The document discusses agile portfolio management for handling uncertainty. It describes traditional portfolio management approaches that rely heavily on financial models to maximize value. However, these models can overlook innovation and make wrong decisions by oversimplifying complexity. The document advocates using relative scoring models that include both financial data and other factors like strategy alignment. It also suggests taking an agile approach that embraces diversity, shortens feedback cycles, and continually adapts to changing contexts rather than relying on imaginary precision.
This document discusses the importance of dividends for long-term investors. It notes that dividends are less volatile than earnings, are the primary source of total equity returns, and yield is the only consistently positive source of return. The document also summarizes ING Investment Management's dividend investment approach, which combines quantitative screening and fundamental analysis to identify stocks with high and sustainable dividend yields. The goal is to outperform the market through diversification and downside protection while offering higher dividend yields.
Planned presentation for the S&OP Chicago IE Event for Consumer ProductsLora Cecere
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It begins by introducing Lora Cecere and Charles Chase as authors of a book on this topic to be published in August 2012. Several questions are then posed about defining goals, decision making, and metrics for supply chain management. The document discusses the importance of sales and operations planning (S&OP) processes and balancing demand shaping with supply orchestration. It also examines the need for supply chain agility and how technology can help provide planning visibility and optimize networks to better match demand with supply.
This newsletter provides information on the Wellington West Canadian Equity Portfolio as of June 30, 2011. It discusses the portfolio's investment philosophy, focus on undervalued businesses with strong fundamentals and rational management. Statistics are presented on the top 10 holdings, sector allocations, and performance since inception in August 2008. The portfolio has outperformed its benchmark with a return of 3.64% versus the index's 7.91% return.
ATI's Quantitative Methods course: Bridging Project Management and System Eng...Jim Jenkins
This 3-day course is de¬signed for the professional program manager, system engineer, or project manager engaged in technically challenging projects where close technical collaboration between engineering and management is a must. To that end, this course addresses major topics that bridge the disciplines of project management and system engineering. Each of the selected topics is presented from the perspective of quantitative methods. Students first learn a theory or narrative, and then related methods or practices. Ideas are demonstrated that are immediately applicable to programs and projects. Attendees receive a copy of the instructor’s text, Quantitative Methods in Project Management.
Venture Capital Funding for SMEs - Pranay VeerPranay Veer
The document discusses conducting a feasibility study to build a portfolio of small and medium enterprise (SME) sectors in India that would be suitable for venture capital or private equity funding. It identifies potential high-growth SME sectors, constructs sample portfolios allocating funds across sectors, and projects cash flows over 10 years under different exit scenarios. The analysis finds that an SME fund is feasible and could achieve a 13.42% annualized return over 5 years.
This document provides information on Morningstar Investment Services' managed portfolio offerings. It outlines mutual fund portfolios, ETF portfolios, and stock portfolios. For the mutual fund and ETF portfolios, it describes the investment philosophy, portfolio construction process, available strategies, fees, and benefits. It also provides examples of actual portfolio holdings and performance statistics. For the stock portfolios, it gives an overview of the available customized options and stock research approach. Overall, the document aims to showcase Morningstar Investment Services' turnkey portfolio solutions for advisors.
A Portfolio Strategy - which yield\'s the “ Max. Operating Performance per Unit of Enterprise Value with min. expense ratio , lower Beta vs Benchmarks & Competitive liquidity quotient " :: { 9 Templates * 996 Portfolio\'s * 15000 Simulations * 6 Time Zones vs 4 Benchmarks }
The document provides information on the DSP Focus Fund, a concentrated equity fund that invests in 20-25 stocks. It discusses the fund's investment approach, including concentrating positions in top convictions, maintaining lower portfolio turnover, and focusing on companies with strong business models, management quality, and adequate margin of safety in valuation. Performance figures show the fund has achieved average annual returns of 12.2% versus the benchmark's 13% with lower risk over various periods since inception.
This document discusses the importance of dividends for long-term investors. It notes that dividends are less volatile than earnings, are the primary source of total equity returns, and yield is the only consistently positive source of return. The document also summarizes ING Investment Management's dividend investment approach, which combines quantitative screening and fundamental analysis to identify stocks with high and sustainable dividend yields. The goal is to outperform the market through diversification and downside protection while offering higher dividend yields.
Planned presentation for the S&OP Chicago IE Event for Consumer ProductsLora Cecere
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It begins by introducing Lora Cecere and Charles Chase as authors of a book on this topic to be published in August 2012. Several questions are then posed about defining goals, decision making, and metrics for supply chain management. The document discusses the importance of sales and operations planning (S&OP) processes and balancing demand shaping with supply orchestration. It also examines the need for supply chain agility and how technology can help provide planning visibility and optimize networks to better match demand with supply.
