SAP

Learn to Control the process not the people

Learn to Control the process, not the People

Are you a Micromanager?

As a manager, you must remain involved in your employees’ activities. But where does involvement stop and micromanaging begin? Sticking your nose too deeply into an employee’s work process can be counterproductive and waste time. Learn to control the process, not the people.
Let’s say you overheard an employee refer to you as a micromanager. To find out if it’s true, answer the following questions using this scale:

4 = Very often        3 = Often      2 = Sometimes      1 = Seldom       0 = Never

HOW OFTEN DO YOU …

1. Give specific directions about how you want a task completed?
2. Wonder what employees are doing and whether their time could be spent better?
3. Reject an employee’s suggestion because it isn’t how you would perform the task?
4. Get annoyed when a normally capable employee makes a simple error?
5. Worry about whether a key task will be done right or on time?
6. Sneak a peek when your employee isn’t around to check a project’s progress?
7. Delegate work in increments rather than explain the entire project at once?
8. Resent or refuse to answer questions about “why” a task needs to be done?
9. Find employees coming to you with questions they should know the answers to?
10. Talk most of the time during strategy meetings or brainstorming sessions?

Score


30 to 40

 

 



20 to 29

 

10 to 19

 

 




0 to 9

 

 

Result


Your employee is right: You’re a micromanager.

 



Shift your focus to results. 


It’s not your fault






He must have been talking about someone else

Evaluation


You may be focusing too much on how employees perform the work, not the outcome. Instead of always explaining how something should be done, explain what you’re trying to achieve. After all, your employee may know a faster, better way

You’re not a “dyed-in-the-wool” micromanager, but you need to loosen the reins a bit. Give employees more space to make decisions

If you’ve answered the questions honestly, you’re not micromanaging your employees, but you still have a problem. They view your critiques negatively, so you need to work on communicating your expectations and feedback more effectively.

The complaint is probably an isolated remark.

How well does your office run when you are not there?

Writing your SOP manual: 4 important Guidelines

When leaving your job for whatever reason — going on vacation, getting promoted to a new position or nearing retirement — are you suddenly scrambling to write everything down for your replacement two weeks before you depart? Or, if you've just arrived at a new job, do you wish someone had left behind some written instructions so you wouldn't have to keep bothering your new co-workers with questions?

And, does it seem that your organization invests a lot of time and resources in its employees, but when staff members depart, they take all that corporate knowledge with them? Wouldn't it be nice to retain that knowledge in writing for your company?

The solution? In situations like these, the way to keep business operations humming along is by having a standard operating procedure manual in place for every position in your organization.

Never be left scrambling to remember how something should be done

Here are some important guidelines to follow when you're creating an SOP manual:

1. When writing any procedure, walk yourself through the steps and document them as you go. You have to put yourself in the shoes of someone who doesn't know how to do a task and walk her through it. This can be difficult when writing about something you're so familiar with.

Here's an oversimplified example: Think about an IT person who works with computers day in and day out, and someone comes to him wanting to know how to start her computer. The answer he would likely give is to enter the username and password, not realizing what the person really wanted to know is how to get the ON button to work.

If you document the steps in a checklist, that's a good way to set them out in an easy-to-read fashion. Once you have a procedure documented, go back and reread it to see if it makes sense or ask someone not familiar with the task to try it based on your written instructions.

2. It's best to avoid putting anything confidential, including passwords, in your procedures manual, unless it's going to be located in a secure location (electronic or hard copy).

Keep your passwords and other confidential information in a separate location to avoid someone getting ahold of not only your SOP manual, but also all the passwords to access your computer system.

I keep my passwords in a folder in my Outlook account, but some people have all their passwords saved in an Excel spreadsheet, which only they can view. If you have them in hard copy, a locked drawer would also be a good place to store them. Wherever you store them, make a note of it in your manual.

3. Keep references throughout your procedures manual generic. A procedures manual is meant to be passed on from person to person, so I would recommend that you use position titles rather than the actual names of staff in those positions, including yourself.

