TVA tracks data from its energy efficiency programs in both internal and external databases, which can add complexity. Efforts are underway to develop a single centralized tracking database. The C&I programs currently collect data from two sources for different programs. Challenges include unclear requirements, inadequate tracking data, and inconsistent data collection. Recommendations include annually reviewing requirements, inventorying participants individually, developing common program attributes and IDs, creating data dictionaries, and thoroughly collecting all required data.
Take a look at the 2014 brochure for MainManager. Cloud based, securely hosted award winning CAFM software. Solutions available for large or small budgets.
CPM ( Corporate Performance Management ) or Strategy Execution System?
It would seem that the execution of strategy should be a focus of CPM, which Gartner define as “… an umbrella term that describes the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise.”
To go with this, Gartner have identified a number of application categories that provide functionality to support those management processes, methodologies and metrics:
Budgeting, planning and forecasting. These encompass short-term financially focused budgets, longer-term plans and high-level strategic plans. Applications should deliver workflow capabilities to manage budget/plan creation, submission and approval, as well as provide the ability to dynamically create forecasts and scenarios.
Profitability modelling and optimization. This includes activity-based costing (ABC) applications that determine and allocate costs at a detailed level, and activity-based management applications that provide capabilities to enable users to model the impact on profitability of different cost and resource allocation strategies.
Scorecard applications. This includes the ability to deliver dashboards and link key performance indicators (KPIs) to a strategy map, with a hierarchical cause-and-effect relationship among the KPIs. They are often used in conjunction with a particular methodology, such as the Balanced Scorecard.
Financial consolidation. This enables organizations to reconcile, consolidate, summarize and aggregate financial data based on different accounting standards and federal regulations.
Statutory and financial reporting. These are specialized reporting tools that can format output as structured financial statements, and support specific generally accepted accounting principles (GAAP) presentation rules, such as U.S. GAAP or International Financial Reporting Standards.
To meet the challenge of CPM, vendors have developed (or acquired) a range of software products, often with different architectures, for each application area. This makes them difficult to integrate. For example, to implement a scorecard application that is linked to the budget process will require two products with different interfaces, and where a change in one application does not automatically update the other.
At CorPeuM we see this separation of applications as being detrimental to supporting strategy execution. What distinguishes a strategy execution system, is an architecture that completely integrates these capabilities so that they operate as a single application.
Without a totally integrated architecture, the overhead involved in maintaining a system not only severely impacts the time it takes to include changes, but also, because of complexity involved, means that any links becomes untrustworthy, which jeopardises the very purpose of the application.
The Performance Management cycle typically starts when management of an organization decides on the strategic plan for the next 3-5 years. This strategic model contains objectives, strategies and financial guidelines that form the basis for the CPM processes that follow.
From this a tactical plan model is developed during the tactical planning process where initiatives, projects and investments that are needed to reach the strategic objectives are assessed. To each element of the tactical plan, resources, outcomes, milestones and priorities are assigned.
The financial plan or budget is simply the financial translation of the tactical plan along with any other resources required to run the entire organisation. It summarizes the financial impact of the decisions made during the planning process and serves as a control mechanism during the execution of the plan.
The forecasting and management reporting processes enrich the strategic, tactical and financial planning models with actual and forecast figures. These are delivered through scorecards, dashboards, reporting packs and briefing books that allow internal and external consumers to review performance and make decisions on adjustments to the various plans in order to keep the organisation on track.
CorPeuM offers this complete CPM cycle in one integrated business model.
Take a look at the 2014 brochure for MainManager. Cloud based, securely hosted award winning CAFM software. Solutions available for large or small budgets.
CPM ( Corporate Performance Management ) or Strategy Execution System?
It would seem that the execution of strategy should be a focus of CPM, which Gartner define as “… an umbrella term that describes the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise.”
To go with this, Gartner have identified a number of application categories that provide functionality to support those management processes, methodologies and metrics:
Budgeting, planning and forecasting. These encompass short-term financially focused budgets, longer-term plans and high-level strategic plans. Applications should deliver workflow capabilities to manage budget/plan creation, submission and approval, as well as provide the ability to dynamically create forecasts and scenarios.
