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Requirements management for software development
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When an organization wants to develop any software program to meet its business needs it has to initiate a well planned management process to maximize utilization of resources. This process is called requirements management. Every business has its own unique requirements and thus each IT project will require a different approach.
Importance of requirements management
Software development is quite a complex process and if the needs of the business are not identified it could lead to wastage of time and money on a program which will definitely not help achieve company goals. Thus requirements management is an integral part of a project. The requirements management process involves the analysis of the company objectives and the resources available. Then accordingly it charts out plans to provide full support to the project, performs integrating functions and makes adjustments according to the continuous changes in the environment. A well managed requirements management promotes the application life cycle management of a project and is one of the significant processes in collaborative software development. An estimated 70% of projects fail and 50% have to be reworked on due to faulty requirements management.
Key features of requirements management
Traceability – There are different requirements from different segments of people like the business dealer who orders the product, the manager who handles marketing and the end user. The traceability characteristic helps to trace the source for the features that were added in the program. This is a very useful function as it helps in prioritizing the requirement as per its value to the user for the development of the product Traceability helps in both forward and backward development as it can be later studied to find out why it was needed but not used ultimately.
Elicitation – This is a method of collecting information from the users, customers and stakeholders through questionnaires, interviews, workshops, role playing, user’s observations and use cases. Collecting the requirements in an organized manner is essential for analysis and modeling of a suitable program. There could be several problems hindering the elicitation procedure such as the user’s inability to specify the necessary technical details or the inability to understand the capabilities and drawbacks of their environment. The inability to comprehend the problem and describe it to the system engineer, excluding relevant information or specifying vague requirements are also hurdles that could negate the elicitation process.
Modeling and designing – The modeling stage is where models are created to enhance the compatibility between systems, simplify the designing process and encourage effective communication between the individuals and teams. Designing involves the process of planning solutions for solving problems. While designing the program it is very essential to ensure interoperability capabilities with other products, the ability to add new capabilities without disturbing the existing architecture, maintenance of the software to a particular condition within a particular time, the ability to resist and recover from any failures affecting components, the security, robustness, reliability and re usability.
Reviewing, changing and approving – Once the design is in place, it is then implemented and tested to validate and verify that the software product is in accordance with the business requirements. This process helps in identifying the weak areas and incorporating changes. After the implementation of new changes the product is verified at each stage until the product is completely ready for approval.
An effective requirements management provides valuable business solutions. With the availability of solutions in a clear, complete and consistent manner, bearing relevance to the business needs, promoting flexibility and endorsing verification application life cycle management software counts as a productive resource for a successful business.
Our partner Simulayt present: Composite modeler for Abaqus. Discover the full video (27 minutes) on www.plmmarketplace.com
Stress Management Tools for Maintaining a Healthy Lifestyle
We designed this article to provide 5 stress management tools that you can keep front and center in your hectic, busy life and still create that sense of calm you yearn for–five tools that can keep you on track, help you lose the chaos, and experience a more productive life with the ability to think clearly and with purpose. So here we go with our top 5 stress management tools.
Magnifying glass The Magnifying Glass. This tool symbolizes your need to identify the source of your stress. Take the time to figure out exactly what is causing your stress. Maybe it’s a time crunch, job dissatisfaction or out-of-control kids. It is usually something little that keeps adding on to other things. We’ve written pages about taking control of your own destiny, and really, that is exactly what you need to do. We hate to say this point, but no one else can do it for you. Yes, networking can help, but we will address that further down the page. Once you have identified your source of stress you can begin to either reduce, eliminate or manage it.
Carpe Diem Carpe Diem. This Latin phrase means “Seize the Day.” Remember this sentence in order to keep your focus on the present. A lot of people get too focused on what did happen in the past, or what might happen in the future. But this is now. Take time to relax and enjoy the world around you; you know, the little things that we often take for granted. Like breathing—take a few deep breathing moments to relax and enjoy a piece of calm. Have you taken time to notice the weather outside? Really, take a moment and look at the nature around you, listen to the sounds, and smell the roses—or the fresh air. But take the time to stop and notice that you are living in the now. And enjoy!
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My book. Yes, a little self promotion, here. But honestly, this book is a six-week program to help you live a healthy, energized and more focused life. It is no joke that you need to exercise daily, eat nutritious meals and get plenty of sleep. You will look and feel better and exude more self-confidence. You can’t take care of anyone else if you haven’t taken care of yourself first. Ever think about why they tell you to put on your oxygen mask first before putting on your child’s when you are seated and listening to the safety instructions on a plane? You need to take care of you. Read my book and follow the 6 week action plan. You will be glad you did. It is one of the best stress management tools I can offer you.
