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Автор: Grafiati
Опубліковано: 30 травня 2022
Оновлено: 31 травня 2022

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Статті в журналах з теми "Budgeting as a management technology"

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Chandra, Akhilesh, Nirup M. Menon, and Birendra K. Mishra. "Budgeting for information technology." International Journal of Accounting Information Systems 8, no. 4 (December 2007): 264–82. http://dx.doi.org/10.1016/j.accinf.2007.10.001.

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2

Resler, M. "MANAGEMENT COMPONENTS OF BUDGETING: TECHNOLOGY, ORGANIZATION, AUTOMATION." International scientific journal «Education and Science», no. 24(1) (2018): 301–5. http://dx.doi.org/10.31339/2617-0833-2018-24(1)-301-305.

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Petrenko, Anna, Nina Petrukha, Hanna Ryzhakova, Tetyana Marchuk, Oksana Malykhina, and Dmytro Prykhodko. "CHOICE OF BUDGETING IMPERATIVES FOR INVESTMENT AND CONSTRUCTION PROJECT AS A DIRECTION OF IMPROVING THE FINANCIAL MANAGEMENT SYSTEM OF THE ENTERPRISE." Management of Development of Complex Systems, no. 46 (June 24, 2021): 108–17. http://dx.doi.org/10.32347/2412-9933.2021.46.108-111.

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The article is devoted to the definition of features and directions of increasing the efficiency of enterprise management with the help of budgeting technology. Research of theoretical and methodological, organizational and practical aspects of budgeting process management is implemented through the introduction of software products. On the theoretical basis of the formation of budgets of enterprises, which are considered from the standpoint of the implementation of management activities through the implementation of management functions: planning, organization, coordination, motivation and control. The stages, sources of information security and features of budgeting in modern conditions are defined. The need for budget activities of enterprises at the strategic and tactical levels. Effective budget execution is proposed to increase the competitiveness of enterprises. The article presents further improvement of software implementation based on software budgeting technologies, which are integrated into it SyteLine Budgeting technology (the process of budgeting based on the synthesis of business process management systems). This technique is an effective alternative to traditional structural resource budgeting and is relevant for companies that are on the path of business process reengineering and application of economic and mathematical models of optimal choice, which will allow the company to develop specific tactical (operational) tasks to form a budgeting system. significantly reduce the complexity of budgeting at both the operational level and strategic management. Scientific principles and practical recommendations formulated in the work allow to increase the efficiency of management of organizations of all forms of ownership and activity by creating an automated budget system at the level of divisions and operational processes of the company, which will develop budgeting and methodological approaches to its formation, in particular, with the use of the normative budget of the project.
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Pendharkar, Parag C., and James A. Rodger. "Information technology capital budgeting using a knapsack problem." International Transactions in Operational Research 13, no. 4 (July 2006): 333–51. http://dx.doi.org/10.1111/j.1475-3995.2006.00551.x.

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Wahyuni, Endang Dwi, Guntur Kumar Mubaroq, and Sri Wahjuni Latifah. "ANALYSIS OF E-VILLAGE BUDGETING SYSTEM EFFECTIVENESS IN VILLAGE FINANCIAL MANAGEMENT IN BANYUWANGI DISTRICT (Case Study in Genteng Wetan Village, Genteng District)." Jurnal Reviu Akuntansi dan Keuangan 9, no. 1 (April 26, 2019): 107. http://dx.doi.org/10.22219/jrak.v9i1.6883.

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This study aims to describe the application of E-Village Budgeting System at Genteng Wetan Village based on Banyuwangi Regent Regulation No. 15 of 2015 about Village Finance Management. And analyze the effectiveness of E-Village Budgeting System Based on indicators of technology-based information systems. This research method is Descriptive research using qualitative approach. The results of this study show that Village Finance Management using E-Village Budgeting System in Genteng Wetan Village is in accordance with Banyuwangi Regent Regulation No. 15 year 2015. Security aspect is sufficient but there are still some deficiencies such as the autosave data and external disturbances. Aspects of Speed already good can be seen from the fast E-Village Budgeting system in input, process, and analyze data. Aspects of Accuracy are good enough but still needed separator to reduce errors in input data. Variation Aspects Report (output) and Relevance is sufficient can be seen from the results or outputs are produced in accordance with applicable accounting standards. The quality of financial reports generated with the help of the E-Village Budgeting system is good. So, in general the application of E-Village Budgeting system is quite good and effective. However, there are still some lack of security aspects of the E-Village Budgeting System At Genteng Wetan Village
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Mykhalska, O. "CONCEPTUAL PRINCIPLES OF CONSTRUCTION OF MANAGEMENT ACCOUNTING OF CENTERS OF RESPONSIBILITY IN BUDGETING AT OIL AND FAT ENTERPRISES OF UKRAINE." Financial and credit activity: problems of theory and practice 1, no. 36 (February 17, 2021): 84–91. http://dx.doi.org/10.18371/fcaptp.v1i36.227626.

