The document provides a weekly status report for the BDC Lite/Full program as of January 16, 2015. It summarizes the status of various work streams as on schedule, behind schedule, or on hold. It notes percentages complete versus planned and actual. Key focus areas for the next week are continuing work on R1 and R2 change requests and beginning R2/R3 regression testing. The year-to-date budget and actual costs are also summarized.
This document provides guidelines for contractors regarding finance procedures under production sharing contracts (PSCs) with PETRONAS. It covers:
1) PSC contractual payments such as supplemental payments, research cess, abandonment cess, signature bonuses, and payment procedures.
2) Calculation of crude oil and gas entitlement percentages on a quarterly basis to determine production sharing.
3) Procedures for transferring surplus materials between PSC areas or contracts.
4) Guiding principles for allocating costs of shared production facilities.
5) Requirements for monthly expenditure statements, quarterly audited accounts, and procedures for adjusting accounts.
6) Guidelines for appealing cost recovery decisions through the Cost Recovery
This document describes a methodology for forecasting schedules on high-technology projects by measuring potential risks in the form of threats and liens. It compares schedule reserve to identified threats and liens, outlines a project assessment model, and provides examples of threats and liens schedules, vehicle delivery status plots, historical events, and forecasts of completed and future activities. The methodology enables evaluation of daily issues that could impact schedules and improves forecasts over time as risks are retired.
This document outlines tasks and milestones in a ship maintenance and modernization project. It includes 59 tasks ranging from establishing availability schedules to completing work packages and risk assessments. Key dates are provided for each task showing the expected start and finish dates on a timeline. Responsible organizations or positions are identified for completing each task. Progress is tracked with a percentage complete column.
The document discusses changes to New Jersey's Solar Renewable Energy Certificate (SREC) Registration Program (SRP) for fiscal year 2015. Key points include:
- Revisions to streamline the SRP registration and final as-built submission processes, including use of electronic forms and reduced paperwork requirements.
- The 10-day rule for submitting SRP registration following contract execution will remain in effect. Addendums to contracts can no longer be used to remedy non-compliant registrations.
- During final as-built submission, production estimates and shading analysis documentation must be entered on forms rather than separate printouts submitted.
- Trainings on the 2015 program changes will be provided for installers.
Petronas procedures and guidelines for planning and budgetingEaswaran Kanason
This document outlines PETRONAS procedures for upstream activities, including planning and budget processes. It details requirements for annual work programme and budget submissions, pre-budget expectations, additional budget requests, production targets, and resource reviews. Key requirements include annual work programme and budget submissions by September 1st each year for the following year, additional budget requests as needed throughout the year, annual production target approvals, and quarterly performance reviews. The document provides guidance to contractors on PETRONAS' planning and budgeting processes and submission requirements.
1) The document outlines the cutover strategy for migrating from an old legacy system to a new SAP FICO system. It involves pre-go live activities like master data upload and product costing runs.
2) The cutover or "cut-off" date is when the old system is switched off and the new SAP system is used. Data migration like stock, receivables, payables occurs around this date.
3) Pre-go live checks ensure the SAP production system is ready, including confirming all customizations and number ranges are in place.
Checklist for Cost Control Dept in Contracting Companykashif khawja
This document provides a summary of costs by work breakdown element (WBE) for a construction project. It shows the quantities, unit costs, and total costs for various materials used in each WBE. The total cost for all reported WBEs is over 7.5 million. It also provides subtotals by project and an overall grand total for all projects. The cost report is broken down by material to track spending on items like cement, rebar, aggregates and other construction materials across different elements of the work.
The document outlines the financial closing process for transferring data between financial years in an Oracle database. It involves 4 steps: 1) running weighted average and backup processes; 2) removing unused accounts; 3) transferring account titles to the new year; and 4) transferring only account balances on the specified closing date. For the balance sheet, accounts can be selected for transfer, while for profit and loss only differences between debits and credits will move as profit or reserves. The accounts department must also reconcile all balance sheet accounts, inventory balances and rates, and ensure accurate reconciliation of opening and closing trial balances between years.
This document provides guidelines for contractors regarding finance procedures under production sharing contracts (PSCs) with PETRONAS. It covers:
1) PSC contractual payments such as supplemental payments, research cess, abandonment cess, signature bonuses, and payment procedures.
2) Calculation of crude oil and gas entitlement percentages on a quarterly basis to determine production sharing.
3) Procedures for transferring surplus materials between PSC areas or contracts.
4) Guiding principles for allocating costs of shared production facilities.
5) Requirements for monthly expenditure statements, quarterly audited accounts, and procedures for adjusting accounts.