A compass. Find your passion and follow it. Embrace it. Have a purpose driven life. Stephen Covey describes the “True North” guiding principles as being those values, upon which we base our decisions. We each create our own unique inner compass that empowers us to align our lives and follow our passions, based on this inner sense of direction. Things always seem better when you enjoy the life you are living and pursuing the passion that is unique for you. A lot of times, people try to copy what others are doing as a means to find happiness. You say to yourself, “If my friends like doing this type of work, so should I.” Not necessarily. Be yourself—you’ve heard that line before. But one of the best stress management tools out there is simply allowing your inner compass to chart your own life course. Kids grow up and move away, and there you are! Now what? Being your own person is a real concept. Take out that compass and chart your course. Pursue your dreams and inner passions. That’s what you should embrace. A lot of people are stressed trying to be something they are not.
An appointment calendar. This stress management tool may seem to be asking you to add more responsibilities to an already crowded schedule. But the calendar is your reminder to build a support network. We have a great resource for colorful, shiny calendars and appointment books here at momAgenda Day Planner Products & Home Organizers. Share time with friends, family and anyone who is supportive of you. Even if you are feeling down and feel like isolating yourself from the world, remember that it is better to stay connected. Get fresh outlooks from people who genuinely care about you. Friendship is a stress management tool that is often overlooked. You may say that you don’t have time. Make time. Spending time with supportive network is a way to relieve stress, think about others things and enjoy their company.
Problem of india – waste management
Waste management
Historically, the amount of waste generated by human population was insignificant mainly due to the low population, coupled with the fact there was very little exploitation of natural resources. Common waste produced during the early ages were mainly ashes and human and biodegradable wastes, and these were released back into the ground locally with minimal environment impact.
Before the widespread use of metals, wood was widely used for most applications. However, reuse of wood has been well documented. Nevertheless, it is once again well documented that reuse and recovery of such metals have been carried out by earlier humans.
The Mayan Indians of Central America had dumps, which exploded occasional and burned. They also recycled. Homemakers brought trash to local dumps, and monthly burnings would occur. Many Mayan sites demonstrated such careless consumption. Consumption and waste of resources is probably related to supply available more than any other factor.
With the advent of industrial revolution, waste management became critical issues. This was due to the increase in population and the massive migration of people to industrial towns and cities from rural areas during the 18th century. There was a consequent increase in industrial and domestic waste posing threat to human health and environment.
There are a number of concepts about waste management which vary in their usage between countries or regions.
Waste Hierarchy.
WASTE
HIERARCY
PRVENTION
MINIMISATION
REUSE
RECYCLING
ENERGY RECOVERY
DISPOSAL
In India the last three years have seen hazardous waste import increased by 48%.In 2009 6.4 million tonnes of hazardous waste came from the west to India and 5.9 million tonnes was produced domestically. Much of this waste was metal, electronics and plastics. They may have contaminated with lead, mercury and other toxins which can cause serious illness and environmental damage. The brass import increased by 60%.Battery waste import doubled. Municipal ash import rose 70 times. Iron and stainless waste steel import increased by 40%.Plastic waste import increased seven times.
This latest report on India’s waste shows how much the waste has increased in India over years.
WASTE MANAGEMENT TECHNIQUES OF DIFFERENT COUNTRIES.
Managing municipal waste, industrial waste and commercial waste has traditionally consisted of collection, followed by disposal. Depending upon the type of waste and the area, a level of processing may follow collection. This processing may be to reduce the hazards of the waste, recover material for recycling, produce energy from the waste or reduce it in volume for more efficient disposal.
Collection methods vary widely between different countries and regions and it would be impossible to describe them all.
For example – In Australia most urban domestic households have a 240 litre (63.4 gallon) bin that is emptied weekly by the local council.
In Europe and a few other places around the world, a few communities use a proprietary collection system known as Envac, which conveys refuse via underground conduits using a vacuum system. Roosevelt Island has had this system since 1975.
In Canadian urban centres curbside collection is the most common method of disposal, whereby the city collects waste and / or recyclables and / or organics on a scheduled basis. In rural areas people usually dispose of their waste at transfer stations. Waste collected in then transported to a regional landfill.
Many areas, especially those in less developed countries, do not have a formal waste collection system in place.
Disposal methods also vary widely.
In Australia, the most common method of disposal of solid waste is in landfill sites, as it is a large country with a low density population.
By contrast, in Japan it is more common for waste to be incinerated because the country is smaller and land is scare.
INDIA’S WASTE REPORT
HAZARDOUS WASTE
Industrial and Hospital waste is considered hazardous as they may contain toxic substances. Certain types of household waste are also hazardous. Hazardous waste could be highly toxic to humans, animals and plants are corrosive, highly inflammable or explosive and react when exposed to certain things – eg – Gases.
Household waste that can be categorised as hazardous waste includes old batteries, shoe polish, paints tins, old medicines, medicines bottles, etc.
Hospital waste contaminated by chemicals used in hospitals is considered hazardous. These chemicals include formaldehyde and phenols which are used as disinfectants and mercury which is used in thermometers or equipment that measure blood pressure. Most hospitals in India do not have proper disposal facilities for these hazardous wastes.