Profitability modelling and optimization. This includes activity-based costing (ABC) applications that determine and allocate costs at a detailed level, and activity-based management applications that provide capabilities to enable users to model the impact on profitability of different cost and resource allocation strategies.
Scorecard applications. This includes the ability to deliver dashboards and link key performance indicators (KPIs) to a strategy map, with a hierarchical cause-and-effect relationship among the KPIs. They are often used in conjunction with a particular methodology, such as the Balanced Scorecard.
Financial consolidation. This enables organizations to reconcile, consolidate, summarize and aggregate financial data based on different accounting standards and federal regulations.
Statutory and financial reporting. These are specialized reporting tools that can format output as structured financial statements, and support specific generally accepted accounting principles (GAAP) presentation rules, such as U.S. GAAP or International Financial Reporting Standards.
To meet the challenge of CPM, vendors have developed (or acquired) a range of software products, often with different architectures, for each application area. This makes them difficult to integrate. For example, to implement a scorecard application that is linked to the budget process will require two products with different interfaces, and where a change in one application does not automatically update the other.
At CorPeuM we see this separation of applications as being detrimental to supporting strategy execution. What distinguishes a strategy execution system, is an architecture that completely integrates these capabilities so that they operate as a single application.
Without a totally integrated architecture, the overhead involved in maintaining a system not only severely impacts the time it takes to include changes, but also, because of complexity involved, means that any links becomes untrustworthy, which jeopardises the very purpose of the application.
The Performance Management cycle typically starts when management of an organization decides on the strategic plan for the next 3-5 years. This strategic model contains objectives, strategies and financial guidelines that form the basis for the CPM processes that follow.
From this a tactical plan model is developed during the tactical planning process where initiatives, projects and investments that are needed to reach the strategic objectives are assessed. To each element of the tactical plan, resources, outcomes, milestones and priorities are assigned.
The financial plan or budget is simply the financial translation of the tactical plan along with any other resources required to run the entire organisation. It summarizes the financial impact of the decisions made during the planning process and serves as a control mechanism during the execution of the plan.
The forecasting and management reporting processes enrich the strategic, tactical and financial planning models with actual and forecast figures. These are delivered through scorecards, dashboards, reporting packs and briefing books that allow internal and external consumers to review performance and make decisions on adjustments to the various plans in order to keep the organisation on track.
CorPeuM offers this complete CPM cycle in one integrated business model.
Wetland Mitigation: Land Use Sustainabilty Development Andrea Drabicki
First in a series of presentations given under the work group: Land Use & Sustainable Development an advisory work group to the President to the university under the Environmental Policy Advisory Council.
An opportunity of educational outreach to comply with state mandated cease & desist order for mandatory remediation of a 60 acre parcel of property with a closed landfill. Powerpoint presentation to architectural & engineering group for additional
Landfill Remediation Project - Student redesigns: Land Use Sustainable Develo...Andrea Drabicki
Third presentation in the series to the Land Use Sustainable Development working group to the President of the university under the Environmental Policy Advisory Council regarding the Landfill Remediation & Mitigation Project.
This presentation is a pitch to the subgroup a series of student redesigns for the 60 acre site. Once housing the campus landfill and chemical storage pits.
Application Rationalization with LeanIXLeanIX GmbH
In this presentation from EA Connect Days 2018 in Bonn you learn about the benefits of Application Rationalization and how to optimize your Application Portfolio with LeanIX.
Six Data Architecture and IT Infrastructure Governance Mandates for Multinati...Cognizant
Banking and financial services institutions operating in multiple countries and executing digital transformation programs can leverage the principles of BCBS 239 to standardize and stabilize their IT infrastructure and related data architecture processes to realize digital business value across their geographic footprint.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.gueste080564
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.renetta
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
Technology Controls in Business - End User Computingguestc1bca2
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
Purpose of AssignmentStudents should understand how to use the f.docxmakdul
Purpose of Assignment
Students should understand how to use the financial information and tools learned in the class on a public company, obtain public company SEC reports, and use that data to calculate a company's financial ratios and their comparison to industry or competitor standards.
