Peter Hirschbichler (14 results)

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Taschenbuch. Condition: Neu. Neuware -Master's Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (Universitätslehrgang Executive Master in Management ¿ MIM), language: English, abstract: In the last decades Information Technology (IT) has become vital for every company. And, a company not using IT would be unimaginable today. Primarily, IT was merely used for accelerating existent processes. Mostly standardised applications have been deployed to standard areas in companies (for example accounting software). Today, IT is an important part for modelling all types of business processes, not only the standardised processes. Furthermore, to gain competitive advantages, mere standard software is not suitable anymore. This is because standard software can not support the requirements of individualised processes, necessary for doing business better than the competitor. Therefore, either standard software is customised for supporting individualised processes or a company decides developing individualised software from the scratch.Often companies decide to develop individualised software on their own because of the following three reasons: First, the process knowledge is important for gaining competitive advantages and this confidential information must kept inside the company. Second, employees within the organisation have the best process knowledge. Effective transfer of process knowledge to the IT-department can be guaranteed. Third, customising standard software needs much external expertise which is in general expensive.Often, software development projects have budgets of several million Euros and can cause an even higher reduction of costs. Thus, process and software development has become one of the most important aspects for many IT-departments in today¿s companies.However, managing software developing projects is not an easy task. Many software developing projects are not on time and budget. An analysis of the Standish Group shows that only 26% of all software projects are completed on time and on budget and can provide the predefined functions. On the other hand, excellent developers with sophisticated approaches can increase productivity by ten to twenty times. (cf. Moll 2004) Consequently, the potential of cost reduction is very high. In future, companies have to deploy new information systems more effectively than today. Otherwise companies can not sustain competitive in faster changing markets.Books on Demand GmbH, Überseering 33, 22297 Hamburg 56 pp. Englisch.

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Master's Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (Universitatslehrgang Executive Master in Management - MIM), language: English, abstract: In the last decades Information Technology (IT) has become vital for every company. And, a company not using IT would be unimaginable today. Primarily, IT was merely used for accelerating existent processes. Mostly standardised applications have been deployed to standard areas in companies (for example accounting software). Today, IT is an important part for modelling all types of business processes, not only the standardised processes. Furthermore, to gain competitive advantages, mere standard software is not suitable anymore. This is because standard software can not support the requirements of individualised processes, necessary for doing business better than the competitor. Therefore, either standard software is customised for supporting individualised processes or a company decides developing individualised software from the scratch.Often companies decide to develop individualised software on their own because of the following three reasons: First, the process knowledge is important for gaining competitive advantages and this confidential information must kept inside the company. Second, employees within the organisation have the best process knowledge. Effective transfer of process knowledge to the IT-department can be guaranteed. Third, customising standard software needs much external expertise which is in general expensive.Often, software development projects have budgets of several million Euros and can cause an even higher reduction of costs. Thus, process and software development has become one of the most important aspects for many IT-departments in today's companies.However, managing software developing projects is not an easy task. Many software developing projects are not on time and budget. An analysis of the Standish Group shows that only 26% of all software projects are completed on time and on budget and can provide the predefined functions. On the other hand, excellent developers with sophisticated approaches can increase productivity by ten to twenty times. (cf. Moll 2004) Consequently, the potential of cost reduction is very high. In future, companies have to deploy new information systems more effectively than today. Otherwise companies can not sustain competitive in faster changing markets.

Taschenbuch. Condition: Neu. Neuware -Master's Thesis from the year 2009 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (International Executive MBA General Management (Upgrade)), language: English, abstract: Information technology (IT) plays a major role in today¿s companies. Although, in most firms IT does not generate the core customer value itself, it rather supports creating additional customer value or enables cost efficiency of business processes. This is why IT departments are viewed in most cases as service centres of companies, providing a defined set of services for as low costs as possible. But, service centres should still strive to provide only these services which are necessary for supporting the company¿s strategy. In the beginning of information technology, IT departments defined the quality and quantity of services provided for the firm. Also, innovations concerning IT, evolved mostly within the IT department. This was because only IT-staff has known the range of possibilities IT was able to offer. A major problem of the IT department defining the quality of service was that many improvements have been made for the sake of IT only and have not been aligned to the strategy of the company. Therefore, many resources of a company have been wasted in IT departments. However, for today¿s businesses it is essential that IT enables only corporate strategies in order to remain effective.Caused by the current financial crisis, uncertain times for businesses are expected. This makes strategy alignment and execution of IT departments even more significant in order to stay efficient and effective. But, a recent survey carried out by McKinsey & Company shows that there are still enormous potentials for improving the performance of IT departments. For example the survey shows that the basic services are met quite well by many IT departments, but the big challenges for supporting the business, still remain. Also, 67% of all respondents of the survey (chief information officers and senior executives) think that the business and IT strategy are not tightly integrated in their company. (cf. McKinsey 2008)Consequently, strategy alignment of business and IT as well as strategy execution are not simple tasks. Processes which are supporting the strategy effectively have to be defined and controlled constantly. Controlling tangible assets, which affect the strategy, might turn out to be fairly complex, controlling intangible assets is even more difficult. [.]Books on Demand GmbH, Überseering 33, 22297 Hamburg 56 pp. Englisch.

