The document discusses measuring performance and outcomes for environmental projects. It describes taking a business-centric approach to ensure private sector participation in carbon abatement, adaptation, and mitigation projects. Specifically tailored local projects can foster private sector involvement and generate environmental finance. Metrics like greenhouse gas emissions reductions and costs per tonne of abatement will be measured to evaluate projects and develop strategies for reducing emissions.
This document is an updated framework document to gudie the process of the action oriented comprehensive energy efficiency and conservation strategy for shreveport.
Help a fictitious company to manage its projects portfolio and understand in practice the decision making models to select the appropriate projects for the strategic business objectives.
This document is an updated framework document to gudie the process of the action oriented comprehensive energy efficiency and conservation strategy for shreveport.
Help a fictitious company to manage its projects portfolio and understand in practice the decision making models to select the appropriate projects for the strategic business objectives.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Presentation by Managing Principal William Newman at the 2011 Management and Information Business Shows sponsored by the Michigan Association of CPAs Management Consulting Task Force.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Presentation by Managing Principal William Newman at the 2011 Management and Information Business Shows sponsored by the Michigan Association of CPAs Management Consulting Task Force.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...
Csr measuring outcome
1. Measuring Outcome
What
to
measure
and
its
ra@onale
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
1
2. Public Private Partnership
Par@cipatory
approaches
in
environmental
economics
Business-centric approach
Knowledge ensures market participation Leverage local
repository for and fit-for-purpose projects as a market
carbon abatement, enabler activity to
adaptation and foster private sector
mitigation participation
Generate value for
Economic market participants
development but in the form of
with socio- environmental
environmental Specifically tailored to finance
competencies the local culture and
Measuring
Performance.
April
4th
2013
knowhow DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
2
3. Green Economy for Sustainable Development
A
low
carbon
development
Think
Tank
Vision
Support
DCCE was launched on on Jan. 18th 2011 during WFES
“Private sector market enabler”
by HH the Prime Minister and HE Ban Ki Moon
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
3
4. Multi-Industry Approach
Private
sector
lead
and
focused
–
UAE
case
study
Energy
Cluster
created
Private-‐Sector-‐lead,
to
foster
Green
supported
by
key
Economic
Growth
leaders
in
u@li@es,
amongst
the
smelter
and
refinery
stakeholders
Structured
to
maximize
Close
coordina@on
with
economic
benefits
Interna7onal
through
Porter’s
Organiza7on
and
Economic
Clusters
especially
UNDP
Model
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
4
5. Green House Gas Inventories
Managing
the
Dubai
GHG
inventory
and
now
conduc@ng
a
UAE-‐wide
Inventory
> Methodologies
M
R
V
• GHG
Inventory
• Mapping
and
• Strategy
and
Analysis
Targets
.
