Difference between revisions of "Operations Management Quarter"

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[[Operations Management Quarter]] (hereinafter, the ''Quarter'') is the first of four lectures of [[Operations Quadrivium]] (hereinafter, the ''Quadrivium''):
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[[Operations Management Quarter]] (hereinafter, the ''Quarter'') is a lecture introducing the learners to [[operations management]]. The ''Quarter'' is the last of four lectures of [[Operations Quadrivium]], which is the third of seven modules of '''[[Septem Artes Administrativi]]''' (hereinafter, the ''Course''). The ''Course'' is designed to introduce the learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
*The ''Quarter'' is designed to introduce its learners to [[enterprise discovery]], or, in other words, to concepts related to obtaining data needed to administer the [[enterprise effort]]; and
 
*The ''Quadrivium'' examines concepts of administering various types of enterprises known as [[enterprise administration]] as a whole.
 
 
 
The ''Quadrivium'' is the first of seven modules of [[Septem Artes Administrativi]], which is a course designed to introduce its learners to general concepts in [[business administration]], [[management]], and [[organizational behavior]].
 
  
  
 
==Outline==
 
==Outline==
''The predecessor lecture is [[Process Engineering Quarter]].''
+
''[[Effort Engineering Quarter]] is the predecessor lecture. In the [[enterprise planning]] series, the previous lecture is [[Project Management Quarter]].''
  
 
===Concepts===
 
===Concepts===
 
#'''[[Operations management]]'''. (1) Practice and a set of concepts, based on that practice, that define culture of managing of [[operations]]; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
 
#'''[[Operations management]]'''. (1) Practice and a set of concepts, based on that practice, that define culture of managing of [[operations]]; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
#*[[Operations]] (or [[Operations|Ongoing operations]]). Repetitive [[enterprise effort]]s undertaken in order to create specified [[deliverable]]s using already designed [[process]]es.
+
#*[[Operations]]. [[Enterprise effort]]s undertaken in order to create some [[deliverable]]s using some [[process]]es.
 +
#*[[Ongoing operation]]s. Repetitive [[enterprise effort]]s undertaken in order to create specified [[deliverable]]s using already designed [[process]]es.
 +
#'''[[Enterprise operation]]'''.  
 
#*[[Management]]. Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
 
#*[[Management]]. Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.
#*[[Organizing]]. [[Management function]] that involves arranging and structuring work to accomplish the [[enterprise goal]]s. [[Organizing]] include determining what [[task]]s are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
+
#*[[Organizing]]. [[Management function]] that involves arranging and structuring work to accomplish the [[enterprise goal]]s. [[Organizing]] include determining what [[job task]]s are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
 +
#*[[Compliance management]]. Management of [[regulatory compliance]] for a particular [[business]] and/or at a particular [[enterprise]].
 
#*[[Corrective action]]. Changes made to bring expected future performance of the project in line with the plan.
 
#*[[Corrective action]]. Changes made to bring expected future performance of the project in line with the plan.
#'''[[Knowledge management]]'''. Handling of [[information and resources within an [[enterprise]].
+
#'''[[Job task]]'''. The lowest level of [[enterprise effort]]. In [[Agile methodology]], a [[job task|task]] is a single unit of work broken down from a [[user story]]. In [[project management]], a [[job task|task]] is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A [[job task]] is usually completed by just one person and is a part of an [[activity]].
#*[[Knowledge]].
+
#*[[Task identity]]. The degree to which a job requires completion of a whole and identifiable piece of work.
#*[[Idea management]].
+
#*[[Task significance]]. The degree to which a job has a substantial impact on the lives or work of other people.
#*[[Strategic flexibility]]. The ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
+
#*[[Task performance]]. The combination of [[effectiveness]] and [[efficiency]] at doing core job tasks.
 +
#'''[[Task structure]]'''. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
 +
#*[[Structured task]].
 +
#*[[Unstructured task]].
 +
#'''[[Sprint task]]'''. A single small item of work that helps one particular story reach completion.
 +
#*[[Task list]]. A list of tasks needed to complete the set of stories committed to a sprint.
 +
#*[[Task board]]. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in  the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
 +
#'''[[Traditional goal-setting]]'''. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
 +
#*[[Span of control]]. The number of employees a manager is directly responsible for.
 +
#'''[[Chain of command]]'''. The unbroken line of [[authority]] that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
 +
#*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
 +
#*[[Human resource planning]]. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
 
#'''[[Value chain management]]'''. The process of managing the sequence of activities and information along the entire value chain.
 
