All About Management Paper Colection

PREFACE

2020-12-31T16:37:00.000+07:00

Hello My Beloved Readers,

This blog is intended as reminiscence of my study on Master of Management UGM. I just want to share what I have learnt, read, written and done in the past two years. I sure, by doing lots of sharing (about what I have learnt, read, written and done in the past two years), I have nothing to waste. In fact, I have gained a lot and I hope this will be counted as my contribution of Knowledge Deployment for All. I just remember to one of Clause's Maine shout "What you give, you get back!"

To those who enjoy reading, this is your opportunity to know more about Management. Grab and roam any paper here then read with an open heart and mind. Believe me, you’ll get more knowledge and insight. And at the end I hope this will give us some advantageous and useful for all.

“Read in the name of your Lord who has created. created man out of germ-cell. read, for your Lord is the Most Bountiful One, who has taught the use of the pen. taught man what he did not know.”

SALESFORCE.COM

2009-11-22T08:26:00.000+07:00

By Abdul Rahman Ismail

Salesforce.com adalah penyedia software aplikasi bisnis on-demand, yang kini bukan hanya menyediakan aplikasi untuk CRM tetapi telah berekspansi ke aplikasi lain untuk mendukung e-Business. Konsep aplikasi on-demand memberikan keuntungan bagi perusahaan karena tidak memerlukan pembelian dan penginstalan hingga pemeliharaan software dan hardware yang cenderung cepat ketinggalan jaman tetapi membangun aplikasi dan inovasi via internet. Dengan aplikasi on-demand, pengguna dapat membuat atau menggunakan aplikasi unik yang sesuai dengan bisnisnya dengan cepat dan mudah serta biaya yang lebih murah. Salesforce.com dikenal luas karena menyediakan aplikasi CRM on-demand yang mudah digunakan dan handal dengan arsitektur yang lengkap, terdiri dari komponen – komponen yang bekerja secara bersama – sama secara berkesinambungan, diantaranya:
1. Salesforce.
Yaitu aplikasi – aplikasi CRM yang berhasil memengankan penghargaan, yang telah mendefinisiulangkan keberhasilan penerapan enterprise application dari Salesforce Automation hingga marketing to customer service dan support to partner management. Aplikasi – aplikasi dalam kategori Salesforce diantaranya:
1.1 Salesforce SFA
Membantu perusahaan untuk meningkatkan produktivitas penjualan, meningkatkan visibilitas, meningkatkan pendapatan dengan aplikasi yang mudah diterapkan untuk me-manage para tenaga penjual dan proses penjualan.
1.2 Salesforce PRM (Partner relationship management)
Solusi on-demand untuk me-manage saluran penjualan tak langsung. Salesforce PRM secara berkesinambungan terintegrasi dengan Salesforce SFA.
1.3 Salesforce Service and Support
Menyediakan solusi customer service application secara komprehensif, multi- channel dengan on-demand technology yang terus dikembangkan.
1.4 Salesforce Marketing
Memudahkan perusahaan untuk melakukan kegiatan marketing sehingga tim marketing yang sibuk pun dapat dengan cepat mengeksekusi, me-manage, dan menganalisis hasil dari promosi dengan berbagai saluran komunikasi. Dengan Salesforce Marketing, eksekutif marketing dapat mengukur ROI dari biaya marketing yang dikeluarkan, menganggarkan sebagian dari pendapatan perusahaan untuk mendanai program pemasaran atau kegiatan marketing dengan perkiraan anggaran yang lebih baik dan membuat penyesuaian – penyesuaian secara real time.
1.5 Salesforce analytics
Menyediakan laporan yang real time (saat itu juga), perhitungan – perhitungan, dashboard untuk melihat performance bisinis dengan sumber – sumber dan analisis yang relevan sehingga memudahkan untuk melakukan optimasi kinerja perusahaan, membuat keputusan dengan cepat dan mengalokasikan sumberdaya yang ada.

Fitur terbaru hasil kerjasama salesforce.com dan Sendia Corp adalah sebuah Wireless Salesforce Automation Application atau disebut juga sebagai Wireless SFA 2.0. Fitur terbaru ini mencakup integrasi yang lebih dalam dari Mobile PIM dan e-mail, sales activity alerts, dan advances pipeline reporting, dan juga existing capability untuk akses wireless dan mengedit salesforce.com data melalui device seperti Research In Motion's BlackBerry palmOne's Treo 600, dan 650 smartphones.
Terdapat juga Salesforce Sandbox, sebuah test tool untuk aplikasi On-demand. Fungsi Salesforce Sandbox antara lain untuk memungkinkan perusahaan melakukan tes dan evaluasi terhadap inovasi sekitar 85 aplikasi dari AppExchange – solusi untuk pengontrolan, TI, SDM, riset dan pengembangan – dalam infrastruktur imitasi. Pelanggan dapat menemukan seberapa jauh penggunaan aplikasi baru mempengaruhi pengaturan pelanggannya. Selanjutnya, dengan tool ini training karyawan dapat dilaksanakan.

Global Responsibility on Global Warming: Kyoto Protocol is the First Good Step

2008-12-31T16:37:00.000+07:00

By Abdul Rahman Ismail

Global warming is one of the world’s most charged issue of the day. World temperature has been rising. The world is warming faster in this recent century with potential devastating effects. The most apparent effect is the addition of water to the ocean through the melting of icecaps. Over the past century sea level has slowly been rising. Global warming also causes the climate change which the impacts is so wide. Climate change already has considerable impacts on the wild life, environment, economy, human health, infrastructure, society and lifestyle, which is tend to increase in the future.

Many studies give strong evidence that the increasing of global warming is attributable to human activity: industrialization, transportation, deforestation and other activity related to altering the chemical composition of the atmosphere. Since the beginning of industrial revolution, human activity increasingly pollute the atmosphere. Industries contribute on increment of carbon dioxide, methane, nitrous oxide, chlorofluorocarbons (CFC) and other gases from burning of fossil fuel to power boilers and produce steam and using gasoline to power vehicle for transportation. This addition of gases cause greenhouse effect worsen. Greenhouse effect is mechanism in atmosphere to trap short wave solar radiation to keep the earth warm. The extra greenhouse gases in the atmosphere trap more energy from solar radiation and therefore cause more warming, worse cause the earth hot.
Realize that global warming is serious problem scientists insist government to take action. But government in every nation can not work in isolation to combat global warming. Global warming is serious issue that need to be solved by the whole nation in the earth. Therefore United Nations take important role against global warming by facilitating intergovernmental negotiating committee to negotiate treaty on global warming, conduct international climate summit, conference and many other work. The most recognized action is agreement under United Nations Framework Convention on Climate Change (UNFCCC) at the international summit in Kyoto, Japan in December 1997 recognized as Kyoto Protocol. Kyoto Protocol is international framework for combating global warming. More than 170 nations signed the treaty, including the United States, Australia, the European Union, Canada, and Japan. Kyoto Protocol force nations to agree and ratify the rules to reduce the emission of heat-trapping gases that cause global warming.

Kyoto protocol is an effort to mitigate global warming with target is reduction of worldwide greenhouse gases emissions to 5.2 percent below 1990 levels between 2008 and 2012. The protocol establishes different levels of reduction depending on their economic and national situation. Most of the world’s industrialized nations support the Kyoto Protocol but the different levels of reduction for developed countries and developing countries has risen dispute. Several nations including the United States, the greatest greenhouse-gases producer in the world, 35 percent of those generated by humans worldwide, and Australia refuse to ratify it. The United States and Australia argued that Kyoto Protocol was wrong to exempt developing country like China and India, and would hurt them economically because the implementation of Kyoto Protocol to reduce the greenhouse gases emission will be very expensive.
The United States is right but not absolutely right. The reason that Kyoto Protocol was not well-balanced and did not include developing nations that are counted as the other greatest greenhouse-gases producer like China, India and Brazil is the weakness of Kyoto Protocol. That is true. But it is wrong not to ratify the Kyoto Protocol, on effort to mitigate global warming that was signed. Although the United States and other non-signatories countries do agree that climate change is a serious issue, and they realize that it requires a global response to work together and agree to intensify cooperation on science and technology, they just make mistake not to take action on global warming mitigation obviously. If we willing to save our living environment, our earth, we have to commit to stop or reduce our activity polluting the atmosphere in real action. Economic consideration should not hamper the effort to combat global warming. Although there are much imperfection and limitation, implementation of Kyoto Protocol is better step than do nothing. We should make priority to save our home, earth. The barriers like political and economical problem should be solved together.

Kyoto Protocol is the first good step, but it need some revision. The greatest greenhouse-gases producer in the world like United States, China, EU countries, India and others have to reduce greenhouse gases they produce obviously, no mater their classification as developed or developing countries. That is one important point to revise the protocol after 2012. Another consideration that should be included on the revision is the obligation on industry process revolution to be green industry that produce less pollution. The revolution to be green industry need large amount of cost but it will increase efficiencies that lead to less overall production cost and increase profit, according to many studies and practitioner. The protocol revision also need to addresses problems that every country facing, solve the dispute, establish the rules and find the realistic way to combat global warming. We must work together. There is no country will able to work in isolation to mitigate global warming on it own way, even the powerful country like the United States. I do agree with former Japan's Prime Minister Junichiro Koizumi statement that from now, we have to build a system in which more nations will work together under the common framework to stop global warming.

In addition to ratify and implement Kyoto Protocol, the activation on global warming mitigation must be a national movement in every nations in the world. Every government must improve awareness of their people about the danger of global warming, educate them from elementary school. Government must stop and prohibit deforestation strictly and reforestation must be undertaken seriously also encourage the development of less-pollutant bio-energy. In the meantime scientist must creates new less-pollutant vehicle and new transportation system. And as good citizen in earth we must take a part to stop the global warming by using energy efficiently, use the more clean energy and not to pollute our atmosphere on our daily activity. Working together to combat global warming have to be our commitment.

STARBUCKS CORPORATION

2007-12-31T16:37:00.002+07:00

ABDUL RAHMAN ISMAIL

CASE SUMARY

Starbucks Corporation was founded in 1985 by Howard Schultz. But the origins of Starbucks reach back to 1971, when the Starbucks Coffee Company was founded by three people: Gerald Baldwin, Gordon Bowker and Zev Siegl love coffee and tea. This time Starbucks only sold the coffee beans and the according coffee machines and mills. In the first ten years four more stores were set up.
In 1982 Starbucks coffee history was changed forever when Baldwin hired the energetic Schultz as the new head of marketing and shortly thereafter sent him to an international housewares show in Milan, Italy in 1983. Schultz found himself infatuated with the vibrant coffee culture of Italy. While in nearby Verona, Schultz had his first caffe’ latte’ and, as he observed the cafe patrons chatting and laughing joyously while sipping their coffees in the elegant surroundings, inspiration struck.
In 1987 he could purchase the Starbucks Coffee Company and most important the brand name that he used for all his stores, as Starbucks was a more familiar brand to the Americans. When he acquired Starbucks for US $ 3.8 million the company had already 11 stores and about 100 employees. He kept almost all the employees because he also wanted to make Starbucks become a social company. So, he also paid more than the minimum wage, cares for good health insurances and even offered stock options to part-time employees. So it was no surprise that Starbucks had the lowest fluctuation rate among the restaurant and fast food business sector. But today also some ex-employees mention that the good and social image of Starbucks is a fallacy, as there are long working hours and not many chances to be promoted.

The majority of Starbucks’ sales were made with company-operated retail stores, but also 15% of the sales were made by specialty operations such as selling coffee beans to hotels and airlines or revenues from licensing agreements. Starbucks also has a joint venture with PepsiCo and an alliance with Dreyers Grand Ice Cream with whom they introduced the Frappuchino-line. In 1995, when the US market almost reached saturation, Starbucks Coffee International was forced to concentrate on international operations.

The strategy to enter a foreign market was mainly joint venture, in some markets they also used licensing as entry strategy. In 1995 the first joint venture was formed with SAZABY INC. to enter the Japanese market. More Asianpacific countries and later European countries followed. Starbucks Mission Statement: Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow.

ANALYSIS
Starbucks is one of the most successful and admired companies today. It has grown from a single coffee shop in Seattle to international company. Starbucks has changed the way people from different continents drink coffee.
More than the taste of its coffee, there are a number of factors that propelled Starbucks’ latte to the forefront. Below are some of the things that make Starbucks grew to be a gigantic global corporation:
1. Start with a good business concept.
Starbucks is a tremendous success because it capitalized on a concept that hadn’t existed before – the coffeehouse as a gathering place. It is not just a place to get a cup of gourmet coffee, but it has become a center for socializing and intellectual discussion, particularly among students and young urban professionals. Starbucks created a unique offering that was relevant and differentiated. It turned an ordinary and humble product into an extraordinary experience that customers are willing to embrace.
2. Visionary thinking.
Starbucks opened its first store in Seattle's Pike Place Market in 1971. The company started small, but even early on it always had big ambitions. The company was made public in 1982, almost a decade after it started. From its humble beginnings, the company currently holds about 40 percent of the specialty coffee market, and the anticipated growth in this category will offer the company considerable opportunities for further growth and expansion in the future. In fact, it can be said that Starbucks is just at its early stages to colonize the globe. Starbucks used the slow-but-sure approach to business growth. It was certainly not an overnight success. But through perseverance, patience, management and financial smarts, the company became a formidable global presence.
3. Creativity.
Starbucks’ strength lies in its ability to spot opportunities, even if that means debunking accepted retail trends. Starbucks’ ability to think outside the box is a common trait that propelled other small businesses to the big league.
Starbucks went against the accepted norm and pursued clustering, using this strategy to increase total revenue and market share. The risk paid off – its practice of blanketing an area with stores helped achieve market dominance quickly. The strategy also made it cheaper to deliver supplies and manage each store. The size of the company has enabled it to absorb any losses that would result from the cannibalizing of store sales when a new one opens up nearby.
4. Partner smart.
Starbucks has demonstrated that even a large company needs help to achieve its goals. In fact, a key reason for Starbucks’ success is its strategic partnership initiatives.
5. Create a unique experience.
Starbucks has created a retail store experience that is attractive, comfortable, and even entertaining, designed to attract customers and keep them coming back to the stores. In its stores, you will find comfortable chairs, wireless Internet connection, even a selection of music. Starbucks began offering wireless high-speed Internet access in its stores in 2001 to enhance the experience for students, business travelers, and web surfers who take advantage of this service while sipping their favorite coffee.

There are also some key success factors that make Starbuck grow biger and biger:
1. Customer service excellence
Develop enthusiastically satisfied customers all of the time.
2. Product quality
Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of coffee.
3. Accessibility
A lot of branch store, Mail-order, electronoc store, and direct-response marketing.
4. Emerging corporate responsibility
Contribute positively to communities and environment.
5. Financial resources
Starbuck use optimal leverage to sustain its business
6. Brand recognition

ENRON’s FALL

2007-12-31T16:37:00.001+07:00

Case Illustration
Enron, the seventh-largest company was called to be “the most innovative” company in America. It was annouced in April 2001 issue by Fortune Magazine. Irronically, six months later, on December 2, 2001, Enron filed for bakruptcy. Twelve thousand employees lost not only their job but also their retirement and life savings, which had been invested in Enron stock. Other owners of Enron stock, thousands of ordinary Americans whose pensions ware also invested in Enron stock- lost a total of $70 billion when the value of their stock collapses to zero. What was going on to Enron at the time actually?

