Answer Posted / jafar ali

A Business Process Management (BPM) Solution has Six Components:
BPM IDE. Business Process Management (BPM) IDE is an integrated design environment used to design processes, rules, events and exceptions. Creating a structured definition of each process is very important to any business and the IDE enables a business user to design all processes with no help from IT.
Process Engine. The process engine of a Business Process Management solution keeps track of the states and variables for all of the active processes. Within a complex system, there could be thousands of processes with interlocking records and data.
User Directory. Administrators define people in the system by name, department, role and even potential authority level. This directory will enable tasks to be sent automatically to the defined resources.
Workflow. This is the communication infrastructure that forwards tasks to the appropriate individual.
Reporting/Process monitoring. Enables users to track the performance of their current processes and the performance of personnel who are executing these processes.
Integration. Enterprise Application Integration (EAI) and/or Web services is critical to BPM as business processes will require data from disparate systems throughout the organization.

How can a successful and thorough systems analysis be ruined by a poor system design? Answer the question relative to these factors: a) The impact on the subsequent systems implimentation phase. b: The lifetime of the system after it is placed inti operation c) The impact on future projects

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I have received my ielts result n i have scored folloeing score Listening: 5.5 Reading: 4.5 Writing: 5.5 Speaking:6.5 Overall: 5.5 Can I apply for student visa ? Is it there any chance to get the student visa ? Please reply as soon as possible😊

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Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.

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A. What factor account for the resurgence of interest in Operation Management today?

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Dear Sir i am working in Infosys pune. I am thinking of doing MBA partime. Could you please list the universities in pune. Which have good Campus placement

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why do u select to do MBA in HR after doing B.Sc in physics?

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what unique qualities you can add to this role

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Why we calculate supplier PPM (Part Per Million).WE can calculate Supplier performance in % also, why PPM ?

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how does a bank finance working capital

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why do you want to do mba?

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Depresation Rates as per Income Tax Law ?

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pvt.ltd. has furnished the following aanual budgets at 60% and 80% levels of activity: level of capacity 600units 800units direct material 360000 480000 direct labour 480000 640000 production overhead 252000 276000 administration overhead 124000 132000 s.& d.overhead 136000 148000 calculate the total cost at 75% level of activity working should be part of your answer

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Will retail sector sustain upto 2025

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How to start IT business web desinging for rules regulation of Indian Goverment & how to fianance facility by goverment / private ?

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What goals do you have in your career?

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