Ap Lab 9 Transpiration

(5): Contrasting Indicadoresde

Indicator no. 1: Process analytical reports for decision making at the tactical level

No.1 indicator Operability:

PRATDNT = Process analytical reports required for decision-making tactical level: 0 = not processed
(0%) required analytical reports for decision making at the tactical level
1 = Process about 25% of analytical reports for decision making at the tactical level
2 = Process about 50% of the required analytical reports for decision making at the tactical level
3 = Process about 75% of the required analytical reports for decision making at the tactical level

4 = Process approximately 100% of the required analytical reports for decision making at the tactical level

indicator measurement technique no. 1:

interviews with questionnaires to the heads or senior

Objective

indicator no. 1:

know if the information processing system of analytical reports for decision making at the tactical level in the area of \u200b\u200bthe company

Indicator no. 2: Identify Problems in the Tactical and Strategic Level

indicator Operability N º 2:

PNTNE = Problems identified in the strategic and tactical level
0 = not identified PNTNE
1 = Identifies few PNTNE (25%)
2 = Identifies PNTNE regular (50%) 3 = Identifies
than regular PNTNE (75%)

4 = Identify all PNTNE at a satisfactory level (100%)

Technical Measurement of the indicator no. 2:

interviews with questionnaires to the heads or senior

Indicator Target no. 2:

determine the stage of identifying problems in tactical and strategic levels in the area of \u200b\u200bthe company

Indicator no. 3: Identify internal and external factors affecting the area positively or negatively

Operability indicator # 3:

Internal Factors FIE = positive or negative yExternos
0 = No identifies FIE (0%) 1 = Identifies
few FIE (25%) 2 = Identifies regular
FIE (50%) 3 = Identifies
than regular FIE (75%)
4 = Identify all FIE to a satisfactory level ( 100%)

indicator measurement technique no. 3: Survey
and Analysis of Reports on Internal and External Factors and weaknesses of the area

Objective indicator no. 3:

To identify internal and external factors that positively or negatively affected area

Indicator no. 4: Identify indicators of organizational culture in the area

nro.4 indicator Operability:

ICO = Organizational Culture Indicators
0 = not identified ICO (0%) 1 = Identifies
little ICO (25%) 2 = Identifies regular
ICO (50%) 3 = Identifies
than regular ICO (75%)
ICO 4 = If you identify a satisfactory level (100% )

indicator measurement technique no. 4:

Survey and Analysis of Papers on Organizational Culture

area

Indicator Target no. 4:
know if the SI is being implemented organizational culture indicators area

Indicator no. 5: Model Tasks in the tactical and strategic level in the area

nro.5 indicator Operability:
MTNTNE = Model Tasks in the Strategic and Tactical Level
0 = No modeling tasks in tactical and strategic levels (0%) 1 = Model
little tasks in tactical and strategic levels (25%) 2 = Model
regular tasks at the tactical level and / or strategic (50%) 3 = Model
than regular tasks (75%)
4 = If you model all the tasks required (100%)

Measurement Technique indicator no. 5: Survey and Analysis
Documents tasks at the tactical level and strategic

Indicator Target no. 5:

assess whether the information system taking into account the modeling tasks at the tactical and strategic area

Indicator no. 6: Degree of satisfaction of the head of the area by the System Operability

nro.6 indicator:

GSJA = Degree of Satisfaction of the head of the area. You can take the following values:
0 - Not at all satisfied (0%)
1 = very satisfied (25%)
2 = Regular (50%)
3 = Satisfied (75%)
4 = Very Satisfied (100%)

indicator measurement technique no. 6: Survey

Indicator Target no. 6:
assess whether the chief of the area is satisfied by the Information System before applying and after applying IPM

Indicator no. 7: Apply strategic map strategic objectives

indicator Operability N º 7: Strategic Map

ME = 0 = not prepared by the ME (0%)
1 = ME is developed but it covers some requirements (25%)
2 = ME is manufactured from a middle (50%) 3 =
prepared by the ME to a satisfactory level (75%)
4 = ME is manufactured from a highly satisfactory level (100%)

indicator measurement technique no. 7: Survey

Indicator Target no. 7:

evaluate if applicable Strategic Map the research area

Indicator no. 8: Apply the Balanced Scorecard indicators

indicator Operability N º 8:
IBSC = Balanced Scorecard Indicators
drawn 0 = No IBSC (0%) 1 = Make
few IBSC approximately 25% 2 = Make regular
IBSC
approximately 50% 3 = Make more regular about 75% IBSC
4 = Make all the IBSC assessment requirements covering approximately 100%

