The document discusses aligning finance models to streamline business processes. It outlines that companies often have separate models for planning, forecasting, and strategic planning that are based on the same underlying data. Integrating these models has benefits but also challenges related to people and processes. The key is to start by bringing all relevant parties together to work on an integrated planning model, then build forecasting and strategic planning models on top of this unified foundation. The results include reduced modeling time, improved planning accuracy, and better alignment of goals and metrics across an organization.
Using Mobility to Expand Planning and Performance Management Best PracticesSAP Analytics
http://spr.ly/Finance_PM - Explore how finance organizations can use mobile solutions to help expand planning and performance management best practices in order to transform business (Beyond Budgeting, 2013).
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Using Mobility to Expand Planning and Performance Management Best PracticesSAP Analytics
http://spr.ly/Finance_PM - Explore how finance organizations can use mobile solutions to help expand planning and performance management best practices in order to transform business (Beyond Budgeting, 2013).
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Project management and its strategic importanceabhianvbansal
Project management is important because it ensures what is being delivered, is right, and will deliver real value against the business opportunity. Every client has strategic goals and the projects that we do for them advance those goals. ... But a project manager will ensure that the project is part of that realignment. This ppt is for project management and if you find this ppt useful please do like share comment. Thankyou
Lost in Translation: The Missing Link in Strategy ExecutionInsight Experience
Abstract: Too often, leaders craft smart strategies and then are disappointed by their results. The problem lies not within the strategy itself, but how it is interpreted and operationalized. Learn how to develop leaders, at every level in your organization, to use their cognitive and interpersonal skills to translate strategies into clear direction and aligned action.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This slideset outlines a package of materials developed by NHS England to support commissioners to develop strong, robust and ambitious five year plans to secure the continuity of sustainable high quality care for all.
Learn the basics of creating a social media marketing plan in this Washington State University (WSU) lecture from Brett Atwood.
Learn more at www.crowdcircles.com.
Paul V Greene - What kind of Business Planning need something to doPaul van Greene
Paul V Greene Business planning Operational plans are often described as single use plans or ongoing plans. Single use plans are created for events and activities with a single occurrence.
Why business modelling is different to just forecasting or financial projectionsFinidhyn
This is an explanatory pack explaining how business modelling is different to the commonly held beliefs that it is either a financial forecast or a commercial forecast.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Strategic plans are prepared at different levels using different approaches, but the ones mentioned below are 5 important elements of a good strategic plan.
A Scalable And Profitable Model- Nbfc Business PlanEnterslice
The business plan is crucial since it lays out the company's strategy. It aids in the achievement of the company's short- and long-term objectives. It expresses the company's vision, mission, and financial objectives clearly. It also aids in prioritising actions that require regular review by the company's senior management. An executive summary, vision, mission, business structure, promoter background, market size, growth aspect, product & service, sales & marketing, and other items are included in an NBFC business plan.
Project management and its strategic importanceabhianvbansal
Project management is important because it ensures what is being delivered, is right, and will deliver real value against the business opportunity. Every client has strategic goals and the projects that we do for them advance those goals. ... But a project manager will ensure that the project is part of that realignment. This ppt is for project management and if you find this ppt useful please do like share comment. Thankyou
Lost in Translation: The Missing Link in Strategy ExecutionInsight Experience
Abstract: Too often, leaders craft smart strategies and then are disappointed by their results. The problem lies not within the strategy itself, but how it is interpreted and operationalized. Learn how to develop leaders, at every level in your organization, to use their cognitive and interpersonal skills to translate strategies into clear direction and aligned action.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This slideset outlines a package of materials developed by NHS England to support commissioners to develop strong, robust and ambitious five year plans to secure the continuity of sustainable high quality care for all.
Learn the basics of creating a social media marketing plan in this Washington State University (WSU) lecture from Brett Atwood.
Learn more at www.crowdcircles.com.
Paul V Greene - What kind of Business Planning need something to doPaul van Greene
Paul V Greene Business planning Operational plans are often described as single use plans or ongoing plans. Single use plans are created for events and activities with a single occurrence.
