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Product management is the business process of planning, developing, launching, and managing a product or service. It includes the entire lifecycle of a product, from ideation to development to go to market .
Adjunct to the theory and practice of learning management is the Learning Management Design Process (LMDP). The LMDP is a curriculum planning process comprising 8 'learning design based' questions. The process was developed by Professor David Lynch of Central Queensland University in 1998 and is used primarily as a tool to train teachers to ...
A learning management system (LMS) is a software application for the administration, documentation, tracking, reporting, automation, and delivery of educational courses, training programs, materials or learning and development programs. [1] The learning management system concept emerged directly from e-Learning. Learning management systems make ...
A product manager (PM) is a professional role that is responsible for the development of products for an organization, known as the practice of product management.Product managers own the product strategy behind a product (physical or digital), specify its functional requirements, and manage feature releases.
Organizational learning happens as a function of experience within an organization and allows the organization to stay competitive in an ever-changing environment. . Organizational learning is a process improvement that can increase efficiency, accuracy, a
Product and portfolio management 2 (PPM) are focused on managing resource allocation, tracking progress, planning for new product development projects that are in process (or in a holding status). Portfolio management is a tool that assists management in tracking progress on new products and making trade-off decisions when allocating scarce ...
Subject-oriented business process management (S-BPM) is a communication based view on actors (the subjects), which compose a business process orchestration or choreography. [1] The modeling paradigm uses five symbols to model any process and allows direct transformation into executable form.
Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt Japanese automaker in the early 1950s to today's dominant global player. [4] At every stage of its expansion, Toyota remained a puzzle by capturing new markets with products deemed relatively unattractive and with systematically lower costs while not following any of the usual management dictates.