Марковские модели сценарного управления проектно-ориентированным предприятием
In real situations, the work of project-oriented businesses takes place in conditions of high uncertainty. In particular, the moments of the receipt of project execution time, as well as costs and other factors are yutsya-random numbers with given or unknown to the laws of the distributions. Management capabilities offered by the use of stochastic process models of the current scenario management ene and port-felyami projects presented in this paper.
It is well known that there are many indicators that reflect the efficiency of company operation. One of them - Economic Value Added (EVA). From the formula of calculating EVA follows that result of this criterion influence by a number of factors. In order to get objective results when calculating EVA it is recommended to make revisions in the operational profit and capital employed. However the number of necessary revisions hasn’t been determined yet. In this article it is presented, as adjustment and the accounting of separate factors (account articles) can lead to essential changes of EVA.
Nowadays, the formation and development of an asset management system of "Russian Grids" is one of the key processes and priorities of the company, covering all levels of strategy. On the one hand, the relevance of finding an optimal asset management strategy is caused by a necessity to synchronize the strategies of different business levels with the company’s strategy and to transmit the relationships between the strategies into the key performance indicators of business processes. On the other hand, all the subsidiaries of "Russian Grids" are at different levels of development, and the same goals could not be achieved by all companies at the same time. This article considers one of the possible approaches to searching an optimal asset management strategy for subsidiaries under the general direction of unified asset management strategy development and the corporate strategy. The asset management strategy choice depends on the level of its maturity and efficiency of the company with condition of necessity to synchronize the strategies of different business levels and to decompose relationships between these strategies through corresponding key performance indicators.
Knowledge management is becoming the most relevant and challenging issue of company’s strategy implementation in the new economy. Intellectual capital identification and evaluation is one of the most important issues in knowledge management. Our study focuses on the evaluating intellectual capital methods that allow finding out the most efficient way of intellectual capital management, including investment decision making. We suppose that the potential effectiveness of intellectual capital resources varies depending on a company size, industry and country. Therefore, to solve problems of intellectual capital evaluation we integrate two approaches that are relevant for studying the companies’ and industries’ behavior.
Key performance indicators (KPI) present an effective, high-precision framework for continuous monitoring of target achievements. The KPI framework has proved itself to be a functional tool within different economic sectors in series of large and mid-size companies. Notwithstanding all ad- vantages and effects of the implementation of KPI framework, it cannot be used for assessment and monitoring of operational risk level that was accepted for achievement of defined targets. Switching towards a risk-balanced approach in process management requires the definition and implementation of framework for monitoring the compliance of company risk-profile with its risk-tolerance. This requirement results in a key risk indicators KRI framework. The article provides an example of deve- loping a set of KRI for internal information system.
Defining the strategic vision of the company, managers and owners almost always have a shortage of information about different investments potential effectiveness. At the first step the company should find a compromise between investments in traditional assets and intellectual capital accumulation. RAVE concept is mainly based on the premise that the intellectual capital outcomes, including its knowledge, the company marketing policy, purchasing and staff development, exceed the traditional assets outcomes. This article represents the critical analysis of the approach designed by BCG consultants and is devoted to the integrated economic value added - method development.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.