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A "fully integrated"
process is like a champion relay team. The functional units communicate
effectively and the roles of each member are unambiguous. Performance
metrics are defined, communicated, measured and transparent to every
member. The organization as a whole is focussed toward the objective
of responding to business and customer needs. Technology is deployed
at every step to ensure that business goals are not lost sight of.
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If
an organization's business processes are "partially integrated",
clearly there are areas which are very efficient and certain other
areas which are not so efficient. Ultimately, it is the weakest
link that determines the overall effectiveness of the organization's
business processes. Performance metrics may be defined but not
easily measurable, cannot be communicated on time and hence not
transparent. Technology deployment is half hearted, business processes
are not seamless, the baton does not get passed
on time and the business results are, at best, suboptimal.
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An organization with
"fragmented" business processes has too many
loose ends that make achieving business results virtually impossible.
Technology deployment is at its lowest, processes are not transparent
and there are too many handoffs at every stage. Performance metrics
cannot be easily measured and often, cannot be defined too.
Anything that cannot be measured
cannot be managed. |
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| Technology Competencies
|
| Operating Systems |
| Microsoft Windows - all releases, 98 to XP, Pocket PC 2003 |
| Databases |
| MS-SQL Server, Oracle |
| Front End Tools |
| Visual Basic, ASP, VB.NET, ASP.NET, Farpoint Spread |
| Reporting Tools |
| Crystal Reports |
| Modelling & Design Tools |
| Erwin, ER Studio, Corporate Modeler |
| Testing Tools |
| WinRunner, LoadRunner, Test Director
|
| Project Management Tools |
| MS Project |
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|
