Presented at Business Forecasting 2014 in San Francisco, August 2014. Includes 5 best practices for making driver-based plans work and focuses on Objectives and Key Results.
Learn a best practice methodology where financial plans incorporate assumptions about business activities which are modeled to drive financial data such as revenue projections, headcount, spending and capital requirements.
Application Requirements For Rolling ForecastsBen Lamorte
Overview of application requirements for implementing a rolling forecast in a software package. Includes an excellent analysis differentiating "budgeting" from "planning" as well as some recent survey results that show budgets becoming obsolete very quickly in the current economic climate. In this analysis, you learn why "budgeting software" just does not work all that well for implementing rolling forecasts in general.
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Making driver-based planning and budgeting workAnaplan
For Finance departments to best navigate through the twists and turns of today’s fast moving marketplace, a haphazard, once-a-year budgeting process just doesn’t cut it. To survive and thrive in this environment, this process needs to change to be more agile, align around a consistent set of resources, and attain a trusted level of accuracy.
One reliable way to transform your budgeting process is to integrate the modeling that budget contributors typically do on spreadsheets to deliver driver-based planning and budgeting. With benefits such as being able to rapidly reforecast with minimal effort, having operational capacity always aligned, and better decision making that comes from having a deeper insight into variances, it has obvious appeal. So why is it not more widely used?
View these slides from our webinar with Forrester Research and Proformative and watch the full webinar here: https://www.anaplan.com/webinars/driver-based-budgeting/
The Future of Financial Planning and AnalysisSAP Analytics
CFO Research conducted a global survey of 335 senior finance executives, Sponsored by SAP, and sought to gain a better understanding of how finance leaders aspire to support business decision-makers in the pursuit of value creation—and how leading-edge financial planning and business analysis capabilities factor into those aspirations. Here we present key findings from that survey.
Learn a best practice methodology where financial plans incorporate assumptions about business activities which are modeled to drive financial data such as revenue projections, headcount, spending and capital requirements.
Application Requirements For Rolling ForecastsBen Lamorte
Overview of application requirements for implementing a rolling forecast in a software package. Includes an excellent analysis differentiating "budgeting" from "planning" as well as some recent survey results that show budgets becoming obsolete very quickly in the current economic climate. In this analysis, you learn why "budgeting software" just does not work all that well for implementing rolling forecasts in general.
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Making driver-based planning and budgeting workAnaplan
For Finance departments to best navigate through the twists and turns of today’s fast moving marketplace, a haphazard, once-a-year budgeting process just doesn’t cut it. To survive and thrive in this environment, this process needs to change to be more agile, align around a consistent set of resources, and attain a trusted level of accuracy.
One reliable way to transform your budgeting process is to integrate the modeling that budget contributors typically do on spreadsheets to deliver driver-based planning and budgeting. With benefits such as being able to rapidly reforecast with minimal effort, having operational capacity always aligned, and better decision making that comes from having a deeper insight into variances, it has obvious appeal. So why is it not more widely used?
View these slides from our webinar with Forrester Research and Proformative and watch the full webinar here: https://www.anaplan.com/webinars/driver-based-budgeting/
The Future of Financial Planning and AnalysisSAP Analytics
CFO Research conducted a global survey of 335 senior finance executives, Sponsored by SAP, and sought to gain a better understanding of how finance leaders aspire to support business decision-makers in the pursuit of value creation—and how leading-edge financial planning and business analysis capabilities factor into those aspirations. Here we present key findings from that survey.
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
From annual budget to rolling forecast - Karine CochetKarine Cochet
On April 18 & 19, 2013, I participated as a speaker at the FP&A Innovation Summit in Hong Kong,
Organized by IE. (Innovation Enterprise), the Financial Forecasting & Planning Innovation Summit brought together CFO and FP&A Directors from all around Asia.
During 2 days, we, Finance executives, were able to share our experience and discuss around the 2013 Summit Topic: “Today companies rely on a solid FP&A process, this requires the ability to access, collect and analyze both financial data and forward-looking non-financial measures such as trends in customer demand or commodity prices”
In my presentation, I focused on Driver-based forecasting and rolling forecast.
“Traditional annual budget process is often seen as a time-consuming exercise, with limited value, whose underlying assumptions are quickly outdated. In a time of increasing competition and fast changing environment, there is a need for a more agile way to predict the future. In the presentation, we will discuss the opportunity to introduce a more flexible approach based on driver-based forecasting and rolling forecast. We will consider the impacts of such a move on the organizations.”