Assignment Steps
Resources: Tutorial help on Excel® and Word functions can be found on the Microsoft® Office® website. There are also additional tutorials via the web that offer support for office products.
Select one of the publicly traded corporations listed below and obtain the most current SEC Form 10-K (annual financial report) from the company's web site (Do not use the Annual Report that is sent to shareholders):
· Lowes Corporation
· Kroger Corporation
· Harley Davidson Corporation
· Apple Corporation
· Intel Corporation
· Marriott Corporation My choice.
· Berkshire Hathaway Corporation
· PepsiCo Corporation
· Procter and Gamble Corporation
· General Electric Corporation
Calculate and analyze the following ratios for your selected company for the last two years from the SEC Form 10-K:
· Current Ratio
· Inventory Turnover
· Debt Ratio
· Time Interest Earned
· Gross Profit Margin
· Equity Multiplier
· Return on Assets
· Net Profit Margin
· Return on Equity (Use three ratio DuPont method)
Compare and contrast your company's ratios to industry and competitor standard ratios obtained from Yahoo Finance, Morningstar, MotleyFool, Macroaxis or other Internet sources, and provide a detailed answer and analysis as to why your company's ratios are different than the industry/competitor standard.
Prepare your analysis in a minimum of 875 words in Microsoft® Word. The use of Microsoft® Word tables is encouraged.
Cite the source of the industry/competitor ratio information.
Format your assignment consistent with APA guidelines.
DW4Mod - Codes/EMPTY 4-MODULE HTML DOCS/Modules/Module2/Mod2SLP.htmlModule 2 - SLP
BSC Flexibility & the Customer Perspective
For Module 2, consider your organization's mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to. SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:Identify at least three objectives for the organization's customer service perspective and show how they relate to the mission, vision and strategy of the organization.For each objective, develop at least one meaningful performance measure (metric).For each objective, identify at least one expected level of performance (target).For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).Comment bri ...
Wetland Mitigation: Land Use Sustainabilty Development Andrea Drabicki
First in a series of presentations given under the work group: Land Use & Sustainable Development an advisory work group to the President to the university under the Environmental Policy Advisory Council.
An opportunity of educational outreach to comply with state mandated cease & desist order for mandatory remediation of a 60 acre parcel of property with a closed landfill. Powerpoint presentation to architectural & engineering group for additional
Landfill Remediation Project - Student redesigns: Land Use Sustainable Develo...Andrea Drabicki
Third presentation in the series to the Land Use Sustainable Development working group to the President of the university under the Environmental Policy Advisory Council regarding the Landfill Remediation & Mitigation Project.
This presentation is a pitch to the subgroup a series of student redesigns for the 60 acre site. Once housing the campus landfill and chemical storage pits.
Application Rationalization with LeanIXLeanIX GmbH
In this presentation from EA Connect Days 2018 in Bonn you learn about the benefits of Application Rationalization and how to optimize your Application Portfolio with LeanIX.
Six Data Architecture and IT Infrastructure Governance Mandates for Multinati...Cognizant
Banking and financial services institutions operating in multiple countries and executing digital transformation programs can leverage the principles of BCBS 239 to standardize and stabilize their IT infrastructure and related data architecture processes to realize digital business value across their geographic footprint.
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Building Business Capabilities and Improving the Application Landscape
1. Balance Decision Making: Top-down for business capabilities; bottom-up effective landscape
2. 3 Categories are used for building the IT budget: Assign metrics that drive prioritization based on business outcomes
3. New projects should balance new capability with business risk
4. Improve landscape: accelerate time to market
5. Improve landscape: budget for high availability of critical applications and improve runtime performance
6. Improve Landscape: Strive to reduce business risks caused by application vulnerabilities
7. Improve Landscape: Prepare for dynamic staffing models
8. Improve landscape: Reduce applications support cost
9. Break Fix
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.gueste080564
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.renetta
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
Technology Controls in Business - End User Computingguestc1bca2
The Use of Spreadsheets: As it relates to Section 404 of the Sarbanes-Oxley Act.
