Taking business operations to new heights with StrategicERP, ITAakash envisions helping organizations to stay competitive, grow rapidly & globally with all technologies possible to meet the upcoming demands of real estate growth
ICANN 52: New gTLD Program: Status, Reviews and Next RoundICANN
Slide deck from the ICANN 52 session, 'New gTLD Program: Status, Reviews and Next Round' that took place in Singapore on Monday, 9 February 2015.
For more information on this session please visit: http://singapore52.icann.org/en/schedule/mon-new-gtld
Indicators in the context of Monitoring and Evaluation, Types of Indicators, Levels of Indicators, Result Indicators, Input Indicators, Process Indicators.
By Ata ur Rahman Tokhi
CCCXG Global Forum March 2017 BGC What information would be needed and how co...OECD Environment
CCCXG Global Forum March 2017 BGC What information would be needed and how could it contribute to the enhancement of Parties' actions and support on adaptation? by Irene Suarez
How should we estimates agile projects (CAST)Glen Alleman
“Why do so many big projects overspend and
overrun? They’re managed as if they were merely
complicated when in fact they are complex. They’re planned as if everything was known at the start when in fact they involve high levels of uncertainty and risk.” ‒ Architecting Systems: Concepts, Principles and Practice, Hillary Sillitto
Cargador solar SolBrella para dispositivos móviles a partir de interfase USB que se coloca encima de sombrillas y toldos para piscinas, playas y terrazas.
Taking business operations to new heights with StrategicERP, ITAakash envisions helping organizations to stay competitive, grow rapidly & globally with all technologies possible to meet the upcoming demands of real estate growth
ICANN 52: New gTLD Program: Status, Reviews and Next RoundICANN
Slide deck from the ICANN 52 session, 'New gTLD Program: Status, Reviews and Next Round' that took place in Singapore on Monday, 9 February 2015.
For more information on this session please visit: http://singapore52.icann.org/en/schedule/mon-new-gtld
Indicators in the context of Monitoring and Evaluation, Types of Indicators, Levels of Indicators, Result Indicators, Input Indicators, Process Indicators.
By Ata ur Rahman Tokhi
CCCXG Global Forum March 2017 BGC What information would be needed and how co...OECD Environment
CCCXG Global Forum March 2017 BGC What information would be needed and how could it contribute to the enhancement of Parties' actions and support on adaptation? by Irene Suarez
How should we estimates agile projects (CAST)Glen Alleman
“Why do so many big projects overspend and
overrun? They’re managed as if they were merely
complicated when in fact they are complex. They’re planned as if everything was known at the start when in fact they involve high levels of uncertainty and risk.” ‒ Architecting Systems: Concepts, Principles and Practice, Hillary Sillitto
Cargador solar SolBrella para dispositivos móviles a partir de interfase USB que se coloca encima de sombrillas y toldos para piscinas, playas y terrazas.
On Challenges of Developing PPP in Central Asia, delivered by Jannat Salimova-Tekay, Head of Project Finance and Infrastructure, EY in Central Asia and Caucasus
Panasonic presenta Innovador Cargador Solar Urbano en Venezuela, tras una demostración exitosa en colombia, en el marco del Año Internacional de la Luz y las Tecnologías basadas en la Luz.
Panasonic de Venezuela demuestra una vez más su compromiso con la preservación de nuestro medio ambiente.
EY Valuation & Business Modelling - Luxembourg officeeyluxembourg
The need for transparent and robust valuations to support corporate transactions and to meet regulatory requirements has increased. Justifying the value of assets and liabilities has grown more complex and is increasingly critical for businesses. Our experienced valuation professionals ask the right questions and help you find the right answers.
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.
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 ...
RubricRubric for Assignment 5a- MetricsMaxYour PointsCommentsTop.docxtoddr4
RubricRubric for Assignment 5a- MetricsMaxYour
PointsCommentsTop 3Top 2 for each category 1 and why selected20Top 2 for each category 2 and why selected20Top 2 for each category 3 and why selected20Target Values for 6 Metrics years 1-320Clear Units5Top 6 Metrics Steps to Achieve10Grammar - Organization - Spelling5Late Total 100095Consider that you are starting a PMO in your company using the previously developed PMO Charter. Starting on Page 86 in Gerard Hill’s book, list the top 2 metrics that would apply best to your company in each of the three categories: Process Management and Improvement Metrics, Project Performance Metrics, and Business Management Metrics and why you are selecting them. You should tie the selection of metrics to the needs analysis you completed in Unit 4 for your company. (PRJ-60)Submit a Word Doc and Table with the two metrics under each of the three categories. (Total of 6 metrics should be on the table.)In the same Word Doc, list the top 6 metrics above for your company PMO that you wrote your charter on, explain why you selected the six based on your needs analysis completed in Unit 4 and denote their target values for year 1, year 2 and year 3. Display the units clearly for you metrics. For each metric of the top 6 use at least 75 words per metric that would describe any specific steps you would need take to in your company to achieve your targets for each metric.