This newsletter provides information on the Wellington West Canadian Equity Portfolio as of June 30, 2011. It discusses the portfolio's investment philosophy, focus on undervalued businesses with strong fundamentals and rational management. Statistics are presented on the top 10 holdings, sector allocations, and performance since inception in August 2008. The portfolio has outperformed its benchmark with a return of 3.64% versus the index's 7.91% return.
ATI's Quantitative Methods course: Bridging Project Management and System Eng...Jim Jenkins
This 3-day course is de¬signed for the professional program manager, system engineer, or project manager engaged in technically challenging projects where close technical collaboration between engineering and management is a must. To that end, this course addresses major topics that bridge the disciplines of project management and system engineering. Each of the selected topics is presented from the perspective of quantitative methods. Students first learn a theory or narrative, and then related methods or practices. Ideas are demonstrated that are immediately applicable to programs and projects. Attendees receive a copy of the instructor’s text, Quantitative Methods in Project Management.
Venture Capital Funding for SMEs - Pranay VeerPranay Veer
The document discusses conducting a feasibility study to build a portfolio of small and medium enterprise (SME) sectors in India that would be suitable for venture capital or private equity funding. It identifies potential high-growth SME sectors, constructs sample portfolios allocating funds across sectors, and projects cash flows over 10 years under different exit scenarios. The analysis finds that an SME fund is feasible and could achieve a 13.42% annualized return over 5 years.
This document provides information on Morningstar Investment Services' managed portfolio offerings. It outlines mutual fund portfolios, ETF portfolios, and stock portfolios. For the mutual fund and ETF portfolios, it describes the investment philosophy, portfolio construction process, available strategies, fees, and benefits. It also provides examples of actual portfolio holdings and performance statistics. For the stock portfolios, it gives an overview of the available customized options and stock research approach. Overall, the document aims to showcase Morningstar Investment Services' turnkey portfolio solutions for advisors.
A Portfolio Strategy - which yield\'s the “ Max. Operating Performance per Unit of Enterprise Value with min. expense ratio , lower Beta vs Benchmarks & Competitive liquidity quotient " :: { 9 Templates * 996 Portfolio\'s * 15000 Simulations * 6 Time Zones vs 4 Benchmarks }
The document provides information on the DSP Focus Fund, a concentrated equity fund that invests in 20-25 stocks. It discusses the fund's investment approach, including concentrating positions in top convictions, maintaining lower portfolio turnover, and focusing on companies with strong business models, management quality, and adequate margin of safety in valuation. Performance figures show the fund has achieved average annual returns of 12.2% versus the benchmark's 13% with lower risk over various periods since inception.
The document describes the strategy of the Otsi Keta Focus Fund, which focuses on generating high risk-adjusted returns by identifying undervalued smaller, midwestern-based companies with strong business models and growth or value catalysts. The fund focuses on companies with enterprise values less than $1 billion headquartered in 10 midwestern states that are believed to offer attractive opportunities due to factors such as lower institutional ownership and greater potential for buyouts. The strategy also emphasizes conducting original, proprietary research to develop informational advantages.
This document provides an overview of the DSP Dynamic Asset Allocation Fund. The fund dynamically manages allocation between equity and debt based on attractiveness of equity markets.
The fund determines a core equity allocation by assessing market valuations using the price-to-earnings and price-to-book ratios of the Nifty 50 index. Technical signals are then used to add 10% more allocation to participate in bull markets.
The asset allocation model uses a combination of fundamental factors like market valuations and technical indicators to systematically determine equity exposure on a daily basis. This aims to reduce volatility for investors while allowing participation in equity uptrends.
The document discusses various capital budgeting techniques for evaluating investment projects, including net present value (NPV), payback period, internal rate of return (IRR), and relevant cash flows. It explains how to calculate NPV, payback period, and IRR, and highlights the advantages and disadvantages of each method. Special considerations are discussed for situations with unconventional cash flows, mutually exclusive projects, and multiple rates of return.
The document describes the DSP BlackRock A.C.E. Fund, a close ended equity scheme that invests across large, mid, and small cap stocks. It focuses on investing in 45-55 high conviction stocks picked by analysts based on the stocks' growth potential. The fund aims to limit downside risk by allocating approximately 6% to put options. It rebalances the portfolio on a quarterly basis to maintain equal sector weights in line with the NIFTY 500 index and equal stock weights within each sector. The goal is to generate alpha over the broader market through stock selection while managing risk using downside protection strategies.
A Corporation Analyzes the Pros and Cons of Hyperion Strategic Finance in the...Alithya
Ellen and Ryan guide attendees through a case study of how CHS, Inc. transformed from decentralized strategy discussions and individual spreadsheet-based financial models to a leading edge, long-range planning process. With Hyperion Strategic Finance (HSF) being a key component to the overall process change, Ellen and Ryan discuss both the opportunities and the challenges identified during the implementation, as well as the tools available for modeling, analysis, and reporting.