Financial planning and analysis (FP&A) is the process of forecasting a company's future financial performance and managing its financial resources to meet those forecasts. FP&A professionals are responsible for creating accurate financial models, developing budget proposals, and analyzing past financial performance in order to identify trends and recommend improvements.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
At our breakfast event in Kuala Lumpur on November 6, attendees joined us to hear from industry leaders how insurance companies such as Aviva use Anaplan to solve the challenging problems of using Excel for actuarial modelling, budgeting, reporting and forecasting. They also learned how adoption of an agile planning application can transform the actuarial modeling and planning process in just a few days.
Sales Forecasting: Detailed Visibility, Real-Time Trends, Instant Cost And Ma...Anaplan
Platinum sponsor Deloitte will present a case study on how they worked with Lexmark to improve their sales planning and execution. With a combination of best-in-class technology and best practices around people and process, Lexmark has positioned itself to capitalize on new market opportunities.
SPEAKERS
Denis Giuliani, Vice President, Marketing and Sales, Lexmark
Kevin Josephson, Manager, Deloitte
Financial and operational Performance Management John Berry
This is an overview of the Financial performance management solution from IBM. These slide goes through why IBM is different and what are some challenges that are faced by different clients. We also show a list of clients that are already using these solutions.
Finit solutions - The Benefits of a Rolling Forecastfinitsolutions
In today's highly competitive economic environment, successful companies must rapidly adapt to fluctuations in operational and economic strategies. Having a rolling forecast allows companies to:
Anticipate change and promptly respond to immediate needs
Proactively address long term financial consequences to the business that are not realized through traditional annual forecasting and planning methods.
Extend forecasting cycles further out
Standardize the forecast process
Create forecasts rapidly
Emphasize key drivers
Join Bryan Hogan and Justin Cooper both from Finit's Hyperion Planning team as they discuss the functional benefits of Rolling Forecasts:
What are the key areas of focus for a Rolling Forecast?
How can a Rolling Forecast benefit my company, my division, my Cost Center?
Will a Rolling Forecast create more work for my analysts? Or will it actually reduce work over time?
Why are many companies using rolling forecasts now? And....
How to implement a Rolling Forecast in Hyperion Planning "out of the box" or by utilizing a more customized solution.
Presenter: Bryan Hogan & Justin Cooper
Simplifying Financial Performance Management SystemsCFO Group
Presentation by Geoff Noble of the CFO Group - September 2014
1. What is Financial Performance Management?
– Why we think it’s important to you as Chartered Accountants
2. Performing a self-assessment health check
– Effectiveness and efficiency scores
– Solution roadmap and business case
3. Implementing a solution
– Critical success factors
– How-to guide for projects
Proven Techniques for Optimizing Your Financial Planning & Analysis ProcessProformative, Inc.
In this session, you will learn best practices for optimizing the planning process including how to adopt a driver-based model, efficiently manage rolling forecasts, embrace “what if” scenario modeling and provide more meaningful reporting and analysis to impact decision making. You will gain insights from comprehensive industry research recently conducted with hundreds of financial professionals around the world in order to understand key industry trends and best practices that are working for leading edge organizations today. In addition to the research, subject matter experts will share numerous practical steps for improving performance management processes in your organization. You will come away with real-world methodologies to help you improve and shorten your budgeting process and will also enable better decision making and organizational alignment that will help you to optimize performance.
Speaker: Tony Ard, Director of Solutions Engineering, Axiom EPM
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 5
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
From annual budget to rolling forecast - Karine CochetKarine Cochet
On April 18 & 19, 2013, I participated as a speaker at the FP&A Innovation Summit in Hong Kong,
Organized by IE. (Innovation Enterprise), the Financial Forecasting & Planning Innovation Summit brought together CFO and FP&A Directors from all around Asia.
During 2 days, we, Finance executives, were able to share our experience and discuss around the 2013 Summit Topic: “Today companies rely on a solid FP&A process, this requires the ability to access, collect and analyze both financial data and forward-looking non-financial measures such as trends in customer demand or commodity prices”
In my presentation, I focused on Driver-based forecasting and rolling forecast.
“Traditional annual budget process is often seen as a time-consuming exercise, with limited value, whose underlying assumptions are quickly outdated. In a time of increasing competition and fast changing environment, there is a need for a more agile way to predict the future. In the presentation, we will discuss the opportunity to introduce a more flexible approach based on driver-based forecasting and rolling forecast. We will consider the impacts of such a move on the organizations.”
