Book Description
NEW FOURTH EDITION Decision Analysis has, for decades, been the most powerful method available for making decisions under conditions of uncertainty, e.g., new business strategies and new product launches. In this timely book, business consultants McNamee and Celona set forth the practical application of decision analysis for business decision-makers and those who support them. The book clearly illustrates the need for coupling decision process with analysis to create quality decisions. Includes cases and discussion questions. 339 pages.
Customer Reviews:
Excellent refresher and reference for working professionals.......2002-05-28
This book is an excellent intermediate-level text on decision analysis that deals with both uncertainty and risk. It uses realistic examples that working professionals will appreciate and to which they can relate.
It's written as a tutorial that uses two tools, Sensitivity, which is used with the chapters dealing with decisions under uncertainty, and Supertree for developing decision trees related to risk analysis. Instructions on obtaining the student versions of these programs are included in the book. Note that the student version of Supertree accommodates trees with up to 250 endpoints, and the student version of Sensitivity performs sensitivity for up to 12 variables.
My most used text on decision analysis is Making Hard Decisions by Robert T. Clemen. Where that book is more comprehensive, it's also less suitable for the working professional who needs a refresher and a desk reference. Therein lies the main value of this book - it's more aligned to real world problems that you'll find in the workplace and is written to be both a tutorial and a reference.
Average customer rating:
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Closed Loop Lifecycle Planning(R): A Complete Guide to Managing Your PC Fleet (HP Professional)
Bruce Michelson
Manufacturer: Addison-Wesley Professional
ProductGroup: Book
Binding: Hardcover
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ASIN: 0321477146 |
Book Description
BETTER SUPPORT, LOWER COSTS: OPTIMIZE YOUR PC HARDWARE LIFECYCLE, FROM ACQUISITION TO DISPOSAL
It typically costs four times as much to support a PC as it does to purchase it--often, even more. The solution:
Closed Loop Lifecycle Planning®, Bruce Michelson’s comprehensive, proven, best-practice methodology for managing client hardware. Drawing on decades of experience working with Hewlett-Packard’s largest and most complex clients, Michelson shows how to monitor and manage lifecycle tasks systematically and coherently–improving efficiency and driving out cost at every phase of your hardware lifecycle, no matter what that hardware is. Michelson shows IT managers how to segment users to provide the right equipment and support at the lowest cost and offers in-depth guidance on controlling the cost of change. His pragmatic approach fully reflects IT’s business context and addresses crucial related issues, ranging from service delivery to security and risk management.
Coverage includes:
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The core concepts of closed loop lifecycle planning and transitioning to lifecycle management for the first time
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Effectively managing all three client lifecycle management âsuitesâ: commodity, value, and economic
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Addressing the business and political challenges associated with PC lifecycle management
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Optimizing upfront tasks: hardware/software acquisition, interoperability, prototyping, staging, integration, image management, and installation
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Managing deployed PCs: moves, adds, changes; warranty/maintenance; asset management; help desks; networking; and program management
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Refreshing technology and securely disposing of hardware at end-of-life
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Minimizing user downtime and ensuring business continuity
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Reducing existing costs, avoiding new costs, and learning the broader lessons of closed loop lifecycle planning
Register your book and download extra chapters at http://www.awprofessional.com/bookstore/register.asp.
Introduction 1
Part I Lifecycle Management
1 Closed Loop Lifecycle Planning Methodology 7
2 Overview of Closed Loop Lifecycle Planning 21
3 Acquiring Hardware 37
4 Acquiring Software 51
5 Staging and Integration 71
6 Installation 85
7 Moves, Adds, and Changes (MACs) 95
8 Warranty and Maintenance 105
9 Asset Management 119
10 The Help Desk 139
11 Program Management 159
12 Disposing of Client Devices at the End of Life 171
13 Technology Refresh 187
14 Service-Delivery Strategies 207
15 Security and Risk 233
16 Global Lifecycle 249
17 Disaster Recovery and Business Continuity 261
18 End-User Downtime 267
19 Lifecycle Management: Business Observations 275
Index 529
ONLINE CHAPTERS
Part II Additional Detailed Lifecycle Management Content
20 Interoperability and Prototyping 287
21 Image Management 295
22 Networking 307
23 Management Tools 315
24 The Quantification of Benefits and Value of Closed Loop Lifecycle Planning 323
25 Closed Loop Lifecycle Planning for Servers 359
26 Industry Profiles: Lifecycle Considerations 367
Bonus Section User Segmentation: A Complement to Closed Loop Lifecycle Planning
27 Overview of User Segmentation 381
28 Technologies in User Segmentation 399
29 Expanding the Technologies Under a User Segmentation Strategy 427
30 End-User Segments 453
31 User Segmentation and the Closed Loop Lifecycle Planning Model 505
Customer Reviews:
A Practical Process.......2007-10-15
This is an excellent description of a tried and true process that has been verified through use with many clients. Managing desktop hardware and software assets is a must if a client is going to control cost and ensure that there are no unexpected and costly "true-ups" with Microsoft and other vendors. This book explains how to do it!
