Manuel has extensive experience founding and consulting for companies. His experience includes strategic planning, process reengineering, project management, and financial consulting. He currently works as a financial advisor, helping clients with financial planning, investments, and wealth management.
This document discusses how The Cheesecake Factory uses ProcessFlow Integrator (PFI) to optimize their business processes. Some key points:
- The Cheesecake Factory operates over 170 restaurants across the US and has over 32,000 employees.
- PFI is used to develop end-to-end process cycles and integrate the company's people, processes, and technologies. This has improved efficiencies by automating manual tasks.
- Examples are provided of how PFI is used for large data processing, managing multi-system processes, and acting as a trigger for other systems.
- PFI applications at The Cheesecake Factory include invoice processing, regulatory reporting, payroll time
Celgene Corporation is a leading biopharmaceutical company focused on discovering, developing, and commercializing therapies to treat cancer and immune-inflammatory diseases. The procurement function at Celgene has transformed over the past 3 years from being transactional oriented with no strategic sourcing experience to becoming a global strategic sourcing organization through hiring experienced category managers, implementing procurement technology, and establishing a global procurement matrix structure. This transformation has helped capture over $60 million in savings and position procurement as a strategic partner within Celgene.
Watch the Webinar >> http://bit.ly/QlKgU0
The Cloud Agenda for Finance:
The Evolving Market for Core Financial Applications & Technologies
Join guest speaker Paul Hamerman of Forrester Research, Inc., for this special webinar as he discusses the key trends and challenges for core Financial Management applications and technologies, and the accelerating shift from traditional ERP financials to cloud-based alternatives.
Attendees will learn about the following:
- Key trends and challenges for 2012 in the Financial Management technology market.
- Recent accelerating shift from traditional ERP financials to cloud-based alternatives.
- Barriers companies typically face when thinking about the cloud/SaaS and how they are being mitigated.
- Financial Management innovation and technologies offered by Workday for enabling increased agility, insight, and control.
About Workday
Workday is the leader in enterprise-class, Software-as-a-Service (SaaS) solutions for managing global businesses, combining a lower cost of ownership with an innovative approach to business applications. Founded by PeopleSoft veterans Dave Duffield and Aneel Bhusri, Workday delivers unified Human Capital Management, Payroll, and Financial Management solutions designed for today's organizations and the way people work. Delivered in the cloud leveraging a modern technology platform, Workday offers a fresh alternative to legacy ERP. More than 280 customers, spanning medium-sized organizations to Fortune 50 businesses, have selected Workday. Visit us at www.workday.com.
Lean & Agile Project Management: For Large Distributed Virtual TeamsDavid Rico
Dr. David F. Rico is an expert in lean and agile project management with over 28 years of experience working on large government IT projects around the world. He has authored several books and articles on agile program management and lean development practices. The document discusses key concepts of agility, agile project management, how lean and agile intersect, a lean and agile project management model, virtual teams, advantages and pitfalls of virtual teams, and varieties of virtual team structures.
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
This document discusses how The Cheesecake Factory uses ProcessFlow Integrator (PFI) to optimize their business processes. Some key points:
- The Cheesecake Factory operates over 170 restaurants across the US and has over 32,000 employees.
- PFI is used to develop end-to-end process cycles and integrate the company's people, processes, and technologies. This has improved efficiencies by automating manual tasks.
- Examples are provided of how PFI is used for large data processing, managing multi-system processes, and acting as a trigger for other systems.
- PFI applications at The Cheesecake Factory include invoice processing, regulatory reporting, payroll time
Celgene Corporation is a leading biopharmaceutical company focused on discovering, developing, and commercializing therapies to treat cancer and immune-inflammatory diseases. The procurement function at Celgene has transformed over the past 3 years from being transactional oriented with no strategic sourcing experience to becoming a global strategic sourcing organization through hiring experienced category managers, implementing procurement technology, and establishing a global procurement matrix structure. This transformation has helped capture over $60 million in savings and position procurement as a strategic partner within Celgene.
Watch the Webinar >> http://bit.ly/QlKgU0
The Cloud Agenda for Finance:
The Evolving Market for Core Financial Applications & Technologies
Join guest speaker Paul Hamerman of Forrester Research, Inc., for this special webinar as he discusses the key trends and challenges for core Financial Management applications and technologies, and the accelerating shift from traditional ERP financials to cloud-based alternatives.
Attendees will learn about the following:
- Key trends and challenges for 2012 in the Financial Management technology market.
- Recent accelerating shift from traditional ERP financials to cloud-based alternatives.
- Barriers companies typically face when thinking about the cloud/SaaS and how they are being mitigated.
- Financial Management innovation and technologies offered by Workday for enabling increased agility, insight, and control.
About Workday
Workday is the leader in enterprise-class, Software-as-a-Service (SaaS) solutions for managing global businesses, combining a lower cost of ownership with an innovative approach to business applications. Founded by PeopleSoft veterans Dave Duffield and Aneel Bhusri, Workday delivers unified Human Capital Management, Payroll, and Financial Management solutions designed for today's organizations and the way people work. Delivered in the cloud leveraging a modern technology platform, Workday offers a fresh alternative to legacy ERP. More than 280 customers, spanning medium-sized organizations to Fortune 50 businesses, have selected Workday. Visit us at www.workday.com.
Lean & Agile Project Management: For Large Distributed Virtual TeamsDavid Rico
Dr. David F. Rico is an expert in lean and agile project management with over 28 years of experience working on large government IT projects around the world. He has authored several books and articles on agile program management and lean development practices. The document discusses key concepts of agility, agile project management, how lean and agile intersect, a lean and agile project management model, virtual teams, advantages and pitfalls of virtual teams, and varieties of virtual team structures.
