The document appears to be a presentation on financial management. It includes slides on the agenda, objectives of financial management, the US financial system and regulatory bodies, various financial instruments and how they compare between companies, time value of money principles and calculations, financial statements including comparative income statements and balance sheets, common size statements, and other financial topics. The slides are meant to be fully editable and adapted for a specific audience and presentation needs.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
PMBOK six edition dataflow diagram by english with MS-visioKose Jumnichi
PMBOK Processes Flow six edition dataflow diagram by english.
with MS-visio data.
Develop Project Management Plan Data Flow Diagram.
Almost project processes are topological sorted.
The "DIRKW model " is drawn by vertical band.
(work performance data / infomation / reports,and Knowage).
One page of PMBOK6 edition Data flow Diagrams)
It download and A3 size printable.
it writed by MS-Visio2010.
This document discusses project budgeting and resource management. It covers classifying resources, allocating resources, developing project budgets, and managing budgets over the life of a project. Key topics include top-down versus bottom-up budgeting, quantifying budgets, assigning resources to tasks and milestones, and addressing variances to the budget over time. The goal is to efficiently and strategically manage resources and develop accurate project budgets.
This document provides an overview of earned value management (EVM) with the following key points:
1. EVM is a project control process that facilitates integrating project scope, time, and cost objectives by comparing the planned value, actual cost, and earned value.
2. EVM improves project predictability, provides early warnings of problems, and objectively assesses value delivered versus costs through structured planning and performance measurement.
3. EVM uses variances, performance indices, and forecasting to monitor project performance and status in terms of schedule, budget, and estimates to completion. Positive variances and indices above 1 indicate favorable performance while negative or below 1 need corrective action.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
An introduction to financial planning and budgeting from Mango, the leading non-profit that helps NGOs do more with their money. This is the second in a series of slideshows that introduce the essentials of financial management for NGOs.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
PMBOK six edition dataflow diagram by english with MS-visioKose Jumnichi
PMBOK Processes Flow six edition dataflow diagram by english.
with MS-visio data.
Develop Project Management Plan Data Flow Diagram.
Almost project processes are topological sorted.
The "DIRKW model " is drawn by vertical band.
(work performance data / infomation / reports,and Knowage).
One page of PMBOK6 edition Data flow Diagrams)
It download and A3 size printable.
it writed by MS-Visio2010.
This document discusses project budgeting and resource management. It covers classifying resources, allocating resources, developing project budgets, and managing budgets over the life of a project. Key topics include top-down versus bottom-up budgeting, quantifying budgets, assigning resources to tasks and milestones, and addressing variances to the budget over time. The goal is to efficiently and strategically manage resources and develop accurate project budgets.
This document provides an overview of earned value management (EVM) with the following key points:
1. EVM is a project control process that facilitates integrating project scope, time, and cost objectives by comparing the planned value, actual cost, and earned value.
2. EVM improves project predictability, provides early warnings of problems, and objectively assesses value delivered versus costs through structured planning and performance measurement.
3. EVM uses variances, performance indices, and forecasting to monitor project performance and status in terms of schedule, budget, and estimates to completion. Positive variances and indices above 1 indicate favorable performance while negative or below 1 need corrective action.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
An introduction to financial planning and budgeting from Mango, the leading non-profit that helps NGOs do more with their money. This is the second in a series of slideshows that introduce the essentials of financial management for NGOs.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Project Closure Process Steps PowerPoint Presentation Slides SlideTeam
If you are looking for professional templates and slides to prepare a professional PPT on project closure process steps? Well if yes, then download our ready to use project closure process steps PowerPoint presentation slides. Showcase the performance of your company project to the customer using this project closure process steps PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes essential topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Ensure a clean baton change with our Project Closure Process Steps PowerPoint Presentation Slides. They allow flawless accomplishment.
Here are a few options to consider in responding to top management's request for budget figures:
1. Provide preliminary budget figures with the caveat that more analysis is needed. Explain any key assumptions made and areas that require further review. Offer to follow up once the budgeting process is more complete.
2. Request an extension to thoroughly develop the budget figures. Explain that rushing the process could compromise quality and accuracy. Provide a revised timeline for delivery of the budget.
3. Share the current status of the budgeting process and any preliminary figures available, but emphasize that the numbers are still being refined. Reiterate your commitment to delivering a comprehensive, well-supported budget on time.
The best approach depends on
هذه المحاضرة تتحدث عن تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي
Strategic PMO Implementation
حيث كنت قد قدمتها بمدينة جدة يوم السابع من مارس 2018 بمعرض ومؤتمر
The Big 5 Saudi 2018
باللغة الإنجليزية.
الان قمت بتجهيز فيديو باللغة العربية عن هذه المحاضرة.
في هذه المحاضرة تحدث فيها عن التوجه العالمي لتحوُل مكاتب إدارة المشاريع لتكون مكاتب إدارة مشاريع إستراتيجية تجمع بين الادارة الاستراتيجية ومكتب ادارة المشاريع في مكتب واحد ودّعمت ذلك بأدلة من تقرير ال
PMI
وهو
PMI pulse of the profession 2017.
قمت بعدها بشرح التعارض الموجود في كثير من المؤسسات بين وحدة (إدارة) التخطيط الاستراتيجي
Strategic Management Office (SMO)
ومكاتب إدارة المشاريع
(PMO)
وأن الحل في دمجهما تحت إدارة ومكتب واحد وهو مكتب إدارة المشاريع الإستراتيجي
Strategic PMO.
ومن ثم تطرقت لتعريف ودور مكتب إدارة المشاريع الاستراتيجي
Strategic PMO
وطبيعة عمله وخدماته التي يقدمها ومن ثم تطرق للخطوات اللازمة لبناء وتأسيس مكتب ادارة المشاريع الإستراتيجي وختمت المحاضرة بالحديث عن تشغيل مكتب ادارة المشاريع الاستراتيجي وما هي الأشياء التي يجب وضعها في الحسبان.
For over three decades, Jerry Guttman has worked in finance in Arizona. A financial advisor with Total Living Plan, Jerry Guttman is a firm believer in the importance of financial literacy and has spoken about many related topics via his membership in the Society for Financial Awareness, a nonprofit educational organization.
One of the most basic components of good financial literacy is budgeting. While there are many methods of budgeting, the 50-30-20 rule is a popular, albeit simple, tactic. When employing this method of budgeting, a person’s monthly income is broken down into three categories: needs, wants, and savings and debt.