In the industrial sector, the major generators of Hazardous waste are the metals, chemical, paper, pesticides, dye, refining and rubber goods industries.
Direct exposure to chemicals in Hazardous waste such as mercury and cyanide can be fatal.
In India the last three years have seen hazardous waste import increased by 48%.In 2009 6.4 million tonnes of hazardous waste came from the west to India and 5.9 million tonnes was produced domestically. Much of this waste was metal, electronics and plastics. They may have contaminated with lead, mercury and other toxins which can cause serious illness and environmental damage. The brass import increased by 60%. Battery waste import doubled. Municipal ash import rose 70 times. Iron and stainless waste steel import increased by 40%. Plastic waste import increased seven times.
The government is supposed to monitor the import of hazardous waste which enters India through a gap in the law that allows the import of waste for recycling. Most of the ports in India do not have radiation scanning technology. Workers processing hazardous waste use their eyes to tell the difference. Most of the waste enters through ports of Mumbai, Chennai, Calcutta, Cochin and Visakhapatnam.
In India, the Environment Protection Act, 1986, authorizes the central government to take all measures deemed necessary or expedient to protect the quality of environment and prevent any type of pollution. Hence, the Government of India has framed the Hazardous Waste (Management and Handling) Rules, 1989 and Hazardous Waste (Storage Export and Import) Rules, 1989 to regulate the disposal of hazardous waste in India. These rules make it mandatory for any organization to seek the permission of the local state pollution control board for grant of authorization for carrying hazardous substances in the form of collection, reception, treatment, transport, storage and disposal of such wastes.
The sharp increase in waste generation is not matched by facilities for disposal of hazardous waste. In India, waste is either burnt or just buried at a place. The sharp increase in the quantum of generated waste and the inadequate space for its disposal has led to improper methods of disposal. Consequently, problems like contamination of ground water and increased air pollution have emerged as serious threats to general health and life.
E – WASTE
It is time that we accept that e-waste should not be treated as any other normal waste or as scrap. It can be dangerous causing ill effects to the human health if not recycled properly. It can also be used to extract confidential data of an organisation for misuse
Pace is a critical element that drives rapid changes in today’s world. With the electronic and electrical waste emerging as the new by products of the fast economic growth, everyone including government officials to corporate honchos is talking about electronic garbage.
The government of Tamil Nadu have found a way to deal with e-waste. The following article gives us a quick view about it.
Implementation of E-Waste Regulations Backed by Indian Industry
28April,2011
The Government of Tamil Nadu in southern India has created a policy framework for e-waste management and the implementation of best practice.
The policy, first announced last year is aimed at minimising e-waste generation, utilisation and disposal of e-waste in an environmentally sound manner.
However the implementation of the regulations, and compliance with the conditions laid down in the policy are essential for managing e-waste explained Mr P W C Davidar, principal secretary, Information Technology Department from the government of Tamil Nadu during his special address at the Seminar on Environmental Sustainability organised by the Confederation of Indian Industry (CII).
Davidar went on to add that the policy promotes the extended producer responsibility in the collection, recycling and disposal of e-waste through suitable mechanisms. Through this initiative, the manufacturer or retailer can make its own arrangement for the disposal of used products in an environmentally acceptable way.
He further urged the manufacturing industry to look at the possibility of having a buy-back arrangement of electronic products, as is the case in the automobile industry.
Dr Santhosh Babu, managing director of Electronics Corporation of Tamil Nadu Ltd said in his address that e-waste generation has become alarming both in the public and private sectors.
Presently, over 95% of the e-waste generated in the country is managed informally, which Babu said gives a huge business opportunity for players in the organised recycling sector.
He also called for an effective mechanism in both the public and private sectors to ensure the implementation of the policy recommendations on e-waste, and urged the support of industry bodies like CII in organising awareness sessions on e-waste management in tier II & tier III towns, including local bodies.
Through this we come to know how there are ways to manage e-waste. Officials are drafting rules that pin the responsibility for disposal on the producer. Various recycling units are coming up to take over from the unorganised sector, which currently handles this hazardous waste in the most primitive and environmentally unfriendly methods.
But the problem is that the method of recycling is still hopelessly outdated in India. Presently, there are some formal recyclers in India, but their operation is limited to disassembly and segregation.
Only one recycler provides complete end-to-end, integrated recycling facility in India. Of the 70 million tonnes of e-waste generated globally, about 450,000 tonnes is from India, the bulk of it from television sets.
Mobile phones, printers and industrial equipment are also sources of electronic waste. The concern here is that,it is growing at a rate of 10-15 per cent annually in India,whereas the global rate of growth is 3 per cent.
E-waste comes to distribution centers like West Delhi’s Mundka and Mumbai’s Dharavi before being taken away by different agents to specialty processing markets like Seelampur in Delhi. Agents sell the components to others who sell them to factories. The finished recycled products much cheaper than their branded counterparts are sold in the wholesale markets.
