Professional Documents
Culture Documents
ASSIGNMENT
MBA – II Semester
Ans.: A project is a set of activities which are networked in and order and
aimed towards achieving the goals of a project. Upon the completion of all
the activities the goals of the project would have been achieved. A project is
undertaken to achieve a purpose.
Management is the technique of understanding the problems, needs and
controlling the use of resources, such as cost, time, manpower, materials,
etc.
• Project management is an art of controlling the cost, time,
manpower, and hardware and software resources involved in a
project.
• Resource refers to manpower, machinery, money and materials
required in the project.
• A process is part of the project which consists of simple and routine
instructions to achieve a desired result of any activity of the project. A
process is responsible to bring about the changes in the input fed to
the process and gives out desired outputs as results of the process.
• A project cycle basically consists of the various activities of
operations, resources and the limitations imposed on them.
The life cycle means the important phases that are required
by any project from start to end of the project. Normally this process of
project will go through the preparation which constitutes formulation and
modeling, planning, control, execution, monitoring, completion and review.
Understanding the project life cycle – In the preparation stage, the project
manager along with the associates and team members draft the outline of the
project. They identify the various factors required to be taken care of in the
project. Based on their discussion they formulate the plans and model the
activities for execution. Budgets are prepared. Once the model is approved it
is then recommended for implementation.
During this stage roles and responsibilities of the
various members involved in the project are listed out. Also the team works on
the feasibility report to assess the project feasibility with respect to time,
economics and technicalities. The factors which are arrived at based on risk
analysis and uncertainties are used to establish the control factors to be
exercised during the execution of the project. Various monitoring tools are set
to monitor the project progress.
The implementation stage involves the execution of the project as agreed,
while carefully monitoring progress and managing changes. The completion
stage involves the satisfactory delivery to the customer the products or
services. This is followed by project review to look into the various issues
which affected the project during the course of its execution.
Any project is undertaken to deliver either a service or a product. Project
deliverables could be a set of outputs that are expected during various stages
of the project. It could be as simple as a new product or modification to an
existing product.
Input
Input Process
Process Output
Project Management Process
Initiation
The initiation processes determine the nature and scope of the project. If this
stage is not performed well, it is unlikely that the project will be successful in
meeting the business’ needs. The key project controls needed here are an
understanding of the business environment and making sure that all
necessary controls are incorporated into the project. Any deficiencies should
be reported and a recommendation should be made to fix them.
The initiation stage should include a plan that encompasses the following
areas:
• Analyzing the business needs/requirements in measurable goals
• Reviewing of the current operations
• Financial analysis of the costs and benefits including a budget
• Stakeholder analysis, including users, and support personnel for the
project
• Project charter including costs, tasks, deliverables, and schedule
Planning and design
Executing
Executing consists of the processes used to complete the work defined in the
project management plan to accomplish the project's requirements. Execution
process involves coordinating people and resources, as well as integrating and
performing the activities of the project in accordance with the project
management plan. The deliverables are produced as outputs from the
processes performed as defined in the project management plan.
In this stage, auditors should pay attention to how effectively and quickly user
problems are resolved.
Over the course of any construction project, the work scope may change.
Change is a normal and expected part of the construction process. Changes
can be the result of necessary design modifications, differing site conditions,
material availability, contractor-requested changes, value engineering and
impacts from third parties, to name a few. Beyond executing the change in the
field, the change normally needs to be documented to show what was actually
constructed. This is referred to as Change Management. Hence, the owner
usually requires a final record to show all changes or, more specifically, any
change that modifies the tangible portions of the finished work.
Closing
Closing includes the formal acceptance of the project and the ending thereof.
Administrative activities include the archiving of the files and documenting
lessons learned.
This phase consists of:
• Project close: Finalize all activities across all of the process groups to
formally close the project or a project phase
• Contract closure: Complete and settle each contract (including the
resolution of any open items) and close each contract applicable to the
project or project phase
Resources: In project management terminology, resources are required to
carry out the project tasks. They can be people, equipment, facilities, funding,
or anything else capable of definition (usually other than labour) required for
the completion of a project activity. The lack of a resource will therefore be a
constraint on the completion of the project activity. Resources may be
storable or non storable. Storable resources remain available unless depleted
by usage, and may be replenished by project tasks which produce them. Non-
storable resources must be renewed for each time period, even if not utilised
in previous time periods.
