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Critical success factor (CSF) is a management term for an element necessary for an organization or project to achieve its mission. To achieve their goals they need to be aware of each key success factor (KSF) and the variations between the keys and the different roles key result area (KRA). [1] Main success keys.
A plan is typically any diagram or list of steps with details of timing and resources, used to achieve an objective to do something. It is commonly understood as a temporal set of intended actions through which one expects to achieve a goal. For spatial or planar topologic or topographic sets see map. Plans can be formal or informal:
Organizing involves the establishment of an intentional structure of roles through determination and enumeration of the activities required to achieve the goals of an enterprise. These roles include, the grouping of these activities, the assignment of such groups of activities to managers, the delegation of authority to carry them out, and the ...
Planning is the process of thinking regarding the activities required to achieve a desired goal. Planning is based on foresight, the fundamental capacity for mental time travel . Some researchers regard the evolution of forethought - the capacity to think ahead - as a prime mover in human evolution . [ 1 ]
The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. [3] Process is an ongoing collection of activities, with an inputs, outputs and the energy required to transform inputs to outputs.
The work breakdown structure (WBS) is a tree structure that shows a subdivision of the activities required to achieve an objective – for example a portfolio, program, project, and contract. The WBS may be hardware-, product-, service-, or process -oriented (see an example in a NASA reporting structure (2001) ). [ 75 ]
Each stage builds on the previous stages; that is, a stage 4 organization completes activities in all four categories. [11] Later McKinsey research undertaken and published in 2006 found that, although many companies had a formal strategic-planning process, the process was not being used for their "most important decisions". [12]
An activity can have four elements: input, output, control, and mechanism. [citation needed] At a minimum, activity is required to have at least an input and an output. Something goes into the activity as an input; the activity transforms the input by changing its state, and the activity produces an output.