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The article analyzes the management accounting of responsibility centers that form specific objects of cost accounting, namely budget responsibility centers. The presented system of management post-operational cost accounting, meets the requirements of budgeting and becomes a necessary condition for monitoring the level of compliance with standards and provides a reasonable formation of production costs for technological redistribution at oil and fat enterprises. The information basis of the budgeting process is management accounting. Moreover, management accounting provides the necessary information for budget planning, control and analysis of budget execution, and is one of the components of the budgeting process. Assessment of responsibility centers is useful for understanding the cycles of economic activity, economic processes and structural units in the framework of budgeting. The operations-based management accounting system mainly meets the requirements of budgeting, which becomes a necessary condition for control over the standard conditions of accounting. In order to obtain more detailed information for analysis and control, it is proposed to organize cost accounting by operations-functions of technological processes, which allows analysts to find bottlenecks in technology by identifying redundant technological functions and operations and strengthen control over compliance with proven budgets for each «responsibility center». Accounting for responsibility centers aims to evaluate the management activities of a particular responsibility center and to provide a responsibility report and an information report for the evaluation of senior management. It is a method of management accounting that measures the results of each responsibility center, which allows each manager to realize the responsibility in their field of cost accounting and budgeting.
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Chandra, Akhilesh, Nirup M. Menon, and Birendra K. (Barry) Mishra. "Budget Adjustments and Spending Patterns: A Transaction-Cycle View." Journal of Information Systems 32, no. 1 (February 1, 2017): 19–43. http://dx.doi.org/10.2308/isys-51679.

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ABSTRACT Organizational- and departmental-level budgeting suffer from various shortcomings, such as asymmetric ratcheting. In this regard, we theorize, and propose, budgeting at the transaction-cycle level for effective budget designs. The transaction-cycle level budget requires management justification for resource assignment to business processes, often spanning multiple departments. The transaction-cycle typology consists of five cycles: production, expenditure, financial, revenue, and human-resources. In order to distinguish among transaction cycles, we use their relative positions within the value chain and technology content in their business processes. As a proof-of-concept, we develop theoretical arguments for asymmetric ratcheting in operating budgets at the transaction-cycle level in hospitals, and empirically examine this phenomenon using longitudinal archival data. Our hypotheses examine budgetary responses to overspending and underspending variances in operating budgets for fixed and variable costs. Our findings suggest that a transaction cycle's position in the value chain and its technology content play a role in determining asymmetric ratcheting during budgeting. We discuss our contributions from the perspectives of theory and practice of accounting, budgeting, and accounting information systems.
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Wömpener, Andreas. "ZP-Stichwort: Beyond Budgeting." Zeitschrift für Planung & Unternehmenssteuerung 17, no. 4 (November 16, 2006): 455–60. http://dx.doi.org/10.1007/s00187-006-0011-y.

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Evans, Dorla A., and Barry E. Langford. "A Model For Socially Responsible New Technology Decisions." Journal of Applied Business Research (JABR) 9, no. 1 (October 2, 2011): 77. http://dx.doi.org/10.19030/jabr.v9i1.6097.

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Анотація:
Firms use relatively unsophisticated techniques to incorporate the unique uncertainties associated with new technology into their capital budgeting decisions. Evidenced supports that firms would prefer to have a more accurate and standardized method to make adjustments for these uncertainties. Proposed is a method of incorporating the uncertainties of new technology into the traditional NPV calculation via the use of a specially derived risk-adjusted discount rate.
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FILIN, Sergei A., and Alena A. KUZINA. "Principles for managing innovative activities of entities in Russia during the transition to the digital economy." Digest Finance 26, no. 1 (March 30, 2021): 107–22. http://dx.doi.org/10.24891/df.26.1.107.