What Enron did
Enron was formed by in 1985 by Kenneth Lay, an economist and former undersecretary at the U.S Interior Depertment. When Lay wanted to expand, he borrowed money to buy ater company and by 1987 Enron’s debt was 75 percent of its stock market value. Lay hired Jeffrey Skilling, a young Harvard MBA to be head of Enron’s Finance department. In 1990, Skilling had hired Andrew Fastow, to help run the trading business, and the two had come up with an inenious idea for reporting the value of the long term contracts the were buying and selling. They persuaded the U.S Securities and Exchange Commision to allow the tu use the “mark to market” accounting methode for these contracts.
When Enron had trouble in entering the markets it traded in, it to get a loan of money. But Enron’s debt was too high. Enron had to find a way to access borrowed money without having to report the debt on its own financial statement. Andrew Fastow paid for consulting expertise provided by Arthur Andersen. They set up a series of “limited partnership” called “Special Purpose Entities”. The borrowed money was then paid to Enron to “buy” the overvalued contracts on Enrons’s books and other failing investment, and Enron was able to record the money as “sales revenues” instead of debt. As the comapny’s auditor and outside accountant, Andersen certified that the company’s financial reports provided an accurate accounting of the firm.
When Enron’s stocks were declining, when Skilling suddenly resigned as president and CEO, it became suspicious and clear that Enron did accounting scandals. In June 2001, the accounting firm was convicted of obstruction of justice because of the shredding and forced to cease operations as an auditing firm, effectively destroying the carees of thousands of its employees.

Case analysis
Enron was proved to did manipulations or scandals of accounting. What are the sistemic, corporate, and individual issues raised by this case?
1. In the point of view of sistemic, Enron cooperated with Andersen legalized its financial report. Andersen and his company sertified the financial report to be accurate eventhough it actually wasn’t.
2. Corporate, the issue raised here that Enron didn’t report its special purpose entities to its main financial report. As individually and on behalf of corporate, Fastow manipulated the ownership of special purpose entities by using their alias names. However, because Fastow and Lay acted on behalf on the company so this made Enron be responsible for the scandals.

3. Individually, there are four persons who were responsible or the bankcruptcy of Enron, namely:
a. Jeffrey Skilling, who ignore the poor condition of Enron
b. Andrew Fastow, who Made Special Purpose Entities as a way to meet his personal interest and bad willing.
c. Kenneth lay and other executives, who informed untruth condition to public and secretly sold its stocks
d. Arthur Andersen who help Enron manipulated its financial report by certifying it.

Bayer AG: Children's ASPIRIN

2007-12-31T15:37:00.000+07:00

ABDUL RAHMAN ISMAIL

CASE SUMMARY

Bayer is a pharmaceutical and chemical company headquartered in Leverkusen, Germany with about 20 different business units that research, develop and manufacture products in the life sciences, polymers and specialty chemicals areas. Employing 120,400 people worldwide, the group has operations in nearly all countries of the globe and a portfolio of about 10,000 products.
In the mid-1980s, Bayer AG faced a crisis when aspirin was associated with Reyes Syndrome, a rare but serious illness in children. Bayer decided not to remove Chilren's ASPIRIN from the market, but they pulled all promotion for the brand and complied with government regulations regarding product warnings on packaging. Shortly thereafter, new discoveries revealed the effectiveness of aspirin in the prevention of heart attacks and strokes in adults. Children's ASPIRIN - due to its lower cost and lower dosage - was an ideal product for the prevention market. Over the years, sales of Children's ASPIRIN had increased, but Bayer AG had never analyzed the percent of sales due to the children's v. prevention markets. Now the company must make a decision about what to do with the product. Should they retract Children's ASPIRIN altogether in order to increase sales of Bayer's higher-margin prevention brands or reintroduce it as a prevention product under another brand name? Implications for company growth and profitability are examined.

EVALUATION OF THE OPTION
Alternative that best optimized Bayer’s prevention and Children business is reintroduce the product (Children's ASPIRIN) as new product. Children's ASPIRIN has not been proved as the cause of Ryes syndrome so it can be reintroduced as a new medicine or product or rename it and intended not for children. If Children's Aspirin is continued sold there some risk to be taken. Bayer will in dangerous position if it proven that Children's Aspirin causes Reyes syndrome
We don’t agree with the only quantitatively assumtions used to develop the forecasting. Because in undertake every decision there are some important factor, not only quantitatively assumtions, that have to be taken into consideration. Some aspects or factor that have to be taken into our consideration are, social rosponsibility, environvental factor, and the future impact of the decision made. We can not merely consider quantitatively assumtions.
In making decision one should consider a lot of aspect. In economic perspective one should consider some quantitatively assumtions or projection. In economic perspective the implication of decision made also influence the reputation of company, its brand and influence consumer about the product. Bayer case is so complicated. The company stand on status quo. Bayer can keep Children's Aspirin because the claims that Children's Aspirin causes Reye sindrome could not be proven. But It is not only economic decision but also social decision. Bayer have to conduct research to develop Children's Aspirin if it will be withdrawed from the market and reintroduce it as new mwdicine.

Stock / Saham

2007-12-31T14:41:00.000+07:00

Digging For Profitable DelistingsDeregistration can provide opportunities for savvy investors. We'll show you how to cash in.
Delving Into Insider InvestmentsKeeping tabs on company executives can provide clues about where a stock is headed.
Investigating The Stock Premium PuzzleThe Three-Factor Model tries to demystify the baffling small-cap and value return premiums.
Top 10 Green IndustriesPut a little green in your wallet by investing in these growing areas.
Build A Model Portfolio With Style InvestingThis sophisticated approach will add flair to your returns.
Evaluating Green Equity InvestmentsWhether you want funds or stocks, find out how to evaluate planet-friendly portfolio picks.
Mechanical Investing Not A Golden KeyDirect paths to wealth are getting narrower, fewer and may be locked up tight.
The Ins and Outs Of In-Process R&D ExpensesAre these charge-offs fair accounting or earnings manipulation? Learn more here.
A Close-Up On Gross UpsLearn about this hidden perk and why it's often bad news for investors.
Fight The Good Dollar-Cost Averaging Fight Stop sitting on the fence and learn both sides of this hot debate.
Enhance Your Portfolio With Active EquityThis strategy provides the potential for larger returns while using less capital.
Four Big Investor ErrorsThese simple lessons can cut your losses.
Unearth Profits In Oil Exploration And ProductionDrill down into financial statements to tap into the right companies and let returns flow.
Insider Selling Isn't Always A Bad SignPredated trades at regular intervals can instill confidence, not fear, for investors.
Is Your Stock Headed South?Don't let your portfolio go with it! Find out which signs to watch out for.
The Pros And Cons Of Institutional OwnershipThese big players can both create and destroy value for shareholders.
Is Your Portfolio Beating Its Benchmark?Compare portfolio manager performance using the information ratio.
Eight Items That Impact Daily TradesFind out which factors can help you squeeze more profit out of each position.
Reinvesting Capital Gains In Leveraged PortfoliosDon't get forced into action. Learn how to plan properly to avoid making rash decisions.
The Buy-Side Of The M&A ProcessWith almost $2 trillion in sales yearly, find out how these mergers and acquisitions take place.
Make Ex-Dividends Work For YouFind out how to keep your dividends out of the tax man's hands.
Strike Gold With Junior MiningLearn what to watch out for to ensure your "sure thing" isn't another Bre-X.
The All-Equities Portfolio FallacyFind out whether this bull-market end-times advice is wise or witless.
Top 5 Reasons For A Stock SlidePrices seldom drop without cause. Find out what might make your stock hit the skids.
How The Big Boys BuyLearn what those in-the-know look for when acquiring a company.
Spot Hotshot Penny StocksDon't flip a coin to find your next investment.
Wham Bam Micro-Cap ScamDo you know how to distinguish a real opportunity from a fraudulent one?
Small Cap Reseach Can Have Big ImpactDon't rely on Wall Street analysts for information on these stocks.
Mergers Put Money In Shareholders' PocketsLearn the five ways mergers and acquisitions can increase a company's value.
Pay Attention To The Proxy StatementDon't overlook this overview of a company's well-being.
Riding The Momentum Investing WaveBuy high and sell higher. Find out if you could surf these risky waters.
Trademarks Of A Takeover TargetThese tips can lead you to little companies with big prospects.
How To Avoid Common Investing ProblemsLearn to overcome eight hurdles that can keep you from realizing the best returns.
Sorting Out Cult StocksIs that crazy product going to be the next big thing? Learn how to evaluate these companies here.
Is That Airline Ready For Lift-Off?Break through the clouds to see if these stocks will rocket higher, or crash and burn.
Chasing Down Biotech Zombie StocksFind out whether you have "living dead" stocks lurking in your portfolio.
Analyzing Retail StocksHit the mall and shop for future investments.
The One-Time Expense WarningThese income statement red flags may not spell a company's downfall. Learn why here.
To Sell Or Not To Sell Learn some tips on how to exit a position to the best of your advantage.
Guard Your Portfolio With Defensive StocksFind out how these securities can protect you from a market bust.
Build A Dividend Portfolio That Grows With YouBalance risk and return to produce adequate income despite inflation.
Dividends Still Look Good After All These YearsFind out how this "first love" still holds its bloom as it ages.
Selecting A Second-Tier CompanyFind out why an industry's "little guys" can be big winners.
IPO Lock-Ups Stop Insider SellingOwnership plays a key role when companies go public. Find out how.
How To Evaluate A Micro-Cap CompanyLearn how to think big by investing smaller stocks.
Barking Up The Dogs Of The Dow TreeAre these investments show dogs or just mangy mutts?
Choose Your Own Asset Allocation AdventureThere are many strategies to help balance your portfolio. Here are a few to get you started.
When To Short A StockLearn how to make money off failing shares.
Digging Into Book ValueThis calculation will serve up your portion of the shareholder pie.
Playing The Sleuth In A Scandal StockLearn the legwork involved in finding out whether your investment can weather a storm.
How Investors Can Screen For Stock IdeasFind out how to pick your own investments like a pro.
Removing The Barriers To Successful InvestingLearn how to stop using emotion and bad habits to make your stock picks.
Dividend Facts You May Not KnowDiscover the issues that complicate these payouts for investors.
Digging In To 13D DisclosuresThis document can provide important clues about a company and its stock.
Pinpoint Takeovers FirstUse these seven steps to discover a takeover before the rest of the market catches on.
Choosing Between Dollar-Cost And Value AveragingLearn a low-risk strategy to avoid getting tangled up in market timing.
Spotting Sharks Among Penny StocksTo protect yourself from an attack, don't swim in this ocean.
Analyze Cash Flow The Easy WayFind out how a company spends its money and whether there will be any left over for investors.
Where Top Down Meets Bottoms UpFind the investing "sweet spot" by combining these two styles.
Use Breakup Value To Find Undervalued CompaniesFind out a company's worth if it were sold in pieces - it may be more than you think.
Analyzing A Bank's Financial StatementsBreak down the walls around researching financial instutions' financials.
Earnings Cyclicality Exposes Profitable TrendsLearn to explore a company's past profits to find today's opportunities.
Operating Leverage Captures RelationshipsFind out how fixed and variable costs interact to shed new light on old companies.
Find Investment Quality In The Income StatementUse these key attributes to uncover top-level investments.
The Importance Of Segment DataKey financials often fail to provide insight into large cap companies.
Analyze Investments Quickly With RatiosMake an informed decision about your investments with these easy equations.
Trade Takeover Stocks With Merger ArbitrageThis high-risk strategy attempts to profit from price discrepancies that arise during acquisitions.
Taking Advantage Of Corporate DeclineA bankrupt company can provide great opportunities for savvy investors.
Pick Stocks Like Peter LynchLearn the basic tenets that helped this famous investor earn his fortune.
A Top-Down Approach To InvestingUse a global view to determine which stocks belong in your portfolio.
Strategies For Quarterly Earnings SeasonBreeze through consenus estimates like the biggest Street forecasters.
Surprising Earnings ResultsConsensus estimates can send stocks spiraling - but are they representing reality?
Cashing In On Corporate RestructuringCompanies use M&As and spinoffs to boost profits - learn how you can do the same.
Earnings Forecasts: A PrimerLearn how this key metric is calculated and how it is used to judge market performance.
A Primer On Preferred StocksOffering both income and relative security, these uncommon shares may work for you.
Equity Premiums: Looking Back And Looking AheadIf stocks become less profitable in the future, you may have to change your investment strategy.
Using DCF In Biotech ValuationValuing firms in this sector can seem like a black art, but there is a systematic way to pin a price on potential.
Sell Growth Stocks The IBD WaySavvy investing is all about learning some smart rules and sticking to them. We give you the rundown.
A Breakdown Of Stock BuybacksFind out what these company programs achieve and what it means for stockholders.
Finding Profit In Troubled StocksFind out the difference between a company capable of surviving a share-price beating and one that cannot.
Spotting Cash CowsWe show you why some of these companies stand apart from the herd.
Beta: Gauging Price FluctuationsLearn how to properly use this measure that can help you meet your criteria for risk.
Venturing Into Early-Stage Growth StocksPicking these potential winners is all about sizing up risk. We show you how.
Getting To Know Stock ScreenersFinding good stocks can be like finding a needle in a haystack. But these invaluable tools can help.
Understanding Rights IssuesNot sure what to do if a company invites you to buy more shares at discount? Here are some of your options.
Understanding Pro-Forma EarningsThese figures can either shed light on a company's performance or skew it. Find out why.
Introduction To Convertible Preferred SharesThese securities offer an answer for investors who want the profit potential of stocks but not the risk.
Putting Management Under The MicroscopeWe tell you where to find the telltale signs of corporate misdeeds.
Keeping An Eye On The Activities Of Insiders And InstitutionsThese transactions reveal much about a stock. We go over what to consider and where to find it.
Measuring Company EfficiencyWe look at a retailer's inventory turnaround times, its receivables as well as its collection period.
Introduction to Small CapsFind out about the pros and cons of small-cap stocks and whether they ought to be in your portfolio.
Is Your Dividend at Risk?We go over several telling factors that can help you answer this question and avoid losses.
Short Interest: What It Tells UsFind out how this figure can be a real eye-opener on market sentiment of a given stock.
Spotting Profitability With ROCEThis straightforward ratio measures whether a company is efficient, money-making or neither.
Investing Beyond Your BordersInvesting abroad poses risks, but can also help you diversify. Discover ways to invest in foreign stocks.
Beta: Know the Risk Beta says something about price risk, but how much does it say about fundamental risk factors?
Lifting the Lid on CEO CompensationMake sure you assess whether a CEO has a stake in doing a good job for you, the shareholder.
Five Investing Pitfalls To Avoid, According to Investor's Business Daily Common sense or common folly? Discover some approaches to circumventing typical stumbling blocks on the road to profitable investing.
Doing More With Less: The Sales-Per-Employee RatioIf used properly, this ratio can give you insight into a company's productivity and financial health.
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Great Expectations: Forecasting Sales GrowthPredicting sales growth can be something of a black art - unless you ask the right questions.
The Two Sides of Dual-Class SharesFind out how dual-class shares can affect a company's performance.
Appreciating DepreciationCompanies make choices and assumptions in calculating depreciation, and you need to know how these affect the bottom line.
In PositionCheck out this overview of how to determine and analyze a company's financial position.
It's In Your InterestDiscover the theoretical relationship between interest rates and stock prices.
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Are Your Stocks Doomed?When a company is headed for trouble, the warning signs are usually there. Learn how to spot disaster.
The Bottom Line On MarginsTake a deeper look at a company's profitability with the help of profit-margin ratios.
Digging Into The Dividend Discount ModelThe DDM is one of the most foundational of financial theories, but it's only as good as its assumptions.
Getting To Know Business ModelsDo you know how your companies really make their money? Learn to assess the systems by which businesses generate their revenue.
EV Gets Into GearLearn how enterprise value can help investors compare companies with different capital structures.
Don't Get Burned By The Burn RateHow well do your companies manage money? Learn to analyze how fast they burn it.
Retirement Plan Tax Forms You May Need to File - Part 1Read this if you've taken early distributions or owe excess-contribution or excess-accumulation penalties.
Z Marks The EndInvestors need to know how to detect signs of looming bankruptcy. The Z-score can help.
ROA On The WayDo you rely too heavily on ROE? Consider using return on assets for a more complete picture.
The Equity Risk Premium - Part 1Learn how the expected extra return on stocks is measured and why academic studies usually estimate a low premium.
Can You Count On Goodwill?We go over how to determine whether a measure of this important but hard-to-price intangible asset is justified.
Evaluating Retained Earnings: What Gets Kept CountsA company's retained earnings matter. Be investment-savvy and learn how to analyze this often overlooked information.
Operating Cash Flow: Better Than Net Income?Differences between accrual accounting and cash flows show why net income is easier to manipulate.
Why There Are Few Sell Ratings On Wall StreetWe outline reasons that may show why enforcing more sell ratings isn't guaranteed to increase Wall Street's objectivity.
Show and Tell: The Importance of TransparencyClear and honest financial statements not only reflect value, they also help ensure it.
The "True" Cost of Stock OptionsPerhaps the real cost of employee stock options is already accounted for in the expense of buyback programs.
Value By The BookThe P/B ratio can be an easy way to determine a company's value, but it isn't magic!
Relative Valuation: Don't Get TrappedThis method of valuing a company can make a company look like a bargain when it is not.
The Importance Of DividendsSeven words that are music to investors' ears? "The dividend check is in the mail."
Institutional Investors And Fundamentals: What's The Link?Big-money sponsorship might make a company look good, but it's not always a reliable gauge of stock quality.
Keep Your Eyes On The ROECan return on equity help you distinguish the lean, mean profit machines from the inefficient clunkers?
How To Evaluate The Quality Of EPSCompanies can manipulate their numbers, so you need to learn how to determine the accuracy of EPS.
Free Cash Flow: Free, But Not Always EasyFree cash flow is a great gauge of corporate health, but it's not immune to accounting trickery.
Get Tough On Management PuffCompany managers are often skilled at fooling investors. Be critical and don't believe the hype.
Is Growth Always A Good Thing?Getting big quickly looks good, but companies can get into trouble when they do it too fast. Find out how to spot this trouble.
How To Evaluate Pension Risk By Analyzing Annual CostsLearn how to assess whether a company's pension plan is posing more risks than what the footnotes indicate.
Core Earnings Measure UpThis metric is an attempt to counteract creative accounting, but it poses its own set of challenges.
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Governance PaysLearn about how the way a company keeps its management in check can affect the bottom line.
Cash-22: Is It Bad To Have Too Much Of A Good Thing?It's something companies love to have. But if they are not using it there could be problems.
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A Case Study: Earnings Manipulation And The Role Of The MediaHere we explore why the media focuses on certain earnings manipulation cases in post-Enron Wall Street.
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All About EVALooking for a formula to determine whether a company is creating wealth? Time to learn all about Economic Value Added.
Target Prices Vs RatingsRevealing more about a stock, a target price provides investors with what they need to make sound decisions.
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Reg AC: What Does It Mean To Investors?In 2003, the SEC issued a new regulation meant to hold analysts more accountable for their reports. Find out what it means.
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Stock Ratings: The Good, The Bad And The UglyAre stock ratings both loved and hated for the right reasons?
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Consumer Confidence: A Killer StatisticIt's the one key to any market economy, so investors need to learn the measures and how to analyze them.
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Old Stock Certificates: Lost Treasure Or Wallpaper?What if you've discovered some old shares in bearer form? Follow our tips and find out what they're worth.
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The Controversy Over Option CompensationsLearn the good, the bad and the ugly sides of this type of payout.
Calculating The Dow Jones Industrial AverageWe go over the history of this popular index and the way in which it corresponds to a tangible dollar value.
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Cooking The Books 101To spot the signs of earnings manipulation, you need to know the different ways companies can inflate their figures.
The ABCs Of Stock IndexesIndexes can track market trends, but they're not always reliable. Can you trust them?
The 5 Biggest Stock Market MythsStocks that go down must come up, right? Wrong. We bust this and four other common market misconceptions.
Inventory Valuation For Investors: FIFO And LIFOWe go over these methods of calculating this component of the balance sheet, and how the choice affects the bottom line.
What Does "CFA" Mean?The CFA designation is seen as the key certification for investment professionals, but many designations used today cause some confusion.
Three Kinds Of Analysts And What You Need To Know About ThemAnalysts on Wall Street produce different kinds of research reports because they have different kinds of clients. The objectivity of reports is an important issue for investors.
The Stop-Loss Order - Make Sure You Use ItIt's a simple but powerful tool to help you implement your stock-investment strategy. Find out how.
How The PEG Ratio Can Help InvestorsLearn how this little gem in the investment world can help you be a better investor.
CAGR: The Good, The Bad And The UglyLearn not only what compound annual growth rate is but also what its benefits, limitations and dangers are.
The Short And Distort - Stock Manipulation In A Bear MarketThis sinister version of short selling tries to profit by generating fear in the market place. Find out how you can help prevent "short and distort".
Off-Balance-Sheet Entities: The Good, The Bad And The UglyThis article defines some typical off-balance-sheet items and discusses when they are justified and when they are misleading.
What Is A Small Cap?If you don't realize how "big" small-cap stocks can be, you'll miss some good investment opportunities.
The Great GapWall Street is myopically focused on a minority of large-cap stocks, leaving the majority of stocks under-followed and undervalued.
Types Of EPSThe math may be simple, but to make informed investment decisions, investors need to understand the many varieties of EPS and what each represents.
The Importance Of A Profit/Loss PlanThis strategy helps you to recognize your mistakes by allowing you to separate your emotions from investing.
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Cyclical Versus Non-Cyclical StocksInvesting during an economic downturn simply means changing your focus. Discover the benefits of defensive stocks.