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
Strategy-to-Project - Strategic Portfolio Management in The Digital EraMarkku Rehberger
This document provides an overview of a presentation on strategic portfolio management in the digital era. It discusses:
1) How to identify and manage projects that best support company competitiveness and exploit information technology.
2) Why traditional strategy and project management approaches often fail in the digital era.
3) A new "strategy-to-project" design process that integrates strategic planning with enterprise architecture to continuously update strategy based on emerging technologies and information.
The Key Role of Business Analysis in Project Success and Achieving Business V...Alan McSweeney
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
5 Top Mistakes Manager Make with Performance Measurement Programs for Busines...Adriana Beal
The document discusses 5 top mistakes that management makes with BA performance measurement programs and how to avoid them. The mistakes are: 1) Failing to identify performance objectives before selecting measures. 2) Succumbing to conformance standards that don't apply. 3) Measuring effort like documentation rather than value. 4) Using measurements to motivate rather than improve. 5) Forgetting to provide frequent feedback to BAs. The document recommends starting with clear objectives, measuring value over conformance, using measurements for learning not control, and ensuring frequent feedback.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
This document discusses business architecture and provides guidance on how to approach it. It begins by defining business architecture as the structure and narrative of a business. It recommends starting with the business model and developing capability maps to understand how the business operates. It cautions that business architecture is its own distinct discipline and should not be viewed only as aspects of the business not related to IT. The document also provides advice on looking upward to understand the broader context, downward to implement the business model effectively, and sideways to connect all parts of the architecture. It emphasizes the importance of aligning the architecture to the vision, values, and principles of the enterprise.
The document discusses using business capability analysis to provide a lean-agile approach to enterprise analysis. It describes modeling business capabilities to present a graphical view of the business value stream and specify value through a relative assessment of capabilities. The value of capability analysis is that it can provide business context, facilitate discovery of good answers quickly, and promote feedback to focus on business value.
Top 5 Considerations When Choosing a New HCM VendorAggregage
If you find enough companies who have succeeded and work backward to understand how each of those companies achieved that success, you start to notice that the things they considered along the path to that success are often the same. Join Patrick Sayers, president of Newcastle Research, to learn about some of the most important things successful companies consider on the path to a successful HR technology strategy.
Workday is the leader in enterprise-class, Software-as-a-Service (SaaS) solutions for managing global businesses, combining a lower cost of ownership with an innovative approach to business applications. Founded by PeopleSoft veterans Dave Duffield and Aneel Bhusri, Workday provides unified Human Capital Management, Payroll, and Financial Management solutions designed for today’s organizations and the way people work. Delivered in the cloud and leveraging a modern technology platform, Workday offers a fresh alternative to legacy ERP. More than 200 customers, spanning mid-sized organizations to Fortune 500 businesses, have selected Workday.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Mike Lynch has over 20 years of experience as a C-level technology leader, with a proven track record of driving business value through innovative technology solutions and strategic planning. He has expertise in areas such as ERP implementations, eCommerce strategies, process improvement, and developing technology strategies aligned with business objectives. Lynch's leadership focuses on collaborative relationships, career development, and delivering projects on-time and within budget.
Business Driven Architecture for Strategic TransformationDavid Baker
Business driven architecture is an approach to strategic transformation that involves confirming the business strategy context, understanding how the business wants to operate through its business model and operating model, and performing impact analysis to understand how changes will affect business capabilities. The approach bundles proposed changes into initiatives, builds a case for change and risk for each, and develops a sequenced multi-year roadmap. It requires collaboration between business and technology experts to ensure strategic objectives are properly translated into operations and technology.
This document provides an overview of CobiT (Control Objectives for Information and Related Technology), an IT governance framework. It discusses what CobiT is, its scope and objectives, who it is aimed at, the challenges it addresses, and how it provides a framework for IT governance with a focus on strategic alignment, value delivery, resource management, risk management, and performance measurement.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
This document provides a guide for planning a CRM project with the goal of helping companies develop comprehensive customer relationship management strategies and solutions. It outlines key steps for planning a CRM project including conducting a current and desired state analysis to identify goals and objectives, selecting appropriate people, establishing a timeline, and taking a technical inventory. The guide emphasizes involving users, prioritizing needs, and taking a phased implementation approach to avoid overwhelming the organization with changes. Overall, the planning process aims to set organizations up for a successful CRM project and realization of expected benefits.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
1) Smart companies are combining traditional and agile practices to increase business value by using more plan-driven methods for elements high in criticality and stability, and agile methods for elements high in volatility.
2) The BA role is not going away in an agile world because many projects do not fit the agile "sweet spot" and BAs provide value as facilitators, problem-solvers, and producers of documentation.
3) Traditional BA techniques like functional decomposition, scenarios and use cases, and requirements workshops can improve agile-inspired projects by achieving a deep understanding of problems and managing conflicts collaboratively.
This document provides a review of a custom .17 Ackley Hornet rifle made by Bullberry Barrelworks. Key details include:
- The rifle is built on a CZ 527 action and chambered in .17 Ackley Hornet. It has a 20" barrel and weighs about 8.5 pounds.
- The reviewer discusses the process of forming brass cases for the .17 Ackley Hornet cartridge using Redding dies.
- Loading data and powder recommendations are provided for the cartridge, including the use of AA 1680 and IMR 4227 powders.
VMware reported its financial results for Q4 2015 and full year 2015. Key highlights included:
- FY 2015 non-GAAP revenues grew 13% year-over-year in constant currency. Non-GAAP earnings per share increased to $4.06.
