No description available.

This thesis deals with processing of analysis Two Nations Limited Company and suggests strategy for its development. Strengths and weaknesses, opportunities and threats of an enterprise are summarized in a chapter that deals with SWOT analysis. The final part of this thesis determines contingencies and appreciates project.

Synopsis Business analysis is defined as the process in which business needs are identified and solutions proposed. This process is regarded as one of the most important parts of systems development because no other part is more difficult to rectify later. However, current business analysis methodologies are inadequate because they are at a too high level and only address portions of the complete business analysis process. In particular, the lack of clear objectives, relevance and outcomes of the phases make business analysis methodologies inadequate. Moreover, activities, techniques and tools not mapped to those phases are also problematic. The aim of this research was to develop a business analysis methodology for business analysts in the South African financial services environment. The intentions were to identify the phases, as well as objectives, relevance and outcomes for each of these phases. Furthermore, this research intended to identify appropriate activities, techniques and tools to address the objectives of each phase of a methodology. This was done by presenting a literature review of previous research relating to business analysis methodologies. For information gathering, 45 participants (comprising of business analysts, project managers, IS managers and CIOs) contributed to this research, 22 of whom were interviewed individually while 23 participated in focus group interviews. The data from each of these methods was analysed independently and did not influence or feed into any of the other methods. Once the individual interviews and focus group interviews had been transcribed, content analysis and analysis within and between interviews (Merriam, 1998; Strauss, 1987) was used to analyse the information gathered independently. The phases of a business analysis methodology identified by the research are the: • feasibility phase; • business case phase; • analysis and design phase; and • post-implementation evaluation phase. Objectives, relevance and outcomes of these phases were also identified. In addition, activities, techniques and tools were mapped to each of these phases.

<p>The world is a very competitive place, every day companies from all over the globe try to be on the edge of their fields in order to keep a good distance from competitors. They have found in the new product development process or NPD the leverage they needed to build up that differentiation required to get ahead over competitors. When looking inside the NPD we decided to focus on a very critical and interesting stage, the business analysis process. The purpose sought with our research is to provide a better understanding of how small and medium size enterprises (SMEs) carry out their business analysis stage in the process of new product development (NPD), this purpose was first obtained by stating a main problem and to facilitate the answer to this main problem we proposed two research questions that were later used to review all of the related literature, which resulted in a conceptual framework 2employed to guide this study’s data collection. We decided to use the inductive approach and the use of primary data collected with the help of interviews with companies representing SMEs using a qualitative case study approach through all interviews. It is important to mention that the interviews were also designed with the help of the research questions.</p><p>The results allowed us to develop a model that shows how the business analysis process looks like in the companies studied as well as to highlight the most relevant factors for the two companies studied when performing the business analysis. Finally the research let us establish some suggestions for future researches regarding the business analysis process such as the differences between small and medium enterprises and larger firms, and the cross-functional activities involved in a business analysis process in larger firms.</p>

The world is a very competitive place, every day companies from all over the globe try to be on the edge of their fields in order to keep a good distance from competitors. They have found in the new product development process or NPD the leverage they needed to build up that differentiation required to get ahead over competitors. When looking inside the NPD we decided to focus on a very critical and interesting stage, the business analysis process. The purpose sought with our research is to provide a better understanding of how small and medium size enterprises (SMEs) carry out their business analysis stage in the process of new product development (NPD), this purpose was first obtained by stating a main problem and to facilitate the answer to this main problem we proposed two research questions that were later used to review all of the related literature, which resulted in a conceptual framework 2employed to guide this study’s data collection. We decided to use the inductive approach and the use of primary data collected with the help of interviews with companies representing SMEs using a qualitative case study approach through all interviews. It is important to mention that the interviews were also designed with the help of the research questions. The results allowed us to develop a model that shows how the business analysis process looks like in the companies studied as well as to highlight the most relevant factors for the two companies studied when performing the business analysis. Finally the research let us establish some suggestions for future researches regarding the business analysis process such as the differences between small and medium enterprises and larger firms, and the cross-functional activities involved in a business analysis process in larger firms.