Title Role
Project Manager The person responsible for developing, in
conjunction with the Project Sponsor, a
definition of the project. The Project
Manager then ensures that the project is
delivered on time, to budget and to the
required quality standard (within agreed
specifications). He/she ensures the project
is effectively resourced and manages
relationships with a wide range of groups
(including all project contributors).
The Project Manager is also responsible
for managing the work of consultants,
allocating and utilising resources in an
efficient manner and maintaining a co-
operative, motivated and successful
team.
Responsibilities
• Budgeting and cost control
• Scheduling tasks
• Allocating resources
• Tracking project expenditures
• Ensuring technical quality
• Manage relations with the customer and company
• Managing and leading the project team.
• Recruiting project staff and consultants.
• Managing co-ordination of the partners and working groups
engaged in project work.
• Detailed project planning and control including:
• Developing and maintaining a detailed project plan.
• Managing project deliverables in line with the project plan..
• Recording and managing project issues and escalating where
necessary
• Resolving cross-functional issues at project level.
• Managing project scope and change control and escalating
issues where necessary.
• Monitoring project progress and performance.
• Providing status reports to the project sponsor.
• Managing project training within the defined budget.
• Liaison with, and updates progress to, project steering
board/senior management.
• Managing project evaluation and dissemination activities.
• Managing consultancy input within the defined budget.
• Final approval of the design specification.
• Working closely with users to ensure the project meets
business needs.
• Definition and management of the User Acceptance Testing
programme.
• Identifying user training needs and devising and managing
user training programmes.
1. Project organization
• Satisfactory delivery
Close
• Compiling lessons from project experience
1. Project structure
Development plan, project tracking and oversight.
2. Project Key personnel – Identify those business areas that are within
the scope or directly interface with the scope boundary and list them in
the “Business area” column of the project assignment worksheet
Identify the key personnel for each area and list them in the “Person”
column of the project assignment worksheet.
3. Project management team
It is a senior management team, which will be accountable for the project.
• Identify project sponsor, client representative and technical
representative.
• Stage managers- who will plan and manage the project on a day-to-day
basis for this stage
• Project coordinators- client coordinator and technical coordinator
• Clearly define these coordination, control activities and identify the brief
suitable personnel to carry them out
1. Key stakeholders
Identify management level personnel who are critical to the success of the
project.
Document the responsibilities of stakeholders
6. Stage teams
Identify appropriate personnel required for the stage, define the team
structure and appoint team leaders
Document the time commitment and responsibilities to be performed by
the team members.
7. Key resources
Individuals assigned to a key resource role may work towards gathering
“Business key resources” and “Technical key resources”. They are project
coordinators and team invitees.
This is the technique to analyze the content of work and cost by breaking it
down into its component parts.
Project key stages form the highest level of the WBS, which is then used to
show the details at the lower levels of the project. Each key stage comprises
many tasks identified at the start of planning and later this list will have to be
validated.
WBS is produced by identifying the key elements, breaking each element
down into component parts and continuing to breakdown until manageable
work packages have been identified. These can then be allocated to the
appropriate person. The WBS does not show dependencies other than a
grouping under the key stages. It is not time based- there is no timescale o
the drawing.
Task duration
Identifying lead and lag times helps in working out task duration.
Lead time: An amount of time, which a successor task can overlap with its
predecessor task, i.e. the time before the completion of the predecessor at
which the successor can start.
Lag time: An amount of time, between a predecessor and a successor task,
i.e. the time after the completion of the predecessor that the start of the
successor is delayed
The next step is to set priorities and determine where to focus risk mitigation
efforts. Some of the identified risks are unlikely to occur, and others might not
be serious enough to worry about. During the analysis, discuss with the team
members, each risk item to understand how devastating it would be if it did
occur, and how likely it is to occur. For example, if you had a risk of a key
person leaving, you might decide that it would have a large impact on the
project, but that it is not very likely.
