The document provides information about becoming a certified financial planner (CFP) in Canada. It discusses the Financial Planners Standards Council (FPSC) which regulates the CFP designation. To become certified, one must complete a financial planning education program accredited by FPSC, pass the CFP exam, and have two years of related work experience. Maintaining the designation requires abiding by FPSC's code of ethics and completing continuing education. The document provides an overview of the path to becoming a CFP and lists organizations seeking CFP professionals.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
In 2005, Perini Corporation significantly increased its construction backlog to a record $7.9 billion, nearly half of which was attributable to the MGM MIRAGE's CityCenter project in Las Vegas. This increase was also due in part to acquisitions of Rudolph and Sletten and Cherry Hill Construction. Perini's diversified portfolio demonstrated the experience and versatility of its employees and project management teams.
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Flow and Throughput Improvement at Pratt and Whitney CanadaRamon Saviñon
Final Engineering Thesis Project for Industrial Engineering. Design of a lean system in order to improve the efficiency of the turbo machinery department.
This document advertises an upcoming conference on indirect procurement and corporate sourcing taking place from February 11-13, 2013 in Charlotte, NC. The conference will feature industry updates, workshops, roundtables, and presentations on strategic procurement transformation, globalization, supplier relations, complex services spend, and category management. It is aimed at professionals in marketing, IT, HR, facilities management, and other corporate functions involved in indirect spending. Attendees will gain insights on best practices and network with over 300 executives from various industries.
BTMU Building Enterprisewide Platform With Bscsouthtak
The document summarizes the Bank of Tokyo-Mitsubishi UFJ's approach to building an enterprise-wide management platform using the Balanced Scorecard (BSC). It discusses [1] the bank's history with BSC implementation from 2001 to the present, focusing initially on the Americas division and expanding enterprise-wide, [2] the bank's organizational structure and how BSC was applied across layers, and [3] the evolution of BSC focus from governance to visualization of strategy to employee participation and emphasis on corporate social responsibility.
My Cover Story Article (Reverse Logistics Magazine)Mudit Agarwal
This document provides a summary of articles from the Reverse Logistics Magazine issue 4 volume 5. It includes summaries of 3 articles:
1. "Boothmanship" Post Show Follow Up: Avoiding the Pitfalls of International Directing Reverse Logistics discusses the importance of following up on trade show leads properly.
2. Police Use New Tools to Build Case Against “The Richmond Girls” discusses how criminals are using new technologies in organized retail crimes.
3. Bad Economy May Not Be So Bad for Third Party Service Providers discusses how the economy may increase demand for reverse logistics vendor services and solutions.
The document provides information about becoming a certified financial planner (CFP) in Canada. It discusses the Financial Planners Standards Council (FPSC) which regulates the CFP designation. To become certified, one must complete a financial planning education program accredited by FPSC, pass the CFP exam, and have two years of related work experience. Maintaining the designation requires abiding by FPSC's code of ethics and completing continuing education. The document provides an overview of the path to becoming a CFP and lists organizations seeking CFP professionals.
The document discusses how the Constellation Program Office implemented Earned Value Management (EVM) across all of its projects. It describes how the Marshall Space Flight Center's Office of Strategic Analysis and Communications collaborated with various program elements to establish processes for collecting, formatting, and integrating EVM data. This included providing tools, training, and guidance on work breakdown structures and organization breakdown structures. Once the initial elements established these processes, other elements began adopting them as well. Eventually, EVM data was integrated and rolled up at the overall Constellation program level.
In 2005, Perini Corporation significantly increased its construction backlog to a record $7.9 billion, nearly half of which was attributable to the MGM MIRAGE's CityCenter project in Las Vegas. This increase was also due in part to acquisitions of Rudolph and Sletten and Cherry Hill Construction. Perini's diversified portfolio demonstrated the experience and versatility of its employees and project management teams.
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Flow and Throughput Improvement at Pratt and Whitney CanadaRamon Saviñon
Final Engineering Thesis Project for Industrial Engineering. Design of a lean system in order to improve the efficiency of the turbo machinery department.