Total greenhouse gas emissions,
Mt CO2e
Forestry
▪ Establish
Buildings (Direct emissions)
▪ Build picture of
Waste
Agriculture
2011 emissions
☐
Transport “business as
usual” (BAU) bottom-up,
Power and water
emissions forecast of key
Industry (Direct emissions)
2005 2010 2015 2020 2025 2030 baseline drivers through
2030, and
assessment of
Abatement cost
€ per tCO2e
60
• Cost per tonne
potential scenarios
▪ Define
50
40
30
20
of abatement,
requirement for relative to BAU
10
0
5 10 15 20 25 30 35 38
-10
•
-20
cost curve and Tonnes of
-30
-40
-50
link to potential
-60
-70
-80
-90
abatement that
global this lever could
-100
measures offer
▪
Ease
of
c apture
(in
near-‐term)
Readily achievable More challenging Difficult
Decide where
▪
Cost
today
Assess
Negative ▪ Appliances and electronics ▪ Geothermal, small hydro ▪ LED lighting
energy efficiency ▪ Engine efficiency, LDVs1 ▪ Tillage and residue mgmt
▪ New build lighting controls ▪ Energy efficiency packages, ▪ Chemical process
focused policy in
▪ Cropland nutrient mgmt commercial new build optimization
▪ Energy efficiency, oil & gas ▪ Retrofit lighting controls
▪ Methane leakage prevention, ▪ Solid waste (excl. landfill
implementation
oil & gas gas flaring)
▪ Fuel shift, industry ▪ Cogeneration, other industries
short term by
priorities
Modest ▪ Landfill gas flaring ▪ Solar & wind2; smart grids ▪ Nuclear
▪ Increased bus transport ▪ Oil to gas shift, power ▪ Biofuels – 2nd gen. domestic
▪ Reduced flaring, oil & gas ▪ Energy efficiency packages,
▪ Cogeneration, oil & gas residential new build
weighing cost of
▪ Biofuels – 1st gen. imported ▪ Reduced deforestation
▪ Solar water heaters ▪ Energy efficiency, other
industries
▪ Agronomy practices, grassland
management
▪ Soil restoration
High ▪ Afforestation/ reforestation,
forest mgmt
▪
▪
▪
Increased subway transport
Wastewater treatment
Engine efficiency, HDVs1
▪
▪
Carbon capture and storage
Livestock feed supplements
and vaccines abatement against
ease of
implementation
▪ Determine ▪ Based on
overall feasibility
Abatement
“low- assessment,
carbon” determine overall
growth path for
emissions under
2005 2010 2015 2020 2025 2030
path
the “low-carbon”
Measuring
Performance.
April
4th
2013
scenario DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
5
6. UAE Aviation State Action Plan
Developing
an
integrated
low
carbon
roadmap
for
UAE
Avia@on
Development
of
CO2
plan
Monitoring
and
Repor7ng
Mi7ga7on
strategy
§ Methodology
and
criteria
§ Data
streams
op@miza@on
§ Descrip@on
of
ER
measures
§ Defini@on,
formats
and
§ Standardized
data
policy
§ Cost
and
financing
of
measures
procedures
§ Current
and
forecasted
ac@vi@es
§ Assess
CO2
reduc@on
over
cost
of
§ Baseline
emissions
§ Common
areas
of
development
ER
measures
§ Growth
and
expansion
§ Suitability
to
MBM,
NAMAs
or
§ Timing
of
measures
§ Stakeholder
mapping
Sectorial
approaches
§ Legisla@ve
outlook
ü Avia%on
Sector
GHG
Inventory
ü M&R
Dra6
Policy
ü Compendium
of
ER
measures
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
6
7. Selected
Por]olio
Ac@vi@es
Diverse
ac@vi@es
with
emission
reduc@on
core
competencies
Dubal
GTX
Dubal
D18+
Desalina@on
Regenera@ve
Burners
• Steam
Op@miza@on
across
the
en@re
plant
• Emission
Reduc@on
in
Aluminum
• Energy
efficiency
of
desalina@on
Pumps
• Use
of
waste
gases
in
mel@ng
furnaces
in
• 350,000
tCO2
p.a.
Produc@on
based
on
new
produc@on
through
the
use
of
newer
technology
lieu
of
cold
air
burners
process
architecture
• 15,000
tCO2
p.a.
• 35,000
tCO2
p.a.
• 250,000
tCO2
p.a.
Green
Building
PoA
CFL
Solar
Farm
Waste
Heat
Recovery
• Energy
efficiency
in
Abu
Dhabi
Municipality
• Free
distribu@on
of
CFL
bulbs
to
Dubai
• Installa@on
of
a
10MW
solar
power
plant
• U@liza@on
of
waste
heat
from
kiln
• 196,000
tCO2
p.a.
residents
(includes
EK
staff
on
the
Dubai
Al
Ain
road
produc@on
to
generate
15
MW
of
accommoda@on)
• 14,000
tCO2
p.a.
renewable
power
• 60,000
tCO2
p.a.
• 75,000
tCO2
p.a.