#'''[[Value chain management]]'''. The process of managing the sequence of activities and information along the entire value chain.
#*[[Business development]]'''.  
+
#*[[Business process management]] ([[Business process management|BPM]]). A holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. BPM attempts to improve processes continuously. It can, therefore, be described as a "process optimization process". It is argued that BPM enables organizations to be more efficient, effective and capable of change than a functionally focused, traditional hierarchical management approach.
#*[[Deployment]]. Introduction of a new activity, procedure, or program to an organization.
+
#*[[Business development]]. The activity of pursuing strategic opportunities for a particular [[business]] or [[enterprise]], for example by cultivating partnerships or other commercial relationships, or identifying new markets for its products or services.
#'''[[Compliance management]]'''.
+
#'''[[Management responsibility]]'''. The state or fact of managers having a duty to deal with enterprise challenges and/or of having control over subordinates.
#'''[[Management responsibility]]'''.
 
 
#*[[Symbolic view of management responsibility]]. The view that much of an organization's success or failure is due to external forces outside managers' control.
 
#*[[Symbolic view of management responsibility]]. The view that much of an organization's success or failure is due to external forces outside managers' control.
 
#*[[Omnipotent view of management responsibility]]. The view that managers are directly responsible for an organization's success or failure.
 
#*[[Omnipotent view of management responsibility]]. The view that managers are directly responsible for an organization's success or failure.
#'''[[Management function]]'''.
+
#'''[[Management function]]'''. An activity or purpose natural to a [[manager]].
 
#*[[Socioeconomic view of management function]]. The view that management's social responsibility goes beyond making profits to include protecting and improving society's welfare.
 
#*[[Socioeconomic view of management function]]. The view that management's social responsibility goes beyond making profits to include protecting and improving society's welfare.
 
#*[[Classical view of management function]]. The view that management's only social responsibility is to maximize profits.
 
#*[[Classical view of management function]]. The view that management's only social responsibility is to maximize profits.
#'''[[Authority]]'''. The rights inherent in a managerial position to give orders and to expect the orders to be obeyed.
 
#*[[Authority]]. The rights inherent in a managerial position to tell people what to do and to expect them to do it.
 
#*[[Line authority]]. Authority that entitles a manager to direct the work of an employee.
 
#*[[Staff authority]]. Positions with some authority that have been created to support, assist, and advise those holding [[line authority]].
 
#*[[Chain of command]]. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
 
#*[[Responsibility]]. The obligation of expectation to perform any assigned duties.
 
#*[[Human resource planning]]. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
 
#'''[[Enterprise result]]'''. Any [[enterprise output]], [[enterprise outcome|outcome]], [[enterprise benefit|benefit]], and/or [[enterprise drawback|drawback]] that effects somebody or something or may be perceived as effecting somebody or something.
 
#*[[Enterprise output]]. Any permanent or temporary, tangible or intangible output that is directly created during an [[enterprise effort]].
 
#*[[Enterprise outcome]]. All consequences of the change derived from using the [[enterprise output]]s.
 
#*[[Enterprise benefit]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an advantage by one or more stakeholders.
 
#*[[Enterprise drawback]]. The measurable improvement resulting from an [[enterprise administration]] that is perceived or may be perceived as an disadvantage by one or more stakeholders.
 
#*[[Business report]].
 
#'''[[Managerial role]]'''. A specific action or behavior expected of and exhibited by a [[manager]].
 
