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Essay / Research Paper Abstract
This 3 page paper is written in two parts. The first par considers how the Dowding Universal Business Model may be used to compliment other business analysis models. The second part looks at how the strategic plan, the entries architecture and the project portfolio management will influence other development of information technology (IT) in a company. The bibliography cites 3 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEdowding.rtf
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Unformatted sample text from the term paper:
However, many are limited to only certain aspects of the environment. The models tend to result in deceptive output which are then left to the manager to analysis for the
use of developing strategies (Thompson, 1998). No single model can satisfy will analysis need, however, if we look at the Dowding Universal Business Model this may be used as
a model by which different model output may then be analysed and value added. When using the existing models the data van be created but is may be hard
to know where an analysis should actually start. This model provides a framework to help with this and is suitable to be used in all types of organisation. There
are three layers to the structure of this model; aspects elements and issues. The aspects are the different aspects that will represent the company, there are ten aspects in all
including structure, activities, purpose, culture, influences, participants and performance (Dowding, 2001). The next layer are the elements. This is the breakdown of the aspects. For example, if the
aspect of participants is exampled and broken down into its elements there will be employees, but there are also other participants, such as customers, suppliers and managers. With the ten
aspects there are a total of fifty five elements (Dowding, 2001). The third layer is the issues. There are different issues that will present to the various
elements. Rather than give a greater breakdown this layer gives an assessment technique with the use of an analysis, evaluations and then a strategy (Dowding, 2001). The analysis
allows the element to be understood, the evaluation looks at how this contributes or will influence or impact the company perhaps compared to anther company, the strategy is the determination
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