IEEE International Engineering Management Conference, Volumes 1-2IEEE, 2002 |
Vanuit het boek
Resultaten 1-3 van 79
Pagina 103
... implementation requires strong internal sponsorship . Sponsorship is required at both the executive level and end user level . Often end users had a normal 9-5 job before the implementation . ERP implementation requires significant ...
... implementation requires strong internal sponsorship . Sponsorship is required at both the executive level and end user level . Often end users had a normal 9-5 job before the implementation . ERP implementation requires significant ...
Pagina 104
... implementation as another expensive custom software implementation . However , ERP implementations are different . Companies are required to think ERP . Ability to think in terms ERP helps reengineering existing process to be more ERP ...
... implementation as another expensive custom software implementation . However , ERP implementations are different . Companies are required to think ERP . Ability to think in terms ERP helps reengineering existing process to be more ERP ...
Pagina 378
... implementation . A problem that still requires additional investigations is how can the Purchaser overcome misunderstandings with the Contractor and what is his role in CBS design and implementation . Those and some other problems of ...
... implementation . A problem that still requires additional investigations is how can the Purchaser overcome misunderstandings with the Contractor and what is his role in CBS design and implementation . Those and some other problems of ...
Inhoudsopgave
Nurturing Innovation | 1 |
A Model for Technology Strategy Development | 8 |
The International Management of RD | 14 |
Copyright | |
42 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
acquisition activities adoption analysis application Appreciative Inquiry approach assessment behavior business processes capabilities Capability Maturity Model collaboration communication competencies competitive advantage complex components concept corporate cost create culture cycle database decision defined disruptive technology dynamic electronic electronic commerce engineering enterprise environment exception handling experience external factors firms flexibility focus framework function global GMVN identified implementation improvement individual industry information technology innovation integrated internal Internet issues knowledge knowledge management leaders leadership learning manufacturing mental models MNCs operations organization organizational paper performance phase planning portfolio potential problem product architecture product development product platform project management relationship role solutions specific standard structure suppliers supply chain tacit knowledge task technical technology strategy transactive memory understanding users VIPNET Web Services XML Signature