MASTER OF ENGINEERING SYSTEMS Syllabus
I. GENERAL INFORMATION
1.1. Master of Science Program:
Systems Engineering 1.2. Module: Strategic Planning
1.3. Code:
1.4. No. of hours per week: 10 hours Saturday and Sunday 5 hours
1.5. Course Duration: 30 hours, starts March 8, 2009
1.6. Teacher: Carlos Chavez Monzon, Dr (c)
1.7. Email: carloschavezmonzon@yahoo.es
1.8. Blog: http://mipe2008.blogspot.com/
II. DESCRIPTION
The course introduces an assessment of the Design and Implementation of Strategic Planning Dynamic Balanced Scorecard (BSC) to public and / or private which must adapt to the global environment and need to innovate with strategic plans viable monitoring system and real time control and measurement indicators for strategic objectives and dynamic employees that fit the mission and vision of the organization under endogenous and exogenous changing scenario and grow with the institution and create competitive advantage.
long been assumed that the improvement and corporate change depended on the external and internal analysis, management of business processes, implementing new systems and technologies information, diagnosis of organizational culture etc. But today there is a trend to improving the management of strategic planning that integrates the management of the Balanced Scorecard and Corporate Staff, Quality Management, Competence Management, Change Management, Management Risk-oriented continuous improvement of business processes, personal development, innovation, learning, adaptability to changes etc.
The foundation of this course is to apply Dynamic Strategic Planning Balanced Scorecard to develop a Balanced Personnel (CMP) and Corporate (CMC) aligned to the mission and vision of the company, managing continuous improvement with the implementation of strategic planning with learning programs that combine personal development and strategic objectives and goals of each employee with the company.
The achievement of strategic goals and business effectively and efficiently depends on your processes and people. Businesses have found in the measurement of environmental performance indicators to optimize operations and increase customer satisfaction internally and externally, and position in its sector.
control management through tools like the Balanced Scorecard allows you to implement key indicators to monitor effectively and efficiency strategic objectives and goals set, and careful tracking the implementation of strategic planning with the development of the improvement actions and performance of staff. The Balanced Scorecard is an effective means to validate the strategies of the organization and quantitatively and qualitatively assess the effectiveness of people within the areas and departments. POWERS
Throughout the course, participants will:
Recognize key aspects of the Balanced Scorecard strategic planning with its implementation to manage the control of business processes from the perspective of Learning and Growth Internal Processes, Customers and financial efficiency, equity, quality and ethics.
• Analyze and apply critically to Balanced Scorecard Strategic Planning to build the conditions needed for a sustainable learning organization, based on the holistic concept of Dynamic Strategic Planning with Personal and corporate BSC and practical tools presented to throughout the course of assessing the importance of their applicability.
III.
CONTENTS 1. INTRODUCTION AND STRATEGIC PLANNING MODELS
2. STRATEGIC CORPORATE LEVEL
Strategic Level Definitions Maximum: Vision, General Strategy, Mission, Values \u200b\u200bStrategic Cultural Synthesis
: Major Segments, Product Lines, Value Propositions, Top Competitors, Key Processes, Executive Staff Profile
Five Competitive Forces Porter Case Study
Strategic level guidance Corporate
3. STRATEGIC ANALYSIS AT CORPORATE AND BUSINESS UNIT
SWOT technique to generate corporate and business unit strategy with the following inducers:
i. Survival Strategies
ii. Defensive strategies
iii. Reorientation strategies
iv. Offensive strategies
Linking Internal Analysis (FD) and external (OA) to the BSC and Strategic Initiatives at Corporate and Business Unit Format
Critical Success Factors at Corporate and Business Unit Matrix
ERIC - Canvas
Strategic Analysis the Porter Value Chain Process at critical processes including, Systems and Information Technology.