Needs are necessities that a person cannot avoid paying for, like housing, basic utilities, and food costs. Based on the 50-30-20 rule, no more than 50 percent of a person’s monthly after-tax income goes toward covering these costs.
Meanwhile, 30 percent of a person’s after-tax monthly income is allocated for wants. These are things that a person desires but that are not necessary for survival. Dining out and vacations are two common examples. Determining what is a want versus a need is challenging, but wants are generally for fun and are not essential for living or working.
Finally, the remaining 20 percent of a person’s monthly income goes toward savings and debt. This includes all savings, such as retirement and emergency fund savings, along with extra debt payments to pay down existing debt more quickly. The minimum payment for these debts is included in the 50 percent category since they are essential payments.
The document provides an overview of business budgeting. It defines key terms like budget, budgeting, and business budgeting. It explains that a budget is a written financial plan for a defined period of time. Budgeting refers to the process of preparing budgets. Business budgeting involves creating budgets specifically for a business.
The document also discusses the characteristics, nature, objectives and limitations of budgets and budgeting. It provides short notes on topics like the characteristics and objectives of budgeting, techniques of budgeting, principles of budgeting, and the advantages and limitations of budgeting. Overall, the document serves as an introduction to the basic concepts and components of business budgeting.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses project risk management. It defines risk as the uncertainty of an action or activity that may impact project objectives. Project risk management is a systematic process used to identify, assess, and respond to risks to minimize negative impacts. The key steps in the risk management cycle are risk identification, assessment, prioritization, response, monitoring, and reporting. Risks should be regularly updated and communicated.
Quick guide for small and mid sized Non-governmental Organizations' (NGOs'), Civil Society Organizations' (CSOs'), Community Based Organizations (CBOs'), Charities & Causes
The document provides an overview of public investment plans (PIPs) and the PIP process in Ghana. It discusses:
1) The definition of key concepts like public investment, PIP, and public investment management. A PIP is a comprehensive framework to systematically plan public investment based on a country's fiscal capacity.
2) Common issues with development policies like lack of costing, financing assessments, and coordination that can hinder effective PIP implementation.
3) The requirements for an effective public investment management system including appropriate legal frameworks, clear institutional roles, processes, and information systems.
4) The objectives of the PIP which include establishing an investment framework, presenting prioritized projects, and linking
A brief introduction of Project Time Management, covering the main concepts like Activities, Project Schedule, Activity dependencies, Critical Path, Lead and Lags etc.
This document provides an overview of budgeting basics for nonprofits. It introduces the instructor, Ernie Paszkiewicz, CPA, and outlines the goals of discussing budgeting without tests or practice sets. The document then covers various budgeting considerations like using a cash vs accrual basis, determining an appropriate level of detail, identifying fixed and variable costs, ensuring compliance, and managing cash flow. Key aspects of creating and maintaining budgets are addressed at a high level.
The document discusses project monitoring and control processes. It covers monitoring schedule, scope, cost, quality, risks, and the project team. Key aspects of control include collecting performance data, comparing to the baseline plan, identifying variances, and taking corrective actions. Control aims to keep the project on track by managing changes to the schedule, budget, and scope as needed based on project performance and risk assessments. Control processes are integrated across areas like scheduling, procurement, reporting, and configuration management to maintain overall project integration.
This document provides an overview of Module 11 on Project Risk Management. It covers 8 lessons: (1) key concepts and terms, (2) plan risk management, (3) identify risks, (4) perform qualitative risk analysis, (5) perform quantitative risk analysis, (6) plan risk responses, (7) implement risk responses, and (8) monitor risks. The module defines risk management and its processes. It discusses risk types, tools and techniques for risk planning, identification, analysis, response planning, implementation, and monitoring. The goal is to increase probability of opportunities and decrease probability of threats to optimize project success.
This document discusses resource planning and management for projects. It covers:
1. Forecasting resource requirements based on the project scope and schedule. Key resources include people, facilities, materials, information, and funding.
2. Comparing the forecasted resource needs to available resources to identify any overloads or underloads. Methods to address imbalances include resource smoothing, adjusting schedules, and increasing/decreasing resources.
3. Techniques for leveling resource demands over time through rescheduling non-critical activities, prioritizing critical paths, and modifying project durations or resource levels based on time or resource constraints. The goal is to optimize resource utilization over the project lifecycle.
The document discusses the development of an Integrated Master Plan (IMP) as the basis for an Integrated Master Schedule (IMS) for a program. It outlines a 6-step process for developing the IMP and IMS that includes understanding requirements, developing a product structure, forming integrated product teams, creating the IMP, creating the IMS, and developing the basis of estimate. It describes artifacts like the product tree, work breakdown structure, statement of work, and their relationships. It also outlines responsibilities of the program management team, integrated product team leads, and program planning and controls.
Essential Components of Financial Statement Invensis
This document discusses the essential components of financial statements. It explains that financial statements are made up of three primary statements: the balance sheet, income statement, and cash flow statement. The balance sheet outlines a company's assets, liabilities, and equity. The income statement shows revenue, expenses, gains, and losses over a period of time. The cash flow statement displays the inflow and outflow of cash from operating, investing, and financing activities. All of these components together provide important insights into a company's financial performance and health.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
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It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The document outlines an agenda and presentation for a financial management training. It includes sections on cash flow, financial instruments, time value of money, financial statements, and other core financial management topics. Slides provide explanations, examples, and templates for comparative analysis to educate attendees on essential concepts and tools for financial planning, analysis, and decision making.
"You can download this product from SlideTeam.net"
Presenting this set of slides with name - Corporate Finance Powerpoint Presentation Slides. This PPT deck displays eighty slides with in-depth research. Our topic oriented Corporate Finance Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyze the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. O. It showcases of all kind of editable templates infographics. You can make changes to colors, data, and fonts if you need to. Download PowerPoint templates in both widescreen and standard screen. The presentation is fully supported by Google Slides. It can be easily converted into JPG or PDF format. https://bit.ly/3pEi9qk
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Project Closure Process Steps PowerPoint Presentation Slides SlideTeam
If you are looking for professional templates and slides to prepare a professional PPT on project closure process steps? Well if yes, then download our ready to use project closure process steps PowerPoint presentation slides. Showcase the performance of your company project to the customer using this project closure process steps PPT presentation. Using these project management presentation templates, you will be able to confirm if the team members have met all sponsor and consumer needs. This closing a project PowerPoint presentation includes essential topics such as project brief, project description, project timeline, project progress summary, project status report, and project health card. It also covers a slide on project dashboard, project closure report, work breakdown structure, and project conclusion report-performance analysis, deadline, budget/costs. With the help of the project description presentation PPT, you will be able to represent throughout the progress of the project. Use of stunning graphics and visuals will help you describe the different project stages performance. Download this project closure checklist PPT presentation. Ensure a clean baton change with our Project Closure Process Steps PowerPoint Presentation Slides. They allow flawless accomplishment.