Financial planning and analysis (FP&A) is the process of forecasting a company's future financial performance and managing its financial resources to meet those forecasts. FP&A professionals are responsible for creating accurate financial models, developing budget proposals, and analyzing past financial performance in order to identify trends and recommend improvements.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
At our breakfast event in Kuala Lumpur on November 6, attendees joined us to hear from industry leaders how insurance companies such as Aviva use Anaplan to solve the challenging problems of using Excel for actuarial modelling, budgeting, reporting and forecasting. They also learned how adoption of an agile planning application can transform the actuarial modeling and planning process in just a few days.
Sales Forecasting: Detailed Visibility, Real-Time Trends, Instant Cost And Ma...Anaplan
Platinum sponsor Deloitte will present a case study on how they worked with Lexmark to improve their sales planning and execution. With a combination of best-in-class technology and best practices around people and process, Lexmark has positioned itself to capitalize on new market opportunities.
SPEAKERS
Denis Giuliani, Vice President, Marketing and Sales, Lexmark
Kevin Josephson, Manager, Deloitte
Financial and operational Performance Management John Berry
This is an overview of the Financial performance management solution from IBM. These slide goes through why IBM is different and what are some challenges that are faced by different clients. We also show a list of clients that are already using these solutions.
Finit solutions - The Benefits of a Rolling Forecastfinitsolutions
In today's highly competitive economic environment, successful companies must rapidly adapt to fluctuations in operational and economic strategies. Having a rolling forecast allows companies to:
Anticipate change and promptly respond to immediate needs
Proactively address long term financial consequences to the business that are not realized through traditional annual forecasting and planning methods.
Extend forecasting cycles further out
Standardize the forecast process
Create forecasts rapidly
Emphasize key drivers
Join Bryan Hogan and Justin Cooper both from Finit's Hyperion Planning team as they discuss the functional benefits of Rolling Forecasts:
What are the key areas of focus for a Rolling Forecast?
How can a Rolling Forecast benefit my company, my division, my Cost Center?
Will a Rolling Forecast create more work for my analysts? Or will it actually reduce work over time?
Why are many companies using rolling forecasts now? And....
How to implement a Rolling Forecast in Hyperion Planning "out of the box" or by utilizing a more customized solution.
Presenter: Bryan Hogan & Justin Cooper
Simplifying Financial Performance Management SystemsCFO Group
Presentation by Geoff Noble of the CFO Group - September 2014
1. What is Financial Performance Management?
– Why we think it’s important to you as Chartered Accountants
2. Performing a self-assessment health check
– Effectiveness and efficiency scores
– Solution roadmap and business case
3. Implementing a solution
– Critical success factors
– How-to guide for projects
Sap budgeting, planning and forecasting survey jan 2014Clinton Jones
My thanks again to you for your participation in this follow on survey.
A summary of the results has been prepared and published here on slideshare for you to access
If you would like a PDF version then please just drop me an email and I will send it to you by reply mail.
Key Performance Indicators: Valuable Tools for Measuring PerformanceVesta Corporation
Key performance indicators, or KPIs, can be a valuable tool to help companies evaluate how they are performing. This presentation examines how KPI rates and indicators are calculated, why they can vary from business to business, and when not to compare KPIs to others in the industry. A handy checklist is included to help companies ensure their KPIs support their business needs, as well as how existing KPIs can be refined and thoughts on developing a forward-looking KPI strategy to evolve as the business does.
Visit www.trustvesta.com to view the integrated fraud and guaranteed payments solutions available to your organization.
KRA KPI ( Key results area and Key performance indicators)Sagar Paul
The presentation is a creative representation which simplifies the concept of KPI & KRA and its importance in an organisation
Note: View the slide only in SLIDESHOW MODE!
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Closing Complexity and Integration GapsDean Sorensen
Research estimates the cost of complexity at up to five percent of sales for global organizations. What’s more, most executives view internal complexities as a key barrier to growth – one that needs to be better managed. By extension, complexity management is a challenge that’s becoming of similar importance to Finance executives – especially those in treasury and financial planning and analysis (FP&A) roles.
One major obstacle stands in the way of more effective complexity management: the processes and structures that organizations use to plan, manage and govern their business. More specifically, immature and outdated ones that obscure risk, rein-force functional silos, suboptimize resource allocation and impede change. The underlying problem: inadequate integration
The endeavor of the report is in the direction of scrutinizing the effectiveness of project management in expressions of managerial structures, technological proficiency, and management skill along with the features of an effectual venture manager.
Before exploring the main content of the report let us consider the general concepts of the key words of relative topic or respective report.