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Анотація:
Subject. Budgeting as a management technology is highly sought after by enterprises and groups of companies all over the globe regardless of their industry affiliation and scale of operations. The budgeting methodology is a dynamically developing field of scientific research; it provides tools enabling to solve urgent problems, namely those related to data bulk processing at the stage of planning and generation of budget versions. Objectives. The study aims to justify principles of data modeling in management accounting and budgeting; to develop data modeling tools aimed at achieving the objectives of an enterprise or a group of companies. Methods. In the study, I employ logical analysis methods and a systems approach. Results. The paper substantiates data modeling principles in management accounting and budgeting systems of enterprises and groups of companies. Based on the formulated principles, I developed data modeling tools for implementation in spreadsheets, special applications, and cloud-based technologies. Conclusions. Developing and elaborating the budgeting system of enterprises and groups of companies should be based on data modeling under the principles and approaches to their systematization and structuring formulated in the paper. The offered data modeling tools may be useful in the organization of management accounting and formation of a budget model on all automation platforms, as well as in Microsoft Excel, using Power Pivot and Power Query add-ins.
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Дисертації з теми "Budgeting as a management technology"

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Silvola, H. (Hanna). "Management accounting and control systems used by R&D intensive firms in different organizational life-cycle stages." Doctoral thesis, University of Oulu, 2007. http://urn.fi/urn:isbn:9789514283765.

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Abstract This dissertation investigates the use of management accounting and control systems in R&D intensive firms in different organizational life-cycle stages. The thesis consists of four essays focusing on two categories of management accounting and control systems: capital budgeting decisions and management control systems. First, we investigate the evaluation and financing of investment projects in R&D intensive firms. Second, we moreover investigate how R&D intensive firms themselves use management control systems and how investors control their investments in R&D intensive target firms. The survey method within a contingency framework is used in the first three essays while the last essay represents the case study method. However, the dissertation as a whole is based on two main contexts, i.e. the organizational life-cycle and the field of high technology. The results indicate that more sophisticated capital budgeting methods are used in large-sized R&D intensive firms while small-sized firms are not so likely to use these methods. The results indicate that firms understand the nature of R&D investment on the level of strategic management, because they have adopted strategic management tools in order to achieve better financial performance. We conclude that high R&D intensity plays an important role in management accounting, suggesting that large-sized high R&D intensity firms take note of special characteristics of R&D investments when taking strategic capital budgeting decisions. The comparison of the growth and revival stages extends the earlier life-cycle literature indicating that the information produced by management accounting and control systems is at least as important in the revival firm as it is during the first growth stage.
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Лазаренко, А. В. "Проектне адміністрування на ТОВ Неткрекер". Master's thesis, Сумський державний університет, 2018. http://essuir.sumdu.edu.ua/handle/123456789/71893.

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У дипломній роботі проведено детальне дослідження такого поняття як «проектне адміністрування». Розглянуто темпи розвитку проектної діяльності в Україні та закордоном. Проаналізовані слабкі сторони відносно нового виду управління в країні та запропоновані варіанти їх вирішення на основі використання досвіду закордонних компаній. Досліджено методики ведення проектів, пов'язаних з інформаційними технологіями (ІТ). Наведені дані про два найпоширеніших методи – традиційний (каскадний) та еджайльний. Досліджено поняття проектного бюджетування, встановлено послідовний ряд дій при формуванні бюджету технічного проекту на майбутній рік. Запропоновано ряд рекомендацій щодо ефективного формування бюджету з урахуванням будь-яких непередбачених ризиків.
В дипломной работе проведено детальное исследование такого понятия как «проектное администрирование». Рассмотрены темпы развития проектной деятельности в Украине и за рубежом. Проанализированы слабые стороны относительно нового вида управления в стране и предложены варианты их решения на основе использования опыта зарубежных компаний. Исследованы методики ведения проектов, связанных с информационными технологиями (ІТ). Приведены данные о двух самых распространенных методах – традиционном (каскадном) и эджайльном. Исследовано понятие проектного бюджетирования, установлен последовательный ряд действий при формировании бюджета технического проекта на будущий год. Предложен ряд рекомендаций по эффективному формированию бюджета с учетом любых непредвиденных рисков.
A detailed study of such concepts as "project administration" was conducted in this diploma work. The rates of project activities development in Ukraine and abroad are considered. The weaknesses of a relatively new type of management are analyzed and options for their solution based on the experience of foreign companies are proposed. Methods of conducting projects related to information technology (IT) are investigated. The data about two most common methods – the traditional (cascade) and agile – is provided. The concept of project budgeting has been investigated, a sequential series of actions in the formation of a technical project budget for the next year have been established. A number of recommendations have been proposed for effective budget formation, taking into account any unforeseen risks.
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Connolly, Daniel J. "Understanding Information Technology Investment Decision-Making in the Context of Hotel Global Distribution Systems: a Multiple-Case Study." Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/29814.