6) Guidelines for appealing cost recovery decisions through the Cost Recovery
This document describes a methodology for forecasting schedules on high-technology projects by measuring potential risks in the form of threats and liens. It compares schedule reserve to identified threats and liens, outlines a project assessment model, and provides examples of threats and liens schedules, vehicle delivery status plots, historical events, and forecasts of completed and future activities. The methodology enables evaluation of daily issues that could impact schedules and improves forecasts over time as risks are retired.
This document outlines tasks and milestones in a ship maintenance and modernization project. It includes 59 tasks ranging from establishing availability schedules to completing work packages and risk assessments. Key dates are provided for each task showing the expected start and finish dates on a timeline. Responsible organizations or positions are identified for completing each task. Progress is tracked with a percentage complete column.
The document discusses changes to New Jersey's Solar Renewable Energy Certificate (SREC) Registration Program (SRP) for fiscal year 2015. Key points include:
- Revisions to streamline the SRP registration and final as-built submission processes, including use of electronic forms and reduced paperwork requirements.
- The 10-day rule for submitting SRP registration following contract execution will remain in effect. Addendums to contracts can no longer be used to remedy non-compliant registrations.
- During final as-built submission, production estimates and shading analysis documentation must be entered on forms rather than separate printouts submitted.
- Trainings on the 2015 program changes will be provided for installers.
Petronas procedures and guidelines for planning and budgetingEaswaran Kanason
This document outlines PETRONAS procedures for upstream activities, including planning and budget processes. It details requirements for annual work programme and budget submissions, pre-budget expectations, additional budget requests, production targets, and resource reviews. Key requirements include annual work programme and budget submissions by September 1st each year for the following year, additional budget requests as needed throughout the year, annual production target approvals, and quarterly performance reviews. The document provides guidance to contractors on PETRONAS' planning and budgeting processes and submission requirements.
1) The document outlines the cutover strategy for migrating from an old legacy system to a new SAP FICO system. It involves pre-go live activities like master data upload and product costing runs.
2) The cutover or "cut-off" date is when the old system is switched off and the new SAP system is used. Data migration like stock, receivables, payables occurs around this date.
3) Pre-go live checks ensure the SAP production system is ready, including confirming all customizations and number ranges are in place.
Checklist for Cost Control Dept in Contracting Companykashif khawja
This document provides a summary of costs by work breakdown element (WBE) for a construction project. It shows the quantities, unit costs, and total costs for various materials used in each WBE. The total cost for all reported WBEs is over 7.5 million. It also provides subtotals by project and an overall grand total for all projects. The cost report is broken down by material to track spending on items like cement, rebar, aggregates and other construction materials across different elements of the work.
The document outlines the financial closing process for transferring data between financial years in an Oracle database. It involves 4 steps: 1) running weighted average and backup processes; 2) removing unused accounts; 3) transferring account titles to the new year; and 4) transferring only account balances on the specified closing date. For the balance sheet, accounts can be selected for transfer, while for profit and loss only differences between debits and credits will move as profit or reserves. The accounts department must also reconcile all balance sheet accounts, inventory balances and rates, and ensure accurate reconciliation of opening and closing trial balances between years.
The document summarizes a new project called SLOPE that involves developing a mechanized harvesting system for mountain forests. It outlines the key details of the project including a 3.7 million euro budget over 3 years, involvement of partners across several European countries, and goals to advance the state-of-the-art in forest harvesting machinery. A management structure is defined with work package leaders responsible for overseeing tasks and risk management to ensure the success of the large, complex project.
This document provides guidelines for drilling and well operations in 3 sections. Section 1 discusses drilling programme approval, including wellsite surveys, well positioning, notices of operations, and variations. Section 2 covers recording and reporting requirements such as daily drilling reports and final drilling reports. Section 3 addresses drilling quality assurance and control. Key areas like well design, casing and cementing, blowout preventers, and formation evaluation are outlined. Guidelines are provided for operations including drilling, completions, workovers, and well abandonment. Requirements for onshore drilling are also included.
1) Directional Engenharia reported financial results for the second quarter of 2013, with net revenues increasing 38% compared to the second quarter of 2012.
2) Contracted PSV sales increased 21% compared to the second quarter of 2012, with a sales over supply ratio of 49.6%.
3) Adjusted net income increased 26% compared to the second quarter of 2012, with an annualized return on equity of 18%.
This document summarizes the accounting experiences of Jack Donahue and Dustin Ferguson over the summer. It describes several accounting processes they assisted with, including month-end close, unit of production table validation, point of sale reconciliation, ore reserves calculation, and capitalized interest accounting. It also discusses their oversight of two large mining expansion projects in Peru and the Democratic Republic of Congo. Finally, it provides details of a physical inventory project where they searched company properties, located assets, reconciled discrepancies, and updated asset records in SAP.
This document summarizes the key discussions and outcomes from RAN#78. The main topics discussed were:
1) 5G NR aspects including the completion of non-standalone 5G NR standards and a focus on stabilizing essential NR functionality.
