The major focus and question emanating from the research is: to what extent do the operational action plans, policies, functions, procedures and activities as well as their implementation within the Directorate: Student Admissions and Registrations correlate with the strategic objectives of the University of South Africa (Unisa)? In alignment with the above, the major challenge of the study was to identify adequate and appropriate approaches to ensure appropriate correlation levels between strategic objectives and their successful implementation relevant to the Directorate: Student Admissions and Registrations. The challenge of every Departmental Head is to turn theory into practice; to make something happen and to translate strategic plans into real business results. This will be accomplished only when there is synergy or connectivity between strategic and operational planning towards effective implementation. Various literature reviews and research topics on strategic management focus either on strategic planning or strategic implementation as separate identities. Few publications address the challenge of connecting the pursuit of strategic objectives with operational plans. Even fewer literature reviews indicate the relationship or correlation levels between strategic objectives and operational plans of an organisation; the desirable or appropriate level thereof, to ensure the effective pursuit of strategic objectives. The outcomes of this study could contribute to the identification of an appropriate approach and measurement criteria to ensure connectivity/alignment between specific strategic objectives and operational plans relevant to the Directorate: Student Admissions and Registrations. By doing this, the strategic objectives are effectively and efficiently promoted to those responsible for carrying out the execution plan. The researcher has adopted a comprehensively-integrated-aligned-strategic-processmanagement- approach as part of the standardised operational plans of the Directorate: Student Admissions and Registrations so as to ensure more effective and efficient (appropriate) correlation levels in respect of specific strategic objectives relevant to the Directorate: Student Admissions and Registrations due to a lack of correlation in some instances. The above approach represents a total view of an organisation‟s strategic management and control systems and consists of the strategic planning, operational plans and resultsmanagement plans. The mentioned approach will also consist of a measurement criterion which identifies critical enablers, dependencies and drivers to ensure vertical and horizontal alignment in respect of original planning (the what and why) with the implementation plans (when, how and by whom).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time).The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). The integrated-aligned-strategic-management-process-approach enforces the timely availability of major enablers, dependencies and drivers necessary to support the execution of activities, related to specific strategic objectives. It also identifies the possible lack thereof prior to the implementation of strategic plans. Specific alternatives or workarounds can be identified to ensure continuity in respect of the implementation processes related to specific strategic objectives. In this way, the above approach will enhance the effective and efficient management and coordination of an organisation to drive intended strategic outcomes within a specific process, taking into account project management-driven principles within a specific sequence of activities (grouping together what belongs together). The latter will involve all roleplayers in the work situation accountable for the implementation process (creating ownership). By doing this, duplication and overlapping of activities will be eliminated and connectivity/alignment between specific strategic objectives and their implementation will be enforced. The focus falls on the entire key/core process and cycle, producing outcomes of success in respect of the implementation of objectives (the right people will be doing the right things at the right time). / Public Administration and Management / M.A. (Public Administration)

