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EX0-115 basics - IT Service Management Foundation based on ISO/IEC 20000 Updated: 2024

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Exam Code: EX0-115 IT Service Management Foundation based on ISO/IEC 20000 basics January 2024 by Killexams.com team
IT Service Management Foundation based on ISO/IEC 20000
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Question: 120
Which process is responsible for supplying first-line support and assistance in daily
use of iT services?
A. Availability management
B. Incident management
C. Service level management
D. Service reporting
Answer: B
Question: 121
The effects of a disaster onIT services can be severe. Measures should be taken to
prevent, detect, prepare for and mitigate these effects. Which process is responsible
for taking these measures?
A. Availability management
B. Information security management
C. Service continuity management
D. Service level management
Answer: C
Question: 122
In many organizations, management tasks or parts of those tasks are performed by
third parties. Agreements are made with these parties that are expressed in
documents. What are these documents called?
A. Service level agreements (SLAs)
B. Operational level agreements (OLAs)
C. Service contracts
D. Underpinning contracts (UCs)
Answer: C
Question: 123
When should the final closure of an Incident record be completed?
A. When all relevant information for classification and routing has been entered.
B. When the Incident has been dispatched outside the Service desk department.
C. When the Incident is solved and normal operation is restored.
D. When the user or customer has been given the opportunity to confirm that the
service is restored.
Answer: D
Question: 124
One of the activities of Release and deployment management involves testing and
Release acceptance. When can Release management start with implementation
planning?
A. As soon as the documentation for managing and supporting the Release is also
complete and up to date.
B. As soon as the users have tested the Release.
C. As soon as Change management has approved the Release.
D. As soon as the technicians have tested the Release and no adverse impact of this
Release is expected in the rest of theIT infrastructure.
Answer: C
Question: 125
Staff competencies and training needs shall be reviewed and managed. Why is this
necessary?
A. To enable employees to perform their role effectively
B. To help staff to further their career
C. To Strengthen service reporting
D. To reduce the operational cost of the organization
Answer: A
Question: 126
Which process is responsible for providing information about the IT infrastructure
to all other processes?
A. Capacity management
B. Change management
C. Configuration management
D. Problem management
Answer: C
Question: 127
Which interested party will define Service level requirements?
A. Customer
B. End user
C. Service provider
D. Supplier
Answer: A
Question: 128
What is the best definition of a Service management system?
A. ability to maintain availability of theIT infrastructure, services and supporting
organization to ensure these requirements are met consistently
B. mandatory Service management practices followed by everyone in the service
provider organizations
C. processes, procedures, responsibilities and resources for implementing Service
management
D. set of measures and procedures to ensure that the provided services continue to
fulfill the expectations of the customer
Answer: C
Question: 129
Customer satisfaction measurement is an important activity in the Business
relationship management process. What is the objective of Customer satisfaction
measurement?
A. to enable the Service provider to gain information regarding the perception of
the customer and to identify improvements required
B. to gather information about potential new services that might be interesting for
the end users of the services
C. to optimize the relationship processes so that service levels are exceeded
D. to check if contractual obligations for customer satisfaction are being met
Answer: A
Question: 130
How should the requirements for Service continuity and availability be identified?
A. These should be identified based upon historical data for major incidents and
their business impact on the organization.
B. These should be identified on the basis of customer satisfaction investigations, so
that the real user needs can be considered.
C. These should be identified based upon the business priorities, Service level
agreements (SLAs) and assessed risks.
D. These should be made up from service requirements and SLAs if available.
Answer: C
Question: 131
According to the ISO/IEC 20000-1:2011 standard it is important that a process
exists to dealwith contractual disputes with suppliers. Which process is responsible
for the definition of this process?
A. Business relationship management
B. Contract management
C. Service level management
D. provider management
Answer: D
Question: 132
What is the objective of the maintain and Strengthen the SMS stage (Act)?
A. to Strengthen the efficiency and effectiveness of the business
B. to Strengthen the efficiency and effectiveness of the processes
C. to Strengthen the efficiency and effectiveness of service provision
D. to Strengthen the efficiency and effectiveness of service support
Answer: C
Question: 133
Which Changes should be documented through formal change records?
A. infrastructure changes
B. change in business strategy
C. staff recruitment
D. user training
Answer: A
Question: 134
When implementing a new version of an application both Change management and
Release management are involved. What is the responsibility of the Change
management process here?
A. Change management has the implementation and installation task in this phase.
B. Change management plays a coordinating role in this phase.
C. Change management must check whether the new application functions
properly.
D. Change Management draws up the Request for change (RFC) in this phase.
Answer: B
Question: 135
What is an example of a Configuration item (CI)?
A. Location of a server
B. Name of the provider of an Underpinning contract (UC)
C. Serial number
D. Service catalogue
Answer: D
Question: 136
What is a valid reason for anIT service provider to adopt and implement the
ISO/IEC 20000 standard?
A. To adopt an integrated process approach to manage services
B. To adoptIT governance
C. To adopt an international standard on Information security management
D. To adopt the best practices ofIT service management
Answer: A
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Sherrie Scott is a freelance writer in Las Vegas with articles appearing on various websites. She studied political science at Arizona State University and her education has inspired her to write with integrity and seek precision in all that she does.

