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Business & Management – for English speakers in Vienna  who want to upgrade their knowledge and skills to work in an international environment, either in Austria or abroad.
The English Business Management (EBM) programme combines a broad theoretical foundation with practical orientation, taught by experienced academic staff and native speakers.
EBM course structure with fifteen weeks of instruction in class and one exam week per semester. ACCOUNTING The student learns about basic principles of accounting and bookkeeping BUSINESS ADMINISTRATION provides the student with an understanding of basic economic principles and the interdependence of industry, commerce and production. After completion of your one-year English Business Management studies, you will receive the prestigious ESA Certificate recognised by the business community throughout Europe and issued by the ESA – European educational network known for excellence in training for some 50 years. As EBM graduate you will work in international organizations and companies such as UN, UNIDO, IAEA, OSCE, SIEMENS, CANON, IBM, etc. Objective: Business Relationship Management aims to maintain a positive relationship with customers. The latest guidance places customer satisfaction surveys and the management of complaints within Business Relationship Management. The role Business Relationship Manager has been introduced in ITIL 2011 to perform the activities in the Business Relationship Management process.
Process Objective: To ensure that the service provider continues to understand the needs of existing customers and establishes relationships with potential new customers.
Process Objective: To understand and document the desired outcome of a service, and to decide if the customer's need can be fulfilled using an existing service offering or if a new or changed service must be created. Process Objective: To capture customer requirements and agree service level targets with customers who request the provision of existing standard services (no modifications to existing Supporting Services are necessary in order to fulfill the customer's needs). Process Objective: To record customer complaints and compliments, to assess the complaints and to instigate corrective action if required. Process Objective: To continuously monitor the processing status of outstanding customer complaints and to take corrective action if required.
A message containing the present status of a complaint, typically sent to a customer who earlier made a complaint. Complaints and compliments from the customer side which are addressed in the Business Relationship Management process.
The Complaints Log contains the full history of all received customer complaints, complete with activities triggered by those complaints.
A questionnaire for surveying customer satisfaction, aimed at getting insight into overall customer satisfaction and customers' views on specific (aspects of) services. The desired outcome of a service, stated in terms of required service functionality (utility) and service levels (warranty).
The Business Relationship Manager is responsible for maintaining a positive relationship with customers, identifying customer needs and ensuring that the service provider is able to meet these needs with an appropriate catalogue of services. Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted. There are a plenty of flowchart applications in almost every imaginable field from business processes to cooking recipes.
Should a business or government agency need to show a solution model for a some purpose of their activity, a resulting diagram will take the form of a flowchart.
Basic Flowchart is often used to define and document basic work and data flows, financial, production and quality management processes to increase efficiency of you business.
Business Process Modeling Diagram is a graphical representation for specifying business processes in a workflow.
Cross Functional Flowchart is often used to show the relationship between a business process and the functional units (such as departments) responsible for that process.
Procedure Flowchart involves creating a flow chart model that illustrates and analyzes the overall flow of activities in producing a product or service.
Data Flow Diagram is a significant modeling technique for analyzing and constructing information processes. IDEF Flowchart is used to apply structured methods to better understand how to improve manufacturing productivity. IDEF2 is often used to represent the time varying behavior of resources in a manufacturing system, providing a framework for specification of math model based simulations.
SDL Diagram is widely used to model state machines in the telecommunications, aviation, automotive and medical industries. Document Flowchart is commonly used to trace the movement of a document, such as internal memos, payroll information and interoffice mail, through a system. Program Flowchart is a graphic representation of an algorithm, often used in the design phase of programming to work out the logical flow of a program. Workflow Diagram is use to create diagrams of information flow, business process automation, business process re-engineering, accounting, management, and human resources tasks.
Value Stream Mapping is a mechanism to improve cycle times and productivity by visually separating value-adding from non-value-adding activities.