Information Technology Project Management

2007-12-01T10:33:00.000+07:00

Information Technology Project Management
Compiled By Abdul Rahman Ismail

Chapter 1
Introduction to Project Management

Proyek adalah sebuah kegiatan yang bersifat sementara yang dilakukan untuk membuat suatu produk, jasa atau hasil tertentu. Ciri – ciri sebuah proyek adalah: memiliki tujuan tertentu, bersifat sementara, yaitu memiliki masa awal dan akhir, dikembngkan dengan ketelitian tinggi, membutuhkan sumber daya dari berbagai bidang, memiliki kastamer dan sponsor dan terdapat ketidakpastian.
Setiap proyek terdapat suatu batasan. Batasan yang umum diacu dalam manajemen proyek dikenal dengan Triple Constraint yang harus diperhatikan yaitu:
· Scope: pekerjaan apa yang harus diselesaikan sebagai bagian dari sebuah proyek. Produk, jasa atau hasil apa yang diharapkan oleh kastamer atau sponsor dari proyek tersebut.
· Time : seberapa lama proyek harus diselesaikan dan bagaimana penjadwalannya.
· Cost : seberapa besar biaya yang harus digunakan dalam suatu proyek dan berapa anggarannya.

Manajemen proyek adalah pengaplikasian seluruh pengetahuan skill, tools, dan teknik dalam suatu aktivitas dalam proyek untuk mencapai kriteria proyek yang telah ditetapkan.
Stake holder adalah semua orang yang terlibat atau dipengaruhi oleh aktivitas proyek termasuk didalamnya adalah sponsor proyek, tim dalam proyek, staf pendukung, kastamer, pengguna, suplier, dan bahkan pesaing atau pihak yang melawan adanya proyek. Masing – masing stake holder memiliki ekspektasi yang berbeda – beda.
Bidang pengatehuan manajemen proyek adalah kompetensi kunci yang harus dikembangkan oleh seorang manajer proyek. Ada sembilan bidang pengetahuan manajemen proyek. Empat inti bidang pengetahuan diantaranya adalah manajemen scope, time, cost dan quality. Sedangkan empat bidang pengetahuan pendukung diantaranya adalah manjemen human resource, communication, risk dan procurement. Dan satu bidang pengetahuan yang penting adalah project integration management.
Teknik dan tools dalam manajemen proyek memberikan bantuan pada manajer proyek dan timnya untuk menyelesaikan pekerjaan proyek dalam sembilan bidang pengetahuan. Beberapa tools adalah gantt charts, project network diagram dan critical path analysis.
Kesuksesan dalam manajemen proyek sangat besar dipengaruhi oleh pengalaman seorang manajer proyek. Faktor penentu kesuksesan manajemen proyek yang paling penting adalah dukungan dari eksekutif, keterlibatan pengguna, manajer proyek, tujuan bisnis yang jelas, scope yang dipersempit, dukungan infrastruktur dan software, formal metodologi dan estimasi yang handal.
Seorang manajer proyek, menurut PMBOK guide, harus memiliki pengetahuan yang luas tidak hanya secara teknis / hard skill tetapi juga harus memiliki soft skill. Selain itu seorang manejer proyek harus mengetahui tentang finansial, akuntansi, pengadaan, marketing, manufaktur, kontrak, distribusi, logistik, perencanaan, struktur organisasi, kompensasi, kesehatan dan keselamatan kerja dan lain sebagainya. Kepemimpinan dan kemampuan komunikasi manajer proyek juga sangat diperlukan untuk mencapai keberhasilan suatu proyek.
Perkembangan manjemen proyek sangat pesat dengan adanya tools baru yaitu software dan dikembangkannya teknik – teknik baru serta adanya Poject Management Institute (PMI). PMI adalah himpunan keprofesionalan internasional dalam bidang manajemen proyek yang memberikan sertifikasi Project Management Profesional (PMP) dan menegakkan kode etik dalam profesi manajemen proyek.

Chapter 2
The project Managemnt and Information Technology Context

Proyek tak dapat dilakukan dengan cara mengisolasi diri. Proyek harus dilakukan dalam lingkungan organisasi yang luas. Manajer proyek memerlukan system thinking yaitu menggunakan sudut pandang yang menyeluruh mengenai proyek yang dikerjakannya dan memahami bagaimana kaitannya dengan organisasi secara luas. Proyek haruslah dilakukan untuk mendukung / memenuhi kebutuhan dari bisnis.
System approach adalah pendekatan analitis dan menyeluruh untuk menyelesaikan masalah yang kompleks. Ada tiga bagian dalam system approach yaitu: Systems philosophy: memandang segala hal sebagai suatu sistem; Systems analysis: pendekatan pemecahan masalah; Systems management: mengarahkan isu bisnis, teknologi dan organisasi dalam merubah sistem. System approach digunakan oleh manajer proyek untuk mengerjakan proyek agar sesuai dengan tuntutan organisasi, bisnis dan memenuhi ekspektasi stake holder.
Three-Sphere Model untuk manajemen sistem meliputi aspek bisnis, organisasi dan teknologi. Sebuah proyek harus meliputi ketiga aspek tersebut untuk dapat mencapai keberhasilan.
Organisasi dapat dipandang dalam empat frame yang berbeda yaitu struktural, human resource, political dan symbolic. Structural frame: fokus pada peran dan tanggung jawab, koordinasi, dan kontrol. Bagan organisasi dapat membantu memahami frame ini. Human resources frame: fokus pada mempertemukan kebutuhan organisasi dan kebutuhan semua orang. Political frame: mengasumsikan bahwa organisasi adalah campuran koalisi dari berbagai kepentingan individu dan kelompok. Isu utama adalah konflik dan kekuasaan. Symbolic frame: fokus pada simbol dan arti beberapa peristiwa / kejadian yang saling berhubungan.
Kultur organisasi adalah sehimpunan asumsi bersama, nilai-nilai, dan sikap yang mengkarakteristikkan fungsi organisasi. Banyak ahli percaya bahwa permasalahan yang timbul pada suatu perusahaan bukan karena struktur pegawai tetapi karena kultur. Proyek akan berhasil dengan baik pada kultur organisasi dengan karakteristik identitas anggota, penekanan pada grup, integrasi unit, toleransi resiko, kriteria penghargaan, toleransi konflik, fokus pada open-system yang semuanya telah umum dan seimbang dengan karakteristik lainnya.
Dalam manajemen stake holder seorang manajer proyek harus menyempatkan waktunya untuk mengidentifikasi, memahami, dan memanajemeni hubungan dengan seluruh stake holder proyek. Dengan menggunakan empat frame organisasi akan dapat lebih mudah untuk memenuhi kebutuhan dan ekspektasi dari stake holder. Eksekutif senior dan manajemen puncak adalah stakeholder yang sangat penting.
Salah satu faktor utama suksesnya manajemen proyek adalah adanya komitmen dari manajemen puncak karena manajemen puncak dapat membantu manajer proyek membrikan semberdaya yang memadai, memberikan persetujuan untuk suatu proyek yang unik dan sensitif terhadap waktu, memperoleh hubungan kerjasama dengan semua orang di organisasi dan dengan bimbingan manajemen puncak seorang proyek manajer dapat belajar bagaimana menjadi pemimpin yang lebih baik.
Komitmen yang baik dari organisasi sangat dibutuhkan dalam manajemen proyek. Jika suatu organisasi memiliki perilaku negatif terhadap TI, misalnya, akan sangat sulit untuk mencapai keberhasilan dalam proyek TI. Adanya CIO di posisi puncak akan membantu suksesnya proyek TI dan memasukkan orang non TI dalam proyek TI juga dapat menghasilkan komitmen yang lebih baik terhadap proyek TI.
Standar dalam organisasi juga harus diperhatikan oleh manajer proyek. Standar dan acuan dapat membantu manajer proyek menjadi lebih efektif. Misalnya software operating system apa yang familiar digunakan dalam suatu organisasi. Pengembangan dan penggunaan acuan dapat digunakan untuk merencanakan proyek dan menyediakan laporan status pengerjaan proyek. Untuk memenuhi standar dalam organisasi seringkali perusahaan membuat Project Management Office (PMO) sebagai center of excellence.
Project life cycle adalah kumpulan dari project phase. Project phase tradisional terdiri dari concept, development, implementation, dan close-out. Proyek sering kali menghasilkan produk yang mana mengikuti life cycle. Product life cycle untuk pengembangan software, sebagai contoh, meliputi waterfall model, spiral model, incremental build model, prototyping model dan Rapid Application Development (RAD) model. Manajer proyek harus mengerti life cycle dari produk yang mereka buat dengan spesifik, termasuk juga model project life cycle secara umum.
Sebuah proyek harus melalui setiap project phase dengan baik untuk masuk ke tahap berikutnya. Dan ulasan manajemen, phase exits atau kill points, harus dilakukan setelah tiap fase untuk dievaluasi tentang kemajuan proyek, kesuksesannya, dan keselarasannya dengan tujuan organisasi.
Konteks proyek Teknologi Informasi yaitu: Proyek TI dapat berbeda dalam ukuran kekompleksan, produk yang dihasilkan, bidang aplikasi dan sumber daya yang dibutuhkan, Anggota tim proyek TI seringkali mempunyai backgrounds dan skill yang berbeda. Proyek TI menggunakan teknologi yang berbeda – beda yang berubah dengan cepat dan dalam satu bidang teknologi, seseorang harus sangat spesialis.