- EUC business crossed $1 billion in annual bookings for 2015. NSX annual run rate exceeded $600 million and VSAN exceeded $100 million.
- For 2016, VMware expects total and license bookings to exceed revenue growth by 3-5 percentage points.
- The company provided guidance for Q1 2016 and full year 2016, expecting continued growth.
Lecture Outline
• What is Business Analysis
• Stakeholders
• Lifecycles
• What are requirements
• Transforming requirements
• Finalizing requirements
• Requirements communication
• Managing Requirements Assets
• Required skills for a Business Analyst
Lecture Objectives
The core of value in any business centers around Return on Investment (ROI). ROI is the weight of the business value or benefits, calculated as increases in revenue or decreases in cost, over the cost of implementation.
When it comes to cost, most organizations focus on technology costs, and forego the other business-related costs, such as stakeholder involvement, in determining ROI.
The objective of this seminar is to spread awareness about Business Analysis profession, how essential the role of Business analyst (BA) to most organization or government entity, and demonstrate how a BA actively focuses on reducing costs which can be measured in following ways:
• Reduction in rework — if you help focus the team on the right requirements, then there should be reduced amount of unnecessary change. But many projects are plagued by change because requirements are not well understood. This kind of change is waste. BA can help.
• Reduction in requirements churn —Stakeholders’ time are valuable, but without someone in the business analyst role, stakeholders might spend excess time in unproductive discussions. BA can help drive an efficient decision-making processes, document discussions, reducing the amount of time spent rehashing previous discussions.
• Discovering more cost-effective solutions and Prioritize them – Prioritization ensures focus on value.
Lecturer’s Biography
Mr. Joseph Maarouf Abboud is an experienced Project Manager with over 20 years of success in leading projects in Information Technology, and business management.
He has a Master degree in project management from University of Salford, Manchester, UK; PMP, PMI-ACP, and ITIL certifications in addition to a BS degree in Software engineering.
Mr. Abboud is a Business strategist, he has planned and managed multimillion-dollar projects aligning business goals with technology solutions to drive process improvements, competitive advantage and bottom-line gains.
He also managed projects for public and private sectors in USA, OMAN, Kuwait, and Lebanon, with key emphasis on Project Management, Business Analysis, Quality Management, and Risk Management
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
Strategy-to-Project - Strategic Portfolio Management in The Digital EraMarkku Rehberger
This document provides an overview of a presentation on strategic portfolio management in the digital era. It discusses:
1) How to identify and manage projects that best support company competitiveness and exploit information technology.
2) Why traditional strategy and project management approaches often fail in the digital era.
3) A new "strategy-to-project" design process that integrates strategic planning with enterprise architecture to continuously update strategy based on emerging technologies and information.
The Key Role of Business Analysis in Project Success and Achieving Business V...Alan McSweeney
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
5 Top Mistakes Manager Make with Performance Measurement Programs for Busines...Adriana Beal
The document discusses 5 top mistakes that management makes with BA performance measurement programs and how to avoid them. The mistakes are: 1) Failing to identify performance objectives before selecting measures. 2) Succumbing to conformance standards that don't apply. 3) Measuring effort like documentation rather than value. 4) Using measurements to motivate rather than improve. 5) Forgetting to provide frequent feedback to BAs. The document recommends starting with clear objectives, measuring value over conformance, using measurements for learning not control, and ensuring frequent feedback.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
This document discusses business architecture and provides guidance on how to approach it. It begins by defining business architecture as the structure and narrative of a business. It recommends starting with the business model and developing capability maps to understand how the business operates. It cautions that business architecture is its own distinct discipline and should not be viewed only as aspects of the business not related to IT. The document also provides advice on looking upward to understand the broader context, downward to implement the business model effectively, and sideways to connect all parts of the architecture. It emphasizes the importance of aligning the architecture to the vision, values, and principles of the enterprise.
The document discusses using business capability analysis to provide a lean-agile approach to enterprise analysis. It describes modeling business capabilities to present a graphical view of the business value stream and specify value through a relative assessment of capabilities. The value of capability analysis is that it can provide business context, facilitate discovery of good answers quickly, and promote feedback to focus on business value.
Top 5 Considerations When Choosing a New HCM VendorAggregage
If you find enough companies who have succeeded and work backward to understand how each of those companies achieved that success, you start to notice that the things they considered along the path to that success are often the same. Join Patrick Sayers, president of Newcastle Research, to learn about some of the most important things successful companies consider on the path to a successful HR technology strategy.
Workday is the leader in enterprise-class, Software-as-a-Service (SaaS) solutions for managing global businesses, combining a lower cost of ownership with an innovative approach to business applications. Founded by PeopleSoft veterans Dave Duffield and Aneel Bhusri, Workday provides unified Human Capital Management, Payroll, and Financial Management solutions designed for today’s organizations and the way people work. Delivered in the cloud and leveraging a modern technology platform, Workday offers a fresh alternative to legacy ERP. More than 200 customers, spanning mid-sized organizations to Fortune 500 businesses, have selected Workday.
This document provides information from Info-Tech Research Group regarding modernizing communications and collaboration infrastructure.
[1] It recommends following a three phase methodology to modernize communications - assess current infrastructure, define the target state, and advance the project. Various tools and templates are provided to help with each phase.
[2] It emphasizes that the project scope and assessment phase takes more time than anticipated and is critical for defining requirements. Both business and IT perspectives should be considered.