The use of spreadsheets in financial reporting and operational processes, is a key tool for some corporations, and is an integral part of the information and decision-making framework.
Purpose of AssignmentStudents should understand how to use the f.docxmakdul
Purpose of Assignment
Students should understand how to use the financial information and tools learned in the class on a public company, obtain public company SEC reports, and use that data to calculate a company's financial ratios and their comparison to industry or competitor standards.
Assignment Steps
Resources: Tutorial help on Excel® and Word functions can be found on the Microsoft® Office® website. There are also additional tutorials via the web that offer support for office products.
Select one of the publicly traded corporations listed below and obtain the most current SEC Form 10-K (annual financial report) from the company's web site (Do not use the Annual Report that is sent to shareholders):
· Lowes Corporation
· Kroger Corporation
· Harley Davidson Corporation
· Apple Corporation
· Intel Corporation
· Marriott Corporation My choice.
· Berkshire Hathaway Corporation
· PepsiCo Corporation
· Procter and Gamble Corporation
· General Electric Corporation
Calculate and analyze the following ratios for your selected company for the last two years from the SEC Form 10-K:
· Current Ratio
· Inventory Turnover
· Debt Ratio
· Time Interest Earned
· Gross Profit Margin
· Equity Multiplier
· Return on Assets
· Net Profit Margin
· Return on Equity (Use three ratio DuPont method)
Compare and contrast your company's ratios to industry and competitor standard ratios obtained from Yahoo Finance, Morningstar, MotleyFool, Macroaxis or other Internet sources, and provide a detailed answer and analysis as to why your company's ratios are different than the industry/competitor standard.
Prepare your analysis in a minimum of 875 words in Microsoft® Word. The use of Microsoft® Word tables is encouraged.
Cite the source of the industry/competitor ratio information.
Format your assignment consistent with APA guidelines.
DW4Mod - Codes/EMPTY 4-MODULE HTML DOCS/Modules/Module2/Mod2SLP.htmlModule 2 - SLP
BSC Flexibility & the Customer Perspective
For Module 2, consider your organization's mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to. SLP Assignment Expectations
Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:Identify at least three objectives for the organization's customer service perspective and show how they relate to the mission, vision and strategy of the organization.For each objective, develop at least one meaningful performance measure (metric).For each objective, identify at least one expected level of performance (target).For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).Comment bri ...
A Practical Approach for Power Utilities Seeking to Create Sustaining Busines...Cognizant
For power utilities, analytics are a key to enhanced operational performance and competitive standing. We offer a roadmap for determining and prioritizing relevant analytics, assessing analytics maturity, and implementing an effective analytics process encompassing smart meters, phasor measurement units and other useful sources.
Third in the series: Funding Strategies for Active and Passive Recreation for the town of Windham, CT.
See also the written report and PowerPoint presentation of the same name
Land Use Sustainable Development Subgroup - Wetland Mitigation Planting Desig...Andrea Drabicki
The second in a series of presentations to the University of Connecticut: Land Use & Sustainable Development subgroup. An advisory work group to the President under the Environmental Policy Advisory Council.
Provide wetland mitigation plans to the town of Guilford, Connecticut regarding a parcel of property with areas of concern regarding presumed filled wetlands.
1. C&I Program Impact and Process Evaluation Final Report - Section One
4.2.2 Tracking Database
Tracking system data is the foundational cornerstone for any successful energy efficiency program. The
importance of assimilating high quality tracking system data can streamline internal reporting
mechanisms, and reduce internal resource time for data mining activities; as well efficiently confirm
programmatic requirements, participant energy savings, and program incentive payments should any be
offered.
TVA is in a unique position by tracking multiple programmatic elements for the EnergyRight® Solutions
portfolio across several market sectors. Residential and commercial energy efficiency programs generally
have multiple stakeholders involved which contribute information at various levels of granularity.