In my own manual, I use the term "this position" when referring to my duties, such as "this position is responsible for supervising the receptionist" or "this position reports to the CEO.…"

4. Less is more. An SOP manual doesn't need to be 200 pages long. As a matter of fact, less is more. You want to include all the essential information and be specific without being wordy. If the manual is too large, it will end up not being used because it's hard to find anything and there's just too much to read.

The goal should be to create a manual that allows you and others to easily retrieve the information needed to do your job. You should use checklists to explain a process or bulleted lists to cut down on the word count.

Sales Reps In Training: An Inside Look at SAP Academy

Sales Reps In Training: An Inside Look at SAP Academy

In 2000, a widely reported study by HR Magazine revealed that companies that invest at least $1,500 annually on training each of their employees have 24% higher profit margins than businesses that invest less in developing and honing the skills of their workers. A more recent report by Aberdeen Group also concludes: “Companies deploying formal sales training initiatives lead non-adopters in overall team attainment of sales quota (78% vs. 63%), customer retention (71% vs. 66%), the percentage of sales reps achieving quota (64% vs. 42%), and additional key business metrics.” Thus, the investment in sales training is a no-brainer for organizations. But to invest those resources effectively, and at a large scale, can be difficult.

Over the past two years, the team behind SAP Academy has sifted through more than 25,000 applications for a program that has a lower admissions rate than Harvard College, Princeton University, Yale, and Stanford. Since its inception, recruiters for SAP Academy have interviewed over 10,000 potential participants, welcomed 600 trainees, and graduated 580 students who have joined full-time roles at SAP. Through the Academy, young professionals are prepped for a career in one of two tracks: Sales or Presales.

A tale of two programs

According to Frederic Page, Faculty Lead of SAP Sales Academy, both programs take a holistic approach to sales training by marrying experiential classroom learning with on-the-job training.

For Sales Academy participants, the eight-month program includes:

  • One month of orientation and onboarding in the candidate’s local SAP office
  • Three months of classroom learning in Dublin, California
  • Four months of on-the-job learning back at the candidate’s assigned office

Page shares that throughout the program, Academy Account Executives get to:

  • “Drive software revenue to achieve business goals and sales quota”
  • “Establish territory and/or account strategies leveraging targeted sales plays”
  • “Identify opportunities with existing customers and/or new prospects”
  • “Focus relentlessly on Demand Generation activities”
  • “Lead a virtual account team”
  • “Build relationships and networks internally, with customers, prospects and partners”

For Presales Academy students, the 12-month program includes:

  • Six months of in-classroom learning in Dublin, California
  • Six months of field practice at their home office

Page adds that four main responsibilities of Presales Associates are:

  • “Supports the software deal process by providing product and/or industry expertise in all customer engagement activities including demonstrations”
  • “Acts as a trusted advisor to the customer”
  • “Helps design and explain the value of innovative software solutions”
  • “Acts as a high profile member to the account team”

Assessing fit & recruiting the right talent

 

To identify and recruit hundreds of high-quality candidates, SAP takes a process-driven approach. The four major steps in the recruitment process, according to Page, are:

  1. Corporate Culture Fit Assessment: Who is the ideal candidate for this program? Who would fit best into SAP’s corporate culture? We aligned candidate profiles to our criteria to determine the best fits.”
  2. Situational Judgment Analysis: This algorithm-based questionnaire gave us insight into candidates’ critical thinking skills. How would they handle a situation? How did they position themselves within a team, and a company?”
  3. Recruiter ‘Hangout’: Instead of formal interviews with candidates, we invited each candidate to have a more casual recruiting conversation or ‘hangout’ to hear about his or her experiences and understand who he or she was, as a person. We found that Millennials generally react more positively to these types of more informal and relaxed meetings, and feel freer to talk openly, which allows us to get to know them on a more personal level.”
  4. In-person Boot Camp: This experience simulates a real-world customer interaction using a SAP-specific case study. The boot camp showcases a candidate’s ability across multiple competencies including critical-thinking skills, teamwork, communication, and ability to influence others.”

Obstacles & opportunity in onboarding Millennials

 

In an effort to empathize with the younger generation, the team behind SAP Academy regularly asks:

What do Millennials want?

