Keywords: Executive Business Administration EMBA free international business school business ppt

Executive Business Administration EMBA

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

Dr.  S.  Maurer,  
MBA Professor

Customers and relationships with them havë always existed right from the birth of the 'buying and selling concept'.

Unified and centrally managed: All the components that comprise the utility are centrally integrated,  coordinated and managed,  dramatically reducing operating costs.

With a general view of every angle,  the customer relationship management [crm] computer system interacting directly with the clients through voice by phone [and voice recognition if necessary] without human actions,  for marketing,  sales,  support,  accounts,  etc.

project management includes developing a project plan,  which includes defining the project management goals and objectives,  specifying tasks or how goals will be achieved,  what resources are need,  and associating budgets and timelines for completion.

In simpler terms,  [crm] is the technique of establishing and maintaining long-term business relationships with your customers.  [crm] involves utilizing the data collected during your customer interactions to determine the demographics and future needs of each customer.

With chief information officer [cio] and finance working together,  we see tighter collaboration between information technology [it] and finance on operations improvement,  business-process and controls design,  risk management,  and business-performance management.

project management planning is preparation for those who will be in action.  We waste our time when we plan by ourselves.  Have planning conversations.  Engage your team — the project performers — in those conversations.  Review the overall plan on a regular basis.  Add details to later phases of your project as you go taking into consideration what really happened,  what you’ve learned,  changing client conditions of satisfaction,  and the innovations that you’ve put in place.

In today's world,  customers interact with an organization via multiple communications channels — the web,  call centers,  field salespeople,  dealers and partner networks.  Many organizations also have multiple lines of business that interact with the same customers.

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.

Perhaps the most influential driver of collaboration is that finance departments want one version of the truth—that is,  a cohesive approach to gathering,  collating,  analyzing,  and reporting data,  with the emphasis on accuracy,  availability,  quality,  and usefulness.

As businesses look for more efficient and effective ways to manage work,  they have discovered that project management is the answer for increasing white-collar productivity.

A lot of clients think they can go to a vendor and get crm.  Instead,  they get a few components.  They buy a suite of front-office applications.  But do they have all the channels and the technology,  all the functionality and the services to really enable crm?.  it takes multiple technologies and multiple vendors to pull this off.

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.

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.

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.

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

Dr.  S.  Maurer,  
MBA Professor

In short,  customer relationship Managemënt [crm] is the computer system interacting directly with the clients through voice by phone [and voice recognition if necessary] without human actions,  for marketing,  sales,  support,  accounts and any other application.  In other words,  the external world of a enterprise.

A project management Rule: Tightly couple learning with action.  Projects are wonderful opportunities to learn.  Don’t put that off for the after project lessons learned.  Make it your habit to incorporate learning loops in all your project activities.  Your team will appreciate it.  Your customer will benefit from it.  And best of all,  it will make your job easier.

customer relationship management [crm] is an enterprise-wide strategy that focuses on the needs and wants of customers.

A project management Rule: Cultivate practices of commitment-making.  At the very first opportunity begin practices of making promises in front of each other.  This practice provides a factual basis for making assessments of trust-worthiness and care for the team.

CIOs must have a broad perspective across each line of business,  and how the organization is integrated with partners,  because most of that is information-enabled.  They have the close-to-real-work knowledge and strategic knowledge.

Shunning the technology dimension of the chief information officer [cio] role is to miss a trick.  information technology [it] is a specialist source of knowledge that CIOs bring to the corporate picnic.  No one else in the organisation is as well placed to see how technology can contribute to shareholder value.

With chief information officer [cio] and finance working together,  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.

We've talked to some visionary leaders who see their role as it professionals as fundamentally being in the change business.  That's a radical statement.  In the old days,  CIOs were responsible just for making everything run  -  for keeping the lights and computers running.

Leading enterprises are looking to tie it all together with an integrated performance-management dashboard—pioneering approaches that link enterprise strategies,  goals,  competencies,  and critical success factors through business-unit operating plans and performance targets and actuals.

Who are your best customers? What can you do to retain them? How can you attract others like them? How can you improve the profitability of all your customers? With tight budgets and demanding revenue targets,  questions like these are increasingly urgent.  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.

Truly customer-centric organizations - using customer relationship management [crm] - attempt to ensure that customers have a consistent,  satisfying,  and personalized experience when interacting with the organization.  Regardless of whether they are dealing with representatives from sales,  customer care,  support,  or how they choose to interact with you- face-to-face,  by phone,  or online through the web or email.

What is project management pm?: From small and great businesses managing their client and internal projects,  to professors managing their classrooms,  to individuals managing their home improvement projects [and weddings],  everyone is using project management to keep whatever it is they're working on organized and on track.

The role of information technology [it] in corporate governance,  such as a enterprise's disaster recovery arrangements,  has become higher profile since the 11 September terrorist attacks in the US.

Sometimes CIOs describe their role as a sanity check to ensure that information technology [it] strategies hang together.  They also look at technology futures and budgets,  and supplier management is a new entrant to the list.