L’objectif de cette recherche était d’évaluer l’efficacité du paramètre de classification pour prédire suivre les tendances boursières. Les méthodes traditionnelles basées sur la prévision, qui ciblent l’immédiat pas de temps suivant, rencontrent souvent des défis dus à des données non stationnaires, compromettant le modèle précision et stabilité. En revanche, notre approche de classification prédit une évolution plus large du cours des actions avec des mouvements sur plusieurs pas de temps, visant à réduire la non-stationnarité des données. Notre ensemble de données, dérivé de diverses actions du NASDAQ-100 et éclairé par plusieurs indicateurs techniques, a utilisé un mélange d'experts composé d'un mécanisme de déclenchement souple et d'une architecture basée sur les transformateurs. Bien que la méthode principale de cette expérience ne se soit pas révélée être aussi réussie que nous l'avions espéré et vu initialement, la méthodologie avait la capacité de dépasser toutes les lignes de base en termes de performance dans certains cas à quelques époques, en démontrant le niveau le plus bas taux de fausses découvertes tout en ayant un taux de rappel acceptable qui n'est pas zéro. Compte tenu de ces résultats, notre approche encourage non seulement la poursuite des recherches dans cette direction, dans lesquelles un ajustement plus précis du modèle peut être mis en œuvre, mais offre également aux personnes qui investissent avec l'aide de l'apprenstissage automatique un outil différent pour prédire les tendances boursières, en utilisant un cadre de classification et un problème défini différemment de la norme. Il est toutefois important de noter que notre étude est basée sur les données du NASDAQ-100, ce qui limite notre l’applicabilité immédiate du modèle à d’autres marchés boursiers ou à des conditions économiques variables. Les recherches futures pourraient améliorer la performance en intégrant les fondamentaux des entreprises et effectuer une analyse du sentiment sur l'actualité liée aux actions, car notre travail actuel considère uniquement indicateurs techniques et caractéristiques numériques spécifiques aux actions. / The objective of this research was to evaluate the classification setting's efficacy in predicting stock market trends. Traditional forecasting-based methods, which target the immediate next time step, often encounter challenges due to non-stationary data, compromising model accuracy and stability. In contrast, our classification approach predicts broader stock price movements over multiple time steps, aiming to reduce data non-stationarity. Our dataset, derived from various NASDAQ-100 stocks and informed by multiple technical indicators, utilized a Mixture of Experts composed of a soft gating mechanism and a transformer-based architecture. Although the main method of this experiment did not prove to be as successful as we had hoped and seen initially, the methodology had the capability in surpassing all baselines in certain instances at a few epochs, demonstrating the lowest false discovery rate while still having an acceptable recall rate. Given these results, our approach not only encourages further research in this direction, in which further fine-tuning of the model can be implemented, but also offers traders a different tool for predicting stock market trends, using a classification setting and a differently defined problem. It's important to note, however, that our study is based on NASDAQ-100 data, limiting our model's immediate applicability to other stock markets or varying economic conditions. Future research could enhance performance by integrating company fundamentals and conducting sentiment analysis on stock-related news, as our current work solely considers technical indicators and stock-specific numerical features.

Product development is more complex than ever. Industries all over the world face intensified competition, forcing firms to improve their innovation performance. This involves integrating software development to a greater extent. As an effort to cope with such progression, agile project management methodologies have been adopted. These include methodologies that are tailored to fit large organisations, made to enhance communication and speed up decision-making. Moreover, such methodologies allocate time for joint planning sessions (such as Program Increment Planning) to foster coordination between teams. The need for extensive coordinating capabilities increases with firm size and product complexity, meaning that large, multinational manufacturers with integrated software- and hardware development face the greatest challenges. With difficult coordination challenges comes a demand for prominent organisational coordination capabilities. This includes capabilities to identify dependencies between agile teams in time, to avoid delays, budget overruns, and quality issues. Hence, firms must adopt sufficient project management procedures, as well as shape organisational artefacts, processes, and culture to maximise their organisational coordination capabilities. In this project, these artefacts, processes, and the organisational culture were defined as factors. Furthermore, the project aimed at (1) – identifying factors that positively contribute to organisations’ capabilities to find inter-team dependencies, and (2) – investigating how to favour those identified factors. The research was conducted at Volvo Car Corporation, a Swedish car manufacturer that undergoes a transition towards being a large-scale agile organisation. Theories concerning coordination, communication, and knowledge management were jointly deployed to construct a state-of-the-art theoretical framework. Thereafter, the conceptual model was the guiding lens for collecting and analysing empirical evidence. Consequently, this project was able to assess 26 factors for identifying inter-team dependencies. Furthermore, several of these factors are proven to be interconnected as they fuel each other and exist in symbiosis. Thus, this project advocates that large-scale agile organisations must understand these factors and their connection to each other — that is when incorporating coordination mechanisms to better identify inter-team dependencies.

The aim of this work is informed first about photovoltaics universally, works to inform the photovoltaic panels and complete plants. The work also includes instructions on how to implement PVP in accordance with law. Another part is the rough draft of the photovoltaic power 30 kWp, which can be placed on the house, computation and calculation of investment and them profitable investments to time. Design is made in two separate forms of the Fronius Solar and Sunny Design, their outputs are compared. The practical part of this work cooperates with the company SOLARTEC Ltd. for experimental measurements of the photovoltaic system and develop a methodology for setting the properties of real solar systems in operation from the measured data then stored in a database. These data further evaluate and compare the similar operating conditions. This data will show as the course of production of electricity during the typical day in percentage terms, depending on the incident irradiance, cell temperature, angle of incident radiation, etc. We can compare what it looks like an ideal day in terms of production of photovoltaic power, with the other days. Further are in work mentioned histograms achievement panel behind classical day and behind all - time investigation.