#*[[Decisional role]]. A [[managerial role]] that revolves around making choices. [[Henry Mintzberg]] identified the following four [[interpersonal role]]s: [[negotiator]], [[resource allocator]], [[disturbance handler]], and [[entrepreneur]].
 
#*[[Informational role]]. A [[managerial role]] that involves collecting, receiving, and disseminating information. [[Henry Mintzberg]] identified the following three [[interpersonal role]]s: [[monitor]], [[disseminator]], and [[spokeperson]].
 
#*[[Interpersonal role]]. A [[managerial role]] that involves people and other duties that are ceremonial and symbolic in nature. [[Henry Mintzberg]] identified the following three [[interpersonal role]]s: [[figurehead]], [[leader]], and [[liaison]].
 
 
#'''[[Universality of management]]'''. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
 
#'''[[Universality of management]]'''. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
#*[[Conflict management]]. The use of resolution and stimulation techniques to achieve the desired level of [[conflict]].
 
 
#*[[Diversity management]]. The [[process]] and programs by which [[manager]]s make everyone more aware of and sensitive to the needs and differences of others.
 
#*[[Diversity management]]. The [[process]] and programs by which [[manager]]s make everyone more aware of and sensitive to the needs and differences of others.
#'''[[Task]]'''. The lowest level of [[enterprise effort]]. In [[Agile methodology]], a [[task]] is a single unit of work broken down from a [[user story]]. In [[project management]], a [[task]] is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A [[task]] is usually completed by just one person and is a part of an [[activity]].
 
#*[[Sprint task]]. A single small item of work that helps one particular story reach completion.
 
#*[[Task board]]. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in  the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
 
#*[[Task list]]. A list of tasks needed to complete the set of stories committed to a sprint.
 
#*[[Task identity]]. The degree to which a job requires completion of a whole and identifiable piece of work.
 
#*[[Task significance]]. The degree to which a job has a substantial impact on the lives or work of other people.
 
#*[[Task structure]]. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
 
#'''[[Traditional goal-setting]]'''. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
 
#*[[Span of control]]. The number of employees a manager is directly responsible for.
 
 
#'''[[Management approach]]'''.  
 
#'''[[Management approach]]'''.  
 
#*[[Classical approach in management concepts]]. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
 
#*[[Classical approach in management concepts]]. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
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#*[[Evidence-based management]]. The systematic use of the best available evidence to improve management practice.
 
#*[[Evidence-based management]]. The systematic use of the best available evidence to improve management practice.
 
#*[[Green management]]. [[Management]] in which managers consider the impact of their organization on the natural environment.
 
#*[[Green management]]. [[Management]] in which managers consider the impact of their organization on the natural environment.
#'''[[Management process]]'''.
 
  
 
