An Integrated Approach to Strategic Asset Management

This paper focuses on identifying and analysing the elements of Strategic Management for infrastructure and engineering assets. These elements are contended to involve an understanding of governance, corporate policy, corporate objectives, corporate strategy and interagency collaboration and will in turn, allow the ability determine a broader and more comprehensive framework for engineering asset management, ie a ���staged approach��� to understanding how assets are managed within organisations. While the assets themselves have often been the sole concern for good management practices, other social and contextual elements have come into the mix in order to promote strategic asset management. The development of an integrated approach to asset management is at the base of the research question. What are the considerations and implications for adopting and implementing an integrated strategic asset management (ISAM) framework? While operational matters have been given prominence, a subset of corporate governance, Asset Governance, details the policies and processes needed to acquire, utilise, maintain and account for an organisation���s assets. Asset governance stems from the organisation���s overarching corporate governance principles; as a result it defines the management context in which engineering asset management is implemented. This aspect will be examined to determine the appropriate relationship between organisational strategic management and strategic asset management to further the theoretical engagement with the maturity of strategy,policy and governance for infrastructure and engineered assets. Asset governance stems from the organisation���s overarching corporate governance principles; as a result it defines the management context in which engineering asset management is implemented. The research proceeds by a document analysis of corporate reports and policy recommendations in terms of infrastructure and engineered assets. The paper concludes that incorporating an integrated asset management framework can promote a more robust conceptualisation of public assets and how they combine to provide a comprehensive system of service outcomes.

Customer Relationship Management-PeopleSoft CRM

1 RESUMEN 1.1 Resumen (espa��ol) El intercambio y comercio tanto de bienes como servicios se remonta a tiempos inmemoriales dentro de la historia de la humanidad. Desde sus inicios tempranos con el intercambio o trueque de productos en el Neol��tico hasta nuestra ��poca h��per globalizada, en la que existen clientes potenciales en el otro extremo del mundo, podemos decir que se ha recorrido un largo camino. Con el paso del tiempo y la evoluci��n de la sociedad y la tecnolog��a, as�� como la evoluci��n empresarial, se ha visto necesario la implementaci��n de estrategias para lograr la fidelizaci��n y satisfacci��n de los clientes. De esta forma entendimos que ya no val��a simplemente con vender un producto a un cliente, si no que si quer��amos establecer una relaci��n contin��a con el mismo, deb��amos lograr su satisfacci��n y por tanto su fidelizaci��n. Como forma de extender la relaci��n m��s all�� de una simple venta, las empresas modernas empezaron a implementar diversas estrategias. De esta forma aparecieron los primeros centros de atenci��n al cliente, las primeras aplicaciones hechas a medida para dar soporte a los clientes y por fin los sistemas CRM tal y como los concebimos hoy d��a. El presente proyecto fin de carrera da una explicaci��n de dichos sistemas indicando cu��les son sus objetos fundamentales y c��mo implementan la estrategia CRM y profundiza en uno de los sistemas CRM m��s utilizados: PeopleSoft CRM, dando una explicaci��n detallada de dicho sistemas as�� como de los conceptos y lenguaje de programaci��n de dicho sistema CRM. 1.2 SUMMARY (ENGLISH) The exchange and trade of goods as well and services goes back to ancient times in the history of mankind. Since its early beginning with the bartering of products in the Neolithic to our globalized hyper era, in which there are potential customers on the other side of the world, we can say that it has come a long way. After a certain length of time, the society and technology evolution, and also the enterprise development, has been necessary to implement strategies to achieve customer loyalty and satisfaction. We understood in this way that it no longer simply worth to sell a product to a customer, otherwise if we wanted to establish a relationship continues with the same, we should ensure their satisfaction and thus their loyalty. As a way to extend the relationship beyond a simple sale, modern enterprises began to implement several strategies. Therefore appeared the first customer service centers, the first applications tailored to support customers and finally the CRM systems as we know it today. This final project gives an explanation of such systems by indicating what the core objects are and how to implement the CRM strategy, deeping into one of the most widely used CRM systems: PeopleSoft CRM, and also giving a detailed explanation of this system and its programming language.