In New Delhi Seelampur is the biggest market for second hand electronic parts. But most of the shops here are not registered as legal recyclers which have deterred the entry of legal recyclers. The informal sector gets 95% of the business as they do not pay the cost to meet the environment norms. When a court order shut down all plastics burning in Seelampur five years ago, the industry merely shifted 8 kms away.
E-waste and human health
When human bodies are exposed to toxics there are various potential impacts including but not limited to lung cancer and damage to the heart, liver and other parts of the human body. Some elements like chromium and lead may also cause DNA damage.
On the other hand, substances like mercury can cause brain and liver damage if ingested or inhaled.
The burning of e-waste is very common in developing countries and it can leave high levels of lead present in soils and the water.
In India, the Hazardous Wastes (Management and Handling) Rules were first announced under the umbrella of Environment Protection Act (EPA) way back in 1989 and there have been many classifications and amendments since then but there has been poor implementation of e-waste policy in our country.
The government of India has proposed a new set of rules called the E-waste (Management and Handling) Rules 2010. This provides for making the producer of electrical and electronic equipment responsible for the collection and appropriate disposal of e-waste generated at the end of the product life. Besides banning the import of used electrical and electronic equipment for charity in the country, these new rules also aim to regulate not only the producers, but also the recyclers and intermediaries.
CONSUMER VS MACHINE WASTE SEPERATION
In many areas materials for recycling is collected separately from general waste with dedicated bins and collection vehicles. Other waste management processes recover these materials from general waste streams. This usually results in greater levels of recovery than separate collections of consumer – separated beverage containers but are more complex and expensive.
When consumer – separated recycling is a government requirement, waste is often not well separated due to either ignorance or contempt of the rules. This results in glass containers that may have metal lids still attached and rotted food inside, aluminium cans full of chewing tobacco spit and cigarette butts, corrugated paper boxes soiled with oils, solvents or rotting food and inclusion of incompatible plastic types in a plastics recycling bin. This can all lead to process contamination, work stoppage, a system cleanout and landfill disposal of the contaminated batch of otherwise recyclable materials. Re-sorting of consumer – separated wastes is often needed to prevent recycling process contamination.
A common method of machine sorting of complex waste streams is to shred the entire streams into a fine particulate of similar size. A magnetic conveyor belt removes ferrous metals from this particulate and cyclonic separation towers separate objects from the waste streams by mass. Spectral imaging such as with X- rays can further separate glass and various metals from the streams by scanning for X-rays absorption and firing precise puffs of air at the falling pieces to push them sideways into various sorting bins.
The remainder of the unsorted shredded materials is known as fluff and contains mostly plastics, paper and other organic materials. When vehicles are shredded and processed in this manner for recycling often a large mass of fluff results from the plastics used in the seat cushions, dashboard, roof liner, carpeting and so forth. There are not many well established processes for further separation and recycling fluff other than incineration and pyrolysis.
Waste management has become a major problem.
Developing countries, such as India, are undergoing a massive migration of their population from rural to urban centres. New consumption patterns and social linkages are emerging. India, will have more than 40 per cent, i.e. over 400 million people clustered in cities over the next thirty years (UN, 1995). Modern urban living brings on the problem of waste, which increases in quantity, and changes in composition with each passing day. There is, however, an inadequate understanding of the problem, both of infrastructure requirements as well as its social dimensions. Urban planners, municipal agencies, environmental regulators, labour groups, citizens’ groups and non-governmental organisations need to develop a variety of responses which are rooted in local dynamics, rather than borrow non-contextual solutions from elsewhere.
Urban India is likely to face a massive waste disposal problem in the coming years. Till now, the problem of waste has been seen as one of cleaning and disposing as rubbish. But a closer look at the current and future scenario reveals that waste needs to be treated holistically, recognising its natural resource roots as well as health impacts. Waste can be wealth; which has tremendous potential not only for generating livelihoods for the urban poor but can also enrich the earth through composting and recycling rather than spreading pollution as has been the case. Increasing urban migration and a high density of population will make waste management a difficult issue to handle in the near future, if a new paradigm for approaching it is not created.
India has a capacity to handle just 30% of its domestic waste. India’s capacity to treat hazardous waste is not growing at the same pace as waste generations. Although recycling industries are temporarily profitable; the damage to the environment is often permanent. Near Moradabad, the waters of the once –fertile Ramganga river have turned black with plastic ash. With no government control and little regard for the environment, the private waste-processing industry poses a threat to public safety in India.
ESSENTIAL STEPS TO EFECTIVE WASTE MANAGEMENT ARE –
ü Minimise the amount of waste you produce.
ü Deal with your own waste.
ü Identify the hazards in the waste.
ü Segregate the waste.
ü Transfer sufficient information of the waste produced.
ü Use licensed and audited carriers and disposers.
THE DUTY BEGINS WITH THE PERSON WHO GENERATES THE WASTE AND IT CANNOT BE DELEGATED TO OTHERS.