===Roles===
 
===Roles===
#'''[[Manager]]'''. An individual who achieves goals through other people.
+
#'''[[Managerial role]]'''. A specific action or behavior expected of and exhibited by a [[manager]].
#*[[Manager]]. Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
+
#*[[Decisional role]]. A [[managerial role]] that revolves around making choices. [[Henry Mintzberg]] identified the following four [[decisional role]]s: [[negotiator]], [[resource allocator]], [[disturbance handler]], and [[entrepreneur]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="4">[[Decisional role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td rowspan="4">'''[[Negotiator]]'''</td><td>Rarely, [[Resource allocator|allocator]]</td><td rowspan="4">[[Disturbance handler|Disturbance '''handler''']]</td><td rowspan="3">Rarely, [[visionary]]</td></tr><tr><th>[[Frontline manager|Frontline]]</th><td rowspan="3">[[Resource allocator|Resource '''allocator''']]</td></tr><tr><th>[[Middle manager|Middle]]</th></tr><tr><th>[[Top officer|Top]]</th><td>'''[[Visionary]]'''</td></tr></table></blockquote>
 +
#*[[Informational role]]. A [[managerial role]] that involves collecting, receiving, and disseminating information. [[Henry Mintzberg]] identified the following three [[informational role]]s: [[monitor]], [[disseminator]], and [[spokeperson]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="3">[[Informational role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td rowspan="4">'''[[Monitor]]'''</td><td rowspan="4">'''[[Disseminator]]'''</td><td rowspan="2">Rarely, [[spokeperson]]</td></tr><tr><th>[[Frontline manager|Frontline]]</th></tr><tr><th>[[Middle manager|Middle]]</th><td rowspan="2">'''[[Spokeperson]]'''</td></tr><tr><th>[[Top officer|Top]]</th></tr></table></blockquote>
 +
#*[[Interpersonal role]]. A [[managerial role]] that involves people and other duties that are ceremonial and symbolic in nature. [[Henry Mintzberg]] identified the following three [[interpersonal role]]s: [[figurehead]], [[leader]], and [[liaison]].<blockquote><table class="wikitable" width=100% style="text-align:center;"><tr><td>Level</td><th colspan="3">[[Interpersonal role]]</th></tr><tr><th>[[Non-manager|Non&#8209;manager]]</th><td>Rarely, [[figurehead]]</td><td>Rarely, [[influencer]]</td><td rowspan="4">'''[[Liaison]]'''</td></tr><tr><th>[[Frontline manager|Frontline]]</th><td rowspan="3">'''[[Figurehead]]'''</td><td rowspan="3">'''[[Influencer]]'''</td></tr><tr><th>[[Middle manager|Middle]]</th></tr><tr><th>[[Top officer|Top]]</th></tr></table></blockquote>
 +
#[[File:Management-levels.png|400px|thumb|right|[[Manager]]s]]'''[[Manager]]'''. (1) An individual who achieves goals through other people; (2) Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
 
#*[[Frontline manager]] (or first-line manager). A [[manager]] at the lowest levels of the [[organizational structure]] who manage the work of nonmanagerial employees.
 
#*[[Frontline manager]] (or first-line manager). A [[manager]] at the lowest levels of the [[organizational structure]] who manage the work of nonmanagerial employees.
 
#*[[Middle manager]]. A [[manager]] between the lowest and upper levels of the [[organizational structure]] who manage the work of [[frontline manager]]s.
 
#*[[Middle manager]]. A [[manager]] between the lowest and upper levels of the [[organizational structure]] who manage the work of [[frontline manager]]s.
 
#'''[[Functional manager]]'''. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
 
#'''[[Functional manager]]'''. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
 
#*[[Line manager]]. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.
 
#*[[Line manager]]. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.
#'''[[Task force]]''' (ad hoc committee). A temporary committee or team formed to tackle a specific short-term problem affecting several departments.
 
  
 
===Methods===
 
===Methods===
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#*[[Crashing]]. The [[schedule compression]] that increases the cost.
 
#*[[Crashing]]. The [[schedule compression]] that increases the cost.
 
#*[[Parallel tracking]]. The [[schedule compression]] by overlapping tasks and activities that would normally be done in sequence. Performing [[enterprise effort]]s in parallel may increase [[risk]]s.
 
#*[[Parallel tracking]]. The [[schedule compression]] by overlapping tasks and activities that would normally be done in sequence. Performing [[enterprise effort]]s in parallel may increase [[risk]]s.
#'''[[Unity of command]]'''. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a [[task]]. In other words, [[unity of command]] is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
+
#'''[[Unity of command]]'''. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a [[job task]]. In other words, [[unity of command]] is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
#'''[[Conflict-management technique]]'''. A [[technique]] that is utilized to solve a [[conflict]].
+
#'''[[Unstructured-task technique]]'''. An established [[procedure]] for resolving completely new [[job task]]s or [[job task]]s requiring working in [[unstructured environment]]s.
#*[[Withdraw and avoid]]. A [[conflict-management technique]] that involves retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
+
#*[[Pair working]]. A scenario where two [[team member]]s share a single workstation and work together to develop a single feature.  
#*[[Smooth and accommodate]]. A [[conflict-management technique]] that involves emphasizing areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony and relationships.
+
#*[[Swarming]]. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.
#*[[Compromise and reconcile]]. A [[conflict-management technique]] that involves searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict.
 