Sat, 21 Jun 2014 03:21:00 -0500 en-US text/html https://smallbusiness.chron.com/business-management-basics-1792.html
Contract Management Basics

Business owners have important functions to play when it comes to managing the contracts they enter into with vendors, customers and employees. The field of contract management seeks to provide a skeleton outline of tips and tools to assist managers in negotiating terms, writing contracts, ensuring compliance and reporting on outcomes. There are nine steps in the contract management process.

Invitation to Treat

  1. The contract management process begins when businesses issue an "invitation to treat." This legal term simply means that the business is willing to receive offers on products or services, that it is looking to hire a new employee or that it wants to enter into an agreement with a vendor. In other words, the business is ready to enter into a contract for a specific reason.

Authoring the Contract

  1. Once an invitation to treat is apparent, the business may accept bids on the potential contract. An employee may enter for an available position, or a vendor may submit a bid to provide a service to the business, for example. The business now can begin to write the contract based on terms and conditions suitable for the arrangement. These terms may be dictated by law, and they sometimes are specific to the situation. The law requires that employees be paid a minimum wage, for instance, and this must be reflected in the contract. While contracts also can be made verbally, most businesses enter into authored or written contracts to avoid legal pitfalls that can arise with verbal agreements. Your business might consider seeking the advice of a lawyer in authoring a contract to ensure that the legal language is legitimate and accurate.

Negotiation

  1. Negotiation often occurs simultaneously with authoring the contract. Both sides of the agreement discuss the terms and conditions and decide on a mutually agreeable set of promises and obligations. Contract law requires that there be a bargain between the parties of a contract. This means each side must provide or exchange something for the benefit of the other. When you sell a product to a customer, for instance, the customer is getting the benefit of the item and you're getting the benefit of the revenue.

Acceptance

  1. The acceptance stage of the contract management process often is the most frustrating as one or both parties may not be happy with the terms and conditions outlined in the contract. If you're selling products or services, you may not experience this sort of issue, as the customer will either buy the product or not. However, if you're dealing with vendors or with hiring employees, you may have to revert to the negotiations stage before the contract is accepted.

Execution

  1. Parties that accept a contract typically do something to signify the acceptance. This is called execution. In a written contract, execution happens as both parties sign the contract, often in front of a witness. In verbal contracts, execution normally happens when one party gives money in exchange for a product or service from the other. In a service-based contract, execution also entails carrying out the duties or obligations outlined in the contract. If you hire someone to paint your office, for instance, he must do so within the terms and limits implied in the contract.

Ensuring Compliance

  1. The contract manager or business owner must concern herself with making sure that all of the terms and conditions in the contract are being met by both parties. If one party fails to live up to her side of the bargain, the other party can sue for breach of contract, which can be costly. This step of the process is perhaps the most important to key an eye on.

Amending the Contract

  1. Sometimes, one or both parties to the contract deem it necessary to change its terms or conditions. The painter you hired might need a few extra days to complete the job, or you might decide to provide your employees a raise. In these instances, a new contract typically is issued.

Auditing and Reporting

  1. Most businesses engage in quarterly, semiannual or annual audits. These audits provide the business a chance to make sure that all contracts for that time period have been completed properly and that all outstanding debts are taken care of. Your board of directors, investors or other key stakeholders also may want a report of your completed and ongoing contractual commitments; the auditing process gives you the chance to gather the documents to prove how you've spent money and allocated resources.

