Bioanalytical automation expanded at Glaxo Inc. from 1987 to 1991 by cycling through periods of justification, planning, implementation, obstacle-jumping and success, which justified continued cycling. In 1990 it became evident that the technology and its growth needed to be planned and the resources had to be managed. A Strategic Plan was researched and prepared. The plan describes the mission...

extended abstractintroductiona map is a drawing ground features on one side of the paper. the cartographic maps are representations of the earth upon a flat surface in the smaller scale than it’s true. large scale maps cover relatively small regions in great detail and small scale maps cover large regions such as nations, continents and the whole globe. logical connection between the features a...

Enterprise resource planning (ERP) solutions have been implemented by many companies rather than system development on the promise of improving processes and feasible strategic benefits. Typical feasible benefits include an adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus relatively easy system maintenance. The obje...

Although manufacturing determines mostly the current performance of companies, few companies deal systematically with the issues related to strategic capacity management. Besides decisions on outsourcing and acquisition of resources, this involves triggering process innovation, process development and improving performance by adapting organisational structures. Action research in companies reve...

Strategic processes are not well considered in PSEEs (Process-centered Software Engineering Environment). In fact there is no flexibility in guiding their achievement and in determining the adequate path associated to the occurred situation that matches the intention, the engineer and the project requirements. In this paper we propose a heuristic called guidance map allowing the map navigation ...