Page knows, “Millennials are infamously known for having little loyalty to brands or employers, jumping companies as quickly as a Snapchat video.” The data, indeed, supports this notion. The Bureau of Labor Statistics reports, “The median number of years that wage and salary workers had been with their current employer was 4.6 years in January 2014.” In the past, when pensions were a common employee benefit and professionals were happy to simply have a job, workers committed their entire career to a single employer. Today, Millennials, in some ways, are spoiled.

Despite recent economic woes, young professionals have limitless opportunities — you can easily start a business for under $100, you finance your passions with a part-time gig driving for Uber or you can network your way into your dream job. Furthermore, they have been conditioned into thinking any work relationship is temporary; internships, for example, unintentionally encourage workers to try different jobs in various fields and industries until they find a perfect fit. And, of course, there are practical reasons for switching jobs regularly too. Fast Company’s Vivian Giang makes the bold claim: “You should plan on switching jobs every three years for the rest of your life.” Giang writes, “Workers who stay with a company longer than two years are said to get paid 50% less, and job hoppers are believed to have a higher learning curve, be higher performers, and even to be more loyal, because they care about making a good impression in the short amount of time they know they’ll stay with each employer.”

Forward-thinking employers like SAP agree. Page believes, “[Millennials] also have strong values and traditional personal goals, and a company that can identify, understand, and align with those values and goals, and support Millennials’ ambitions and professional development can earn Millennials’ loyalty.”

“A dramatic change is taking place in the industry,” says Page. “In 10 years, the workforce will shift from 60% Baby Boomers to 70% Millennials. This shift requires a significant investment in training to ensure that Millennials, also known as ‘early talent,’ are prepared for leadership responsibilities. We look for hard-working self-starters who are passionate about problem solving and are eager to learn and grow in a rigorous and stimulating environment. This is the first time in SAP’s 40-plus-year-old history that global hiring has been conducted on such a massive scale.”

Of course, discovering how exactly to mobilize and motivate a Millennial workforce has not been easy. Fortunately, Page has summarized eight lessons he and his team at SAP Academy have learned about unlocking the Millennial’s full potential.

1. Hire diverse talent who can overcome adversity

“In our experience, organizations hiring Millennials must look for people with multi-dimensional experiences and backgrounds, and must find people who are resilient,” says Page. Thus, candidates should have experience studying or traveling abroad, or unique non-academic interests such as sports, music or philanthropy. Furthermore, Page adds, “Sales is a very demanding career with many highs and lows. People who have had to overcome obstacles and challenges are most likely to thrive in a competitive sales culture.”

2. Register cues from what they say and what they don’t say

“Observe them in action, and watch how they get things done,” advises Page. “Be curious and ask questions that go beyond the surface. This will serve managers well in learning how to work with them and get the best from them.”

3. Create an atmosphere that champions communication and transparency

Millennials do not bend when management barks out orders. “It’s in the nature of early talent to challenge and question,” explains Page. “When this happens, create an open environment of trust to both listen and understand their point of view. At the same time, managers must be clear about what is expected of them, and set clear boundaries around what works and what doesn’t work.”

4. Abandon any negative preconceived notions

“Recognize that they don’t fit into the traditional sales model or box.” Page points out, “They are sponges – they often see and understand much more than you might give them credit for. While they are inexperienced, their ideas and insights are valuable and relevant.”

5. Be authentic, constructive and honest

Employees now, more than ever, demand respect. “Due to its high level of media exposure, this age group is quickly able to sniff out the inauthentic and insincere,” says Page. They do not want to be lied to and they do not want to be fooled; they want the cold, honest truth. Page continues, “They respond well to direct and honest communication and feedback, which is like oxygen for them. Feedback is ideally timely (delivered within 24 to 48 hours) and very specific and actionable.”

6. Provide high-impact opportunities

Despite having a reputation for being privileged and selfish, many Millennials are actually altruistic. Page argues, “Most of them are highly motivated to make a difference for others. Take time to understand their motivations – professional, financial and personal.”