The document describes the DSP Dynamic Asset Allocation Fund, which dynamically manages allocation between equity and debt based on an assessment of equity market attractiveness. The fund uses a two-factor model incorporating fundamental and technical signals to determine a core equity allocation ranging from 20-90%, with the remainder allocated to arbitrage and debt. Back-tested performance shows the model achieved higher returns per unit of risk compared to the Nifty 50 TRI over various time periods while also reducing volatility. The document outlines the investment process and efficacy of the model in participating in bull markets while limiting downside in bear markets.
Clarus' presentation on "Inside the Strategies" at the PensionSource Fund Man...PensionSource
Clarus Investment Solutions provides four risk-graduated portfolio strategies for use in defined contribution pension plans. The strategies range from Cautious to Active, with different allocations to equities, bonds, property, commodities and absolute return funds. The portfolios are designed to offer lower volatility than a standard managed fund while maintaining reasonable returns. Clarus monitors the portfolios continuously and rebalances them periodically to maintain the desired risk levels and diversification. The strategies have outperformed the ILAC Consensus benchmark since 2009 with lower volatility, demonstrating the benefits of diversification.
The document summarizes the Stock Analyst Program for Winter 2013. It provides an overview of the program, including plans for the semester, investment strategies recapped, and building an efficient investment thesis. Key dates and evaluation criteria for the stock pitch competition are also outlined.
The document provides an introduction to the DSP Quant Fund, a rules-based equity fund that follows a quantitative investment strategy. It describes the fund's process of eliminating value-destroying stocks, selecting good companies based on quality, growth, and value factors, and assigning weights to create the portfolio. The strategy seeks to generate alpha through a systematic, data-driven approach with lower expenses and portfolio turnover compared to other funds. Back-tested performance data from 2005 to 2019 shows the quant model outperformed the benchmark index across various periods on a risk-adjusted basis. The document addresses some potential concerns around model-based strategies and quant investing. It also introduces the quantitative research team that developed the fund's investment model.
1) The document discusses option-based portfolio management strategies that can enhance returns while reducing drawdown risks compared to traditional long-only equity strategies.
2) It analyzes several option-based indices from the CBOE that implement strategies like buy-writes, put-writes, and collars on the S&P 500.
3) Historical analysis shows these option strategies had higher returns, lower volatility, and stronger risk-adjusted returns than the S&P 500 and fixed income over the past 20+ years.
Creative Compensation Strategies to Maintain Morale & Retain Talent CBIZ, Inc.
This presentation discusses key compensation strategies to maintain morale and retain talent. This includes *The turnover in the rebounding economy
& steps for designing a market-based compensation system
*Recognition and sustaining high performance through a merit matrix
*Compensation in closely held businesses
For more information, visit http://www.cbiz.com.
"Portfolio Optimisation When You Don’t Know the Future (or the Past)" by Rob...Quantopian
We generally assume the past is a good guide to the future, but well do we even know the past? What effect does this uncertainty when estimating inputs have on the notoriously unstable algorithms for portfolio optimization?
I explore this issue, look at some commonly used solutions, and also introduce some alternative methods.
The document discusses different investment styles and asset allocation strategies. It describes speculative, hedge, and strategic investment styles. It then focuses on asset allocation, explaining that it is important for strategic investors to allocate their capital across different asset classes. The document provides examples of asset allocation for growth-oriented and income-oriented investment objectives. It recommends allocating to equity funds for growth and balanced advantage funds for income generation. The summary emphasizes that asset allocation is a basic step for investment planning and helps investors achieve their objectives of wealth creation or regular income.
The document summarizes a conference on ETFs and indexing to be held January 28-29, 2009 in New York City. It outlines the conference agenda which includes sessions on trading strategies for volatile markets, examining new sector and industry ETFs, assessing index construction methodologies, and developing approaches to ETF investment analysis. Registering before October 24, 2008 saves $1,000 on the conference fee. Sponsoring organizations and media partners are also listed.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
This document discusses portfolio analysis and cash flows. It provides examples of different types of investments and businesses someone could own, including franchises, mining companies, banks, and real estate. It then shows how someone could start investing small amounts regularly, such as emptying coins and low-denomination bills from their wallet each night. With regular small investments, it demonstrates how one could construct a diversified portfolio over time. The document also covers risk tolerance, strategies for passive versus active portfolio management, and techniques for analyzing stocks, bonds, and projects through valuation approaches and scenario analysis. It emphasizes cash flow analysis and stresses the importance of diversification and risk management.
The document describes Emerald Asset Advisors, an investment management firm that offers alternative portfolio strategies using mutual funds and ETFs. It summarizes three core investment disciplines:
1) A hybrid strategy seeking absolute returns regardless of market conditions.