Life Management Skills, Taking Charge of Your Future
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Related Product Life Management Products
How Did the Project Management focus on a project?How Did the Project Management focus on a project?
Filed Under : PLM by Admin
Jul.17,2011How Did the Project Management focus on a project?How Did the Project Management focus on a project?
Project management focuses on a project. A project is an undertaking that has a beginning and an end, and is carried out to meet established goals within cost, schedule and quality objectives.
Project management brings together and optimizes the resources necessary to successfully complete the project. These resources include the skills, the talents and cooperative efforts of a team of people.
The concept of project management as a discipline was developed to manage the US space program in the early 1960s. Its practice expanded rapidly into government, the military, and industry. Today we will find its principles applied to program management, and construction management.
Project management differs in two significant ways. First, while department or managers of other organizational units expect their departments to exist indefinitely, project managers focus on an undertaking with a finite life span. Second, projects frequently need resources on a temporary basis, whereas permanent organizations try to utilize resources full time. The sharing of resources frequently leads to conflict and requires skillful negotiation to see that projects get the necessary resources to meet objectives throughout the life cycle of a project.
Each project moves through a predictable life cycle of four phases, which each phase calling for different skills from the project manager. The phases of a project life cycle are:
- Conceiving and defining the project
- Planning the project
- Implementing the plan
- Completing and evaluating the project.
Communication skills permeate the entire process of project management. Successful project managers communicate effectively with their clients, team members, and those upon whom they depend for goods and services. As a project manager, you must share information, establish clear expectations, and build a group of people into a smooth functioning team.
Effective communication in face to face settings, on the telephone, and by email is inherent to the use of delegation and negotiation.
Various types of managers exist because they fill special needs. For example, the marketing manager specializes in distributing a product or service and the financial manager ensures adequate funds are available to keep the organization reliable. Project managers have many of the same responsibilities as functional managers: they plan, schedule, motivate and control. But project managers are unique because they manage temporary, no repetitive activities and frequently act independently of the forma organization.
Compression of the product life cycle is perhaps the most significant driving force behind the demand for project managers and management of projects. Speed is becoming and important mode for gaining competitive advantage. Speed also increases the number of new products developed each year, and thus, more projects.
Most organizations work on many projects at once. This environment creates the problems of project interdependency and the need to share resources. Resource sharing also leads to multitasking. Multitasking involves starting and stopping work on one task to go and work on another project, and then returning to the work on the original task.
Both the project management structure and the culture of the organization constitute major elements of the environment in which projects are implemented.
EXPENDING THE MIND THROUGH KNOWLEDGE MANAGEMENT
EXPENDING THE MIND THROUGH KNOWLEDGE MANAGEMENT
Kamal SinghRathore,
Reader, B.N.Girls College of Pharmacy, Udaipur-313001 (Raj.)
#9828325713(M), 02942410406(O)
Email: kamalsrathore@yahoo.com; kamalsrathore@gmail.com
INTRODUCTION
Knowledge is power; we can harness our mind through knowledge management. “Knowledge management” may sound like just another buzzword or a consultant’s approach du jour, but it’s turning out to be more than a mere management trend. Instead, knowledge management is quietly shaping how pharmaceutical companies do business.
Knowledge management supports and coordinates the creation, transfer and application of individual knowledge in value creation processes. In precise way we can say that knowledge management ensures “knowledge” is used as effectively and efficiently as traditional factors of production in achieving organizational goals and is as such vital. That is why we must believe that the only empire that will survive our era is the one we built within our minds. The sharing of information, best practices, and experiences, at different levels, is becoming more than ever a critical factor for the success of the merger. “Knowledge Management may be the key”.
Charles Darwin said, “It’s not the strongest species that survive, nor the most intelligent, but the most responsive to change”. Knowledge that is acquired, stored, and dispensed without having any affect on the organization should, perhaps, be called ‘trivia’. For knowledge to actually be meaningful it needs to induce change. This is not to imply that all change is derived from knowledge (any person who has ever been associated with an organization knows better than that), but it is to say that knowledge, when acted upon can induce change that can have consequential impact on an organization. Perhaps, then, the real legacy of any ‘knowledge management’ program or policy is the significance of the changes these initiatives bring about. Learning organization is “an organization skilled at creating, acquiring, and transforming knowledge, and at modifying its behavior to reflect new knowledge and insights”. If change is not the result of creating, gaining, and sharing knowledge then “learning” is fairly meaningless. Innovation is merely creative imagination unless it results in a transformation of reality.
FACTORS
Any organization considering implementing a knowledge management program consider first the 12 “change management factors”. These are:
Leadership and role models: If the organizational leaders support the knowledge management program, it has a much greater chance of success.
Consequences and incentives: in essence, this is the cost-benefit analysis all of us go through before we adopt any change. If knowledge management makes life easier and people have incentives to engage in the knowledge management processes, they are more likely to welcome the change.