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Master's Thesis from the year 2009 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (International Executive MBA General Management (Upgrade)), language: English, abstract: Information technology (IT) plays a major role in today's companies. Although, in most firms IT does not generate the core customer value itself, it rather supports creating additional customer value or enables cost efficiency of business processes. This is why IT departments are viewed in most cases as service centres of companies, providing a defined set of services for as low costs as possible. But, service centres should still strive to provide only these services which are necessary for supporting the company's strategy. In the beginning of information technology, IT departments defined the quality and quantity of services provided for the firm. Also, innovations concerning IT, evolved mostly within the IT department. This was because only IT-staff has known the range of possibilities IT was able to offer. A major problem of the IT department defining the quality of service was that many improvements have been made for the sake of IT only and have not been aligned to the strategy of the company. Therefore, many resources of a company have been wasted in IT departments. However, for today's businesses it is essential that IT enables only corporate strategies in order to remain effective.Caused by the current financial crisis, uncertain times for businesses are expected. This makes strategy alignment and execution of IT departments even more significant in order to stay efficient and effective. But, a recent survey carried out by McKinsey & Company shows that there are still enormous potentials for improving the performance of IT departments. For example the survey shows that the basic services are met quite well by many IT departments, but the big challenges for supporting the business, still remain. Also, 67% of all respondents of the survey (chief information officers and senior executives) think that the business and IT strategy are not tightly integrated in their company. (cf. McKinsey 2008)Consequently, strategy alignment of business and IT as well as strategy execution are not simple tasks. Processes which are supporting the strategy effectively have to be defined and controlled constantly. Controlling tangible assets, which affect the strategy, might turn out to be fairly complex, controlling intangible assets is even more difficult. [.].

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - Master's Thesis from the year 2010 in the subject Computer Science - Applied, grade: 1, Fachhochschule Salzburg (Information Technology und Systems Management), language: English, abstract: Precise order quantity forecasting for fashion retailers is difficult, because of the specific nature of fashion products namely long lead times, seasonality, and product attributes suchas sizes, colours, and cuts. This thesis contributes to order quantity forecasting for fashion products by the use of regression analysis. For this purpose, forecasting techniques in general, and parametric as well as nonparametric regression analysis in articular are presented. This is followed by fundamentals of data mining, specifically data preprocessing and data warehousing, in order to be able to apply regression analysis on historical sales data. Furthermore, to examine the quality of forecasts a method forevaluating the economical benefit of order quantity forecasting was developed.As a next step, the presented methods for forecasting were applied to historical sales data. Therefore, sales data was analysed, regression models were applied and forecasts werecalculated and evaluated finally. This thesis is concluded by suggesting a forecasting implementation and by discussing the contributions to order quantity forecasting.

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Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Master's Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (Universitatslehrgang Executive Master in Management - MIM), language: English, abstract: In the last decades Information Technology (IT) has become vital for every company. And, a company not using IT would be unimaginable today. Primarily, IT was merely used for accelerating existent processes. Mostly standardised applications have been deployed to standard areas in companies (for example accounting software). Today, IT is an important part for modelling all types of business processes, not only the standardised processes. Furthermore, to gain competitive advantages, mere standard software is not suitable anymore. This is because standard software can not support the requirements of individualised processes, necessary for doing business better than the competitor. Therefore, either standard software is customised for supporting individualised processes or a company decides developing individualised software from the scratch.Often companies decide to develop individualised software on their own because of the following three reasons: First, the process knowledge is important for gaining competitive advantages and this confidential information must kept inside the company. Second, employees within the organisation have the best process knowledge. Effective transfer of process knowledge to the IT-department can be guaranteed. Third, customising standard software needs much external expertise which is in general expensive.Often, software development projects have budgets of several million Euros and can cause an even higher reduction of costs. Thus, process and software development has become one of the most important aspects for many IT-departments in today's companies.However, managing software developing projects is not an easy task. Many software developing projects are not on time and budget. An analysis of the Standish Group shows that only 26% of all software projects are completed on time and on budget and can provide the predefined functions. On the other hand, excellent developers with sophisticated approaches can increase productivity by ten to twenty times. (cf. Moll 2004) Consequently, the potential of cost reduction is very high. In future, companies have to deploy new information systems more effectively than today. Otherwise companies can not sustain competitive in faster changing markets. 56 pp. Englisch.