7. Choose your battles wisely

“Know when to be firm and stand your ground,” recommends Page. “Develop what is negotiable – open for discussion and compromise – and what is non-negotiable. Entitlement is a common Millennial stereotype. However, getting under the attitude – understanding what’s driving the feeling of entitlement – and dealing with the root cause often results in productive outcomes for all.”

8. Let them shine

Finally, Page insists, “Leverage their strengths and innate leadership abilities. Give them opportunities to be challenged and stretch outside their comfort zones, and be ready to lend a helping hand when they ask for it.”

Graduating talent & introducing future sales leaders

 

A testament to SAP Academy’s success is the following statistic:

95% of our graduates are still with SAP.

The curriculum introduces trainees to fundamental sales concepts and applies continuous learning and reinforcement. “Early in the program, our participants are assigned to a sales team in their Market Unit, and start generating pipeline, are involved in customer facing sales activities, presentations, discovery meetings, and demos,” shares Page. “After graduating from the Sales Program, they can expect to sell SAP’s broad range of business software solutions and services, as an Industry Account Executive (SAP Covers 26 industries), a Solution Sales Executive (HCM, Customer Engagement and Commerce, Procurement and Supply chain, Analytics, Office of the CFO solutions to mention some of them), or joining some specific sales teams (indirect sales, inside sales etc.). Associates also get paired with a tenured employee in our mentoring program. Most of our Graduates start working for the Market Unit where they were initially hired, and SAP also encourages their mobility at regional or global levels, giving them opportunities if they wish, not only to grow professionally but also move geographically.”

With SAP Academy as a precursor for some for full-time employment, many graduates experience better-than-average on-the-job performance. According to Page, “89% of our SAP Sales Academy Graduates have closed a deal, compared with 84% of SAP Experienced New Hires over a similar period of time. The average revenue generated being similar.”

For SAP, it may have been a huge risk to develop such a lengthy and thorough training program for hundreds of new recruits each year. Fortunately, the firm’s investment in developing top-notch talent has paid off. Although other companies may not have the same resources as SAP, every sales organization should allocate budget and energy towards building a system for getting new recruits onboarded and helping its sales talent learn and reinforce skills that may positively impact their overall performance.

Three Key Success Factors in a Business Area

When an entrepreneur starts a business, he should consider three key success factors. These factors are key indicators and milestones that you set to measure the success of your company, according to business expert Steve Ma Reyna, writing on the Power Home Biz website.

Retaining Customers

In any industry, a company is successful if it can retain its key customers. A proactive and aggressive company does not become complacent after getting the big contract; it works to keep it. Develop new ideas based on the needs of your larger clients to keep them interested in doing business with your company. If your company cannot retain its top clients from year to year, staying successful will become increasingly difficult.

Product Development

Whether you sell a tangible product or a service, if you do not keep up with the changes in your marketplace as dictated by your customers, you cannot survive. Being first to market and staying ahead of the competition is always ideal in trying to maintain your market share, but it is not always achievable. At minimum, you need to make sure you are keeping up with the demands of your industry and are consistently recognized as a company that stays on top of product changes.

Cash Management

In any industry, with any company, one of the main keys to success is managing your cash flow properly. Maintain open lines of communication to potential investors and lenders at all times. That way, when you need financing quickly, you have options. The ability to manage your business so you have cash on hand can also help you get financing. When lenders see that you are able to balance your books and maintain a profit, they are more likely to approve your financing. Cash on hand is also important for those times when you cannot get approved for financing but need operating capital right away. Learn to manage your cash to help your company survive and prosper.

ORGANIZATIONAL HEALTH: What Is Organizational Health?

The mission of the Organizational Health Diagnostic and Development Corporation (OHDDC), a premier catalyst for systemic change, is to enhance an organization’s leadership capacity by providing principle-centered, data-based, and cost-effective services.

OHDDC has developed an extraordinary repertoire of resources to:

• Diagnose the internal state of an organization as measured by the ten dimensions of Organizational Health.

• Identify leadership and organizational strengths and improvement priorities that permeate the district.