TEN RELATED HOW TO's:Basic Flowchart Symbols and MeaningFlowchart Symbols and Meaning - Provides a visual representation of basic flowchart symbols and their proposed use in communicating the structure of a well-developed web site, as well as their correlation in developing on-line instructional projects. Has your software development team adopted an Agile method like Scrum, XP, Lean Development, Crystal, FDD, or DSDM?
Choose from optional modules on business cases, Agile requirements and user stories, release planning, forecasting and pricing. Change the timing on modules to address topics in greater depth or with a lighter touch – or not at all! New product managers and product owners who need to quickly understand the scope, processes, methods, tools and deliverables of product management.

Experienced product managers who want to leverage the advantages of Agile development methods to get products to market faster and with greater success.
Any members of the product team (especially product marketers and technical leaders) who need a thorough grounding in processes involving cross-functional participation. Go to market faster by using processes that help you choose, define, and launch products efficiently.
Ensure that your products meet real customer needs, deliver lasting competitive advantage, and realize revenue and profits sooner. Ensure that best practices are taking root in your organization with an individualized follow-up coaching session. We promise to only take a few minutes of your time to see if we're the right folks to help. Panorama was key to making Samsonite’s ERP software selection and organizational change management initiatives successful.
Organizations realize the most benefits from their ERP implementations when their implementation team possesses a combination of these three areas of expertise. To achieve operational efficiency and a high return on investment from new technology, private and public sector organizations turn to the Panorama team and rely on our proprietary PERFECT Change™ Organizational Change Management Methodology. An aerospace and defense organization determined that in order to achieve the most ERP ROI, it must address internal organizational issues prior to implementing the upgraded software.
A professional services organization identified operational savings opportunities of 29-percent of total labor costs.
A City Government realized quantifiable improvements in their change management process in less than two months after the start of the engagement. After investing in an ERP solution, your organization cannot afford to lose benefits to employee fears and low system-usage. Sign up for our newsletter to have the latest ERP thought leadership delivered to your inbox every Wednesday morning.
As a rule, the process of researching and analyzing the activities of a project for possible gaps in business requirements and inefficiencies in solution delivery is carried out by a professional (or an expert group) appointed to the role of business analyst.
Basically, project management (PM) is about implementing change to business environment, and business analysis is about ensuring the expected quality and value of that change. The role of business analyst in project management is crucial to addressing the expectations and reconciling the fears of all other stakeholders involved in the process. Different organizations have different views on the responsibilities of individuals involved in project management business analysis. This responsibility basically involves the reviewing of how the organizational structure works and what elements impact business performance and development. The BA needs to work with business users (people who acts within, or is affected by, the business system to obtain a benefit or solve a problem) to gather and elicit the business requirements for further documenting and project planning. While the project is in progress, the analyst needs to facilitate the acceptance process, which ensures the deliverables are built according to the initial requirements.
Although business analysis and project management are closely related disciplines, many organizations often remain uncertain regarding accurate and comprehensive role definitions. While a project manager is ultimately responsible for effective project planning, control and delivery, a business analyst takes care for ensuring the quality of the PM activities.
Business analysis should be perceived as the tool to facilitate and coordinate PM activities. Some professionals share a belief that effective project management and business analysis require one and the same pool of skills and competencies. Although many of the skills and competencies required for the roles are common, the way of setting the competence expectation differs from role to role. BUSINESS CORRESPONDENCE gives in-depth knowledge about written business English and its use in office communication. Effective communication skills and proficient handling of business situations will determine your professional success. ITIL Business Relationship Management identifies the needs of existing and potential customers and ensures that appropriate services are developed to meet those needs. As a result, the corresponding processes have been moved from Continual Service Improvement to Business Relationship Management. The principal aim of this process is to learn about areas where customer expectations are not being met before customers are lost to alternative service providers. The Customer Portfolio is the Business Relationship Manager’s view of the customers who receive services from the IT service provider.