Efficacy simply coded, is the core skill, aptitude or the capacity on the way to bring into being a required or projected outcome. The extent in the direction of which a touch is victorious in generating a looked-for outcome is effectiveness
Turning your Excel Business Process Workflows into an Automated Business Inte...OAUGNJ
Many organizations have evolved key internal business processes built on top of Microsoft Excel. These cross-functional workflows involve several organizational units responsible for collecting business system transactions, modifying this raw data, consolidating, transforming, pivoting and preparing data into a published set of Reports & Graphs – all in MS Excel. Such workflows are a burden to organizations – not repeatable, costly, time-consuming, inflexible and hard to scale, and evolve to become more complex over time. Business critical processes such as financial analysis, operational analysis and revenue analysis are often supported this way. Attempting to replace such systems can be quite daunting and a barrier to replace. The goal of this session is to present an easy to understand methodology and use cases to demonstrate how to move from an operational workflow in Excel to truly automated Business Intelligence.
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USEDModule 4 .docxjanekahananbw
PLEASE READ BACKGROUND INFO BELOW. TURNIT IN IS USED
Module 4 - SLP
Strategy Implementation and Strategic Controls
Simulation
In Module 4, you will continue with the CVP analysis you completed in the Module 3 SLP.
Scenario Continuation:
It is still January 2, 2012.
You have just completed your revised SLP3 strategy using CVP analysis, and you are eager to implement your decisions for 2012 through 2014.
Using the CVP analysis from SLP3, run the simulation for a final time. Again, be sure to take notes about your analysis and the document the reasoning behind your decisions.
Finalize your report showing the strategy you have used.
Assignment Overview
Using the strategy that you developed in SLP3, run the simulation. Document your results as you did previously. Review and analyze these results, and develop a final strategy.
Please turn in a
6- to 8
-
page
paper, not including cover and reference pages.
Keys to the Assignment
The key aspects of this assignment that should be covered and taken into account in preparing your paper include:
The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.
You must present a rational justification for this strategy. In other words, you must provide support for your proposed strategy using financial analysis and relevant theories.
Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.
You will need to
crunch
some numbers (CVP Analysis) to help you determine your prices and R&D allocations.
Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles.
Your goal is to practice using CVP and get better at it.
Present your analysis professionally, making strategic use of tables, charts, and graphs.
Time Line Summary:
SLP1
2015: Hired on December 15.
Turned in first report to CEO Smothers.
SLP2
You are returned – via Time Warp – to January 1, 2012.
You make decisions for 2012 – 2015.
December 31, 2015 – You have revised all four years, and you write up your summary report.
SLP3
Apparently, your SLP2 decisions were not “good enough,” as you’ve again been returned to January 1, 2012.
It is once again
January 1, 2012:
You decide to use CVP analysis to develop a revised four-year plan for your strategy. You analyze the results of your first decisions from SLP2, taking notes, and documenting your decision-making process. You use the CVP Calculator to help you develop your strategy. Your notes explaining the logic behind your decisions.
SLP4
It is still January 2, 2012. Using your CVP analysis from SLP3, you run the simulation, implementing your revised four-year plan. You keep track of your financial and marketing results year over year.
You submit your final
6-8 page
report, which includes your Final Total Score.
You compare – and report – your results with previous re.
Pm0015 – quantitative methods in projectsmumbahelp
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Best Practices for Enterprise Performance ManagementPerficient, Inc.
A special webinar for Finance professionals
Looking forward to budget season? For many managers, the budget process is a painful, manual process driven by disconnected Excel spreadsheets that are error-prone, static, and generally non-collaborative. The result is a budget that becomes irrelevant as soon as the new fiscal year begins.
A more nimble response is needed. Budgeting and planning should be a continuous, flexible exercise based on rolling forecasts, and supported by systems that can adapt as the business climate changes.
Join us as we discuss how applying best practices and using an automated Enterprise Performance Management system can help intelligent enterprises reap the benefits of flexible budgeting, accurate forecasting and dynamic planning. By implementing best practices for budgeting and planning, you can:
- Make the budget process less painful
- Replace spreadsheets with web forms
- Automate the budget roll-up process
- Create budgets based on key business drivers
- Link strategic goals to operational decisions
- Integrate financial “actuals” with budget and forecast data
- Provide easy, real-time variance reporting
- Access a single version of the truth for financial information
Presenter Emil Fernandez is General Manager of Perficient's national Enterprise Performance Management practice.
My Single Point is a leading supplier of Enterprise Execution Software. Our Blue-chip customers use My Single Point to translate their strategy from the board-room to execution across the enterprise. Our modular platform ensures business goals and directives are effectively communicated and implemented throughout the organization.