This document advertises an upcoming conference on indirect procurement and corporate sourcing taking place from February 11-13, 2013 in Charlotte, NC. The conference will feature industry updates, workshops, roundtables, and presentations on strategic procurement transformation, globalization, supplier relations, complex services spend, and category management. It is aimed at professionals in marketing, IT, HR, facilities management, and other corporate functions involved in indirect spending. Attendees will gain insights on best practices and network with over 300 executives from various industries.
BTMU Building Enterprisewide Platform With Bscsouthtak
The document summarizes the Bank of Tokyo-Mitsubishi UFJ's approach to building an enterprise-wide management platform using the Balanced Scorecard (BSC). It discusses [1] the bank's history with BSC implementation from 2001 to the present, focusing initially on the Americas division and expanding enterprise-wide, [2] the bank's organizational structure and how BSC was applied across layers, and [3] the evolution of BSC focus from governance to visualization of strategy to employee participation and emphasis on corporate social responsibility.
My Cover Story Article (Reverse Logistics Magazine)Mudit Agarwal
This document provides a summary of articles from the Reverse Logistics Magazine issue 4 volume 5. It includes summaries of 3 articles:
1. "Boothmanship" Post Show Follow Up: Avoiding the Pitfalls of International Directing Reverse Logistics discusses the importance of following up on trade show leads properly.
2. Police Use New Tools to Build Case Against “The Richmond Girls” discusses how criminals are using new technologies in organized retail crimes.
3. Bad Economy May Not Be So Bad for Third Party Service Providers discusses how the economy may increase demand for reverse logistics vendor services and solutions.
1) Partnerships between labour market actors are necessary to improve cooperation and define complementary services, but must be developed based on national and local specifics.
2) Both public and private employment services have roles to play, and new service delivery methods should seek cost efficiency while optimizing impact and enhancing resource use.
3) The EU-level PARES initiative aims to foster dialogue between actors to help define different types of cooperation and transitions in changing labour markets.
The Organizational Development Certificate Programyavanian
The document describes an Organizational Development Certificate Program offered by Linkage that provides an integrated course of study to help practitioners enhance their skills. The curriculum is based on Linkage's Organizational Design Wheel model and includes courses in areas like organization, direction-setting, people, and processes and tools. The certificate can be completed in four courses over 12 months, with at least one core course required and the remaining from a chosen track or as electives. The program aims to provide theories, best practices, and practical tools to help participants drive business results and enhance their impact and credibility as OD professionals.
This document outlines the development management framework for Nakheel Shopping Malls projects. It details the key phases and steps involved, from initial project identification through to completion and handover of the mall to operations. The major phases include initiation, pre-development, development, and completion/management. Key activities within each phase are defined such as concept development, design documentation, procurement, construction monitoring, and tenant coordination. The framework is intended to advise, facilitate and deliver mall development projects from start to finish.
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Partner excellence china distributor_portal_plancorruptedash
The document outlines Schneider Electric's standard partner relationship processes. It describes consolidating multiple partner profile platforms into a single platform for partner profile creation and management. It also discusses optimizing the partner portal interface, building a partner lifecycle policy, integrating a data platform for leads and opportunities, consolidating communication tools, linking to Schneider Electric programs and transactions, and adding new functions for improved partner support. The goal is to standardize and streamline processes to improve the partner experience.
Exploring The Potential Role Of Unstructured ProcessesElisabeth Stavenga
The presentation covers:
Identifying the unstructured processes in an organisation that would benefit from BPM;
Recognising the benefits of including unstructured content into processes;
Examining how to combine unstructured and structured content to deliver performance improvements.
Presented by Dr. Michelle Booysen and Marietjie Lancaster at the BPM Summit 2009, in Johannesburg, South Africa
Jan Duffy - UK/Canada: L'esperienza degli Shared Services Centers in UK e in ...innoforum09
This document discusses shared services in the UK and Canada. It provides an overview of shared services, including definitions, frameworks, trends, examples and lessons learned. Key points include that shared services aim to improve efficiency by combining common functions across organizations, while major trends show growing interest in client-facing shared services and innovative sourcing models. Examples highlighted shared services initiatives in the UK and Canadian governments for finance, HR and other back office functions. The document concludes with guidance for implementing shared services successfully.
The document discusses managing federal agencies during turbulent times using an enterprise architecture approach. It states that federal agencies now need to focus on performance, customers, and high-value services to meet new standards. An enterprise architecture implements an operations concept and strategy tied to the agency's mission through defined releases. Each release provides new capabilities while integrating components to keep the enterprise functioning, with information systems development keeping pace with business changes.
