised: computing resources are pooled and tailored for simpler management and better utilisation.

The chief information officer [cio] must see the tightening grip of regulatory controls.  The Sarbanes-Oxley governance mandates and manufacturer-specific rulings,  such as banking's emerging Basel II laws,  are only the most prominent of a battery of corporate controls in which compliance calls for significant collaboration between finance and information technology it.

A good project management is the most important tool for successfully delivering a complex project,  but even the most knowledgeable Director/manager needs more than experience and gut feelings to close intricate implementation of a project management successfully.

customer relationship management means using the internet to improve communication with your customers,  enhance customer service and support your services.

Former and current government agency CIOs agreed that a brief tenure makes it less likely that a chief information officer [cio] can accomplish agencywide it transformations.

The project management oversees the planning,  implementing,  quality control,  and reporting of status on a given project.  He or she manages the project management team,  which typically consists of people from all the areas of the PM’s organization.  The project Director/manager is responsible for defining the scope of the project precisely; preparing the schedule for getting the project done,  and updating that schedule as it evolves; proposing the budget for the project,  and then managing the project so that it doesn’t cause cost overruns; making sure the project team has the supplies and the human resources necessary to get the project done on time and on budget; identifying and minimizing potential risks to the project timeline and budget; making sure that all project team members understand what their responsibilities are; communicating the project's progression to management; and ensuring the quality of the team’s work and any supplies or materials used by the team.

computer programs are not project management: they are tools for project managers to use.  project management is all that mix of components of control,  leadership,  teamwork,  resource management etc,  that goes into a successful project.

With chief information officer [cio] and finance working together,  we see closer links in the business and information technology [it] strategy processes.  A financial-services enterprise has revamped its corporate-strategy process to focus functional areas,  including information technology it,  on specific goals set by the corporate strategy.

A project management Rule: Explore each others’ personal intentions and ambitions.  project management offer sufficient opportunities to take care of individual needs and desires.  We just need to find out what they are.  Then bring those intentions into alignment with the promise of the project.

By combining the abilities to respond directly to customer requests and to provide the customer with a highly interactive,  customized experience,  enterprises have a greater ability today to establish,  nurture,  and sustain long-term customer relationships than ever before.  The ultimate goal is to transform these relationships into greater profitability by increasing repeat purchase rates and reducing customer acquisition costs.

When the investment pool gets great,  the chief information officer [cio] have to collaborate more with finance to ensure that you're making the right investments and managing them for the highest value.

Simply put,  successful [crm] is a fundamental,  often painful change in how a enterprise is organized - the sort of changes that need the CEO ís backing.  Bluntly successful [crm] always starts with top management.  If they don't lead the charge,  it won't happen.  Change in an organization that ís established is difficult.  That ís where the real heavy work comes in.