Here are a few options to consider in responding to top management's request for budget figures:
1. Provide preliminary budget figures with the caveat that more analysis is needed. Explain any key assumptions made and areas that require further review. Offer to follow up once the budgeting process is more complete.
2. Request an extension to thoroughly develop the budget figures. Explain that rushing the process could compromise quality and accuracy. Provide a revised timeline for delivery of the budget.
3. Share the current status of the budgeting process and any preliminary figures available, but emphasize that the numbers are still being refined. Reiterate your commitment to delivering a comprehensive, well-supported budget on time.
The best approach depends on
هذه المحاضرة تتحدث عن تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي
Strategic PMO Implementation
حيث كنت قد قدمتها بمدينة جدة يوم السابع من مارس 2018 بمعرض ومؤتمر
The Big 5 Saudi 2018
باللغة الإنجليزية.
الان قمت بتجهيز فيديو باللغة العربية عن هذه المحاضرة.
في هذه المحاضرة تحدث فيها عن التوجه العالمي لتحوُل مكاتب إدارة المشاريع لتكون مكاتب إدارة مشاريع إستراتيجية تجمع بين الادارة الاستراتيجية ومكتب ادارة المشاريع في مكتب واحد ودّعمت ذلك بأدلة من تقرير ال
PMI
وهو
PMI pulse of the profession 2017.
قمت بعدها بشرح التعارض الموجود في كثير من المؤسسات بين وحدة (إدارة) التخطيط الاستراتيجي
Strategic Management Office (SMO)
ومكاتب إدارة المشاريع
(PMO)
وأن الحل في دمجهما تحت إدارة ومكتب واحد وهو مكتب إدارة المشاريع الإستراتيجي
Strategic PMO.
ومن ثم تطرقت لتعريف ودور مكتب إدارة المشاريع الاستراتيجي
Strategic PMO
وطبيعة عمله وخدماته التي يقدمها ومن ثم تطرق للخطوات اللازمة لبناء وتأسيس مكتب ادارة المشاريع الإستراتيجي وختمت المحاضرة بالحديث عن تشغيل مكتب ادارة المشاريع الاستراتيجي وما هي الأشياء التي يجب وضعها في الحسبان.
For over three decades, Jerry Guttman has worked in finance in Arizona. A financial advisor with Total Living Plan, Jerry Guttman is a firm believer in the importance of financial literacy and has spoken about many related topics via his membership in the Society for Financial Awareness, a nonprofit educational organization.
One of the most basic components of good financial literacy is budgeting. While there are many methods of budgeting, the 50-30-20 rule is a popular, albeit simple, tactic. When employing this method of budgeting, a person’s monthly income is broken down into three categories: needs, wants, and savings and debt.
Needs are necessities that a person cannot avoid paying for, like housing, basic utilities, and food costs. Based on the 50-30-20 rule, no more than 50 percent of a person’s monthly after-tax income goes toward covering these costs.
Meanwhile, 30 percent of a person’s after-tax monthly income is allocated for wants. These are things that a person desires but that are not necessary for survival. Dining out and vacations are two common examples. Determining what is a want versus a need is challenging, but wants are generally for fun and are not essential for living or working.
Finally, the remaining 20 percent of a person’s monthly income goes toward savings and debt. This includes all savings, such as retirement and emergency fund savings, along with extra debt payments to pay down existing debt more quickly. The minimum payment for these debts is included in the 50 percent category since they are essential payments.
The document provides an overview of business budgeting. It defines key terms like budget, budgeting, and business budgeting. It explains that a budget is a written financial plan for a defined period of time. Budgeting refers to the process of preparing budgets. Business budgeting involves creating budgets specifically for a business.
The document also discusses the characteristics, nature, objectives and limitations of budgets and budgeting. It provides short notes on topics like the characteristics and objectives of budgeting, techniques of budgeting, principles of budgeting, and the advantages and limitations of budgeting. Overall, the document serves as an introduction to the basic concepts and components of business budgeting.
You may have a great idea for a project, but without planning, your project will remain just that — an idea. Simply put, planning is the critical step to take a project from an intangible theory to a tangible result.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Project planning can be done manually or by the use of project management software.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
The document discusses project risk management. It defines risk as the uncertainty of an action or activity that may impact project objectives. Project risk management is a systematic process used to identify, assess, and respond to risks to minimize negative impacts. The key steps in the risk management cycle are risk identification, assessment, prioritization, response, monitoring, and reporting. Risks should be regularly updated and communicated.
Quick guide for small and mid sized Non-governmental Organizations' (NGOs'), Civil Society Organizations' (CSOs'), Community Based Organizations (CBOs'), Charities & Causes
The document provides an overview of public investment plans (PIPs) and the PIP process in Ghana. It discusses:
1) The definition of key concepts like public investment, PIP, and public investment management. A PIP is a comprehensive framework to systematically plan public investment based on a country's fiscal capacity.
2) Common issues with development policies like lack of costing, financing assessments, and coordination that can hinder effective PIP implementation.
3) The requirements for an effective public investment management system including appropriate legal frameworks, clear institutional roles, processes, and information systems.
4) The objectives of the PIP which include establishing an investment framework, presenting prioritized projects, and linking
A brief introduction of Project Time Management, covering the main concepts like Activities, Project Schedule, Activity dependencies, Critical Path, Lead and Lags etc.
This document provides an overview of budgeting basics for nonprofits. It introduces the instructor, Ernie Paszkiewicz, CPA, and outlines the goals of discussing budgeting without tests or practice sets. The document then covers various budgeting considerations like using a cash vs accrual basis, determining an appropriate level of detail, identifying fixed and variable costs, ensuring compliance, and managing cash flow. Key aspects of creating and maintaining budgets are addressed at a high level.