MetricsProcess Management and Improvement MetricsProcess Management Methodology ProcessesTechnical ProcessesBusiness ProcessesResource Management ProcessesPMO Support ProcessesProject Performance MetricsBudgetScheduleResource ManagementRisk ManagementQuality AssuranceBusiness Management MetricsContract and Agreement MetricsCustomer Satisfaction MetricsProject Portfolio Management MetricsFinancial Metrics
STAT200 Introduction to Statistics
Assignment #1: Statistics Data Analysis Plan
Assignment #1: Prepare Descriptive Statistics Data Analysis Plan
Before conducting any statistical analyses, researchers develop a plan for how they will analyze their data to answer their research questions. The purpose of this assignment is to provide experience developing and executing a descriptive statistics analysis plan using real world data to answer a practical question.
Note: This first assignment develops and executes a preliminary plan using a subset of the data to create tables and graphs to address the assigned task. The second assignment will involve carrying out the plan in greater detail, after receiving in class feedback from your instructor.
Assignment Steps:
Step #1: Understanding the task to be addressed:
You are interviewing for a new job as a Financial Advisor and have been asked to perform the following task:
Using the provided real world data determine the budgetary expenditures for groceries (food) your client should anticipate, assuming your client has the following social/economical family profile.
In Assignment 2 you will have leeway in .
Best Practices: Planning Data Analytic into Your AuditsFraudBusters
These slide accompany a video training presentation from AuditNet®. The video is available to view at http://bit.ly/1eBRLiZ (registration with AuditNet.tv required)
Learning Objectives:
Gain an appreciation, based on the attendee participants, of their successes and pitfalls when planning data analytics.
Understand some common approaches to overcoming obstacles to planning data analytics based on case studies from companies and survey attendees themselves.
Learn how planning analytics can be integrated into top audit areas.
Outline an effective data request process to ensure complete and accurate extractions of data every time.
See how analytics can maximize the annual audit plan and better ensure focus is placed on organizational risk.
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
2. Page 1 Enterprise measurements for program and project management
Table of contents
Improvement area Release date
1. Reporting milestones January 2015
2. Performance reporting February 2015
3. Issue management February 2015
4. Lessons learned February 2015
Appendix:
Performance reporting tools
3. Page 2 Enterprise measurements for program and project management
1 Reporting
milestones
4. Page 3 Enterprise measurements for program and project management
Key initiatives
1) Less than 15% have evidence of desired outcome
Baseline data assumptions
Evidence of compliance at GPMO monthly reviews of
PROD and KIRT
Target metric
Time frame Target1
FY15 Q4 75%
FY16 Q1 90%
Desired outcome
► This evidence will prove that IT programs/projects are using Reporting Milestones for improved program/project
control resulting in enhanced service delivery performance. Evidence that:
1) Mandatory Reporting Milestones are listed on monthly performance report with all required information complete
2) Get to green (GTG) plans are documented for every Reporting Milestone RAG reported as “amber” and “red”
Data source and reporting
► Program Review and Oversight Dashboard (PROD ) and Key Initiatives Reporting Tool (KIRT) will be used to measure compliance
for reporting milestones.
Reporting milestones
Key initiatives
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
5. Page 4 Enterprise measurements for program and project management
Programs and projects
1) At the inception of the Functional Performance
Reporting Tools, less than 10% will have evidence
of desired outcome
Baseline data assumptions
Evidence of compliance
Target metric
Time frame Target1
FY16 Q1 50%
FY16 Q2 75%
FY16 Q3 90%
Desired outcome
► This evidence will prove that IT programs/projects are using Reporting Milestones for improved program/project
control resulting in enhanced service delivery performance. Evidence that:
1) Mandatory Reporting Milestones are listed on monthly performance report with all required information complete
2) Get to green (GTG) plans are documented for every Reporting Milestone RAG reported as “amber” and “red”
Data source and reporting
► The Functional Performance Reporting Tools (FPRTs) will be used to measure compliance for reporting milestones.
Reporting milestones
Programs and projects
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
6. Page 5 Enterprise measurements for program and project management
2 Performance
reporting
7. Page 6 Enterprise measurements for program and project management
Key initiatives
1) Less than 40% have evidence of desired outcome
Baseline data assumptions
Evidence of compliance at GPMO monthly reviews of
PROD and KIRT
Target metric
Time frame Target1
FY15 Q4 75%
FY16 Q1 90%
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
Desired outcome
► This evidence will prove that IT programs/projects are using performance reporting for improved program/project
control resulting in enhanced service delivery performance. Evidence that each performance report :
1) Has been validated and submitted on time
2) Provides get to green (GTG) plans for every RAG (e.g., benefits, schedule, etc.) reported as “amber” and “red”
3) Provides “Top 3 Issues” and “Top 3 Risks”
4) Provides financial data for “Baseline FY,” “Current Year ATD,” and “Current Year ETC”
Data source and reporting
► Program Review and Oversight Dashboard (PROD ) and Key Initiatives Reporting Tool (KIRT) will be used to measure compliance
for performance reporting.