2) Handling of new work item and study item proposals, including limiting new proposals until June 2018 and prioritizing the stabilization of NR option 2 and 3 specifications.
3) A call for a 5G workshop in late 2018 to provide insights into 3GPP's 5G technology and IMT-2020 submission to evaluation groups and regulators.
The document provides an overview of the operations at Anoplate, a metal finishing company. It describes the key processes from receiving customer orders through planning, scheduling, racking, and plating. Issues identified include long wait times between receiving and racking, missed on-time delivery commitments, inaccurate projected start dates, and preferential treatment of premium customers. Recommendations are made to streamline processes, improve planning and scheduling software, track rack locations, and set more accurate projected dates.
Bryan Carr presented on additional considerations regarding CIP-002-5.1 compliance. He discussed observations from 2015 audits, including entities being hesitant to leverage NERC transition guidance and implementation delays. He then answered questions from entities regarding proper interpretation and application of CIP-002-5.1, providing clarification on topics like appropriately identifying breaker-and-a-half stations, treatment of jointly owned locations, and applicability to distribution providers.
This document proposes an operational excellence project to reduce ticket and slump times without sacrificing safety. It analyzes installing reader boards and slump signs at CEMEX plants. The project aims to save 1 minute per ticket and slump time based on motion studies. This could save over $2 million annually based on 2015 volumes. Installation at pilot sites is proposed to test projected savings of $6,525-$99,623 per site over 10-15 years versus costs of $16,500-$17,527 per site. A 6-month pilot will collect data to assess the investment before potential regional and national rollout. Approval is required to proceed with sign installation contracts and collaborating with local operations.
The document discusses dementia, its importance, symptoms, challenges, and approaches to treatment. It notes that dementia is common and increasing, though there is no cure for the disease itself. Symptoms vary between individuals and over time, and include memory loss, difficulties with planning and new places, word finding problems, personality and mood changes, and more. The document outlines efforts at Hampshire Hospitals NHS Foundation Trust to recognize and care for dementia, including specialized nurses and pathways focused on symptoms. It suggests future approaches may involve integrated systems across physical and cognitive impairments, with hospitals playing a role but not the default option.
Dhaval Enterprise is a manufacturer and supplier of industrial valves and stainless steel pipe fittings located in Rajkot, India that was established in 1998, employs 11-25 people, and offers products like ball valves, needle valves, check valves, and pipe fittings known for their quality and customization capabilities. The company is led by Narotam J. Faldu and Suresh Bhai and prides itself on its experienced R&D department, large product line, production capacity, and ability to provide customized solutions.
Rolec India Pvt. Ltd. manufactures and supplies a wide range of enclosures, cable glands, and suspension systems. The company was established in 2008 and produces aluminum, polyester, and EX enclosures using high-grade materials. Rolec India has a large, state-of-the-art infrastructure and focuses on innovative packaging to ensure safe delivery of durable, robust products that meet industry standards.
Algoritma dan program C++ untuk menentukan nama hari berdasarkan input angka 1-7 dari user. Program akan membaca input user, lalu menggunakan pernyataan switch/case untuk menentukan string nama hari yang sesuai dan menampilkannya.
Program ini menentukan apakah suatu bilangan yang diinputkan merupakan bilangan genap atau ganjil dengan mengecek sisa bagi bilangan tersebut dibagi 2, jika sisa bagi 0 maka bilangan tersebut genap, jika tidak maka bilangan tersebut ganjil. Program ini menggunakan bahasa C++ dan menampilkan hasil pengecekan bilangan genap atau ganjil yang diinputkan user.
Algoritma untuk mencari bilangan prima dengan input batas bilangan n, melakukan perulangan untuk mengecek bilangan i apakah habis dibagi 2 dan 3 serta tidak sama dengan 2, dan menampilkan output bilangan prima i yang lebih kecil dari n.
The document summarizes a new project called SLOPE that involves developing a mechanized harvesting system for mountain forests. It outlines the key details of the project including a 3.7 million euro budget over 3 years, involvement of partners across several European countries, and goals to advance the state-of-the-art in forest harvesting machinery. A management structure is defined with work package leaders responsible for overseeing tasks and risk management to ensure the success of the large, complex project.
This document provides guidelines for drilling and well operations in 3 sections. Section 1 discusses drilling programme approval, including wellsite surveys, well positioning, notices of operations, and variations. Section 2 covers recording and reporting requirements such as daily drilling reports and final drilling reports. Section 3 addresses drilling quality assurance and control. Key areas like well design, casing and cementing, blowout preventers, and formation evaluation are outlined. Guidelines are provided for operations including drilling, completions, workovers, and well abandonment. Requirements for onshore drilling are also included.