Average customer rating:
- EXCELLENT BOOK FOR HELATH FINANCIAL MANAGERS
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Financial Analysis and Decision Making for Healthcare Organizations: A Guide for the Healthcare Professional
Louis C. Gapenski
Manufacturer: McGraw-Hill Publishing Co
ProductGroup: Book
Binding: Hardcover
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Healthcare Finance: An Introduction to Accounting and Financial Management
ASIN: 0786310332 |
Book Description
Financial Analysis and Decision Making for Healthcare Organizations will prepare you for the growth of managed care by providing you with financial management theory and concepts that can enhance your own financial decision making. This book will provide you with: A complete guide to the fundamentals of finance
Illustrations of financial principles in a variety of healthcare settings and real-world situations
Capital acquisition and investment analysis discussions
How managerial decisions can affect your organization's cost of debt
Customer Reviews:
EXCELLENT BOOK FOR HELATH FINANCIAL MANAGERS.......1999-01-16
THIS BOOK IS AN EXCELLENT REVIEW OF WHAT THE FINANCIAL MANAGERS SHOULD HAVE IN THEIR MINDS. IT HELPS TO UNDERSTAND AND RUNNING YOUR COMPANY. ANYONE HAS TO READ IT
Average customer rating:
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CIM Coursebook 01/02 Diploma Case Study Book: Analysis and Decision (CIM Coursebook)
Ashok Ranchhod
Manufacturer: Butterworth-Heinemann
ProductGroup: Book
Binding: Paperback
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ASIN: 0750653140 |
Book Description
'Diploma Case Study Book: Analysis and Decision 2001-2002' is a specifically tailored coursebook for students undertaking the Analysis and Decision module of the CIM Diploma.
Butterworth-Heinemann have worked closely with the Education Division of the CIM to ensure that all aspects of the text are up-to-date and correspond to the CIM's requirements, making this title the definitive companion to this year's course. Its comprehensive content and user-friendly text layout are designed to facilitate learning, with questions, activities, definitions and study tips to support the theory, while the structured study units link the information directly to the CIM syllabus.
The new edition of this text contains:
· a clear and straightforward approach
· new innovative models of case study preparation
· new and up to date examples and case studies to illustrate the theory
· additional text references and website references
· preparatory aids for the final exam, including the most recent exam papers, examiners' marking schemes and specimen answers
Comprehensive yet uniquely accessible, it provides essential support for anyone undertaking a CIM course.
written by the CIM Senior Examiner for the Diploma Analysis and Decision module
completely revised and updated to fit in with the CIM Diploma Analysis and Decision syllabus
officially endorsed by the CIM
Average customer rating:
- Looking beyond the factory fence
- Not really about technical intelligence
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Competitive Technical Intelligence: A Guide to Design, Analysis, and Action (ACS Professional Reference Books)
Mathias M. Coburn
Manufacturer: An American Chemical Society Publication
ProductGroup: Book
Binding: Hardcover
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ASIN: 0841235155 |
Book Description
Significant changes in both technology and the marketplace are making it essential for companies to keep a close watch on their competition. Competitive Technical Intelligence, written by a leader in the field, shows how to do this systematically and reliably. The book covers the full range of issues, from initiating a technical intelligence program and integrating it into a strategic technical plan to setting up strategic alliances with other companies. The methods presented can be applied to a wide range of industries. Although it may sound like industrial espionage, competitive technical intelligence is really a tool for managing the tremendous amount of information available to the public, and this volume includes extensive advice on how to use diverse information sources efficiently and how to find and evaluate new sources. The book includes numerous examples and a clear emphasis on basic principles, making it valuable for anyone interested in tracking and analyzing changes in current technology and industrial practices.
