KEYWORDS Flashcards
Legacy Systems
Older information systems that have been maintained over several decades because they fulfill critical needs.
Knowledge Management
(pg. 341)
To capture and reuse knowledge within the enterprise.
CLV
Customer Lifetime Value:
Formula for estimating the dollar value, or worth, of a long-term relationship with a customer.
According to management guru Peter Drucker
“Those companies who know their customers, understand their needs, and communicate intelligently with them will always have a competitive advantage over those who don’t.”
Front Office operations
Customer facing activities, such as the front cash register
Back Office operations
Activities that do not engage directly with the customer. Such as, accounting, order fulfillment, inventory management, and shipping.
Creative Destroyer
(pg. 334)
- A term coined by Joseph Schumpeter.
- This is how Goldman Sachs describes 3D printing.
- A creative destroyer is an Innovation that can disrupt other industries and force established companies to adapt or fail.
Enterprise Social
Private (company owned) social media, software, platforms or apps specially designed for use by business leaders and employees to fulfill the strategic mission.
Baseline
Specification of the project plan that has been formally reviewed and agreed upon. It should be changed only through a formal change control process.
Logistics
Entails all the processes and information needed to move products from origin to destination.
Logistics Management
(pg. 309)
-Logistic Management deals with the coordination of several complex processes, Namely ordering, purchasing, or procurement.
-Logistics Management systems:
….. -Optimize transport operations
….. -Coordinate with all suppliers
….. -Integrate supply chain technologies
….. -Synchronize inbound and outbound flows of materials or goods
….. -Manage distribution of transport networks
Critical Path
(pg. 429)
- The longest path of tasks through a project.
- Critical tasks are all tasks that appear on the critical path.
Gantt chart
(pg. 426)
A horizontal bar chart that is used as a timeline for a project scheduling and planning. Displays info such as start date, finish date, tasks, and milestones.
Responsibility Matrix
(pg. 426)
Shows who has primary and support responsibility for activities in the WBS(Work Breakdown Structure).
WBS (Work Breakdown Structure)
(pg. 425)
- Identifies all the activities to be done in a project.
- List the tasks the must be performed, who will perform them, and when they must be complete.
Milestone
(pg. 425)
Very important tasks that indicate a particular phase of a project, usually deliverables.
Scope Creep
- The uncontrolled growth of a project. Results from many small changes being made after the scope has been established.
- Can be bad for a project by increasing the cost or time required.
SOW (Statement Of Work)
(pg. 421)
Defines the project plan, but does not offer any options or alternatives in the scope.
Deliverables
(pg. 418)
Items that you hand off to the client or management for their review and approval that must be produced to complete a project or past of a project.
Triple Constraint
The 3 attributes which must be managed effectively for successful completion and closure of any project.
1) Scope: What is to be accomplished
2) Time: The start and End date.
3) Cost: Estimated budget
Project Management
Structured Methodology to plan, manage, and control the completion of a project throughout its lifecycle.
Sunk Cost
Money already spent just to consider a project.
Stages of SDLC
(pg. 432)
- Initial Idea
- Requirements Analysis
- System Analysis
- Development
- Implementation
- Maintenance
Protyping
Creating a test model or a practice design for a new product.