Contact us for a demo www.itaasc.com
Business performance management, strategy
management, and financial consolidations are among
the most critical and complex tasks that your company
must manage. Transform your financial performance management with Infor.
Similar to OKRs and driver based plans by lamorte - aug 2014 san francisco (20)
Measuring the Roi of Planning Software Boston June 2012Ben Lamorte
It was a small group of about 15 FP&A pros gathering around the conference room at the Boston Hilton. We analyzed conditions that suggest it is better to stick with spreadsheets for budgeting and planning. Then we looked at cases where it is a "gray area" as well as "no brainer" cases for replacing spreadsheets based on estimating the ROI of implementing a dedicated planning application.
Is it really worth it to replace spreadsheets with a planning toolBen Lamorte
Financial Planning and Analysis Survey Results: Management Prioritizing New Planning Activities to Drive the Business Forward on the Planning Maturity Curve
Best (and Worst) Practices in Budgeting and Forecasting: The Story of a Succe...Ben Lamorte
In this ASMI webinar from October 27, 2011, Arlin Hall, Chief Financial Officer at The Blood & Tissue Center, reflects on his real-world experience moving out of spreadsheets.
Attend this webinar and learn how to:
Avoid the common pitfalls that lead to budgeting software failure
Design an evaluation plan that dramatically reduces the risk of failure
Estimate the ROI of moving your budgeting process out of spreadsheets
Improve forecast accuracy
Better communicate the financial model to management
San Diego Sep 21 was a huge hit.
For event attendees, simply download the slides - I am including all those "other slides" in the appendix...
Contact me directly to experience the interactive elements that will not come across in these slides. 415-456-8528
Never before-disclosed oracle planning techniques by Jeff WalkerBen Lamorte
Jeff Walker, former Oracle CFO, presnted "Never-before-disclosed Oracle planning techniques" These slides were presented at the Alight/IE Group FP&A High Tech Summit in Palo Alto June 15, 2011. Jeff discussed key planning and reporting practices that supported Oracle’s rapid growth as it more than doubled annually from $20M to $1.2B while he was CFO.
More than 70% of companies use Excel® as their principal interface for budgets
and forecasting. Many of these companies are in “Excel Hell”, a continuing
state of inefficiency and disruption related to using Excel for collaborative
planning. The spreadsheet symptoms of Excel Hell are broken formulas, consolidations
that choke, and wrong numbers. The organizational symptoms are
inefficiency, frustration and decisions based on bad information.
BPM (business performance management) systems are gaining traction in
Fortune 1000 companies. BPM integrates actuals, plan and business intelligence
information from multiple users and data sources, helping C level executives
better understand operations and anticipate problems and opportunities.
Such systems, however, do very little for business units at lower levels
whose requirements for planning, reporting and analysis are typically at different
levels and have modeling requirements that the BPM system cannot accommodate.
Planning at the business unit level is most commonly done in Excel with cost
center inputs gathered using workbook templates that are difficult to format
and consolidate. While business units can’t escape from “Excel Hell” using a
corporate BPM system, they can streamline planning and analysis processes
with Alight Planning, a multi-user software package with built in driverbased
planning architectures and automated analytics.
Agile Planning for Healthcare ProvidersBen Lamorte
Anticipating change and developing an effective organizational strategy to adapt is perhaps the greatest challenge healthcare executives face. With the multitude of factors affecting business operations, payment, and market dynamics in the post-reform era, traditional budget methods are no longer sufficient.
This white paper defines the three core requirements you need to look for if you want to move to a rolling forecast software: Scenario Analysis, Driver-Based Planning, and Integrated Actuals.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
StarCompliance is a leading firm specializing in the recovery of stolen cryptocurrency. Our comprehensive services are designed to assist individuals and organizations in navigating the complex process of fraud reporting, investigation, and fund recovery. We combine cutting-edge technology with expert legal support to provide a robust solution for victims of crypto theft.
Our Services Include:
Reporting to Tracking Authorities:
We immediately notify all relevant centralized exchanges (CEX), decentralized exchanges (DEX), and wallet providers about the stolen cryptocurrency. This ensures that the stolen assets are flagged as scam transactions, making it impossible for the thief to use them.
Assistance with Filing Police Reports:
We guide you through the process of filing a valid police report. Our support team provides detailed instructions on which police department to contact and helps you complete the necessary paperwork within the critical 72-hour window.
Launching the Refund Process:
Our team of experienced lawyers can initiate lawsuits on your behalf and represent you in various jurisdictions around the world. They work diligently to recover your stolen funds and ensure that justice is served.