Risk Analysis Matrix for
areas of Strategic Analysis Case Study at Corporate and Business Unit
4. WITH BALANCED SCORECARD STRATEGIC DEVELOPMENT AT CORPORATE AND BUSINESS UNIT
Development Strategic Development Map Strategic Balanced Matrix Sheets
Strategic Objectives Indicator
Sheet Form Strategic Objective Strategic Initiatives
strategic case study at BSC Corporate and Business Unit
5. DESIGN AND EVALUATION OF INDICATORS FOR STRATEGIC OBJECTIVES.
Type Indicator Indicator
Correlation vs. Intention Indicator Indicator Cause and effect relationship and Chains
cause-effect relationships between indicators and between
Strategic Objectives Quality Criteria for developing indicators for Strategic Objectives Feasibility Matrix Vs
alignment
traffic light indicators indicators for strategic objectives
Detailed Design Technique for indicators
case study of each template used for the design and evaluation of indicators for strategic objectives
6. PROCESS INNOVATION AND REDESIGN BY STRATEGIC OBJECTIVE
Activity Matrix Sheet Sheet Procedure Indicator
design process flowchart at
Process Definition and Alignment Indicator
Level Management Board
Process Redesign Case Study strategic objective processes
7. STRATEGIC MATRIX FOR UNIT DEPLOYMENT PROCESS WITH STRATEGIC CORPORATE AND OPTIMIZATION OF STRUCTURES
Process Characterization of Sheet / Matrix
Strategic Unit by Unit Process Indicators and Strategic Initiatives with
Process Map Format for Process Control Corporate Format
Process Level Indicators with strategic alignments
Sheet Process / Procedure
Form Strategic Initiatives by
Process Case Study with the formats used to develop the Strategic Matrix
business unit hierarchies Matrix Balanced Scorecard for Operational Strategic Plans
Unit Operational Definition Indicators - Level
Unit Format Matrix Alignment - Level
Unit Board of Management for the Unit Level
Strategic Matrix Case Study for Unit Deployment Processes with Corporate Strategy and Organizational Structure Optimization
8. DEVELOPING A PERSONAL SCORECARD (CMIP) AND ALIGNMENT WITH CORPORATE SCORECARD (CMIC).
a. Mission and Vision Staff
b. Balance between ambition and personal behavior
c. Definition of critical success factors in the Four Personal Perspectives Personal Balanced Scorecard. D.
Definition of personal goal under the four perspectives of Balanced Scorecard E.
Definition of performance measures and goals. F.
Developing personal improvement actions
g. Crossing matrix critical success factors with objectives, performance measures (goals) and actions for improvement.
h. BSC Case Study of Personal. I.
Getting the CMIC
j. WCC Development Business Unit. K.
CMIC matrix with CMIP-level objectives, performance measures and targets under BSC.
l. Matrix Critical Success Factors according to Business Processes.
m. Quality Management under the method of deployment of Quality Function (QFD).
n. Quick Checking Guideline Customer (CROC)
o. Risk management.
a. Case Study CMIP alignment with CMIC
9. MANAGEMENT STRATEGIES FOR WORK ON EQUIPMENT, CONTINUOUS IMPROVEMENT AND CHANGE MANAGEMENT.
a. Stages of Team Development in areas as organizational. B.
Personal skills matrix according to the strategic goals, results and techniques for areas. C.
Assessment indicators of leadership roles: on the areas. D.
Indicators for Evaluation of Attitudes, Tasks and Skills by areas. E.
Evaluation Indicators for Meetings Management areas. F.
Evaluation Sheet Indicators by areas of work teams. G.
Indicators for Measuring areas Resistance to Change.
h. Indicators for areas that measure why people do not change. I.
Survey areas of the Attitudinal Model of Resistance to Change. J.
Methods to convince employees of the need for change. K.
Checking Survey Implementation of Change by areas.
l. Corporate Model for Sustainable Change.
m. Case Study.
10. STRATEGIC PLANNING SOFTWARE WITH BALANCED SCORECARD.
BSC: BSC
BQM Demo: Stratego
BSC Demo: Demo VERNIER
BSC: BSC
ORACLE Demo: Demo QPR
Strategic Planning: Software MIVEYDOAS - BSC BSC
: MAHLE
BSC: BSC
SISTINE: CORPORATE EXPRESS
BSC: CorVu
BSC: BSC
PRISM: ERP & E-BUSINESS authored by Mg. Carlos Chavez Monzon, Dr (c)
11. APPLICATION CASES WITH BALANCED SCORECARD STRATEGIC PLANNING. Schindler Group
Case Case Case
Lubasa Group Corporation SAC Multiserver Case Table d
Safety Scorecard - Construction
Audiovisual Case (TV)
Keys to the Implementation of CMI to CMI
services company for small and Medium Businesses
The WCC and its application in the Administration of Public Management CMI
applied to the National Institute of Statistics of Chile - INE 2008 WCC Application
Social Enterprise Projects
BSC applied to the Public Health Hospital
Ejm
BSC BSC: Watershed Management in Peru
BSC applied to the Federal Energy Department U.S.