#*[[Force and direct]]. A [[conflict-management technique]] that involves pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency.
 
#*[[Collaborate and problem solve]]. A [[conflict-management technique]] that involves incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.
 
  
 
===Instruments===
 
===Instruments===
 +
#'''[[Unified Process]]'''. A customizable framework developed for [[enterprise administration]]. This ''framework'' emphasizes (a) four [[project life-cycle phase]]s, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and [[deployment]] are applied, as well as (c) the [[strategic development tripod]]. 
 +
#*[[Rational Unified Process]] (RUP). The version of the [[Unified Process]] that is trademarked by [[IBM]].
 +
#[[File:Devops.png|400px|thumb|right|[[DevOps process]]]]'''[[DevOps]]'''. Practice and a set of concepts, based on that practice, that define culture of utilizing the [[DevOps process]] to unify development (Dev) and operations (Ops).
 +
#*[[DevOps process]]. A framework used in [[DevOps]] that represents a chain of operational phases such as (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
 +
#*[[DevOps toolchain]]. A framework used in [[DevOps]] that represents a chain of tools, each of which fits one of the phases of a [[DevOps process]].
 
#'''[[Software upgrade]]'''. The replacement of a software product with a newer, improved version.
 
#'''[[Software upgrade]]'''. The replacement of a software product with a newer, improved version.
  
 
===Results===
 
===Results===
 
#'''[[Operational plan]]'''. A [[plan]] that encompasses a particular operational area of the organization.
 
#'''[[Operational plan]]'''. A [[plan]] that encompasses a particular operational area of the organization.
#'''[[Change request]]'''. Any request to change the [[performance measurement baseline]] or any other [[metric]] approved by a higher [[authority]]. Any scope change almost always requires an adjustment to the cost or schedule.
 
 
#'''[[Intention for bid]]''' ([[IFB]]). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.
 
#'''[[Intention for bid]]''' ([[IFB]]). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.
  
 
===Practices===
 
===Practices===
  
''The successor lecture is [[Human Perceptions Quarter]].''
+
''[[Human Perceptions Quarter]] is the successor lecture. In the [[enterprise planning]] series, the next lecture is [[Talent Management Quarter]].''
  
 
==Materials==
 
==Materials==
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==See also==
 
==See also==
 +
 +
[[Category:Septem Artes Administrativi]][[Category:Lecture notes]]

Latest revision as of 21:20, 28 April 2023

Operations Management Quarter (hereinafter, the Quarter) is a lecture introducing the learners to operations management. The Quarter is the last of four lectures of Operations Quadrivium, which is the third of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Effort Engineering Quarter is the predecessor lecture. In the enterprise planning series, the previous lecture is Project Management Quarter.

