Business Guide

A_Guide_to_the_Business_Analys.pdf
http://www.filesonic.com/file/49884545/A_Guide_to_the_Business_Analys.pdf
• Both refined and added content for:
o Enterprise Analysis
o Requirements Planning and Management
o Requirements Elicitation
o Requirements Analysis and Documentation
o Solution Assessments and Validation
o Requirements Communication
• An updated structure for the Underlying Fundamentals area.
2  This release does not include:
• The detailed content describing the Underlying Fundamentals area
• An updated Glossary


Beyond_Technical_Analysis_-_Ho.pdf
http://www.filesonic.com/file/49884561/Beyond_Technical_Analysis_-_Ho.pdf
This book goes beyond technical analysis—it bridges the gap between analysis and trading. It provides a comprehensive treatment of trading systems, and offers a stimulating mix of new ideas, timeless principles, and practical guidelines to help you develop trading systems that work.


Beyond_Training_and_Developmen.pdf
http://www.filesonic.com/file/49884585/Beyond_Training_and_Developmen.pdf
The time has come to move beyond training as a quick fix (or fix-all) and to focus instead on applying a wide range of human performance enhancement (HPE) strategies. It is also time to emphasize the strategic and long-term role of HPE efforts and to transform training and development professionals into HPE specialists. This book is a manual for doing just that


Business_at_the_speed_of_thoug.pdf
http://www.filesonic.com/file/49884591/business_at_the_speed_of_thoug.pdf
My goal was to excite the CEOs about the potential of technology to
drive the flow of information and help them run their businesses
better. To let them see that if they did a good job on information
flow, individual business solutions would come more easily. And
because a digital nervous system benefits every department and
individual in the company, I wanted to make them see that only they, the CEOs could step up to the change in mindset and culture necessary to reorient a company s behavior around digital information flow and the Web workstyle. Stepping up to such a decision meant that they had to become comfortable enough with digital technology to understand how it could fundamentally change their business processes.


BUSINESS_PLANNING_-_English_Fi.pdf
http://www.filesonic.com/file/49884665/BUSINESS_PLANNING_-_English_Fi.pdf
• Understand Knowledge Management from historical, economic,
technical, and corporate culture perspectives, including
what KM is and isn’t.
• Have a working vocabulary of the field of Knowledge
Management and be able to communicate intelligently with
KM professionals and vendors.
• Understand the trade-offs between the commercial options
available for a KM implementation.
• Understand the significance of Knowledge Management on
the company’s bottom line.
• Understand the relationship between Knowledge
Management and other business optimization strategies.
• Understand how KM professionals work and think.
• Have a set of specific recommendations that can be used to
establish and manage a KM effort.
• Understand the technologies, including their trade-offs, that
can be used to implement Knowledge Management in the
corporation.
• Appreciate best practices—what works, why it works, and
how to recognize a successful KM effort.


Rethinking_Performance_Measure.pdf
http://www.filesonic.com/file/49884687/Rethinking_Performance_Measure.pdf
This book addresses eight large questions: 
(1) What is meant by performance?
(2) Is there an inherent gap between the prevailing conception
of performance and our ability to measure performance? 
(3) Does this gap increase as firms grow larger and lags between actions and their economic results lengthen? 
(4) Do people exploit the gap between what we would like to measure and what we can measure, and how much does this affect the capacity of measures to discriminate good from bad performance? 
(5) Does the balanced scorecard correct the limitations and distortions inherent in almost all performance measures, does it
compound these limitations and distortions, or does it create new ones?
(6) Can we measure performance better by reducing the performance of the firm to the performance of its activities? 
(7) What are the strategic and managerial implications of reducing the performance of the firm to the performance of its activities? 
(8) Finally, and by implication, might the persistent gap between what we would like to measure and what we can measure ultimately prove advantageous even though it makes performance measurement difficult?