Chapter 3
The Project Management Process Groups: A Case Study

Manajemen proyek adalah pekerjaan yang integratif. Keputusan dan tindakan yang diambil pada satu bidang pengetahuan pada suatu waktu biasanya akan mempengaruhi bidang pengetahuan yang lain. Memanajemeni interaksi tersebut seringkali memerlukan sebuah trade off antara project scope, time dan cost. Manajemen proses dapat dipandang sebagai serangkaian proses yang saling berkaitan.
Proses adalah serangkaian tindakan diarahkan pada hasil tertentu. Manajemen proyek dapat dipandang sebagai proses yang saling berkaitan. Serangkaian proses Manajemen proyek yaitu: Initiating processes, Planning processes, Executing processes, Monitoring and controlling processes dan Closing processes.
Serangkaian proses Manajemen proyek dapat dipetakan kedalam sembilan bidang pengetahuan dengan menggunakan PMBOK® Guide 2004. Planing process dipetakan kedalam semua bidang pengetahuan sedangkan initiating process hanya dipetakan pada bidang pengetahuan integration management.

Studi Kasus: proyek intranet pada Job Well Done (JWD)

Initiation Process
Pada initiation process Erica membuat draf Business case dan Project charter, sedangkan output lain dari initiation process yaitu persetujuan dari manajer proyek dan identifikasi stake holder utama telah dilakukan.

Planning Process
Tujuan utama planning process adalah untuk membuat acuan dalam mengeksekusi proyek. Planning process dilakukan dalam semua bidang pengetahuan. Namun pada proyek intranet pada JWD Erica hanya fokus pada beberapa output yang dianggap cukup penting dan sudah representatif yaitu: team contract, scope statement, work breakdown structure (WBS), project schedule dan list of prioritized risks.

Executing Process
Mengeksekusi proyek meliputi pengambilan tindakan seperlunya untuk memastikan bahwa aktivitas dalam project plan telah lengkap. Termasuk juga berbagai pekerjaan yang diperlukan untuk memperkenalkan hardware, software dan prosedur baru hingga pada tahap pengoperasian yang normal. Dalam proyek intranet ini Erica menerapkan skill kepemimpinan yang baik. Output yang dibuat oleh Erica untuk Joe, CEO JWD, hanyalah milestone report, sedangkan isu – isu penting hanya disampaikan secara personal.

Monitoring and Controlling Process
Monitoring and Controlling adalah proses pengukuran kemajuan proyek berdasar tujuan yang telah ditetapkan, melihat deviasi dari project plan dan melakukan tindakan koreksi untuk menyesuikan kemajuan yang dicapai dengan project plan. Output-nya berupa performance reports dan meng-update project plan.

Closing Process
Closing Process meliputi penerimaan oleh stakeholder dan kastamer terhadap pruduk atau layanan akhir. Kalaupun proyek tidak terselesaikan maka secara formal tetap harus di tutup dengan tujuan untuk perefleksian dan mengetahui apa yang dapat diambil sebagai pelajaran untuk mengembangkan proyek lain di masa depan. Output dari proses ini adalah dokumen – dokumen proyek dan pelajaran yang telah dipelajari yang merupakan bagian dari aset proses organisasional. Selain itu juga termasuk laporan akhir dan presentasi untuk sponsor dan manajemen senior.

Information Technology Project Management 2

2007-11-30T11:16:00.000+07:00

By Abdul Rahman Ismail

Chapter 4
Project Integration Management

Pada Chapter ini dijelaskan keseluruhan framework manajemen integrasi proyek, hubungannya dengan manajemen bidang pengetahuan yang lain dan project life cycle. Juga dibahas mengenai proses perencanaan strategis dalam pemilihan suatu proyek, pentingnya pembuatan project charter untuk secara formal memulai proyek, mendiskusikan proses dalam membuat peryataan awal tentang project scope, perlunya mengembangkan metode dan prosedur untuk membuat deliverable, dan pentingnya penggunaan software dalam manajemen integrasi proyek.
Project integration management meliputi koordinasi seluruh bidang pengetahuan yang lain dalam project life cycle. Proses integrasi ini untuk memastikan bahwa seluruh element proyek dapat dilaksanakan pada waktu yang tepat sehingga proyek dapat selesai dengan berhasil. PMBOK Guide 2004 mengklasifikasikan tujuh proses utama yang harus dilakukan dalam manajemen integrasi proyek yaitu:
· Pembuatan project charter.
· Pembuatan pendahuluan peryataan scope project.
· Pembuatan rencana manajemen proyek.
· Memimpin dan memanajemeni eksekusi proyek.
· Memonitor dan mengontrol pekerjaan proyek.
· Melakukan kontrol perubahan yang terintegrasi.
· Menutup atau mengakhiri proyek.
Manajemen integrasi proyek sangat penting untuk memberikan rasa puas bagi stakeholder. Manajemen integrasi proyek juga meliputi interface management. Interface management adalah kegiatan mengidentifikasi dan memanejemeni interaksi berbagai element dalam proyek.

Strategic Planning and Project selection
Strategic Planing adalah menentukan tujuan jangka panjang, memprediksi tren masa depan dan memproyeksikan kebutuhan produk dan jasa yang baru. Analisis yang sering kali digunakan adalah SWOT analisis. Dalam hal ini setiap organisasi harus mengidentifikasi
proyek-proyek yang potensial, menggunakan metode yang realistik untuk menyeleksi proyek mana yang akan dilakukan, memformulasikan inisiasi proyek dengan membuat project charter.
Menyesuaikan teknologi informasi dengan strategi bisnis adalah hal utama yang harus dilakukan dalam proses perencanaan strategi dan pemilihan proyek teknologi informasi. Dengan menyesuaikan teknologi informasi dengan strategi bisnis maka proyek teknologi informasi akan dapat membantu memudahkan proses bisnis dan meningkatkan kinerja bisnis.

Project Selection Method
Sering kali tidak ada cukup waktu dan sumberdaya yang lain untuk mengimplementasikan seluruh proyek sehingga harus ada penyeleksian. Metode yang digunakan untuk memilih proyek yang akan dikerjakan adalah sebagai berikut:
· Fokus pada kebutuhan organisasi secara luas. Dasar pemilihannya pada kebutuhan organisasi atas proyek, tersedianya dana, dan niat atau kemauan keras dari seluruh organisasi.
· Mengkategorikan proyek TI. Yaitu berdasar pada hasil dari proyek apakah untuk mengatasi permasalahan pada organisasi, memberi kemudahan untuk mengejar kesempatan bisnis atau untuk memenuhi acuan dari luar organisasi misalnya dari pemerintah.
· Melakukan analisis finansial, misalnya dengan pay back period, NPV, IRR dan analisis ROI.
· Menggunakan model nilai pembobotan. Yaitu sebuah tool berdasar banyak kriteria dan setiap kriteria diberi nilai pembobotan.
· Mengimplementasikan balanced scorecard. Berdasar empat perspektif pemilihan yaitu perspektif finansial, persprektif pelanggan, perspektif bisnis secara internal dan perspektif inovasi dan pembelajaran.

Project Charter
Setelah menentukan proyek apa yang akan dikerjakan maka hal yang perlu dilakukan selanjutnya adalah membuat dokumen agar seluruh organisasi mengetahui proyek yang akan dikerjakan. Dokumen berkaitan dengan hal ini adalah project charter, yaitu dokumen formal yang memberikan legitimasi untuk mengerjakan proyek, memberi acuan berkaitan dengan tujuan atau hasil yang akan dicapai dan manajemen yang harus dilakukan. Stakeholder kunci harus menandatangi project charter sebagai persetujuan.

Preliminary Scope Statements
Scope statement adalah dokumen yang digunakan untuk memperjelas dan menegaskan kesepahaman tentang project scope. scope statement dibuat pada fase inisiasi. Sangat perlu dihindari terjadinya scope creep: kecenderungan project scope menjadi membengkak diluar ketentuan.

Project Management Plan
Project management plan adalah dokumen yang digunakan untuk mengkoordinasi seluruh dokumen project planning dan membantu untuk memandu eksekusi dan kontrol dalam proyek. Perencanaan yang dibuat pada bidang pengetahuan yang lain merupakan bagian dari seluruh project management plan. Elemen – elemen yang umum dalam project management plan adalah:
Pendahuluan dan ikhtiar proyek.
Penjelasan mengenai bagaimana proyek diorganisir.
Manajemen dan proses teknis yang digunakan dalam proyek.
Pekerjaan – pekerjaan yang harus dilakukan, informasi jadwal dan dana.

Project Execution
Project Execution meliputi memanajemeni dan melakukan pekerjaan yang dijelaskan dalam project management plan. Hampir seluruh waktu dan uang digunakan dalam eksekusi. Bidang aplikasi dalam proyek akan mempengaruhi secara langsung eksekusi proyek karena produk dari proyek dibuat selama eksekusi proyek.
Project planing dan eksekusinya adalah aktivitas yang terjalin sangat erat dan tak terpisahkan. Siapapun yang akan bekerja dalam proyek harus terlibat dan membantu dalam pembuatan rencana kerja. Manajer proyek harus mengumpulkan input dari timnya untuk membuat rencana yang realistik.

Leadership and a Supportive Culture
Manajer project harus memimpin dengan memberikan contoh yang baik untuk menunjukkan pentingnya membuat dan menjalankan project plans yang baik. Kultur organisasi dapat membantu eksekusi proyek dengan menyediakan petunjuk atau acuan dan templates, merunut kinerja berdasar rencan yang dibuat. Manajer proyek masih dapat melanggar rencana untuk mencapai tujuan dengan persetujuan senior manajer.

Project Execution Tools and Techniques
Memimpin dan memanajemeni eksekusi proyek memerlukan beberapa tools dan teknik yang dapat membantu. Beberapa tools dan teknik diantaranya: Project management methodology: menjelaskan apa yang harus dilakukan dan bagaimana melakukan pekerjaan – pekerjaan dalam proyek. Project management information systems: ratusan software project management tersedia dipasaran. Dengan kemampuannya untuk diakses lewat internet maka informasi yang diperlukan dalam proyek akan tersedia dengan baik dan cepat.

Monitoring and Controlling Project Work
Perubahan adalah sesuatu yang tak terelakkan dalam hampir semua proyek sehingga sangat penting sekali untuk mengikuti sebuah proses untuk memonitor dan mengendalikan perubahan. Memonitor proyek meliputi pengumpulan, pengukuran dan menyebarkan informasi kinerja. Hasil dari monitoring and controlling project work meliputi tindakan untuk mencegah dan memperbaiki yang direkomendasikan.

Integrated Change Control
Integrated change control meliputi pengidentifikasian, evaluasi, dan memanajemeni perubahan diseluruh project life cycle. Tujuan utamanya adalah:
Mempengaruhi faktor-faktor yang dapat membuat perubahan untuk meyakinkan bahwa perubahan itu akan menguntungkan.
Menentukan bahwa perubahan telah terjadi.
Memanajemeni perubahan yang telah terjadi.
Dalam integrated change control terdapat juga sebuah baseline. Baseline adalah project management plan dan perubahan - perubahan yang disetujui atau diperbolehkan.

Change Control System
yaitu proses formal yang didokumentasikan yang menjelaskan kapan dan bagaimana dokumen proyek dan pekerjaan dapat dirubah. Juga menjelaskan siapa yang berwenang untuk membuat perubahan dan bagaimana merubahnya. Dalam change control system terdapat sebuah Change Control Boards (CCBs). CCB adalah grup formal dari orang – orang yang bertanggung jawab untuk menyetujui atau menolak perubahan dalam proyek. CCB memberikan petunjuk untuk menyiapkan permintaan untuk perubahan, mengevaluasi permintaan perubahan, dan memanajemeni implementasi dari perubahan yang disetujui.

Closing Project
Untuk menutup atau menghentikan proyek yang harus dilakukan adalah mengakhiri seluruh kegiatan dan menyampaikan pekerjaan – pekerjaan yang terselesaikan atau yang tidak dilakukan kepada orang – orang yang tepat. Outputnya meliputi: prosedur administratif untuk penutupan proyek, prosedur untuk mengakhiri kontrak, produk, jasa atau hasil proyek dan meng-update aset proses organisasional.

Using Software to Assist in Project Integration Management
Software dapat membantu dalam project integration management. Diantaranya microsoft office, microsoft project, email, web site dll. Penggunaan software akan memudahkan dalam pekerjan – pekerjaan yang memerlukan peng-update-an.

Chapter 5
Project Scope Management

Pada chapter ini dijelaskan beberapa elemen yang mendasari pentingnya membuat project scope management yang baik. Dijelaskan tentang scope planning process isi dari scope management plan, proses untuk mengembangkan project scope statement dengan menggunakan project charter dan preliminary scope statement, mendiskusikan tentang bagaimana membuat work breakdown structure dengan beberapa pendekatan. Juga dijelaskan tentang pentingnya scope veryfiction dan hubungannya dengan scope definition dan scope control.
Sebelum memulai sebuah proyek hal yang penting dilakukan adalah membuat project scope. scope sendiri adalah semua pekerjaan yang harus dilakukan dalam membuat produk dalam proyek dan proses yang digunakan dalam melakukannya. Juga dikenal istilah deliverable yaitu segala produk yang dihasilkan sebagai bagian dari proyek termasuk didalamnya hardware dan software, dokumen perencanaan, lamanya pertemuan dll.
Project scope management process meliputi proses - proses yang terkait dalam mendefinisikan dan mengendalikan apa yang termasuk dan tidak termasuk dalam proyek. Untuk meyakinkan bahwa tim proyek dan stakeholder telah memiliki kesepahaman tentang produk apa yang akan dihasilkan dan proses seperti apa yang akan dilakukan atau digunakan. Ada lima proses utama yang terkait dalam project scope management yaitu: scope planning, scope definition, Creating the WBS, scope verification dan scope control.

Scope Planning and the Scope Management Plan
scope management plan adalah dokumen yang meliputi penjelasan tentang bagaimana tim proyek akan mempersiapkan project scope statement, membuat WBS, memferifikasi terselesainya project deliverables dan mengotrol request for change pada project scope. Input utamanya meliputi project charter, preliminary scope statement, dan project management plan.

Scope Definition and the Project Scope statement
Langkah selanjutnya dalam project scope management adalah mendefinisikan pekerjaan lebih lanjut yang diperlukan dalam proyek. Ini disebut sebagai scope definition. Hasil akhir scope definition adalah project scope statement. Dasar untuk membuat project scope statement adalah preliminary scope statement, project charter, organizational process assets, dan change requests yang telah disetujui.
Creating the Work breakdown structure (WBS)
WBS adalah pengelompokan secara deliverable-oriented semua pekerjaan dalam proyek yang mendefinisikan keseluruhan project scope. WBS adalah dokumen dasar untuk merencanakan dan memanajemeni jadwal proyek, biaya, sumberdaya dan perubahan-perubahan. Decomposition adalah membagi project deliverables dalam satuan yang lebih kecil. Didalam pembuatan WBS ada beberapa pendekatan – pendekatan yang digunakan yaitu:
Guidelines: yaitu acuan yang telah disediakan sebagai tempelates
Analogy approach: dengan me-review WBS-WBS proyek yang hampir sama atau yang sama yang pernah dikerjakan sebelumnya.
Top-down approach: dimulai dengan pekerjaan – pekerjaan yang besar dan dipecah – pecah menjadi satuan yang lebih kecil.
Bottom-up approach: dimulai dengan mendefinisikan pekerjaan – pekerjaan yang kecil dan digabungkan menjadi pekerjaan yang besar.
Mind-mapping approach: menuliskan kegiatan – kegiatan yang tidak setingkat, membuat percabangan dan dibuat WBS-nya.