Whether you realize it or not,  everyone manages a project at some point.  For example,  a couple manages their wedding day,  a student manages a class project,  homeowners manage home-improvement projects,  and the list goes on.

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

Dr.  S.  Maurer,  
MBA Professor

In traditional customer relationship Managemënt [crm] deployments,  information is entered by sales,  support,  or customer care personnel and uploaded to centralized [crm] databases to be made available enterprise-wide.  In theory,  the information is always available   -   when connected to the network.  For users who are not connected to the network,  access to these corporate resources is basically unavailable.

project management has become an essential tool for forward thinking manufacturer leaders.  project management today requires a level of collaboration and accountability that yesterdays tools don't provide.  project management outsourcing,  multiple locations and home offices have made older single computer and network project management systems antiquated and virtually useless.

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.

According to Optimize's third annual Defining the cio report,  nearly 60% of CIOs report to their chief executives,  just as most CFOs do.  But there has been a rise in the number of CIOs reporting to CFOs—from 8% in 2003 to 15% last year and 22% in 2004 -

The project Director/manager has to have decision-making authority to keep the objectives,  schedule,  and resources in balance.  In reality,  this may be difficult to achieve,  but a project Director/manager should at least have a written statement defining his authority and which Director/manager they should go to for decisions beyond the scope of this authority.

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.

project management [pm] is used by large corporations,  governments,  and smaller organizations to standardize and reduce the tasks necessary to complete a project in the most effective and efficient manner and covering any field.

In a project management,  the Strategy Principle determines what is going to be done and when,  and the management Principle establishes how it is going to be done and by whom.

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.

Thousands of information technology [it] publications have debated the difference between the information technology [it] director and the chief information officer cio.  The latter is generally seen as the more prestigious role,  implying a seat on the board,  or at least easy access to it.

As any enterprise that has implemented a [crm] system knows,  it is not an easy task to integrate multiple technologies and business practices into a single process.  system integration   -   regardless of the components   -   is complex,  challenging and extremely costly.

Are you a chief information officer or an information technology [it] director? The terms themselves are academic,  but the roles are fundamentally different.  A chief information officer [cio] is not just an information technology [it] director with a bigger budget.  They spend their time completely differently.

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.

Forty-two percent of all customer relationship management [crm] software purchased last year is sitting unused on a enterprise shelf.

Three years is needed to experience a full budget cycle—from request to execution.  Three years is often needed to see a project from concept to reality.  And three years is about the time needed to not only introduce transformational thinking,  but also institutionalize the changes within the organization.

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

Dr.  S.  Maurer,  
MBA Professor

Once you have definëd the project management,  you can plan to deliver the required solution.  Obviously,  if you can meet all the Needs and the majority of the Wants,  it is going to be seen as a resounding success.  However,  if all you can do is meet all the Needs and a few of the Wants,  it can still be viewed as successful.

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.

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

Instead of having to purchase additional hardware to cater for peaks in demand,  under-utilised resource from elsewhere within the business is harnessed.  it also means better support for the business processes that depend on computing.

This is a far cry from the disparate silos of under utilised server,  storage,  network and application resource that plague organisations today,  creating hideous complexity and draining already strained budgets.  Surely it represents the pill that will cure the cio's headache?

Given the importance of making the right [crm] technology choice,  sorting through the various vendor offerings and myriad applications on the market can be frustrating.

Utility computing is no flash in the pan fad,  but simply the way things ought to be in the ideal world.  Functionally,  it is similar to a public utility,  like water or electricity: internal customers specify the resources required [processing,  storage,  networking] as well as the qualities of service [performance,  reliability,  cost],  and the computing utility automatically and transparently delivers and accounts for the resources demanded.

Now,  agents can look up the status of specific customers online,  make payments,  change policies,  get a quote on a new policy and turn that quote into an application.  They also can order supplies and get copies of a variety of documents.

Leading enterprises are looking to tie it all together with an integrated performance-management dashboard—pioneering approaches that link enterprise strategies,  goals,  competencies,  and critical success factors through business-unit operating plans and performance targets and actuals.

Access to information,  anywhere,  anytime   -   through wireless networks   -   seems like the next logical step in continued [crm] system improvements,  making the field sales and support teams more productive,  efficient,  and effective.

Shunning the technology dimension of the chief information officer [cio] role is to miss a trick.  information technology [it] is a specialist source of knowledge that CIOs bring to the corporate picnic.  No one else in the organisation is as well placed to see how technology can contribute to shareholder value.

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.

For most CIOs and CFOs,  the absence of a burning issue—such as Sarbox-driven business consolidation—makes it tough to escape the status quo.

What is a project Director/manager to do? Simply,  talk to your team as a whole to learn what people are capable of doing,  what they have time to do,  and what work most inspires them.  Then do your project planning.

project management [pm] have traditionally been the basic unit of work for many engineering organizations—consulting,  design,  and construction firms.  Other types of engineering organizations—government agencies,  utilities,  manufacturing—are using projects more and more as a way to tackle problems,  make improvements,  or bring new products and services to market more quickly and efficiently.