Hassle: People must understand that though a knowledge management program may be a hassle, it will ultimately save them time and effort.
Level of participation: Engage those who will use the knowledge management system to be a part of the design.
Success stories: By sharing success stories, buy-in can occur more easily.
Value proposition: Prepare specific and defendable propositions as to how knowledge management will add lasting value to all parts of the organization. The greater the specificity, the more likely buy-in will occur.
Fear of technology: Even though most people in today’s workforce are computer savvy to some degree, there are still many people who fear new technology. Deploy new technology used in the knowledge management system long before people have to start using it. Give people time to learn and adapt to the new technology.
Impossibility: Be prepared for the nay-Sayers. Understand that their concerns may be legitimate and may come from previous experience where similar initiatives have failed. Engage these people to the extent possible.
Priorities: A knowledge management system will be far more likely to succeed if it is perceived as being not only a high priority, but also as having a high likelihood of success.
Sink-in time: Allow for some time to let the concept of knowledge management to ‘sink-in’. Avoid ‘springing’ a new knowledge management system on people. Communicate early and often and consider offering one-on-one demonstrations.
Training: The most vital element of managing the change associated with implementing any knowledge management program is the training program. Focusing on the user experience and providing ample real-life scenarios will increase the effectiveness of the training.
Ongoing support: Change management often begins and ends with the roll-out. Do not let this happen! Provide ongoing support so that people feel as though they have ready-resource when it comes to training, technical support, or other knowledge management related topics.
CHANGE FOR THE BETTER
Organizational learning involves acquiring new knowledge, either by discovering it or by imitating the best practices of others. Organizational learning describes organizations that utilize acquired knowledge to become more effective. This effectiveness can be realized through the change process resulting from acquired knowledge. What is important for an organization is the ability to implement the acquired knowledge into progressive change rather than acquire knowledge and never use it. New knowledge is of little value unless it is used. Some organizations are very successful at discovering knowledge, but fail to apply it effectively. One of the ways that effective application can be realized is through competition. As organizations are competitively driven to reach new heights (goals), they are forced to explore, discover, and change based on the value of the knowledge acquired.
Changing the way people work…is tough work that is not to be taken lightly. Therefore, close attention needs to be on the people affected by the introduction of change which occurs when knowledge management is introduced or revised. If your investment in knowledge management does not include a corresponding investment in change management, you may be throwing more than your financial investment down a rat hole. Therefore, human capital, change, and knowledge are a three legged stool which must be used together to be successful. Knowledge to induce change, it must be acted upon people, of course. This question and answer may seem silly, but the truth of the matter is that for knowledge management to be effective in bringing about change, people need to be engaged in the knowledge management process. If we accept that people are integral to the knowledge management process we must also recognize that there will be confusion and consternation about any process an organization introduces to manage knowledge. This is not because people will dislike the concept of knowledge management, rather because people will resist change in all of the various forms it takes. introducing a knowledge management program without paying attention to the “prevailing attitudes, beliefs, and practices”, is recipe for failure, even when everyone fully appreciates the benefits of such a program.
CHALLENGES
Some solid challenges to knowledge management:
Systematic problem solving.
Experimentation with new approaches.
Learning from one’s own experience and past history.
Learning from the experiences and best practices of others.
Transferring knowledge quickly and efficiently throughout the organization.
At Medical Protective, the reality of virtual teams in the organization posed a significant threat in the area of shared learning/knowledge management. In order to overcome this obstacle, information managers and organizational leaders determined that the use of technology would have to be leveraged to bridge the gap in connecting these teams to each other. Simple technologies such as shared network drives were used to maintain training material and commonly used forms and documents to keep the teams aligned. After mastering the simple technologies, Medical Protective then moved to more complex systems such as imaged filing programs, virtual telephony services, and web-based mainframes, so that teams were connected, despite their logistical distances.
FOCUS POINTS
There are various focus points of knowledge management-
Manageability
Technology
The individual
Culture
Flexibility and change
Shared leadership
Building blocks
Overcoming knowledge management challenges
Case studies and workplace examples
PROCESSES OF KNOWLEDGE MANAGEMENT
Examples of business processes that will lead to effective knowledge management are:
The setting of goals and objective: be realistic and recognize the limitations of data mining and information gathering. Make the increase of organizational knowledge a stated and specific goal for the all.
Employee retention: human resource processes should focus on what it takes to retain employees who hold key knowledge. Provide opportunities that are developmental, have purpose, and have a high impact on business performance. Compensate such employees above typical market rates.
Employee development processes: pairing experts (what some companies call “Oak Trees”) and apprentices provide opportunities for employees with differing levels of knowledge to work together and increase the organizational knowledge. These relationships allow for a true exchange of knowledge through a human relationship and experience.
Organized networking and annual conferences: these provide forums for face-to-face interaction and knowledge sharing and can lead to effective organizational knowledge management.