El nuevo reto de relaci��n con los clientes: Social CRM

La evoluci��n de Internet al modelo Web 2.0, ha creado el nuevo sistema denominado Social Media, donde han proliferado un n��mero ingente de redes sociales, que han cambiado las formas de relaci��n y colaboraci��n entre los usuarios, as�� como la relaciones de ��stos y las empresas. En respuesta a estos dram��ticos cambios sociales y tecnol��gicos, que actualmente est��n dando forma a las relaciones negocio-empresa, las empresas est��n descubriendo que es necesario modificar la estrategia de utilizaci��n del CRM (Customer Relationship Management) con sus clientes y desarrollar nuevas capacidades que permitan la creaci��n de valor con los clientes. Y es aqu�� donde aparece el concepto de Social CRM, entendido como una estrategia centrada en entender, anticiparse y responder mejor a las necesidades de los clientes existentes o potenciales, aprovechando los datos sociales, para crear unas fuertes relaciones beneficiosas para ambas partes. En este trabajo se describe un modelo de adopci��n de Social CRM, aplicando un m��todo de an��lisis ���Top-Down���, y basado en el modelo de Gartner denominado ���The Eight Building Blocks of CRM��� [1]. El presente trabajo descompone el modelo de adopci��n descrito por Gartner, en los siguientes puntos. - Una decisi��n estrat��gica de la compa����a - Asomarse a la realidad social - Analizar las redes sociales. - Metodolog��a de adopci��n. - Despliegue y extensi��n en todos los departamentos de la compa����a y la adaptaci��n de los recursos humanos. - Selecci��n e integraci��n con las plataformas tradicionales de CRM - An��lisis de herramientas de monitorizaci��n de Social CRM El modelo propuesto tiene dos objetivos, por un lado pretende proporcionar la visi��n de c��mo CRM puede influir en los resultados empresariales en la era del cliente social, y por otro, proporcionar a los administradores c��mo las inversiones y los recursos existentes de CRM puede ser integrados con las nuevas tecnolog��as y procesos para formar capacidades que pueden mejorar el rendimiento del negocio. ABSTRACT. ���The Internet evolution to Web 2.0 model has created a new system called Social Media, where have proliferated a huge number of social networks which have changed the relationship and collaboration forms user-to-user and user-to-company. In response to these dramatic social and technological changes that are currently shaping the business-business relationships, companies are finding it necessary to modify the strategy for use of CRM (Customer Relationship Management) with customers and develop new capabilities to creating value with customers. And here is where the concept of Social CRM appears, understood as a focus on understanding, anticipating and responding to the needs of existing and potential customers strategy, leveraging social data to create a strong mutually beneficial relationships. In this paper describes an adoption model of Social CRM, using a "Top-Down" analysis method and based on the model of Gartner called "The Eight Building Blocks of CRM" [1]. This paper decomposes the adoption model described by Gartner in the following points. - A company strategic decision. - Look at social reality. - Analyze social networks. - Methodology adoption. - Deployment and extension in all departments of the company and the adaptation of human resources. - Selection and integration with traditional CRM platforms. - Analysis of monitoring tools for Social CRM. The proposed model has two objectives, firstly aims to provide insight into how CRM can influence business outcomes in the era of the social customer, and secondly, to provide administrators how investments and existing resources can be integrated CRM with new technologies and processes for developing capabilities that can increase business performance���.

Estructuras, Procesos, Indicadores para Gestionar el Proceso de la Demanda Estrat��gica en las TI