Why business modelling is different to just forecasting or financial projectionsFinidhyn
This is an explanatory pack explaining how business modelling is different to the commonly held beliefs that it is either a financial forecast or a commercial forecast.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Strategic plans are prepared at different levels using different approaches, but the ones mentioned below are 5 important elements of a good strategic plan.
A Scalable And Profitable Model- Nbfc Business PlanEnterslice
The business plan is crucial since it lays out the company's strategy. It aids in the achievement of the company's short- and long-term objectives. It expresses the company's vision, mission, and financial objectives clearly. It also aids in prioritising actions that require regular review by the company's senior management. An executive summary, vision, mission, business structure, promoter background, market size, growth aspect, product & service, sales & marketing, and other items are included in an NBFC business plan.
Strategy MapsOnce change leaders have framed their vision and st.docxsusanschei
Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a visual representation of the end state and the action paths that will get them there. The tool was developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen from Figure 10.3, financial outcomes are driven by customer results. These customer results come from the performance of internal systems and processes, which in turn rest on the organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with financial goals and objectives and then setting out the objectives, initiatives, and paths needed to generate those outcomes. The financial perspective drives the goals and objectives.
· If the vision for change is achieved, how will it look from the perspective of the financial results achieved?
· To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?
· To accomplish these customer outcomes and/or contributions directly to the financial outcomes through efficiencies, what changes must be tackled from an internal business process perspective?
· Finally, to attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed with the internal processes and customers?
Figure 10.3 Generic Strategy
Source: From H. M. Armitage and C. Scholey, “Using Strategy Maps to Drive Performance,” CMA Management, Vol. 80, #9, 2007, pg. 24.
The learning and growth perspective embodies people, information, and organizational capital (e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-for-profit organizations, many recommend placing the customer perspective at the top of the model (some have relabeled it as the stakeholder perspective), since this is the reason for the organization’s existence. Some place the financial perspective parallel with the customer or stakeholder perspective, while others place it below learning and growth or elsewhere. Others have added levels or changed labels on the strategy map. However, the goal remains the same: develop a coherent picture that aligns your change strategy with the organization’s purpose so it generates the desired outcomes. It is all about translating the change vision into action, communicating with key constituents, integrating and aligning the specific action plans, implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objective.
Great insight on what constitutes and effective business plan. Learn how to develop a strategic business plan that is guaranteed to get the attention of potential investors, business partners and other stakeholders.
The series of presentations contains the information about "Management Information System" subject of SEIT for University of Pune.
Subject Teacher: Tushar B Kute (Sandip Institute of Technology and Research Centre, Nashik)
http://www.tusharkute.com
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
part 2Chapter21.pdf632016 Strayer University Bookshelf.docxdanhaley45372
part 2/Chapter21.pdf
6/3/2016 Strayer University Bookshelf: Successful Business Plan: Secrets & Strategies
https://strayer.vitalsource.com/#/books/9781933895475/cfi/6/78!/4/2/4/[email protected]:0 1/10
PRINTED BY: [email protected] Printing is for personal, private use only. No part of this book may be
reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.
CHAPTER 21
Internal Planning for Existing Businesses &
Corporations
If You Have an Existing Business
The Purpose of Internal Planning
The Evaluational Plan
The GoalSetting Plan
The ProblemSolving Plan
Large Corporations
BottomUp/TopDown
Ratio Analysis
Liquidity Ratios
Profitability Ratios
Debt Ratios
Activity Ratios
Key Customers
Touching Base with Your Plan
Chapter Summary
6/3/2016 Strayer University Bookshelf: Successful Business Plan: Secrets & Strategies
https://strayer.vitalsource.com/#/books/9781933895475/cfi/6/78!/4/2/4/[email protected]:0 2/10
Planning isn’t just what you do to go into business; it’s what you have to do to
stay in business.
If You Have an Existing Business
While the entire business planning process described in this book is aimed at both new and existing businesses, companies
already in operation have the ability, and need, to examine key marketing, operating, and financial activities more closely. This
indepth analysis particularly benefits those companies undertaking the business planning process for internal planning
purposes rather than as a method of securing outside funding.