[3] A hybrid deployment model combining on-premises and cloud solutions is recommended to modernize infrastructure over time without requiring a full replacement of existing systems.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
Mike Lynch has over 20 years of experience as a C-level technology leader, with a proven track record of driving business value through innovative technology solutions and strategic planning. He has expertise in areas such as ERP implementations, eCommerce strategies, process improvement, and developing technology strategies aligned with business objectives. Lynch's leadership focuses on collaborative relationships, career development, and delivering projects on-time and within budget.
Business Driven Architecture for Strategic TransformationDavid Baker
Business driven architecture is an approach to strategic transformation that involves confirming the business strategy context, understanding how the business wants to operate through its business model and operating model, and performing impact analysis to understand how changes will affect business capabilities. The approach bundles proposed changes into initiatives, builds a case for change and risk for each, and develops a sequenced multi-year roadmap. It requires collaboration between business and technology experts to ensure strategic objectives are properly translated into operations and technology.
This document provides an overview of CobiT (Control Objectives for Information and Related Technology), an IT governance framework. It discusses what CobiT is, its scope and objectives, who it is aimed at, the challenges it addresses, and how it provides a framework for IT governance with a focus on strategic alignment, value delivery, resource management, risk management, and performance measurement.
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
This document provides a guide for planning a CRM project with the goal of helping companies develop comprehensive customer relationship management strategies and solutions. It outlines key steps for planning a CRM project including conducting a current and desired state analysis to identify goals and objectives, selecting appropriate people, establishing a timeline, and taking a technical inventory. The guide emphasizes involving users, prioritizing needs, and taking a phased implementation approach to avoid overwhelming the organization with changes. Overall, the planning process aims to set organizations up for a successful CRM project and realization of expected benefits.
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This document provides a review of a custom .17 Ackley Hornet rifle made by Bullberry Barrelworks. Key details include:
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VMware reported its financial results for Q4 2015 and full year 2015. Key highlights included:
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- EUC business crossed $1 billion in annual bookings for 2015. NSX annual run rate exceeded $600 million and VSAN exceeded $100 million.
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Photo Credit Shreyas Gupta
BUILDING FUTURE VALUE!
Afrika Tikkun is building a sustainable future by enabling today’s disadvantaged children and youth to become tomorrow’s productive citizens. We do this via a unique and proven Cradle-to-Career model which invests in the education and social development of children from early infancy through young adulthood and into gainful employment.
South Africa’s multitudes of disadvantaged children face unique challenges that are no fault of their own. For many, lack of access to basics such as having parents, food, shelter and healthcare means that daily life revolves around simple survival, frequently leading away from education and social promise into despair driven crime.
Afrika Tikkun's mission is to break the cycle of poverty, providing these children with Hope, Capability and Promise - the education, life-skills and confidence to become the self-sustaining, productive future of the country. This is the shared goal of Nelson Mandela, our founding Patron, whose legacy we strive to live by and to instill in all those we touch.
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Many notable trends emerged throughout 2013 which will
affect employers’ initiatives related to legal compliance, health care/benefits, compensation, talent management, and hiring in 2014.
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International Competitive Intelligence Report (Boeing, Raytheon, General Dyna...William Callahan
Boeing pursues an aggressive international strategy to expand its global footprint and compensate for declining US defense spending. It establishes research centers, partnerships and joint ventures around the world. Boeing leverages its large commercial airplane division to offer competitive pricing for defense contracts. Key regions of focus include Asia-Pacific, Europe, Middle East, Brazil and Australia where Boeing has major presences and strategic partnerships.
Legend Power LEED Green Building Certification Performance AssessmentLegend Power
This report assesses the potential for Legend Power's Harmonizer-AVR product to contribute points towards LEED certification across multiple rating systems. It finds that the product could contribute up to 19 points in LEED 2009 for New Construction, with potential contributions in other systems such as Core & Shell and Existing Buildings. The report provides tables outlining eligible credits and estimated point contributions for each system, noting factors that influence point eligibility. It recommends Legend Power determine building-specific point potentials and maintain case studies for reference.
This document summarizes a case between Russell Childs (Complainant) and Microsoft Corporation (Respondent) regarding alleged violations of regulations related to H-1B visa employment. The Complainant filed a complaint with the Department of Labor alleging Microsoft violated regulations regarding wages and benefits for H-1B employees. An administrative law judge held a hearing to consider additional alleged violations beyond those already investigated. The document includes 17 joint stipulations of fact agreed upon by both parties related to the Complainant's employment with Microsoft in both Canada and the United States under an H-1B visa.
The Role of Quality Assurance in the World of Agile Development and ScrumRussell Pannone
Quality management plays an important role in agile development and Scrum by helping ensure quality is built into the development process. It involves three key aspects: planning how quality will be achieved, quality assurance through practices like testing and integration, and quality control by monitoring artifacts like the product backlog and delivered increments. Having quality management practices integrated into self-organizing agile teams helps reduce rework and catch issues earlier through collaboration and continuous delivery of working software.
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DPR Construction Green Projects TemplateKurt Ludwig
DPR Construction completed Sacramento's first privately owned LEED certified office building for client ABD Insurance and Financial Services. The $6.2 million project achieved Silver certification for new construction and Gold for commercial interiors by incorporating sustainable features like reduced site disturbance, water use reduction, optimized energy performance, and use of local and regional building materials into the 9.8 month construction process.
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El documento describe cómo el software i2 de la compañía Unitech puede ayudar a mejorar la eficiencia del sistema judicial al centralizar y analizar datos de causas, lo que puede agilizar investigaciones y ayudar a esclarecer delitos. i2 ofrece herramientas para cada etapa del ciclo de inteligencia aplicado a investigaciones judiciales. Unitech puede implementar i2 en los juzgados y brindar capacitación y soporte.