Measurement Technique Indicator no. 8: Survey

Indicator Target no. 8: Evaluate if applied
Indicators of the Balanced Scorecard (IBSC)

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IPM (4): Methodology

Article no. 4

By Dr. Carlos Chavez Monzón

Methodology The development of research methodology was used based Integrative Business Process in Knowledge Management at the strategic, tactical and Operacionalcticascionales methodology, which is a new methodology that can be used in the modeling of information systems at the strategic, tactical and operational information systems based on knowledge management and consists of five phases for development :

Phase 1: Implementation of knowledge management at the strategic, tactical and operational Phase 1
Knowledge Management provides six predefined templates so that each focuses on a limited aspect of the project, but which together provide a global and very extensive, covering management knowledge of the complete system:

M1 .- Model of the Organization: supports the analysis of the main features of an organization to discover problems and opportunities of the knowledge systems provides a feasible approach, and assesses the impacts on the organization of actions.

M2 .- The Task Model: The sub-tasks are relevant parts of the process that conducts a business or organization. This model analyzes the global distribution of tasks, inputs and outputs, preconditions and performance criteria and the necessary resources and skills.

M3 .- The agent model: the agents are performing tasks. Can be a person, a computer system, or any other entity capable of performing a task. This model describes the characteristics of the agents, their powers, authority and restrictions as well as communication links between agents to perform a task.

M4 .- The Model of Knowledge: explains the types and structures of knowledge used in performing a task, providing a description, independent of implementation, the role played by different components of knowledge in solving problems, a So it is understandable for people.

M5 .- The communication model: Since a task can participate several agents, it is important to model community transactions between these agents. This model is responsible for the description of these aspects in a conceptual and implementation-independent.

M6 .- Model Design: Provides interfaces prototype information system screens.

organization models, actors and tasks discussed the organization's environment and related critical success factors for a system of knowledge. Models of knowledge and communication produce the conceptual description of data structures and functions of solution of problems that must be managed and implemented by the system. The design model shows the design of interfaces based on functional requirements and is the basis for building the software.

Phase 2: Implementing the Balanced Scorecard Strategy Map
raises strategic objectives according to the requirements of the organization as the application areas and with support of Business Intelligence strategies, which means you can use latest business management tools, as the area of \u200b\u200bthe company where you want to apply (the) System (s) and technology (s) of information with or without Web support.

Depending on the need and the area may strategies using the tools or technologies where this is business management support to the identification of strategic objectives based on the strategic map of the Balanced Scorecard as a Strategic level support. Keep in mind that only the strategic map is drawn at this stage, unless the application is connected to a Strategic Planning of Information Systems (PESI) or a Strategic Planning Information Technology (PETI). If this is the case would have to develop the whole profile of PESI and / or PETI, but if it is not the case then only produced the strategic map in this phase becoming shorter Methodology Integrated Process Management (IPM) taking into account the business management tool that can support the identification of strategic objectives, in addition to the strategic objectives of the Balanced Scorecard and Business Intelligence. In this way the IPM methodology is enriched with a level of Strategic Business Management.

Phase 3: Implementation of Business Intelligence with Data Warehouse at the tactical level to provide support to business decisions.

This phase covers the main requirements of making decisions, designing a diagram of star or snowflake tables multidimensional cubes of events and actions that will show in a Web environment historical analytical information with statistical tables and graphs required for decision-making. Using the online analytical processing (On Line Process Analisys) better known as SQL Server OLAP based Business Intelligence from 2005 with Visual Net 2005 and migrated to the Web environment with graphs and tables to enable dynamic queries and provide analytical reports with graphs and tables for dynamic decision making required.

Phase 4: Implementation of the design model at the operational level
which is integrated in the transactional processes of the area or areas where it is developing the application, it is recommended to use the model use cases and activity diagrams of the main processes in the flow of requirements, the control class diagrams, entity and interface, the sequence diagrams and collaboration in the flow analysis of key processes and the design flow to model a three-tier architecture (layer logic layer and data layer interface), ie the diagram use case design of the main processes and optionally diagrams sequence and collaboration in the design process. The IPM method uses the part of UML and RUP, however, may be used or Metric Extreme Programing or Microsoft Solution Framework etc., which means that the design is free to use the method or tool that creates convenient so long as the object-oriented.