Inlet
Coolers
Absorp@on
Chillers
Alterna@ve
Fuels
Dubai
Municipality
STP
• U@liza@on
of
pre-‐cooling
stackable
units
in
• U@liza@on
of
heat
as
primary
mean
to
• U@liza@on
of
Refuse
Derived
Fuel
in
• Capture
CH4
and
convert
it
in
bio-‐cng
for
power
genera@on
to
bring
inlet
to
ISO
generate
district
cooling
power
for
en@re
industrial
furnaces
as
fuel
replacement
fleet
purposes
performance
Dubal
facility
• 62,000
tCO2
p.a.
• 85,000
tCO2
p.a.
• 40,000
tCO2
• 45,000
tCO2
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
7
8. “What
gets
measured,
gets
Done.”
“…
the
general
tendency
in
many
companies
is
to
evaluate
performance
primarily
on
the
basis
of
cost
and
efficiency.
There
are
many
more
criteria
to
judge…”
Peter Drucker (1909 – 2005)
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
8
9. Defining the outcome
Lessons
leant
from
project
management
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
9
10. Reasons for measuring performance
Efficiency
and
stakeholders
60
% of respondents
50
40
30
20
10
0
Primary reason for measurement
Assessing Performance Operational Efficiency
Aligning Employees Behaviours Financial Control
Strategic Decision Making External Reporting
Strategic Planning Compensation/Rewarding
Validating Strategy
Neely, A.D.; Yaghi, B. and Youell, N. (2008) “Enterprise Performance Management:
The UK State of the Art”, Oracle and Cranfield School of Management.
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
10
11. How do countries differ?
A
compara@ve
approach
Australia China Japan UK USA
Performance Performance Aligning Employee Performance Aligning Employee
Assessment (64.37%) Assessment (77.55%) Behaviours (53.40%) Assessment (58.82%) Behaviours (36.59%)
Aligning Employee Aligning Employee Performance Improve Operational Improve Operational
Behaviours (59.77%) Behaviours (35.71%) Assessment (44.66%) Efficiency (52.94%) Efficiency (34.96%)
Improve Operational Improve Operational Improve Strategic Aligning Employee Performance
Efficiency (56.32%) Efficiency (35.71%) Decision Making Behaviours (43.44%) Assessment (34.15%)
(43.69%)
Compensation and Improve Strategic Validating Strategy Financial Control Compensation and
Reward (35.63%) Decision Making (40.78%) (39.82%) Reward (22.76%)
(31.63%)
Improve Strategic Compensation and Strategic Planning Improve Strategic Improve Strategic
Decision Making Reward (29.59%) (37.86%) Decision Making Decision Making
(33.33%) (35.91%) (21.14%)
Financial Control Strategic Planning Financial Control External Reporting Financial Control
(32.18%) (28.57%) (29.13%) (32.87%) (19.51%)
Strategic Planning Financial Control Improve Operational Strategic Planning External Reporting
(26.44%) (20.41%) Efficiency (25.24%) (30.77%) (14.63%)
External Reporting Validating Strategy External Reporting Compensation and Validating Strategy
(20.69%) (17.35%) (22.33%) Reward (24.20%) (13.82%)
Validating Strategy External Reporting Compensation and Validating Strategy Strategic Planning
(18.39%) (16.33%) Reward (22.33%) (19.00%) (13.01%)
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
11
12. Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
12
13. Green Economy for Sustainable Development
What
does
the
policy
wishes
to
achieve
> Pursue
a
low-‐carbon
economy
Although
we
are
environmentalist
at
heart,
Dubai’s
core
competency
is
its
business
acumen
and
should
focus
its
efforts
towards
developing
the
synergy
between
business
sector
lead
environmental
ini@a@ves.
Whilst
all
governments
follow
the
typical
top
down
approach,
Dubai
would
follow
the
economic
development
ODA
model
(government
invest
1
dollar
to
achieve
100
dollars
of
GDP)
Develop
a
long
term
plan
to
carbon
intensity
of
GDP
through
the
pursuit
of
economy-‐wide
measures.