1) Directional Engenharia reported financial results for the second quarter of 2013, with net revenues increasing 38% compared to the second quarter of 2012.
2) Contracted PSV sales increased 21% compared to the second quarter of 2012, with a sales over supply ratio of 49.6%.
3) Adjusted net income increased 26% compared to the second quarter of 2012, with an annualized return on equity of 18%.
This document summarizes the accounting experiences of Jack Donahue and Dustin Ferguson over the summer. It describes several accounting processes they assisted with, including month-end close, unit of production table validation, point of sale reconciliation, ore reserves calculation, and capitalized interest accounting. It also discusses their oversight of two large mining expansion projects in Peru and the Democratic Republic of Congo. Finally, it provides details of a physical inventory project where they searched company properties, located assets, reconciled discrepancies, and updated asset records in SAP.
This document summarizes the key discussions and outcomes from RAN#78. The main topics discussed were:
1) 5G NR aspects including the completion of non-standalone 5G NR standards and a focus on stabilizing essential NR functionality.
2) Handling of new work item and study item proposals, including limiting new proposals until June 2018 and prioritizing the stabilization of NR option 2 and 3 specifications.
3) A call for a 5G workshop in late 2018 to provide insights into 3GPP's 5G technology and IMT-2020 submission to evaluation groups and regulators.
The document provides an overview of the operations at Anoplate, a metal finishing company. It describes the key processes from receiving customer orders through planning, scheduling, racking, and plating. Issues identified include long wait times between receiving and racking, missed on-time delivery commitments, inaccurate projected start dates, and preferential treatment of premium customers. Recommendations are made to streamline processes, improve planning and scheduling software, track rack locations, and set more accurate projected dates.
Bryan Carr presented on additional considerations regarding CIP-002-5.1 compliance. He discussed observations from 2015 audits, including entities being hesitant to leverage NERC transition guidance and implementation delays. He then answered questions from entities regarding proper interpretation and application of CIP-002-5.1, providing clarification on topics like appropriately identifying breaker-and-a-half stations, treatment of jointly owned locations, and applicability to distribution providers.
This document proposes an operational excellence project to reduce ticket and slump times without sacrificing safety. It analyzes installing reader boards and slump signs at CEMEX plants. The project aims to save 1 minute per ticket and slump time based on motion studies. This could save over $2 million annually based on 2015 volumes. Installation at pilot sites is proposed to test projected savings of $6,525-$99,623 per site over 10-15 years versus costs of $16,500-$17,527 per site. A 6-month pilot will collect data to assess the investment before potential regional and national rollout. Approval is required to proceed with sign installation contracts and collaborating with local operations.
The document discusses dementia, its importance, symptoms, challenges, and approaches to treatment. It notes that dementia is common and increasing, though there is no cure for the disease itself. Symptoms vary between individuals and over time, and include memory loss, difficulties with planning and new places, word finding problems, personality and mood changes, and more. The document outlines efforts at Hampshire Hospitals NHS Foundation Trust to recognize and care for dementia, including specialized nurses and pathways focused on symptoms. It suggests future approaches may involve integrated systems across physical and cognitive impairments, with hospitals playing a role but not the default option.
Dhaval Enterprise is a manufacturer and supplier of industrial valves and stainless steel pipe fittings located in Rajkot, India that was established in 1998, employs 11-25 people, and offers products like ball valves, needle valves, check valves, and pipe fittings known for their quality and customization capabilities. The company is led by Narotam J. Faldu and Suresh Bhai and prides itself on its experienced R&D department, large product line, production capacity, and ability to provide customized solutions.
Rolec India Pvt. Ltd. manufactures and supplies a wide range of enclosures, cable glands, and suspension systems. The company was established in 2008 and produces aluminum, polyester, and EX enclosures using high-grade materials. Rolec India has a large, state-of-the-art infrastructure and focuses on innovative packaging to ensure safe delivery of durable, robust products that meet industry standards.
Algoritma dan program C++ untuk menentukan nama hari berdasarkan input angka 1-7 dari user. Program akan membaca input user, lalu menggunakan pernyataan switch/case untuk menentukan string nama hari yang sesuai dan menampilkannya.
Program ini menentukan apakah suatu bilangan yang diinputkan merupakan bilangan genap atau ganjil dengan mengecek sisa bagi bilangan tersebut dibagi 2, jika sisa bagi 0 maka bilangan tersebut genap, jika tidak maka bilangan tersebut ganjil. Program ini menggunakan bahasa C++ dan menampilkan hasil pengecekan bilangan genap atau ganjil yang diinputkan user.
Algoritma untuk mencari bilangan prima dengan input batas bilangan n, melakukan perulangan untuk mengecek bilangan i apakah habis dibagi 2 dan 3 serta tidak sama dengan 2, dan menampilkan output bilangan prima i yang lebih kecil dari n.