The document discusses project monitoring and control processes. It covers monitoring schedule, scope, cost, quality, risks, and the project team. Key aspects of control include collecting performance data, comparing to the baseline plan, identifying variances, and taking corrective actions. Control aims to keep the project on track by managing changes to the schedule, budget, and scope as needed based on project performance and risk assessments. Control processes are integrated across areas like scheduling, procurement, reporting, and configuration management to maintain overall project integration.
This document provides an overview of Module 11 on Project Risk Management. It covers 8 lessons: (1) key concepts and terms, (2) plan risk management, (3) identify risks, (4) perform qualitative risk analysis, (5) perform quantitative risk analysis, (6) plan risk responses, (7) implement risk responses, and (8) monitor risks. The module defines risk management and its processes. It discusses risk types, tools and techniques for risk planning, identification, analysis, response planning, implementation, and monitoring. The goal is to increase probability of opportunities and decrease probability of threats to optimize project success.
This document discusses resource planning and management for projects. It covers:
1. Forecasting resource requirements based on the project scope and schedule. Key resources include people, facilities, materials, information, and funding.
2. Comparing the forecasted resource needs to available resources to identify any overloads or underloads. Methods to address imbalances include resource smoothing, adjusting schedules, and increasing/decreasing resources.
3. Techniques for leveling resource demands over time through rescheduling non-critical activities, prioritizing critical paths, and modifying project durations or resource levels based on time or resource constraints. The goal is to optimize resource utilization over the project lifecycle.
The document discusses the development of an Integrated Master Plan (IMP) as the basis for an Integrated Master Schedule (IMS) for a program. It outlines a 6-step process for developing the IMP and IMS that includes understanding requirements, developing a product structure, forming integrated product teams, creating the IMP, creating the IMS, and developing the basis of estimate. It describes artifacts like the product tree, work breakdown structure, statement of work, and their relationships. It also outlines responsibilities of the program management team, integrated product team leads, and program planning and controls.
Essential Components of Financial Statement Invensis
This document discusses the essential components of financial statements. It explains that financial statements are made up of three primary statements: the balance sheet, income statement, and cash flow statement. The balance sheet outlines a company's assets, liabilities, and equity. The income statement shows revenue, expenses, gains, and losses over a period of time. The cash flow statement displays the inflow and outflow of cash from operating, investing, and financing activities. All of these components together provide important insights into a company's financial performance and health.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The document outlines an agenda and presentation for a financial management training. It includes sections on cash flow, financial instruments, time value of money, financial statements, and other core financial management topics. Slides provide explanations, examples, and templates for comparative analysis to educate attendees on essential concepts and tools for financial planning, analysis, and decision making.
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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2. 2
Agenda
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01
Agenda
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02
Agenda
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03
Agenda
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04
Agenda
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05
Agenda
3. Overview
Financial Statements
Fixed Capital Analysis
Time value of money
Cash Flow
Financial Instruments
Capital Structure and
Dividend Policy
Commodity Exchange
KPI & Dashboard
Inventory Management
Financial Risk Management
Working Capital Analysis
3
Outline
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4. 4
Overview
Introduction
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Objectives
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US Financial System
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Financial Management Cycle
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US Financial System along with regulatory bodies
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5. 5
Financial
Management
G als
Increase Gross Profit Margin By 20%
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01
Increase Operating Profit Margin
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02
Increase Net Profit Margin By 15%
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03
Minimize Cost
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04
6. Objectives of
Financial
Management
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Basic Objectives
• Profit Maximization
Operational Objectives
• Safety of Investments
• Growth of the Enterprise
Social Objectives
• Maintaining relations with financiers
• Timely payment of interest
Research Objectives
• Searching new and better
sources of finances
6
7. 7
US Financial
System
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Banks
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Insurance
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Commodities/ Opportunities
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Securities
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8. US Financial System Along with Regulatory Bodies8
• The Office of Thrift Supervision (OTS)
• The Office of the Controller of the Currency
• The Federal Reserve
• The Federal Deposit Insurance Corporation
• The National Credit Union Administration (NCUA)
• State banking regulators
• CFTC
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• SEC
• State Attorneys General
• State Securities Regulators
• Finra
• State Insurance Regulators
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Insurance
BanksCommodities/ Future
Securities
9. 9
Financial Instruments Comparison Between Companies
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Debenture
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Types of Financial Instruments we Trade in
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Rights Issue
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Financial
Instruments
10. Primary
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• Deposits of cash
• Bonds, loans,
borrowings
• Add text here
Derivatives
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• Forwards/ futures
• Swaps
• Financial options
• Add text here
Combinations
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• Convertible debt
• Exchangeable
debt
• Add text here
10
Types of
Financial
Instruments
we Trade in
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12. 12
On the Basis of Redemption:
• Redeemable &
• Non-redeemable debentures
On the Basis of Records:
• Registered debentures &
• Bearer debentures
On the Basis of Convertibility:
• Convertible debentures – fully
convertible & partly convertible
• Non-convertible debentures
On the Basis of Security:
• Secured debentures &
• Unsecured debentures
Debenture
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13. Company 1 Company 2 Company 3
Equity Share Text Here Text Here Text Here
Preference Share Text Here Text Here Text Here
Debentures Text Here Text Here Text Here
Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here
Financial Instruments Comparison Between Companies
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13
14. 14
Time Value
of Money
Time Value of Money Parameter
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Time Value of Money Working Methodology
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Valuation of Bonds
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15. 15
2.4% Inflation
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45 months Time Period
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5.0% Text Here
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Text Here 10%
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Future Value $43,456
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attention.