At StarCompliance, we understand the urgency and stress involved in dealing with cryptocurrency theft. Our dedicated team works quickly and efficiently to provide you with the support and expertise needed to recover your assets. Trust us to be your partner in navigating the complexities of the crypto world and safeguarding your investments.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Opendatabay - Open Data Marketplace.pptxOpendatabay
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OKRs and driver based plans by lamorte - aug 2014 san francisco
1. Measure the Right Things
Financial Modeling and Driver Based Planning
Link operational drivers and key performance
indicators to financial forecasting
Ben Lamorte President
President, OKRs.com
SME Driver-Based Forecasting, Accenture
2. Today’s Speaker
Ben Lamorte, President OKRs.com
Business Activities
Customer Excellence, Adaptive Planning
VP at Alight Planning
Principal, Decision Consulting (Adobe, Kaiser)
Management Consultant, APM/CSC Healthcare
Publications
Co-author of driver-based planning white papers
Introduction to Driver-Based Forecasting (Accenture eLearning course)
Education
MS Management Science & Engineering, Stanford University
BS Mechanical Engineering, UC Davis
3. Who’s doing Driver-Based Planning?
Only 6% of companies with more than 100 employees
do driver-based planning
Just 10% say they react to change in business
conditions in a very coordinated fashion
37% say lack of coordination occurs frequently and is
an issue
Source: A Practical Look at Driver-Based Planning: Planning Benchmark Research
4. Where Are You on the Performance
Management Maturity Scale?
Level 1
Unaware
•Spreadsheets
•Financial
reporting risk
Level 2
Opportunistic
•Mixed bag of
applications
to support
different
processes
•Limited users
Level 3
Comprehensive
•Operational
participation
in planning
•Expanded
financial
analytics
Level 4
Enterprise
•Connected,
agile systems
•Enterprise
metric
analysis
Level 5
Transformative
•Data-driven
decision-making
culture
•Driven by
business
strategy
Tactical:
Use CPM to support more
efficient financial
processes
Strategic:
Use CPM to gain competitive
advantages
Source: Adaptive Roadshow, Assess CPM Maturity to Rate Your Performance Management, October 2012
5. Sneak Preview: Driver-Based Planning Maturity Scale
Level 1 – Disconnected Models/Chaos
Revenue forecast totally separated from expense plan.
No analysis of outputs of one department serving as inputs to another.
Level 2 – Signs of Intelligence
Revenue & expense model in 1 file; 1 or more expense item changes in real time with change to a revenue assumption.
Revenue forecast based on high level estimates or manual inputs of sales forecasts across lowest-level dimensions.
Level 3 – Basic Driver-Based Planning
Departments starting to jointly define shared drivers (e.g. marketing & sales agree on definition of a lead and customer).
Analyzing optimal level of detail in the revenue model rather than planning at lowest available level of sales forecast data.
Level 4 – Optimized Driver-Based Planning for Rapid Refresh
External data feeds directly into centralized planning model (e.g. from CRM, Payroll, GL).
Minimal manager input set focuses on materiality rather than precision. All material variable expenses connected to revenue.
Management can get answers to “what-if” questions in near real time.
Level 5 – Strategic, Integrated Driver-Based Planning
Transparency into how outputs of each department drive activities of other departments
Drivers and metrics clearly defined and documented across all business functions
Sensitivity Analysis (e.g. Tornado Diagrams) communicate impact of variation in key drivers
Financial statements may include allocations to enable P&Ls by product, business unit, etc.
Source: Adaptive Planning Blog: Why Integrated, Driver-Based Financial planning is Key to your Business. Oct 2013
6. Exercise: What describes your driver-based
planning maturity?
Level 1 – Disconnected Models/Chaos
Revenue forecast totally separated from expense plan.
No analysis of outputs of one department serving as inputs to another.
Level 2 – Signs of Intelligence
Revenue & expense model in 1 file
Revenue forecast based on high level estimates or manual inputs of sales forecasts
Level 3 – Basic Driver-Based Planning
Departments starting to jointly define shared drivers
Analyzing optimal level of detail in the revenue model rather than planning at lowest level data available
Level 4 – Optimized Driver-Based Planning for Rapid Refresh
External data feeds directly into centralized planning model (e.g. from CRM, Payroll, GL).
Minimal manager input set focuses on materiality rather than precision.