Renewing the Contract

  1. If you wish to keep using a particular vendor, you need to periodically review and renew the contract. You may need to repeat the contract process to ensure that everyone is on the same page about compensation, terms and conditions.

Thu, 19 Jul 2018 22:16:00 -0500 en-US text/html https://smallbusiness.chron.com/contract-management-basics-59993.html
Supply Chain Management Basics

The 100% online, self-paced course introduces the core concepts and components of supply chain management, including provider evaluation, logistics, inventory management, and other supply chain practices. As a supply chain grows in complexity, and companies increasingly source products and services from a more diverse and global set of suppliers, the job of managing the processes that ensures the steady and reliable flow of components and inputs has never been more difficult.

Price:$299

Access Time:180 days

Estimated Length:10 hours

Credits:1.0 IACET CEUs / 10 PMI PDUs / 10 SHRM PDCs

Discount:UAB employee/student, veteran or company with 3 or more students in the same class receive a 20% discount with code BlazerStudent.

Fri, 28 Jul 2023 04:56:00 -0500 en-gb text/html https://www.uab.edu/business/home/?view=article&id=654:supply-chain-management-basics&catid=96
The Basics of Financial Responsibility

What does it mean to be financially responsible? It's a complex question with a complex answer, but at its core is a simple truth: To be financially responsible, you need to live within your means. And to live within your means, you must spend less than you make.

Credit Cards and Debt

If you're really looking to be financially responsible, just being able to make your minimum monthly credit card payment doesn't cut it. In fact, the fact that you aren't able to pay your balance in full shows that you already spend more than you earn. Responsible use of credit means paying the balance on your account in full each month.

Also, credit cards should be used for convenience, not to make ends meet. Credit cards are handy because they eliminate the need to carry cash. Plus, you can generate reward points. Credit cards can be very helpful in an emergency. That said, if an emergency does force you to carry a balance on your card, living in a financially responsible manner means curbing your spending until that balance is paid off.

Consider the Interest

The same logic applies to all recurring payments that involve paying interest. Think about it: Paying interest on anything means that you are spending more on that item than the purchase price. Does that sound like the most responsible choice or just the most convenient?

When the interest payments are factored into the purchase price, you are spending more to obtain the item than even the item's manufacturer thought it was worth. As such, avoiding paying interest on anything should be a major objective.

Of course, when it comes to the cost of housing and personal transportation, avoiding interest is impossible for most of us. In such situations, minimizing the amount you spend in interest each month is the most responsible action.

Acting in Your Own Best Interest

For many people, cutting down on interest and borrowing is easier said than done, but in practice, it really comes down to knowing the difference between necessities and luxuries. For example, you might need a car, but you don't need a top-of-the-line model and, unless you can afford to pay for it in cash, you shouldn't be driving one.

Likewise, you might need a place to live, but you don't need a mansion. And while most of us must have a mortgage in order to afford a home, purchasing a home in a financially responsible manner means that you should purchase one that won't break the bank. In financial terms, this means it shouldn't cost more than two or 2.5- times your yearly income. Another healthy estimate is that your monthly mortgage payment should not cost more than 30% of your monthly take-home pay.

In addition to avoiding overspending on your home purchase, you should make a down payment that is large enough to eliminate the requirement of having to pay for private mortgage insurance (PMI). If you can't afford to meet these purchasing guidelines, rent until you can afford to buy.

Paying Yourself First—Saving

Spending every dime that you earn is simply irresponsible unless you have a massive trust fund that is so flush with cash that you will never outlive the earnings. For most people, especially those of us hoping to retire someday, saving is an activity that must be taken seriously. A great way to do this is when you get your paycheck – and before you pay your bills – pay yourself first. A good goal to save is 10%.

When it comes to saving, investing in the stock market might be the most profitable choice available. Sure, investing involves risk, but taking calculated risks is sometimes a necessity. The responsible way to go about it is to have a plan.

Start by examining asset allocation strategies to learn how to choose the right mix of securities for your investing strategy. From there, contribute to your employer-sponsored savings plan if such a plan is available. Most employers offer to match your contributions up to a certain percentage, so by contributing at least enough to get the match, you earn a guaranteed return on your investment.

If your finances permit, maximize your tax-deferred savings opportunities by contributing the full amount that the plan allows. After you've started investing, monitor the progress that you are making toward your goals and rebalance your portfolio as necessary to remain on track.

