Capital markets day presentation 24th jan 2012colebrooke1
The document summarizes Bowleven's capital markets day presentation from January 2012. It discusses Bowleven's assets in Cameroon including 5 blocks covering over 4,600 km2, with over 200 million barrels of oil equivalent in contingent resources. It outlines their vision to build an exploration and production company in Africa through organic growth and acquisitions. It also provides an overview of their drilling history and discoveries in Cameroon, and discusses their plans to sign gas sales agreements and submit an exploitation application for the Etinde permit in 2012 to progress development.
Karnataka, India : Análisis de los proyectos PPP (marzo 2009)DBTGrupoIndia
The document summarizes the work undertaken by the PPP cell in Karnataka on mainstreaming PPPs at the state level from February 2008 to March 2009. It outlines the cell's efforts in areas such as PPP policy assessment and development, capacity building, guidelines development, project pipeline development, management systems, and case studies. It provides details on the growth of PPP projects identified from 39 in June 2008 to 226 by March 2009 across key infrastructure sectors such as transport, urban, energy, and industrial infrastructure.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
Swaziland Agricultural Development Programme : Recent arrangements, Achieveme...FAO
Presentation made by Nehru B. Essomba, Chief Technical Advisor (CTA) of the SADP project. It addresses current information on Swaziland, the project context of changes, recent project arrangements on the implementation process, main deliveries to date, and future challenges and way forward.
The SADP is a 5-years programme, established in 2009, with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
BRProperties reported strong financial and operational results for 1Q10. Revenues increased 52% year-over-year due to acquisitions completed in 2009 and 2010 that expanded its portfolio. Adjusted EBITDA grew 53% to R$35.5 million with an EBITDA margin of 85%. Net income increased 68% to R$11.8 million. The company also finalized acquisitions adding over 200,000 square meters of space to its portfolio. BRProperties expects inflation-linked leases and rising interest rates to have a positive impact on future results as it continues growing its high-quality commercial real estate portfolio.
The document outlines a strategic plan for a parks system over the next 10 years. It discusses reorganizing operations and staffing based on identified strategic plan initiatives. A key part of the plan is communication with staff through updates and ensuring staff is informed. It also discusses conducting a citizen survey to understand priorities and support for funding. The strategic planning team has formed work groups focused on areas like green initiatives, trails, recreation, land acquisition, and gaps in services to evaluate the system and make recommendations.
Anglo American Preliminary Financial Results for 2011Anglo American
Chief Executive Cynthia Carroll and Finance Director René Médori present Anglo American's annual results for 2011 to analysts on 17 February 2012 in London.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
Capital markets day presentation 24th jan 2012colebrooke1
The document summarizes Bowleven's capital markets day presentation from January 2012. It discusses Bowleven's assets in Cameroon including 5 blocks covering over 4,600 km2, with over 200 million barrels of oil equivalent in contingent resources. It outlines their vision to build an exploration and production company in Africa through organic growth and acquisitions. It also provides an overview of their drilling history and discoveries in Cameroon, and discusses their plans to sign gas sales agreements and submit an exploitation application for the Etinde permit in 2012 to progress development.
Karnataka, India : Análisis de los proyectos PPP (marzo 2009)DBTGrupoIndia
The document summarizes the work undertaken by the PPP cell in Karnataka on mainstreaming PPPs at the state level from February 2008 to March 2009. It outlines the cell's efforts in areas such as PPP policy assessment and development, capacity building, guidelines development, project pipeline development, management systems, and case studies. It provides details on the growth of PPP projects identified from 39 in June 2008 to 226 by March 2009 across key infrastructure sectors such as transport, urban, energy, and industrial infrastructure.
The document discusses the growth of project management as a field and the need to develop the international project management community. It notes that 20% of global GDP, or $12 trillion annually, is spent on capital projects worldwide. However, an increasing skills gap exists as the number of project-oriented jobs is expected to grow significantly in projectized industries by 2016. The document explores questions around where priority for developing project managers should lie, how industry and governments can address the supply-demand gap, and where project management organizations should focus resources to mitigate the gap.