Phase 5: Implementation of Monitoring and Control of the strategic, tactical and operational measurement indicators.
semaphores are used Balanced Scorecard in each process area that has developed Information System to new and emerging technologies, with the indicators against which the efficiency and effectiveness of information system and its competitive advantage in the area of \u200b\u200bapplication.

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IPM (3): Hypothesis and Research Type

Article no. 3

By: Dr. Carlos Chavez Monzón

Research Hypothesis Integrative Applying Business Process Methodology (IPM) based on Knowledge Management at Strategic, Tactical Operational and develops
Information Systems Sub-hypothesis
No. 1 "Applying IPM is Process Analytical Reports for Decision Making at the tactical level"
Sub-hypothesis # 2 "Applying IPM identifies problems in the tactical and strategic level "Sub-hypothesis
No. 3 " Applying IPM identifies the internal and external factors affecting the area of \u200b\u200bthe company positively or negatively "Sub-hypothesis
No. 4 " Applying IPM is identifies indicators of organizational culture in the area of \u200b\u200benterprise application "
Sub-hypothesis # 5 " Applying IPM Tasks are modeled on the tactical and strategic level in the area of \u200b\u200benterprise application "Sub-hypothesis
No. 6 "Applying IPM increases the satisfaction of the head of the application area company "Sub-hypothesis
No. 7 " Applying IPM is developed strategic map strategic objectives in the area of \u200b\u200bapplication of the company, "Sub-hypothesis
No. 8 " Applying IPM is developed indicators in the Balanced Scorecard application area of \u200b\u200bthe company "

Contrasting Design
For contrasting the hypothesis, we used the linear method is to apply the indicators measuring the information system that applies the integrated methodology based on Business Process Knowledge Management at the strategic, tactical and Operational Methodology cticascionales equivalent Pre Test (Y), and the same indicators Information System that if you apply the integrated methodology based on Business Process Knowledge Management at strategic, tactical and operational methodology cticascionales equivalent to Post Test (Y ')

type of research.

Applied Research:
Because it is one that is based on solving specific problems in the area requiring development and implementation of information systems and improving efficiency, effectiveness and quality of systems. This research relies the theoretical contributions of pure research. Because knowledge is used knowledge engineering methodology CommonKADS in the modeling of information systems to improve the level of development of information systems and the benefit of the areas where companies apply

SI Each phase of the integrated methodology based on Business Process Knowledge Management at the strategic, tactical and operational need to be confirmed. Descriptive Research

:
because you get to know the situations, behaviors and attitudes prevalent through the exact description of the activities, objects, processes and people. Their goal is not limited to data collection, but the prediction and identification of relationships between two or more variables, which in this case describes each phase of the integrated methodology based on Business Process Knowledge Management at the strategic, tactical and Operacionalcticascionales methodology. It describes the fundamental characteristics of homogeneous sets of phenomena, ie, describes the behavior of the application of the integrated methodology for modeling business processes in information systems at the strategic, tactical and operational management based on Knowledge, using systematic criteria that allow to reveal its structure or behavior. In this way you can get notes that characterize the reality studied.

Qualitative and Quantitative Research
This research is qualitative and quantitative. It is said that has some qualitative variables in this environment that measure subjective satisfaction of certain actors in the system. For example, for Web-based registration system measures the degree of satisfaction of Parent and School Director regarding the registration process. The research has a holistic integration ie levels of operational, tactical and strategic business processes.

is also quantitative because some variables are quantitative measures such as the number of tasks identified in the strategic and tactical level, the number of decision-making requirements, number of internal and external factors etc. Also, will the relationship between variables and used inferential statistics to see the correlation between these variables. Is confirmatory and deductive inference to be result-oriented contrast. It also seeks the generalization of research.

Research is oriented to the process (research qualitative) and outcome (quantitative research)

commentator carloschavezmonzon@yahoo.es

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IPM (2): Objectives, Rationale, Formulation of the Problem and Hypothesis

Article # 2: Integrative
Business Process Methodology-Based Knowledge Management: Objectives, Justification , Formulation of the Problem and Hypothesis

Author: Dr. Carlos Chavez Monzón


General Objective The objective of this research is to demonstrate that the new Business Process Integrated Methodology (IPM) at the strategic, tactical and operational based management of knowledge, my responsibility, can be used to develop information systems


Specific Objectives 1) Process Analytical Reports for Decision Making at the tactical level in the area of \u200b\u200bthe company where you apply the information system.
2) Identify and describe the problems in the tactical and strategic level in the area of \u200b\u200bthe company where you apply the information system.
3) Identify the internal and external factors affecting positive or negative to the area of \u200b\u200bthe company where the system of information.
4) Identify indicators of organizational culture in the area of \u200b\u200bthe company where you apply the information system.
5) Modeling Tasks in the tactical and strategic level in the area of \u200b\u200bthe company where you apply the information system.
6) Increasing the degree of satisfaction of the head of the business area where the system of information.
7) Develop a strategic map strategic objectives in the area of \u200b\u200bthe company where you apply the information system.
8) Develop Indicators Balanced Scorecard (IBSC in the area of \u200b\u200bthe company where the system of information.