Present Value $23,234
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TimeValueof
MoneyParameters
16. Time Value of Money Working Methodology
Time Period
Cash Flow
Net Future Value
Total Present Value
Discount rate (20%)
t0
CF0
$1.0
=
$1.0
(1+20%)0
1
t1
CF1
$1.0
=
$0.8
1
(1+20%)1
t2
CF2
$1.0
=
$0.65
1
(1+20%)2
t3
CF3
$1.0
=
$0.55
1
(1+20%)3
t4
CF4
$1.0
=
$0.25
1
(1+20%)4
t5
CF5
$1.0
=
$0.50
1
(1+20%)5
1 1 1 1 1 11
0.8
0.65 0.55
0.25
0.5
Today Year 1 Year 2 Year 3 Year 4 Year 5
Net Future Value Total Present Value
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16
17. Valuation of Bonds (1/2)BondValuation
Settlement Date 25th Sep 2018
Maturity Date 25th Sep 2035
First Call Date 25th Sep 2020
Coupon Rate 5.00%
YTM 6.50%
Face Value $ 1,500.00
Call Price $ 1,850.00
Frequency 5
Basis 2
Value $ 1,550.50
ReturnMeasures
Current Yield 5.25%
Yield to Maturity 10.00%
Yield to Call 15.25%
Text Here Text Here
Text Here Text Here
Text Here Text Here
Text Here Text Here
Text Here Text Here
Text Here Text Here
Text Here Text Here
Bond Valuation Analysis Table
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18. Valuation of Bonds (2/2)18
Time
Cash Flows on dollar
bond ($)
Present
Value ($)
Cash Flows on yen
bond (¥)
Present
Value (¥)
1 0.5 0.5624 50 65.21
2 0.2 0.8532 20 83.22
3 0.8 0.1254 35 54.79
4 0.9 2.4586 85 101.23
Total 3.9996 304.45
Bond Valuation Estimation Table
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19. 19
Financial
Statements
Common Size Statement
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Comparative Statement
• Comparative Income Statement
• Comparative Balance Sheet Statement
Trend Analysis
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Ratio Analysis
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20. Comparative Statement
Account 2016 2017 2018
Revenue 195,250 102,365 130,850
Gross Profit 145,505 145,850 125,000
EBITDA 72,560 75,000 98,250
Net Profit 41,222 25,500 65,987
Comparing One Business’s Accounting Periods:
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20
21. Comparative Income Statement
Particulars 31st Mar 2017 31st Mar 2018
Absolute Change
(Increase or Decrease)
Percentage Change
(Increase or Decrease) %
1. Revenue From Operations
2. Other Income Text Here
3. Total Revenue (1+2) Text Here Text Here
4. Expenses Text Here
A). Cost Of Materials Consumed Text Here
B). Purchases Of Stock-in-trade Text Here
C). Changes In Inventories Of Finished
Goods, Work-in-progress & Stock-in-
trade
Text Here
D). Employees Benefit Expenses Text Here Text Here
E). Finance Cost Text Here Text Here
F). Depreciation & Amortization
G). Other Expenses Text Here Text Here Text Here Text Here
Total Expenses
5. Profit Before Tax (3-4) Text Here Text Here
(-) Income Tax Text Here Text Here
6. Profit after Tax Text Here
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21
22. Comparative Balance Sheet Statement
Base year of Analysis 2016 2017 2018
Assets Amounts ($) % of total Amounts ($) % of total Amounts ($) % of total
Cash & Receivables 555,000 10.0 87,000 10.0 555,000 10.0
Investments 687,000 15.0 254,600 15.0 687,000 15.0
Real Estate 256,250 15.0 786,125 15.0 256,250 15.0
Business Interests 750,000 5.0 125,000 5.0 750,000 5.0
Personal Property 352,000 15.0 154,000 15.0 352,000 15.0
Retirement Assets 758,000 20.0 122,000 20.0 758,000 20.0
Other 253,150 20.0 187,950 20.0 253,150 20.0
Total Assets 36,11,402 100.0 17,16,675 100.0 36,11,402 100.0
Liabilities
Credit Cards 256,250 15.0 786,125 15.0 256,250 15.0
Automobile Loans 750,000 5.0 125,000 5.0 750,000 5.0
Mortgages 352,000 15.0 154,000 15.0 352,000 15.0
Other Debts 758,000 20.0 122,000 20.0 758,000 20.0
Other 253,150 20.0 187,950 20.0 253,150 20.0
Total Liabilities 36,11,402 100.0 17,16,675 100.0 36,11,402 100.0
Net Worth^ 45,25,550 85.0 25,56,850 56.5 15,12,568 65.4
Total Liabilities & Equity 56,25,875 100.0 35,78,458 100.0 34,56,875 100.0
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22
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Common Size Income Statement
01
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Common Size Income Statement
02
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Common Size Income Statement
03
23
Types of Common
Size Statement
24. Common Size Income Statement
Income Statement 2017 ($) % 2018 ($) %
Net Sales 1,200,000 86 1,250,000 85
Costs of Goods Sold 684,000 25 845,234 29
Gross Profit Margin 350,000 35 568,925 42
Selling & Administrative Expenses 246,000 46 235,956 41
Depreciation 50,000 15 123,546 5
Operating Profit (EBIT) 178,000 25 75,000 10
Interest 15,000 5 23,250 5
Earnings Before Taxes 125,000 18 86,540 5
Taxes (0.40) 23,000 2 29,565 10
Net Income 56,000 8 24,870 15
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24
25. Common Size Balance Sheet Statement
$ As of 2017 $ As of 2018 %As of 2017 % As of 2018
Current Assets
Cash 2500 1000 5.4 2.1
Accounts Receivable 8400 2500 50.2 35.5
Inventory 3500 3400 25.2 15.1
Total Current Assets 14000 6900 80.8 52.7
Total Fixed Assets 5500 3400 25.6 45.5
Total Assets 19500 10300 10.64 98.2
$ As of 2016 $ As of 2017 % As of 2016 % As of 2017
Current Liabilities
Accounts Payable 2500 1000 5.4 2.1
Accrued Expenses 8400 2500 50.2 35.5
Short-Term Debt 3500 3400 25.2 15.1
Total Current Liabilities 14000 6900 80.8 52.7
Long -Term Debt 5500 3400 25.6 45.5
Total Liabilities 19500 10300 10.64 98.2
Shareholder Equity 4500 5600 25.20 55.45
Total Liabilities & Equity 24000 15900 35.84 63.65
25
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26. Common Size Cash Flow Statement26
Particulars 2017 (%) 2018 (%)
Net Income 25.5 30.4
Accounts Receivable 15.5 24.3
Inventory -10.5 -5.2
Depreciation 5.0 8.5
Operating Cash Flow 15.5 13.5
Purchase Of Plant & Machinery 10.3 15.2
Cash Dividends Received -10.2 -5.3
Investing Cash Flow -8.5 -8.5
Purchase Of Bonds 5.8 2.3
Cash Dividends Paid -3.2 -3.2
Financing Cash Flow -5.0 -5.0
Total Cash Flow 1.0 3.0
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27. Trend Analysis27
Q1 Q2 Q3 Q4 Totals
Product 1
Last Year’s Sales $15,000 $20,000 $12,000 $25,000 $72,000
This Years Sales Goal $15,000 $20,000 $12,000 $25,000 $72,000
This Years Actual Sales $15,000 $20,000 $12,000 $25,000 $72,000
Variance From Goal $2,000 $2,000 $2,000 $2,000 $2,000