In the process below, we have the group agree on how likely it thinks each risk
item is to occur, using a simple scale from 1 to 10 (where 1 is very unlikely
and 10 is very likely). The group then rates how serious the impact would be if
the risk did occur, using a simple scale from 1 to 10 (where 1 is little impact
and 10 is very large). To use this numbering scheme, first pick out the items
that rate 1 and 10, respectively. Then rate the other items relative to these
boundaries. To determine the priority of each risk item, calculate the product
of the two values, likelihood and impact. This priority scheme helps push the
big risks to the top of the list, and the small risks to the bottom. It is a usual
practice to analyze risk either by sensitivity analysis or by probabilistic
analysis.
Ex. : Now that the group has assigned a priority to each risk, it is ready to
select the items to mange. Some projects select a subset to take action upon,
while others choose to work on all of the items. To get started, you might
select the top 3 risks, or the top 20%, based on the priority calculation.
Risk Management Planning
There are two things one can do to manage risk. The first is to take action to
reduce (or partially reduce) the likelihood of the risk occurring. For example,
some project that work on process improvement make their deadlines earlier
and increases their efforts to minimize the likelihood of team members being
pulled off the project due to changing organizational priorities. In a software
product, a critical feature might be developed first and tested early.
Second, we can take action to reduce the impact if the risk does occur.
Sometimes this is an action taken prior to the crisis, such as the creation of a
simulator to use for testing if the hardware is late. At other times, it is a simple
backup plan, such as running a night shift to share hardware.
For the potential loss of a key person, for example, we might do two things:
Plan to reduce the impact by making sure other people become familiar with
that person’s work, or reduce the likelihood of attrition by giving the person a
raise, or by providing day-care.
Review Risks
You want to review your risks periodically so you can check how well
mitigation is progressing. You can also see if the risk priorities need to change,
or if new risks have been discovered, you might decide to rerun the complete
risk process if significant changes have occurred on the project. Significant
changes might include the addition of new features, the changing of the target
platform, or a change in project team members. Many people incorporate risk
review into other regularly scheduled project reviews.
In short, risk management is the planning to potential problems,
and the management of actions taken related to those problems.
Prioritization of risks:
In ideal risk management, a prioritization process is followed
whereby the risks with the greatest loss and the greatest probability of
occurring are handled first, and risks with lower probability of occurrence and
lower loss are handled in descending order. In practice the process can be
very difficult, and balancing between risks with a high probability of
occurrence but lower loss versus a risk with high loss but lower probability of
occurrence can often be mishandled.
Intangible risk management identifies a new type of a risk that has
a 100% probability of occurring but is ignored by the organization due to a
lack of identification ability. For example, when deficient knowledge is applied
to a situation, a knowledge risk materializes. Relationship risk appears when
ineffective collaboration occurs. Process-engagement risk may be an issue
when ineffective operational procedures are applied. These risks directly
reduce the productivity of knowledge workers, decrease cost effectiveness,
profitability, service, quality, reputation, brand value, and earnings quality.
Intangible risk management allows risk management to create immediate
value from the identification and reduction of risks that reduce productivity.
Risk management also faces difficulties in allocating resources.
This is the idea of opportunity cost. Resources spent on risk management
could have been spent on more profitable activities. Again, ideal risk
management minimizes spending and minimizes the negative effects of risks.
6. List out the macro issues in project management and explain each?
Set – 2
Ans.: Always aim one step higher in performance usually; high technology
development has a long gestation period. By the time the product is
perfected, it might have become obsolete. This necessitates that the period be
shortened. The other alternative is to make technology development futuristic
i.e. keeps the aim or target one step beyond what is required. Combination of
both will yield better results. Using principles of concurrent engineering, we
can start building components as developed and assembling on ad hoc basis
and testing them and making changes taking into consideration any new
requirements. Every effort to make the product
Contemporary will improve the competitive advantage. Build concurrency into
every activity Building concurrency into every activity is essential to reduce
the development cycle time and to counter the technology obsolescence.