Level 5 – Strategic, Integrated Driver-Based Planning
Transparency into how outputs of each department drive activities of other departments
Drivers and metrics clearly defined and documented across all business functions
7. Driver-Based Planning – At a Glance
Driver-Based Planning is:
A best-practice approach that focuses on operational drivers and leading
indicators such as units and rates that serve as inputs that impact financial
results in a mathematical model
5 characteristics of good driver-based plans
1. Meaningful: Financial models are easily communicated, documented
2. Material: Optimal level of detail (balancing precision with materiality)
3. Vertical: managers can connect their work to corporate goals
4. Horizontal: plans connect across departments, not just corporate rollup
5. Progress: ability to make and measure progress frequently
Source: Preview from Accenture eLearning course FPM238: Introduction to Driver-Based Forecasting
8. Driver-Based Planning: 5 best practices
Process Best Practice Other Practice
1: Communicate &
document
Predictive Logic Diagram Models in spreadsheets
2: Sensitivity
Analysis
Proactive ranking impact
of key drivers
Answer questions as they
arise
3: Defining Level
of Detail
Materiality: Start at
highest level, fill in details
later
Precision: Start with lowest
level (e.g. pipeline or chart
of accounts) and build off this
data
4: Integrating
Driver Models
Drivers from each business
activity feed one another
Driver models rollup to
corporate, but are in silos
5: Strategic,
metrics-driven
culture
Objectives & Key Results
(OKRs) in centralized and
shared metrics library
Brainstorming a list of KPIs
and Drivers with managers
9. 1: Communicating & Documenting with a
Predictive Logic Diagram
Software
Licenses
Sold
Conversion
rate
# Services
Customers
Predictive logic diagram
for a software/services
business
It’s about Activities &
Rates
Hours Per
Customer
Billable
Services
Hours
Bill Rate Billable
Services
Revenues
Source: Is it Really Worth it to Replace Spreadsheets with a Planning Application.
An Insider’s Guide by Ben Lamorte, Alight Planning
10. 1: Communicating & Documenting with a
Predictive Logic Diagram, cont
Software
Licenses
Sold
Conversion
rate
# Services
Customers
Services
Staffing
Hours
Services Expenses
Salaries
PR taxes/ benefits
Supplies
Travel
Recruitment
Training
Etc.
Predictive logic diagram
for a software/services
business
It’s about Activities &
Rates
Hours Per
Customer
Billable
Services
Hours
Staff
Utilization
Rate
Bill Rate Billable
Services
Revenues
Hours Per
Month
Services
Staffing
Heads
Services
Profitability
Source: Is it Really Worth it to Replace Spreadsheets with a Planning Application.
An Insider’s Guide from Ben Lamorte’s SlideeShare
11. 2: Sensitivity analysis
Finds most important issues (drivers) that matter in a decision
Tornado Diagram: 1-way sensitivity analysis: examines deviation from base case by modifying
one variable at a time
Case study:
You are in charge of the long-term planning forecast at a large business school. Depending on
who you ask, the main profit driver is reported to be:
Average tuition rate per student
#students enrolled
#faculty on staff
Average faculty salaries
Questions you are asked to answer definitively:
1) Which is the most critical driver that impacts profits?
2) How accurate do you expect your forecast to be? In other words, don’t give me a point
estimate, give me a range on expected profit.
12. 2: Tornado Diagram
Shows #students is most impactful driver, #faculty is least.
Caveat: quick way to display impact of 1 variable at a time only
13. 3. Defining Level of Detail
Enable Managers to plan the way they think, at a level of detail that is
meaningful to them not dollar amounts in the chart of accounts that are
meaningful to finance department
This is the way managers think – help them plan like this
Key Responsibilities Business Goals
• Measuring performance
• Controlling costs
• Analyzing business trends
• Tracking initiatives
Operational
Effectiveness
Planning, Analysis, and Reporting Solutions Drive Financial Performance Management, January 2013
Not this!
Source: Adaptive Planning Roadshow 2013
14. Example: Driver-based model w/too much detail!
Precision of 1000+ static inputs may work for budgeting;
forecasting should be higher level
• Version 1: 10k line items
• Version 2: 3k line items
• Version 3: 1k?
Lessons learned over and over:
• Start plans at high level to reveal which details are missing
• Easier to add detail than to remove tons of data from a model!
Source: Is it Really Worth it to Replace Spreadsheets with a Planning Application.
An Insider’s Guide by Ben Lamorte, Alight Planning
15. 4: Integrating Driver Models
Sales
Pipeline
Forecasts
Corporate
Financial
Plan
Manu-facturing
Production
Plans
Logistics
Inbound &
Outbound
Shipments
HR
Marketing
Workforce
Planning
Lead
Generation
Source: Adaptive Planning Blog: Why Integrated, Driver-Based Financial planning is Key to your Business. Oct 2013
16. 2: Strategic, metrics-driven culture
In the absence of a clearly articulated and up-to-date
strategy or set of objectives, a KPI team must spend
significant time interviewing departmental executives
and corporate executives to understand the mission and
direction of their group before they can commence with
the actual work of defining KPIs.”