% Change Since Last Year 25.0% 50.5% 25.0% 85.0% 72.5%
Product 2
Last Year’s Sales $15,000 $20,000 $12,000 $25,000 $72,000
This Years Sales Goal $15,000 $20,000 $12,000 $25,000 $72,000
This Years Actual Sales $15,000 $20,000 $12,000 $25,000 $72,000
Variance From Goal $2,000 $2,000 $2,000 $2,000 $2,000
% Change Since Last Year 25.0% 50.5% 25.0% 85.0% 72.5%
Product 3
Last Year’s Sales $15,000 $20,000 $12,000 $25,000 $72,000
This Years Sales Goal $15,000 $20,000 $12,000 $25,000 $72,000
This Years Actual Sales $15,000 $20,000 $12,000 $25,000 $72,000
Variance From Goal $2,000 $2,000 $2,000 $2,000 $2,000
% Change Since Last Year 25.0% 50.5% 25.0% 85.0% 72.5%
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28. Trend Analysis – Graphical Representation28
24
36
12
38
89
24
37
63
37
31
56
44
0
20
40
60
80
100
Oct-17 Nov-17 Dec-17 Jan-18
Australia USA Belgium
Coupon Display Ads Sem SEO
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Amount of Sales per month per Country (2017-18)
29. 29
Trend Analysis
– Yearly
Comparison
0
10
20
30
40
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Last Year This Year
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30. Liquidity
Ratios
Solvency
Ratios
Profitability
Ratios
Efficiency
Ratios
Coverage
Ratios
Market Prospect
Ratios
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01 02 03 04 05 06
Ratio Analysis (2/2)
Types of Ratio Analysis
30
31. Ratio Analysis (2/2)31
2017 (%) 2018 (%)
Growth Ratios
Sales Growth 35.0 22.5
Income Growth 30.0 54.8
Asset Growth 45.2 43.5
Profitability Ratios
Profit Margin 36.2 35.4
Return on Assets 44.8 25.8
Return on Equity 54.7 46.7
Dividend Payout Ratio 21.8 35.8
Price Earnings Ratio 10.5 5.4
2017 (%) 2018 (%)
Activity Ratios
Receivable Turnover 5.0 6.4
Inventory Turnover 3.5 8.0
Fixed Asset Turnover 1.5 2.5
Liquidity Ratios
Current Ratio 5.0 6.7
Quick Ratio 2.5 3.1
Solvency Ratios
Debt to Total Assets 1.5 2.1
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32. 32
Cash Flow
Fund Flow Statement
• Statement showing in working capital
• Statement of fund flow
Cash flow from operating activities
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33. Statement Showing in Working Capital33
Statement Showing Changes in Working Capital
Particulars Amount in US ($) Amount in US ($) Increase in US ($) Decrease in US ($)
Current Assets
Inventories 150,000 125,000 30,000
Accounts Receivable 100,000 50,000 50,000
Cash & Bank 45,000 75,000 5,000
Bills Receivable 25,000 30,000 12,000
Prepaid Expenses 20,000 15,000 1,000
Total Current Assets (A) 340,000 295,000
Current Liabilities
Accounts Payable 50,000 75,000 15,000
Bills Payable 25,000 15,000 10,000
Outstanding Expenses 12,000 10,000 2,200
Total Current Liabilities (B) 87,000 100,000
Net Working Capital (A-B) 253,000 195,000
Net decrease in Working Capital 20,000 20,000
Total 350,000 450,000 25,000 25,000
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34. Statement of Fund Flow34
Statement of Fund Flow at the Year Ended 31st March 2018
Particulars Amount in US ($) Amount in US ($)
Sources of Funds
Funds From Operation (Ref: The Second Statement) 200,000
Sale Of Fixed Assets 45,000
Issue Of New Shares For Preference Shareholders 250,000
Total Sources (A) 495,000
Application of Funds
Purchase Of Plant 100,000
Purchase Of Buildings 98,000
Payment Of Taxes 52,000
Payment Of Dividend 25,000
Redemption Of Preference Shares 70,000
Total Application (B) 245,000
Net Decrease in Working Capital (A-B) 250,000
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35. Cash Flow from Operating Activities35
2018
Operating Activities
Net Income 25,922
Adjustments To Reconcile Net Income To Cash Generated By Operating Activities:
Depreciation, Amortization And Accretion 1,814
Share-based Compensation Expense 1,168
Deferred Income Tax Expense 2,868
Changes In Operating Assets And Liabilities:
Accounts Receivable, Net 143
Inventories 275
Vendor Non-trade Receivables (1,934)
Other Current And Non-current Assets (1,391)
Accounts Payable 2,515
Deferred Revenue 1,654
Other Current And Non-current Liabilities 4,495
Cash Generated By Operating Activities 37,529
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36. 36
Fixed Capital
Analysis
Evaluations Techniques of Projects
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Capital Budgeting
• Statement showing in working capital
• Statement of fund flow
37. Capital Budgeting37
Cost Item $/ Year %
Type 1 22,03,000 32.66
Type 2 15,84,000 23.47
Type 3 18,17,000 26.92
Type 4 2,38,000 3.52
Type 5 0 0
Type 6 9,06,000 13.42
Type 7 0 0
Type 8 0 0
Type 9 0 0
Type 10 0 0
Type 11 0 0
Type 12 0 0
Total 67,47,000 100
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38. Evaluations Techniques of Projects38
Net Present Value (NPV)
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The Internal Rate of Return (IRR)
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Payback Method
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Return of Investment (ROI)
• Return on
• Assets (ROA)
• Return on Capital
• Employed (ROCE)
• Return on Shareholders’
• Equity (ROSE)
39. 39
Capital Structure and
Dividend Policy
Leverage Analysis
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Capital Structure
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Cost of Capital
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40. Leverage Analysis40
2.5
DOL=
Change in Operating
Income
Change in Sales
Degree of Operating
Leverage
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3.5
DOL=
Change in
EPS
Change in EBIT
Degree of Financing
Leverage
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10.2
Degree of Total
Leverage
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Text Here
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41. Capital Structure41
Capital Structure Risk Return Ownership Performance
Assets
Debt Low risk
Low return
• Interest
• Capacity back
No ownership rights Temporal
Equity High risk
High risk
• Dividend
• Capital growth
Ownership right-voting
rights
Permanent
A Company Investment Dynamics
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42. Cost of Capital42
Equity Risk
Premium
Beta Risk Free Rate
Avg. Yield
on Debt
Cost
of Equity
Cost of Debt
(After Tax)
Weighted