Pursue
a
best
living
environment
approach
in
line
with
UAE
2021
Develop
a
set
of
measures
aimed
towards
anrac@ng
best-‐prac@ces
and
climate
change
related
development
to
the
Emirate
of
Dubai
by
leveraging
the
Ø Sources
of
finance
Ø Technology
Ø Intellectual
Property
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
13
14. Rationale for the Policy
Why
is
climate
change
an
issue
o Resources
are
u@lized
inefficiently,
which
means
despite
growth,
the
environmental
cost
is
hidden
and
is
not
taken
into
account
o The
environmental
cost
will
have
to
be
assessed
and
responsibili@es
assigned
to
avoid
an
event
whereas
a
global
agreement
is
counterproduc@ve
to
Dubai’s
economy
o The
global
communi@es
are
converging
o Global
environmental
concerns
can
have
drama@c
effects
on
the
local
economy,
star@ng
form
the
loss
of
valuable
land,
resources
and
infrastructures
o The
pursuit
of
energy
leadership
is
a
key
opportunity
seeking
complementarity
form
the
business
sector
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
14
15. Comparability
Which
project
is
best
for
the
Environment?
Renewables
Demand
Side
Management
Case
study
10
MW
PV
Solar
Park
Case
study
1
million
free
CFL
bulbs
Investment:
USD
20m
Investment:
USD
2.5m
Emissions
Reduc@ons:
12,000
tCO2
per
annum
Emission
Reduc@ons:
60,000
tCO2
per
annum
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
15
16. Context of measurement
• Performance
Management
is
a
Performance
Measurement
is
a
process
by
which
a
systemic
link
between
company
business
unit
objec7vely
assesses
and
evaluates
the
strategy,
Investments,
and
extent
to
which
it
is
accomplishing
a
specific
objec7ve,
processes.
Performance
goal,
or
mission.
Performance
measurement
alone
is
Management
is
a
comprehensive
incomplete.
management
process
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
16
17. Outcome objectives
What
is
the
ul@mate
success
factor
by
stakeholder
Dis@nguish
Enables
decision
Promote
Manage
by
results
between
program
making
accountability
success
and
failure
Allow
for
Provide
means
of
organiza@onal
Jus@fy
budget
Op@mize
performance
learning
and
requests
Investments
comparison
improvement
Establish
catalysts
Raise
early
Fulfill
mandates
And
so
on…
for
change
warnings
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18. Common Denominator
Why
do
we
use
CO2e
GWP
GWP
Chemical
Emission (IPCC
2nd
Assessment
(IPCC
4th
Assessment
Sources
Formula
Report)
Report)
Carbon
dioxide CO2 1 1 Combus@on
Processes
Landfills,
coal
mining,
waste
Methane CH4 21 25 water
treatment,
biomass
combus@on
Agricultural
soils
and
nitric
Nitrous
oxide N2O 310 298
acid
produc@on
Subs@tutes
for
ozone
Hydrofluorocarbons HFCs
11,700
14,800 deple@ng
substance,
semi-‐
conductor
manufacturing
Electrical
transmission
and
Sulphur
hexaflouride SF6 23,900 22,800
distribu@on,
Subs@tutes
for
ozone
Perfluorocarbons PFCs
6,500
-‐
9,200
7,390
-‐
12,200 deple@ng
substance,
semi-‐
conductor
manufacturing
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19. Carbon Budget
How
much
have
we
spent?
(in
Gt
CO2e)
Budget
Emission
Per
Emissions
to
Balance
to
(21st
century)
year
Dec.
31st
2012
Dec.
31st
2099
CO2
1,456
14.6
175
1,281
Receivables
CO2
Payable
1,456
30
360
1096
Difference
206%
25%
75%
Only 40% of human CO2
emissions are being absorbed,
mostly by vegetation and the
oceans. The rest remains in the
atmosphere. A natural change
of 100ppm normally takes 5,000
to 20.000 years. The recent
increase of 100ppm has taken
just 120 years.