Customer Reviews:
Looking beyond the factory fence.......2000-10-12
Mr. Coburn may cause you to challenge the approach that you take in understanding your business. He forces you to look from the outside inward rather than looking outward which is generally the path of least resistance. Surprise your customers and competitors are also living in this space. We will begin to see things differently from this vantage point, and that is a key part of the message in this book. Our ability to utilize the knowledge that exists in this competitive world will facilitate the improvements inside of our business. The advantage for the winners in the future will be to capture this mass of data, transform it into knowledge and/or wisdom and move this activity into one of your routine business process. Not such an easy task to create in a cost cutting world, but you can't afford "not to."
Not really about technical intelligence.......2000-04-10
The title of this book is somewhat misleading. It is a concise and relatively informative discussion of technology strategy and tactics, rather than technical intelligence. It does contain a good overview of the different sources of technical intelligence, but very little useful material on intelligence analysis. A number of case briefs of are included, but they are weakened by the author's choice not to include company identities in the briefs.
Average customer rating:
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Creative Computer Software for Strategic Thinking and Decision Making: A Guide for Senior Management and MIS Professionals
Robert J. Thierauf
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
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| New & Used Textbooks
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ASIN: 0899307582 |
Book Description
Current thinking about how to improve strategic planning (now upgraded to strategic thinking) and decision making by managers at all levels is to employ some aspect of information systems technology. Although this approach has worked well for most organizations, chief executives are now asking their managers to do what they do best but to do it better. But how? Future thinking about improving strategic thinking and decision making involves integrating creativity with the latest in information systems. Hence, the power of the computer can be an important means to assist managers in doing what they do better when employing a creative computer software approach. Initially, the text looks at a number of areas that are impacted by creativity, with special emphasis on creative computer software. Management decision making is examined from a problem-finding or a forward-looking viewpoint that can benefit from utilizing creative computer software. Not only is this software useful for organizing ideas, but also for getting managers involved in networking ideas in different locations of a company. But more importantly, this software centers on the generation of new ideas. To demonstrate the generation of these ideas, the final part of the text gives a number of real-world applications of creative computer software. Particular emphasis is placed on Idea Fisher 4.0, an effective software package for generating new products and services.
Average customer rating:
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Decision and risk analysis for practicing engineers (The Barnes & Noble professional engineering career development series)
Melvin W Lifson
Manufacturer: Distributed exclusively by Cahners Books
ProductGroup: Book
Binding: Unknown Binding
Management & Leadership
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| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
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General & Reference
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ASIN: B0006C2ZQO |
Customer Reviews:
Real-reality has many aspects.......2004-10-03
Formerly a professor of Systems Science at Portland State University, Linstone has written and/or co-authored several works on related topics such as social implications of technological developments. His 20 years of experience in the aircraft industry at Hughs and Lockheed further certify his credentials as an expert in systems analysis and operations management.
In his latest book, reviewed presently, Linstone describes three perspectives from which socio-technical systems may be viewed. Not merely mathematical formulae or computer models, these perspectives encompass particular sensitivities on the part of the individual or group that's conducting a critical analysis of a system, corporation, decision or other entity that's appropriately subjected to such scrutiny. The technical perspective (T) sees organizations as hierarchical structures, modeled using principles from system dynamics, to which decision analysis and other tools of management science may be applied. By contrast the organizational perspective (O) considers the strength of an organization relative to competitors. Effectiveness of an organization's leadership and the structure of its corporate chart are the main concerns of the O perspective. The third perspective, personal (P) focuses on those concerns that relate more directly to individuals. Job security and opportunities to advance with the organization are the domain of the P perspective.
That each of the three perspectives yields insights about a system that are generally not obtainable with the others is a central theme of Linstone's book. He persuasively shows that the integration of insights from the three perspectives reveals a system whose whole is more than the sum of the parts, just as one cannot appreciate the overall expanse of a three dimensional body from any one of the 2-D representations.