Accountability: line management, not just information technology or human resource, should be held accountable for knowledge management. They should be held accountable for management of the human resources and organizational knowledge. They do this through the above business processes of employee development (experiences, developmental assignments, etc.).
In the process of knowledge management there must be significant steps taken to eliminate any barriers that may get in the way of becoming or increasing the ability to be a learning organization. Cummings challenged our intentionality for to effectively help the processes of knowledge management within an organization there must be intentional efforts to remove barriers that would inhibit ideas, talent, and money from getting to the point of best use.
KEY PRINCIPLES AND STRATEGIES OF KNOWLEDGE MANAGEMENT
Managers and leaders play in important role in the success of knowledge management in their organization. There are ten key principles to ensure that information management activities are effective and successful. These focus on the organizational and cultural changes required to drive improvements forward. Those principles are:
• Recognise (and manage) complexity
• Focus on adoption
• Deliver tangible and visible benefits
• Prioritise according to business needs
• Take a journey of a thousand steps
• Provide strong leadership
• Mitigate risks
• Communicate extensively
• Aim to deliver a seamless user experience
There are six strategies for developing knowledge management processes within organizations:
1. Define a knowledge management business case: What levels of knowledge and innovation will your agency need to stay ahead of your “environment”and be “competitive?” (Do not start until you can prove you need it.)
2. Baseline your intellectual capital: Knowledge is an intangible asset, but human capital is not–measure current and projected workforce capabilities, your human resource investments, and expected return on investment. (Get human resource involved from the outset.)
3. Make sure your senior executives “get it”: Collaboration and knowledge sharing begin at the top, not at the bottom. Top management has to see how knowledge management will affect performance and why it is critical for innovation and change. (Make sure the top dogs are eating the same food.)
4. Build knowledge management from the bottom up and across: What’s most important about any knowledge management program or process is its ability to facilitate knowledge exchange among those individuals closest to the work, to the customers, and to the processes. Knowledge management must be an enabling process that captures both best practices and new ideas while promoting access.
5. Balance external and internal: The value of your knowledge management program is multiplied by its reach-it needs to connect to other agencies, customers, and stakeholders. (Think in terms of strategic alliances.)
6. Think technology last and “chunk” your investments: What products will you need to support your first level of knowledge management development (allocate 75 percent of your knowledge management information technology budget). Save 25 percent for building your technology strategy to support future knowledge management phases or new investments.
‘With knowledge now the key raw material for creating all economic wealth and success, the new power struggles will reach deep into our minds and our personal lives’, Denis Waitley in the landmark book “Empires of the Mind’. The modern business world is characterized by dynamic changing markets and continuous technological advance. To cope up with these trends, organizations must become more flexible, and one certain way for them to do so is to ascertain strengthen their potential to learn as organizations. Thus “knowledge” becomes as essential organizational driver and a key factor in value creation. Increased focus must be placed on expanding the organizational knowledge base, either by learning from others (colleagues, partners, third party content etc.) or by creating new knowledge by innovation. Both processes help secure sustainable competitive advantage. Knowledge management can be seen as an integrated approach to achieving organizational goals by placing particular focus on ‘knowledge’, now widely considered as the new factor of production.
Knowledge management in R&D
The pharmaceutical industry is knowledge intensive, and therefore Knowledge Management is critical to improve R&D productivity and reduce product cycle time. To achieve these goals, the trend in drug development is to work in multidisciplinary project teams due to the multiple skill requirements. The success of this approach depends, among other things, on the availability of information from multiple sources, presented to the team members properly organized around the research topics, and personalized to each researcher’s needs.
R&D professionals need to share their findings and conclusions with a geographically dispersed team. Although the discovery phase tends to be localized in “centres of excellence”, the globalization created by industry mergers and worldwide testing, operations and distribution, makes knowledge sharing a critical success factor for clinical improvement. At the same time, regulations, markets, and health care issues that were unique to geography need to be considered from a global management perspective in order to achieve the advantages of economies of scale.
CONCLUSIONS
The implementation of a knowledge management discipline can provide very significant and measurable advantages in today’s competitive environment. Knowledge management solutions provide a comprehensive and effective environment for building an enterprise wide knowledge infrastructure supporting the needs of the industry. Despite the varying definitions of knowledge management and the many nuances that go along with them, knowledge management is fundamentally just communication. Hynes, who insists he is not a knowledge management professional but merely a drug developer trying to speed the process, says that knowledge management is intrinsic to success: “Obviously, people who share information and manage it in the right way end up with a competitive advantage.”
Enterprise asset management–
Enterprise asset management (EAM) means the whole life optimal management of the physical assets of an organization to maximize value. It covers such things as the design, construction, commissioning, operations, maintenance and decommissioning/replacement of plant, equipment and facilities. “Enterprise” refers to the management of the assets across departments, locations, facilities and, in some cases, business units. By managing assets across the facility, organizations can improve utilization and performance, reduce capital costs, reduce asset-related operating costs, extend asset life and subsequently improve ROA (return on assets).
