Benefits and swot analysis of iknow estudent services system

The implementation of new robust and complex overall systems in any area is in the very least demanding, complicated, extensive, particularized and delicate. Especially if they are planned to be designed for almost entire higher education system in a country. Inevitably at the beginning, the stakeholders in the existing processes and resources will be reluctant to radical change such as the one in the case of iKnow system implementation, setbacks can be experienced in the mentality shifts, workflow adjustments and adaptation, but also in the different starting points in different institutions for such implementations. And this is only before the beginning of usage of the system. As with any big, ERP-like software solution, the first period of implementation may be the scariest, until everyone gets on board. Then the impressions from the intuitive interface, completion of tasks from distance, the overview of many aspects, maybe never even considered before, and the usefulness of the reports will kick in. That is the point from which the added value from the iKnow eStudent Services System will start to pile up improvements in many directions and depths. This paper can serve as an introduction to the benefits, strengths and opportunities that can be expected from iKnow, and food for thought for the involved parties in the realization of the project for its weaknesses and threats. By observing the requirements for the system on one side, and the technical documentation and the software itself on the other, we can conclude that what is asked for has been delivered in the construction area, and time will show that the objectives will be reachable in the very least, if not completely, with timely implementation and proper usage

From strategy to operations and vice-versa: a bridge that needs an Island

The Information Systems support particularly for Tactical Management is not an explicit or distinct term. There are many concepts and artifacts that are providing contemporary foundations for Information systems in the companies, both in theory and in practice. We tried to analyze different approaches, in order to determine their support specifically for tactical management. Out of this attempt, the realization is that these seemingly overarching bridges from Operations to Strategy and vice-versa appear to be overshooting an important island - the tactical management level, particularly in recognizing its distinct characteristics to be served with adjusted concepts and solutions. We see tactical management as the managerial function that implements strategies, by deploying and utilizing specific resources from the operational level in order to gain that specific competitive advantage prescribed in the strategy. The diversity of approaches and tools is provided for the strategic and overwhelmingly for operational management issues. This theoretical research is analyzing the specifics of the Sense-and-Respond Framework on a tactical level towards perfecting the sensing part of it (in terms of sustaining "low latency" (instead of operational "no latency") and striving for tactical need for "right-time" (instead of the current and hot operational "real-time") information), and how it is being closed in theory and practice on a strategic, tactical and operational level with 'endings'. Also, the tactical management characteristic of working in unpredicted environment and needing high adaptability, requires involvement of concepts and approaches that provide adaptability such as, in our opinion, the Sense-and-Respond managerial concept and the SIDA loop. To some extent, tactical management is being assimilated either by strategy or by operations, as this research confirms. Hopefully, we will result with increased perceptiveness that tactical management needs special theoretical and practical focus and output propositions. The specific sensing and interpreting, deciding and acting, in the role of a tactical manager is neither only automatic, data-capturing process nor a person-independent or company-independent one. If, and after this viewpoint is shared, much more efforts will be streamlined in the tactical management "how" to do "what" is expected, on theoretical and on practical level

Traffic flow forecasting based on no complete highway database

In accordance with the Guidelines for working out highway prefeasibility studies (made under the authority of the World Bank), it can be said traffic flows forecasting is the base for preparing of other phases of road network management. The main prerequisite for successful traffic forecasting is relevant, high-quality and reliable database. This paper deals with methods used in the frame of prefeasibility study for the Veles-Prilep highway, in order to forecast traffic flows on the base of no complete highway data. The study brings up a practical application of the Transport Strategy of the Republic of Macedonia, set to achieve the attributes determining the so called sustainable road network

Facilitation in complexity : from creation to co-creation, from dreaming to co-dreaming, from evolution to co-evolution

Offers conceptual solutions for tackling complex management challenges Discusses tactical management as the distinctive trait for co-creation Introduces multi and transdisciplinary management methods applied to diverse domain