Justification:

1) Scientific Justification:
scientifically justified why can be used as a methodology to develop information systems systemic and holistic approach and integration into the strategic, tactical and operational application engineering and knowledge management within the information system development and to improve decision-making systems thinking with homeostasis, equifinality, balanced, with a view inter, multi and trans-disciplinary in the implementation of the integrated business processes with knowledge management, systemic understanding in depth the problems that arise in developing systems information at strategic, tactical and operational, watching the functional requirements as an integrated entity in the three levels.

Companies seeking competitiveness, are trying to solve the problems of integration at the operational level transactional systems within business processes, but it is in solving the integration of strategic and tactical levels to the operational level, which is really The main problem for business development. To this end we have created a new methodology that integrates business process management (IPM) with a holistic approach in the management of knowledge are the fuel for innovation and leverage in the creation of value within integration of business processes in the strategic, tactical and operational development of information systems.

Currently the commercial business, industrial and services require information systems that integrate operational levels, under the tactical and strategic knowledge management. Companies want their strategies are implemented and there are often problems to bring the strategies into action. Developing information systems with the IPM methodology based on knowledge management can deploy Information Systems and Information Technology with a systemic integration holistic or strategic level, tactical and operational and make a difference with other methods because it will provide the information systems modeling a holistic approach to integrating business processes based on knowledge management, which will be contrasted with the integration of strategic levels, including tactical and operational performance measurement and value creation in Business Management.

2) Technological Justification:
From the technological point of view is justified because IPM in phase I CommonKADS methodology applied under the Knowledge Management New emerging techniques used to integrate the strategic, tactical and operational in the area where the system of information, ie, implementing Knowledge Management with CommonKADS (Common Knowledge Analisys Design System). In Phase II of IPM technologies apply new Corporate Strategy which will be chosen according to the type of application to develop strategies and can be E-CRM (Customer Relations Management) and Management Strategies relations with customers Strategies for E-SCM (Supply Chain Management) and Managing Strategies Supply Chain Strategies E-Commerce, E-Marketing Strategies, Strategies for E-BRM (Business Relations Management) and Strategies to Manage the relationships with the Bank Financial Strategies E-PRM (Partner Relations Management) and Strategies to Manage relations with the Allies or Partners, Strategies for E-GRM (Government Relations Management) which is equivalent to the Strategies for Management of Relations with the Regional Government and / or Central and Strategies for Balanced Scorecard or Dashboard Integrated Strategies in ERP (Enterprise Resource Planning) is equivalent to the Strategies Enterprise Resource Planning, Strategies of ABCM (Activity Based Cost Management) are the strategies of Activity Based Management and Costs, Strategies of TQM (Total Quality Management) are strategies Managing Total Quality Strategies EVA (Economic Value Added) or Economic Value Added etc. It should be pointed out that only take the technical strategies being used in the area of \u200b\u200bthe company where the system of information and these strategies must be developed within the systemic approach based on Knowledge Management.

In Phase III of the IPM methodology applies the techniques of Business Intelligence with OLAP multidimensional cubes to support decision making in the area of \u200b\u200bpre-professional practice. In Phase IV of the IPM methodology applies Transactional modeling techniques with RUP to the design of application interfaces and phase V of the IPM methodology applies the technique of Integrated Dashboard for monitoring indicators for measuring information system applied to the area of \u200b\u200bthe company.