– Wayne Eckerson
17. 5: Strategic, metrics-driven culture
1. *Mission: 1-2 sentences describing team’s purpose
2. *Objectives: Names 2-5 core components of
mission to achieve in a defined timeframe
3. *Key Results: Identify 1-4 measurable results to
demonstrate achieving each objective by set date
4. Metrics: numbers with a defined unit to help
Strategic
BUT
Not Measurable
Strategic measure and communicate progress.
AND
Measurable
Source: Never Before-Disclosed Oracle Planning Techniques by Jeff Walker, former CFO of Oracle who
deployed a “Mission Objective Key Results” system to help grow Oracle from $20M to $1B by more than
doubling revenue year after year in the 1980s.
18. My OKRs for remainder of session
Objective:
Provide as much value for free as possible to improve
planning and performance management
Key Results:
1. Everyone can name 3 driver-based planning best practices
2. 5+ sign up for FREE private, 1:1 OKRs drafting session
*Source: Inspired by John Doerr Presentation to Google, 1999
19. OKRs What, Who and Why
What
OKRS = Objectives and Key Results
Best practice performance management methodology
Who
1980s: Intel and Oracle
1990s: Google begins using OKRs w/just 40 employees
2000s: 100s of companies including Twitter, LinkedIn, Sears…
21. OKRs Example: Marketing Team
O: Achieve lead targets provided by sales team
KR: Deliver 100 leads in Q1, 200/Q2, 250/Q3, 300/Q4
O: Deliver quality leads cost effectively
KR: Identify best and worst marketing event by analyzing ROI of
at least 5 conferences
KR: Achieve an overall cost per lead below $65 in Q1
KR: 30% of leads convert to opportunity within 6 weeks of
creation
Notice how the “KPIs/Drivers” emerge organically as we define OKRs
23. 5: Strategic, metrics-driven culture, Summary
In each cost center
Identify metrics (volumes & ratios) to predict costs & revenues
# invoices
# applications products sold
# sales staff
Average price per sale
Measure Metrics
Plan to drive metrics in desired direction
Plan objectives around influencing the metrics
Use metrics in forecasting where possible
Note: forecast drivers can emerge organically with your team as you define
OKRs and create predictive logic diagrams to connect drivers to financial
forecasts
Source: Never Before-Disclosed Oracle Planning Techniques by Jeff Walker
24. Summary
Driver-Based Planning: 5 best practices
Process Best Practice Other Practice
1: Communicate &
document
Predictive Logic Diagram Models in spreadsheets
2: Sensitivity
Analysis
Proactive ranking impact
of key drivers
Answer questions as they
arise
3: Defining Level
of Detail
Materiality: Start at
highest level, fill in details
later
Precision: Start with lowest
level (e.g. pipeline or chart
of accounts) and build off this
data
4: Integrating
Driver Models
Drivers from each business
activity feed one another
Driver models rollup to
corporate, but are in silos
5: Strategic,
metrics-driven
culture
Objectives & Key Results
(OKRs) in centralized and
shared metrics library
Brainstorming a list of KPIs
and Drivers with managers
25. Feedback
Scoring performance
Objective:
Provide as much value for free as possible to improve
performance management
Key Results:
1. Everyone can name 3 driver-based planning best practices
(Score 1 if 100%; .7 if 75%, .5 if 50%, 0 otherwise)
2. 5+ sign up for FREE private, 1:1 OKRs drafting session
(Score 1 if 5+ completed, .7 if 4, .5 if 3, 0 otherwise)
*Source: Inspired by John Doerr Presentation to Google, 1999
27. Thank You and Learn More!
Videos
• Google Ventures Startup Lab workshop on Google’s use of OKRs since 1990s for Performance Management
• Executioner’s Tale: 20 minute video by Christina Wodtke
• Small Wins (authors of the Progress Principle)
https://www.youtube.com/watch?v=FJ0rs9ZENgM&list=PLPkq59We34mujr0IYnY_rrQBx9TThnAqa
• Simon Sinek - Biology of OKRs and measurable progress on goals
Social Media
• Join Objectives and Key Results (OKRs) LinkedIn Group
• Quora has great Q&A on OKRs
Books
• High Output Management, Andy Grove
• Performance Dashboards, Wayne Eckerson
OKRs Performance Management Software Vendors
• BetterWorks
• WorkBoard
• 7Geese