Dokumen tersebut membahas tentang konsep viskositas yang merupakan tingkat kekentalan suatu fluida. Viskositas disebabkan oleh gaya gesekan internal antara molekul yang membentuk fluida, baik zat cair maupun zat gas. Zat cair umumnya lebih kental dari zat gas. Tingkat viskositas suatu fluida dipengaruhi oleh suhu dan jenis fluida, contohnya viskositas berkurang dengan peningkatan suhu pada zat cair
EEB is a leading energy company in Colombia and regional markets. It has a wide portfolio of energy businesses including electricity transmission, distribution and generation, as well as natural gas transportation and distribution. EEB has majority market shares across its different business segments in Colombia and regional markets like Peru and Guatemala. The company focuses on natural monopoly businesses and growing through controlled subsidiaries and projects in attractive markets. EEB has stable revenues from regulated businesses, accounting for 81% of its income. It has ambitious investment plans for 2013-2019 to expand its electricity and gas infrastructure through brownfield and greenfield projects.
This document provides training materials on revenue assurance incident reporting and monthly management reporting. It includes sample templates for incident reports that cover sources of data, findings, recommendations, background and revenue impact. It also outlines key performance indicators and metrics for monthly management reports, such as revenue losses by category, major issues, and revenue and volume by customer type. Finally, it defines and provides methods for quantifying different types of revenue leakages and savings.
The 2Q15 earnings release conference call covered the following topics:
1) Financial highlights for 2Q15 including a 10.7% decrease in loan portfolio and 9.6% decrease in funding.
2) NIM decreased 70 bps due to lower FICC business, no Treasury revenue generation, and smaller loan portfolio proportion.
3) Expenses remained under rigorous control with the efficiency ratio at 39.1%.
4) Loan portfolio amounted to R$8.6 billion with improved sector diversification and portfolio quality of 93.4% rated AA-C.
The 2Q15 earnings release conference call covered the following topics:
1) Financial highlights for 2Q15 including a 10.7% decrease in loan portfolio and 9.6% decrease in funding.
2) NIM decreased 70 bps due to lower FICC business, no Treasury revenue generation, and smaller loan portfolio proportion.
3) Expenses remained under strict control with efficiency ratio of 39.1%.
4) Loan portfolio amounted to R$8.6 billion and was more diversified across sectors.
Creating Credible Plans, Integrating Reporting and Control Systems - Part 2Glen Alleman
Producing and integrated report of the Teechnical progress consistent with the Programmatic progress, the detection of variances, and suggested corrective actions is the basis of the project's success
Grupo Energía de Bogotá (GEB) reported its third quarter 2014 results and key developments. Some highlights include:
- GEB acquired a 31.92% stake in Transportadora de Gas Internacional (TGI) for USD 7.5 billion as part of its 2013-2017 investment plan.
- Several of GEB's expansion projects achieved milestones, such as environmental permits and progress on construction.
- Financially, GEB saw a 17.7% increase in operating revenues and a 14% increase in operating profit. Net income grew 19.4% compared to the prior year.
- Credit ratings agencies upgraded GEB's ratings during the quarter,
Apresentação de resultados 1 t15 master_inglês_v3CPFL RI
1) CPFL Energia reported its 1Q15 results, with net revenues increasing 30.6% compared to 1Q14. Energy costs and charges increased 51.0% primarily in the distribution and renewable generation segments.
2) Adjusted EBITDA increased 23.5% to R$1,321 million in 1Q15. Net income decreased 18.4% to R$300 million due to a R$157 million increase in negative net financial results.
3) The company maintained control of its financial leverage and debt amortization schedule with cash coverage of 1.65x for short-term debt.
1) CPFL Energia reported its 1Q15 results, with net revenues increasing 30.6% compared to 1Q14. Energy costs and charges increased 51.0% primarily in the distribution and renewable generation segments.
2) Adjusted EBITDA increased 23.5% to R$1,321 million in 1Q15. Net income decreased 18.4% to R$300 million due to a R$157 million increase in negative net financial results.
3) The company maintained control of its financial leverage and debt amortization schedule with cash coverage of 1.65x for short-term debt.
1) TIM Group reported improving trends in Q1 2023 results, with organic growth in key metrics like revenues and EBITDA.
2) The main TIM entities - TIM Consumer, TIM Enterprise, NetCo and TIM Brasil - delivered good results and are making progress on their strategic plans.
3) TIM's transformation plan achieved €0.2 billion in savings in Q1, reaching 26% of the incremental 2023 target. The plan aims to simplify costs and enhance efficiency.