Emergency Fund

Financial responsibility means being prepared for the unexpected. Most experts agree that you need to be able to support yourself financially for at least six months without an income. If you are married and used to living on dual paychecks, this means being able to pay the necessary bills such as the mortgage, food and utilities on one income – or even neither income. If a missed paycheck would ruin you financially, it's time to create a financial escape hatch to prevent this.

Don't Keep Up with the Joneses

Financial responsibly means doing what you have to do to take care of your needs and the needs of your family. To make this happen, your focus should be internal. The neighbors aren't paying your bills, so their spending habits shouldn't dictate yours or set the bar for your standard of living.

Budgeting

Having a budget is one of the core pillars of financial responsibility. You should know where your money is going. Business owners know the importance of understanding their cash flows and balance sheets; as a result, no successful business exists without a budget. Neither should you.

A Very Personal Definition

Does being financially responsible mean that you have to scrimp and save? Maybe, but only if that is what it takes to stay out of debt. On the other hand, if you are the Sultan of Brunei, you may easily be able to afford a jet, a mega-yacht, a mansion in the South of France and a few palaces. Although those of us with lesser means might frown on this extravagance, it shouldn't be confused with a lack of financial responsibility. After all, there's nothing irresponsible about buying things you can afford to pay for.

Arriving at "Responsible"

Ultimately, financial responsibility means living within your means, regardless of the level of those means. So take a close look at your financial situation, evaluate your earning and spending habits, and make the necessary adjustments to put yourself on responsible financial footing.

Sat, 26 Aug 2023 20:36:00 -0500 en text/html https://www.investopedia.com/articles/pf/09/financial-responsibility.asp
Money Management


Many seasoned stock traders are already familiar with basic money management principles, and these same rules of the road can also be applied to options trading. Before you begin playing calls and puts, let's review some of the most crucial guidelines for money management.

You should play calls and puts only with dedicated trading capital -- never with your savings, next month's mortgage payment, or any other cash you can't afford to lose. Not only is this good common sense, but it helps to keep irrational emotions out of your trading decisions.

Never risk all of your trading capital at one time, or throw all of your available capital into a single trade. The ideal investing approach should combine a mix of stocks, options, bonds, and cash, with exposure to a variety of sectors and a mix of bullish and bearish trades. The idea is to position your portfolio in such a way that you're not overly vulnerable to a downturn in stocks or weakness in any one particular sector.

Determine your target exit points on each trade, and don't stray from those goals. Before you enter that initial trade order, you should already know your target profit and maximum acceptable loss on the position. In the heat of the moment, emotions such as fear and greed can be the root cause of poor decision-making. Creating a concrete plan can help you avoid these common pitfalls.

Adhere to a maximum entry price (or, for option-selling strategies, a minimum entry price). The price at which you enter each trade plays a crucial role in determining your ultimate profit or loss on the position, so it makes sense to determine -- in advance -- how much you're willing to pay for the option. To help you stick with this rule, use limit orders instead of market orders to control your entry price.

Make the principle of convexity work for you by dedicating a fixed percentage of your capital to each trade. Assuming you commit 10% of your available investing capital to each position, you'll be plowing more dollars into each trade after a winning streak, while fewer dollars will be at risk after each loss.

Use partial closeouts to lock in profits or manage losses, particularly when an option makes a sharp move early in its lifespan. For example, if you've bought 10 contracts and the position jumps to a 100% return early, you might choose to close out five of your contracts. This way, even if you take a total loss on the remaining five contracts by expiration, you're guaranteed to at least break even on the position as a whole. Alternately, if you're facing a 100% loss early in a trade, you might close out half the position if it recovers to breakeven. This ensures that you'll lose no more than 50% on the position.

Fri, 11 Sep 2020 07:15:00 -0500 en text/html https://www.schaeffersresearch.com/education/options-basics/options-trading-mechanics/money-management
Beyond The Basics: Fleet Management Solutions At The Next Level

Traditionally, telematics devices have been used to track the location of vehicles. But increasingly fleet solutions provide analytics that offer fleet managers a much broader and more detailed view of activity in the field. As a result, fleet managers are realizing the benefits of incorporating these analytics into their day-to-day operations.