KEY Performance Indicators for Public Sector Agencies
Case BSC the Cooperative Savings and Credit in BSC Case Tuman
a leading bank in Peru (the name was changed for security)
BSC Case School of Engineering a University of the North of Peru (the name is not placed for security) to BSC Case
Molinera The Countryside
IV.
METHODOLOGY The methodology course integrates various times based on the active and looking to develop an academic attitude about the issues and proposed work. Basically workshops will combine work during sessions with presentations by the teacher in dialogue form and group exhibitions by students.
The course encourages the development of critical reading skills in furtherance of the subjects using the selected text in the handout. Also, it encourages critical thinking through videos in keeping with the theme of the course.
Particularly important from the point methodologically is the production of an analytical group work will involve the development of skills specific to a Masters level in Systems Engineering.
V.
ASSESSMENT Assessment seeks to strengthen the students' interest and effort to learn and demonstrate achievement in the required products which includes the following:
a) partial work during the sessions: 40%:
b) Research Project team digital format and exposed: 60%
VI. GUIDE TO THE RESEARCH PROJECT TEAM:
SUBJECT: IMPLEMENTATION OF STRATEGIC PLANNING WITH BALANCED SCORECARD TO AN ORGANIZATION
Objectives:
Learn to apply the Balanced Scorecard Strategic Planning with an organization that can be public (municipal, regional government Sunat, Health etc. is.) Or private (industrial, commercial or service etc.).
• Increase your self-awareness and personal effectiveness, allowing you to properly adjust their behavior to the needs of your environment and provide an innovative work activity developed with Strategic Planning.
• Understand better their way of thinking, allowing you to discover your unconscious motivation, managing internal conflicts, create positive energy, be creative and be more proactive to make Planning Dynamic strategic.
• Create the conditions needed for sustainable learning in the company, based on the holistic concept of strategic planning and BSCP BSC and practical tools presented.
Stimulate commitment, loyalty and dedication to your company through the implementation of strategic planning with WCC and CMIP, and create the conditions for a corporate climate based on its own planning, creativity, shared ethical thinking.
Continuously Improve business processes to create synergies and competitive advantages aimed at achieving the vision of the company. Communicate
corporate indicators effectively to their employees and colleagues and how to move to the departmental indicators and personal action plans, aligning corporate strategic goals with strategic objectives shared personal lifelong learning and individual and team skills to handle situations with resistance considering changing the organizational culture of the corporation.
Develop a strategic planning report high academic status typical of a Masters level in Systems Engineering.
Procedure:
• Develop a project with Balanced Scorecard Strategic Planning at Corporate, Business Unit and Areas Funcionales en una empresa así como el BSC Personal.
· Las fuentes sobre datos y estudios deben ser fuentes de la organización que se ha tomado para el trabajo de investigación. Algunos datos que son difíciles de obtener pueden ser simulados para completar la información que se requiere.
· Se desarrolla el trabajo en equipos de 2-6 con un coordinador de equipo incluido.
· La manera de citar las fuentes al interior del texto y en la bibliografía deben seguir pautas estandarizadas a nivel internacional. (ejm: estilo APA)
· Los gráficos o tablas que se incluyan deben ir con su numeración respectiva, titulo y fuente.
· Se presenta en forma de exposición oral un avance significativo work in the second sessions.
3. Terms of delivery of the report:
The written product is a report written by no less than 40 pages, the maximum number of pages defined by the team. Must be computer Arial12 point, single-spaced A4 pages and listed, which will be sent in a single Word or PDF file to email the teacher (in ZIP if heavy) to the date fixed in mutual agreement with class Masters participants. If the file is larger than 4 MB you can hang in http://skydrive.live.com/ that is capable of storing up to 40 MB per file and up to 5 GB of storage available. Should indicate the direction of hanging file storage on Skydrive.
should be placed as the title of the file "PE BSC X" where 'X' represents the group number assigned in class and the subject line "MIS Group X". Sent to the teacher with a copy compulsory to all members of the group. The teacher will answer the receipt of the report.
4. Evaluation Report and Evaluation Report
equivalent to 30% of the total grade for the course and the sustainability of the project that must attach a video of that lift is equivalent to 30% giving a total of 60% and 40% will work made in the classroom (2 group and 2 singles) whose directives will be given during the course of the class. The final report includes:
PARTS EVALUATION REPORT
-Cover with names and emails (optional logo, scanned photo of the participants)
Maximum 6 participants per group
least 2 participants per group
-index 0.5 points
an index structure into chapters and subchapters
Cap Ex. 1
1 ... ... 1.1 ... ....