Diploma thesis is focused on analysis of documentation method in business analysis team in chosen company. Based on this analysis it proposes elimination of identified weaknesses and risks by creating a tool for shared documentation in form of business architecture model and definitions of processes which will allow to build and maintain proposed method of documentation.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: The management of information has become an important field in the current business world. It is therefore not only important for organisations to gather data and information, but to convert this data and information into usable intelligence to improve their business. Now, more than ever, it is true that in business knowledge is power, or more specifically. the application of knowledge in developing new skills, innovation, creativity and human capital. This leads to the concept of business intelligence, the conversion of data and information to intelligence. Business intelligence can assist organisations to reach their information goals, as well as to implement and execute the corporate strategy. Some of the main business categories business intelligence can help drive include: revenue increases; profit increases; customer satisfaction; decrease in cost and risk; and market share gain. Business intelligence can be described as the marriage of business analysis and technology. It is important to recognise that there is more than one dimension to business intelligence and that it not only comprises of technology. Business intelligence can provide insight into what happened (the past), what is happening (the present) and what is likely to happen (the future). It further supports corporate performance management, the latest thinking on performance management. This study illustrates not only the value business intelligence can bring to organisations, but also the challenges in implementing business intelligence solutions, and the path organisations could follow to achieve a successful business intelligence implementation. Organisations should first understand what value business intelligence can deliver to the organisation, before they begin their business intelligence initiative. The value to the organisation should be well articulated to ensure continuous support from the top management and alignment with the overall corporate direction and strategy. The overall maturity of the organisation, also viewed from a systems perspective, plays an important role and organisations should not try to do too much too soon. The evolution diagram and business intelligence maturity model can guide organisations to understand their current status to make the right decision on the amount of change the organisation can manage in the implementation of the business intelligence solution. Organisations should be cognisant of the challenges to overcome in implementing a business intelligence solution. These challenges are significant aspects of the initiative. The business intelligence transformation roadmap, including the business intelligence implementation approach, will guide organisations through these challenges to ensure a successful implementation for the organisation. This study proves that business intelligence can add value to organisations if it is implemented as proposed in this document. The main objective of the study has been achieved, namely the development of a complete strategy to implement business intelligence. The study includes a holistic approach to business intelligence in the form of a business intelligence transformation roadmap. The roadmap can be used to engage executives in business intelligence implementations to help sell new initiatives or improve current business intelligence