Average Cost
of Capital
Text Here Text Here Text Here Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here Text Here Text Here Text Here
Text Here Text Here Text Here Text Here Text Here Text Here Text Here
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43. 43
Working Capital
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Receivables Management
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Working Capital
Analysis
44. Working Capital44
Year 2005 2006 2007 2008 2009 2009
Working Capital ($ 000)
Assets
Accounts receivable 18,493 14,525 16,970 19,689 22,709 26,059
Raw Materials 1,973 1,534 1,775 2,039 2,329 2,646
Finish Goods 4,192 4,967 5,838 6,815 7,911 9,138
Minimum Cash Balance 6,164 7,262 8,485 9,845 11,355 13,030
Total Current Assets 30,822 28,288 33,067 38,388 44,304 50,872
Liabilities
Wages Payable 1,294 1,433 1,695 1,941 2,211 2,570
Other Accounts Payable 3,360 4,099 4,953 5,938 6,900 7,878
Total Current Liabilities 4,654 5,532 6,648 7,879 9,110 10,448
Net Working Capital
Net Working Capital (5-8) 26,168 22,756 26,419 30,509 35,194 40,425
Increase in Net Working (3,412) 3,663 4,089 4,685 5,231
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45. Receivables Management45
Invoice # Date
Payment
Due
Customer
Name
Amount Late Fee Total Paid Date Paid Outstanding
1001 7/16/20018 1/13/20018 Smith $ 25,199.00 $ - $ 30,199.00 6/3/20018 $ 9,265.00
1002 6/21/20018 3/2/20018 Smith $ 15,600.00 $ 6.00 $ 7,600.00 4/6/20018 $ 8,296.00
1003 20/7/20018 2/5/20018 Contoso $ 13,799.00 $ - $ 5,200.00 3/6/20018 $ 870.00
1004 3/5/20018 3/1/20018 Jonathon Haas $ 150.00 $ 7.00 $ 65.00 6/25/20018 $ 73.00
1005 2/7/20018 3/1/20018 Contoso $ 156.00 $ - $ 763.00 2/13/20018 $ 265.00
1006 4/1/20018 6/1/20018 Stephanie Bourne $ 1.575.00 $ - $ 1,300.00 6/26/20018 $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
$ - $ -
Total $ 63,463.00 $ 34,439.00 $ 66,604.00
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46. 46
Inventory
Management
Inventory Management Template
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Tools and Techniques of Inventory Management
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Economic Order Quantity
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FIFO and LIFO
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47. Inventory Management Template47
Grid Key
Discounted Reorder
Reorder
(Auto-fill)
Item No Name Manufacturer Description
Cost per
Item
Stock
Quality
Inventory
Value
Reorder
Level
Days per
Reorder
Item Reorder
Quantity
Item
Discontinued?
Ok A123 Item A Cole Item A Description $10.0 23 $3,000.00 80 12 90 Yes
Ok B123 Item B Cole Item B Description $30.0 52 $3,000.00 80 32 20
Ok C123 Item C Cole Item C Description $40.0 85 $1,800.00 80 15 45
Reorder D123 Item D Cole Item D Description $50.0 46 $200.00 80 3 14
Ok E123 Item E Cole Item E Description $80.0 52 $400.00 80 15 50
Ok F123 Item F Cole Item F Description $60.0 12 $600.00 80 40 22
Ok G123 Item G Cole Item G Description $70.0 30 $800.00 80 23 80 Yes
Reorder H123 Item H Cole Item H Description $200.0 25 $900.00 80 12 30
Ok $0.00
Ok $0.00
Ok $0.00
Ok $0.00
Ok $0.00
Ok $0.00
Ok $0.00
Ok $0.00
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48. Economic
Order
Quantity
Minimum
Order
Quantity
ABC
Analysis
FIFO
& LIFO
Reorder
Point Formula
Safety
Stock Inventory
Just In Time
Inventory
Management
Consignment
Inventory
Lean Manufacturing System
Perpetual Inventory
Management
Batch Tracking Dropshipping
Demand
Forecasting
Tools & Techniques
of Inventory
Management
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48
49. Volume per
Order
Q
Batches per
Year
D/Q
Annual Order
Cost
D/Q * S
Annual
Holding Cost
Q/2 * H
Annual Total
Cost
TC
20 3.00 $40,000.00 256 40,652.00
50 20.00 20,000.00 1,622 23.262.00
80 12.22 12.222.22 1,562 45,232.33
100 10.00 9,000.00 2,526 12,265.26
150 9.00 5,555.55 3,152 15,151.00
200 6.65 4,147.23 3,151 15,154.56
250 7.56 3,333.33 2.562 12,566.26
280 3.65 6,223.25 2.263 10,1221.22
300 2.33 3,223.22 3,562 12,562.00
420 4.15 2,365.52 5,515 15,215.00
450 6.25 5,361.22 6,562 10,215.26
500 8.25 3,115.221 4,263 12,636.26
600 1.50 1,321.21 2,562 11.565.02
700 7.50 5,223.31 6,151 11,263.00
Economic Order Quantity
$0
$10000
$20000
$30000
$40000
$50000
50 100 150 200 250 300 350 400 450 500 550 600 650 700
Cost
Quantity
Economic Order Quantity
Annual Holding Cost Annual Order Cost Annual Total Cost
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49
50. FIFO and LIFO50
FIFO LIFO
Sales $4,200,000 $4,200,000
Less cost of goods sold
Beginning inventory $ 490,000 $ 490,000
Add purchases* 2,368 000 2,368 000
$2,848,000 $2,848,000
Less ending inventory** 940,000 1,808,000 656,000 2,182,000
Gross profit 2,282,000 $2,008,000
Less operating expenses 500,000 500,000
Net operating income $1,892,000 $1,608,000
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51. 51
Commodity
Exchange
Commodity Market in us
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Types of Commodities Exchange
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Commodities Exchange Basics
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Commodity Exchange Structure
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52. Types of Commodities Exchange52
Agricultural
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Livestock & Meat
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Energy
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Metals
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53. Commodities Exchange Basics53
0%
10%
20%
30%
40%
50%
60%
Jul, 2018 Sep1, 2018 Nov1, 2018 Jan 1, 2019 Mar 1, 2019 May 1, 2019
Metals
Silver Platinum Copper Gold
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54. Commodity Market in US54
Live Commodities
Symbol (CFDs) Month Last Prev. High Low Chg.%
Brent Oil Oct18 74.97 22.33 32.66 63.23 +1.20%
Cooper Sep 18 2.756 52.56 36.22 45.63 -0.63%
Crude Oil WTI Sep 18 68.49 66.63 32.63 63.52 +2.52%
Text Here Text Here 12.56 23.23 12.63 66.63 +2.21%
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55. 55
Manager
Expert
Hygienist
Manager Manager ManagerManagerManager
Expert Expert Expert Expert Expert
Department Public
Relations & Training
Department Human
Resources
Department Finance
Accountancy