Ongoing internal planning is a must for any business; it enables you to stay competitive. A thorough planning process forces
you to look closely at the dynamics of the current market situation rather than rely on old assumptions. Regular, ongoing
planning enables a company to more quickly adapt to new market forces and incorporate new technological advances.
“Business plans are critical. You can see the original business plan for Honest Tea on our website
[www.honesttea.com/mission/about/businessplan].”
Seth Goldman
Cofounder, Honest Tea
Internal planning provides you with the opportunity to examine ways to keep costs down and increase your profitability. In
the constant press of daytoday business, taking time out to think about what you do and in which direction your company is
headed gives you more control over your company’s future and better information on which to base crucial business decisions.
The Purpose of Internal Planning
When undertaking your internal planning process, you must first assess the goals and purpose of the process for your company.
Generally, internal planning can take one of three forms:
■ Evaluating. To provide information on company performance.
■ Goal Setting. To establish annual or periodic objectives.
■ Problem Solving. To address a particular issue or concern.
These types of plans differ only in their objectives and scope; the process in each case is relative.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Bellwether - A Blytheco Magazine | Fine Tuning Your BusinessBlytheco
Bellwether, a Blytheco magazine, offers a wide range of stories, interviews, how-tos and information for business leaders. This quarterly publication keeps you up to date on business trends, work-life issues, and the latest tips for making your business and your life better.
You’ve created a powerful and focused strategic plan. Your business is undergoing significant transformation. Now comes the hard part. Implementation. You know what you have to achieve, but how can you make sure everyone is aligned and focused on execution.
My Single Point keeps you on top of the situation with real-time monitoring and full visibility of all activities to achieve the strategic objectives. What-if simulation modeling enables you to understand different options, simulating the implications of change across the organization and budgets, giving you tools for fast decision-making. My Single Point even provides automated alerts that require immediate attention.
Contact us for a demo:
IT-as-a-Service Consulting S.P.R.L
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MGT 6302, Project Management Strategy and Tactics 1 .docxpauline234567
MGT 6302, Project Management Strategy and Tactics 1
:
1. Examine the relationship between project management and accomplishing organizational
strategic objectives.
1.1 Establish the difference between a project and a task.
1.2 Explain how projects are used to meet organizational goals.
5. Analyze the key tasks in the various phases of project management.
5.1 Determine the five phases of project management.
5.2 Discuss the key tasks that take place within a project and those responsible for the tasks.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: “Modeling Organizational Project Management”
Unit I Project
1.2
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: “Modeling Organizational Project Management”
Unit I Project
5.1
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: “Modeling Organizational Project Management”
Unit I Project
5.2
Unit Lesson
Part 1: Chapter 1
Part 1: Chapter 3
Article: “Modeling Organizational Project Management”
Unit I Project
Required Unit Resources
Part 1: Chapter 1: Introduction
Part 1: Chapter 3: The Role of the Project Manager
In order to access the following resource, click the link below.
Müller, R., Drouin, N., & Sankaran, S. (2019). Modeling organizational project management. Project
Management Journal, 50(4), 499–513.
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire
ct=true&db=bsu&AN=137619703&site=ehost-live&scope=site
UNIT I STUDY GUIDE
Project Management and
Strategic Objectives
https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=137619703&site=ehost-live&scope=site
MGT 6302, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Introduction
Welcome to Unit I. This unit introduces project management and how project management is used to achieve
the organization’s strategic objectives and goals. Project management is not new and has been around for
hundreds of years. However, in recent years, project management has become more defined and focused on
specific principles, processes, tools, and techniques. All of these areas became known as the body of
knowledge (BOK), which is now used for project management. These traditional practices, along with new
and innovative practices, have taken project management to new levels in terms of what the BOK is able to
produce for the organization. Before tackling how project management can be used to meet the organization’s
goals, it is important to understand the difference between projects and tasks. Let’s get started.
Projects and Value Creation
Before any type of activity is started, it is essential for the organization to identify the activity as either a
project or a task. According to the Project Management Institute (PMI, 2017), a project is a temporary
endeavor und.
Lean daily work management system at the core of its operationsglobalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
Every business comes across risk threats that could impact their success negatively. With added focus on your firm’s weak areas, you can aid in increasing your profit margins and save losses resulting from wastage and inefficient management.