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This study investigates what three large, multinational hospitality companies do in practice when evaluating and making IT investment decisions. This study was launched in an attempt to 1) learn more about how multinational hospitality companies evaluate, prioritize, and select IT investments in the context of hotel GDS; 2) call attention to an important and costly topic in hopes of improving current practices; and 3) fill a noticeable literary void so that future researchers on IT and hotel GDS would have a foundation and starting point. The perennial question of any business is "How does an organization add value?" Value can be defined from many different perspectives and may result from tangible and intangible factors. Principal stakeholders include shareholders (investors), customers, and employees. Shareholders typically measure value in terms of economic return on their investment based upon some level of perceived risk. For customers, value is assessed in terms of a price-value relationship; that is, how much they received in terms of product and services for the price they paid. For employees, value is measured by salary and by the intrinsic rewards of the job. Yet, one of the most elusive questions with respect to information technology is "How can value be measured?" Hospitality executives are being pressured daily to invest more in information technology (IT) - especially in the area of hotel global distribution systems (GDS), which have become the cornerstone of a hotel firm's IT infrastructure and portfolio. There are a number of sweeping changes on the horizon impacting hotel GDSs and requiring the development of a well-crafted strategy for global distribution systems. These broad changes include bypass theories to remove airline GDSs and travel agents, the introduction of new and emerging player, and innovative approaches to pricing and promotion. Many of these developments offer promise to hoteliers, but they also threaten their control over their customer relationships and their inventory and add to the complexity and cost of distribution. Selecting the appropriate distribution channels is paramount to success and important if hotel firms are to grow top-line revenue and control overhead; yet the number of choices facing hotel executives is overwhelming. They are also at a loss for measuring value derived from IT. One of the greatest issues plaguing the advancement of technology in the hospitality industry is the difficulty in calculating return on investment. Until recently, most technology investment decisions have been considered using a support or utility mentality that stems from a manufacturing paradigm. Under such thinking, business cases could be built around an application or technology's ability to reduce costs or create labor savings. However, management's attitudes towards technology have been shifting in recent years. The more technologically savvy hospitality companies are looking to IT to build strategic and competitive advantages. These types of investments yield results over time, and seldom in the short-run. This is problematic among owners and investors who demand more immediate results. Moreover, it is difficult to quantify and calculate the tangible benefits of technology when it is used for strategic purposes. Today's financial models are inadequate for estimating the financial benefits for most of the technology projects under consideration today. While the hospitality industry has disciplined models and sufficient history to determine the financial gains or success of opening a new property in a given city, it lacks the same rigorous models and historical data for technology, especially since each technology project is unique. Although this problem is not specific to the hospitality industry, it is particularly problematic since the industry tends to be technologically conservative and unwilling to adopt new technology applications based on the promises of its long-term merits if it cannot quantify the results and calculate a defined payback period. When uncertainty surrounds the investment, when the timing of the cash flows is unpredictable, and when the investment is perceived as risky, owners and investors will most likely channel their investment capital to projects with more certain returns and minimal risk. Thus, under this thinking, technology will always take a back seat to other organizational priorities and initiatives. Efforts must be made to change this thinking and to develop financial models that can accurately predict and capture the financial benefits derived from technology. Given the present predicament and difficulties surrounding the current tools, techniques, and measures, executives are faced with an important choice. They can 1) continue to use the present methods despite their shortcomings, 2) dispense with ROI, cost-benefit, and discounted cash flow analyses altogether for IT projects, or 3) develop new methods, tools, and measures that can accommodate the complexities of IT and quantify the intangibles. This study is a call to action in favor of the latter because the measures determine not only which projects will be accepted but also how their success will be evaluated. Having a rigid evaluation process forces executives to identify a project's potential contribution and align the project's objectives with the firm's strategic goals and objectives. Using the co-alignment principle as its theoretical underpinning, this study employs a multiple-case design to investigate the resource allocation processes used with respect to information technology and global distribution systems. It looks at how three leading, multinational hospitality firms address IT project/investment evaluation and decision-making, the measures they use, and the frustrations they encounter. These frustrations include problems that arise from a hotel firm's fragmented ownership as well as from hotel executives' inability to measure the results of IT through definitive cause-and-effect relationships. The results of the study provide affirmation of the co-alignment principle and document linkages and co-alignment between strategy and IT. Clearly, decisions involving IT and hotel GDSs require multivariate measures, multidimensional perspectives, and multidisciplinary involvement. However, research from the marketing discipline is noticeably absent in this area. This study concludes that because IT plays an important enabling role for marketing initiatives and is redefining the supply chain of a hotel firm, marketing researchers can no longer stand on the sidelines. This study also identifies three important constructs, or classes of variables (context, process, and project), the variables comprising each, and their influences on the evaluation and decision-making processes. These findings add to the understanding of IT evaluation, measurement, and decision-making in the context of hotel GDS. This study clarifies the intangible aspects in hopes that useful measures can be developed in subsequent research to quantify and evaluate these costs and benefits. Finally, this study provides a series of prescriptions or recommendations gleaned from the three companies that were the focus of this study in hopes that they will lead to the development of best practices in the hospitality industry.
Ph. D.
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4

Queirós, Marinha da Conceição Cruz. "Beyond Budgeting versus Orçamentos." Dissertação, Faculdade de Economia da Universidade do Porto, 2009. http://hdl.handle.net/10216/45623.