2) A concentrated equity strategy generating "alpha" through funds with limited holdings.
3) A global cycle strategy identifying long-term global investment themes over decades.
The firm develops diversified portfolios blending these disciplines for different risk/return profiles and pursuing returns with low correlations to markets.
The document provides an overview of a common sense approach to value investing. It discusses analyzing businesses by understanding the business model, industry dynamics, competitive advantages, financials, management and risks. Key steps include understanding the business, industry, sources of competitive advantage, profitability, cash flows, management quality and identifying risks. Examples provided include analyzing a Spanish winemaker, cement industry, Norwegian furniture maker, airline catering company and assessing their business quality, industry dynamics, competitive advantages and risks. The goal is to invest in well-run companies that are undervalued after understanding all aspects of the business.
This chapter discusses various capital budgeting techniques for evaluating investment projects, including net present value (NPV), internal rate of return (IRR), payback period, and profitability index. It recommends using NPV as the primary decision rule, as NPV accounts for the time value of money and considers all cash flows. IRR can produce incorrect decisions for projects with multiple IRRs, differing scales of investments, or non-standard cash flow timing. Payback period ignores the time value of money.
This chapter discusses various capital budgeting techniques for evaluating investment projects. It recommends using net present value (NPV) as the best approach, as NPV accounts for the timing of cash flows and uses the required rate of return to discount future cash flows. The chapter covers payback period and internal rate of return (IRR) but notes limitations of both, such as payback ignoring the time value of money and IRR potentially yielding incorrect decisions for projects with non-standard cash flows. It also discusses profitability index and compares the strengths and weaknesses of different capital budgeting methods.
The document describes the strategy of the Otsi Keta Focus Fund, which focuses on generating high risk-adjusted returns by identifying undervalued smaller, midwestern-based companies with strong business models and growth or value catalysts. The fund focuses on companies with enterprise values less than $1 billion headquartered in 10 midwestern states that are believed to offer attractive opportunities due to factors such as lower institutional ownership and greater potential for buyouts. The strategy also emphasizes conducting original, proprietary research to develop informational advantages.
This document provides an overview of the DSP Dynamic Asset Allocation Fund. The fund dynamically manages allocation between equity and debt based on attractiveness of equity markets.
The fund determines a core equity allocation by assessing market valuations using the price-to-earnings and price-to-book ratios of the Nifty 50 index. Technical signals are then used to add 10% more allocation to participate in bull markets.
The asset allocation model uses a combination of fundamental factors like market valuations and technical indicators to systematically determine equity exposure on a daily basis. This aims to reduce volatility for investors while allowing participation in equity uptrends.
The document discusses various capital budgeting techniques for evaluating investment projects, including net present value (NPV), payback period, internal rate of return (IRR), and relevant cash flows. It explains how to calculate NPV, payback period, and IRR, and highlights the advantages and disadvantages of each method. Special considerations are discussed for situations with unconventional cash flows, mutually exclusive projects, and multiple rates of return.
The document describes the DSP BlackRock A.C.E. Fund, a close ended equity scheme that invests across large, mid, and small cap stocks. It focuses on investing in 45-55 high conviction stocks picked by analysts based on the stocks' growth potential. The fund aims to limit downside risk by allocating approximately 6% to put options. It rebalances the portfolio on a quarterly basis to maintain equal sector weights in line with the NIFTY 500 index and equal stock weights within each sector. The goal is to generate alpha over the broader market through stock selection while managing risk using downside protection strategies.
A Corporation Analyzes the Pros and Cons of Hyperion Strategic Finance in the...Alithya
Ellen and Ryan guide attendees through a case study of how CHS, Inc. transformed from decentralized strategy discussions and individual spreadsheet-based financial models to a leading edge, long-range planning process. With Hyperion Strategic Finance (HSF) being a key component to the overall process change, Ellen and Ryan discuss both the opportunities and the challenges identified during the implementation, as well as the tools available for modeling, analysis, and reporting.
The document describes the DSP Dynamic Asset Allocation Fund, which dynamically manages allocation between equity and debt based on an assessment of equity market attractiveness. The fund uses a two-factor model incorporating fundamental and technical signals to determine a core equity allocation ranging from 20-90%, with the remainder allocated to arbitrage and debt. Back-tested performance shows the model achieved higher returns per unit of risk compared to the Nifty 50 TRI over various time periods while also reducing volatility. The document outlines the investment process and efficacy of the model in participating in bull markets while limiting downside in bear markets.