When telematics are combined with powerful analytics, near real-time management alerts and insightful reporting they allow businesses with fleets to measure how well they are managing their business today, set strategies and goals for improvement and track improvement against those goals. Sprint ® Connected Fleet solutions empower businesses to better manage their mobile resources; consequently, companies realize significant increases in operating efficiencies and productivity and solve real business problems.

For these reasons and more, connected fleet solutions are rapidly growing in popularity and are becoming a go-to tool for businesses across the country.

LEVERAGING TELEMATICS FOR MOBILE RESOURCE MANAGEMENT:  A GROWING MARKET  

Mobile Resource Management (MRM) is a broader category of solutions that leverages GPSenabled telematics to better manage mobile resources such as workers, vehicles and other assets. Because of the visibility it offers and the results it yields, mobile resource management is a booming market.

According to a 2012 study by C.J. Driscoll & Associates, more than 300,000 companies are leveraging MRM systems and services — and more than five million MRM units are in service. This includes units installed in fleet vehicles, GPScapable mobile devices/tablets, units installed on long-haul trucks, trailer/container monitoring systems and heavy equipment monitoring.

This market continues to grow. Today in the local fleet market more than 20% of approximately 14 million vehicles are leveraging the power of telematics. But as these solutions become more and more affordable and awareness of the benefits becomes more widespread, it is estimated that by 2015 telematics will become a staple for good fleet management, with nearly one-third of local fleet vehicles utilizing its capabilities.  

Several factors have contributed to the rapid growth in connected fleet management solutions:

  • Low  hardware costs
  • Low cellular data costs
  • Expanded Features like navigation, OBD-II driver score cards, and fuel caed integration.
  • Significant ROI    

“The return on investment for local fleet operators is clear and compelling. That’s the principal reason why the market annual growth rate is up in the 15-20% range and it’s been there the last two to three years,” says Clem Driscoll, C.J. Driscoll & Associates. “The market has reached critical mass, meaning many fleet operators are feeling the need to deploy a solution in order to remain competitive. They know competitors that are using a telematics solution and are benefiting from it.”

5 million+ MRM Units in Service

5 million+ MRM Units in Service

THE IMPACTS OF TELEMATICS AND MRM

Fleet management solutions today offer a degree of sophistication that gives fleet managers a higher level of visibility into fleet location and activity than in years past. Now, fleet solutions even provide detailed analysis on the impact of driver behavior and vehicle activity on operating costs and fuel usage.

For example, using telematics with easy-to-use user interfaces, fleet managers can see in near real time the location of a vehicle as well as time spent idling, the current speed, the temperature of the cargo and more. When analytics are applied to this data, fleet managers gain insight on the effect speed and idling have on fuel consumption.

A fleet manager can then educate his drivers to understand the impacts of their behavior and work to modify driving habits, resulting in overall fuel savings for the company.

“For many years in the GPS tracking industry, it was mostly about user interface presenting dots on a map for fleets so we could see the efficiency of employees in the field.

It really was the basics, and the industry has significantly evolved,” states Colin Sutherland, Vice President, Geotab. “The evolution of telematics has gone way beyond the user interface and making things look nice for fleet customers. It’s primarily now about the data and what we’re recording behind the scenes.

That’s really where the value is.  Having these additional layers of data helps fleets solve real business problems. Now, in addition to location, telematics devices often record data on:

  • Fuel levels – Allowing fleets to  track fuel levels and understand fuel consumption
  • Mileage – Making it easier to schedule maintenance based on the actual miles driven
  • Diagnostics – Identifying problems early on to help prioritize maintenance, prevent more costly repairs, prevent roadside breakdowns and Strengthen vehicle safety
  • Driver behavior – Helping provide instant feedback to drivers, Strengthen safe driving habits, reduce aggressive driving and achieve better fuel economy   

Many organizations turn to MRM solutions not only because of the potential savings and productivity gains but also because of how quickly these improvements can be achieved and begin generating a return on investment. MRM solutions can positively impact fleet operations in a number of ways: 