The functions of asset management are taking a fundamental turn where organizations are moving from historical reactive (run-to-failure) models and beginning to embrace whole life planning, life cycle costing, planned and proactive maintenance and other industry best practices. Some companies still regard physical asset management as just a more business-focused term for maintenance management – until they begin to realize the organization-wide impact and interdependencies with operations, design, asset performance, personnel productivity and lifecycle costs. This shift in focus exemplifies the progression from maintenance management to Enterprise Asset Management and is embodied in the British Standards specification
When the entire asset portfolio of the organization is considered, EAM takes over. As business and market requirements are dynamic, the output specifications for the organization’s assets change constantly (e.g., increase in output capacity due to new customers). EAM provides the framework for capital and labor allocation decision processes across the competing categories of equipment addition/ reduction, replacement, over-hauling, redundancy setup and maintenance budgets in order to meet business needs. Correspondingly, it merges the collective LCAM efforts and re-evaluates decisions based on long and short-term economic considerations at the enterprise level.
Why is EAM important?
Competitive pressures force organizations to minimize asset total cost of ownership and streamline their asset management operations (these typically involve myriad activities ranging from inventory, parts and labor management to contracts and vendor management for new works). As downtimes become increasingly expensive, both in terms of lost production capacity and unfavorable publicity, organizations are compelled to maximize their asset productive life cycles via optimal maintenance programs. When EAM is used in collaboration with all other forms of service-based operations to achieve better customer retention, it is called Service Lifecycle Management (SLM).
In the event of asset failure, quick response time is critical. In recent years, stringent industry-specific environmental health and occupational safety regulations are being enforced by government oversight agencies, with industrial owners and operators responsible for compliance. Asset registers, risk registers, work planning and scheduling, life cycle costing and systematic methods for problem identification, root cause analysis and continuous improvement are increasingly seen as prerequesites for a robust asset management system.
By providing a platform for connecting people, processes, assets, industry-based knowledge and decision support capabilities based on quality information,EAM provides a holistic view of an organization’s asset base, enabling managers to control and optimize their operations for quality and efficiency.
For more information on Enterprise asset management you can visit http://www.axcend.com/Home.aspx

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Product Manager ? Job Responsibilities, Education and Salary
Product management is managing of a company’s product through all of its stages starting from designing, on to manufacturing and marketing. This is also known as the lifecycle of a product. Product management is an inbound focus that is made by product managers to maximize the sale and profit of the product and add to the profit of the company or organization. The main focus of product management, however, lies in taking or considering new product for development. According to the Product Development and Management Association (PDMA), the product that adds up to unique benefit and serves superior value to the customers and clients is considered as the highest product of profitability.
Job Responsibilities of a Product Manager
The responsibilities of product managers vary depending upon the size, structure and type of product manufactured by the company. Their key responsibility lies in defining a new product manufactured by the company. They are also responsible for making strategies and policies to consider product life cycle and product differentiation.
Product managers are responsible for product planning and deal with marketing of the product. In planning, a product manager identifies and articulates market requirements and further enhances the basic features and properties of the product concerned so that it meets the needs of customers and clients.
Product managers are solely responsible for setting target demographics and looking at the plans and policies that other production companies have applied to make their product customer friendly. They create and apply new ideas to manufacture and promote a product that suits the company and fits the business model. Product managers have to manage one or more substantial products.
They are required to meet with the product team on a regular basis and get updates on the development of the product. They create product management roadmaps that will detail the ways by which the product will be manufactured and also give an estimation of particular time required.
Sometimes, product managers also have to make hardware, software, mechanical design, user documents, marketing and sales strategies. They also are involved with customer testing activities to promote the product manufactured by the company which make it user friendly.
Education Required to become a Product Manager
The responsibilities of product managers are wholly associated with the production unit and marketing policies of the company. A product manager must have practical knowledge of the current market and also understanding of the policies and strategies of product development. The most desired degree by the product development companies are that of an MBA in product management studies with a focus on economics, accounting, marketing, and business mathematics. These studies enable a student to understand the basic principles of product management and creating new strategies and plans in marketing research.
Online Studies That Can Get You There
Use of internet in our daily life has brought several unimaginable facilities to us. One of these involves getting desired knowledge on any subject from any corner of the world. There are several colleges and universities world wide that offer a variety courses including management studies. To get an MBA degree on product management, online, the following are names of some of the renowned universities and colleges:
Oxford Brookes University Business School Drexel University Ashford University Brown College DeVry University Online Everest University Online Kaplan University Online McCann School of Business and Technology Norwich University South University Online University of Phoenix Walden University
Salary Range of a Product Manager
Salaries are subject to change depending on the assets of the company, the buy and sell strategies, employee strength, geographical position of the company, and also the years of experience. The salary range of a product manager having experience of one year or less, in the Unites States is around ,471. Persons having experience of five years or more are paid about ,043 and those having experience of more than 20 years ,584.
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