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Queirós, Marinha da Conceição Cruz. "Beyond Budgeting versus Orçamentos." Master's thesis, Faculdade de Economia da Universidade do Porto, 2009. http://hdl.handle.net/10216/45623.

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6

Fomina, Olena Volodymirivna, and Natalia Nikolaevna Yanchuk. "Budgeting in the management of trading companies." Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/53945.

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Анотація:
1. Tluchkevych, N. V., Nuzhna, O. A. (2019), “Budgeting in management accounting system”, Economic forum, vol. 2, pp. 222–228. 2. Nataliia Rudyk. (2018), “Development of Alternative Areas of Budgeting as a Way of Marketing Management”, Economic journal of Lesya Ukrainka Volyn National University, vol. 1, pp. 69–74. 3. Papizh, Yu. S. (2018), “Role of budgeting in enterprise management system”, Ekonomichnyi visnyk, vol. 2, pp. 95–99.
The essence of budgeting is defined. Budgeting is considered as an element of effective enterprise management. Alternative budgeting methods are identified.
Визначено сутність бюджетування. Розглянуто бюджетування як елемент ефективного управління підприємством. Виділено альтернативні методи бюджетування.
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Koliesnichenko, Anastasiia. "Relation issue between budgeting and management accounting." Thesis, Baltija Publishing, Latvia, 2019. http://repository.kpi.kharkov.ua/handle/KhPI-Press/43199.

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Budgeting and management accounting processes are part of one whole mechanism aimed at realization of internal business processes in the enterprise with the purpose of achievement of the set goals of functioning and fulfillment of its mission. Effective management of the market subject in modern development conditions is heavily dependent on the quality and speed of use of these components.
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Peeva, Margarita Naumova. "Business Projects and Capital Budgeting." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75430.

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This thesis describes in depth what the steps for a successful business project are: from an idea to its implementation. Every business project may be regarded as an investment. I followed the institutions involved and then the instruments needed, but the next logical step in order to complete the picture would be the human factor. Because all the knowledge base on how to support the mission (idea and its goal), how to manage the project, and what kind of players to involve in the end is executed by people. Humans are incapable of predicting the future, but are perfect in adapting to new realities. Similarly, no capital budget can be perfectly coinciding with expected performance. No matter how many times the facts are checked the perfect balance is lost with time. My goal with this topic was to show that in order to bring business value and competitive advantage, good knowledge of the processes and methods is paramount. Careful planning and execution can bring in synchrony idea, raising capital, risk management, capital budgeting and execution close enough, so that in the end a business project may be titled successful.
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9

Shmarovoz. "BUDGETING AS AN INSTRUMENT FOR MANAGEMENT OF ENTERPRISE EXPENDITURE." Thesis, Київ 2018, 2018. http://er.nau.edu.ua/handle/NAU/33903.

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10

Zmiri, Ofer. "Non profit organizations and strategic management : the National Budgeting Conference." Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=69528.

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Анотація:
This study investigates the phenomenon of a communal Jewish organization, the National Budgeting Conference (NBC). In essence, the NBC is in charge of allocating money to national organizations through contributions collected from each local community. This unique arrangement doesn't exist in other Jewish communities around the globe; the common procedure is that every local federation allocates money for the local needs.
The objective of this dissertation is to follow the activities of the NBC from a strategic management point of view. So far, almost the entire body of literature on Jewish organizations stem from a political science and an ethnicity point of view. My assumption is that by conducting the study from a management perspective, I have been able to research topics that usually do not receive a lot of attention in literature about Jewish organizations; some of these topics include whether and to what extent environmental elements in the community, as well as power relations, influence the decision-making process. I also focused on the NBC's structure, outcomes, and chances of survival. I concluded that the NBC operates within a very fluid and unstable environment, and as a result, it will have to monitor its interests carefully and adapt in a slow, incremental fashion if it wishes to increase its chances of survival.
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Книги з теми "Budgeting as a management technology"

1

R, Jones L., ed. Budgeting and financial management for national defense. Greenwich, Conn: Information Age Pub., 2004.

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2

Fawcett, Phillip. Management of information technology. London: Chartered Institute of Bankers, 1996.

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3

R, Jones L. Budgeting, financial management, and acquisition reform in the U.S. Department of Defense. Charlotte, N.C: IAP-Information Age Pub. Inc., 2008.