Clarus' presentation on "Inside the Strategies" at the PensionSource Fund Man...PensionSource
Clarus Investment Solutions provides four risk-graduated portfolio strategies for use in defined contribution pension plans. The strategies range from Cautious to Active, with different allocations to equities, bonds, property, commodities and absolute return funds. The portfolios are designed to offer lower volatility than a standard managed fund while maintaining reasonable returns. Clarus monitors the portfolios continuously and rebalances them periodically to maintain the desired risk levels and diversification. The strategies have outperformed the ILAC Consensus benchmark since 2009 with lower volatility, demonstrating the benefits of diversification.
The document summarizes the Stock Analyst Program for Winter 2013. It provides an overview of the program, including plans for the semester, investment strategies recapped, and building an efficient investment thesis. Key dates and evaluation criteria for the stock pitch competition are also outlined.
The document provides an introduction to the DSP Quant Fund, a rules-based equity fund that follows a quantitative investment strategy. It describes the fund's process of eliminating value-destroying stocks, selecting good companies based on quality, growth, and value factors, and assigning weights to create the portfolio. The strategy seeks to generate alpha through a systematic, data-driven approach with lower expenses and portfolio turnover compared to other funds. Back-tested performance data from 2005 to 2019 shows the quant model outperformed the benchmark index across various periods on a risk-adjusted basis. The document addresses some potential concerns around model-based strategies and quant investing. It also introduces the quantitative research team that developed the fund's investment model.
1) The document discusses option-based portfolio management strategies that can enhance returns while reducing drawdown risks compared to traditional long-only equity strategies.
2) It analyzes several option-based indices from the CBOE that implement strategies like buy-writes, put-writes, and collars on the S&P 500.
3) Historical analysis shows these option strategies had higher returns, lower volatility, and stronger risk-adjusted returns than the S&P 500 and fixed income over the past 20+ years.
Creative Compensation Strategies to Maintain Morale & Retain Talent CBIZ, Inc.
This presentation discusses key compensation strategies to maintain morale and retain talent. This includes *The turnover in the rebounding economy
& steps for designing a market-based compensation system
*Recognition and sustaining high performance through a merit matrix
*Compensation in closely held businesses
For more information, visit http://www.cbiz.com.
"Portfolio Optimisation When You Don’t Know the Future (or the Past)" by Rob...Quantopian
We generally assume the past is a good guide to the future, but well do we even know the past? What effect does this uncertainty when estimating inputs have on the notoriously unstable algorithms for portfolio optimization?
I explore this issue, look at some commonly used solutions, and also introduce some alternative methods.
The document discusses different investment styles and asset allocation strategies. It describes speculative, hedge, and strategic investment styles. It then focuses on asset allocation, explaining that it is important for strategic investors to allocate their capital across different asset classes. The document provides examples of asset allocation for growth-oriented and income-oriented investment objectives. It recommends allocating to equity funds for growth and balanced advantage funds for income generation. The summary emphasizes that asset allocation is a basic step for investment planning and helps investors achieve their objectives of wealth creation or regular income.
The document summarizes a conference on ETFs and indexing to be held January 28-29, 2009 in New York City. It outlines the conference agenda which includes sessions on trading strategies for volatile markets, examining new sector and industry ETFs, assessing index construction methodologies, and developing approaches to ETF investment analysis. Registering before October 24, 2008 saves $1,000 on the conference fee. Sponsoring organizations and media partners are also listed.
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
This document discusses portfolio analysis and cash flows. It provides examples of different types of investments and businesses someone could own, including franchises, mining companies, banks, and real estate. It then shows how someone could start investing small amounts regularly, such as emptying coins and low-denomination bills from their wallet each night. With regular small investments, it demonstrates how one could construct a diversified portfolio over time. The document also covers risk tolerance, strategies for passive versus active portfolio management, and techniques for analyzing stocks, bonds, and projects through valuation approaches and scenario analysis. It emphasizes cash flow analysis and stresses the importance of diversification and risk management.
The document describes Emerald Asset Advisors, an investment management firm that offers alternative portfolio strategies using mutual funds and ETFs. It summarizes three core investment disciplines:
1) A hybrid strategy seeking absolute returns regardless of market conditions.
2) A concentrated equity strategy generating "alpha" through funds with limited holdings.
3) A global cycle strategy identifying long-term global investment themes over decades.
The firm develops diversified portfolios blending these disciplines for different risk/return profiles and pursuing returns with low correlations to markets.
The document provides an overview of a common sense approach to value investing. It discusses analyzing businesses by understanding the business model, industry dynamics, competitive advantages, financials, management and risks. Key steps include understanding the business, industry, sources of competitive advantage, profitability, cash flows, management quality and identifying risks. Examples provided include analyzing a Spanish winemaker, cement industry, Norwegian furniture maker, airline catering company and assessing their business quality, industry dynamics, competitive advantages and risks. The goal is to invest in well-run companies that are undervalued after understanding all aspects of the business.