The WBS Dictionary and Scope Baseline
Tak sedikit kegiatan-kegiatan dalam WBS tidak terlalu jelas dan ambigu sehingga perlu dijelaskan dalam bentuk yang lebuh detail sehingga tim ataupun stakeholder tahu apa yang dilakukan dan dapat memperkirakan seberapa lama pekerjaan akan dilakukan dan akan menghabiskan biaya. WBS dictionary adalah dokumen yang menjelaskan informasi detail setiap pekerjaan atau kegiatan dalam WBS. Project scope statement yang telah disetujui dan WBS serta WBS dictionary membentuk suatu scope baseline, yang digunakan untuk mengukur kinerja dalam memenuhi tujuan seperi dalam project scope.

Scope Verification
Sangat sulit untuk membuat scope statement dan WBS yang baik untuk suatu proyek. Dan bahkan lebih sulit untuk memverifikasi project scope dan meminimalkan perubahan scope. scope cerification adalah dukungan formal atau penerimaan secara formal oleh stakeholder atas project scope yang telah diselesaikan.Yang perlu dihindari adalah terjadinya scope creep yaitu kecenderungan bahwa project scope akan membengkak.

Scope Control
scope control meliputi controlling change pada project scope. Tujuan scope control adalah untuk mempengaruhi faktor – faktor yang menyebabkan terjadinya perubahan scope, memastikan bahwa perubahan telah diproses menurut prosedur yang dikembangkan sebagai bagian dari integrated change control dan memanajemeni perubahan ketika perubahan tersebut terjadi. Dalam hal ini sering kali terdapat variance yaitu perbedaan antara kinerja yang direncanakan dan yang sesungguhnya.

Suggestions for Improving User Input
Untuk mendapatkan masukan dari stakeholder terutama adalah pengguna (user) maka ada beberapa cara yang bisa dilakukan dan harus diperhatikan diantaranya: mengembangkan proses seleksi proyek yang baik dan mendesak bahwa para sponsor harus dari organisasi pengguna, menempatkan user dalam tim proyek pada posisi penting, melakukan pertemuan regular dengan agenda yang jelas dan meminta user untuk menandatangi deliverables yang dipresentasikan dalam pertemuan tersebut, menyampaikan sesuatu pada user dan sponsor secara teratur, jangan pernah menjanjikan untuk memberikan sesuatu ketika kita tidak yakin dapat memenuhinya. Dan co-locate user dengan pengembang.

Using Software to Assist in Project Scope Management
Software yang dapat digunakan untuk membantu dalam pembuatan dokumen - dokumen berkaitan dengan project scope diantaranya word processing, spreadsheets, communication software, project management software dan ada beberapa template yang dapat digunakan seperti pada PMBOK Guide 2003.

Chapter 6:Project Time Management

Pada chapter ini dijelaskan pentingnya project schedule dan project time management yang baik, tentang aktivitas – aktivitas yang mendasari pembuatan project schedule. Dijelaskan pula tentang bagaimana manajer proyek menggunakan network diagram dan dependencies untuk membantu urutan – urutan aktivitas. Dari chapter ini saya memahami hubungan antara estimating resources dan project schedule, bagaimana berbagai tools dan teknik membantu manajer proyek melakukan aktivitas perkiraan durasi proyek. Saya juga belajar menggunakan gant chart untuk perencanaan dan menelusuri informasi berkaitan dengan jadwal, menentukan critical path.

Importance of Project Schedules
Manajer seringkali memuji selesainya kegiatan proyek dilakukan dengan tepat waktu sebagai salah satu tantangan terbesar. Limapuluh persen proyek TI berdasar penelitian CHAOS study pada tahun 2003 menunjukkan kenaikan molornya waktu penyelesaian proyek. Isu tentang penjadwalan adalah alasan utama terjadinya konflik dalam proyek khususnya selama paruh kedua dalam proyek. Waktu adalah yang paling tidak fleksibel, akan terus berlalu apapun yang terjadi dalam proyek.

Project Time Management Processes
Ada enam kegiatan dalam time management process yaitu:
§ Activity definition: mengidentifikasi kegiatan yang spesifik yang harus dilakukan oleh tim proyek dan stakeholder untuk membuat project deliverables.
§ Activity sequencing: mengidentifikasi dan mendokumenkan hubungan antara aktivitas – aktivitas dalam proyek.
§ Activity resource estimating: memperkirakan seberapa banyak sumberdaya yang harus digunakan oleh tim proyek untuk melakukan aktivitas – aktivitas dalam proyek.
§ Activity duration estimating: memperkirakan jumlah waktu kerja yang diperlukan untuk menyelesaikan kegiatan individual dalam proyek.
§ Schedule development: menganalisa urutan aktivitas, perkiraan sumberdaya, perkiraan durasi kerja untuk membuat project schedule.
§ Schedule control: mengontrol dan memanajemeni perubahan pada project schedule.

Activity Definition
Sebuah activity atau task adalah elemen dalam pekerjaan yang biasanya ditemukan dalam WBS yang telah diperkirakan durasinya, biayanya dan sumberdaya yang dinutuhkan. Project schedule dibuat berdasar dokumen – dokumen dasar pada permulaan proyek diantaranya project charter untuk mendapatkan waktu mulai dan waktu akhir dan informasi berkaitan dengan pendanaan, scope statement dan WBS yang membantu mendefinisikan apa yang harus dilakukan. Activity definition meliputi pembuatan WBS yang lebih detail dan penjelasan pendukung untuk memahami semua pekerjaan yang harus dilakukan sehingga kita dapat membuat cost yang lebih realistis, dan estimasi durasi yang lebih akurat.

Activity Lists and Attributes
Sebuah activity list adalah perhitungan seluruh aktivitas yang dilibatkan dalam project schedule. Activity list harus meliputi: nama aktivitas, nomor pengenal activitas, penjelasan singkat mengenai aktivitas. Sedangkan activity attributs menyediakan informasi yang lebih mengenai setiap aktivitas seperti : predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, dan asumsi – assumsi berkaitan dengan aktivitas.

Milestones
Milestone adalah kegiatan yang sangat penting yang biasanya tidak ada durasinya. Biasanya memerlukan beberapa aktivitas dan banyak pekerjaan untuk memenuhi sebuah milestone. Milestone adalah tools yang sangat berguna untuk mengeset target penjadwalan dan memonitor kemajuan. Contohnya adalah penandatanganan dokumen – dokumen penting, penyelesaian produk tertentu dll.

Activity Sequencing
Meliputi review aktivitas dan menentukan dependencies. Sebuah dependency atau relationship berhubungan dengan urutan aktivitas proyek atau tugas – tugas. Untuk menggunakan critical path analysis harus ditentukan terlebih dahulu dependency-nya. Ada tiga tipe dependency yaitu:
Mandatory dependencies: sudah ada dalam pekerjaan yang akan dikerjakan dalam proyek dan sering kali disebut sebagai hard logic.
Discretionary dependencies: ditentukan oleh tim proyek, kadang disebut sebagai soft logic dan harus digunakan dengan hati hati karena akan berkemungkinan membatasi pilihan penjadwalan selanjudnya.
External dependencies: meliputi hubungan antara kegiata proyek dan kegiatan bukan dalam proyek.

Activity Resource Estimating
Sebelum memperkirakan durasi kegiatan, kita harus memiliki pemkiran yang baik mengenai kuantitas dan jenis sumberdaya yang akan digunakan untuk setiap kegiatan. Mempertimbangkan isu penting dalam memperkirakan sumberdaya yaitu: seberapa sulit untuk diselesaikan setiap aktivitas tertentu dalam proyek, bagaimana sejarah organisasi dalam melakukan kegiatan yang sama, apakah sumberdaya yang dibutuhkan tersedia dll.

Activity Duration Estimating
Duration meliputi berapa lama waktu yang sesungguhnya akan digunakan dalam kegiatan ditambah dengan perpanjanganya. Effort adalah jumlah hari kerja atau jam kerja yang diperlukan untuk menyelesaikan tugas atau pekerjan. Effort tidak sama dengan duration. Semua orang yang melakukan pekerjaan harus membantu membuat perkiraan dan para ahli harus me-review-nya. Daripada menyediakan perkiraan kegiatan dalam angka diskrit akan lebih membantu jika dibuat sebuah three-point estimate: yaitu sebuah estimasi yang meliputi tiga kondisi, optimis, kemungkinan besar, dan perkiraan pesismis.

Schedule Development
Dalam schedule development ada beberapa hal yang perlu dilakukan diantaranya adalah menggunakan hasil dari management processes yang lain untuk menentukan awal mulainya dan berakhirnya proyek. Tujuan utamanya adalah untuk membuat project schedule yang realistik yang memberikan dasar untuk memonitor kemajuan proyek dan dimensi wakti dari proyek. Tools yang penting untuk digunakan adalah Gantt chart, critical path analysis, critical chain scheduling, dan analisis PERT. Gantt chart menyediakan format standar untuk menunjukkan informasi project schedule dengan mencantumkan kegiatan proyek dan hubungannya dengan tanggal mulai dan akhir dalam format tanggalan.

Critical Path Method (CPM)
CPM adalah teknik untuk membuat network diagram digunakan untuk memprediksi total durasi proyek. Sebuah critical path adalah serangkaian kegiatan yang menentukan waktu paling awal yang mana proyek dapat diselesaikan. Critical path adalah jarak terjauh dalam network diagram dan memiliki paling sedikit slack dan float. Slack atao float adalah jumlah waktu dari aktivitas yang dapat ditunda tanpa menunda aktivitas setelahnya.

Using Critical Path Analysis to Make Schedule Trade-offs
Free slack atau free fload adalah sejumlah waktu dimana suatu kegiatan dapat ditunda tanpa menunda aktivitas yang harus dimulai setelah kegiatan itu selesai. Total slack atau total float adalah sejumlah waktu dimana suatu kegiatan ditunda dari permulaannya tanpa menunda waktu selesainya proyek sesuai rencana.

Using the Critical Path to Shorten a Project Schedule
Dengan menggunakan CPA kita dapat memperpendek jadwal proyek. Ada tiga teknik utama untuk memperpendek schedule yaitu:
Shortening: memperpendek durasi aktifitas pada critical path dengan menambah sumberdaya atau merubah scope-nya.
Crashing: yaitu dengan mencari waktu luang yang banyak yang dapat diperpendek dengan biaya tambahan seminimal mungkin.
Fast tracking: dengan melakukan kegiatan dengan cara bersama – sama atau paralel.

Program Evaluation and Review Technique (PERT)
PERT adalah teknik untuk menganalisis network yang digunakan untuk memperkirakan durasi proyek ketika ada tingkat ketidakpastian yang tinggi mengenaiperkiraan durasi aktivitas individual. PERT menggunakan perkiraan waktu secara probabilistik. Durasi diperkirakan dengan estimasi optimistik, most likely, dan pessimistik.

Schedule Control
Dalam schedule control yang dilakukan adalah: pengecekan kesesuaian antara jadwal proyek dengan kenyatanya, memperbolehkan adanya kemungkinan-kemungkinan, tidak merencanakan seseorang untuk bekerja dengan kapasitas penuh atau 100 persen pada setiap waktu, dan selalu melakukan pertemuan dengan stakeholder untuk mengkomunikasikan isu penjadwalan dengan jelas dan terus terang.

Crisis Management: Diskusi Di Milis MM

2007-11-29T19:11:00.001+07:00

anggoro_ti <anggoro_ti@yahoo.co.id> wrote:

Trima kasih atas tanggapan dari mbak putri and mas wira.
sebenarnya usul dari mbak putri yang mengusulkan topik crisis
management sebagai topik guest lecturer sangat baik skali, karna di
saat crisis lah kita sebagai seorang leader diuji kemampuan dan
ketenangan dalam proses pengambilan keputusan sehingga keputusan yang
kita buat nantinya tidak merugikan perusahaan.

Untuk mas wira, yup itu salah satu cara ataupun metode dalam crisis
management, tentunya cara seperti itu tidak beretika tapi memang yang
paling efektif dan merupakan P3K nya di crisis management.
Kita yang sudah diajarkan oleh Mr. Suwardjono tentang business ethic
seharusnya tidak menerapkan cara2 menyuap pejabat dan media. Ada usul
dari temen2 cara apakah yang bisa dilakukan selain menyuap pejabat
ataupu media?