Codes and Terminology are topics that are easy to introduce, but tricky to understand in full complexity. IT Professionals encounter “codes” all the time. e-Health’s notion is really no different.
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» Concepts
» Code Data Types
» Concept Domains, Code Systems and Value Sets
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This document provides an overview of environmental law for road builders, summarizing several court cases involving various environmental issues related to road construction. It discusses regulatory roles at the federal, provincial, and municipal levels and key statutes like the Environmental Protection Act. The document outlines pollution offenses like discharges and spills, permitted pollution, compliance, enforcement powers, and the obligations of those in control when incidents occur. Overall it aims to help road builders understand their legal duties and liabilities under environmental laws.
IFPMA-TFDA Workshop on Couterfeit Medicines
‘Integrated Approach Against Fake Medicines’
On 6th February 2015
At Taipei International Convention Center
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1) Violent crime, especially homicides, are concentrated among small groups and populations in poor minority neighborhoods, even within otherwise safe cities.
2) Traditional approaches to addressing gangs and group violence through enforcement and prevention have shown little effectiveness and cannot accomplish goals like eliminating gangs.
3) A strategic intervention approach focuses on direct and sustained communication with the highest risk street groups through a partnership of law enforcement, social services, and community leaders to convey a unified message that the violence must stop and help is available.
This document provides a summary of Disha Roy's experience in product management and agile delivery across startups and large organizations. Over 15 years, she has led product strategies, roadmaps, and rollouts. She is currently the Product Head at Faircent.com, an online peer-to-peer lending marketplace in India. Previously, she held product and delivery leadership roles at Sapient and Infosys managing teams of up to 65 people.
Patricia Wurm has over 20 years of experience as an IT business analyst, project manager, and quality assurance professional. She has a strong background in requirements gathering, system testing, and data mapping between complex software systems. Her experience spans industries such as manufacturing, finance, government, and healthcare IT projects. She is proficient in various technologies, methodologies, and seeks to continuously improve business operations through strategic analysis and project management.
Robert Nash has over 20 years of experience in business, technology, and project management. He has a proven track record of leading cross-functional teams, delivering innovative solutions, and managing vendor/customer relationships. His skills include team leadership, project management, financial analysis, and client relationship management.
Debra Evans is an experienced project manager with over 15 years of experience managing projects in various industries including technology, finance, and retail. She has managed projects ranging from $1 million to multi-million dollar efforts. Evans is PMP certified and has experience with Agile and waterfall methodologies. She has strong skills in collaboration, communication, and delivering projects on time and on budget.
Michael DeSimone is an experienced IT consultant and technical business analyst seeking contract work. He has over 18 years of consulting experience, specializing in requirements analysis, software development project management, and data modeling. He is proficient in SAS programming and has extensive experience developing predictive models and automated reporting for clients in the banking, insurance, and mortgage industries. His background includes roles managing projects, teams, and developing processes to bridge business and IT.
John Turner is a business solutions architect with experience leading technology transformations and implementing enterprise solutions. He has expertise identifying problems, constructing solutions from multiple components, and building high-performing teams. His experience includes roles at Cisco, Nissan, Gateway, and as an independent consultant helping companies leverage technology for business goals.
Manish Kumar has over 14 years of experience in IT infrastructure, database management, quality management and process improvement. He currently works as an IT Lead at Johnson & Johnson, where he is responsible for infrastructure qualification compliance activities and providing guidance to teams. Prior to his current role, he held technical management positions at various companies where he delivered database services and managed IT infrastructure operations.
Certified Management profession with experience in Management, Services, Operations, Development and Implementation of commercial applications (Banking, Retail, and Insurance).
- Anubhav Kochhar is seeking a challenging position as an analyst/consultant where he can explore opportunities to outshine.
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P. Suresh Babu has over 15 years of experience in software development, project management, delivery management, test management, and application development. He has strong skills in technologies like Oracle, SQL, Java, Hadoop, and Big Data analytics. As a senior project manager, he has successfully led teams of 50-100 people on various projects for clients in different industries. Some of his key responsibilities have included managing project schedules and budgets, requirement gathering, solution design, and ensuring on-time delivery. He has worked with various organizations in the US, Europe, and India.
Michael Whalen has over 20 years of experience in information technology and business operations leadership roles. He has a proven track record of successfully deploying enterprise systems on a global scale, reengineering business processes, and managing outsourced services. Currently, he is seeking a new senior management position where he can apply his strategic planning, project management, and operational excellence skills.
Resume for Mark Spohn: Accomplished technical professional with business planning, program management, system administration, and cross-functional resource management experience aimed at maximizing technology in business. Consistently produce quality deliverables launching new technology, enhancing client-vendor relationships, streamlining policies and procedures, and modernizing business models. Independent CMS developer (2008-2012), seeking Social Media opportunities.
Certified project manager with experience managing software implementations and IT projects. Skilled in project management methodologies, developing work breakdown structures and schedules in Microsoft Project, managing budgets and resources, and delivering projects on time and under budget. Provides training in project management principles using PMBOK. Seeks new opportunities to apply strategic thinking and leadership to drive change through successful project delivery.
Andrew Chard has over 25 years of experience leading large technology projects for companies in various industries. He has a track record of directing teams to deliver business initiatives on time while aligning technology and business goals. Chard's areas of expertise include application development, program management, operations management, and client relationship building. He currently serves as an IT Project Director for Gwinnett County, Georgia overseeing public safety technology projects.