En los ��ltimos a��os, el desarrollo industrial a nivel globalizado en los diferentes sectores, la difusi��n de la TI y el uso estrat��gico de la misma, han crecido de manera exponencial. El uso adecuado de esta, se ha convertido en una gran preocupaci��n para los ��rganos de gobierno de las organizaciones ya que la falta de direcci��n y control en las inversiones que se realizan en ellas, as�� como un uso inadecuado de las mismas pueden comprometer la consecuci��n de los objetivos de la organizaci��n, su competitividad y su sostenibilidad a medio-largo plazo. La preocupaci��n de los propietarios de los negocios es mejorar su rendimiento con la ayuda de la TI frente a sus competidores, realizando los procesos de negocio de una manera eficaz y eficiente, por lo que muchas organizaciones han realizado inversiones importantes en la adquisici��n de tecnolog��a para lograr sus prop��sitos. Sin embargo la ejecuci��n de estas inversiones no se ha gestionado adecuadamente, conforme a las pol��ticas y planes especificados en los planes de negocio de la organizaci��n y la entrega de los servicios de TI no ha sido conforme a los objetivos previstos, generando p��rdidas importantes y lo que es peor un gran deterioro de la imagen de la organizaci��n, por lo que consideramos a la gesti��n de la demanda estrat��gica de la TI como uno de los factores claves para el ��xito de los negocios, el cual no ha sido tomada en cuenta por los consejos de gobierno o los altos ejecutivos de las organizaciones. La investigaci��n comienza con una amplia revisi��n de la literatura, identificando dos elementos muy importantes, la demanda y el suministro de la TI dentro de la gobernanza corporativa de la TI; not��ndose la escasa informaci��n relacionado con la gesti��n de la demanda estrat��gica de la TI. Se realiz�� un estudio exploratorio para conocer como los miembros del consejo de administraci��n y altos ejecutivos de una organizaci��n gestionan la demanda estrat��gica de la TI, obteniendo una respuesta de 130 encuestados, donde se confirma que hace falta normas o metodolog��as para la gesti��n de la demanda estrat��gica de la TI. En base a estos resultados se ha construido un marco de trabajo para todo el proceso de la gesti��n de la demanda de la TI y como una soluci��n que se plantea en esta tesis doctoral, consiste en la elaboraci��n de una metodolog��a, combinando e integrando marcos de trabajo y est��ndares relacionados con la gobernanza corporativa de la TI. La metodolog��a propuesta est�� conformada por tres fases, cada fase con sus actividades principales, y cada actividad principal por un conjunto de sub-actividades. Adem��s, se establecen los roles y responsabilidades de los altos ejecutivos para cada una de las actividades principales. Esta propuesta debe ser de f��cil implantaci��n y aplicable en las organizaciones, permitiendo a estas afrontar con ��xito el desarrollo de sus negocios, con una mejor calidad, reduciendo los costes de operaci��n y empleando el menor tiempo posible. La validaci��n de la metodolog��a propuesta se realiz�� a trav��s de una encuesta online y un estudio de casos. En la encuesta de validaci��n participaron 42 altos ejecutivos de diferentes empresas y el estudio de casos se realiz�� con 5 empresas internacionales. Las respuestas de los estudios fueron analizados, para determinar la aceptaci��n o el rechazo de la metodolog��a propuesta por los participantes, confirmando la validez y confiabilidad del estudio. Este es uno de los primeros estudios reportado con evidencias emp��ricas para el proceso de la gesti��n de la demanda estrat��gica de la TI. Los resultados de esta investigaci��n han sido publicados en revistas y congresos internacionales. ABSTRACT In recent years, the globalized industrial development, diffusion and strategic use of IT in different sectors has grown exponentially. Proper use of IT has become a major concern for government bodies and organizations. Uncontrolled or mismanaged IT investments or improper IT use may compromise the achievement of an organization���s objectives, competitiveness and sustainability in the medium to long term. Business owners set out to use IT to outperform their competitors, enacting business processes effectively and efficiently. Many organizations have made significant investments in technology in order to achieve their aims. However, the deployment of these investments has not been managed properly in accordance with the policies and plans specified in the organizations��� business plans, and IT services have not been delivered in accordance with the specified objectives. This has generated significant losses and, worse still, has seriously damaged the image of organizations. Accordingly, we believe that IT strategic demand management is one of the key factors for business success which has not been overlooked by the boards of trustees or senior executives of organizations. The research begins with an extensive review of the literature. This review has identified two very important elements: IT demand and supply within the corporate governance of IT. We have found that information related to IT strategic demand management is scant. We conducted an exploratory study to learn how members of the board of directors and senior executives of an organization manage IT strategic demand. The survey, which was taken by 130 respondents, confirmed that standards or methodologies are needed to manage IT strategic demand. Based on the results, we have built a framework for the entire IT demand management process. The solution proposed in this thesis is to develop a methodology, combining and integrating frameworks and standards related to the corporate governance of IT. The proposed methodology is divided into three phases. Each phase is composed of a series of key activities, and each key activity is further split into minor activities. We also establish the roles and responsibilities of senior executives for each of the key activities. This proposal should be easy to implement and apply in organizations, enabling corporations to successfully conduct better quality business, reduce operating costs and save time. The proposed methodology was validated by means of an online survey and a case study. The validation survey was completed by 42 senior executives from different companies, and the case study was conducted at five international companies. The study results were analysed to determine the acceptance or rejection of the proposed methodology by the participants, confirming the validity and reliability of the study. This is one the first studies to report empirical evidence for the process of IT strategic demand management. The results of this research have been published in international journals and conferences.