A planning overview for the use of social media in B2B field marketing - its role in building relationships, prompting inbound interest and generating new business.
This document outlines various challenges and success factors for business intelligence (BI) adoption. It lists 10 challenges: 1) achieving data quality, 2) project management, 3) managing system complexity, 4) ROI/cost justification, 5) enterprise integration, 6) effective communication, 7) politics, 8) clear business strategy, 9) top management support, and 10) competing initiatives. It also lists 10 success factors/benefits: 1) improved decision making, 2) competitive advantage, 3) operational efficiency, 4) strategic alignment, 5) improved external relationships, 6) customer responsiveness, 7) IT responsiveness, 8) improved data quality, 9) integration and collaboration, and 10) compliance and control. The
This document provides an overview of the Deloitte Enterprise Value Map, which is a tool designed to help companies increase shareholder value by focusing decisions and actions on key value drivers. It outlines two simple approaches for using the map: starting at the top and working down to ensure tactics support objectives, or starting at the bottom and working up to ensure every tactic leads to shareholder value. The map is meant to accelerate the connection between actions a company can take and the creation of shareholder value through practical paths, though it is not intended to be a complete solution.
CPFL Energia is a leading electricity distribution, commercialization, and generation holding company in Brazil. It operates across multiple states in Brazil and has subsidiaries recognized for excellence in management, quality, and efficiency. After its IPO in 2004, CPFL Energia became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, adopting high standards of corporate governance. The company focuses on operational efficiency, synergistic growth, financial discipline, and sustainability to create value for shareholders.
An overview of MCI's integrated global platform of business services for US associations seeking to grow globally. MCI's office network of 47 cities in 23 countries has served hundreds of associations drive their business more effectively.
This guide is intended for managed service providers (MSPs) and provides information about how to integrate Microsoft's Business Productivity Online Suite (BPOS) into their service offerings. BPOS includes Exchange Online, SharePoint Online, Office Communications Online, and Office Live Meeting. The guide aims to help MSPs take advantage of business opportunities with BPOS, understand how to introduce it as a managed service, and leverage best practices for marketing BPOS to drive additional revenue.
Aplin Science and Technology is a research agenda into how such a discipline can be applied to the engineering of growth in organization's performance capability and performance leadership.
This document provides an agenda and overview for a BI and ProfitModeler event hosted by Acando on February 16th. It includes:
1. A brief introduction of BI at Acando and an overview of Microsoft's BI platform.
2. A presentation on ProfitModeler and its uses.
3. Time for questions.
The document also includes slides about the purpose of BI for better decision making at all company levels, and Acando's QuickValue methodology for rapid BI solution development and implementation.
Exploring The Potential Role Of Unstructured Processes V4DrMich
The document discusses exploring the potential role of unstructured processes and content in business process management (BPM). It identifies unstructured processes that could benefit from BPM, recognizes the benefits of including unstructured content in processes, and examines how to combine unstructured and structured content to drive performance improvements. The case study of SAPO aims to define, link, and manage processes to achieve strategic goals using both structured and unstructured elements. Unstructured processes are important because they deal with realities that cannot be pre-defined and depend on human execution.
Capgemini is a global leader in consulting, technology, outsourcing, and professional services. It offers integrated services across four areas of expertise: consulting services, technology services, outsourcing services, and educational services. Capgemini has a strong global presence with over 90,000 employees working in over 30 countries. It has established a Center of Excellence for Aviation to help airlines and airports address their key challenges through a range of competencies.
Webinar - Spagic: Beyond the SOA/BPM frontiers, towards a complete open coope...SpagoWorld
The presentation supported the webinar delivered by Antonietta Miele, Spagic Developer, on 28th July 2011, within SpagoWorld Webinar Center.
http://www.spagoworld.org/
KPMG provided a decade of services including:
1. Global documentation, leadership presentations, product health scoring, and strategic planning from 2011-2010.
2. Deployments of audit/advisory applications, IBS/SAP, SoftGrid, and partner rotation systems from 2009-2007.
3. Infrastructure services, Exchange deployments, security patching, and process design from 2006-2004.
This document discusses performance management at Lynton Aviation. It begins with quotes from company executives emphasizing the importance of measuring performance. The document then outlines the complex functions and key areas within the company that need to be measured, such as engineering, police/utility services, and production reporting. It describes challenges in measuring performance across different business units and departments but with consistent metrics. The goal is to measure performance at the lowest level of people within the company.