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4

Jones, L. R. Budgeting, financial management, and acquisition reform in the U.S. Department of Defense. Charlotte, N.C: IAP-Information Age Pub. Inc., 2008.

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5

R, Jones L. Budgeting, financial management, and acquisition reform in the U.S. Department of Defense. Charlotte, NC: IAP-Information Age Pub. Inc., 2008.

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6

The Results Act: Status of performance budgeting pilot programs : hearing before the Subcommittee on Government Management, Information, and Technology of the Committee on Government Reform, House of Representatives, One Hundred Sixth Congress, first session, July 1, 1999. Washington: U.S. G.P.O., 2000.

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7

Potts, Keith F. Major construction works: Contractual and financial management. Harlow: Longman Scientific & Technical, 1995.

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8

Office, General Accounting. Improvements needed in UNESCO's management, personnel, financial, and budgeting practices: Report to the Committee on Foreign Affairs and Committee on Science and Technology, House of Representatives. Washington, D.C: U.S. General Accounting Office, 1985.

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9

Office, General Accounting. Improvements needed in UNESCO's management, personnel, financial, and budgeting practices: Report to the Committee on Foreign Affairs and Committee on Science and Technology, House of Representatives. Washington, D.C: U.S. General Accounting Office, 1985.

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10

Office, General Accounting. Improvements needed in UNESCO's management, personnel, financial, and budgeting practices: Report to the Committee on Foreign Affairs and Committee on Science and Technology, House of Representatives. Washington, D.C: U.S. General Accounting Office, 1985.

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Частини книг з теми "Budgeting as a management technology"

1

Nicholas, John M., and Herman Steyn. "Cost estimating and budgeting." In Project Management for Engineering, Business and Technology, 283–324. Sixth edition. | Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429297588-13.

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Stern, Lawrence, and Jill Gold. "Budgeting." In Stage Management, 89–97. 12th ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003126287-7.

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Knott, Geoffrey. "Capital Budgeting." In Financial Management, 89–98. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-14766-3_6.

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Regan, Tom H., and Matthew T. Brown. "Budgeting." In Financial Management in the Sport Industry, 186–219. 3rd ed. Third edition. | Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9780429316746-8.

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Kreutzer, Ralf T. "Budgeting Concepts." In Management for Professionals, 221–23. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13823-3_9.

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Uechi, Edward Y. "IT Budgeting." In Public Service Information Technology, 53–82. Boca Raton : Taylor & Francis, 2020.: Productivity Press, 2019. http://dx.doi.org/10.4324/9780429059568-3.

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Schawel, Christian, and Fabian Billing. "Beyond Budgeting." In Top 100 Management Tools, 43–44. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8185-1_10.

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Schawel, Christian, and Fabian Billing. "Beyond Budgeting." In Top 100 Management Tools, 40–42. Wiesbaden: Gabler Verlag, 2014. http://dx.doi.org/10.1007/978-3-8349-4691-1_13.

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Schawel, Christian, and Fabian Billing. "Beyond Budgeting." In Top 100 Management Tools, 43–44. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6605-6_13.

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Schawel, Christian, and Fabian Billing. "Beyond Budgeting." In Top 100 Management Tools, 41–43. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4105-3_13.

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Тези доповідей конференцій з теми "Budgeting as a management technology"

1

Falah. Ahmed, Y. M., Rivishaa AP Kanakarathanm, Marwan D. Saleh, and Kevin Loo Teow Aik. "Enhance Smart Sales Forecast and Budgeting Management." In 2019 IEEE 9th International Conference on System Engineering and Technology (ICSET). IEEE, 2019. http://dx.doi.org/10.1109/icsengt.2019.8906391.

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"Good University Governance Oriented of Change Management, Management, Budgeting System, and Behavioral Aspect." In International Seminar of Research Month Science and Technology for People Empowerment. Galaxy Science, 2019. http://dx.doi.org/10.11594/nstp.2019.0257.

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Ding, Yuxian, Guohui Jin, and Yuxin Ding. "Causes and Countermeasures of Construction Project Costs beyond Budgeting." In 2015 International conference on Engineering Management, Engineering Education and Information Technology. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/emeeit-15.2015.13.

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Sardjono, Wahyu, and Taruma Leo Wijaya. "Evaluation of Budgeting Management Information System at DKI Jakarta Forestry Service." In 2018 International Conference on Information Management and Technology (ICIMTech). IEEE, 2018. http://dx.doi.org/10.1109/icimtech.2018.8528091.