• Display these data in conceptual models that provide frameworks for moving individuals and teams from Dependence to Independence to Interdependence.

• Provide a systematic, collaborative process for helping leaders improve their leadership and organizational skills through the use of effective coaching models.

• Facilitate the development and implementation of structures and strategies necessary to accomplish district-wide goals.

• Utilize principle-centered Leadership Belief Statements to facilitate the alignment of decisions throughout the system.

• Provide a conceptual infrastructure as the basis for establishing, maintaining, and/or modifying systems necessary for sustained success.

Implementation of these diagnostic and development services will improve the critical dimensions of Organizational Health that are statistically correlated with increased performance and productivity.

WHAT IS ORGANIZATIONAL HEALTH?

Organizational Health is defined as an organization’s ability to function effectively, to cope adequately, to change appropriately, and to grow from within. Organizational Health consists of the following ten dimensions:

Goal Focus - the ability of persons, groups, or organizations to have clarity, acceptance, support, and advocacy of school-wide goals and objectives.

Communication Adequacy - that state when information is relatively distortion free and travels both vertically and horizontally across the boundaries of an organization.  

Optimal Power Equalization - the ability to maintain a relatively equitable distribution of influence between the leader and members of his/her work unit.

Resource Utilization - the ability to coordinate and maintain inputs, particularly personnel, effectively with a minimal sense of strain.  

Cohesiveness - the state when persons or groups have a clear sense of identify, are attracted to membership, want to stay, and are willing to influence and to be influenced.

Morale - that state in which a person, group, or organization have feelings of security, satisfaction, well-being, and pleasure.

Innovativeness - that ability to be and allow others to be inventive, diverse, creative, and risk-taking.

Autonomy - that state in which a person, group, or organization have the freedom to fulfill their roles and responsibilities.

• Adaptation - that ability to tolerate stress and maintain stability while changing to meet the unique needs of their stake holders. • Problem-Solving Adequacy - an organization’s ability to perceive problems and to solve them with minimal energy. Problems get solved, stay solved and the problem solving procedures are strengthened.

The 5 Most Valuable Management Certifications Today

The 5 Most Valuable Management Certifications Today

Looking for a leg up in your Management Career? Management certifications remain a proven way to quickly gain valuable skills and demonstrate deeper interest and know how in a domain that will further your career.

In Management, experience is king. Yet Certifications remain a valuable tool for advancing your career. Management certifications give junior-level workers an opportunity to gain more resume-worthy experience in the industry. For tenured employees, certifications help you continually grow and adapt your skill set to fit the changing landscape of Management related issues. Because there are an overwhelming number of management certifications offered today, it’s important to do your research. Some are more valuable than others.

Reports show most valuable Certifications across multiple areas of Industry management. The following emerged as the most valuable Certifications to help you get a leg in a new job, increase your salary, boost your chances of gaining a more senior-level position or demonstrate knowledge and interest when making a career change.

1.        PMP Certifications PMP

The PMP certification is also offered through PMI, but takes a more advanced approach to project management. PMI states that a certification in PMP will let you “work in virtually any industry, with any methodology and in any location.” To take the exam, those holding a four-year degree need 3 years’ experience in project management, 4,500 hours of leading and directing projects, and 35 hours of project management education. With a secondary degree, you’ll need 5 years’ experience, 7,500 hours leading and direction projects and 35 hours of project management education.

Managers, Directors of Operations and supervisors can benefit the most from a PMP certification. PayScale reports that the average salary for PMP certification starts at $58,000 and goes up to $177,000 per year.

2.      SAP Certifications (SAP Super User & SAP        
         Consultancy)

SAP (Systems, Applications and Products) is the world's leading provider of business software which specializes in industry specific Enterprise Resource Planning (ERP) solutions. The SAP is an ERP software that large organizations and Oil and Gas Companies use to manage their business. SAP has several modules, each of which represents a business-process such as Customer World-Wide, mostly Fortune 500 Companies and Oil and Gas Companies. SAP is the fourth largest software company in the world. The SAP R/3 System is a Business Software Package Designed to integrate all areas of a Business. Research suggests that the Salary of a fresher SAP consultant in Nigeria is from ₦10,000,000 to ₦15,000,000 and bonuses are from ₦350,000 to ₦700,000 annually.