The document outlines the role of an Interim Director for an international visual communication institute in Vietnam. The Interim Director will be responsible for setting up the new company from scratch alone in a developing South Asian country. Key duties include developing diplomatic relations, recruiting staff, identifying suppliers, researching partnerships with Vietnamese universities, and advising the business owner on strategy. The goal is to undertake all necessary actions to realize the business owner's vision during the assignment.
1) Partnerships between labour market actors are necessary to improve cooperation and define complementary services, but must be developed based on national and local specifics.
2) Both public and private employment services have roles to play, and new service delivery methods should seek cost efficiency while optimizing impact and enhancing resource use.
3) The EU-level PARES initiative aims to foster dialogue between actors to help define different types of cooperation and transitions in changing labour markets.
The Organizational Development Certificate Programyavanian
The document describes an Organizational Development Certificate Program offered by Linkage that provides an integrated course of study to help practitioners enhance their skills. The curriculum is based on Linkage's Organizational Design Wheel model and includes courses in areas like organization, direction-setting, people, and processes and tools. The certificate can be completed in four courses over 12 months, with at least one core course required and the remaining from a chosen track or as electives. The program aims to provide theories, best practices, and practical tools to help participants drive business results and enhance their impact and credibility as OD professionals.
This document outlines the development management framework for Nakheel Shopping Malls projects. It details the key phases and steps involved, from initial project identification through to completion and handover of the mall to operations. The major phases include initiation, pre-development, development, and completion/management. Key activities within each phase are defined such as concept development, design documentation, procurement, construction monitoring, and tenant coordination. The framework is intended to advise, facilitate and deliver mall development projects from start to finish.
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Partner excellence china distributor_portal_plancorruptedash
The document outlines Schneider Electric's standard partner relationship processes. It describes consolidating multiple partner profile platforms into a single platform for partner profile creation and management. It also discusses optimizing the partner portal interface, building a partner lifecycle policy, integrating a data platform for leads and opportunities, consolidating communication tools, linking to Schneider Electric programs and transactions, and adding new functions for improved partner support. The goal is to standardize and streamline processes to improve the partner experience.
Exploring The Potential Role Of Unstructured ProcessesElisabeth Stavenga
The presentation covers:
Identifying the unstructured processes in an organisation that would benefit from BPM;
Recognising the benefits of including unstructured content into processes;
Examining how to combine unstructured and structured content to deliver performance improvements.
Presented by Dr. Michelle Booysen and Marietjie Lancaster at the BPM Summit 2009, in Johannesburg, South Africa
Jan Duffy - UK/Canada: L'esperienza degli Shared Services Centers in UK e in ...innoforum09
This document discusses shared services in the UK and Canada. It provides an overview of shared services, including definitions, frameworks, trends, examples and lessons learned. Key points include that shared services aim to improve efficiency by combining common functions across organizations, while major trends show growing interest in client-facing shared services and innovative sourcing models. Examples highlighted shared services initiatives in the UK and Canadian governments for finance, HR and other back office functions. The document concludes with guidance for implementing shared services successfully.
The document discusses managing federal agencies during turbulent times using an enterprise architecture approach. It states that federal agencies now need to focus on performance, customers, and high-value services to meet new standards. An enterprise architecture implements an operations concept and strategy tied to the agency's mission through defined releases. Each release provides new capabilities while integrating components to keep the enterprise functioning, with information systems development keeping pace with business changes.
A planning overview for the use of social media in B2B field marketing - its role in building relationships, prompting inbound interest and generating new business.
