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FCAPS is an acronym for fault, configuration, accounting, performance, security, the management categories into which the ISO model defines network management tasks. In non-billing organizations accounting is sometimes replaced with administration .
The DICE framework, or Duration, Integrity, Commitment, and Effort framework is a tool for evaluating projects, [1] predicting project outcomes, and allocating resources strategically to maximize delivery of a program or portfolio of initiatives, aiming for consistency in evaluating projects with subjective inputs.
As a form of internal analysis, VRIO evaluates all the resources and capabilities of a firm. It was first proposed by Jay Barney in 1991. VRIO is an initialism for the four question framework asked about a resource or capability to determine its competitive potential:
COBIT (Control Objectives for Information and Related Technologies) is a framework created by ISACA for information technology (IT) management and IT governance. [1]The framework is business focused and defines a set of generic processes for the management of IT, with each process defined together with process inputs and outputs, key process-activities, process objectives, performance measures ...
According to Gartner, there is a 5-stage maturity model for S&OP, and in this model, integrated business planning is denoted as Phased 4 & 5. [1] Over time, IBP has evolved, combining Enterprise Performance Management (EPM) and S&OP to enhance planning capabilities for financial and operational professionals. [2]
SWIM is part of FAA's NextGen, an umbrella term for the ongoing evolution of the United States' NAS from a ground-based system of air traffic control (ATC) to a satellite-based system of air traffic management. The transformation to NextGen requires programs and technologies that provide more efficient operations, including streamlined ...
Process-based management is a management approach that views a business as a collection of processes, managed to achieve a desired result. [1] Processes are managed and improved by the organisation for the purpose of achieving its vision, mission and core values. A clear correlation between processes and vision supports the company in planning ...
Risk-based performance attribution decomposes the performance of a portfolio based on various risk factors or risk exposures (see factor analysis). For complex or dynamic portfolios, risk-based profit attribution may have some advantages over methods which rely only on realized performance. This may be the case for some hedge fund strategies. [23]