Balanced scorecard to improve strategic management control at School of Mines and Energy, Universidad Polit��cnica de Madrid

We studied the situation in Spanish public universities regarding the use of the Balanced Scorecard (BSC), as an instrument of control and strategic management. Also, we studied its application to the School of Mines and Energy at Universidad Polit��cnica de Madrid. The main advantage of the BSC is that improves the organizational structure of the workplace and the achievement of the objectives that ensure long-term success. First we review the strategy for success used in the Spanish educational system and specifically in the Spanish public universities. Then using the BSC and applying the main strategic lines for the successful management of the School of Mines and Energy at Universidad Polit��cnica de Madrid. The strategic lines affect all the college groups and the success of the BSC tool is to increase communication between the faculties, personal auxiliary, students and society in general that make up the university. First we performed a SWOT analysis (DAFO in Spanish) there are proposed different perspectives that focus the long-term strategic objectives. The BSC is designed based on the strategic objectives that set the direction through using indicators and initiatives, the goals are achieved up to the programmed schedule. In the perspective of teaching, objectives are set to update facilities and increase partnerships with other universities and businesses, encouraging ongoing training of staff and improved coordination and internal communication. The internal process perspective aims at improving the marketing, the promotion of the international dimension of the school through strategic alliances, better mobility for students and professors and improved teaching and research quality results. It continues with improving the image of the school between customer?s perspective, the quality perceived by students and the loyalty of the teaching staff by retaining talent. Finally, the financial perspective which should contain costs without harming the quality, improving the employability of students and achieve relevant jobs at teaching and research through international measurement standards.

Efficiency analysis of information technology and online social networks management : an integrated DEA-Model assessment

This paper analyses the relationship between productive efficiency and online-social-networks (OSN) in Spanish telecommunications firms. A data-envelopment-analysis (DEA) is used and several indicators of business ?social Media? activities are incorporated. A super-efficiency analysis and bootstrapping techniques are performed to increase the model?s robustness and accuracy. Then, a logistic regression model is applied to characterise factors and drivers of good performance in OSN. Results reveal the company?s ability to absorb and utilise OSNs as a key factor in improving the productive efficiency. This paper presents a model for assessing the strategic performance of the presence and activity in OSN.

Human resources policies for strategic csr. The experience of ree (Red El��ctrica de Espa��a)

Corporate Social Responsibility (CSR) strategies have a strong link with human resources policies. Not only because employees are one of the main stakeholders and because leaders��� style is directly related to the deployment of the strategy, but also, and with a growing importance, because a company culture aligned with CSR values could be a key competitive factor. The relationships among CSR values, employees��� commitment and productivity is one of the research lines of the GIOS (Grupo de Investigaci��n de Organizaciones Sostenibles, Sustainable Organizations Research Group). Employees��� commitment management is one of the main challenges managers face, particularly in companies with a high proportion of knowledge workers. Many pieces of research indicate the direct relationship between employees��� commitment and company success. In this paper the results of a case study in REE (Red El��ctrica de Espa��a) identify some key variables to demonstrate that relationship. Based on commitment construct with the duality of emotional and rational commitment, and on the REE employee satisfaction survey, a direct relationship with organizational citizenship behaviour (OCB) variables appears. These OCB variables are an intermediate step with CSR values.From the results analysis of this survey a direct linear relationship can be seen between commitment and organizational citizenship behaviours. The relationships among emotional and rational commitment and OCB are examined separately with the conclusion being reached that there is a strong correlation in both cases. Moreover, the correlation between emotional commitment and OCB is somewhat stronger than that existing between rational commitment and OCB. it can also be seen how emotional commitment increases more strongly than rational commitment as organizational citizenship behaviours are gradually incorporated.