initiatives. / AFRIKAANSE OPSOMMING: Die bestuur van inligting is vandag 'n belangrike studieveld in die sakewereld. Daarom het dit noodsaaklik geword dat organisasies nie net data en inligting inwin nie, maar ook hierdie data en inligting in bruikbare intelligensie omskep ten einde hul besighede te bestuur en te verbeter. Nou, meer as ooit tevore, is dit in die sakewereld waar dat kennis mag is, of meer spesifiek, die toepassing van kennis in die ontwikkeling van nuwe vaardighede, innovasie, kreatiwiteit en menslike kapitaal. Dit lei tot die konsep van besigheidsintelligensie - die verandering van data en inligting in intelligensie. Besigheidsintelligensie kan organisasies help om hul inligtingsdoelwitte te bereik, en ook bydra tot die implementering en uitvoering van die korporatiewe strategie. Die hoofbesigheidskategorieë wat besigheidsintelligensie kan verbeter, is onder meer: inkomsteverhoging; winsverhoging; klientediens; kostebesnoeiing; risikoverlaging; asook 'n verhoging van markaandeel. Besigheidsintelligensie kan beskryf word as die samevoeging van besigheidsanalise en tegnologie. Daar moet onthou word dat besigheidsintelligensie meer as een dimensie het. Tegnologie is nie al dimensie nie. Besigheidsintelligensie kan insig bied in wat gebeur het (die verlede), wat tans gebeur (die hede) en wat moontlik gaan gebeur (die toekoms). Verder ondersteun besigheidsintelligensie korporatiewe prestasiebestuur, die nuutste denke oor die prestasiebestuur van organisasies. Hierdie studie beklemtoon nie slegs die waarde wat besigheidsintelligensie kan toevoeg nie. maar ook die uitdagings in die toepassing van die tipe stelsels, asook hoe organisasies dit suksesvol kan toepas. Organisasies moet eers die waarde wat besigheidsintelligensie kan toevoeg, verstaan voordat met die besigheidsintelligensie inisiatief begin word. Die waarde wat dit vir die organisasie inhou, moet baie goed verduidelik word om seker te maak dat die topbestuurspan die besigheidsintelligensie inisiatief ondersteun en dit op koers hou met die oorkoepelende korporatiewe rigting en strategie. Die ontwikkelingsvlak van die organisasie speel 'n belangrike rol in die rigting wat die besigheidsintelligensie implementering moet volg en die organisasie moet nie te veel te vinnig probeer doen nie. Die evolusie diagram en die model vir die besigheidsintelligensie-vlakke van ontwikkeling kan as riglyn dien om die huidige status van die organisasie te bepaal om sodoende die regte besluite te neem oor die mate van verandering wat die organisasie kan hanteer. Organisasies moet bewus wees van die uitdagings wat oorkom moet word in die toepassing van 'n besigheidsintelligensie oplossing. Hierdie uitdagings vorm 'n baie belangrike aspek van die besigheidsintelligensie-initiatief. Die besigheidsintelligensie transformasiepadkaart insluitende die implementering benadering, sal die organisasie deur die uitdagings lei ten einde 'n suksesvolle besigheidsintelligensie-implementering vir die organisasie te verseker. Hierdie studie bewys dat besigheidsintelligensie vir organisasies waarde kan toevoeg indien dit geimplementeer word soos wat in die dokument voorgestel word. Die hoofdoel van die studie is bereik, naamlik die ontwikkeling van 'n volledige strategie oor die toepassing van besigheidsintelligensie in 'n organisasie. Die studie sluit in 'n holistiese benadering tot besigheidsintelligensie in die vorm van 'n besigheidsintelligensie transformasiepadkaart. Die padkaart, asook die model vir die vlakke van ontwikkeling kan die organisasie deur die implementering lei. Die padkaart kan gebruik word om uitvoerende hoofde by die besigheidsintelligensie-inisiatiewe te betrek om sodoende nuwighede te help vestig of die huidige inisiatiewe te verbeter.

