The ECOMAC project (Eco-management Accounting as a Tool of Environmental Man­ agement) has provided a framework for linking environmental management with man­ agement accounting. It was funded in Theme 4, 'Human Dimensions of Environmental Change' in the EU Environment and Climate Research Programme. The project is of high policy relevance by contributing to the on-going debate on eco­ management accounting, reporting and indicators. It is also an area needing further re­ search. I would like to thank the research team, companies that participated as associated con­ tractors, and the advisory panel. Jonathan Parker DG XII/D-5, European Commission Theme on Human Dimensions of Environmental Change 7 Preface The ECOMAC project This document is the final report on the project 'Eco-management accounting as a tool of environmental managemenf (ECOMAC). This research project was conducted under the Environment and Climate Programme (Human Dimension of Environmental Change) of the European Commission (DG XII). The ECOMAC project investigated how companies are using or intend to use environ­ mental costs and benefits figures in support of their decisions, and what they have been doing to remedy the limitations of conventional management accounting in this area. The research was largely explorative in nature, but the project also produced a structured overview of the subject and made suggestions and recommendations as to how compa­ nies could improve their own environmental accounting.

Das Buch beschreibt den gesamten Software-Lifecycle und den für dessen erfolgreiche Beherrschung geeigneten Methodenmix. Dazu werden unterschiedliche Vorgehensmodelle gegenübergestellt und erläutert, welches Modell für welchen Projekttyp passt. Risikomanagement mit UML (Unified Modeling Language), iterative Testmethoden zur Qualitätssicherung und Konfigurationsmanagement bilden weitere Schwerpunkte des Buches. Besonders für Projektmanager, Softwareentwickler und Softwareingenieure stellt es durch seinen hohen Praxisbezug ein Werkzeug zur Steigerung der Qualität von Software und zur Beschleunigung des Entwicklungsprozesses und damit der Sicherung des Projekterfolgs dar. Abgerundet wird das Werk mit der Vorstellung einer vollständigen und hochintegrierten Werkzeugumgebung, die alle beschriebenen Phasen des Software-Lebenszyklus unterstützt.

Management accountants should have a key role to play in developing and executing pricing strategy and policy. However, their historical focus on costing and operations means that their potential as business partners with marketing and sales professionals is easily overlooked. This book focuses on how management accountants can help key stakeholders in the formulation and execution of pricing policy and, conversely, on showing managers responsible for pricing decisions how they could be helped by management accountants. It equips management accountants with a unique overview of pricing theory, the practical, quantitative techniques they should know and the value they can bring to the pricing function. The book analyses segmentation, value to customer, price-value maps, segmental pricing, product differentiation and dynamic pricing, with traditional economic theory, showing how these ideas have implications for management accountants and the value that they can bring to the business. Differences in customer value have been integral to economic theory for decades and price discrimination, the technique of charging different prices to different customers for the same or similar goods, is well-established. This observation provides the central core of this book. The methods of price discrimination are set out in detail, showing how management accountants can bring their analytical skills to bear in helping executives and pricing professionals take advantage of differences in customer valuation to improve profits. The book provides a thorough overview of the field and offers a good introduction for researchers and students. Equally, the book shows managers, marketers and pricing professionals how management accountants can assist them in delivering better pricing practice.

This book constitutes the refereed proceedings of the Seventh International Workshop on Software Configuration Management, SCM-7, held in conjunction with the 1997 IEEE/CS International Conference on Software Engineering, ICSE'97, in Boston, MA, USA, in May 1997. The book presents 16 revised full papers selected from a total of 49 submissions. The papers are organized in sections on versioning models, reuse and system models, process aspects, distributed SCM, SCM on the Web, and industrial experience, This book competently reports the state of the art in software configuration management.

"Geleitwort Turbulente Umweltbedingungen, veränderte Unternehmensstrukturen und neue Managementmethoden haben dazu geführt, daß die klassische Kostenrechnung heute in der Krise steckt. Das gilt sowohl für die Voll­ kosten- als auch für die Teilkostenrechnung, denn die Kostenrechnung kann das Management nur dann unterstützen, wenn Sie geeignet ist, die tatsächlichen Verhältnisse auch wirklich abzubilden. So ist die Vollkostenrechnung als ein System des Verkäufermarktes, al­ so der Mangelwirtschaft zu sehen, während wir heute schon längst im Käufermarkt, also der Überflußgesellschaft leben. Den Anforderungen des Käufermarktes könnte zwar die Deckungsbeitragsrechnung ent­ sprechen, aber in Wahrheit fokussiert sie viel zu stark auf kurzfristige und häufig auch kurzsichtige ad hoc Entscheidungen. Das gilt zuerst ein­ mal für die Erlösseite, wo bei gesättigten Märkten, unelastischer Nach­ frage und scharfem Verdrängungswettbewerb jede deckungsbeitrags­ orientierte Preispolitik unweigerlich zum Preis- und Margenverfall füh­ ren muß. Das gilt aber auch für die Kostenseite, wo man unter Deckungsbeitragsgesichtspunkten die fixen Gemeinkosten mehr oder weniger vernachlässigte und gleichzeitig versuchte, den Deckungs­ beitrag durch Rationalisierungsmaßnahmen im Bereich der variablen Kosten zu erhöhen. Das Ende dieser Entwicklung ist bekannt: wir haben heute fixe Gemeinkostenanteile von 80 und mehr Prozent und der Deckungsbeitrag hat völlig an Aussagekraft verloren. Versucht man nun diese Probleme durch noch ""genaueres Rechnen"" zu lösen, wie insbesondere im deutschsprachigen Raum von der Theorie häufig vorgeschlagen wird, dann ergeben sich damit nicht nur horrende Kosten der Kostenrechnung sondern auch katastrophale Verhaltenswir­ kungen."

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