DS Solution
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==S.M.A.R.T== | ==S.M.A.R.T== | ||
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==A3 REPORT== | ==A3 REPORT== | ||
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==WBS== | ==WBS== | ||
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==THE IRON TRIANGLE== | ==THE IRON TRIANGLE== | ||
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==STAKEHOLDER ANALASYS== | ==STAKEHOLDER ANALASYS== | ||
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==INTERVIEWS== | ==INTERVIEWS== | ||
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Revision as of 12:05, 21 February 2020
Contents |
Introduction
Tools
SWOT
SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a person or organization identify strengths, weaknesses, opportunities, and threats related to business competition or project planning.[1] It is designed for use in the preliminary stages of decision-making processes and can be used as a tool for evaluation of the strategic position of a city or organization.[2] It is intended to specify the objectives of the business venture or project and identify the internal and external factors that are favorable and unfavorable to achieving those objectives. Users of a SWOT analysis often ask and answer questions to generate meaningful information for each category to make the tool useful and identify their competitive advantage. SWOT has been described as the tried-and-true tool of strategic analysis,[3] but has also been criticized for its limitations (see § Limitations).
Strengths and weakness are frequently internally-related, while opportunities and threats commonly focus on the external environment. The name is an acronym for the four parameters the technique examines:
Strengths: characteristics of the business or project that give it an advantage over others. Weaknesses: characteristics of the business that place the business or project at a disadvantage relative to others. Opportunities: elements in the environment that the business or project could exploit to its advantage. Threats: elements in the environment that could cause trouble for the business or project. The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit. Identification of SWOTs is important because they can inform later steps in planning to achieve the objective. First, decision-makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable, they must select a different objective and repeat the process.
Some authors credit SWOT to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies.[4][5] However, Humphrey himself did not claim the creation of SWOT, and the origins remain obscure.
ADKAR
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
HOUSE OF QUALITY
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
DECISION TREE ANALASYS
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
S.M.A.R.T
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
A3 REPORT
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
WBS
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
THE IRON TRIANGLE
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
STAR MODEL
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
STAKEHOLDER ANALASYS
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
INTERVIEWS
xx
Defenition
x
Benefits
x
Advantage
x
Disadvantage
x
practical guidelines
x