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Hall, Rosemar José, Maike Bauler Theis, and Carlos Eduardo Facin Lavarda. "COMMITMENT TO THE GOALS OF PARTICIPATORY BUDGETING: A STUDY IN A MEDIUM SIZED FAMILY BUSINESS." In 10th CONTECSI International Conference on Information Systems and Technology Management. Sao Paulo: TECSI, 2013. http://dx.doi.org/10.5748/9788599693094-10contecsi/ps-233.

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Pejović, Biljana, Dragana Trifunović, and Aleksandra Živaljević. "CASH FLOW FORECASTING FOR INTERNATIONAL PROJECTS IN THE PROCESS OF CAPITAL BUDGETING DURING THE COVID-19." In Fourth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/itema.2020.129.

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By predicting cash flows in the capital budgeting procedure, the profitability of an investment at the international level is determined in advance. Although investing globally provides greater opportunities for earnings, cost reduction and business diversification, all risks posed by international business must be considered when choosing a discount rate. In addition to the risks inherent in cross-border business such as exchange rate risk, country risk, the risks caused by the pandemic crisis, which relate primarily to measures taken by states to protect the population by introducing quarantine, restricting the flow of people, goods and capital, as well as activities that are endangered by a pandemic, must be considered too. If all the risks that determine the discount rate are well assessed, the cash flow forecast will be more accurate.
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Helu, Moneer, and Brian Weiss. "The Current State of Sensing, Health Management, and Control for Small-to-Medium-Sized Manufacturers." In ASME 2016 11th International Manufacturing Science and Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/msec2016-8783.

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The development of digital technologies for manufacturing has been challenged by the difficulty of navigating the breadth of new technologies available to industry. This difficulty is compounded by technologies developed without a good understanding of the capabilities and limitations of the manufacturing environment, especially within small-to-medium enterprises (SMEs). This paper describes industrial case studies conducted to identify the needs, priorities, and constraints of manufacturing SMEs in the areas of performance measurement, condition monitoring, diagnosis, and prognosis. These case studies focused on contract and original equipment manufacturers with less than 500 employees from several industrial sectors. Solution and equipment providers and National Institute of Standards and Technology (NIST) Hollings Manufacturing Extension Partnership (MEP) centers were also included. Each case study involved discussions with key shop-floor personnel as well as site visits with some participants. The case studies highlight SME’s strong need for access to appropriate data to better understand and plan manufacturing operations. They also help define industrially-relevant use cases in several areas of manufacturing operations, including scheduling support, maintenance planning, resource budgeting, and workforce augmentation.
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Amer, Mustafa, Asem Radwhi, Abdullah Ali, and Amir Ali. "An Integrated Digital Collaborative Work Environment for Drilling." In International Petroleum Technology Conference. IPTC, 2022. http://dx.doi.org/10.2523/iptc-22546-ea.

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Abstract To adequately manage and streamline these business processes, the Oil & Gas industry has been over many years investing in countless number of digital solutions and platforms in a pursuit to support all business areas starting from planning, well engineering, operations reporting, real-time monitoring, reaching predictive analytics and automated drilling. Integrating these many different systems seamlessly is still a challenge even within the same company. Operating companies that run numerous drilling activities to deliver thousands of wells annually face these challenges the most, where developing an integrated collaborative digital work environment to support the business is becoming necessary and emphasized with the current initiatives for digital transformation. In this paper, the experience of developing a digital collaborative environment is shared, focusing on how to manage such a complex project from both ends: drilling and IT perspectives. The developed environment supports multiple levels of integration starting from business processes, data flows and governance, applications and services, up to knowledge management and machine learning workflows. The platform of such solution is based on modern microservices design patterns, which is the constituent to develop complex business requirements, and simplifies the development and maintenance activities, promoting fast delivery and high-quality product. In addition, it provides an open architecture to allow third-party software services to be integrated seamlessly. Managing the project stakeholders was a big challenge with wide variety of stakeholders’ groups and their widely different backgrounds, and that was overcome by continuously involving stakeholders and transparently communicate to them detailed project status update with challenges and successes. A collaborative integrated work environment was introduced to cover the specific business domain as end-to-end process: starting from automated requirements elicitation from upstream teams such as reservoir management, exploration, and producing, going through rig scheduling & budgeting, then well design and engineering, with full functionality for automated well monitoring during the execution phase, reaching the end-of-well activities and well handover process to next stakeholder. The new environment helped to support the integrity of multiple business processes with a significant process performance improvement up to 100% in some cases which resulted in valuable time & cost saving. In addition, data flow and processes workflow was enhanced and the timeline was crashed from weeks to few days. The result of this work is a digital platform that is integrated, intelligent, enriched and orchestrated that innovatively transforms the subject business processes, by not only integrating in-house developed applications, but also offering a stable platform for third-party software services integration, paving the road for an effective and efficient digital transformation journey for the targeted activities in operating companies.
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9

Stiepani, Christoph. "AREVA NP Decontamination Concept for Decommissioning: A Comprehensive Approach Based on Over 30 Years Experience." In ASME 2010 13th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2010. http://dx.doi.org/10.1115/icem2010-40083.