Akash Das has over 13 years of experience in IT delivery, business development, account management, and program management. He currently works as a senior manager overseeing a team of 60 people and a $20 million portfolio. He has a track record of growing accounts, developing solutions, and ensuring projects meet budgets and timelines. His experience spans multiple industries including banking, retail, and manufacturing.
Narayanan Doraiswamy is seeking technology-related job assignments with a growth-oriented organization. He has over 10 years of experience managing mission-critical financial services applications as a software engineer, programmer analyst, and manager. He has proficiency in areas like software development, project management, customer support, and application resiliency.
Zedrick Khan has 14 years of experience in new client development, strategic business development, key account management, and strategic consultative sales. He has a proven track record of driving sales and maintaining high client renewal rates. He is skilled in establishing rapport, presenting strategic visions, and offering solutions. He has technical expertise in areas such as cloud computing, digital transformation, AI, big data, and managed services. He holds multiple certifications and has an MS and BS in Computer Science.
Technical Project Manager; recent implementation MS Dynamics, SharePoint 2013, MS365, SAP, many ERP implementations, major contributor to PMO start-up in Fortune 100 company, integration specialist
Similar to Espinosas Functional Resume Financial Planning & Investments And Business Process Consulting (Fall 2012) (20)
Espinosas Functional Resume Financial Planning & Investments And Business Process Consulting (Fall 2012)
1. Manuel J. Espinosa’s Resume
Focus on Financial Planning & Investments and Business Process Consulting
Manuel’s experience includes co-founding two companies, work as a business consultant to an investment firm, running a process reengineering
consultancy, leading strategic company-wide information systems planning initiatives for Pacific Bell, and planning and managing several statewide
computer network implementation projects in California. In 1994 Manuel founded The Phoenix Group, a management consultancy working in strategic
planning, process redesign, activity-based cost analysis, and project management. In 1998 he also began work as a founding member with a San
Francisco-based incubator and venture capital fund for Internet-focused startups. There his principal responsibility has been to evaluate early stage e-
commerce companies and their technologies, and to provide business consulting to those they chose to fund and promote. He was a co-founder and Chief
Operations Officer for WebNet Wireless Inc., a broadband communications company. Today Manuel is also an Investment Advisor Representative and
Registered Representative for Transamerica Financial Advisors, Inc., Transamerica Financial Group Division.
CORE COMPETENCIES
Corporate and IT Strategy Development Alliances and Business Development
Business/ Technology Roadmapping Enterprise Architecture Strategies and Assessments
Project and IT Portfolio Management IT Mergers/ Acquisition Assessments and Integration
Business Process Analysis and Redesign Planning
Balanced Scorecard Design & Implementation Supply Chain Analysis
Compliance Assessments for Technology and Service Contract Program Management
Regulatory Standards Writng – both Technical and Non-technical
Activity-based Cost Analysis Training Seminars & Facilitated Workshops
Competitive Intelligence and Project Risk Various software tools: Microsoft Office Suite (including MS
Assessment Access), Visio, MS Project, Team Flow, iThink, TurboBPR,
Valuation of Intellectual Assets SigmaPlot, QuickBooks, Inspiration, Canvas, and Agna
(social network analysis)
PROFESSIONAL HIGHLIGHTS
PROJECT AND PROGRAM MANAGEMENT
15+ years hands-on project management experience in telecommunications, information technology, and data communications, planning and
managing corporate-wide service measurement and delivery projects.
Facilitated several dozen joint application development (JAD) workshops for Pacific Bell, Sprint PCS, Aspect Communications, and WebNet
Wireless in project management, business requirements analysis, and risk assessment; frequently consulted in project management and
―industry best practices‖ for these firms.
9 years hands-on project management experience developing and deploying enterprise-wide information and computer network architectures
for Pacific Bell (Network Evolution; MIZAR Redesign; COSMOS Rehome; EMCOM Network Monitoring Project).
Creator, editor-in-chief, and principal writer of the 700-plus page Information Systems Operational Plan, which became Pacific Bell's annual
six-year blueprint on strategic and tactical information systems planning. Published two 300-copy editions over two years.
BUSINESS PROCESS ANALYSIS AND REDESIGN
Founding member of the Business Process Reengineering Division at Pacific Bell, personally responsible for developing methods and
procedures and documenting best practices in process analysis and activity-based costing for the company.
Successfully managed and completed for Pacific Bell several enterprise-wide projects that required the creation of comprehensive, detailed
process maps and process redesign solutions, such as: (1) analysis and activity-based costing of Custom Work Order Billing, a process that
spanned 26 departments; (2) cost analysis and process redesign of their Corporate Accounting Department's Methods and Procedures; (3)
consultant on the strategic Service Order Process Reengineering Project; (4) managing the Sacramento CENTREX Provisioning Cost Analysis
and Process Redesign Initiative; and (5) director of the $72 million Network Evolution Project, which involved writing the implementation plan
for and managing 100 people in the statewide deployment of the strategic redesign of Pacific Bell's principal internal data network, affecting
400 company sites, 27,000 terminals, 23 Comten front-ends, 227 applications, and more than six data centers.
Consulted on SBC's EmFiSys project, a corporate-wide data warehousing and systems redesign project that consolidated information access to
more than 300 service provisioning and data analysis applications for Human Resources, Finances, and Systems Management.
Created Activity-based Process Analysis (APA), a methodology for business process redesign and activity costing based on IDEF
specifications, an international and federal government standard; co-authored ABC: A Guidebook to Activity-based Costing.
Co-authored and directed publication of 411-page Pacific Bell Network Management Strategic Plan, a customer-focused ten year vision for
client-server computing over distributed network management architectures.
