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After this time, the page is not fully loaded but the browser usually starts to present the text of the main page. If the user then clicks on a link to a different page of the same website no further DNS query is necessary as the IP address of the server is still stored in the DNS cache. Thus, the delay time for loading subsequent pages is reduced by about 550 milliseconds. Compared to the page download delay of only 370 milliseconds of a fixed-line DSL connection, the EGPRS delay appears to be rather big. This difference is caused by the fact that no up- and downlink connections have to be established prior to the transfer of data when using a DSL connection. The higher bandwidth of the DSL connection also allows downloading the remainder of the page quicker then via EGPRS. Nevertheless, a delay of about two to two and a half seconds before the first parts of a page are displayed is still acceptable. Together with the higher bandwidth offered by EGPRS compared to the standard GPRS network it is possibly to comfortably use the wireless connection for web browsing. An excellent source for further information about (E)GPRS performance aspects can be found in [10].

The rst step to prepare the WO! participants to make the right decisions using facts, data, and analysis, along with their expert knowledge, is to complete the prework Five inputs must be delivered to the WO! team before they can build the optimal organization structure 1 Strategy road map and balanced scorecard 2 Organizational diagnostic assessment 3 Analysis of interviews 4 Current organizational charts, headcount, and payroll dollars 5 Activity survey The inputs are collected by the OE workstream team and put into a document to be shared at the beginning of the WO! The document acts as an educational tool, helping set the tone and point out issues within a function or business It also outlines the issues and problems needing solving The rst input for every Work-Out is the strategy road map and balanced scorecard.

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As companies and consumers rely more and more on web services, it becomes increasingly important for web services developers to properly design, develop, deploy, and ultimately maintain such systems. This appendix summarizes concerns speci c to web services development and describes the set of best practices recommended for implementation of a web services oriented application.

INDEX Closed-loop activity-based planning/budgeting, 138 Closed system, 102 Clustering, 123, 255 Collaboration, see Collaborative management implementation, 68 69 importance of, 24 25, 39, 176 177, 179 180, 192 193 seller-and-buyer, 70 Collaborative management, 181 183, 187, 192 Command-and-control management, 44 45, 72 Commissions, 119 120 Communication: customer interaction channels, 160 162 with customers, 156, 165 with feedback, 24, 39, 72 importance of, 23 24, 28, 69, 81 motivational, 70 71 real-time, 161 seller/buyer interface, 183 184 targets of, 29 value chain management, 183, 188 Comparison shopping, 181, 195 Compensation issues, 74 Competition, 130, 142 Competitive advantage, 152, 200 Complexity, 91 92 Composite margin, 126 Con ict, 2 4, 271 Consistency, in customer service, 157 158 Constraints, focus on, 2 4 Consumer Goods Technology/AMR Research Tech Trends Report, 176 Consumption-based activity drivers, 124 Consumption rates, 138 Content of strategy, 65 66 Continuous improvement programs, 110, 181, 194 196 Continuous process improvement, 116 Contract budget, 132 Contributing KPIs, 63 Cooper, Robin, 35 Core business processes, 145 146, 148 149 Corrective action, 64 65 Cost accounting, 87, 91 92, 114, 117, 144, 192, 210 212 Cost allocations, see Cost accounting; Cost assignment signi cance of, 92 93 traditional, 106 two-stage model, 106 types of, 88

bosses Hierarchical lines of authority are one matter; what is less visible but equally important is who gets to decide what A less obvious twist to managing with a attened hierarchical chain of command involves the virtual worker Employee teams are no longer working at a common physical location Many on the team may work from remote home of ces or eld of ces There may be fewer managers, but this does not mean there will be less managing In fact, it is just the opposite PM is all about converting formulated strategies into execution, outcomes, and results Executive managers may appear to be in charge, but they are nding that their direct control of employee performance is decreasing This is why everyone needs to understand what de nes achievement, how their work and decisions contribute toward it, and what is required to accomplish it.

Additionally the function or business unit that is conducting the Work-Out supplies their strategy, which should be linked to the overall corporate strategy road map and scorecard pages with the function or business you are conducting the WO! for This piece is developed and contributed to the Work-Out team by the SVP or business unit leader By forcing the SVP or business leader to deliver his or her strategy to the Work-Out team, and have it directly linked to the master business strategy, we are creating the alignment that is so critical to the restructuring project The second input is the ODA, shown in Exhibit 62 The key here is to understand what this analysis is telling you It should point to the opportunities immediately, conveying where there may be inef ciencies with the organization structure.

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