lunes, 27 de febrero de 2006

Risk management - Wikipedia, the free encyclopedia

Comentario: Buena entrada, buenos enlaces, muy rica.

Generally, Risk Management is the process of measuring, or assessing risk and then developing strategies to manage the risk. In general, the strategies employed include transferring the risk to another party, avoiding the risk, reducing the negative effect of the risk, and accepting some or all of the consequences of a particular risk. Traditional risk management, which is discussed here, focuses on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death, and lawsuits). Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Regardless of the type of risk management, all large corporations have risk management teams and small groups and corporations practice informal, if not formal, risk management.

Comentario: DAFO = Análisis externo (A+O) + Análisis interno (D+F) + Proceso de creación de estrategia
Idea: aplicar los mismos conceptos de gestión del riesgo para gestión de oportunidades emergentes.

Fuente: Wikipedia

Con cada cliente, haz las cosas como si supieras que puede ser la última vez.

Relaciones con los Clientes
Fuente: El Blog de Enrique Dans

Seth Godin escribe en "The last time" sobre el poder de los clientes para decir adios cuando las cosas no están a su gusto. En los mercados de hoy, con los competidores a un clic de distancia, tu capacidad de retención de los clientes depende de dos cosas: la magnitud de los costes de cambio inherentes a tu actividad y, sobre todo, el cómo lo hagas.

Y son manejables mediante técnicas de todo tipo que incrementan las barreras de salida, de maneras que pueden ser vistas como aceptables o inaceptables por sus clientes.

... tienes que hacer bien las cosas, lógicamente, pero además debes hacer algo más: mantener una relación con tus clientes, que te permita ser apreciado cuando todo sale como debe, explicarte cuando algo no sale perfectamente bien, o simplemente comunicarte ventajosamente.

En el mundo de hoy ya no sólo tienes que recoger datos de tus clientes y analizarlos como si fueran ratas de laboratorio para intentar entenderlos y mejorar tus productos... ahora, además, tienes que hablar con ellos. De los datos, a la conversación.
Algunas veces recibirás un aviso, otras veces te felicitarán cuando lo hagas bien, pero en otras ocasiones, simplemente se habrá acabado. Se habrán ido. Y sólo te enterarás un tiempo después cuando veas que no han vuelto.

Con cada cliente, haz las cosas como si supieras que puede ser la última vez.

jueves, 23 de febrero de 2006



Altshuller categorized these patents in a novel way. Instead of classifying them by industry, such as automotive, aerospace, etc., he removed the subject matter to uncover the problem solving process. He found that often the same problems had been solved over and over again using one of only forty fundamental inventive principles. If only later inventors had knowledge of the work of earlier ones, solutions could have been discovered more quickly and efficiently.
In the 1960s and 1970s, he categorized the solutions into five levels:

- Level one. Routine design problems solved by methods well known within the specialty. No invention needed. About 32% of the solutions fell into this level.
- Level two. Minor improvements to an existing system, by methods known within the industry. Usually with some compromise. About 45% of the solutions fell into this level.
- Level three. Fundamental improvement to an existing system, by methods known outside the industry. Contradictions resolved. About 18% of the solutions fell into this category.
- Level four. A new generation that uses a new principle to perform the primary functions of the system. Solution found more in science than in technology. About 4% of the solutions fell into this category.
- Level five. A rare scientific discovery or pioneering invention of essentially a new system. About 1% of the solutions fell into this category.

XPDL 2.0


PDL version 2.0 is back-compatible with XPDL version 1.0, and is intended to be used as a file format for BPMN. The original purpose of XPDL is maintained and enhanced by this second version of the specification. The XPDL and the BPMN specifications address the same modeling problem from different perspectives. XPDL provides an XML file format that can be used to interchange process models between tools. BPMN provides a graphical notation to facilitate human communication between business users and technical users, of complex business processes.
There are a number of elements that are present in BPMN version 1.0 but were not present in XPDL version 1.0. Those had been incorporated into this version of XPDL.
The WfMC has identified five functional interfaces to a process or workflow service as part of its standardization program. This specification forms part of the documentation relating to “Interface one” - supporting Process Definition Import and Export. This interface includes a common meta-model for describing the process definition (this specification) and also a companion XML schema for the interchange of process definitions.

miércoles, 22 de febrero de 2006

Quartz Overview

Componentes BI de Pentaho
Job Scheduling, Quartz

Quartz is a full-featured, open source job scheduling system that can be integrated with, or used along side virtually any J2EE or J2SE application - from the smallest stand-alone application to the largest e-commerce system. Quartz can be used to create simple or complex schedules for executing tens, hundreds, or even tens-of-thousands of jobs; jobs whose tasks are defined as standard Java components or EJBs. The Quartz Scheduler includes many enterprise-class features, such as JTA transactions and clustering.

Quartz is freely usable, licensed under the Apache 2.0 license.

martes, 14 de febrero de 2006

Business Performance Management: What are the Real Benefits?


Fuente: b-eye-network

Business performance management can deliver meaningful payoffs on two levels. First, the strategic, if somewhat less tangible, ¬benefits such as tying execution to corporate strategy. Second, the concrete benefits you can count, such as saving millions of dollars or closing in three days rather than three weeks. Our work with companies that have adopted BPM has also highlighted a common theme about which many users are enthusiastic: a change in their work culture to being performance-oriented, greater awareness of the marketplace consequences of actions, and more rapid and aggressive response to competitive changes.
Tie execution to strategy. Establish one version of the truth. Deliver real-time, actionable information. Enable better and faster decision making. Improve financial performance. All sound good; all are strategic goals linked with performance management.