Based on this information, more detailed documents are created to specify the requirements in the service provider's language. Based on this information, detailed service requirements are specified during the Service Design stage. The Customer of an IT service provider is the person or group who defines and agrees the service level targets. In addition, there are many special software tools, such as ConceptDraw Pro, using which you can create flowcharts easy and fast, which is a great advantage since you can spend your time more efficiently. They are an irreplaceable tool when charting a business process — they give you the opportunity to picture and understand the process, and serve to highlight any issues or bottlenecks that might cause threats in the workflow. The main reason of using process flowchart is to show the relation between major parts of the system. Systems analyzed may be anything from businesses, through biological population models, to the impact of social policy, etc.
For a one-stop solution to ERP consulting, your organization needs a team with expertise in all three components of ERP success, including organizational change management.

As employees become more comfortable with new software, new processes and new roles and responsibilities, organizations come closer to achieving a high ROI.
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This professional contributes to solving the solution design and implementation issues in project management by providing expert advice, guidance and leadership to the project manager, team and other stakeholders.
This individual needs to understand the current business needs of an organization in order to identify and reconcile the practical problems and facilitate rapid change and innovation through PM. The project would be under risk of failure if no professional had been appointed to the business analysis role.
The BA explores the existing environment to identify the gaps that impede the business to reach the desired results. The BA develops an action plan to solve the problem and exploit open improvement opportunities.
This plan provides suggestions and ideas that can help change the current state for the better (desired) situation. The BA role is helpful during product testing and evaluation as providing quality assurance and control and communicating the deliverables state to the users. Some consider the business analyst role as necessary for their projects but distinctive from the project manager role.
Sometimes one person – who operates at different levels – can analyze and manage one and the same project, so the difference becomes implicit.
If the manager plans out and controls project implementation, then the analyst explores and measures the value of the project output. People assigned to these executive roles need to develop and apply those skills to plan and deliver their projects and bring business value. For example, for a project manager leadership is a core competence that requires setting, steering and balancing the way the team works through visioning, motivation and communication.
The process overview of ITIL Business Relationship Management (.JPG) is showing the most important interfaces (see Figure 1). When describing a process, or writing a manual, you should try just for once, not to write a long paragraph of complicated text, but to draw an illustrative diagram, which can be more explanative. Product managers who have worked with traditional development teams gain updated methods and new insight into creating successful products.
Pivotal Product Management, Product Management Intensive, and Pivot Point are registered trademarks.
The business analyst takes ultimate responsibility for identify and solving problems affecting the business solution, and works closely with the project manager to analyze the existing business systems and make recommendations for improvement.
However, in practice they come up together as no project can be implemented strictly according to the business requirements if no thorough analysis has been carried out during the project lifecycle.
The BA employs a project-based approach to problem-solving and decision-making for business improvement delivery. Then the stakeholders’ needs would be narrowed down to routine and so the project would never deliver results that could solve the existing business problem. Others perceive both roles as different but the level of distinction remains unclear and not essential to the success of their PM initiatives.
In other cases, two persons take on the roles and work together on the project to ensure successful and value-added implementation. The manager determines a path to success, and the analyst then identifies and eliminates worthless activities in that path. In some way, it promotes a quality assurance approach to ensure that detailed solutions for delivering business improvement are found and implemented through the project.
An organization that wants to implement business change through PM can just involve professionals that have the required competencies in order to get the desired solutions. Others involve business change professionals but suffer from lack of well-trained management personnel. For a BA leadership means an ability to set constructive relationships with the team through guidance, consulting and coaching. A combination of effective project management and incisive analysis creates a foundation for justifying and accomplishing the ultimate objective of adding value into business operations (more ideas). Eventually, both professionals work on improving the effectiveness and business value of PM. And the project manager will take care for the overall planning, communication and delivery of those solutions. But the main question here is, does that organization perceive that the business analyst role requires one set of skills, while the role of project manager requires other competencies?
The solution here would be, identify a clear differentiation between both roles and determine the necessary set of skills for each role. The manager leads the team towards implementing needed change, while the analyst provides leadership in order to ensure the expected quality of change. Visualising processes using workflow process charts allows analyse and optimize the process, focusing on each step and relations between steps.

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