--- In mmugm_batch42@yahoogroups.com, wirawan sasongko
<wirawan_sasongko@...> wrote:
>
> Satu pertanyaan besar tentang crisis management: apakah 'menyuap'
media atau pejabat termasuk salah satu metode di crisis management?
atau bisa ngak kita beli aja iklan di media-media supaya mereka lebih
banyak muter iklan dari pada menyiarkan berita buruk tentang kita?
>
>
> ----- Original Message ----
> From: ajeng putri hapsari <ajengputrihapsari@...>
> To: mmugm_batch42@yahoogroups.com
> Sent: Wednesday, November 28, 2007 10:59:16 AM
> Subject: Re: [mmugm_batch42] Crisis Management
>
> Hai goro yang lagi kurang kerjaan...
>
> Klo di bandung gosipnya sih bukan tornado yang mengalami kecelakaan,
tapi wahana lain namanya kicir-kicir. Itupun bukan kecelakaan fatal
yang memakan korban jiwa tapi lebih tepatnya kesalahan teknis karena
aliran listrik yang terputus beberapa saat saja. Tapi apapun beritanya
yang pasti hoax yang dimaksud anggoro itu bukan cuma membuat
pengunjung males pergi ke dufan, tapi juga banyak banget produk2 lain
yang kena imbas dari hoax yang kurang bertanggungjawab.
>
> Penanganan Crisis juga akan lebih baik klo tidak ditutup2i, harusnya
sih manajemen terus terang aja sama masyarakat. Justru seharusnya
media digunakan sebagai sarana komunikasi untuk menjelaskan fakta
sebenar-benarnya dan juga mengembalikan kepercayaan masyarakat. Klo
ternyata ada penyimpangan udah seharusnya ada yang lebih berhak buat
ngusut secara tuntas.
>
> Pihak-pihak lain yang diuntungkan sama hoax ini paling juga para
pesaing yang biasanya sengaja ngambil momen ini buat ningkatin
penjualannya. Tapi biasanya ini cuma sementara doang. Contoh
perusahaan yang bisa mengelola crisis management dengan baik salah
satunya Garuda. Sebenernya sih waktu saya masih aktif di Marketing
Club saya udah ngusulin topik ini buat dijadiin Guest Lecture di MM.
Tapi entah mengapa dan gimana jadi apa engganya saya ga tau. Padahal
kan momennya pas banget, waktu itu beberapa dosen kita ada yang jadi
korban juga (mudah2an amalnya diterima ALLAH SWT).
>
> Eh temans ngomong2 soal hoax, bener ga sih beberapa tahun lagi bank
yang bakal beroperasi di Indonesia dibatasi cuma 5 Bank?
> Amat sangat ditunggu jawabannya.
>
> Buat Goro, tih kan ga cuma baca doang... hehehehe...
>
> anggoro_ti <anggoro_ti@yahoo. co.id> wrote:
> Hai guys and girls
>
> goro lagi kurang kerjaan, and coba2 mengisi waktu dengan kegiatan yang
> positif dengan mencoba berdiskusi dengan teman2 tentang Crisis
Management.
>
> Tentu kita sering mendengar ada produk dari sebuah perusahaan yang
> produknya ditarik dari pasaran karena mengandung zat-zat terlarang,
> atau ada sebuah wahana rekreasi yang mengalami kecelakaan sehingga
> setelah diekspos berbagai media maka akan kehilangan pelanggan.
>
> Contohnya adalah ketika mizone oleh BPOM diumumkan mengandung bahan
> pengawet di atas dari ketentuan yang berlaku, seketika itu juga banyak
> sekali konsumen yang langsung tidak mengkonsumsi mizone lagi. Contoh
> kasus yang kedua adalah ketika pepsodent diisukan mengandung formalin,
> dan masih banyak contoh kasus - kasus yang lainnya.
>
> Disini ada perbedaaan sstrategi yang diterapkan oleh kedua perusahaan
> tersebut. Ketika pepsodent diisukan mengandung formalin maka dengan
> secepat kilat unilever mengantisipasi isu tersebut secara agresif.
> Mulai dari edukasi ke masyarakat hingga mengakui bahwa memang ada
> kandungan formadelhit dalam pepsodent tapi masih dalam batas aman.
> hanya beberapa hari isu ini bertahan dalam masyarakat kita, bahkan
> sebagian masyarakat di indonesia tidak mengetahui isu ini.
>
> Berbeda ketika mizone mengalami hal seperti ini, menurut pandangan
> saya sebagai seorang ahli, mereka terlampau lama untuk merespon isu2
> yang menyerang mizone (bahasa bisnisnya isu = hoax) maka bisa kita
> lihat dampaknya, penjualan mizone menurun drastis, bahkan berpindah ke
> produk yang lain yang bisa memanfaatkan situasi ini. Baru beberapa
> bulan kemudian mizone tersadar dan mulai melakukan edukasi kepada
> konsumen. Mulai dari advertising di koran tentang alien, hingga
> mengadakan event2 mizone. Langkah yang dilakukan oleh produsen sudah
> tepat tetapi sudah terlambat, apalagi untuk perusahaan sekelas danone.
>
> Dari 2 kasus tersebut saya sebagai seorang ahli mencoba mengambil
> kesimpulan bahwa kecepatan adalah hal paling utama untuk
> mengantisipasi crisis management sebuah perusahaan/produk. Ketenangan
> juga menjadi faktor pendukung dalam pengambilan keputusan di dalam
> crisis management, dan jangan lupa networking yang kuat dalam media
> mutlak dimiliki oleh sebuah perusahaan untuk dapat mengarahkan dan
> mengontrol media.
>
> untuk pr buat temen2, agar otaknya tetap berpikir kreatif (tidak hanya
> membaca saja hehehe) cobalah beri komen terhadap isu/hoax yang sedang
> fresh di dunia fantasi.
>
> Isu yang beredar:
> (1 okt 07) TORNADO wahana baru dufan mengalami kecelakaan! namun
> berita hanya keluar sekilas di RCTI Okt 5 2007 )(yg menyebut korban
> meninggal sebanyak 23 orang) fakta tidak terungkap jelas karena berita
> lalu tidak lagi muncul.pihak dufan pintar sekali yah menutup mulut
> media..ck.. ck.. yang paling gila,iklan tornado malah tetep
> dibesar-besarkan! malah tambah lagi diskon2 untuk menarik
> pengunjung.bener2 GILA!!! walaupun sehabis kejadian,tornado sempat
> tidak beroperasi untuk beberapa hari. bagi pihak yg tau,atau mungkin
> saja ada di dufan ketika hari naas terjadi.
>
> sebagai seorang manager di sebuah perusahaan jasa seperti dufan, apa
> yang akan anda lakukan ketika? (beri 2 tanggapan yaitu ketika isu ini
> memang benar2 terjadi, ataupun ini cuma hanya berita bohong)
>
> Pada awalnya saya kurang begitu mempercayai berita ini, apalagi saya
> sendiri tidak secara langsung melihat berita yang ada di RCTI. Sampai
> 1 minggu yang lalu saya berlibur di cilacap dan bertemu dengan
> saudara2 saya. Mereka dengan semangatnya menceritakan bahwa kejadian
> ini memang benar terjadi, karna salah satu korbannya adalah teman
> saudara saya tersebut.
> Saya pun mulai percaya dengan isu ini. yang membuat saya cukup
> tercengang adalah kemampuan dari dufan untuk membungkam semua media
> maupun korban2nya (kalo ini memang benar). Berapa banyak coba biaya
> yang harus dikeluarkan oleh dufan untuk menutupi semua ini, sampai2
> hanya RCTI saja yang menayangkan brita ini (itu pun hanya sekilas).
>
> saya coba menganalisa mengapa dufan sampai bisa membungkam semua media
> dan korban:
> dufan adalah salah satu ikon jakarta, banyak wisatawan dari seluruh
> indonesia datang ke dufan, ketika ada sebuah wahana mengalami
> kecelakaan, pastinya kepercayaan konsumen (dalam hal ini wisatawan)
> menjadi berkurang. Hal ini menimbulkan efek domino ke industri
> lainnya, misal: hotel, transportasi( taksi, pesawat, kereta) restoran,
> dll. pajak penerimaan ke pemerintah DKI pun berkurang. Banyak
> kepentingan di kasus ini, oleh sebab itu banyak pihak yang juga
> membantu menutupi berita ini.
>
> Nah langkah2 apa saja yang temen2 lakukan untuk menghadapi masalah
> tersebut? (baik isu ini benar ataupun hanya sebatas hoax)
>
> NB: kalo temen2 punya info yang lebih akurat lagi tentang tragedi ini,
> mohon di samapaikan di milis ini.
> Ada hadiah bagi komentarnya yang paling baik hahahaha
>
>
>
>
>
>
> Be a better sports nut! Let your teams follow you with Yahoo Mobile.
Try it now.
>
>
>
>
__________________________________________________________
> Be a better sports nut! Let your teams follow you
> with Yahoo Mobile. Try it now.
http://mobile.yahoo.com/sports;_ylt=At9_qDKvtAbMuh1G1SQtBI7ntAcJ
>

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Web Site Design is Communication Design web design principles and information architecture

2007-11-25T15:15:00.001+07:00

"This book is not a book about web technology ... [it's] about the design of web sites, studied as a communication process" Thea van der Geest makes it plain from the start that her approach is focussed on information architecture and communication design issues.
In fact her work is an academic summary of ten case studies based in the Washington area of the US - an interesting mix of public services, local government, and state transport - as well as local web giants such as Amazon and Microsoft (who she refers to as 'the Internet Bookstore' and 'The Software Corporation'). What the reports offer is first-hand accounts from the designers of these sites, indicating the development of their policies, strategies, and techniques.

After a couple of ground-clearing chapters dealing with the advantages of using the Web as a communications medium, she gets down to the heart of the book. This is a detailed breakdown of the stages of the design process - from the original conception of a web site, through to testing, revision, and maintenance. Here there is a wealth of information for information architects, web designers, project managers, and anybody else who needs an organisational overview of the design process.

She points to the unpredictable effects which the establishment of a web site can have on individuals and organisations - changes to job descriptions, increased costs, shifts in policy, the sudden need for response to new customers.

The last part of the book is concerned with evaluating web site effectiveness by analysing log files and the information from cookies. There is not much detailed technical information here: she is more concerned with larger strategic issues - such as the fact that once data on user profiles reaches a certain size, it becomes part of marketing strategy. She also discusses the problems of dealing with email feedback, focus groups, and questionnaires.

The final chapter is a series of checklists which are process-oriented. They cover all the stages of web design. They assume a large-scale organisation, with lots of personnel resources, but the principles she illustrates will be of use to anybody who wants to make a web site efficient and maybe even profitable.

This study is mainly aimed at communications professionals. It's a web design manual without a single line of HTML code, but it should be on the reading list for anyone involved in a serious web project.

© Roy Johnson 2001

Web Site Design is Communication Design web design principles and information architecture

2007-11-25T15:15:00.000+07:00

A Brief History of the Future : The Origins of the Internet

2007-11-25T15:00:00.000+07:00

This is a fascinating history of the Internet - but given a personal spin. Journalist and academic John Naughton describes the technology of the digital revolution from a user's point of view. What are the concerns of the average person? How does it all work?
And at each stage he explains the significance of each development. This approach will be very reassuring for beginners. He starts with potted biographies of Vannevar Bush, Norbert Weiner, and J.C.R Licklider as his version of 'fathers of the Internet', but it is Paul Baran and Vint Cerf who he tips as most important of all - because they came up with the ideas which pulled it all together.

A Brief History of the Future
The Origins of the Internet
readable account of computer and Internet development

Naughton is good as explaining the details of the technology and engineering, and he puts his professional journalism skills to good use. Whenever necessary, he uses analogies with practical, everyday matters - such as packet-switching being like moving a house and its contents in separate trucks which take different routes to their destination, and then are re-assembled at the other end.

He also writes amusingly about the pleasures and perils of email, and takes a refreshingly tolerant view on the issues of censorship and control. There are some parts of the hard technical developments which he leaves out of his account - politely admitting that he has done so. This seems to me a wise choice, because the type of popular readership at which the book is aimed will welcome his focus on the personal achievements and his own enthusiastic account of engineering history.

Some of the other accounts of the Internet such as Hafner and Lyon's Where Wizards Stay up Late and Robert Cringley's Accidental Empires occasionally tax the non-specialist reader in this respect.

Like these other books, his narrative becomes chronologically scrambled at times, maybe because this reflects the disparate locations, enterprises, and time schemes [not to mention funding and government enterprises] involved in the enterprise. Naughton goes out of his way to be scrupulously fair to them all - including even monopolies such IT & T - which like British Telecom put a brake on the development of the Internet for a long time.

There is a particularly interesting chapter on the development of the UNIX operating system, and an explanation of how and why the Usenet News system evolved from it. He also provides interesting introductions to topics such the development of Linux and the Open Source movement which belives that software should be available free of charge.

He is at his best when describing the development of hypertext and the World Wide Web - perhaps because the story flows in an unbroken chronological sequence from Vannevar Bush, via Douglas Engelbart and Ted Nelson, through to Tim Berners-Lee and Marc Andreesson. He ends with a brief glimpse at the current dangers of the commercialisation of the Net and the reasons why it is almost impossible to predict its future.

Naughton offers a very readable, humane, and contagiously enthusiastic account of the Net and its major features. This is a perfect book for anyone who wants to know the background to this major technological revolution.

© Roy Johnson 2001

Make Money Online

2007-11-25T14:28:00.000+07:00

The Forex-Affiliate earning programsForex-Affiliate.com offers a win-win earning program – combination of CPA and Revenue-Sharing, tailor made to suit you best! As our business partner, your commission is based on the revenue generated by your referrals, plus a flat fee for introducing referrals. In addition, you may well enhance your earning by running the 2nd-tier program (introducing Forex-Affiliates under you). Also the 2nd-tier program offers combined CPA and Comm-Share (flat fee, plud percentage of commission earned by your referred affiliates).

Forex-Affiliate.com is a world leading and highly paying Forex affiliate program. The Forex (currency exchange trading) industry is the biggest market on earth today, with a daily turnover of 3 trillion dollars! Anyone today can trade Forex online. The participants in this market include central banks, organizations, commercial banks, institutional traders, and private individuals throughout the globe. This is a highly exciting market, though risky! Affiliating in the Forex market offers you a great earning potential, with online access to your traffic performance and your commission. The affiliates are provided with online support, marketing creatives and professional tools – free of charge.

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Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2nd edn)

2007-11-25T14:13:00.000+07:00

John W. CreswellSage Publications Inc.,

Thousand Oaks, CA. 2003

ISBN: 0-7619-2442-6245 pages Soft Cover

Research Design is a slim but remarkably comprehensive text. In this second edition of his book, John Creswell succeeds in offering novice (and not so novice) researchers from multiple disciplines a useful comparison of three broad methodological research approaches: qualitative, quantitative and mixed methods. Within these descriptive comparisons, the reader is taken step by step through the key elements of the actual process of doing research. One is offered, for example, a template for preparing a research protocol, a proposal for theses/dissertations and for writing a scholarly research journal article. 'How to' details are given that are often left out of more methodologically-focused research texts. This book could be used as a primary text for graduate/postgraduate courses that give an overview of the various research methodologies, or specifically explore 'critical inquiry' or 'evidence-based practice'. It would also be a good reference text for courses focusing on specific methodologies i.e. qualitative, quantitative or mixed methods. I see it as a 'must' on the bookshelves of all faculty who guide and supervise the research of graduate/postgraduate students.
My attention was caught immediately by the way Creswell challenges the supremacy of one methodological approach over another throughout the text. Equal space and focus is given to each. He subtly subverts the traditional dominance of quantitative methods in his sub-title 'Qualitative, Quantitative and Mixed Methods Approaches', by reversing the taken-for-granted methodological positioning. I tested this out on colleagues, showing them the title of the book and who it was by, then a few days later asking them to recall it. With few exceptions, most of my 'subjects' unwittingly reinstated 'quantitative' to first position. How many of you reading this book review have only now become aware of the methodological reversal?
The first section quite appropriately deals with 'a framework for design'. Clearly Creswell has tried hard not to use abstract philosophical concepts. Words commonly explicated in research texts such as paradigm, ontology, epistemology, axiology and methodology, are only briefly named (pp. 4-6). Terms such as 'framework', 'approaches' and 'knowledge claims' are used, less intimidating for graduate and postgraduate students. I would have liked, however, more philosophical discussion in some areas. For example, the term 'postpositivism', although linked back to 19th century thinkers such as Comte and Newton (p. 7), requires a brief discussion of its links to positivism and logical positivism, and the philosophical challenges that brought about its recent use. These other terms continue to be used to describe the paradigmatic underpinnings of quantitative methods and in many cases, rightly so. Although values concerning 'what is scientific research' are changing, I don't believe all scientists or their respective disciplines as yet, hold to postpositivist assumptions. Still, Creswell does provide excellent references and suggests readings at the end of the first chapter for the student wanting to understand more.
This text is not an easy one-sit, cover-to-cover read. The chapters that follow the introduction give 'how to' details using Creswell's comparative framework, so at times ones thinking has to jump to and fro from one framework to another. The structuring of the text with its use of headings, bulleted information, examples, figures and tables, checklists, and exercises serves well a more 'dip-in read.' A student who is undertaking mixed methods research, for example, need read only those sections in each chapter pertaining to that approach. The final three chapters, however, focus exclusively on the procedures and methods of each individual framework and end the text well.
Creswell positions himself on the positive side of the current debate on the validity of using a mixed methods approach. His explanations are well-reasoned and his descriptions useful. This is one of the first texts to include a 'how to' carry out mixed methods research. A section on ethical considerations (Chapter Three) and a more comprehensive discussion on literature reviews (Chapter Two) are also welcome. Though issues raised in the ethics section are somewhat expanded on in later chapters, more discussion of specific issues such as self-determination and researching with vulnerable groups such as children, indigenous people and the mentally unwell, would have been of value. Including specific readings on ethical considerations may have met this need.
To conclude, this text offers readers from varying backgrounds a user-friendly handbook on research design. Its language is accessible to a novice researcher and its chapter structuring facilitates its usability. Although written with the American market in mind, this book would be useful to Australasian postgraduate students and their teachers and supervisors.