Performance reporting
Key initiatives
8. Page 7 Enterprise measurements for program and project management
Programs and projects
1) At the inception of the Functional Performance
Reporting Tools, less than 50% will have evidence
of desired outcome
Baseline data assumptions
Evidence of compliance
Target metric
Time frame Target1
FY16 Q1 75%
FY16 Q2 90%
Desired outcome
► This evidence will prove that IT programs/projects are using performance reporting for improved program/project
control resulting in enhanced service delivery performance. Evidence that each performance report:
1) Has been validated and submitted on time
2) Provides get to green (GTG) plans for every RAG (e.g., benefits, schedule, etc.) reported as “amber” and “red”
3) Provides “Top 3 Issues” and “Top 3 Risks”
4) Provides financial data for “Baseline FY,” “Current Year ATD,” and “Current Year ETC”
Data source and reporting
► The Functional Performance Reporting Tools (FPRTs) will be used to measure compliance for performance reporting.
Performance reporting
Programs and projects
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
9. Page 8 Enterprise measurements for program and project management
3 Issue
management
10. Page 9 Enterprise measurements for program and project management
Key initiatives
1) Assuming 25% are using issue logs and reporting
on Top 3 Issues
Baseline data assumptions
Evidence of compliance at methodology compliance
reviews or quality reviews
Target metric
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
Desired outcome
► This evidence will prove that IT programs/projects are using an issue management process for improved
program/project control resulting in enhanced service delivery performance. Evidence that
1) There is an issue log for the program/project
2) “Top 3 Issues” are being reported on the monthly performance report (PROD/KIRT) where there is traceability back
to the issue log (i.e., each issue has a unique reference ID from the issue log or the issue is actually logged in the issue
log)
Data source and reporting
► The system of record for program/project management in IT Services varies by program/project so there is no single source to measure
compliance for issue logs. Program/project managers will be asked to provide the source and access to information for each review.
► Program Review and Oversight Dashboard (PROD ) and Key Initiatives Reporting Tool (KIRT) will be used to measure compliance
for the Top 3 Issues.
Issue management
Key initiatives
Time frame Target1
FY16 Q1 75%
FY16 Q2 90%
FY16 Q3 90%
11. Page 10 Enterprise measurements for program and project management
Programs and projects
1) Assuming 25% are using issue logs
2) At the inception of the Functional Performance
Reporting Tools, less than 25% will have evidence
of desired outcome
Baseline data assumptions
Evidence of compliance at methodology compliance
reviews or quality reviews
Target metric
Desired outcome
► This evidence will prove that IT programs/projects are using an issue management process for improved
program/project control resulting in enhanced service delivery performance. Evidence that:
1) There is an issue log for the program/project
2) “Top 3 Issues” are being reported on the monthly performance report (FPRTs) where there is traceability back to
the issue log (i.e., each issue has a unique reference ID from the issue log or the issue is actually logged in the issue
log)
Issue management
Programs and projects
(1) Once the target is met, the organization should continue to strive to
maintain or exceed the target. If the data falls below the target, root cause
analysis will be performed to understand and address the undesired result.
Time frame Target1
FY16 Q1 50%
FY16 Q2 75%
FY16 Q3 90%
Data source and reporting
► The system of record for program/project management in IT Services varies by program/project so there is no single source to measure
compliance for issue logs. Program/project managers will be asked to provide the source and access to information for each review.
► The Functional Performance Reporting Tools (FPRTs) will be used to measure compliance for Top 3 Issues.
13. Page 12 Enterprise measurements for program and project management
Appendix:
Performance reporting tools
Tool name Tool users Release date
PROD – Program Review & Oversight
Dashboard
Programs classified as Enterprise Programs FY15 Q12
KIRT – Key Initiatives Reporting Tool Programs and projects classified as Key Initiatives but
exclude Enterprise Programs
FY15 Q22
Functional Performance Reporting
Tools3
All programs and projects not classified as Enterprise
Programs or Key Initiatives4
FY15 Q3–Q4
IT Services PM Tool1 & Project Status
Report
All programs and projects not classified as Enterprise
Programs or Key Initiatives4
Legacy
Notes
1) IT Services PM Tool is a Lotus Notes database that is expected to be decommissioned by some time in FY16.
2) Performance reporting improvements for all Key Initiatives were implemented FY15 Q1–Q2. Included in this scope was
a reporting tool change (i.e., PROD, KIRT).
3) Performance reporting improvements for programs and projects are being implemented FY15 Q3–Q4. Included in this
scope is a reporting tool change (i.e., Functional Performance Reporting Tool and stop using IT Services PM Tool).
4) Issue management improvements to be implemented in FY15 Q3, which occur before programs and projects are
migrated to the new reporting tool. This limits the usage of Top 3 Issues by programs and projects until all programs
and projects have migrated to the new reporting tool.