-Introduction 0.5 points (justifying the relevance of, indicating the case study problems, the lessons learned during the labor and parts of the report)
Enter the report under to the guidelines given: 0.5 point
Chapter 1: Research Project Strategic Planning.
Enterprise 1.1 General Issues
1.2Realidad
1.3 Formulation of the Problem 1.4 Objectives (General and specific)
1.5 Hypothesis and research variables
1.6 Population and Sample Design
1.7 1.8 Indicators
Contrasting Contrasting 1.7 Methods of collecting
data: interviews, questionnaires, surveys
Develops Research Project based on the application of BSC in the company chosen: 2.5 points
Chapter 2: Strategic Planning Balanced Scorecard with a company
2.1. Corporate Level Strategic Direction
2.2. Corporate Level Strategic Analysis and Business Unit
2.3. Strategy Formulation with Corporate Level Balanced Scorecard and Business Unit
2.4. Design and evaluation of indicators for strategic objectives
2.5. Innovation and process redesign and strategic objectives
2.6. Strategic Matrix for Unit Deployment Processes with Corporate Strategy and Organizational Structure Optimization
2.7. Development of a Personal Balanced Scorecard (CMIP) and its alignment with the Corporate Balanced Scorecard (CMIC).
2.8. Strategies Management of Teamwork, Continuous Improvement and Change Management.
14 points assessed in sections. Each numeral has 2 scoring
must develop each paragraph according to the index. Conclusions
-
Formula conclusions according to previous work: 0.5 point
- Recommendations (national and / or regional)
poses recommendations to the Implementation of Strategic Planning: 0.5 point
-Bibliography and Web links as an APA
List literature according to standardized guidelines: 0.5 points
-Writing Ability to write high-level academic: 0.5 point
VII. REFERENCES
1. Grah, M. (2007). "Instrumentation: Designing Data-Collection Strategies." In Winning Score USA: Productivity Press 2000. Cap.11. Pp. 175-196. Translated into English by ESAN.
2. COLLINS, David J., Rukstand, Michael G. (2008). "Can you say what is your strategy?". Chile: Harvard Business Review. April 2008.
3. KAPLAN, RS and NORTON, DP (2005). "Creating the strategy-focused organization." In the strategy-focused organization. Spain: Ediciones Gestión 2000. Chapter 1. Pp. 13 to 41.
4. Bahamon, J. (2006). "Construction management indicators under the approach systems. " ICESI University. Digital Library. [Online] http://dspace.icesi.edu.co/dspace/bitstream/item/383/1/jbahamon_const-ind-gestion.pdf
5. Grah, M. (2007). Measurements: Development of a Performance Index. " In Winning Score. USA: Productivity Press 2000. Chapter 5. Pp. 63-76. Translated into English by ESAN. (11,828).
6. KAPLAN, RS and NORTON, DP (2006). "Deploying the procedure." In Alignment. Barcelona, \u200b\u200bGestión 2000. Cap. 6. Pp. 203 229.
7. SRIVANNABOON, S. (2006). Linking Project Management with Business Strategy. 2006 PMI Global Congress Proceedings - Seattle Washington. [Online] http://www.pmi.org/PMIEF/scholarship/documents/ISPA_2006.pdf
8. KEYES, J. (2005) "Aligning It with Organizational Strategy." In Implementing the It Balanced Scorecard. USA. Auerbach Publications Taylor & Francis Group. Pags. 91 to 113. [Online]. Http://www.ism-journal.com/ITToday/AU2621_CH04.pdf
9. Markides, Constantinos C. (2000). "Returning to the strategy innovation." In The strategy is success. Revolutionary Guide to formulate strategies. Colombia. Editorial Norma SA Cap. 1, pp. 1-26.
10. KIM CHAN, W. and MAUNBORGNE, Renee. (2005) "Tools and analytical frameworks." In The Blue Ocean strategy. Bogotá, Norma. Chapter 2, pp. 33 to 62.