The following chapter-by-chapter summary serves as a detailed overview of Linstone's important work.
Chapter 1 introduces the main topics of the book. Here, the reader learns of how the author's experience in the aircraft industry and at a nonprofit (RAND) helped shape his views on systems analysis and decision making. Linstone first presents his case for multi-perspective organizational analysis in this chapter. That there is more than one way of looking at a system and that "each yields insights about it that are not obtainable from the others" is demonstrated via presentation of several systems and situations from varied disciplines. This point is made repeatedly and convincingly over the course of the book.
Chapter 2, entitled "The Usual Perspective and Its Limitations" demonstrates that the pervasive "problem-solution" view. It is an outdated approach that simplistically maintains that even complex problems have only one "best" solution and fails to consider that technological "solutions" tend to create new, unforeseen problems -- does not effectively address real-world complex problems, which only by exception are amenable to linear programming techniques. Further, "ignoring the individual" or (equivalently) "losing him in the aggregate view", so as to simplify problems may serve to exacerbate the problem of interest or cause new problems altogether. Similarly, the interaction of society and technology - obvious in the contemporary world where e-mail has supplanted "conventional" voice and written communication - has been largely ignored in the past with unfavorable circumstances.
In Chapter 3 ("Our Proposed Perspectives"), Linstone formally offers his interdependent perspectives for viewing organizations. Filtered through the lenses of technical, organizational and personal perspectives, the inherent complexity of systems and decisions worthy of consideration may be fully appreciated. The major characteristics of each perspective are succinctly tabulated in this chapter (Table 1, p.52), along the dimensions of "worldview" ("science-technology" for T), "system focus" ("social" for O), "ethical basis" ("morality, personal ethics" for P) along with other descriptors. Finally, this chapter shows how the integration of input from various perspectives gives rise to a cohesive view and how the perspectives may be cross-linked to yield further insights.
Chapter 4 considers applications of T-O-P to the public sector. Instructive examples are drawn from W.W.II events (e.g. the decision to use an atomic bomb) and military technology (M16 rifle). The A-bomb decision - from its inception through the predicted ramifications of each possible course of action - is treated exhaustively from each of the perspectives. Other examples include management of the immediate and long term aftereffects of Mt St Helen's eruption in 1980, as viewed from each of the perspectives. The chapter concludes by pointing out that moving beyond the T perspective is "exceedingly valuable", as O's and P's views help one greatly to understand the decision process.
Entitled "Illustrations from the Private Sector"; Chapter 5 considers applications of T-O-P to such problems as construction of a hydroelectric facility, and to the manufacture of commercial aircraft. The latter case is explored comprehensively from each perspective. Linstone concludes by detailing the contributions of the O and P perspectives. The O perspective suggests that the needs of corporate and marketing trump "rational analysis", with tragic results regarding product development strategies. Similarly, senior management tends to weigh more heavily the O relative to the T perspective with regard to purchasing and even safety issues. A final lesson that's obtained by O considerations concerns the "deadly" long-term impact of a persistent tendency towards inaction even in the face of serious safety concerns. Meanwhile, the P perspective shows that charismatic leadership and negotiating skill can save a failing organization, as evidenced by the manner in which Lockheed narrowly averted corporate disaster in 1971. Dan Haughton, Lockheed's Chairman of the Board at that time, is credited with personally saving the company by virtue of his superior negotiating skills and leadership ability.
Chapter 6 considers risk assessment and the unfavorable outcomes associated with system failure from the T-O-P perspectives. Illustrative examples of the risks associated with technological development include the notorious Exxon Valdez disaster of 1989 when that tanker spilled 10.8 million gallons of crude oil into Alaska's Prince William Sound. The behavior of the major players in this disaster - including Capt. Hazelwood, Alaska's governor, local fishermen, Exxon executives, and many others - is analyzed from both O and P perspectives through the course of Linstones' thorough treatment of this case study.
Nuclear accidents (Three Mile Island, Chernobyl) are treated in Chapter 6 as well. Common deficiencies that helped to cause or exacerbate these disasters are identified. Engineers' over-emphasizing the T perspective, while overlooking O and P, indirectly contributed to these catastrophes.