Many of the tasks that are normally done in a serial fashion can be done in
parallel by synchronizing the flow of information. The practices of the
concurrent engineering where the design of the product and all its associated
processes are carried out simultaneously based on team work and
participation. Would not only help in reducing the development cycle time, but
also improves the product functionality with regard to requirements.
Concurrency can be accomplished in many ways both for product
development as well as technology transfer, user evaluation and production.
The following give some guidelines in the form of rules which would help
organization to be strong in this area.
Rule 1: Identify the critical technologies and make a deliberate choice for
indigenous development
One of the main reasons for lack of high technology base is that no attempt
has ever been made for indigenous development. Hence, the first step in the
critical technology development is a deliberate decision for making the
process wholly indigenous. That a new track has to be laid invariably has
inherent risks. Time that may elapse before anything tangible is found will be
long. The quality of the outcome has to be proven with a lot of
experimentation, which costs money. The clients may suspect that the best is
not being given to them. Many persons, even in higher hierarchical positions
want the easy way out – import. But experience has shown that once the
process is started, it will be found that certain technologies are easier to
develop than acquire from outside sources. The knowledge that gets acquired,
experience that is gained and confidence that it endows, makes the
organization self-sufficient.
The encouragement that people get makes it worthwhile.
Rule 4: Spot the competence of Divsio and empower them for technology
development
Every division of an organization has certain inherent strength, sometimes
unique to itself. We must identify and build around this strength to realize
maximum contribution. The strength may be
Software skills, large trainable power, culture and value system or excellence
in academics, It can be translated into the required competence through
innovation management.
Rule 8: Build long term Partnership with all the stake holders
High technology development is a dynamic process with large information
exchange, teamwork, problems, failures and successes. It requires long term
partnership and commitment from all stakeholders including the development
partners, production partners and customers. This can be achieved by
tailoring suitable management structure and review system such that at each
stage of the project all the stakeholders are involved. Many institutions
including R & D organizations, industries, academia will be useful in our
endeavors. It is essential to build suitable organizational interface with each
type of organization based on their priorities.
An ERP system would qualify as the best model for enterprise wide solution
architecture, if it chains all the below organizational processes together with a
central database repository and a fused computing platform.
Manufacturing
Human Resource
Projects
Sales and marketing, service, commissions, customer contact and after sales
support
For example: The financials could not coordinate with the procurement team
to plan out purchases as per the availability of money.
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ShivaRanjani
Subject:
MANAGEMENT INFORMATION
SYSTEMS
Roll Number:
Assignment Number:
MB0031 – SET 1
Study Center :
Date of Submission:
March, 2009
SOLVED ASSIGNMENT
Answer:
A management information system (MIS) is a subset of the overall internal controls of a business covering the application of
people, documents, technologies, and procedures by management accountants to solving business problems such as costing a
product, service or a business-wide strategy. Management information systems are distinct from regular information systems
in that they are used to analyze other information systems applied in operational activities in the organization. Academically,
the term is commonly used to refer to the group of information management methods tied to the automation or support of
human decision making, e.g. Decision Support Systems, Expert systems, and Executive information systems.
An 'MIS' is a planned system of the collecting, processing, storing and disseminating data in the form of information needed
to carry out the functions of management. According to Philip Kotler "A marketing information system consists of people,
equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to
marketing decision makers."
The terms MIS and information system are often confused. Information systems include systems that are not intended for
decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology
management. That area of study should not be confused with computer science. IT service management is a practitioner-
focused discipline. MIS has also some differences with Enterprise Resource Planning (ERP) as ERP incorporates elements
that are not necessarily focused on decision support.
MIS has a major impact on the functions of any organization. The organization derives
b) Interpretation of data,
c) Quick decisions,
d) Speedy actions,
MIS characteristics
In any organization managers will have varieties of tasks to manage. MIS is mainly
Organizations will have different departments like marketing, production, sales, inventory, maintenance etc. Each of these
departments function individually and also in relationship with other departments. Information is available in abundance.
MIS aids in integrating the information generated by various departments of the organization.
•
Function of MIS
The main function of MIS is to help the managers and the executives in the
organization in decision-making.