11. LIZASO, Fernando and Reger, Guido. (2004). "Scenario-Based Roadmapping - A Conceptual View." EU - US Scientific Seminar in New Technology Foresight, Forecasting and Assessment Methods [Online] http://www.professor-reger.de/files/publikationen_liz-re-roadmap_120504.pdf
12. AMAT, O (2002). "The EVA and the Balanced Scorecard." EVA, Economic Value Added. Colombia: Grupo Editorial Norma. Cap. 10. Pp. 127-142.
13. DEUSTO (2002). "Present and future of the Balanced Scorecard." Interview with Robert Kaplan. Magazine No. 48. [Online]. Http://www.e-deusto.com/frontal/deusto/entrevistas2.asp?cod=20 (12,756).
14. KAPLAN, RS and NORTON, DP (2004). "Strategy Maps." In Strategy Maps - Converting intangible assets into tangible outcomes. Spain. Ediciones Gestión 2000. Chapter 2. Pp. 57-91. (11,829).
15. KAPLAN, RS and NORTON, DP (1997) "Why companies need a scorecard?". In the Balanced Scorecard. Barcelona: Ediciones Gestión 2000. Chapter 2, pp. 34 to 54. (7495).
16. Olvera, N, ROY, J. and Wetter, M. (2000) "The process of creating a balanced scorecard." In Implementing and managing the Balanced Scorecard. Barcelona, \u200b\u200bEdiciones Management 2000. Chapter 3, pp. 5-99 (10 121).
17. ECCLES, RG (1991) "Manifesto of the measurement of performance." Harvard Business Review. USA. January - February 1991. Translated into English by ESAN. (13,307).
18. RODRIGUEZ, MJ (2000). Factorial analysis on "Socio Demographic Models: Social Atlas of the City of Alicante" - Chapter 4. Pags. 187-202 Doctoral Thesis. Unicersidad of Alicante. [Online] http://descargas.cervantesvirtual.com/servlet/SirveObras/46860175104026839600080/006458_6.pdf
19. VIDAL, E. (2002). "What and how to measure?". Organizational Diagnostics. Colombia. OSCE Editions. Cap. 3. Pp. 27-39 (13 060).
20. KAPLAN, R. and NORTON, D. (2001). "Creating synergy through shared services." In How to use the Balanced Scorecard. Spain, Gestión 2000. Cap. 7. Pp. 215-235.
21. KAPLAN, RS and NORTON, DP (2001). "Creating synergy between business units." In How to use the Balanced Scorecard. Spain, Gestión 2000. Cap. 6. Pp. 183-207. (11,831).
22. KAPLAN, RS and NORTON, DP (2001). "Planning and doing budgets." In How to use the Balanced Scorecard. Spain, Gestión 2000. Cap. 11. Pp. 303 to 326. (12,282).
23. NORTON, DP (2001). Managing the Development of human capital. Balanced Scoredcard Report. Vol 3. Number 5. September-October 2001.
24. ALVAREZ LOPEZ, J. [1995]: Information Collection and Analysis to Support Strategic Decision Making. Accounting and Finance for Decision Making. Broto Ed Rubio, JJ,
25. UNIVERSITY OF ZARAGOZA.ÁLVAREZ LÓPEZ, J. [1998]: Integrating the Balanced Scorecard and the EFQM in the stakeholder theory. Bulletin AECA, n º 46, March-June.
26. AMAT SALAS, O. And Dowds, J. [1998]: What is it and how to build the scorecard. Harvard-Deusto Finance & Accounting, n º 22, March-April.
27. APARISI CAUDELI, JA and Ripoll Feliu, VM [2000]: The Balanced Scorecard: A tool for management control. Partida Doble, No. 114, September.
28. KAPLAN, RS and Norton, DS [1992]: The Balanced Scorecard-Measures That Drive Performance. Harvard Business Review, January-February.
29. KAPLAN, RS and Norton, DS [1996a]: The Balanced Scorecard: Translating Strategy Into Action. Harvard Business School Press.
30. KAPLAN, RS and Norton, DS [1996b]: Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, January-February.
31. KAPLAN, RS and Norton, DS [1997]: The Balanced Scorecard (The Balanced Scorecard). Ediciones Gestión 2000, SA, Barcelona.
32. Porter, ME [1988]: Competitive Advantage. CECSA, Mexico.
33. Naranjo, R. and Others [2005]: Methodological Considerations for the Improvement of Strategic Management at UNICA. Management brochures. Year IX, No. 3. Cuba.
