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Capability management is the approach to the management of an organization, typically a business organization or firm, based on the "theory of the firm" as a collection of capabilities that may be exercised to earn revenues in the marketplace and compete with other firms in the industry.
Capability management is a high-level management function, with particular application in the context of defense.. Capability management aims to balance economy in meeting current operational requirements, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an enterprise.
In order to correct these problems, JCIDS is intended to guide the development of requirements for future acquisition systems to reflect the needs of all five services (Army, Navy, Marine Corps, Space Force and Air Force) by focusing the requirements generation process on needed capabilities as requested or defined by one of the US combatant ...
A capability, in the systems engineering sense, is defined as the ability to execute a specified course of action. A capability may or may not be accompanied by an intention. [1] The term is used in the defense industry but also in private industry (e.g. gap analysis).
Specific business capabilities in business capability models can be titled using either a noun-verb style or a verb-noun style, e.g. "product development" or "develop products". [5] [6] [7] In their simplest form business capability models can show only structured sets of nested business capabilities and sub-capabilities.
The concept of the enterprise control system encompasses everything from sensors and people in manufacturing to the ERP system. An enterprise control system is the open architecture framework to integrate control systems with the enterprise while adding functions to improve business performance including MES, optimization, workflow, quality ...
People Capability Maturity Model. The People CMM document describes the practices that constitute each of its maturity levels and provides information on how to apply them to guide organizational improvements. It describes an organization's capability for developing its workforce at each maturity level.
Fig. 1. Resilient Control System Design and Metrics Philosophy. From a philosophical standpoint, advancing the area of resilient control systems requires a definition, metrics and consideration of the challenges and associated disciplinary fusion to address. From these will fall the value proposition for investment and adoption.