Additionally not all programmatic inputs are tracked internally by TVA but are outsourced and tracked
externally with a TVA approved third party implementation vendor. Occasionally this has been observed
to add a layer of complexity instead of streamlining the operational process. However programmatic
inputs that are tracked in an in-house database can still experience levels of disorganization if internal
departments within TVA do not share the same reporting goals and are not coordinated, thus missing
opportunities to collect vital data from program participants. Figure XX below shows the current state of
performance tracking systems as self-reported by TVA.
The suite of C&I programs as made mention in Section 4.2.1 currently collects data inputs from two
different sources. The Tailored Solutions for Industry (C1) program currently utilizes internal TVA field
engineers to verify implemented energy saving measures of program participants and directly inputs data
into internal reporting documents in-house at TVA. The remaining programs in the C&I program suite;
C2, C3, C10, C11, are managed by an implementation vendor, most recently Nexant. Figure EEDR 1
shows the current state of input data as self-reported by TVA. At the top of the map shows the C&I suite
of programs.
In fiscal year 2013 a successful effort was undertaken by TVA to develop a process control system of all
incoming program data for the entire EnergyRight® Solutions portfolio. Efforts are currently underway
to develop a single platform where all unique data elements will be housed in an internal centralized
tracking system database. This new database is slated to include QA/QC parameters which will reduce
manual touch points, potentially automate work flows between internal departments, and provide
consistent data field population mechanisms to avoid data input redundancies and missing information.
As well a centralized database will potentially alleviate resource constraints and transparency for intra-
department accessibility.
2. With respect to TVA it should be mentioned this is the first evaluation of their energy efficiency
programs since the inception of the ESRB & I portfolio in 2009. It should also be noted that there was a
learning curve between TVA and DNV KEMA as both parties gained to understand what information was
required for evaluation purposes and what information was available to evaluate. Since the evaluation
began in 2011 TVA has taken efforts to improve their operational and logistical strategies with regards to
programmatic data collection and is actively working towards a centralized tracking system database.
Below is high level summary of observed challenges and recommendations for the C&I program suite.
3. Program Tracking System Data
Existing Challenges Recommendations for Success
Program requirements may be unclear to
stakeholders
Inadequate tracking system data
Review program requirements annually
ensuring all stakeholders have a clear
understanding of the defined terms and
responsibilities within the contract
Annual review allows stakeholders to adopt
newly added programmatic requirements
and allow for consistent reporting
parameters across all programs
Program participants should be inventoried
as: a line item, one row per participant
Do not embed or “roll up” multiple site
locations under one participant or company
name
Embedding can skew program population
data, it can attribute to double counting of
measures, alters evaluation sample design
parameters and budget, as well lacks detail
for EM&V site work and measure types
Commonly observed “rolled up” participants
include: universities, primary schools,
military bases, franchises, housing
developments, condominium complexes
Include the actual utility account number.
This important unique numerical identifier is
used for both identifying program overlap
and for program evaluation billing data
Develop a set of common attributes across
all of EEDR using a unique TVA ID that links
several groups of information to the ID
Avoid changing TVA ID naming configurations
when energy efficiency programs adopt new
program names or alter programmatic
requirements
4. Program Tracking System Data
Existing Challenges Recommendations for Success
Inadequate tracking system data
Inconsistent data collection
Develop a data dictionary for each program
database (e.g. E-Tracker, CSG) that includes
what each index field is called, a short
description of what the index field is, and
identify whether the database source is
internal or external
To help third party evaluators data mine
mind map or develop a process flow chart of
which EEDR department is responsible for
extracting or maintaining tracking system
data
Data collection must be thorough regardless
if the source is internal or external
All data fields listed on the reporting
documents should be filled out to the fullest
extent possible
Include in data collection activities
participant utility account numbers
QA/QC participant data as it enters through
the program
If an implementation vendor is responsible
for collecting and maintaining program data
and reporting documents an EEDR QA
oversight committee may consider a bi-
annual review of the vendors work