This document discusses using a Kanban/Scrum mashup approach to execute fixed price projects. It proposes using Kanban boards to visualize work in progress, limiting work in progress, and tracking progress through burndown charts. It also discusses adapting earned value management techniques to track budget and schedule by defining productivity factors that account for team ramp-up. The approach aims to bring benefits of agile and lean thinking to fixed price projects while addressing needs for budget control and commitment to timelines.
2Q15 Results
- Sales dropped 2.9% in the concession area, with residential consumption down 1.5% due to unfavorable economic conditions and tariff increases. EBITDA decreased 2.1% to R$884 million due to higher energy costs, while net income declined 37.9% to R$55 million due to non-recurring expenses and financial results. Manageable expenses increased only 1.1% in real terms year-over-year through cost control measures.
Earnings Release Presentation - Second Quarter 2010 (2Q10).MRVRI
MRV reported financial results for the second quarter of 2010, with net revenue increasing year-over-year to R$705.1 million and net income rising to R$188.9 million. The company launched 45 new projects totaling R$1.1 billion during the quarter and saw contracted sales grow to R$981.9 million. MRV also provided guidance for 2010 of contracted sales between R$3.7-4.3 billion and an EBITDA margin of 25-28%.
The document summarizes CPFL Energia's 3Q16 results. It reports a 5.6% decrease in net revenue and a 2.0% increase in EBITDA. Key factors influencing results were a 2.3% reduction in load in the distribution concession area, offset by increases in conventional generation prices and the commercial start-up of new renewable projects. Net income decreased 24.8% due to non-cash mark-to-market effects and the reinstatement of regulatory assets for one distribution company. The document also provides updates on growth projects, debt profile, the proposed acquisition by State Grid, and the recently completed acquisition of RGE Sul Distribuidora.
The document discusses developing a control plan review system for a supplier. It identifies that the current process lacks a mechanism for reviewing control plans. The project aims to develop an online system for submitting, reviewing, and approving quality plans. This will help standardize the process and ensure all quality plans are properly reviewed. The turtle diagram methodology is used to map the process before and after the improvement. The project is expected to improve process efficiency and effectiveness.
This document provides an overview of an internship project at a construction site for Devbhumi Realtors Pvt. Ltd. It discusses the objectives of the training which are to gain knowledge about construction processes and familiarize with planning, stores, quality, safety, and other departments. It then summarizes the project details including the client, budget, timeline, and key contract terms. Finally, it previews the responsibilities and processes involved in various site departments like planning, stores, administration, accounts, and their role in managing materials, labor, documentation, and finances.
The Virginia National Guard Cooperative Agreement Process is how the State Department of Military Affairs seeks reimbursement from the Federal government for services rendered. This process was functioning in such a poor state that senior leaders in Virginia were considering furloughing employees due to tied up funds. At the end of this process we were able to take the reimbursement time from an average of 49 days to 5 days, improved their delinquency rate and standardized the process across all functions. This also resulted in a cost avoidance of 50% on behalf of the Federal Government while improving transparency for all parties involved.
9th Annual Itaú BBA LatAm CEO ConferenceDirecionalRI
Direcional is a Brazilian real estate developer focused on the low-income housing segment. It has over 30 years of experience and a leading position in the Minha Casa Minha Vida (MCMV) government program. Direcional has expanded its operations across multiple Brazilian states and launched over R$2 billion of projects in 2013, with 82% from the MCMV Level 1 program. It utilizes an industrialized construction process using aluminum panels and concrete walls to build units in 45 days. Direcional aims to increase its market share in the non-cyclical MCMV Level 1 segment, which provides high margins, returns and cash flow stability.
The document provides a dashboard and details for various business improvement projects at Rovi Corporation as of April 2, 2015. Nine projects are listed, including implementations of Salesforce CPQ and Oracle Learning Management systems. Project statuses are marked as green (on track), yellow (may miss milestones), or red (issues). Upcoming milestones and accomplishments are outlined for each project.
The document discusses several topics related to CPFL Energia's performance:
1. Load performance was lower than expected due to unfavorable economic conditions. Residential consumption was most impacted.
2. Delinquency rates increased slightly but collection efforts kept rates from rising further.
3. Preliminary proposals for CPFL Piratininga's 4th tariff review cycle would increase revenues by $29 million annually due to methodology changes.
