Concept Management Quarter

Chief Execution Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Business Modeling Quarter.

Concepts

1. Enterprise administration. Practice and a set of concepts, based on that practice, that define culture of administering all enterprise efforts from identifying opportunities and up to getting of all enterprise outputs.
   • Administration. The process or activity of running a business, organization, etc. or the officials who executive that process or activity.
   • Management. The process or activity of dealing with or controlling things or people.
2. Strategic management. What managers do to develop the organization's strategies.
   • Top manager. A manager at or near the upper levels of the organizational structure who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.
   • Policy. A guideline for making decisions.
   • Strategic management process. A six-step process that encompasses strategic planning, implementation, and evaluation.
   • Real goal. A goal that an organization actually pursues, as defined by the actions of its members.
   • Stated goal. An official statement of what an organization says, and what it wants its various stakeholders to believe, its goals are.
   • Vision statement. A formal articulation of an organization's vision or mission.
   • Business plan. A written document that interprets the strategic plan for enterprise stakeholders, for instance, financial or governmental institutions with regard to a business opportunity and articulation of how the identified opportunity is to be seized and exploited.
3. Idea management.
4. Knowledge management.
   • Lessons learned. The learning gained from the process of performing the project. Lessons learned may be identified at any point.
   • Learning. Any relatively permanent change in behavior that occurs as a result of experience.
5. Value chain management. The process of managing the sequence of activities and information along the entire value chain.
   • Business development.
6. Performance management.
   • Performance. The end result of an activity.
   • Incremental budgeting. Process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting it.
   • Balanced scorecard. A performance measurement tool that looks as more than just the financial perspective.
7. Skunk works. A small group within a large organization, given a high degree of autonomy and unhampered by corporate bureaucracy, whose mission is to develop a project primarily for the sake of radical innovation.

• Outcome. A key factor that is affected by some other variables.

Methods

1. DADI (or DADI pattern). The enterprise development pattern that divides enterprise administration in four batches: Discovery (D), Analysis (A), Design (D), and Implementation (I). Although the batches tend to be both consecutive and complete, this statement is rarely true. Most frequently, Discovery can occur at any time and the newly discovered data re-starts the process.

The successor lecture is Data Gathering Quarter.