5 Tips for Leveraging Change in Incentive Compensation Plan ProcessSynygy
In today’s business environment the only constant is rapid change. Sales compensation plans are one of the most powerful tools an organization has to influence sales behaviors and improve sales performance. That is why it is so critical that an enterprise is agile enough to rapidly adapt to changes in the organization, market or competitive landscape.
"60% of organizations will make changes to their incentive compensation plans over the next two years."
"60% of sales representative list Incentive Compensation as the number one impact on their selling behaviors to new customers."
~ Strategic Sales Compensation Survey
The following tips, derived from a long-term study of the incentive compensation management, reflect the best cross-industry practices for profiting from the ability to manage change in the incentive compensation plan process.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
Most large organizations routinely need to balance the need for centralized control and local autonomy. Different lines of business may have unique objectives, and it’s often difficult to envision implementing standardized processes. Dispersed companies tend to slowly gravitate away from homogenous practices and this leads to fragmented policies and the use of disparate systems. In more extreme circumstances, merger and acquisition activity may attempt to quickly assimilate entirely distinct organizations. However, implementing the Comprehensive EPM methodologies and frameworks in a systematic manner will yield predictable results that include savings, improved transparency and better alignment with company strategies.
Similar to Planning and Forecasting - Aligning Finance Models to Streamline Business Processes - QueBIT (20)
QueBIT Agile Crisis Planning - A Better Way to Plan for Uncertain TimesQueBIT Consulting
The QueBIT solution, which was built on IBM Planning Analytics, enabled the client to achieve two things that were not possible before the implementation. First, the solution identified correlations between historical sales and external factors such as inflation, Consumer Price Index (CPI), Gross Domestic Product (GDP), and commodity prices. This process which was built on IBM Planning Analytics and enhanced using QueBIT’s Euclid Studio tool, validated some prior assumptions by the business, while invalidating others. Second, the solution made it possible for the client to create numerous scenarios around reopening and consumer behaviors, including calculations of the resulting impact to business performance (volume and mix by channel). The future is still dynamic, and the QueBIT solution allows the business to identify its best assumptions and the resulting financial plan based on those assumptions.
JLG Case Study: Prescriptive Analytics & CPLEX Decision Optimization and TM1 ...QueBIT Consulting
The Challenge:
At JLG, a monthly Sales, Inventory, and
Operations Plan (SIOP) is produced. The
Master Schedule determines when and
where a machine will be manufactured
based on the SIOP Plan. Adjustments to
the Master Schedule are made by day,
product, production facility, assembly line,
and forecast groups and takes
approximately 10 days to complete.
The Solution:
Through research, it was determined that
CPLEX and TM1 would be very compatible and
the necessary toolset to deliver the Master
Schedule solution at JLG.
The Benefi ts:
This resulted in an estimated $700K annual
savings, enabling us to shift
our focus to more strategic work instead
of admin work.
Webinar December 2018 - Planning Analytics Workspace (PAW) Tips & Tricks. Today’s webinar is part of an advanced webinar series offered by QueBIT. Our next webinar is scheduled for Thursday, January 10th at 2pm Eastern. Learn about the advancements in the Cognos Analytics 11.1 release. These changes will bring the power of artificial intelligence, machine learning, and advanced analytics to all Cognos Analytics users to empower, enlighten, and facilitate a new breed of boundless data explorers! Register today by accessing the Events page on our website at quebit.com/news-events.
Telling “Your Story” Using Cognos Analytics WebinarQueBIT Consulting
Agenda:
-Introduction to QueBIT
-Overview of data “stories”
-Defining key elements in an effective “story”
-Demonstration of data delivery using these elements
-A technical dive into the Cognos Analytics features used in the demonstration
The Importance of Performance Testing Theory and Practice - QueBIT Consulting...QueBIT Consulting
Why is good testing so hard to do? Not Enough Time. Not Enough Testers. Inconsistent or Incomplete Test Scripts. Lack of Performance Metrics. Difficult to Summarize Results
Practical Implementation Tips For Implementing a Financial Planning - QueBIT ...QueBIT Consulting
We’re driven to help organizations improve their agility to make intelligent decisions that create value.