  • Driver productivity – Knowing the location of drivers provides fleet managers insight into whether they adhere to schedules, follow assigned routes and drive vehicles for personal use
  • Efficient dispatching – Vehicle location makes it easy to find the driver closest to the call which gets the job done faster 
  • Lower fuel consumption – Knowing the average MPG for each vehicle makes it easy to identify areas of improvement such as speeding, sudden stops and quick acceleration which can impact fuel economy
  • Driver habits – Driver scorecards help fleet managers coach drivers on eliminating unsafe driving behaviors like speeding, fast cornering and hard braking or acceleration; reducing these behaviors leads to improved fuel economy
  • Messaging and dispatching – By integrating GPS with Garmin PNDs or other devices, fleets can benefit from text messaging, dispatching and navigation
  • Vehicle condition – Maintenance reminders and diagnostics can Strengthen the efficiency, safety and overall condition of vehicles

“By connecting GPS and telematics industry information you go from figuring out how to resolve a problem today like, ‘Where are my vehicles?’ to resolving a business problem like, “How do I reduce the number of spare vehicles I have in my fleet to lower than where it is right now,” Sutherland says. “Most companies in the fleet world  we work with have greater than 9-10% of spare vehicles.

And after using telematics, they drove that number down to below 2%, which is remarkable. One of our fleet customers has over 50,000 vehicles and operates at less than 2% spare vehicles on a daily basis.”

Even though telematics devices can capture volumes upon volumes of data, it doesn’t mean more work for managers. Instead, powerful analytics boiled down into simple graphs and reports can summarize the data in useful ways – so it’s easy to measure performance in a wide variety of areas and take action as needed.

THE ROI OF CONNECTED FLEETS

With data at your fingertips, connected fleet solutions use telematics technology to accurately measure a variety of activities, allowing organizations to develop policies that aim to Strengthen key metrics and then enforce those policies to make meaningful change. By measuring performance more accurately and in the context of time and location organizations can more readily identify and realize areas for operational savings. These efforts inevitably lead to a stronger bottom line.

“Telematics really is big data. It’s a collection of data in a host of environments. That data can be attached to multiple stakeholders in your company and software outside of your company, like scheduling and dispatch applications and fleet maintenance and fuel card providers,” Sutherland says. “Telematics is no longer dots on a map. Telematics today is a collection of data and is making data accessible for strategic business purposes.”

sprint mygeotabFor instance, if an organization has a goal to reduce fuel expenditures, monitoring aggressive driving can help achieve this goal. Steve Cary, the Vice President of Feeney Wireless, says research shows vehicles like panel trucks and step vans will have a fuel penalty of 30-40% for aggressive driving in urban freeway environments. “What this means is if you can control aggressive driving, you can reduce fuel expenditures very rapidly, and at the magnitude of about 10% is what we’ve seen with our customers,” he says. Because driving behavior directly affects fuel economy, tracking these behaviors can help achieve the goal of reducing the fuel budget. By collecting data on aggressive driving behaviors, the fleet manager will know when and where aggressive driving happens in near real time – and then provide instant feedback on how to Strengthen these behaviors.

If correcting this behavior yields even a 10% fuel savings, the dollars add up quickly. For example, if a fleet of 30 vehicles that drive roughly 100 miles a day were to increase their mpg by 10%, and gas costs $4 per gallon, that yields a savings of $45,000 per year!

“It’s easy to calculate the savings,” Cary says. “That’s roughly $1,500 saved per vehicle, per year, just on fuel alone — let alone you get all the other benefits the technology can provide, such as knowing where your vehicle is at and having near real-time communications with the driver and the vehicle.

” With technology to accurately measure actual activity, organizations can communicate expectations, monitor behavior and take action – all leading to measurable savings. When compared with the costs to implement the connected fleet solutions, most companies see savings far outweigh the costs, providing a strong ROI and typically a short horizon pay back period.

BEYOND THE BASICS: CONNECTED FLEET TECHNOLOGY

Connected fleet solutions can do more than just measure and report performance data in near realtime.  Using the wireless vehicle connection that transmits the data, solutions can actually turn the vehicle into a mobile hotspot, providing a Wi- Fi connection within the vehicle. This Wi-Fi connection can then be used to send and receive missioncritical information, provide access to resources, submit paperwork and more — all in near real-time and all while workers are mobile.

Sprint AmbulenceFor example, by installing a broadband connection to the vehicle and a Wi-Fi access point that provided a network bubble in and around the vehicle, one company turned their ambulances into mobile hotspots. The company then set up a sophisticated mobile center that integrated missioncritical applications such as a computer-aided dispatch system and an embedded patient care record system so that emergency responders were dispatched quickly and had access to patient records when en route.