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20. PRISM approach
Value
chain
analysis
Processes
• (What
capabili@es
do
we
need
to
operate
and
enhance
these
processes?)
Strategies
Capabili@es
• (What
cri@cal
processes
do
• (What
contribu@ons
do
we
we
require
if
we
are
to
require
from
our
execute
these
strategies?)
stakeholders
if
we
are
to
maintain
and
develop
these
capabili@es?)
Stakeholder
Stakeholder
Sa@sfac@on
Contribu@on
•
(Who
are
the
key
stakeholders
and
what
do
they
want
and
need?)
PRISM
• (What
strategies
do
we
have
to
put
in
place
to
sa@sfy
the
wants
and
needs
of
these
key
stakeholders?)
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22. Setting Indicators
Mission:
Protect people and property
Strategic Goal #1:
Reduce damage caused by motor vehicle accidents
Annual performance goal 1A:
Reduce serious accidents by 20% per
100 km traveled by 2012
Measure: Number of accidents per 100 km traveled
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23. Before we can map your strategy . . .
Quan@fiable
strategic
objec@ves
Make sure
objectives Too o Improve
Costumer
have a direct vague Service
relationship to
goals and goals
have a direct
relationship to
mission and o Reduce
Costumer
values. More collec@on
@mes
by
30%
precise by
year
end
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24. BSC in a Nutshell
Green
Scorecards?
• A
framework
for
breaking
strategy
into
ac@onable
components
called,
Strategic
Objec%ves.
• An
effec@ve
Strategic
Management
System
for
aligning
day-‐to-‐day
work
to
an
organiza@on’s
vision
and
strategy.
• An
integrated
framework
for
informing
strategic
budge%ng,
and
allowing
the
organiza@on
to
learn
what
works
and
to
become
more
strategy
focused.
In
other
words,
the
BSC
is
an
integrated
performance-‐based
strategic
planning
and
management
system.
It
is
not
just
a
measurement
system!
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25. Examples from Humanitarian Industry
Strategic Performance Objectives (SPOs) are
key to understanding the BSC. They represent
the building blocks of the BSC. Each one of
you should familiarize yourself with the 10
SPOs.
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26. Cascading and defining outcomes
These are examples
of activities designed by
the OPCOs to
contribute to the
corporate strategy,
based against impact,
cost, complexity and
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constraints
27. Dashboard
Monitor only the yellow and
red flags….
… from the OPCO
dashboard….
… Click on any
traffic light to
receive detailed info
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28. Planning is key
Each indicator is
explained in details in the
Indicator Sheet
The 2008 corporate
targets are included on
each indicator sheet
Click on the
“See details by
RO” link to get
an overview of
the regional
targets for the
indicator in
question
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29. Keep it simple
The Traffic Lights Status page gives
you the traffic lights distribution by
perspective, by region and by Strategic
Performance Objective
Traffic lights distribution status is updated
when new results are available on the BSC
site. The latest update can be seen below the
table
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30. Daily routines
To quickly access detailed
results by perspective or by
region use the appropriate
dropdown menu
The main BSC dashboard gives
you a general overview of UNOPS
performance at any given point in
time. Performance status for each
indicator and region are displayed
on the BSC dashboard
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31. Reflections
1. Don’t start with what should we measure.
2. Instead start with what questions do we want to be able to
answer.
3. The questions that matter for different organisations are
context dependent.
4. So do not look for standardised sets of measures that can be
used for CSR.
5. We can, however, look for standardised frameworks – such as
the Performance Prism – to help structure our thinking.
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32. GET
INSPIRED
Ivano
Iannelli
|
pril
4
2013
Measuring
Performance.
A
ivanoi@dcce.ae
|
www.dcce.ae
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th