This is why we’re committed to excellence in analytics strategy, implementation, and training.
We’re driven to help organizations improve their agility to make intelligent decisions that create value. Astute decision makers learn from the past to manage the present, predict the future— and take prescriptive actions. Therefore, we’re resolute in our commitment to excellence in analytics strategy and implementation.
"Price optimization avoids loss; loss of a customer because you priced too high, or loss of margin because you priced too low. You are likely losing customers and margin every day without price optimization" -Gary Quirke, CEO
QueBIT Planning is a cloud-based financial planning and analytics solution that will enable customers to use all the benefits of TM1 without the cost or overhead of owning an on-premise custom application.
Webinar Agenda:
-Brief QueBIT Introductions
-What is Price Optimization?
-QueBIT’s Approach to Price Optimization
-Achilles Demonstration
-Key Benefits
While predictive analytics is based on sophisticated mathematics, Achilles gives deep insights into how these models work. These models consume all available data (not just price) to ensure that pricing recommendations are realistic and take into account the dynamic market place.
QueBIT Planning is a cloud-based financial planning and analytics solution that will enable customers to use all the benefits of TM1 without the cost or overhead of owning an on-premise custom application.
JLG Case Study - Prescriptive Analytics & CPLEX Decision Optimization and TM1...QueBIT Consulting
The Challenge:
At JLG, a monthly Sales, Inventory, and Operations Plan (SIOP) is produced. The Master Schedule determines when and
where a machine will be manufactured based on the SIOP Plan. Adjustments to the Master Schedule are made by day,
product, production facility, assembly line, and forecast groups and takes approximately 10 days to complete.
The Solution:
Through research, it was determined that CPLEX and TM1 would be very compatible and the necessary toolset to deliver the Master Schedule solution at JLG.
Introduction to TM1 TurboIntegrator Debugger Webinar - Quebit ConsultingQueBIT Consulting
Today’s webinar is part of a monthly advanced webinar series offered by QueBIT. Register for future webinars by accessing the events page on our website at quebit.com/news-events
AGENDA:
What is the TurboIntegrator Debugger?
Main Features/Main Window Walkthrough
How will the TI debugger help me?
Limitations
Installation and Configuration
QueBIT aims to make it easy to help you find the right information. Our mission is to empower you with the training you need, so that you can apply analytic techniques with confidence. We want you to succeed and see the power in the data that is at your fingertips, so that you can make better informed decisions. QueBIT is a full-service operation, offering flexible training sessions to meet your busy schedules. Our training is presented by certified, expert, technical trainers.
Cognos Analytics/Business Intelligence Training Catalog - Self Paced, Instruc...QueBIT Consulting
QueBIT aims to make it easy to help you find the right information. Our mission is to empower you with the training you need, so that you can apply analytic techniques with confidence. We want you to succeed and see the power in the data that is at your fingertips, so that you can make better informed decisions. QueBIT is a full-service operation, offering flexible training sessions to meet your busy schedules.
Auditable Financial System for Government Contracting at Accenture Federal Se...QueBIT Consulting
AGENDA:
Introductions and Company Overview
Government Contracting Industry Overview
AFS TM1 Model Overview
Business and Architectural Challenges
Solution Approach
Outcome and Results Achieved
Enhancements since Re-Architecture
Future Plans/Developments
Closing Statement
Q&A Session
Leveraging IBM Cognos TM1 for Merchandise Planning at Tractor Supply Company ...QueBIT Consulting
AGENDA:
Introductions and Company Overviews
TSC Merchandise Planning Solution Overview
Prior State
Solution and Implementation
Tips & Tricks for TM1 Perspectives Templates
Q&A
AGENDA:
Introductions and Company Overviews
JLG Master Scheduling Solution Overview
Problem Overview
What is CPLEX?
CPLEX & TM1 Integration
Solution and Implementation
Q&A
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Planning and Forecasting - Aligning Finance Models to Streamline Business Processes - QueBIT
1. Introduction
For over 15 years, QueBIT has provided software
and consulting services with a focus on Performance
Management and Business Analytics.