This chapter discusses various capital budgeting techniques for evaluating investment projects, including net present value (NPV), internal rate of return (IRR), payback period, and profitability index. It recommends using NPV as the primary decision rule, as NPV accounts for the time value of money and considers all cash flows. IRR can produce incorrect decisions for projects with multiple IRRs, differing scales of investments, or non-standard cash flow timing. Payback period ignores the time value of money.
This chapter discusses various capital budgeting techniques for evaluating investment projects. It recommends using net present value (NPV) as the best approach, as NPV accounts for the timing of cash flows and uses the required rate of return to discount future cash flows. The chapter covers payback period and internal rate of return (IRR) but notes limitations of both, such as payback ignoring the time value of money and IRR potentially yielding incorrect decisions for projects with non-standard cash flows. It also discusses profitability index and compares the strengths and weaknesses of different capital budgeting methods.
The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.
Considerations for a sustainable corporate venture program by Robert Ackerma...the Hartsook Letter
Reputation is Key to the Success/Failure of a CVC Program
* Corporate Venturing is Here to Stay
* Increased Scrutiny Requires Deliberate Steps
* Model will Evolve Based on Lessons Learned
* Working with the Venture Community is Critical
* Every Transaction, Every Engagement, Every Partnership contributes to the Corporate Reputation
Learn how to define success in business intelligence, the 12 keys to success in BI and an overview of the market-leading business intelligence tools. View the video recording and download this deck: http://www.senturus.com/resources/keys-to-success-in-business-intelligence/.
BI tools covered include: Microsoft, Cognos, Business Objects and Oracle.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
For more information contact: emailus@marcusevans.com
Roger Gray, the Chief Investment Officer at USS Ltd. shared his presentation entitled "Implementing a Long-Term Investment Philosophy" at the European Pensions and Investment Summit.
Join the 2015 Summit along with leading regional pension investors and global asset managers in an intimate environment for a focused discussion of key new drivers shaping institutional investment strategies today.
For more information contact: emailus@marcusevans.com
Earned Value Management and Agile Tips for Success Brent Barton
As the Department of Defense focuses on "delivering 75% solutions in months [instead of] 100% solutions in years" Agile is finding its way into big, traditionally managed programs. This event http://www.afei.org/events/2A01/Pages/default.aspx specifically addresses Agile in Defense. This presentation was an invitation following a successful meeting at the ADAPT meeting.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects, including accounting rate of return, payback period, net present value (NPV), internal rate of return (IRR), and profitability index. It provides an example of using these methods to analyze potential expansion projects for a wireless company. While NPV is theoretically the best method, other techniques like IRR are also commonly used, but they may conflict with NPV in some cases due to problems related to project scale and timing.
TaskRabbit, Inc. - Venture Capital Financing Deal Terms & ValuationsVC Experts, Inc.
Deal Terms, Pricing, and Valuations of the latest financing rounds for TaskRabbit, Inc. Similar data on thousands of private companies is available in the Valuation & Deal Term Database at http://vcexperts.com.
This research report analyzes the impact of inventory costs like holding costs, ordering costs, and raw material costs on the profitability and sales of Roulunds Braking (India) Pvt Ltd over 4 years from 2009-2012. The report outlines the research objectives, methodology, hypothesis testing, and findings. Statistical tools like mean, correlation, and ratio analysis were used to analyze the relationship between inventory costs and sales/profits. The results found a significant positive impact of lower inventory costs on both sales and profits of the company.
This document discusses enterprise project management from Lenati's perspective. It covers the benefits of establishing governance over a project portfolio using tools like a stage/gate approach. It emphasizes using an Enterprise Project Management Office (EPMO) to establish standard processes, templates, and training. The EPMO also supports executive oversight of the project portfolio. Lenati offers services to help clients set up these governance structures and manage projects more successfully.
The document discusses financial analysis tools for product managers, including how to calculate key metrics for lead generation programs, build ROI calculators to evaluate sales improvements, and compare different projects by estimating their impact on corporate financial projections with and without implementation. It provides templates and examples for estimating reach, measuring sales cycles, and constructing cash flow diagrams to evaluate financial returns.
2011 pmo symposium Bridging the Agile-to-PMO Communication GapBrent Barton
Traditional EVM makes no sense in software (and is potentially harmful) because claiming value earned based on intermediate work products--without an assertion of quality--does not provide reasonable forecasts. Agile provides an assertable and inspectable quality. Also, by ordering in terms of highest Business Value and risk considerations along with potentially shippable increments, I believe starts to include notions of value. Still, AgileEVM measures performance against plans (that can be re-baselined every iteration if needed). AgileEVM integrates cost management. Doing it well means not giving up what Agile offers: adaptive planning, quality.