Today, globally distributed software development is an unstoppable trend in Information Technology (IT) all over the world due to the benefits it provides such as cost benefits, time saving, accessing the large labor pool and available resources. However, globally distributed software companies face some issues in this regard. Cultural differences are introduced and discussed as one of the fundamental issues in globally distributed IT companies. Further, it is evident from the literature that business analysis process is the fundamental phase of software development process that affects the entire process of software development, and requires effective communication and collaboration among teams and between team members. Globally distributed software development makes the business analysis process and its related sub-phases even much more complicated than it is. Therefore, in this study, the influence of cultural differences on globally distributed business analysis process is analyzed. In order to do that, I conduct a qualitative study in which employees of the Turkey and Poland branches of the GTECH IT Company are interviewed. Hence, in this study remote project team member are asked about varying cultural differences that I extract from several existing cultural models and unify them into an integrated model. There are many studies exist about cultural differences in literature and these studies has similarity and differences which are creating complexity for readers and researchers. Hence, in this research Hofstede’s, Hall’s and Trompenaars’ cultural frameworks are unified and then I develop a new cultural model. By applying this new framework or model I investigated the influence of varying cultural differences on business analysis process that is conducted in a globally distributed IT company.

The basic goal of this Master's Thesis is an analysis and description of the current situation of a specific company in order to identification of potential development and design elements of strategy, which recons with identified state and development. The work is divided into theoretical and practical part. In the theoretical part there are defined knowledges related to the subject. These are the basis for process analysis in the practical part. The practical part is focused on the application of theoretical knowledge in a particular case of the company Novoplast that is currently heavily influenced by the course and consequences of the crisis. The conclusion is a summary of acquired knowledge and analysis outcomes with elements creation that should be a part of future business strategy of this company.

Despite the growing importance of both destination image and event tourism, a research gap exists when the two fields are combined. Destination image and event tourism have been subject to separate research efforts in the tourism field, however there has been little evidence of research in how events can affect destination image. The thesis attempts to address the research gap that currently exists by using Canberra, the National Capital of Australia and two annual events in the Capital - Stegbar Canberra 400 and Floriade 2002 as case studies. The thesis illustrates the importance of destination image in regard to the destination selection process, the meaning and measurement of image and the growing interest in event tourism. Several studies have illustrated that destination images do influence tourists' behaviour and subsequently decision making (Hunt 1975). Image, among other variables can be the deciding factor in choosing one destination over another. In spite of the importance of this research line, several authors recognise a lack of an agreed way of conceptualising destination image. A conceptual framework of destination image was developed by Echtner and Ritchie (1991) which forms the foundation of the thesis. Although the framework has its flaws, it has been pointed out that the Echtner and Ritchie Destination Image Framework has been useful in the assessment of destination images. Importantly, how events can be used to influence the image of a destination is put forward. Canberra and its image, being the focus of the study, is discussed in detail with reference also to Tamworth and Sydney. Although much of the research into event tourism has focused on the economic benefits that events can provide to a destination, the effect an event can have on the destination image has not been well demonstrated. Research on Canberra has indicated various studies in regard to the perceptions Australians have of the destination, community attitudes towards Canberra and event related research, however the effect that events have on Canberra's image has not been addressed. The thesis incorporates studies of events to measure the effect that they have on the image of a destination. The two main studies were conducted in conjunction with the Centre of Tourism Research (CTR) at the University of Canberra. Two events, held annually in the National Capital, were the focus of the research - Stegbar Canberra 400 and Floriade 2002. Event attendees at the two events were the target sample consisting of both locals and interstate visitors to Canberra. Two key questions related to destination image were added to the existing questionnaires and were the focus of the research. Primary research commenced in June 2002 and concluded November 2002. Destination image responses were derived from both the Stegbar Canberra 400 and Floriade 2002. Results indicated that event attendees regard the two events as being very positive in respect to the destination image of Canberra. The Top 15 responses from both studies also indicate a positive correlation between events and the destination image of Canberra. The Top 15 image responses from the events indicated that events do have an influence on the image of the destination with many event related characteristics appearing in the Top 15 image responses. This was further emphasised when the results from the two events were compared to that of 'Australians' Perceptions of their National Capital' (Richards 2002). General destination images in all three studies were mentioned however Stegbar Canberra 400 and Floriade 2002 image responses were more events driven. The Perceptions study illustrated more unique characteristics of the National Capital along with National attractions. Further, the image results derived from Stegbar Canberra 400 and Floriade illustrates the notion of 'multiple' images that a destination may possess. It is postulated that events have a Life Cycle, and that their influence on destination image varies according to their life cycle stage. It was found that events that lay in the introduction stage of the life cycle have more varied image results that are directly related to the event itself. On the other hand, events that reside in the maturity stage possess strong images related more to the destination itself as opposed to the event. These 'older' events become synonymous with the destination and therefore images are associated with the destination. In conclusion, the research has illustrated that events do have an impact on the image or images of a destination. In this case, the image of Canberra was subject to influence from both Stegbar Canberra 400 and Floriade 2002 event attendees.