4. Controlling shareholders' stakes evolved as Previ and Camargo Correa reduced holdings while the free float increased.
Similar to FMTS.BDS.BDC.WeeklyStatus 2015-Jan-16v1.0 (20)
2. Program Status Reporting: Confidential
2
BDC
Lite
/
Full
Weekly
Status
Jan
16,
2015
Work
stream
Owner Lead
Week
Ending
16-‐Jan-‐15 Status Amber
Baseline
End
Date
Original
Date
Status
Planned
%
Complete
Actual
%
Complete
N/A 8-Mar-13 Started N/A N/A
TBD 8-Jul-13 Not Started 0% 0%
Construction
End
Date
Original
Date
Status
Planned
%
Complete
Actual
%
Complete
29-Jan-16 N/A On schedule 98% 95%
TBD 24-Dec-14 On Hold N/A N/A
23-Jan-15 24-Feb-14 On schedule 100% 100%
10-Oct-14 24-Feb-14 On schedule 100% 100%
6-Oct-14 31-Mar-14 Behind
Schedule
TBD TBD
28-Nov-14 7-Feb-14 On schedule 100% 100%
TBD TBD Behind
Schedule
N/A N/A
26-Jan-15 1-Nov-13 On schedule 96% 94%
26-Jan-15 29-Nov-13 Behind
Schedule
98% 97%
Client
Migration
Coexistence,
Client
Migration
and
Rollback
Temporarily
suspended:
No
change.
Performance
Production
Parallel
Temporarily
suspended:
Continuing
Production
Dynatrace
dashboard
and
Splunk
dashboard
with
additional
work
in
lower
regions.
Performance
testing
has
been
halted
from
7/11
on
due
to
high-‐priority,
urgent
need
to
leverage
DCAT
full-‐time.
Temporarily
suspended:
Halted.
Resiliency(Active/Active)
Status
remains
the
same:
TriParty
Collateral
Contra
migration,
conducted
testing
and
had
internal
walkthrough
it
is
working
as
expected.
Collateral
Position
Migration
Coding
completed
and
Dev
Testing
is
in
progress.
Triparty
Funds
Transfer
and
Contra
conversion
coding
is
completed
and
Dev
Testing
is
in
Progress.
Successfully
migrated
Tranche
1
to
9
clients
from
GSCX
to
BDC
in
Production.
Starting
Oct
1st
Client
Migration
and
Rollback
team
will
be
merged
with
Repo
and
Trust
receipts
scrums,
and
status
will
be
provided
by
Ramesh
and
Sudar.
Accomplishments
This
week Slipped
This
week Focus
for
Next
week
QA/UAT
(Asset
Serv,
Funds
Transfer,
Billing,
Bind
Unit,
ACP
and
Cash)
R3
-‐Collateral
Protection
and
Trust
Receipts
Status
remains
the
same:
High
Risk,
FED
bulk
file
processing,
Reports/Extracts.
Delayed
due
to
late
delivery
of
some
modules,
additional
CRs
and
defects.
R1
defects
-‐
130
defects
are
outstanding
(7
escalated
74
High,
34
Medium,
15
low).
QA
Regression
cycle
has
primarily
ended
with
the
last
production
release.
R2
-‐
Repo
-‐
Triparty
Collateral
Management
Follow
up
Demo
to
be
scheduled
3rd
or
4th
week
in
January.
Comparison
of
GSCX
,
BDC
screens,
reports,
qualifier
on
Release
2,3
is
complete.
Pending
to
review,
TriParty
Extracts,
generated
online
report.
External
Application
Dependency:
Tri
Party
Extract
–
Repo
Edge(RPO)
team
is
still
in
progress.
RPO
to
send
back
an
extract
file
to
BDC
for
further
processing.
PSRPOS,PSRTJ
feed
–
BDM
team
has
started
to
process
this
feed
from
BDC
(PRF
194).
Continue
development
for
R2
/
R3
CR's.
Start
of
R2
/
R3
regression
testing.
R2
-‐
NFE
Merged
to
"R1
regression"
BDC
Full
Overall Work
in
progress
for
R1
/
R2
CR's.
9
production
defect
fixes
to
be
hot
fixed
in
Production
on
January
16th,
work
in
progress
for
reminders.
There
is
now
a
new
single
team
for
R1
called
"R1
regression,"
therefore
the
NFE
status
will
not
be
captured
separately
because
it
was
merged
to
"R1
regression"
for
R1
and
with
R2
taken
care
of
by
the
Repo
team.
Technology
Status
Kevin
Fedigan Sylvia
Neto
Viegas
BDC
Lite
Milestones
Coming
Due
on
Plan
(X-‐REF)
Comments
UAT
Support
&
Bug
Fixes
(0.4.14) No
R0
defects
remaining.
Good
for
7/18
code
release.
Customer
Conversion
(0.7.2.7.8)
No
update
provided:
T9
clients
are
scheduled
to
be
converted
this
weekend.