The document discusses strategies for improving organizational performance through aligning operations with strategic goals. It introduces the balanced scorecard approach, which translates strategy into objectives and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. Sample strategy maps and scorecards are provided for several strategic themes, including achieving a low-cost market position, product innovation, improving sales performance, and optimizing resource allocation. The balanced scorecard framework is intended to help organizations execute strategy through consistent focus, measurement, and resource allocation.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million to $2 billion.
- As of March 31, 2012 the product had $485,000 in assets under management and was open to new investors with a $3 million minimum.
- For the period since inception in August 2007, the product has outperformed its benchmark, the Russell 2000 Growth index, with annualized returns of 16.0% versus 10.4% for the index.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Similar to Knowit seminarium 0131 Johan Oskarsson (20)
A Portfolio of Opportunities, Johan Oskarsson - KnowitKnowit_TM
The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
This document outlines an agenda for demonstrating how to make project, program, and portfolio management more agile using the Unified Vision Framework. It includes goals of showing how to cascade vision and strategy, use the VSPT model and 4D model, and implement agile governance. The document provides examples and exercises for attendees to practice these concepts, including creating epics and user stories for a project backlog, discussing a case study, and planning a portfolio "walkabout" to identify dependencies between projects. Charts are presented showing how the Unified Vision Framework has helped organizations double their project velocity without increasing team size.
2 hour seminar @ Knowit
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This document discusses program portfolio management according to the Scaled Agile Framework (SAFe). It describes the roles and responsibilities of program portfolio management, which include setting strategy and funding investments, governance, and assisting with program execution. The key responsibilities are to steward the portfolio vision, drive product and solution strategy, and manage investments. SAFe aims to "agilean" traditional project portfolio management with practices like decentralized decision-making, continuous value delivery, lightweight planning, and self-organizing Agile Release Trains. The goal is to foster lean and agile practices for improved business results.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document discusses project management in agile organizations. It begins with an agenda for two days of training on managing projects and teams in an agile way. The document then covers how agile project management places a higher emphasis on leadership skills than traditional project management. It also discusses defining requirements in an agile manner by focusing on features and goals rather than traditional specifications. Finally, it proposes combining stage-gate and agile approaches by using multiple deliveries to reduce uncertainty and adapt to changing needs.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
This document discusses several approaches for scaling agile frameworks to manage multiple teams and projects. It describes the Spotify model which uses small cross-functional teams called Squads to develop features. It also outlines the Scaled Agile Framework which coordinates work at the portfolio, program, and team levels. Additionally, it examines how a company structured their program and project management to continuously deliver multiple interdependent projects through decoupling releases and streamlining development.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
The document discusses how stage gate processes and agile methods can be combined for project management. It describes the traditional stage gate model and compares it to agile software development principles. It then proposes a hybrid model that uses gates for risk assessment and architectural planning early on, with sprints and continuous delivery between gates for detailed development and feedback. This allows reducing uncertainty over time while still providing early deliverables to customers.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
2. Agile PORTFOLIO
MANAGEMENT is about
Picture
investments strategies and
decision-making in an uncertain
and fast moving world
3. What is classic portfolio management?
“Portfolio management for new products is a dynamic decision
process wherein the list of active products and R&D projects is
constantly revised. It is about balance, the optimal investment
mix between risk versus return, maintenance versus growth, and
short-term versus long-term new product projects.”
Waterfall Dr Robert G Cooper, author of “Portfolio Management for new
Agile
products”, and the Stage-Gate process
5. Financial models for investment selections
Possible investments
New system platform
Project Alfa
Project Bravo
Project Charlie
Project Echo
Current platform
New design for a product-range
Which projects should we choose to start/finish and in what order?
6. Some common financial models
NPV ROI
IRR Bang for The
Buck Index
ECV
how much and how fast
7. Financial models for investment selections
Possible investments NPV IRR ROI
New system platform
10 M€ 50 % 5
Project Alfa
4 M€ 110 % 4
Project Bravo
6 M€ 200 % 1
Project Charlie
9 M€ 140 % 5
Project Echo
2 M€ 190 % 6
Current platform
1 M€ 400 % 3
New design for a product-range
20 M€ 110 % 10
9. “…over-reliance on strictly financial data may lead to wrong
decisions, simple because financial data are often wrong!”