In addition, with this connected technology, they were able to take paper-based forms from the hospital and scan them in near real-time, eliminating data entry into paper-based forms at the end of their shift.

Quicker dispatch and en-route access to patient information proved to be lifesaving in manycases. On top of that, the ability to complete paperwork in near real time resulted in an unexpected cost savings: workers eliminated a half hour of overtime at the end of each day that was normally spent on data entry. The result was two immediate forms of ROI. Key ROI MetricsFor one, the hospital had the ability to bill insurance companies in minutes, rather than hours or days. And second, eliminating overtime shifts reduced overall labor costs. For just one technician, the hospital saved $55 per week, or roughly $2,500 per person each year.

“They found that by creating a workspace or an office-like environment in the vehicle, it was a way to create meaningful ROI. Now they can do real-time forms processing throughout the day and not only do they reduce the labor per day, their ability to bill the insurance carrier has reduced from hours, if not days, to minutes,” Cary says. “Those two forms of ROI had a huge impact.”

CONNECTING MORE THAN THE VEHICLE:  SERVICE CHAIN MANAGEMENT

Fleet management is one area of the company that benefits from adding connectivity for monitoring in ear real-time. But that’s not the only area of the organization that can benefit. Connecting vehicles, equipment, inventory and people across an organization can make it easier to manage the entire service chain more efficiently. For example, by connecting all of the elements of the service chain — from dispatch to delivery, customer call to technician response, breaking down to getting it fixed — adding connectivity helps organizations monitor and react faster so that deliveries are timely and more efficient, customers are happier and machines are humming longer.

Fleet Telematics SprintFor instance, hardware installed on  vehicles and equipment can alert staff when a matter needs attention – like when repairs are required or fluids need replenished. Armed with this knowledge, staff can then act in a timely manner, likely preventing problems down the road. Likewise if a technician is sent into the field to fix the problem, he or she can know which tools are required ahead of time – and can see the maintenance and repair history of the vehicle, all before arriving to do the job. Or, if a customer needs a delivery right away, dispatch is able to see which driver is closest to the job – and even whether they have the proper inventory to make the delivery.

Once the delivery is dropped off, mobile apps enable the driver to submit billing information immediately, reducing paperwork and improving accounting accuracy and efficiency. “We’re taking traditional telematics technologies to do untraditional things, like take care of a machine or replenish a fuel tank at a convenience store, replenish a fuel tank at a construction site, get an oil change scheduled for a piece of heavy machinery that’s at an oil patch somewhere – lots of different things that can drive your service chain,” Konat says. “Machines can now start to raise their hand, can start to alert us when there is an issue that needs to be fixed. These things are becoming more prevalent with the evolution of telematics and machine-to-machine technologies that are becoming more standard, more affordable and certainly more adaptable to the processes and culture of companies who are trying to differentiate themselves.”

By leveraging connected solutions, organizations can integrate, measure and monitor from end-to-end. Where telematics were once used to manage the vehicle alone, a connected enterprise automates the service workflow, integrating and coordinating operations over time. This coordinated effort, orchestrated by both people and machines, ultimately improves efficiencies in service fulfillment, logistics, workflow, dispatch and more. Service chain management in turn reduces the time it takes to recognize a problem, dispatch service and resolve the problem – in total, reducing the total resolution time and resulting in happier customers at the end of the day.

No matter which assets your organization relies on or what strategic goals you wish to accomplish, leveraging telematics, connecting multiple mobile devices and integrating data connected throughout the service chain can streamline operations, Strengthen the bottom line, and offer significant advantages over the competition.

SPRINT® CONNECTED FLEET

The benefits are clear: connecting vehicles and other assets to let managers know what is happening and react in near real time results in measurable savings and efficiencies. Time and again, implementing these solutions has resulted in positive returns on investment and, often, short payback periods.

Sprint offers a comprehensive portfolio of connected fleet solutions and support services that can help organizations of all sizes — regardless of mission — to realize significant savings from telematics and data analytics. As a leader in location-based technology with more than 12 years of experience in M2M and fleet management solutions, Sprint offers consultancy of design and engineering expertise along with a commitment to an exceptional customer experience.

Dedicated teams work with organizations through the design, set up, installation and ongoing use of their solutions, ensuring the solution fitted for each organization is addressing the short-term needs and long-term.