Created risk assessment models of the nine corporate-wide business processes at Aspect Communications.
Conducted corporate-wide business process analyses and developed activity-based costing models and process maps for Pacific-Harvest
Seafoods, a wholesale fish distribution company.
FINANCIAL AND SERVICE MEASUREMENT EXPERIENCE
Managed Pacific Bell’s $100 million Capital and Expense Budget for the RBOC’s Network Implementation & Administration Division.
Created for Aspect Communications a financial modeling tool for projecting over a 5-year period the company's investments across their
portfolio of IT projects.
Co-developer with Ravi Sodhi of the Intellectual Capital Management System (ICMS).
812 Park Court Cell: 1-408-219-6623
Santa Clara, California 95050-6123 Page 1 of 3 E-mail: manuel.espinosa@att.net
2. Manuel J. Espinosa’s Resume
Focus on Financial Planning & Investments and Business Process Consulting
Former COO and co-founder of WebNet Wireless, a fixed wireless broadband communications company. Responsible for managing contracts
and service level agreements with all suppliers, equipment vendors, allies, and potential investors, including Cisco, AT&T, U. S. DataPort, and
Carter Israel, the company’s public relations and advertising firm. Developed a total quality management program for the firm and conducted
ROI and cost of quality studies for the company. Had primary responsibility for negotiating and monitoring SLA metrics for the corporation.
BALANCED SCORECARD AND STRATEGY MAPS
Created a Strategy Analysis Framework for new market assessment and development at Scientronix using the Balanced Scorecard Strategy
Map concept. This became a business roadmap for the construction industry.
Designed a methodology for evaluating intangible assets using the Balanced Scorecard as a reference point for quantifying impact of these
assets on the firm. This was the basis of a Delphi Group presentation my partner and I made in San Francisco.
Expert witness for Law Offices of Jenkins, Goodman & Neuman on the Balanced Scorecard and strategy planning for a case involving
misappropriated intellectual assets
Created and implemented a highly customized version of the Balanced Scorecard for Pacific-Harvest Seafoods to evaluate and track Good
Customers. Conducted "Good Customer" workshops for Pacific-Harvest Seafoods to help their Marketing and Operations departments create a
customer management program and the tools to evaluate return on investment measurements for customer satisfaction and retention. For this
wholesale seafood company I created a new process for the evaluation of customers and their contribution to the company's bottom line by
gauging customer impact on each of the four areas of the Balanced Scorecard. Our Customer Scorecard became a tool for measuring customer
value by looking at more than 1,200 customers in eight customer categories. This scorecard became the linchpin for the company’s program to
eliminate their bad debt, which is now less than one tenth of one percent! (industry average: 5%).
Using the Balanced Scorecard as a tool for strategic planning at Aspect Communications, I created risk assessment models of the nine
corporate-wide business processes at this call center technology development firm.
Introduced the Balanced Scorecard as a strategic planning tool to PacBell’s Internal Consulting Practice. Taught numerous workshops/
seminars on the Balanced Scorecard and Strategic Planning at PacBell. Used Balanced Scorecard to create an ROIT Scorecard for the Cost
Analysis and Process Redesign of PacBell’s Corporate Accounting Methods and Procedures. Used the Balanced Scorecard as a planning tool
for PacBell's Sacramento CENTREX Provisioning Cost Analysis and Process Redesign Project.
Created Activity-based Process Analysis (APA), a methodology for business process redesign and activity costing that uses the Balanced
Scorecard; co-authored ABC: A Guidebook to Activity-based Costing.
SUSTAINABILITY WORK
Working with a local non-profit homeless shelter to develop business plan for an urban farm and an associated Common Good Bank
Completed in December of 2008 a 90 page market analysis of the business opportunities and risks to be found in managing and trading on
equity markets the renewable energy credits that arise from generating clean, renewable energy
Co-chaired the CleanTech Workshop at the 3rd Annual USIACC (United States Indian American Chamber of Commerce) Conference held in
Washington D.C., September 5-7, 2007.
Advised a client on the financial and risk aspects of developing a sustainable community using waste-to-energy and zero energy home and
building design concepts. This self-sufficient sustainable community was to be built within the San Francisco Bay Area.
CURRENT PROFESSIONAL DEVELOPMENT ACTIVITIES
Developing a framework for Intellectual Capital Statements built around the Balanced Scorecard model
Writing a monograph about the structural and systemic risk in the global financial markets from a social network analysis perspective
Working on a long-term project to create an urban farm and sustainable community in the South Bay Area
Present once a month a half-day, pro bono workshop on financial planning and macroeconomics for Latinos and others overlooked by
traditional financial advisors
Building a financial planning services and training organization
CAREER SUMMARY
Transamerica Financial Advisors, Inc., Transamerica Financial Group Division, San Jose, CA 2012 - Present
Investment Advisor and Registered Representative
I am a Financial Advisor for Transamerica Financial Advisors, a financial advisory organization operating under the guidelines and rules of the Securities
Exchange Commission (SEC), the Financial Industry Regulatory Authority (FINRA), and the California Department of Insurance. There we work with
clients on personal and business financial planning and wealth management.
Investment Advisors International, San Jose, CA Investment Advisor and Registered Representative 2009 - 2011
I was a Financial Advisor for Investment Advisors Inernational, a financial advisory organization operating under the guidelines and rules of the
Securities Exchange Commission (SEC), the Financial Industry Regulatory Authority (FINRA), and the California Department of Insurance. There we
work with clients on personal and business financial planning and wealth management.