BDC
Full
Milestones
Coming
Due
on
Plan
(X-‐REF)
Comments
3. Program Status Reporting: Confidential
BDC
Program
Cost/Schedule
EsDmates
as
of
Jan
16,
2015
3
Start
Date End
Date
Planned
%
Complete
Actual
%
Complete
SPI CPI Total
Planned
($) Actual
($)
To
Date Comments
BDC Lite and Full 2/11/08 2/3/14 99% 98% 0.99 0.95 $90,617,649 $94,322,909 Ongoing
BDC Lite 2/11/08 3/27/13 100% 100% 1.00 1.00 $50,086,058 $50,621,466 Complete
BDC Full All 8/15/11 2/3/14 98% 95% 0.97 0.88 $40,531,591 $43,701,443 Ongoing
BDC Full Continued 1/13/13 1/29/16 97% 86% 0.88 0.79 $33,827,596 $36,997,448 Ongoing
BDC Full 8/15/11 2/3/14 100% 100% 1.00 1.00 $6,703,995 $6,703,995 Complete
Top
Completed
Items
Funds
Transfer 11/5/12 6/28/13 100% 100% 1.00 0.87 $1,038,625 $1,376,554 In regression testing
Asset
Servicing 11/5/12 6/28/13 100% 100% 1.00 0.80 $919,384 $1,286,563 In UAT
Bind
Units 4/1/13 6/25/13 100% 100% 1.00 1.00 $187,503 $384,063 In UAT
BDC
Cash 6/17/13 9/6/13 100% 100% 1.01 0.95 $631,465 $661,883 In UAT
BDC
ACP 6/17/13 9/6/13 100% 100% 1.00 1.03 $690,958 $668,668 In UAT
Top
Remaining
Activities
NFE 9/9/13 1/24/14 98% 100% 1.02 1.11 $1,477,980 $1,334,920 See executive summary.
Intraday
Borrow 9/9/13 12/27/13 100% 100% 1.00 1.13 $781,080 $693,588 In UAT
Performance 12/30/13 1/23/15 100% 100% 1.00 1.31 $1,708,900 $1,295,283 See executive summary.
Production
Parallel 12/30/13 10/10/14 100% 100% 1.00 1.58 $96,255 $60,835 See executive summary.
Resilency(Active/Active) 12/30/13 10/6/14 100% 100% 1.00 1.24 $144,325 $116,840 See executive summary.
Coexistence,
Migration
and
Rollback 1/13/13 11/28/14 100% 100% 1.00 1.06 $987,850 $979,432 See executive summary.
BDC Full Technical Tasks R2 4/1/13 1/30/15 96% 92% 0.95 1.00 $9,895,645 $9,042,353
Repo
-‐
Triparty
Collateral
Management 7/15/13 1/26/15 96% 94% 0.98 1.02 $6,387,455 $5,875,506 See executive summary.
Funds
TriParty 7/1/13 1/19/15 99% 96% 0.96 1.06 $2,827,850 $2,546,560 See executive summary
BDC Full Technical Tasks R3 5/31/13 1/26/15 98% 97% 0.98 1.08 $4,018,351 $3,607,271
Collateral
Protection
and
Trust
Receipts 7/1/13 1/26/15 98% 97% 0.98 1.08 $4,018,236 $3,607,271 See executive summary
Future
Items
Schedule
Cost
(Estimates
with
Generic
Rate)
G A R
4. Program Status Reporting: Confidential
PotenDal
Risks/Schedule
Impact
Issue / Risk Area Type Severity Mitigation Owner CQ #
Missing
Functionality
R2/3 – 15 not
estimated/scheduled
Functional
Requirements
Quality/
Schedule
High This may be realized.
Continue to Monitor
Replacing
duplicate
of
#21205
IT BDSU100020766
BDSU100021205
UI, Messaging and
EOD/SOD
performance SLAs
not confirmed
Non Functional Quality High June 20th is the date for UI
metrics
IT BDSU100020767
Increased UAT
defects due to
accelerated R1
development
Defects Quality High Continuing to monitor. IT and
Business
BDSU100021206
UAT Environments Infrastructure/
Connectivity
Schedule High This is closed for R1. Will
open a new one for R2/3
IT BDSU100020772
Missing
Functionality
Reports
Functional
Requirements
Quality/
Schedule
High As per Trina's update "Its
same. In the CR I believe
they have used the GSCX
program name
EODCASHSCR
which generates the EOD
CASH report". EOD
CASHSCR generates the
EOD report which has been
tested.
IT BDSU100021726
4
5. Program Status Reporting: Confidential
PotenDal
Risks/Schedule
Impact
Cont’d
Issue / Risk Area Type Severity Mitigation Owner
Dependencies RepoEdge Schedule Medium Requested for effort &
schedule
RepoEdge IT
NFE – DRE Schedule Medium Moved to Release 2 as no
Triparty clients are being
converted in Release 1
DRE IT
BMC Schedule Medium BMC has hired an
additional person to work
on BDC items
BMC IT
5
6. Program Status Reporting: Confidential
BDC
Full
R1
Regression
–
Completed
on
11/20/2014
BDC
Full
Test
Execu=on
&
Defects
Summary
6