This document outlines various challenges and success factors for business intelligence (BI) adoption. It lists 10 challenges: 1) achieving data quality, 2) project management, 3) managing system complexity, 4) ROI/cost justification, 5) enterprise integration, 6) effective communication, 7) politics, 8) clear business strategy, 9) top management support, and 10) competing initiatives. It also lists 10 success factors/benefits: 1) improved decision making, 2) competitive advantage, 3) operational efficiency, 4) strategic alignment, 5) improved external relationships, 6) customer responsiveness, 7) IT responsiveness, 8) improved data quality, 9) integration and collaboration, and 10) compliance and control. The
This document provides an overview of the Deloitte Enterprise Value Map, which is a tool designed to help companies increase shareholder value by focusing decisions and actions on key value drivers. It outlines two simple approaches for using the map: starting at the top and working down to ensure tactics support objectives, or starting at the bottom and working up to ensure every tactic leads to shareholder value. The map is meant to accelerate the connection between actions a company can take and the creation of shareholder value through practical paths, though it is not intended to be a complete solution.
CPFL Energia is a leading electricity distribution, commercialization, and generation holding company in Brazil. It operates across multiple states in Brazil and has subsidiaries recognized for excellence in management, quality, and efficiency. After its IPO in 2004, CPFL Energia became the first Brazilian private company to trade on the São Paulo Stock Exchange and NYSE, adopting high standards of corporate governance. The company focuses on operational efficiency, synergistic growth, financial discipline, and sustainability to create value for shareholders.
An overview of MCI's integrated global platform of business services for US associations seeking to grow globally. MCI's office network of 47 cities in 23 countries has served hundreds of associations drive their business more effectively.
This guide is intended for managed service providers (MSPs) and provides information about how to integrate Microsoft's Business Productivity Online Suite (BPOS) into their service offerings. BPOS includes Exchange Online, SharePoint Online, Office Communications Online, and Office Live Meeting. The guide aims to help MSPs take advantage of business opportunities with BPOS, understand how to introduce it as a managed service, and leverage best practices for marketing BPOS to drive additional revenue.
Aplin Science and Technology is a research agenda into how such a discipline can be applied to the engineering of growth in organization's performance capability and performance leadership.
This document provides an agenda and overview for a BI and ProfitModeler event hosted by Acando on February 16th. It includes:
1. A brief introduction of BI at Acando and an overview of Microsoft's BI platform.
2. A presentation on ProfitModeler and its uses.
3. Time for questions.
The document also includes slides about the purpose of BI for better decision making at all company levels, and Acando's QuickValue methodology for rapid BI solution development and implementation.
Exploring The Potential Role Of Unstructured Processes V4DrMich
The document discusses exploring the potential role of unstructured processes and content in business process management (BPM). It identifies unstructured processes that could benefit from BPM, recognizes the benefits of including unstructured content in processes, and examines how to combine unstructured and structured content to drive performance improvements. The case study of SAPO aims to define, link, and manage processes to achieve strategic goals using both structured and unstructured elements. Unstructured processes are important because they deal with realities that cannot be pre-defined and depend on human execution.
Capgemini is a global leader in consulting, technology, outsourcing, and professional services. It offers integrated services across four areas of expertise: consulting services, technology services, outsourcing services, and educational services. Capgemini has a strong global presence with over 90,000 employees working in over 30 countries. It has established a Center of Excellence for Aviation to help airlines and airports address their key challenges through a range of competencies.
Webinar - Spagic: Beyond the SOA/BPM frontiers, towards a complete open coope...SpagoWorld
The presentation supported the webinar delivered by Antonietta Miele, Spagic Developer, on 28th July 2011, within SpagoWorld Webinar Center.
http://www.spagoworld.org/
KPMG provided a decade of services including:
1. Global documentation, leadership presentations, product health scoring, and strategic planning from 2011-2010.
2. Deployments of audit/advisory applications, IBS/SAP, SoftGrid, and partner rotation systems from 2009-2007.
3. Infrastructure services, Exchange deployments, security patching, and process design from 2006-2004.
This document discusses performance management at Lynton Aviation. It begins with quotes from company executives emphasizing the importance of measuring performance. The document then outlines the complex functions and key areas within the company that need to be measured, such as engineering, police/utility services, and production reporting. It describes challenges in measuring performance across different business units and departments but with consistent metrics. The goal is to measure performance at the lowest level of people within the company.
The document outlines the role of an Interim Director for an international visual communication institute in Vietnam. The Interim Director will be responsible for setting up the new company from scratch alone in a developing South Asian country. Key duties include developing diplomatic relations, recruiting staff, identifying suppliers, researching partnerships with Vietnamese universities, and advising the business owner on strategy. The goal is to undertake all necessary actions to realize the business owner's vision during the assignment.