Web Links:
1. KIM CHAN, W. and MAUNBORGNE, Renee. (2007) "Blue Ocean Strategy." Harvard Business Review. [Online] http://www.courtenayhr.com/images/Blue% 20OC% 20Strategy.pdf
2. QPR (2008) Web page download a software that allows to implement the BSC, [Online] http://www.qpr.com/
3. organization dedicated to the BSC, (2007), [Online] Http://www.balancedscorecard.org/basics/bsc1.html
4. Dr. López Viñegla, (2008), Seminars in BSC, [Online], http://cuadrodemando.unizar.es/inicio2.html
5. CIO, (2008), teaches how to implement the BSC, [Online], http://www.cio.com/archive/051502/scorecard.html
6. 2GC, (2008), advanced topics on BSC, [Online], http://www.2gc.co.uk/Pub-FAQ.asp
7. Blog Josep Curto, (2009), Blog about CMI, [Online], http://es.wordpress.com/tag/cuadro-de-mando-integral/
8. Methodologies & Systems, (2009), Articles BSC, [Online], http://www.metodologias.org/2008/07/herramientas-ms-podcast-n8-bsc-por-qu.html
9. Kaizen Group Inc., (2009), Articles about BSC, [Online], http://www.grupokaizen.com/bsce/index.php
10. Dr Blog © Carlos Chavez Monzón, (2008), articles on BI and BSC, [Online], http://mipe2008.blogspot.com/
11. SISTINE BSC Software (2008), SW Scorecard developed by a company> Argentina, [Online], http://www.sixtina.com.ar/productos-balanced-scorecard-enterprise.php
12. Gestiopolis - Carlos Chavez Monzón, (2008), What Went Wrong Strategic Management in an organization that tries to be smart?, [Online], http://www.gestiopolis.com/administracion-estrategia/por-que-falla-la-gestion-estrategica.htm
13. Secrets Network, (2008), Business Intelligence and Business Intelligence, [Online], http://secretosenred.com/authors/2611/Mg.-Ing.-Carlos-Chavez-Monz% F3n
14. International Network of Science and Technology (2007), IPM, [Online], http://www.cienciaperu.org/component/content/article/58-ciencias-empresariales-/215-metodologia-integradora-de-procesos "business-to-level, strategic-tactical-and-operational-IPM-based-in-la-gestion-del-conocimiento.html
15. Gestioplolis - Carlos Chavez Monzón, (2008), Business Process Integrated Methodology, [Online], http://www.gestiopolis.com/administracion-estrategia/procesos-empresariales-estrategicos-tacticos-operacionales-de-la-gestion -of-conocimiento.htm
16. Nieto Caraveo, LM (2007). Innovation and Strategic Planning: Focus UASLP. Conference presented at the VI International Congress University AMEREIAF in San Luis de Potosi. [Online], http://www.amereiaf.org.mx/6congreso/agenda.htm
17. Gestioplolis - Carlos Chavez Monzón, (2008), how to manage change to align Personal Balanced Scorecard (BSCP) to the business organization that tries to be smart?, [Online], http://www.gestiopolis.com/administracion-estrategia/como-gestionar-el-balanced-scorecard-personal.htm
18. Gestioplolis - Carlos Chavez Monzón, (2008), OR BUSINESS INTELLIGENCE BUSINESS INTELLIGENCE, http://www.gestiopolis.com/administracion-estrategia/inteligencia-de-negocios.htm
19. Gestioplolis - Carlos Chavez Monzón, (2009), How to export the Internet with e-business using alibaba.com for organizations looking to overcome the international crisis?, http://www.gestiopolis.com/administracion-estrategia/e -business-as-export-per-internet.htm
Professional Profile:
Industrial Engineer with 24 years in the profession. A graduate of the UNT (1985). PhD in Business Administration, PhD (c) in Education, Masters in Systems Engineering (UCV-Trujillo), Master of Industrial Engineering Production mention (UNT - Trujillo), Master in Higher Education (UCV - Trujillo) II Specialization Educational Technology (UNT - Trujillo) and a Diploma in Production and Scientific Research, Teaching Undergraduate and Graduate UCV - USS - UNT - UNS - USAT, Lecturer and Consultant e-Business Intelligence Strategic Planning, Balanced Scorecard, E-CRM, E-SCM, E-Learning, E-Commerce and New Technologies of Information and Communication. MBA Professor of the Graduate School Consortium
UCV Author of Business Process Methodology
Integrative carloschavezmonzon@yahoo.es, http://mipe2008.blogspot.com, 044-949606609 / 044421042