3) Organizational Rationale:
is justified from the point of view that the organizational phase of the Knowledge Management Methodology Business Process Integrator (IPM) describes the model of the organization, identifying perceived problems the organization in the area of \u200b\u200bapplication of information system and the characteristics the context of the organization and provides a list of viable solutions systemically. Furthermore, we examine the structure of the organization and the application area, as well as the processes involved, staff, resources, know-how or tacit knowledge of workers and / or employees, analyze the culture and organizational power , stakeholders or internal and external stakeholders, SWOT the area of \u200b\u200bapplication information system (IS) to develop functional requirements and the analysis and design of the main tasks in the business process related to the SI, who performs task, which performs the task, which is half knowledge of the task, which is the intensity of the task, which is the level of importance of the task if the task is properly used, if the task is used in the right place, if times are correct, if so quality is appropriate. The information discussed knowledge management in the area where SI is developed within the organization will know in detail the problems presented in each of the processes within the development area of \u200b\u200bthe IS and we'll fix it more easily

4) Justification Systemic:
Systemically is justified because it improves the integration of the strategic, tactical and operating in the area where SI is developed with a holistic approach and create synergy in the communication between all units and processes within the development area of \u200b\u200bthe SI is improved relationships between staff working in the area of \u200b\u200bapplication of YES, that integration will have a vision of the business area where SI is developed and its environment. The need and responsibility of enterprises in the integration of strategic, tactical and operational.

5) Economic Justification:
Companies can minimize their costs of processes to be integrated with transactional applications footage decisions at the tactical and strategic objectives related to, obtaining greater efficiency and effectiveness and therefore more useful by implementing information systems under the IPM approach to Knowledge Management at Strategic, Tactical and Operational.


Problem Formulation Can develop information systems using the integrated methodology based on Business Process Knowledge Management at strategic, tactical and operational?


Setting Variables Independent Variable: integrative methodology based Business Process in Knowledge Management at Strategic, Tactical and Operational
Dependent Variable: Developing Information Systems


Research Hypothesis Applying Integrative Business Process Methodology (IPM) based on knowledge management at the strategic level develops tactical and operational information systems.

comments to my email: carloschavezmonzon@yahoo.es

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IPM (1): Reality Problematic

Mg PhD. Ing CIP Carlos Chavez Monzón
Author of IPM - IPM Consultant, SI, ICT, Knowledge Management, Strategic Planning with Business Intelligence and Datamining Datawarehouse,, RUP, BSC, CRM, SCM, E-Commerce, E-Marketing,

email: carloschavezmonzon@yahoo.es

Article no. 1

Reality Issue:

currently exist in Systems Engineering methodologies designed to develop information systems, some structured and object-oriented ones, some are considered flexible and not others. Most of the methodologies used to develop information systems only focus at the operational level, a few at the tactical level and to a lesser degree the strategic level, but these methods do not integrate the three levels (operational, tactical and strategic), in its early stages of development with a holistic approach. Ie only one level is developed and operational, or tactical or strategic, and most are located at the operational level and develop information systems at the operational level that can meet the operational requirements but do not focus on the tactical level of decision- decisions and when installed only serves the operational level, however, for the manager or superintendent or department head is not very useful when information is needed analytical tables and charts historical consolidated to facilitate decision-making and information system does not process this information and therefore does not generate historical statistical reports they need.

All companies try to be highly competitive, but the agents involved in business management and decision makers often have difficulties in having quick and easy access to analytical information is required at the right time and right place and makes them difficult to extract the tacit knowledge required, because they need to integrate, collect, select, clean, transform, evaluate, interpret, and accurately monitor Company's Data at the operational, tactical and strategic decision making.

to all this is compounded by lack of knowledge management in the development of information systems to develop models at the organizational level, task-level, agents, communication, contextual knowledge level and conceptual . Lack give

Support Decision Making in the area of \u200b\u200bapplication of information systems within a holistic approach to knowledge management.

The problem is that information systems will need to apply knowledge management, ie organizational modeling the application area apply modeling agents, modeling tasks involved, modeling of communication between the parties involved, knowledge modeling and modeling of design patterns, fulfilling the functional requirements of companies with greater efficiency and effectiveness, the main problem that arises in the development of information systems is not to apply knowledge management to improve efficiency and effectiveness and therefore the respective performance in the area of \u200b\u200bapplication of information systems.

Links:

1) http://secretosenred.com/articles/7497/1/METODOLOGIA-INTEGRADORA-DE-PROCESOS-EMPRESARIALES-A-NIVEL-ESTRATEGICO-TACTICO-Y-OPERACIONAL-MIPE -BASADO-EN-LA-GESTION-DEL-CONOCIMIENTO/Paacutegina1.html

2) http://www.gestiopolis.com/administracion-estrategia/procesos-empresariales-estrategicos-tacticos-operacionales-de-la-gestion-del-conocimiento.htm

3) http://www.egrupos.net/viewWanted/1085604/2398

4) http://www.scribd.com/doc/3136665/MIPE-2008