3.      Business/Data Analysis ECBA, CCBA & CBAP

International Institute of Business Analysis (IIBA) releases a new standard of Business analysis Certifications. The new standard has been organized to structure the environment of Organizational need. The Certified Business Analysis Professional (CBAP) designation is a professional certification for individuals with extensive business analysis (BA) experience. With a minimum of 7500 hours of hands-on BA experience, CBAP recipients are the elite, senior members of the BA community. With thousands of individuals all over the world achieving the CBAP designation since the first Certified Business Analysis exam was held in November 2006, CBAP recipients are experts in identifying the business needs of an organization in order to determine the best solutions. More and more companies are recognizing the CBAP designation and the value and expertise these professionals bring to their organizations.

4.      Human Resources Certifications (PHRi & SPHRi)

The Human Resources Certifications (HRCI) course is designed for individuals who are involved in HR operations such as recruiting, compensation and administration. The credential demonstrates mastery of generally accepted technical and operational HR principles. Acquisition of this certification gives HR professionals an ultimate edge over their CO-HR practitioners. This credential improves the credibility of HR professionals. The credential is offered by an institute in the US named the Human Resource Certification Institute (HRCI)

5.      HSE certificationsHSE 1, 2 & 3

Obtaining a World Recognized HSE Certificate from World Safety Organization (WSO) has a pay off.  Safety training and experience gives you an internationally recognized certificate that can be used anywhere in the world. The Certification Programme covers most topics relating to safety, security and legislative standards binding the profession as Prescribed by The World Safety Organization WSO. Generally, the programme has been designed to meet the aims of four separate interest groups. Consequently, the needs of these four groups are met in this courses which reflect both similarities and differences in safety and security issues in different parts/aspects of industry (e.g. Manufacturing, Construction, Marine, Offshore and onshore, Transportation, Installation, Procurement.

BREAKAWAY FOR A TAKEAWAY: Two Truths And A Lie.

READ FROM A MENTOR, JOHN MAXWELL.

PRINCIPLE

  1. I’m a nationally ranked golfer.
  2. I have five beautiful grandchildren.
  3. I play the piano.

Keep reading to find the answer…

I thought we’d play this little game so you could get to know me better. Do you have people in your life you see often, but you don’t really know well? I think there’s value in having meaningful connection with the people around you. You build trust when you know another person’s story and values.

This is exactly why I wanted to share the most important things I think you should know about me and why I do what I do. It’s why, for this Breakaway, I am going to share my passion, my purpose, and my heart behind my teaching. I trust that in sharing my heart, you and I will have deeper trust, and you’ll start to better know the leader inside of you.

There are really three crucial things you should know about me (all of these are 100% true. No lies here!): 

1. PURPOSE

My purpose, my reason for living, my biggest responsibility and the thing that makes me feel most significant is equipping others and helping them multiply true leadership. I really believe that few things will pay you bigger dividends in life than the time and trouble you take to understand people and build relationships.

That’s why I have an organization with over 12,000 certified coaches who teach my principles of leadership and personal growth. It’s why I write books and speak on stages around the world. It’s why I share my lessons in online classes and in private one-on-one mentoring sessions. People are my purpose.

2. PASSION

I define “passion” as the thing that makes you cry, dream, and sing. The things you cry about tell you what deeply affects your heart. What you dream about tells you where your hope lies. What you sing about tells you what brings you the greatest joy. For me, I can answer all three in one statement: Helping others develop themselves so they can multiply their growth for others. I love nothing more than to walk alongside people desiring growth and to help them go after it. It brings tears to my eyes to see them pass the torch to someone behind them to help others do the same. People are my passion. 

3. POTENTIAL

You should never follow a leader who doesn’t have a clear vision of where they’re headed, along with a keen awareness of what they’ve left in their wake. We all have areas in which we can grow. We all have potential to be better than we were yesterday.