Large quantities of data like customers information, competitors information, personnel records, sales data, accounting data
etc is collected from internal sources like the
•
Company records and external sources like annual reports and publications.
The data from the database is processed and analyzed by using different tools
and techniques.
The results of the analysis are properly presented to the managers to help
them in decision-making.
==================================================================
====
Answer:
A Strategic Information System (SIS) is a system to manage information and assist in strategic decision making. A strategic information
system has been defined as, "The information system to support or change enterprise's strategy."
A SIS is a type of Information System that is aligned with business strategy and structure. The alignment increases the capability to respond
faster to environmental changes and thus creates a competitive advantage. An early example was the favorable position afforded American
and United Airlines by their reservation systems, Sabre and Apollo. For many years these two systems ensured that the two carriers' flights
appeared on the first screens observed by travel agents, thus increasing their bookings relative to competitors. A major source of
controversy surrounding SIS is their sustainability.
SISs are different from other comparable systems as:
It is mainly concerned with providing and organization and its members an assistance to perform the routine tasks efficiently
and effectively. One of the major issue before any organization is the challenge of meeting its goals and objectives. Strategic
IS enable such organization in realizing their goals. Strategic Information System (SIS) is a support to the existing system
and helps in achieving a competitive advantage over the organizations competitors in terms of its objectives. This unit deals
with the critical aspects of the strategic information system. This units indicates the theoretical concepts and the way in
which the same are realized in practice. The flow of the unit is in such a way that it starts with the development of
contemporary theory about strategic uses of corporations' internal information systems leading to systems which transcend
the boundaries of particular organizations. The process whereby strategic information systems are created or identified is
then examined. A number of weaknesses in the existing body of theory are identified, and suggestions made as to directions
in which knowledge is or may be progressing. A strategic information system is concerned with systems which contribute
significantly to the achievement of an organization's overall objectives. The body of knowledge is of recent origin and highly
dynamic, and the area has an aura of excitement about it. The emergence of the key ideas, the process whereby strategic
information systems come into being is assessed, areas of weakness are identified, and directions of current and future
development suggested.
Information system is regarded as a tool to provide various services to different management functions. The tools have been
developing year by year and the application of the tool has become more and more diverse. In management it is now a very
power means to manage and control various activities and decision making process. The original idea of automating
mechanical processes got quickly succeeded by the rationalization and integration of systems. In both of these forms, IS was
regarded primarily as an operational support tool, and secondarily as a service to management. Subsequent to the
development, it was during the last few years that an additional potential was discovered. It was found that, in some cases,
information technology (IT) had been critical to the implementation of an organization's strategy. An organization’s strategy
supported by information system fulfilling its business objectives came to be known as Strategic Information System. The
strategic information system consists of functions that involved gathering, maintenance and analysis of data concerning
internal resources, and intelligence about competitors, suppliers, customers, government and other relevant organizations.
==================================================================
======
Answer:
Information is a corporate resource, as important as the capital, labour, know-how etc. and is being used for decision-
making. Its quality, therefore, is required to be very high. A low quality information would adversely affect the
organizational performance as it affects decision-making. The quality of information is the result of the quality of the input
data, processing design, system design, system and procedures which generate such a data, and the management of the data
processing function. Quality, unlike any other product, is not an absolute concept. Its level is determined with reference to
the context and its use, and the user. Perfect quality just as perfect information is non- achievable and has cost-benefit
implications.
However, it is possible to measure the quality of information on certain parameters. All these parameters need not have a
very high value. Some parameters may have lesser importance in the total value on account of their relevance in the
information and its use.
The quality parameters which are generally considered are shown in the table
Individual
differences
Explanation
Effect
on
information
processing
Examples
Locus of control
internal or external
More information
gathering
and
The
production
decisions, selection
to the situation.
etc.
Personal
dogmatism.
more
information
collection
and
processing.
The
pricing,
advertising in a
Competitive
environment.
Risk propensity.
risk.
information gathering
and analysis.
for
ambiguity.
the
information.
more
information
collection
and
analysis.
Manager Constantly
asking
for
more
information.
Manipulative
intelligence.
stored
information
and
knowledge.
self analysis.