Many of the companies we work with are burdened
by the errors and complexity of managing separate
finance models for each of their business processes,
even though the models are based on the same sets
of data. We help them align their models to create
flexible, forward-looking tools that serve the business
effectively throughout the year.
We created this white paper to help your organization
do the same. In it, you’ll discover:
Though it can seem daunting, building an integrated
model viewpointup being less work for your
organization because it removes the duplication
of effort and the communication issues that come
from working in different models, and creates a
flexible, real-time tool your organization can rely on
throughout the year.
Finance Model Definitions:
Planning, Forecasting, and Strategy
The key to streamlining financial models begins with
the business process side of things—getting all the
right people to work together, agree on an approach,
and settle on a process for utilizing the integrated
model. This is also the hardest part.
Each department and individual has separate
goals and different ways that they interact with
the financial data. Add to that differing definitions
and understanding of the roles each plays in
the big picture, and it becomes clear that the
first step in creating a unified model lies in
developing a common language for talking about
the business, analyzing performance, and gauging
financial success.
A common language starts with common
terminology, so let’s begin by defining some key
planning and forecasting terms.
Planning
Planning refers to the company-wide process of
creating a forecast for the upcoming year. This often-
dreaded process is key to any venture’s success and
forms a cornerstone of any well-run business. Good
planning results in a common understanding of:
pg.1 www.quebit.com
WHITE PAPER
Planning and Forecasting
Aligning Finance Models to Streamline Business Processes
Trusted Experts in Analytics
• The common reasons why companies build
disparate models.
• The challenges and obstacles to integrating
them.
• Why it’s critical to streamline your models.
• How to achieve integrated, streamlined models
in your organization.
• The results you can expect to see from the
integration.
Forecasting
Forecasting refers to the business process
associated with ongoing updates (often monthly)
to the forward-looking numbers. Forecast updates
enable the following:
• Business goals for the coming year. For instance,
adding three new regions or acquiring a
downstream distributor.
• Budgets that allow you to accomplish these
goals. For instance, funds to hire 20 new
salespeople.
• Budget constraints that ensure managers
understand the limits of their resources.
• Metrics on which to base compensation and
performance review.
• Gauging how to meet the plan for the year.
• Making adjustments based on changing
conditions over time.
2. www.quebit.com
Strategic Planning
Strategic planning refers to long-term goals for the
organization set at a high level, usually among the
executive team, and the roadmap for accomplishing
ongoing growth within the company.
Common Obstacles to Unifying
Financial Models
Because each of the three primary business
processes landscape of responsibilities and roles,
most organizations create at least three separate
finance models to serve these processes.
The argument in favor of maintaining these separate
models usually includes the point that each of the
three tasks—planning, forecasting, and strategic
planning—are performed at a different level of detail,
requiring different types of models. Plans are the
most highly detailed, forecasts generally function
at a mid-level, and strategic plans are created at a
higher level still.
Getting all three departments to work together, agree
on an approach, and create a mutually beneficial
model takes time and effort that most companies feel
they can’t afford to invest. On the surface, creating
multiple models seems the simplest way to address
the problem. Unfortunately, in practice, multiple
models create significant issues.
Cumbersome Modeling Practices
Most organizations delegate modeling responsibilities
to separate people, often in entirely different groups
and departments. Usually, these various people
create their models separately from each other in
order to serve the needs of their users, with little to no
coordination with the other parties creating models
in other departments. Likewise, maintenance falls to
these same individuals.
This approach prevents collaboration, creates
bifurcated views of the organization’s future, and
makes integration impossible. In order to create
a unified view of the company with simplified,
coordinated financial models, it’s necessary to have
everyone operating together. Which brings us to the
second obstacle: people problems.
People Problems
The single most challenging issue companies face
in gaining a unified view of their organization has to
do with the humans who operate the models. Even
intelligent, skilled, well-meaning individuals won’t
always see eye-to-eye on important matters, and
when they are accustomed to thinking first of their
own department and its needs, it can be difficult to get
them to want to work together with other departments.