In my life, my area for greatest potential growth is my reach. There’s tremendous potential for my teaching and coaching to impact people around the world who have yet to experience it. There are still millions of men and women who don’t know of their potential in this life and don’t know how to seize it. This potential is why I have a dream to impact one million people in the next year with my leadership and personal growth principles. People are my greatest potential.

THE TAKEAWAY

The truth is there is really only one thing you need to know about me as your mentor or about the leaders you trust and follow in your life: Leaders should know themselves and want to help others do the same. They are people who can set aside their agendas for the sake of the team, the family, or the community so those people can reach their greatest potential.

Entertainer Danny Thomas said it best: “All of us are born for a reason, but all of us don’t discover why. Success in life has nothing to do with what you gain in life or accomplish for yourself. It’s what you do for others.”

NOW IT'S YOUR TURN

I think it would be valuable for you to think about your own answers to these questions:

  • What’s your passion?
  • What’s your purpose?
  • Where’s your greatest potential?

And most of all, are people in your picture? If you want to see real dividends, make sure people are at the heart of what pushes you forward.

I trust you know my heart better now, and even more so, I hope you begin to develop the truths in your story that ignite your passions, purpose, and future potential.

Stay tuned, at Clarionttech Services we will help you keep close tabs on your dreams and purposeful visions with our professional trainings and certifications.  We are going to teach you the number one quality you need to lead others… and it may not be what you think.

Entry Certificate in Business Analysis (ECBA) Level 1

Business Analysis is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders. The set of tasks and techniques that are used to perform business analysis are defined in A Guide to the Business Analysis Body of Knowledge®(BABOK®Guide).

An ECBA™ (Entry Certificate in Business Analysis™) is level one in the business analysis certification framework from the International Institute of Business Analysis™ (IIBA®).This level provides individuals with a certificate that recognizes individuals entering the field of business analysis.

The ECBA™ certificate is targeted at:

  • Individuals entering the BA profession:
    • Students enrolled in BA academic programs
    • New graduates
  • Professionals transitioning careers
  • Functional managers who are not BAs but manage them

Eligibility Requirements

  • No previous BA work experience required
  • 21 hours of professional development in the last 4 years
  • Agreement with the ECBA™ Code of Conduct.

Exam

The ECBA exam is a live web delivered exam that requires a desktop or laptop, a working webcam, and microphone.

In order to be admitted to the exam, please ensure that your IIBA profile name matches your government identification.

  • The ECBA™ exam is 1 hour long and consists of 50 multiple choice questions. It is competency-based aligned to BABOK® Guide Version 3. Visit our BABOK® Guide webpage to acquire your copy or gain access to a FREE PDF version with an IIBA® membership.

To help you prepare for the exam review the following:

  • Exam Day Information
  • Certification Handbook
  • Exam Blueprint
  • Sample Questions
  • Guide to Competency-Based Certification

 

TRAINING MODULE HERE

Contact Certification Team

If you have any questions, please don’t hesitate to email us at support@clariongr.com

 

SAP ERP Modules: List of SAP ERP Modules.

If you want to know about all SAP ERP Modules?

This will explain every single module and its function.

SAP is German Software that help to manage business Activities like Customer Relations. SAP which is (Systems, Application and Products) in data processing. For detail reading about SAP in Clarionttech, please use the link here.

There are 2 Types of SAP ERP Modules:  

1. Functional Modules

2. Technical Modules.

All SAP Modules integrated with each other with functionality and provide us best solution for Business. Most important SAP Modules that implements for businesses are:

 

Functional SAP ERP Modules

  • Human Resource Management (SAP HRM), also known as Human Resource (HR)
  • Production Planning (SAP PP)
  • Material Management (SAP MM)
  • Financial Supply Chain Management (SAP FSCM)
  • Sales and Distribution (SAP SD)
  • Project System (SAP PS)
  • Financial Accounting and Controlling (SAP FICO)
  • Plant Maintenance (SAP PM)
  • Quality Management (SAP QM)

Integration of Sap ERP Modules:

1. Sub Modules of ERP SAP FICO (FI and CO)

  1. SAP General Ledger Accounting
  2. SAP Accounts Payable
  3. SAP Accounts Receivable
  4. SAP Bank Accounting
  5. Budgeting and Monitoring
  6. Cash management
  7. SAP Asset Accounting
  8. SAP Funds management
  9. SAP Treasury Management
  10. SAP Special Purpose Ledger
  11. Withholding Tax (TDS)
  12. SAP cost element accounting
  13. Cost center Accounting
  14. SAP Product Cost Accounting
  15. SAP CO internal orders
  16. SAP Profit Center Accounting
  17. SAP Profitability Analysis

2. Sub-Modules of ERP SAP HR Module

  1. Organizational Management
  2. Personnel Administration
  3. Recruitment
  4. Payroll
  5. Travel Management
  6. Personnel Management
  7. Time Management
  8. Compensation Management
  9. Training and Event management
  10. Wages
  11. Personnel Development
  12. Workforce Administration

3. SAP ERP Modules – Sub modules of Material Management

  1. Purchasing
  2. Inventory Management
  3. Material Planning
  4. Invoice Verification
  5. Material Requirement Planning (MRP)
  6. Warehouse Management
  7. Vendor Valuation

4. Sub-modules of ERP SAP Sales and Distribution

  1. Sales
  2. Shipping and transportation
  3. Billing or Invoice generation
  4. Bills of Material (BOM)
  5. Sales Information system
  6. Credit Control
  7. EDI (Electronic Data Interchange)

 

5. ERP SAP Modules:- Sub-Module of Plant Maintenance

  1. Maintenance planning
  2. Preventive Planning
  3. Service Management
  4. Predictive Maintenance
  5. Project Maintenance

6. ERP SAP modules: – Sub Modules of Project Systems

  1.  Project Planning
  2. Project Preparation
  3. Project Tracking
  4. Project Reporting
  5. Project Costs
  6. WBS Elements

7. Production Planning

  1. Sales and production Planning
  2. Demand Management
  3. Material Requirement Planning
  4. Capacity Requirement Planning
  5. Bills of material
  6. Production Orders
  7. Routing
  8. Work Center
  9. Shop floor control

8. ERP SAP module: – Quality Management

  1. Planning
  2. Process Inspections
  3. Notifications of Quality
  4. Quality Control
  5. Test Equipment
  6. Quality certifications
  7. General Functions

9. SAP ERP Module- Financial Supply Chain Management

  1. Credit Management
  2. Cash & Liquidity Management
  3. Treasure and Risk Management
  4. Collections Management
  5. Payments
  6. Dispute management

Technical SAP ERP Modules

  • SAP Basis
  • SAP Security
  • Advanced Business Application Programming (SAP ABAP)
  • High Performance Analytic Appliance (SAP HANA)
  • SAP Net Weaver
  • Information Systems Management (SAP IS)
  • Customer Relationship Management (SAP CRM Technical module)
  • Exchange Infrastructure (SAP XI)
  • SAP Solution Manager

SAP Business Suite Applications: –

  1. Enterprise Resource Planning SAP (ERP SAP)
  2. SAP Customer Relationship Management (SAP CRM)
  3. SAP Supply Chain Management (SAP SCM)
  4. SAP Supplier Relationship Management (SAP SRM)
  5. SAP Product Life cycle
  6. SAP HANA (High Performance Analytic Appliance)
  7. Government, Risk and Compliance (SAP GRC)
  8. SAP Strategic Enterprise Management (SAP SEM)
  9. SAP Compliance Management for SOA

SAP Components: –  SAP has developed the following additional components.

  1. SAP Business Warehouse (SAP BW)
  2. SAP Advanced Planning and Optimization (SAP APO)
  3. Salesforce Automation (SFA)
  4. Internet Transaction Server (ITS).

SAP TRAINING AND CERTIFICATION

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Specific SAP training programs are available for management and IT professionals, technical product group or anyone in an organization who needs training. Globally recognized, SAP certifications demonstrate that you have honed your skills through rigorous study and direct experience in your area of expertise.

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OUR TRAINING MODULES:

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