Initating A Telematics Program Key Questions

Sun, 19 Feb 2017 04:00:00 -0600 text/html https://www.fieldtechnologiesonline.com/doc/beyond-the-basics-fleet-management-solutions-0001
Stage Management

Student stage managers are the backbone of theater production at BC. This essential role familiarizes students with all aspects of theatrical production and helps to develop leadership, communication, and project management skills. Listed below are multiple ways to get involved in stage management at Boston College.

Courses

Stage Management Basics

Offered in the fall semester, this is a one-credit, pass/fail course that meets once a week. Stage Management Basics introduces students to the responsibilities and characteristics of stage management, both in the context of theatre at Boston College and on a professional level. Students study production preparation, rehearsal management, union rules, working relationships, and performance practices. Using a combination of discussion, hands-on training, studying analysis, and professional observation, students will develop the essential skills of a stage manager.
 

Labs

The ASM and SM labs provide students hands-on stage management experience by working on one of the six Theatre department productions.

Assistant Stage Management (ASM) Lab

Every department production has two or more assistant stage managers. These students help the stage manager to run rehearsals and are in charge of backstage during performances. ASMs must be at many of the regular rehearsals and at all of the technical and dress rehearsals and performances for the show that they are assigned.

ASMing counts as a one-credit lab. While it takes a little more time than other labs, you learn how all the theatrical pieces of a show fit together. Unlike our other labs the ASM Lab uses traditional letter grading.This lab requires department permission, however, there are no ‘majors only’ restrictions and no experience is necessary to assistant stage manage a show.

Stage Management (SM) Lab

Once students gain experience as an ASM, they may advance to the 2-credit Stage Management lab.

The stage manger works alongside the director on a production and is in charge of organizing rehearsals, communicating with the production team, and running performances. Stage managers at BC work alongside students and professionals alike and are considered leaders within the department. Stage managers plan each rehearsal with the show’s director, create rehearsal schedules, keep track of blocking, costume and prop needs, and distribute rehearsal reports to theatre staff and designers.

The stage management lab is graded A, B, C, D or F and counts towards two of the theater lab credits.

Stage managers are assigned at the end of the previous academic school year to stage manage one of the six Theatre department productions. This lab requires department permission and significant production experience.
 

Other Opportunities on Campus

In addition to courses and labs within the theater department, there are also student groups on campus where students can get involved as an assistant stage manager or stage manager. These groups include Dramatics Society, Contemporary Theatre, and dance groups. Students can also work with BC’s Annual Arts Festival, which happens every spring.
 

Questions?

If you are interested in becoming involved in stage management, want to sign up for an ASM lab, or have additional questions, please contact Adele Traub, Lecturer in Stage Management, at trauba@bc.edu.
 

Rehearsal Guidelines

Rehearsal guidelines should be made available to directors and stage managers when putting together a rehearsal schedule for their production. It should also be made available to cast members at the first rehearsal. View a PDF version of the latest version of rehearsal guidelines.

Thu, 20 Jul 2017 09:57:00 -0500 en text/html https://www.bc.edu/bc-web/schools/mcas/departments/theatre/get-involved/stage-management.html
Time Management

How to Streamline Your Time

TijanaM/Shutterstock

In attempting to juggle various domains of life—work, home, social life, hobbies— it is important to establish clear goals and priorities in order to set aside non-essential tasks that can eat up time and to monitor where the time actually goes.

In the 1970s, the ABC prioritization method was the rage. Any project or action item landing on the A list was deemed most important, with the second most important items appearing on the B list, and C items marked as least important. Various iterations of this formula continue to exist, all aimed at allocating priorities, and often doing the most difficult or onerous tasks first.

How can the workplace be structured to help manage tasks?

What are effective time management skills?

Cutting out sleep and trying to add hours into each day won't help, and neither will maintaining a lengthy and disorganized to-do List. However, streamlining life and knowing one’s strengths and weaknesses are better starting points. For example, a procrastinator must face his tendency to delay and not hide from it.  

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Sun, 18 Jun 2023 06:09:00 -0500 en-US text/html https://www.psychologytoday.com/us/basics/time-management
Beyond the basics: How MBA programmes are redefining career possibilities No result found, try new keyword!In today's evolving business landscape, MBA programmes are diversifying, offering specialised courses tailored to niche industries like international business, energy management, and emerging ... Sun, 01 Oct 2023 18:54:13 -0500 en-us text/html https://www.msn.com/




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