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Master's Thesis from the year 2009 in the subject Business economics - Business Management, Corporate Governance, grade: 1, University of Salzburg (International Executive MBA General Management (Upgrade)), language: English, abstract: Information technology (IT) plays a major role in today's companies. Although, in most firms IT does not generate the core customer value itself, it rather supports creating additional customer value or enables cost efficiency of business processes. This is why IT departments are viewed in most cases as service centres of companies, providing a defined set of services for as low costs as possible. But, service centres should still strive to provide only these services which are necessary for supporting the company's strategy. In the beginning of information technology, IT departments defined the quality and quantity of services provided for the firm. Also, innovations concerning IT, evolved mostly within the IT department. This was because only IT-staff has known the range of possibilities IT was able to offer. A major problem of the IT department defining the quality of service was that many improvements have been made for the sake of IT only and have not been aligned to the strategy of the company. Therefore, many resources of a company have been wasted in IT departments. However, for today's businesses it is essential that IT enables only corporate strategies in order to remain effective.Caused by the current financial crisis, uncertain times for businesses are expected. This makes strategy alignment and execution of IT departments even more significant in order to stay efficient and effective. But, a recent survey carried out by McKinsey & Company shows that there are still enormous potentials for improving the performance of IT departments. For example the survey shows that the basic services are met quite well by many IT departments, but the big challenges for supporting the business, still remain. Also, 67% of all respondents of the survey (chief information officers and senior executives) think that the business and IT strategy are not tightly integrated in their company. (cf. McKinsey 2008)Consequently, strategy alignment of business and IT as well as strategy execution are not simple tasks. Processes which are supporting the strategy effectively have to be defined and controlled constantly. Controlling tangible assets, which affect the strategy, might turn out to be fairly complex, controlling intangible assets is even more difficult. [.] 56 pp. Englisch.

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Master's Thesis from the year 2010 in the subject Computer Science - Applied, grade: 1, Fachhochschule Salzburg (Information Technology und Systems Management), language: English, abstract: Precise order quantity forecasting for fashion retailers is difficult, because of the specific nature of fashion products namely long lead times, seasonality, and product attributes suchas sizes, colours, and cuts. This thesis contributes to order quantity forecasting for fashion products by the use of regression analysis. For this purpose, forecasting techniques in general, and parametric as well as nonparametric regression analysis in articular are presented. This is followed by fundamentals of data mining, specifically data preprocessing and data warehousing, in order to be able to apply regression analysis on historical sales data. Furthermore, to examine the quality of forecasts a method forevaluating the economical benefit of order quantity forecasting was developed.As a next step, the presented methods for forecasting were applied to historical sales data. Therefore, sales data was analysed, regression models were applied and forecasts werecalculated and evaluated finally. This thesis is concluded by suggesting a forecasting implementation and by discussing the contributions to order quantity forecasting. 108 pp. Englisch.

Taschenbuch. Condition: Neu. Managing software developing projects | Peter Hirschbichler | Taschenbuch | 56 S. | Englisch | 2011 | GRIN Verlag | EAN 9783640813209 | Verantwortliche Person für die EU: BoD - Books on Demand, In de Tarpen 42, 22848 Norderstedt, info[at]bod[dot]de | Anbieter: preigu Print on Demand.

Taschenbuch. Condition: Neu. Implementation of an IT Balanced Scorecard | Theory and Application | Peter Hirschbichler | Taschenbuch | 56 S. | Englisch | 2011 | GRIN Verlag | EAN 9783640813186 | Verantwortliche Person für die EU: BoD - Books on Demand, In de Tarpen 42, 22848 Norderstedt, info[at]bod[dot]de | Anbieter: preigu Print on Demand.