Experienced
and
skillful
manipulative
intelligence.
Experience
in
decision-making.
Extent of experience at
particular level of decision
making.
High, then correct
process.
Technocrat
scientists,
and
managers
of
technology
have
definite information.
The quality of these important parameters is ensured by conducting a proper systems analysis, designing a suitable
information system and ensuring its maintenance from time to time, and also subjecting it to audit checks to ensure the
system integrity.
The quality of the parameters is assured if the following steps are taken.
1. All the input is processed and controlled, as input and process design.
2. All updating and corrections are completed before the data processing begins.
checks.
4. The access to the data files is protected and secured through an authorization
scheme.
6. Due attention is given to the proper file selection in terms of data, periods and
so on.
7. Backup of the data and files are taken to safeguard corruption or loss of data.
8. The system audit is conducted from time to time to ensure that the information
Page 5
9. The system modifications are approved by following a set procedure which begins with authorization of a change to its
implementation followed by an audit.
10.Systems are developed with a standard specification of design and
development.
12. Ensure MIS model confirms consistency to business plan satisfying information
The assurance of quality is a continuing function and needs to be evolved over a period and requires to be monitored
properly. It cannot be assessed in physical units of measure. The user of the information is the best judge of the quality.
==================================================================
=
Answer:
==================================================================
===
Answer:
capabilities and web technology, traditional business organization definition has undergone a change where scope of the
enterprise now includes other company locations, business partners, customers and vendors. It has no geographic boundaries
as it can extend its operations where Internet works. All this is possible due to Internet and web moving traditional paper
driven organization to information driven Internet enabled E-business enterprise. E-business enterprise is open twenty-four
hours, and being independent, managers, vendors, customers transact business any time from anywhere. Internet capabilities
have given E-business enterprise a cutting edge capability advantage to increase the business value. It has opened new
channels of business as buying and selling can be done on Internet. It enables to reach new markets across the world
anywhere due to communication capabilities. It has empowered customers and vendors / suppliers through secured access to
information to act, wherever necessary. The cost of business operations has come down significantly due to the elimination
of paper-driven processes, faster communication and effective collaborative working. The effect of these radical changes is
the reduction in administrative and management overheads, reduction in inventory, faster delivery of goods and services to
the customers.
In E-business enterprise traditional people organization based on 'Command Control'
principle is absent. It is replaced by people organization that is empowered by information and knowledge to perform their
role. They are supported by information systems, application packages, and decision-support systems. It is no longer
functional, product, and project or matrix organization of people but E-organization where people work in network
environment as a team or work group in virtual mode. E- business enterprise is more process-driven, Technology-enabled
and uses its own information and knowledge to perform. It is lean in number, flat in structure, broad in scope and a learning
organization. In E-business enterprise, most of the things are electronic, use digital technologies and work on databases,
knowledge bases,
Page 6
directories and document repositories. The business processes are conducted through enterprise software like ERP, SCM,
and CRM supported by data warehouse, decision support, and knowledge management systems. Today most of the business
organizations are using Internet technology, network, and wireless technology for improving the business performance
measured in terms of cost, efficiency, competitiveness and profitability. They are using E-business, Ecommerce solutions to
reach faraway locations to deliver product and services. The enterprise solutions like ERP, SCM, and CRM run on Internet
(Internet / Extranet) & Wide Area Network (WAN). The business processes across the organization and outside run on E-
technology platform using digital technology. Hence today's business firm is also called E-enterprise or Digital firm.
The paradigm shift to E-enterprise has brought four transformations, namely:
In E-enterprise, business is conducted electronically. Buyers and sellers through Internet drive the market and Internet-based
web systems. Buying and selling is possible on Internet. Books, CDs, computer, white goods and many such goods are
bought and sold on Internet. The new channel of business is well-known as Ecommerce. On the same lines, banking,
insurance, healthcare are being managed through Internet E-banking, E-billing, E-audit, & use of Credit cards, Smart card,
ATM, E-money are the examples of the Ecommerce application. The digital firm, which uses Internet and web technology
and uses E-business and Ecommerce solutions, is a reality and is going to increase in number.
