IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 142
... metrics . Benefits of the approach are that we get a balanced set of metrics , which is linked to corporate strategic goals , making strategy visible at multiple organizational levels . The participative nature of the approach increases ...
... metrics . Benefits of the approach are that we get a balanced set of metrics , which is linked to corporate strategic goals , making strategy visible at multiple organizational levels . The participative nature of the approach increases ...
Pagina 143
... metrics for the different dimen- sions of the BSC . Core measures for each perspective that are used repeatedly on scorecards are presented , but since every strategy is unique , in addition to the core measures , several company ...
... metrics for the different dimen- sions of the BSC . Core measures for each perspective that are used repeatedly on scorecards are presented , but since every strategy is unique , in addition to the core measures , several company ...
Pagina 145
... metrics are derived using GQM , resulting in a goal - question - metric network . Related to each goal ( or set of goals ) , one or several control mechanisms should be identified . The mecha- nisms identify the specific actions that ...
... metrics are derived using GQM , resulting in a goal - question - metric network . Related to each goal ( or set of goals ) , one or several control mechanisms should be identified . The mecha- nisms identify the specific actions that ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model