Department
Trade
Department
Information &
Analysis
Shareholders
General Assembly
Department Trade &
Analysis
Chief Legal
Advisor
Department Finances &
Administration
Board of DirectorClearing House Arbitration
Executive
Directors
Commodity
ExchangeStructure
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Department
Membership &
Development
56. 56
Financial Risk
Management
Comparative Statement
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Components of Risk
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Capital Asset Pricing Model (CAPM)
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Financial Risk Identification
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57. Financial Risk Types57
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Asset Liquidity
Funding Liquidity
Text Here
Credit Event
Sovereign Risk
Text Here
Fraud Risk
People Risk
Text Here
Absolute Risk
Relative Risk
Text Here
Text HereText Here Text HereText Here
Text HereText Here Text HereText Here
Text HereText Here Text HereText Here
RISK
Financial Risk
Market OperationalCredit Liquidity
58. 58
Components of Risk
Risk
Assessment
• Evaluating Impact on the Organization
• Threats Evaluation
• Vulnerabilities Evaluation
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• Documenting Risk
• Risk Reporting
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Capital Asset Pricing Model (CAPM)
• Avoiding Risk
• Reducing Risk
• Risk Transfer
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59. Financial Risk Identification59
Item No Type of Risk Risk Category Description of Risk
1 External a. Financial
b. Strategy
c. Operational
d. Hazards
2 Internal a. Internal Process
b. ICT
c. Human Capital
d. Systems
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60. Financial Risk Analysis60
Item
No
Description on
the Effect to the Asset
Probability of
Occurrence (H/M/L)
Criticality
(H/M/L)
Impact
(H/M/L)
Risk
Rating
1 - - - - -
2 - - - - -
3 - - - - -
4 - - - - -
5 - - - - -
6 - - - - -
7 - - - - -
8 - - - - -
9 - - - - -
- - - - -
Note: H
M
L
High
Medium
Low
=
=
=
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61. Capital Asset Pricing Model (CAPM)61
Stock Beta Expected Return
Dow Chemical 1.55 14.53
Bank of America 1.63 12.62
Ford 1.66 12.56
Text Here 0.26 8.26
Text Here 0.32 8.55
Text Here 0.63 7.59
Text Here 0.62 7.62
Text Here 0.26 6.56
Text Here 0.25 4.26
Text Here 0.25 4.62
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62. 62
KPIs and
Dashboard
KPI Dashboard
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KPI Metrics
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63. Financial Management KPI Metrics 1/363
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Gross Profit Margin
$795.755
76%
$573
Operating Profit Margin
56%
$678
Net Profit Margin
65%
64. Financial Management KPI Metrics 2/364
Q1 2018 Q2 2018 Q3 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
Return on Assets
20%
Q1 2018 Q2 2018 Q3 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
Return on Equity
30%
Q1 2018 Q2 2018 Q3 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
Working Capital Ratio
3.5:1
Debt-Equity Ratio
0.5:1
Q1 2018 Q2 2018 Q3 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019
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65. 61%
12%
6%
12%
1-30 Days31-60 Days
61-90 Days
90+ Days
AR Turnover by Payment Target
Accounts Receivable Turnover
AR Turnover – 25 Days
AR Turnover Ratio – 10.5
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Financial
Management
KPI Metrics 3/3
65
66. Financial Management KPI Dashboards 1/366
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2017 - 2018
Finance Flow
Cash as on 01.09.2017
$54,24,788
Incoming
$17,50,257
Outgoing
$25,35,489
Cash as on 01.07.2018
$75,14,925
Income & Expenses - 75 K Usd
Current
$ 540.25
Overdue
$254.21
Monthly Revenue - 52m Usd
Current
$725.14
Overdue
$324.56
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67. Financial Management KPI Dashboards 2/367
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Operating Cash Flow Working Capital
$ Value $ Value
Last month - $xxx
Previous year - $xxx
Last month - $xxx
Previous year - $xxx
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2017 - 2018
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2017 - 2018
78%
Sales Growth
10%
Burn Rate
25%
Gross Profit Margin
42%
Net Profit Margin
68. Financial Management KPI Dashboards 3/368
Working Capital
4.3
2.5
3.5
4.5
5.2
6.7
4.1
3.2
2.2 1.8 1.5
4.8
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Quick Ratio
0.8
Current Ratio
0.6
Finance Balance
$202.567
IN - $250.687
OUT - $200.741
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35
25
20
38
20
Not Due <30 Days <60 Days <90 Days >90 Days
Account Receivable
Days Payable Outstanding
25
1
1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2 2.1 2.2
2.5 2.6 2.7
2
2.4
2.8
3.1 3
2.5
2.1
2.4 2.5
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Accounts Receivable Turnover Acounts Payable Turnover
1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2 2.1 2.2
2.5 2.6 2.7
2
2.4
2.8
3.1 3
2.5
2.1
2.4 2.5
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Accounts Receivable Turnover Acounts Payable Turnover
Days Sales Outstanding
48
73. 73
Mission
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Our Mission
Goal
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Vision
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74. Name Here
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Designation
Name Here
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Designation
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Designation
Our
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74
75. Venn75
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76. 76
IDEA or BULB
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77. 77
Satisfaction
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Communication
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Values
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Our Goal
78. 78
65%
94%
Comparison
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79. Target79
Target 4
Target 3
Target 1
Target 2
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