Concepts

  1. Operations management. (1) Practice and a set of concepts, based on that practice, that define culture of managing of operations; (2) A group who is responsible for overseeing all aspects of a customer's production resources.
  2. Enterprise operation.
  3. Job task. The lowest level of enterprise effort. In Agile methodology, a task is a single unit of work broken down from a user story. In project management, a task is a generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. A job task is usually completed by just one person and is a part of an activity.
  4. Task structure. One of Fiedler's situational contingencies that describes the degree to which job assignments are formalized and structured.
  5. Sprint task. A single small item of work that helps one particular story reach completion.
    • Task list. A list of tasks needed to complete the set of stories committed to a sprint.
    • Task board. A physical or online visual representation of user stories broken down into tasks or work units. A physical task board can be as simple as a whiteboard with three columns labeled To Do, Doing, and Done; colored post-it notes or index cards representing tasks are placed in the column that reflects the task's current state. A task board can be expanded to hold more columns and can also include horizontal swim lanes.
  6. Traditional goal-setting. An approach to setting goals in which top managers set goals that then flow down through the organization and become subgoals for each organizational area.
    • Span of control. The number of employees a manager is directly responsible for.
  7. Chain of command. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
    • Responsibility. The obligation of expectation to perform any assigned duties.
    • Human resource planning. Ensuring that the organization has the right number and kinds of capable people in the right places and at the right times.
  8. Value chain management. The process of managing the sequence of activities and information along the entire value chain.
    • Business process management (BPM). A holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients. BPM attempts to improve processes continuously. It can, therefore, be described as a "process optimization process". It is argued that BPM enables organizations to be more efficient, effective and capable of change than a functionally focused, traditional hierarchical management approach.
    • Business development. The activity of pursuing strategic opportunities for a particular business or enterprise, for example by cultivating partnerships or other commercial relationships, or identifying new markets for its products or services.
  9. Management responsibility. The state or fact of managers having a duty to deal with enterprise challenges and/or of having control over subordinates.
  10. Management function. An activity or purpose natural to a manager.
  11. Universality of management. The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.
  12. Management approach.
    • Classical approach in management concepts. First studies of management, which emphasized nationality and making organizations and workers as efficient as possible.
    • Scientific management. An approach that involves using the scientific method to find the "one best way" for a job to be done.
    • General administrative theory. An approach to management that focuses on describing what managers do and what constitutes good management practice.
    • Contingency approach. A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing.
    • Contingency variable. A situational factor that moderates the relationship between two or more variables.
    • Management by objectives. A program that encompasses specific mutually agreed-upon goals with feedback on goal progress.
    • Management by walking around. A term used to describe when a manager is out in the work area interacting directly with employees.
    • Evidence-based management. The systematic use of the best available evidence to improve management practice.
    • Green management. Management in which managers consider the impact of their organization on the natural environment.

Roles

  1. Managerial role. A specific action or behavior expected of and exhibited by a manager.
  2. Manager. (1) An individual who achieves goals through other people; (2) Someone who coordinates and oversees the work of other people so organizational goals can be accomplished.
  3. Functional manager. A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).
    • Line manager. (1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.

Methods

  1. Disciplinary action. An action taken by a manager to enforce the organization's work standards and regulations.
  2. Schedule compression. A group of techniques used to shorten the schedule without reducing the scope. The compression is not always possible and often requires an increase in the cost.
  3. Unity of command. The managerial technique that ensures unity of effort under one responsible person (or commander) for completing a job task. In other words, unity of command is a principle, which idea is to make sure that each employee reports to one and only one superior to whom he or she is directly responsible.
  4. Unstructured-task technique. An established procedure for resolving completely new job tasks or job tasks requiring working in unstructured environments.
    • Pair working. A scenario where two team members share a single workstation and work together to develop a single feature.
    • Swarming. Mutual work of team members with appropriate skills work together to complete a task that a team member is having trouble completing on his or her own.

Instruments

  1. Unified Process. A customizable framework developed for enterprise administration. This framework emphasizes (a) four project life-cycle phases, in which (b) six "engineering" disciplines such as business modeling, requirements, design, implementation, test, and deployment are applied, as well as (c) the strategic development tripod.
  2. DevOps. Practice and a set of concepts, based on that practice, that define culture of utilizing the DevOps process to unify development (Dev) and operations (Ops).
    • DevOps process. A framework used in DevOps that represents a chain of operational phases such as (a) Code, (b) Build, (c) Test, (d) Package, (e) Release, (f) Configure, and (e) Monitor.
    • DevOps toolchain. A framework used in DevOps that represents a chain of tools, each of which fits one of the phases of a DevOps process.
  3. Software upgrade. The replacement of a software product with a newer, improved version.

Results

  1. Operational plan. A plan that encompasses a particular operational area of the organization.
  2. Intention for bid (IFB). Communications, written or oral by the prospective sources showing their willingness to perform the specified work. This could be a letter, statement of qualifications or response to a request for proposal.

Practices

Human Perceptions Quarter is the successor lecture. In the enterprise planning series, the next lecture is Talent Management Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also