Entitled "Technology: Forecasting and Planning", Chapter 7 focuses on how to resolve the inconsistency of T, O, and P individuals with regard to their "planning horizons" and "discount rates". That is, those that are T dominant tend to plan far in advance (low discounting) while P's and O's respectively plan for the short (high discounting) and intermediate (moderate discounting) term. Yet T's, O's and P's must productively co-exist if their organizations are to succeed. Linstone describes a "space-time" discounting problem that leads to a "profound ethical dilemma: intragenerational vs. intergenerational equity". That is, how should individuals, organizations and society at large balance resources among the competing needs associated with improving the lives of the poor in our society today and the lot of future generations? In economic terms, one solution to this compelling problem implies that negative real discount rates are optimal in terms of societal preservation, suggesting that "our grandchildren are more important than we are". Next in this chapter, T, O and P-oriented forecasts are compared and contrasted in terms of biases. Finally, the chapter concludes with a discussion of T-based planning.
The penultimate chapter focuses on future developments in the systems area. As complex nonlinear and adaptive systems become more commonplace, the challenge for forecasters becomes increasingly formidable. Systems that behave nonlinearly or exhibit instability are exceedingly difficult to modeling using conventional methods. Yet, computer simulations of complex, dynamic systems show promise for predicting the likely outcomes of such processes. A discussion regarding the tradeoffs between space and time, as a means of preparing better for future problems, is particularly compelling. Linstone suggests that "distant space/near time [may be] used as a surrogate for distant time/near space". As an example, potential solutions to future problems in urban transportation that American cities may face are already in effect in European ones. The author concludes Chapter 8 by commenting on "a different perspective on the perspectives". He speculates that O and P perspectives may "automatically sweep in `knowledge' ", just as succeeding generations through the course of human evolution benefit from "accumulated genetic knowledge".
Finally, in Chapter 9 Linstone concludes this volume on multi-perspective decision making by providing seven specific guidelines for the reader who is seriously interested in improving his professional livelihood? To summarize, they (1) suggest that a successful practitioner strikes an appropriate balance among the three perspectives and their integration (devote approximately equal emphasis to each), (2) uses good judgement in selecting perspectives, and (3) recognizes that O and P require distinctly different means of obtaining input than does T. That is, perspectives are distinguished by "how rather than at what we are looking". Additional guidelines cover (4) sensitivity to interdependencies of the perspectives, (5) taking care to avoid "thinking statically in a dynamic environment", (6) choosing appropriate (perspective dependent) media for communication, and (7) recognition of the "political sensitivity" of O and P. Taken together, these guidelines provide a practical means for technologically biased individuals to incorporate the multi-perspective approach to decision making and system analysis. As such, they appropriately reflect the lessons learned from a series of instructive case studies that are presented in a well-reasoned, compelling, and engaging manner.
Books:
- Design and Equipment for Restaurants and Foodservice: A Management View
- Design for Six Sigma : A Roadmap for Product Development
- Designing and Implementing Two-Way Bilingual Programs: A Step-by-Step Guide for Administrators, Teachers, and Parents
- Financial Accounting: Information for Decisions
- Financial Accounting: Information for Decisions
- Financial Management: Theory and Practice with Thomson ONE
- Game Theory with Economic Applications (2nd Edition)
- Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace
- Getting to Yes: Negotiating Agreement Without Giving In
- How Doctors Think
Books Index
Books Home
Recommended Books
- Strategic Brand Management, Second Edition
- History: Fiction or Science
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- 100 Hikes in Southern Oregon
- Being Rita Hayworth: Labor, Identity, and Hollywood Stardom
- God Calling
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- The Compleat Guide to Day Trading Stocks
- War, Racism and Economic Justice: The Global Ravages of Capitalism
- And the Sea Will Tell
Introduction to Decision Analysis (2nd Edition)
Making Hard Decisions: An Introduction to Decision Analysis (Business Statistics)
The Smart Organization: Creating Value Through Strategic R&D
Why Can't You Just Give Me The Number? An Executive's Guide to Using Probabilistic Thinking to Manage Risk and to Make Better Decisions
The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits
