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Arrow diagram. This tool is used to plan the appropriate sequence or schedule for a set of tasks and related subtasks. It is used when subtasks must occur in parallel. The diagram helps in determining the critical path (longest sequence of tasks). The purpose is to help people sequentially define, organize, and manage a complex set of activities.
The Ansoff matrix is a strategic planning tool that provides a framework to help executives, senior managers, and marketers devise strategies for future business growth. [1] It is named after Russian American Igor Ansoff , an applied mathematician and business manager, who created the concept.
Examples of using matrix management: Digital Equipment Corporation founder Ken Olsen spawned and popularized Matrix Management. [9] [10] [11] ABB, formed from a 1988 merger and followed by "an ambitious acquisition program." Guiding this was a corporate structure whereby "local operations were organized within the framework of a two-dimensional ...
In strategic planning and strategic management, SWOT analysis (also known as the SWOT matrix, TOWS, WOTS, WOTS-UP, and situational analysis) [1] is a decision-making technique that identifies the strengths, weaknesses, opportunities, and threats of an organization or project.
A sample DSM with 7 elements and 11 dependency marks. The design structure matrix (DSM; also referred to as dependency structure matrix, dependency structure method, dependency source matrix, problem solving matrix (PSM), incidence matrix, N 2 matrix, interaction matrix, dependency map or design precedence matrix) is a simple, compact and visual representation of a system or project in the ...
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
The plan will take five years to implement, and will replace the founder's highly subjective "seat of the pants" style with a more carefully thought out way of doing business. The board of directors needs to choose someone to lead the company through the change and upheaval that implementing the consultant's plan will involve.
The emphasis of the PDPC is to identify the consequential impact of failure on activity plans, and create appropriate contingency plans to limit risks. Process diagrams and planning tree diagrams are extended by a couple of levels when the PDPC is applied to the bottom level tasks on those diagrams.