Unfortunately, there’s no shortcut to overcoming this
barrier, and no organization can afford to ignore it
either. Addressing the issue head-on will yield benefits
far beyond the efficiencies of a unified view. The key
is good leadership by someone who believes in the
process, is committed to driving it, and knows how to
bring people together. Aligning the people clears the
path to streamlining processes.
The Solution: It’s All the Same Data!
When done properly, an integrated financial model
culminates in a full view of the company. Projected
financial statements (Income Statement, Balance
Sheet, and Cash Flow) and actuals will be integrated
directly. This allows managing to the plan, as well as
insight into historical trending necessary to generate
accurate projections.
pg.2
Trusted Experts in Analytics
Ideally, an organization should work from a detailed
planning model that seamlessly updates the forecast
while also feeding the long-range plan, but of course
it is easier said than done. The primary obstacles to
achieving a unified model can be broken into two
categories: cumbersome modeling practices, and
people problems.
• Frequent rekeying of data, which is both
inefficient and creates significant exposure to the
risk of human error.
• Significant time spent tying out models to each
other for consistency.
• Siloed views of the company, creating cross-
organizational communication barriers.
• No single source of truth for the financial state of
the organization.
3. Achieving this begins with getting all of the relevant
parties into discussion with each other. Here’s what it
will look like.
Start with the Planning Model
The planning model will be the most detailed
model, and the one that most companies spend
the most time on. Start here and involve all parties
to avoid fragmented views of the company. When
the model is complete, you’ll have a full view of the
organization that can serve as a stepping-stone
for the forecasting models.
Your planning model will likely contain:
Build the Strategic Planning Model
The ultimate goal of unifying the financial models
is to give everyone more time for analysis, and less
time keying data and arguing over how to define
“sales growth” and whether the organization is
meeting its performance metrics. With the planning
and forecasting models aligned and sourcing from
the same data, it’s time to do the same for the models
used most often by the strategic planning team.
Here’s how:
• Detailed sales forecasts by product and region.
• Headcount and salary forecasts by person
and department.
• Capital expenditure forecasts by project and
asset type.
• Operating expense forecast by line item.
Develop the Forecasting Model
By whatever name it is called in your organization,
effective forecasting must be an ongoing, continuous
business process. By building the forecasting on
top of the planning model, you avoid the problem of
fragmented data that is too cumbersome to work with.
The resulting single model will serve both planning
and forecasting, which is critical to running the
business on a day-to-day basis.
• To accomplish this without having everyone
immersed 24/7 in the process, follow these steps:
• Integrate the planning model with your ERP
system so that you have actuals at your disposal
for trending and variance analysis.
• Make a “forecast” scenario available at all times
for your Finance team and field personnel to
update. Because it’s tied to the current view,
updating exceptions and changes to the existing
model doesn’t require ticking or tying back to the
plan, and is therefore a quick activity that can be
maintained continuously.
• Build in the capability for ad hoc analysis of the
data in the system, to allow managers to perform
analysis on their own data without going back to
source systems, so they can gain the insight they
need to run the business.
Maintain the Momentum
Often, organizations spend at least three months
(25% of the year!) developing their financial models
and plan. Frequently, the process represents a
significant disruption for field personnel such as
department managers and sales people.
Once the plan is built, it’s likely to be set aside and
barely looked at for the rest of the year. By the
time the next year’s planning period rolls around,
it’s necessary to begin again from scratch. With a
well-integrated financial model, the outcome will be
much different.
With unified financial modeling, the organization
creates an environment in which business users
work with the model frequently, not only to create
plans and forecasts, but also to analyze their
performance over time. A model that is utilized year-
round for forecasting as well as ad-hoc analysis
and reporting provides a healthy ecosystem for the
entire, year-round planning process.
What to Expect from Your
Unified Financial Models
Though it requires a significant up-front commitment
and investment of time, a unified planning, forecasting,
and strategic planning model gives the company
1. Feed summary data from the planning and
forecasting models into a rate-driven “mini-
model” for long-term planning purposes.
2. Drive the longer-term strategic plan off of a
handful of KPIs such as inventory turn and
growth rates.
3. Build in the capability for analysis of the data
against top-level KPIs.
pg.3
www.quebit.com
Trusted Experts in Analytics