Lynne S. Giddings RGON, RM. PhD

Associate Professor

School of Nursing Faculty of Health

Auckland University of Technology Auckland Aotearoa

New Zealand

Qualitative Research in Education: A User's Guide.

2007-11-25T14:08:00.000+07:00

Thousand Oaks, CA: SAGE Publications.
248 pp. $40 (papercover) ISBN 9781412937344$78 (hardcover) ISBN 9780761929352
Reviewed by Donald K. SharpesArizona State University
December 12, 2006

Qualitative research originating in anthropology in the 1980s is a regrettable term in one sense because it assumes that researchers not using it are engaging in non-qualitative studies. In fact, qualitative research was used to distinguish the method of gathering data from quantitative research where numbers and statistics dominate. The questions for all researchers at the time and since were: Were qualitative researchers using procedures like interviews, narratives and ethnographic studies really scientists? Was qualitative research scientific? How should its findings be accepted? Were their conclusions unbiased and objective? A simple way to consider educational research is to think of it as one or more methods for collecting information about an inquiry, or learning about a schooling process.
In the long history of human investigation and observation, myth was the first method in the history of research techniques for learning. Stories like the Sumerian Epic of Gilgamesh enlightening people about the human condition, and biblical stories that expanded on similar myths, became the most popular form of education and entertainment for a literate audience. Then 2,500 years ago historians Herodotus and Thucydides illuminated our understanding of peoples by writing history to explain human actions. By the time of Zeno and Parmenides, philosophy literally was a search for wisdom, for meaning in life. Subsequently, writers used allegory in literature, writing about symbolic fictional characters to reveal the truths of human existence. Symbols became the new method for understanding reality. By the time of the Aristotle logic became the standard methodological tool for arriving at new truths, prevailing for over a thousand years right through the Renaissance, and is still the preferred method in rhetoric and law.
The scientific explosion in the Enlightenment witnessed the erosion of logic and philosophy as the primary ways of explaining reality. A new era of observation began with Galileo using with the new technology of the telescope. This testing of observations with experiments inaugurated the scientific method, and it is still the preferred choice for new knowledge of the universe. Its formula is simple: formulate a question, test it with a proven instrument, analyze and publish the results.
As formal schooling expanded to universally accepted status among growing populations in the western world, investigators only reluctantly employed methods of science and invariably fell back on philosophical principles to test whether or not students were learning. Only with the advent of psychology, after it gradually divorced itself from philosophy, and Wilhelm Wundt’s experiments with introspective techniques and studies of memory, and William James popularization of psychological principles for use by teachers, did the beginnings of a scientific method in education begin to gain respect.
Marilyn Lichtman’s new and engaging book, Qualitative Research in Education, A User’s Guide, is the latest text to expand on the merits of qualitative research. She was herself once a dedicated scholar in her early career of quantitative methods, but has become a qualitative convert. She has an easy, conversational and engaging writing style that captivates and pulls the reader into her description or argument. Her abundant use of focused and relevant research examples and practical applications are a huge bonus.
Lichtman includes multiple examples of observational, interview and case study approaches, all very useful and based on her extensive teaching experiences. Her use of anecdotes from her teaching career are always apposite, especially her personal experiences of taking family therapy courses and being transformed by that work that resulted in her looking at research in a broader context than statistics. Lichtman’s book is the most sensibly intelligent book on research since Jacques Barzun’s The Modern Researcher, first published in 1957 and now in its 6th edition.
I was particularly impressed with her discussions of appropriate philosophical positions, especially phenomenology, that have ideological fits with qualitative research objectives and methods. Although she writes extensively and accurately on this highly relevant philosophy, I would have wished for more clarity on its assumptions and implications for a research mentality. Husserl, phenomenology’s founder, reacted against the idealism of Kant who asserted that we never really know reality. Instead we have to rely on the phenomena, our perceptions of reality. But Husserl in his ponderous writings, particularly the two volumes of Logical Investigations, never really resolved how this method would improve our understanding of external reality. Existentialists returned to the problem of human existence. Incidentally, one of Husserl’s most gifted students and his chosen graduate assistant was Edith Stein. Her doctoral dissertation, The Problem of Empathy from 1916, based on phenomenological principles and her volunteer work as a nurse in WWI, offers insights into how this philosophy relates to concern for others, or empathy, and to qualitative research.
If we concede that the origins of western philosophy can be traced to the time of Zeno and the 6th century BCE, than Pythagoras’s belief that all reality could be reduced to the language of mathematics and numbers has ever since had a stranglehold on scientific consciousness that qualitative research is seeking to untangle. The universe as the embodiment of mathematical laws catapulted Newton’s discoveries.
But even in the early 20th century philosophers were still using the ancient categories of existences and essences, substances and accidents Aristotle had suggested, and medieval scholastic philosophers elaborated on, as the routes to acquire epistemological knowledge. Descartes’ bifurcation of mind and matter, thought and reality, confused two centuries of philosophers, including Kant, who followed his lead. Using perception as a subject of investigation, as Husserl suggested, presumed that there was a perceiving mind. The philosophy contrary to phenomenology, espoused by Marx, Nietzsche, Watson, Skinner and Darwin among others, is that there is no mind, only material reality of which humans and their organic brains are an integral part.
Moreover, I have always been curious as to why researchers did not take kindly to Kurt Lewin’s (1935) intriguing proposal of the life force, with its positive and negative vectors of cognitive processes that drew inspiration for methodology from geometry, and the specialty known as topology, and physics with its valences and lines of force. His theory, complete with actual experiments with children, seemed to bridge the gap between numbers and text, quantitative and qualitative, by providing graphic illustrative examples of behavior that possessed some predictability. I would hope researchers and psychologists would revive interest in Lewin’s compelling theories.
It’s hard to tell if the popularity of qualitative research is a predictable reaction to the presumed dullness of quantitative methods like statistics, or a paradigm shift towards more historically accepted methods of seeing reality. We want any literate student at any age to be knowledgeable about, and demonstrate skill in, reading, writing and mathematics. Unquestionably, qualitative research is a rejection of the use of the scientific method because it does not test a hypothesis, though this does not make it less authentic as a method. Qualitative research is a definite reaction against the sterility of quantitative rigor by introducing a more humane and subjective narrative into the observation of human activities. It is, in my opinion, a return to more ancient methods of gaining knowledge when even writing itself was in its infancy. Pythagoras would not be amused.
D. K. Sharpes
About the Reviewer
Donald K. Sharpes is Adjunct Professor of Education at Arizona State University specializing in international education, educational psychology, foundations and policy.

The Essence of Computing Projects

2007-11-25T14:07:00.000+07:00

Project writing skills for higher education

Projects are now a major part of most undergraduate and postgraduate courses - especially in sciences, business studies, and information technology. Students are required to draw on a number of different but important skills to complete their projects, and it's not easy to know what's involved.
This book is designed to explain what's required. It covers surveying the literature, report writing skills, documenting software, time management, project management, and presentation skills. The chapters follow the logical sequence of undertaking a project, starting from defining the nature of research itself, choosing a project and writing a proposal, then planning what you are going to write - including timing and scheduling. When it comes to the process of searching and reviewing the literature, Christian Dawson makes sensible distinctions between what is required at undergraduate and postgraduate level. The chapter which deals with actually writing the project confronts some of the most common problems - and how to overcome them. Running out of time, dealing with interruptions and computer crashes; dealing with your supervisor; and working in teams.
The latter part of the book deals with the presentation of your report in written form. Here he stresses the importance of abstracts and structure, presenting data in graphs, pie charts, and bar charts, academic referencing, and two items of special interest - commenting on program code and writing user guides.
Finally he deals with the oral presentation skills required to present your project. It also looks forward to what follows in academic terms - publishing your work, funding, and intellectual ownership and copyright issues.
If you have a project as part of the next stage in your studies, this guide will give you an excellent account of what's required. You will have to flesh out the details - but that's exactly as it should be, isn't it.
© Roy Johnson 2001

Successful Writing for Qualitative Researchers

2007-11-25T14:05:00.000+07:00

Guidance on advanced academic writing techniques

Yet another writing guide. This one is aimed at post-graduates in the social sciences and education. It covers the process of writing from the first steps in conducting research, through to the production of papers for scholarly journals and full length published books. The emphasis throughout is on work which is non-quantitative - that is, writing which knowingly includes a degree of subjectivity and impressionistic reporting - a side of research Peter Woods describes as 'ethnography' and which much of the time seems to come dangerously close to creative writing.
He starts with a chapter describing the problems and pain of writing, with copious illustrations from authors who have found it difficult to make a start and just as hard to keep going. This is intended to reassure those struggling that their experience is not unique. Next he discusses the separate parts of a typical academic article, with illustrations from his own work - though strangely enough, he doesn't spell out first of all what these parts should be. On the other hand, a chapter on 'alternative forms of writing' [non-standard approaches to academic writing] struck me as more interesting, because it offers practical advice on the manner in which writing projects can be presented. Similarly, the best parts of his comments on editing are those in which he examines specific examples, with plenty of good advice on content editing for bias, ambiguity, weak structure, and even libel - though he has an unfortunate tendency to keep bringing in his own publications as source material. [Readers might keep in mind that in the UK 'researchers' are assessed on the number of times their work is cited in published works. This might be one sneaky way of pushing up the score.]
There's a section on collaborative writing where he describes the benefits and dynamics of working as part of a team - though rather too much of this fell back into personal anecdote for my liking. There are other weakness too. His approach often switches disturbingly between guidance and speculation; the mode of address occasionally wobbles uncertainly between 'one' and 'you'; and his exposition switches from surmise to an analysis built on quotes from other writers.
Too often, his emphasis is on describing problems, rather than showing how to solve them. Sometimes, the subject of consideration in any chapter slithers around alarmingly. Chapter sub-headings fail to clarify the internal hierarchy of contents (though this could be the publisher's fault) and at one point he even includes a personal anecdote into the middle of a bulleted list. These are not examples of good quality writing.
The chapter which I suspect is most likely to be of interest and use to his audience is the last - 'Writing for Publication'. In this he provides valuable advice on researching the market, with real-life examples. These include how to cope with rejections and how to learn from examples of readers' reports - which he quotes. He even includes guidance on submitting book proposals, and on negotiating a contract if you have the good luck to have one accepted (and it is often luck). There are also specimen publishers' guidelines and a sample book proposal which intending writers, from the field of social sciences and education (and well beyond) would do well to study closely.
So, in a sense, this is a book which gets better as it goes along, though the good advice he offers would be more effective if he had followed his own recommendations on clarity of structure, thematic coherence, and rigorous editing.
© Roy Johnson 1999

Writing at University

2007-11-25T14:04:00.001+07:00

Gentle advice to students on academic writing skills

"We believe that writing for your studies and learning for your studies are so integrally related that they cannot be separated from each other. Writing essays is fundamentally about learning." That's the credo here, and this book sets out to help students develop academic writing skills at university level.
Creme and Lea start out by exploring the problems associated with getting started. That is, how to remove writer's block by the techniques of practice writing, brainstorming, and generating your own questions. They explain why writing is difficult, then they discuss the early approaches to producing an assignment. This involves becoming aware of the protocols of the subject, and the type of assignment. The next step should be a close analysis of the question title, its key terms and any instructions. They offer some excellent worked examples of analysing assignments and showing what's required, and they also discuss the note-taking, mind-mapping, and various types of reading which should go into any preparation.
The central strategic issue in academic writing skills is matching your own writing techniques to the requirements of the task in hand. You may be a 'patchwork' or a 'grand plan' type of writer - but how is this strategy to be matched with a project which might require what they call chronological, descriptive, analytic, or evaluative writing? They explore what might be involved in each of these approaches. There are more good examples - along with neat tips, such as the idea that you should develop your skills by assembling a glossary of terms for your subject as you go along.
They also explore one of the issues which many students find difficult - making the transition from everyday personal or subjective writing to developing a more objective mode which adopts the appropriate 'language of discourse'. They end with tips for editing your work - including the details of grammar and punctuation - which are wisely left to the last.
The newly expanded second edition includes sections on report writing, electronic writing, learning journals, and using the Internet. This is a writing guide for someone who is prepared to sit down and read about the process of writing and who prefers the support of a sympathetic tutor rather than a source of reference or a compendium of rules. It's the sort of book which holds you by the hand and talks you gently through the issues.
© Roy Johnson 1999-2004

How to get a PhD

2007-11-25T14:02:00.000+07:00

Research, writing, and information management skills
Nothing can quite prepare you for a PhD. It's likely to be the longest piece of research and writing you ever undertake in your life. This book is a guide to the process, and a survival kit for doctoral candidates. The authors are particularly good on the meaning and structure of a PhD, how to develop time management skills, and the difficulties of communicating with supervisors and how to overcome them.
If you are intending to embark on a research degree it will introduce you to the system and help you to improve your choice of university, college, department, and even supervisor. The first part of the book deals with the process of becoming a postgraduate student, how to get into the academic system at this level, and the special demands and exact nature of the PhD qualification. There is then advice on how to do research and a discussion of the structure required in this form of writing. Phillips and Pugh then pass on to the substance of the task so far as the candidate is concerned - the long slog through three years of reading, writing, note-taking, and data collection. They cover the special problems of groups such as women, part-time, and adult students, plus the tricky issues of dealing with supervisors and an environment which is based on the deeply entrenched privileges of old, white, Anglo-Saxon males (some of them already dead).
New for this fourth edition is a diagnostic questionnaire for students to monitor their own progress, plus a new section on the increasingly popular professional doctorates such as EdD, DBA, and DEng.
And then suddenly, and rather strangely (though true to its subtitle) the subject of its address changes from student to tutor. They discuss how supervisors can improve the support they give to students - largely by making the effort to see the process from the student's point of view.
As a supervisor myself, I found this section instructively chastening. They offer a number of useful suggestions for making feedback more effective, and then end with notes on the responsibilities which institutions have to provide an adequate overall service for research students.
This is a book which is standing the test of time. First published in the 1980s, new material has been added for the latest (fourth) edition, which now includes information technology, publishing your work, and teaching and working towards a PhD in a practice-based discipline. There are very few guides to help people at this level of academic work. Anyone about to embark on the three year odyssey would do well to read this first - then pass it on to your supervisor.
© Roy Johnson 2005

Doing your Research Project

2007-11-25T14:00:00.000+07:00

Best-selling guide to research methods and techniques

Judith Bell is a distinguished authority on educational practice, and she had the foresight to produce what many students crave - a clearly written guide to research methods. The result was a source of reference and a guide to good research practice which has become a best-seller. It was produced for students in education and the social sciences, but anybody embarking on a lengthy written project would profit from reading this book.
The strength of her approach is clarity and good organisation. Separate chapters deal with each stage of undertaking a project in a way which explains exactly what is required, and it's written in a humane and friendly manner. Topics covered include the selection of a research subject, collecting data and keeping records, reviewing the literature, designing questionnaires, interpreting evidence, and presenting the findings. The book has sold more than 200,000 copies by the way.

What I liked particularly was the fact that she covers exactly those issues which intimidate many students when they first tackle a lengthy project. How to identify a proposal from amongst the materials you have assembled; how to keep track of your notes; how to actually produce such a long piece of work; and what to do with the results you finally assemble.

This is an excellent guide to research methods and writing which well deserves the success it has found as the more-or-less standard work in this area. It's suitable for anyone producing an undergraduate project, an MA or MEd dissertation, or even a PhD thesis.