The Phoenix Group; Santa Clara and San José, CA Founder 1994 - Present
I am a Co-founder and Principal of The Phoenix Group, a management consultancy offering strategic planning, business process redesign, activity-based
costing, and project management for business valuation and investment firms (Houlihan Valuation Advisors, Inovation Ventures), e-commerce startups
812 Park Court Cell: 1-408-219-6623
Santa Clara, California 95050-6123 Page 2 of 3 E-mail: manuel.espinosa@att.net
3. Manuel J. Espinosa’s Resume
Focus on Financial Planning & Investments and Business Process Consulting
(MagNetPoint, UPNetworks), network infrastructure companies (Pacific Bell, Sprint PCS, WebNet Wireless, Aspect Communications), biotechnology
(Perkin-Elmer Biosystems), and for the wholesale food industry (Pacific-Harvest Seafoods).
Pacific Bell; Santa Clara, San José, San Francisco, and San Ramon, CA Manager 1980 - 1994
During my 15 years of employment at Pacific Bell I had more than a dozen very different management assignments (line, staff, and internal consulting)
in various departments, including Field Operations, Hardware and Systems Planning, Systems Technology Operations, Network Architecture Planning,
and Strategic Information Systems/ Business Process Reengineering.
The Community Service Organization; San José, CA Executive Director 1978 - 1979
Served as Chief Fiscal Officer in charge of writing all financial and personnel audits and proposals for the agency. Supervised nineteen people —
including three graduate research interns — working on an ethnographic research project in East San José, on a social service community development
project, and in four social service programs.
OTHER EXPERIENCE
Volunteer Project Management Consultant for several public school redesign projects of Education 2000, one of the major initiatives of the San Jose,
California-based Joint Venture: Silicon Valley. Sat on Boards of Directors for wholesale seafood distribution corporation and a fixed wireless broadband
communications company. Co-founder and past President of the Hispanic Alumni Chapter of Santa Clara University.
EDUCATION AND PROFESSIONAL DEVELOPMENT
Graduated from Santa Clara University with a Bachelor’s Degree in Philosophy (Honors), studied philosophy on a Ford Fellowship in Ph.D.
programs at Yale and Stanford Universities, and did graduate work in computer science, mathematics, and engineering economics at Santa
Clara University and Stanford.
Have been a Certified Management Consultant (CMC), earning this designation from the Institute of Management Consultants, with a focus
on strategic planning, process reengineering, activity-based cost analysis, valuation and performance measurement methodologies, and
project management.
Licensed Financial Advisor, having taken and passed various classes and licensing exams prerequisite to the practice of a professional
financial advisor in the State of California, including:
o General Securities Representative. Passed these proctored licensing exams required by the SEC/ FINRA to become a licensed
financial advisor: (1) Series 7 - General Securities Representative Examination (January 26, 2007) and (2) Series 66 - Uniform
Combined State Law Examination (February 26, 2007).
o Licensed Life Agent working on Variable Contracts — License No. 0F54280. Passed the following licensing exams and/ or
training specifically required by the State of California to become a licensed financial advisor in California: (1) Certificate of
Completion for California Life & Health and Ethics & Code, a 52 hour instructor-led class required to take the California DOI
Life Agent Exam (Februry 3, 2007), and (2) California Department of Insurance Life Agent Examination (February 13, 2007).
o Certificates of Completion for numerous financial industry courses, including variable annuities, variable universal life, and long
term care. A detailed list is available upon request.
Completed more than thirty courses of intensive and comprehensive ―hands on‖ and professional-level training in: Project Management,
Total Quality Management, Business Process Reengineering, Systems Analysis, Queuing Theory, Decision Sciences, Activity-based Cost
Analysis, Finance, AI/Expert Systems, Systems Modeling, Logic and Mathematics, Computer Science, Computer Networks & Standards,
Databases, Programming, and Text Editors.
PUBLICATIONS
Espinosa, M. J.. 2008. "Power Us REC Market Analysis and Planning" a 90 page business plan and analysis of the fast-developing market for the
acquisition and sale of renewable energy credits (RECs) over financial exchanges. Power Us Proprietary Publication.
Espinosa, M. J. and R. S. Sodhi. 2004. ―Siebel Enterprise 7.7 CRM - Delivering the Agile, Customer-Driven Enterprise‖. Technical whitepaper
written for the EMEA user conference held in France, week of April 19, 2004. Microsoft Corporation Proprietary Publication.
Espinosa, M. J. and M. Litchko. 1997. Evolving Market Opportunities for US-Columbian Alliances in the San Francisco - Silicon Valley - Monterey
Region of California. Marketing Department. Pacific-Harvest Seafoods Proprietary Publication.
Espinosa, M. J. and W. A. Malmi. 1992. ABC: A Guidebook to Activity-based Costing. 54 pp. Strategic Information Systems/ Process Reengineering
Department. Pacific Bell Proprietary Publication.
Espinosa, M. J. and J. L. Carpenter. 1991. Pacific Bell Network Management Strategic Plan. 411 pp. Data Communications Planning/ Product and
Technology Support Organization. Pacific Bell Proprietary Publication.
Espinosa, M. J. 1987. Network Evolution Implementation Plan. 416 pp. Information Systems/ Operations Strategic Planning Organization. Pacific
Bell Proprietary Publication.
Espinosa, M. J. and M. E. Johnson. 1983 & 1984. Information Systems Operational Plan (ISOP): 1983-1988, 1984-1989. 700-plus pp. Information
Systems Organization. Pacific Bell Proprietary Publication.
812 Park Court Cell: 1-408-219-6623
Santa Clara, California 95050-6123 Page 3 of 3 E-mail: manuel.espinosa@att.net