Dr Robert G Cooper, author of “Portfolio Management for new
products”, and the Stage-Gate process
10. My assumption #1:
Value is not only measured by the unit cash money, but it is
still an important input
12. The Celanese Scoring Model
Rating scale
Key Factors
1
4
7
10
Rating
Probability of
technical success
< 20%
40%
70%
>90%
4
Probaability of
commercial
success
< 20%
40%
70%
>90%
5
Small/break Payback < 7 Payback = Payback < 3
Reward
even
years
5 years
years
10
Business Strong
Strategy fit
Low
Somewhat
Supports
support
1
Strategic Several Support Vast array of
Leverage
Dead end
opportunities
more BU
opportunities
4
Sum
24
13. Scoring models for investment selections
Possible investments Celanese CoD
New system platform 24 3
Maintenance on product Alfa 30 2
New feature for product Bravo 15 4
Maintenance of product Charlie 12 5
Incremental of product Echo 22 1
New feature for current platform 13 1
New design for a product-range 6 1
14. But…
The scoring models tend to have imaginary precision, produce
halo effect and have no relation to limitation of resources
16. My assumption #3:
Agile principles and values are a better approach
for handling uncertainty and innovation
17. “Complexity and Agile is a marriage made in heaven.”
http://vimeo.com/30596502
Dave Snowden, Complexity and knowledge management researcher
18. 1. Address complexity with complexity
2. Use a diversity of perspectives
3. Assume dependence on context
4. Assume subjectivity and coevolution
5. Anticipate, adapt, explore
6. Develop models in collaboration
7. Shorten the feedback cycle
8. Steal and tweak
Jurgen Appelo, Management3.0
19. Ok, so what have we got…
Relative data Complexity
Financial data Agile values and
principles
20. Use relative scoring-models which includes financial data
Ra$ng
scale
Key
Factors
1
5
10
Ra$ng
Strategy
alignment
Low
Moderate
Strongly
Team
energy
factor
Low
Moderate
High
Bang
for
the
Buck
Index
<
1
1-‐1.5
>
1.5
Probability
of
Technical
Success
Low
Moderate
High
Es$mated
customer
value
Low
Moderate
High
Time-‐to-‐makret
cri$cal
Low
Moderate
High
Sum
0
21. Use different factors for different investments
Ra$ng
scale
Ra$ng
scale
Key
Factors
1
5
10
Ra$ng
Key
Factors
1
5
10
Ra$ng
Strategy
alignment
Low
Moderate
Strongly
Strategy
alignment
Low
Moderate
Strongly
Team
energy
factor
Low
Moderate
High
Ra$ng
scale
Key
Factors
1
5
Team
energy
factor
Low
10
Ra$ng
Moderate
High
Bang
for
the
Buck
Bang
for
the
Buck
Index
<
1
1-‐1.5
>
1.5
Strategy
alignment
Low
Moderate
Index
Strongly
<
1
1-‐1.5
>
1.5
Probability
of
Team
energy
factor
Low
Moderate
Probability
of
High
Technical
Success
Low
Moderate
High
Bang
for
the
Buck
Technical
Success
Low
Moderate
High
Es$mated
customer
Index
Es$mated
customer
value
Low
Moderate
High
<
1
1-‐1.5
>
1.5
value
Low
Moderate
High
Time-‐to-‐makret
Probability
of
Time-‐to-‐makret
cri$cal
Low
Moderate
High
Technical
Success
Low
Moderate
cri$cal
High
Low
Moderate
High
Sum
0
Es$mated
customer
Sum
0
value
Low
Moderate
High
Time-‐to-‐makret
cri$cal
Low
Moderate
High
Sum
0
22. Score projects collaborative
Use the collective knowledge by invite teams and other
people who might be of help to bring different perspectives
23. Review the portfolio often
Measure the factors regular against delivered projects and
change them when needed.
Re-score regular, perhaps after every release.
24. Break projects into smaller project to increase the flexibility
If the projects are small the decisions can be made more
often, the portfolio is more prepared for changes and delivers
value faster to customers. Smaller projects are easier to
estimate and contains less uncertainty.
25. Score and reduce assumptions
Most of the scorings are based on assumptions, score the
projects based on an assumption factor. Projects with high
assumption factor are more prone to failure. Work
continuously to reduce unverified assumptions. Assumptions
lead to the dark side.
if (ASSUMPTION, “The price of the product is based on the
assumption that a customer will pay just as much in Europe as in
US.” == TRUE)
then project = (“Success”);
26. Keep the portfolio in balance
Maintenance Incrementals Innovations
Now Soon Future
Possible investments Scoring Scoring Type Assumptions
management Teams
Investment
New system platform 24 30 Innovation High
Project Alfa 30 20 Maintenance Medium
Maintenance Project Bravo 15 16 Incremental Low
Incremental Project Charlie 10 12 Incremental Low
Innovations Project Echo 15 1 Maintenance High
Current platform 22 14 Incremental High
New design for a 8 40 Incremental Low
product-range
27. Agile portfolio thinking
1. Use relative scoring-models which includes financial data
2. Use different factors depending on type of investment
3. Score the projects collaboratively
4. Review and update the portfolio plan often
5. Keep the projects as small as possible for flexibility
6. List and reduce assumptions that may be false
7. Keep the portfolio in balance, secure long-term innovation investment
28. But this is only my ideas…
What is yours?
How do you chose which projects to start?