Make sure you get the latest fourth edition, because it's been updated to include materials on the use of computers and information technology. It also has more examples of research in a wider range of disciplines, and additions to checklists. Each chapter has a summary checklist and its own suggestions for further reading. There's also a full bibliography.

© Roy Johnson 1997—2005

AMAZON BOOK

2007-11-25T13:49:00.000+07:00

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Design Management

2007-11-25T13:47:00.000+07:00

managing design strategy, processes and implementation

This new title from publishers AVA deals with the business aspects of design projects. I imagine the ideal readers would be students of design who were taking a serious interest in applying their theoretical skills to the practical demands of applying them in the world of commerce and manufacturing.

The structure of the book follows that outlined in its sub-title - one section each on design strategy, then managing the design process, and finally design implementation. Each section is split into the knowledge required, a selection of case studies, and an outline of the skills needed for implementation. There is an underlying supposition that in addition to aesthetics, good design management will also take into account profitability, functionality, and even ecological issues.

So it's design with very much a practical business slant in mind. There's an illustrated timeline of design which starts at 1759 with Josiah Wedgwood, then takes in most of the best-known names in design - from Peter Behrens, Moholy-Nagy, Raymond Loewy, Charles Eames, and Viktor Papanek, to the establishment of the design standards which have blossomed in the last ten years.

Although design is approached in the text as if it were a science or even a branch of sociology, it's quite clear that a lot of it is connected with marketing and publicity - though at least Kathryn Best admits this by discussing such issues as 'audience', 'market', and 'product life cycle'.

The case studies are interesting, well illustrated, and up to date - including for instance the Oyster smartcard for travel in London which eliminates the need for paper tickets, reduces queues, and keeps cash off the buses. She also has no problem illustrating all the positives of a company brand such as Apple with its iconic iPod (designed by UK's Jonathan Ives).

The extended analysis of real-world examples range from thermal imaging devices (heat cameras) to Camper shoes, and from ecological architecture to a new Honda motor scooter. There are also interviews with leading designers from companies such as Yahoo and the National Health Service.

There's a certain amount of idealisation in all this. Only projects launched by huge companies like AEG, Phillips, and Sony could afford such comprehensive planning of its developments. I'm sure that the majority of design projects have to make do with fewer staff and resources, and a shoestring budget compared with the methods being proposed here.

However, there are plenty of flow diagrams showing the stages of these ideal procedures - so anybody can see the models of good practice and adapt them for their own circumstances. There are also guidance sections on team working and managing creative designers. These include non-hierarchical systems of working and, it would seem, working conditions and design studios straight from the pages of Architecture Today.

The last section on project management in practice is closer to 'management studies' than to design. It reinforces the ideas mapped out recently by Chris Anderson in his influential essay The Long Tail - that manufacturers today are reducing their costs and increasing their performance by carrying the minimum of stock, delivering within hours instead of days or weeks, and responding instantly to the customer's needs. If you were wondering why some shops in the clothing trade only stock what's on display, that's the reason why.

It's an amazingly thorough production. It even finishes with practical suggestions for communication skills, based on the notion that designers need to be able to write effective reports and good business letters. There's a bibliography, a webliography, suggested design journals, and a glossary. It's also stylishly designed and produced, printed on thick matte paper stock with colour-coded pages, bound in an attractive paperback A4 format, and elegantly laid out throughout.

ERP (Enterprise Resource Planning)

2007-11-24T15:34:00.000+07:00

Over the last decade, a large number of Enterprises have invested heavily in Enterprise Resource Planning (ERP) systems. Most of those organizations benefited from this new IT innovation. Others faced challenges and learned valuable lessons during ERP Project Implementation. Nowadays, Small to Medium Enterprises (SME's) are realising the potential benefits of ERP to an organisation, and are considering investing in ERP solution. Hence, understanding ERP and what it offers in today's business world is crucial to your software and vendor selection. This paper provides an overview of ERP and describes its basic operation. Afterwards, the paper looks into global enterprise resource planning, and presents a list of the main critical factors for the success of ERP implementation.
The emergence of the Internet, evolving customer demands, pressure to accelerate business process, and the need to establish more collaborative relationships with key suppliers and business partners are all pushing organizations towards ERP solution. So, what is ERP? Enterprise Resource Planning (ERP) is described as an "information system package that integrates information and information based processes within and across functional areas in an organization" [1]. Traditional stand-alone applications were designed for specific customers, with limited functionality, and isolated from other applications. On the contrary, ERP is a business tool that integrates all the applications required by an organization as a whole, and connects the organization to other enterprises in a network form. It is usually compromised of several modules such as: a financial module, a distribution module, or a production module. Today, ERP have added new functions such as supply chain management, product data management, electronic commerce and warehouse management. Thus, ERP opens a window of opportunity for businesses to compete globally, respond to competitive pressures, and increase revenue.
ERP Characteristics & Basic Operations:
ERP facilitates company-wide Integrated Information System covering all functional areas like Manufacturing, Selling and distribution, Payables, Receivables, Inventory, Accounts, Human resources, Purchases etc. - ERP performs core business activities and increases customer service satisfaction. - ERP facilitates information flow across different sections or departments of the organisation. - ERP bridges the gap between business partners allowing ongoing collaboration. - ERP is a good solution for better project management. - ERP is built as open system architecture, meaning it allows automatic introduction of the latest technologies such as: Electronic Fund Transfer (EFT), Electronic Data Interchange (EDI), Internet, Intranet, Video conferencing, E-Commerce etc. - ERP not only addresses the current requirements of the company but also provides the opportunity of continually improving and refining business processes. - ERP provides business intelligence tools like Decision Support Systems (DSS), Executive Information System (EIS), Reporting, Data Mining and Early Warning Systems (Robots) for enabling people to make better decisions and thus improve their business processes. - ERP tracks a wide range of events in an organisation, and plans for future activities based on these events.
ERP driving forces:
1. The need to increase supply chain efficiency.
2. The need to increase customer access to products or services.
3. The need to reduce operating costs.
4. The need to respond more rapidly and flexibly to a changing market place.
Global ERP Implementation:
Historically, most international companies have managed their systems on regional basis, because there was no single solution that was globally acceptable. In today's dynamic business environment there is a strong need for the organisations to become globally competitive. The key for success lies in customer satisfaction, through understanding customer needs, and providing quality goods and services in the shortest time possible. To support a global outlook, many firms implemented or are in the process of implementing Enterprise Resource Planning (ERP) Systems, in order to improve level of coordination among national entities of the same firm, and also with business partners. However, to achieve this level of coordination it is important to have a global market strategy, a common IT infrastructure, and business processes in place.
An analysis of past global ERP projects, highlight on the importance of aligning organisation structure with business process and business strategy with IT strategy in order to compete in the international market. 'Threads' is a good example of an international company that replaced its legacy system with ERP. 'Threads' had a national organisation structure that operates on country by country basis.
To obtain a global view 'Threads' decided that its time for change by transforming the company from a local to a global geographical perspective. Hence, making Europe as one market for their business operations, and also ensuring competitiveness through a focus on the quality, price, and customer service. The intended organization structure and supporting global ERP is shown in [2].
Enabling Technologies: Traditional ERP systems required sophisticated and expensive information technology infrastructure such as, mainframe computers. Nowadays, with the advancement of information technology and the cost reduction of computers it becomes possible for SME's to think about ERP Systems. Moreover, the power of Three Tier Client Server architecture and scalable relational data base management has made it easier to deploy ERP Systems in multiple locations. Implementation of ERP:
Implementing an ERP project is a process consisted of many phases. Following, a step by step approach will simplify the process and is more likely to yield a better result. The normal steps involved in the implementation of an ERP are as below: o Project Planning o Business & Operational analysis including Gap analysis o Business Process Reengineering o Installation and configuration o Project team training o Business Requirement mapping o Module configuration o System interfaces o Data conversion o Custom Documentation o End user training o Acceptance testing o Post implementation/Audit support
In short, implementing ERP can transform the way an organization conducts business. It helps the enterprise link its resources, utilise and allocate them in the best possible manner and control them on real time basis. For instance, in the case of 'Threads' the transformation from Legacy system to ERP system resulted in a reduction of data redundancy, reduction of overheads, an increase in customer responsiveness and customer service levels throughout the firm. This has been facilitated by implementing a common global ERP system throughout its European operation.
Critical factors for Success of ERP:
The successful implementation of an ERP project requires management to plan carefully, and have all needed human and financial resources in place. Below is a list of the main critical factors for the success of ERP:
1- Top Management Support: Among the most important factors for the success of ERP project is the top management commitment and support. The role of top management includes, developing an understanding of the capabilities and limitation of the proposed system, setting goals, and communicating the corporate IT Strategy to all employees [3].
2- Project Management: Another important factor for the success of ERP is managing the project life cycle from initiating to closing phase. The Project Manager (PM) has sole responsibility and authority for planning and controlling the project scope to meet the deliverables in the given time frame and budget.
3- Selection of the appropriate package: Selecting the appropriate package is an important managerial decision. Analysing and evaluating the organisation needs and processes help in taking the right choice that best suits the business environment. A careful selection of the right package results in minimum modification and successful implementation and use. On the hand, selecting the wrong software may mean a commitment to architecture and application that do not fit the organizational strategic goal or business process [3].
4- User training and education: A quality implementation can de derailed by poorly trained employees who do not know how to properly operate the ERP system. The knowledge transfer to employees is arguably more important than the quality of the system. For that reason, companies should use consultants to run training sessions on how the system works, and how they relate to the business process.
5- Business Process Re-engineering: Business Process Reengineering is a pre-requisite for going ahead with implementing ERP system. An in depth BPR study has to be done before taking up ERP. Business Process Reengineering brings out deficiencies of the existing system and attempts to maximize productivity through restructuring and re-organizing the human resources as well as divisions and departments in the organisation
6- Dedicated Resources: One of the main critical factors for ERP success is determining the human and financial resources needed to implement the system. This should be done at an early stage of the project. Failing to commit the required resources often result in schedule and cost overdue.
7- Project Team Competence: Another key element of ERP success or failure is related to the knowledge, skills, abilities, and experience of the project manager and team members. The project team should work in a coordinated way to achieve one goal. Hence, it is vital for team members to have technical and business skills to complement their work.
8- Clear goals and objectives: Setting clear goals and Identifying the Objectives of the ERP Project is the third most critical success factor. The initial phase of any project should begin with a conceptualization of the goals and possible ways to accomplish these goals. It is important to set the goals of the project before even seeking top management support [3].
9- Ongoing Vendor Support: Ongoing vendor support represents an important factor with any software package. ERP systems require ongoing vendor support to keep them up to date with the latest modules and version. In addition to this, vendor support provides technical assistance, and maintenance.
10- Interdepartmental communication: Good communication is a key component for the success of ERP. Hence, it is essential to communicate effectively between team members and the rest of the organization, in order to keep everything working properly.
To conclude, ERP implementation could become a complex and risky process, if not managed properly. Organizations need to identify the critical issues that affect the implementation process. Such as: selecting the appropriate software package, securing commitment and support from top management, cooperation from business partners, having adequate knowledge among team members, training employees and keeping them informed. All those issues and other more can minimize the failure of ERP project and maximizes the success of ERP implementation.

References:
[1] Kumar, K. and Van Hillegersberg, J. ERP Experiences and Evolution, Communication of the ACM, (43:4), pp. 23- 26, 2000.
[2] Holland C. and Light B. (1999) Global Enterprise Resource Planning Implementation Retrieved August, 27, 2005 from: http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017016.PDF
[3] Somers T.M., and Nelson K. (2001), The Impact of Critical Success Factors across the Stages of Enterprise Resource Planning Implementations, published in 34th Hawaii International Conference on System Sciences 2001, Hawaii
[4] Holland C.P, and Light B. (1999), A Critical Success factor Model for ERP implementation, IEEE Software, May/June 1999, pp. 30-36
[5] Hammer M. and Champy J. (1994) Reengineering the Corporation, New York, Harper Business.
[6] Kerchevak M. (2005) Five Steps to an ERP Solution, Retrieved September 3, 2005 from: http://archives.tcm.ie/businesspost/2005/06/05/story5254.asp
[7] Robinson S. (2004) A Developer's Overview of ERP, Retrieved September 1, 2005 from: http://www.developer.com/design/article.php/3446551
Article By Nidal A. Bousaleh Keywords: ERP + Enterprise Resource Planning + Nidal A. Bousaleh + E-Business + ebusiness Software

ERP

2007-11-24T15:25:00.000+07:00

ERP Introduction
The term Enterprise Resource Planning (ERP) is most commonly referenced in the context of commercially available software systems. ERP systems provide an integrated suite of information technology applications that support the operations of an enterprise and are not, as the acronym ERP implies, limited to planning functions. The activities supported by ERP systems include all core functions of an enterprise, including financial management, human resources management, and operations. Increasingly, ERP vendors are offering “bolt-on” products that provide specialized functionality to augment the core, such as Advanced Planning and Scheduling (APS), and Customer Relationship Management (CRM).

Although the term ERP generally refers to a software system, it also encompasses the business processes that drive system requirements and capabilities. ERP systems support and enable the transformation of enterprises through the deployment of best practices and integrated business processes. Transformation of business processes can be achieved using a Continuous Business Process Improvement (CBPI) approach. CBPI refers to both incremental and larger, more radical process changes. Transformation through the use of CBPI frequently leverages the implementation of an ERP solution as a key enabler. In CBPI, business processes, work flows, information, organizational design and position descriptions are changed.

ERP Background
The ERP model took years to emerge and is still evolving today. The concept began in the 1960’s with MRP, or Material Requirements Planning systems, that assisted manufacturing companies in planning and scheduling. The first actual ERP system was created in 1972, in Mannheim Germany, by five former IBM employees who founded the company SAP to produce and market standard software for integrated business solutions. In the early 1980’s, MRP evolved into Manufacturing Resource Planning, or MRP II, introducing the concept of integrating financials with the manufacturing work-in-process. These early MRP and ERP systems were mainframe based.

In the latter 1980’s, the second phase of ERP development occurred when organizations increased the integration of their business and focused more attention on quality measures. In the 1990's, with the Year 2000 computer problem looming and the advent of client/server platforms, businesses decided there were benefits to integrating all the core systems across their internal enterprise.

ERPs soon became known as Commercial Off-The-Shelf (COTS) solutions that specialized in business processes, functions, and industries. This integration focus resulted in a dramatic increase in the widespread use of ERPs. Today, in the world of the Internet and e-commerce, ERP vendors are moving toward integrating businesses with other businesses by building an organization that connects your supplier’s supplier to your customer’s customer.

ERP Purpose
The main value ERP systems provide is the opportunity to integrate an entire organization. End to end business processes that were traditionally disjointed, now share information through a common database. The information flow is much more efficient in that there are clear lines of business processes across the enterprise. For example, in a horizontally integrated ERP system, a purchasing department would process a purchase order in a central database with a common General Ledger (GL). Both Accounts Payable and Receiving have access to the same GL so the data would be immediately available to them. There is no time lag, re-entry of information, or dependency on paper documents. By having a single point of entry the risk of inaccuracy in the end-to-end transaction is reduced, resulting in fewer reconciliation points. Additionally, the ERP systems of today provide utilities for vertical integration with suppliers and distributors. When properly implemented as part of a comprehensive transformation effort, ERP solutions can yield the following results:

Integrated processes and information systems
Consolidation and/or elimination of current systems
Reduced complexity of application and technology portfolios
Reduced reliance on programmers to make software changes
Authoritative data source
Reduced data redundancy and duplicative data entry
More effective and efficient business processes