MIS for E-business is different compared to conventional MIS design of an organization. The role of MIS in E-business
organization is to deal with changes in global market and enterprises. MIS produces more knowledge-based products.
Knowledge management system is formally recognized as a part of MIS. It is effectively used for strategic planning for
survival and growth, increase in profit and productivity and so on. To achieve the said benefits of E-business organization, it
is necessary to redesign the organization to realize the benefits of digital firm. The organization structure should be lean and
flat. Get rid of rigid established infrastructure such as branch office or zonal office. Allow people to work from anywhere.
Automate processes after reengineering the process to cut down process cycle time. Make use of groupware technology on
Internet platform for faster response processing. Another challenge is to convert domestic process design to work for
international process, where integration of multinational information systems using different communication standards,
country-specific accounting practices, and laws of security are to be adhered strictly.
Internet and networking technology has thrown another challenge to enlarge the scope of organization where customers and
vendors become part of the organization. This technology offers a solution to communicate, coordinate, and collaborate with
customers, vendors and business partners. This is just not a technical change in business operations but a cultural change in
the mindset of managers and workers to look beyond the conventional organization. It means changing the organization
behaviour to take competitive advantage of the E-business technology.
The last but not the least important is the challenge to organize and implement
Page 7
locations and multiple information needs arising due to global operations of the
E-COMMERCE is a second big application next to ERP. It is essential deals with buying and
selling of goods. With the advent of intent and web technology, E-Commerce today covers an entire commercial scope online including
design and developing, marketing, selling, delivering, servicing, and paying for goods. Some E-Commerce application add order tracking
as a feature for customer to know the delivery status of the order.
The entire model successfully works on web platform and uses internet technology. E-
In B2C Model, business organization uses websites or portals to offer information about product, through multimedia clippings, catalogues,
product configuration guidelines, customer histories and so on. A new customer interacts with the site and uses interactive order processing
system for order placements. On placements of order, secured payment systems comes into operation to authorize and authenticate payment
to seller. The delivery system then take over to execute the delivery to customer.
In B2B Model, buyer and seller are business organizations. They exchange technical & commercial through websites and portals. Then
model works on similar line like B2C. More advanced B2B model uses Extranet and Conducts business transaction based on the
information status displayed on the buyer’s application server.
In C2B Model, customer initiates actions after logging on to seller’s website or to server. On the server of the selling organization, E-
Commerce application are present for the use of the customer. The entire Internet banking process work on C2B model where account
holders of the bank transact a number of requirements such as seeking account balance, payment and so on.
In C2C model, Customer Participates in the process of selling and buying through the auction website. In this model, website is used for
personal advertising of products or services. E- Newspaper website is an Example of advertising and selling of goods to customer.
In B2B Model, the participants in E-business are two organisation with relations as
E-Collaboration every business has a number of work scenarios where group of people work
together to complete the tasks and to achieve a common objective. The group could be teams or virtual teams with different member
strength. They come together to platform a task to achieve some results. The process is called Collaboration. The Biggest Advantage ofE-
Collaboration is that it taps the collective wisdom, knowledge and experience of the members.
The collaboration team or group could be within the organization and between the organisation
as well.
Since, E-Collaboration works on an internet platform and uses web technology, work
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samuelquayeleft a comment
Spring 2010 (Jan-June) Master of Business Administration- MBA Semester 4 MF0008 –
Merchant Banking & Financial Services - 2 Credits (Book ID:B0857) Assignment Set- 2
(30 Marks) Note: Each question carries 10 Marks. Answer all the questions. 1. Briefly
explain “factoring” . Distinguish between “factoring” and “forfeiting” . 2. What do you
mean by depository services? Discuss the role played by NSDL
07 / 18 / 2010
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SasankaSekharBoraleft a comment
Please any one send me the Assignment MB0045 – Financial Management
05 / 12 / 2010
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SasankaSekharBoraleft a comment
Assignment MB0045 – Financial Management
05 / 12 / 2010
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tsega30left a comment
I couldn't c this page"Error loading document info:'Error#2032'"
12 / 24 / 2009
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