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Decontamination prior to Decommissioning and Dismantlement is imperative. Not only does it provide for minimization of personnel dose exposure but also maximization of the material volume available for free release. Since easier dismantling techniques in lower dose areas can be applied, the licensing process is facilitated and the scheduling and budgeting effort is more reliable. The most internationally accepted approach for Decontamination prior to Decommissioning projects is the Full System Decontamination (FSD). FSD is defined as the chemical decontamination of the primary cooling circuit, in conjunction with the main auxiliary systems. AREVA NP has long-term experience with Full System Decontamination for return to service of operating nuclear power plants as well as for decommissioning after shutdown. Since 1976, AREVA NP has performed over 500 decontamination applications and, from 1986, Decontaminations prior to Decommissioning projects which comprise virtually all NPP designs and plant conditions were performed: • NPP designs: HPWR, PWR, and BWR by AREVA, Westinghouse, ABB and GE; • Decontaminations performed shortly after final shutdown or several years later, and even after re-opening Safe Enclosure; • High Alpha inventory and or low gamma/alpha ratio; • Main Coolant chemistry (e.g., with and without Zn injection during operation). Fifteen Decontaminations prior to Decommissioning Projects have been performed successfully to date and the sixteenth FSD is now in the detailed engineering phase and is scheduled to commence late 2010. AREVA NP has developed a fully comprehensive approach for decontamination based on the CORD® (Chemical Oxidation Reduction Decontamination) Family, applied using the in-house designed decontamination equipment AMDA™ (Automatic Modular Decontamination Appliance). Based on the vast experience of AREVA NP in the field of decontamination, the Decontamination Concept for Decommissioning was developed. This concept ensures that the decontamination is tailored to the given boundaries and desired goals to ensure the best results with the lowest waste generation. This includes lower source term by oxide film, thus corrosion product, removal; controlled base metal attack to remove embedded activity; increased gamma/alpha ratios; and alpha contamination removal. This paper will describe the AREVA NP Decontamination Concept for Decommissioning (DCD) and present highlights of previous FSDs performed prior to decommissioning using the CORD/AMDA technology.
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Liang, Yang, and Yan Wang. "Notice of Retraction: Research on budgeting and abandoning budgeting for management." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553256.

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Звіти організацій з теми "Budgeting as a management technology"

1

Harrell, Ronald L. Financial Management Transformation (Performance Based Budgeting). Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404570.

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Froot, Kenneth. Risk Management, Capital Budgeting and Capital Structure Policy for Insurers and Reinsurers. Cambridge, MA: National Bureau of Economic Research, December 2003. http://dx.doi.org/10.3386/w10184.

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Reveiz-Herault, Alejandro. The case for macro risk budgeting and portfolio tranching in reserves management. Bogotá, Colombia: Banco de la República, June 2004. http://dx.doi.org/10.32468/be.290.

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Froot, Kenneth, and Jeremy Stein. Risk Management, Capital Budgeting and Capital Structure Policy for Financial Institutions: An Integrated Approach. Cambridge, MA: National Bureau of Economic Research, January 1996. http://dx.doi.org/10.3386/w5403.

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Swingle, Timothy R. Management Strategies to Ensure Successful Adaptation to Enrollment Based Capitation Budgeting Methodology at Mach. Fort Belvoir, VA: Defense Technical Information Center, June 1998. http://dx.doi.org/10.21236/ada372415.

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Bartoszek, Thomas, Barry Gay, John Huddleston, James Mitchell, Alejandra Rodriguez, Vicky Sain, Christopher Scrabis, and Kathryn Truex. Information Technology Management: Management of Information Technology Resources Within DoD. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada432557.

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Bloom, Nicholas, Raffaella Sadun, and John Van Reenen. Management as a Technology? Cambridge, MA: National Bureau of Economic Research, June 2016. http://dx.doi.org/10.3386/w22327.

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McCormack, Thomas H., Michael A. Loyal, and Irene Elios. Computer Resource Management Technology. Fort Belvoir, VA: Defense Technical Information Center, December 1986. http://dx.doi.org/10.21236/ada176041.

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Claggett, S. L. Environmental Management Technology Leveraging Initiative. Office of Scientific and Technical Information (OSTI), March 1999. http://dx.doi.org/10.2172/3904.

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Kraynova, O. S. Management of information technology enterprises. Ljournal, 2011. http://dx.doi.org/10.18411/kray-2011-mong-00071.

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