Swaziland Agricultural Development Programme : Recent arrangements, Achieveme...FAO
Presentation made by Nehru B. Essomba, Chief Technical Advisor (CTA) of the SADP project. It addresses current information on Swaziland, the project context of changes, recent project arrangements on the implementation process, main deliveries to date, and future challenges and way forward.
The SADP is a 5-years programme, established in 2009, with funding from the European Union (EU) and FAO. It is implemented by the Government of Swaziland and FAO with a focus on improving smallholder crop and livestock production, research and extension service delivery and smallholder market-oriented agro-business development, the SADP fosters sustainable food security for rural households and contributes to increased equitable economic growth and development.
BRProperties reported strong financial and operational results for 1Q10. Revenues increased 52% year-over-year due to acquisitions completed in 2009 and 2010 that expanded its portfolio. Adjusted EBITDA grew 53% to R$35.5 million with an EBITDA margin of 85%. Net income increased 68% to R$11.8 million. The company also finalized acquisitions adding over 200,000 square meters of space to its portfolio. BRProperties expects inflation-linked leases and rising interest rates to have a positive impact on future results as it continues growing its high-quality commercial real estate portfolio.
The document outlines a strategic plan for a parks system over the next 10 years. It discusses reorganizing operations and staffing based on identified strategic plan initiatives. A key part of the plan is communication with staff through updates and ensuring staff is informed. It also discusses conducting a citizen survey to understand priorities and support for funding. The strategic planning team has formed work groups focused on areas like green initiatives, trails, recreation, land acquisition, and gaps in services to evaluate the system and make recommendations.
Anglo American Preliminary Financial Results for 2011Anglo American
Chief Executive Cynthia Carroll and Finance Director René Médori present Anglo American's annual results for 2011 to analysts on 17 February 2012 in London.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
Clean Sky put in context and perspective by Gareth Williams (AIRBUS)cleanskyju
Clean Sky presentation delivered by G Williams (AIRBUS) at the conference 'Innovation in Action' on October 5th 2011: Context, ACARE objectives and Flightpath 2050
The document discusses signs that a project is troubled and ways to assess and fix troubled projects. When a project is going poorly, communication decreases, people avoid discussing the project, and blame becomes focused on instead of solving problems. To fix a troubled project, one must determine if the issues were from a single failure, multiple aggregated failures, or a catastrophic failure. The causes could be people, process, technology, or a combination. Actions to fix the project range from minor adjustments to full salvage or abandonment of the project.
The document outlines the proposal development process at an organization. It includes multiple stages from initial research ideas through full proposal submission. Key aspects of the process include concept notes, pre-proposals, and full proposals which require increasing levels of detail. Supporting the process is a resource mobilization team that provides coordination, reviews, technical editing, and ensures alignment with strategic and donor priorities. The overall goal is to have a pragmatic yet rigorous process that adds value to fundraising efforts.
Innovation in Action Conference - Clean Sky with focus on engines, presented...cleanskyju
Clean Sky presentation delivered by Simon Weeks (Rools Royce) at the conference 'Innovation in Action' on October 5th 2011, giving the 'engine' viewpoint
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document discusses building communities of engineers to share technical expertise. It describes how NASA has established communities of practice on the NASA Engineering Network to facilitate knowledge sharing across distributed engineering disciplines. Specifically, it provides examples of communities of practice in fault management and autonomous rendezvous and docking that bring together experts from across NASA to collaborate on challenges in those fields.
17.11.2009 Presentation of General Manager for E&P Hugo Repsold Junior in Ba...Petrobras
Petrobras has had success exploring and developing pre-salt reservoirs off the coast of Brazil. They have drilled 11 exploratory wells in the Santos Basin pre-salt cluster with a 100% success rate. Recent accomplishments include the first oil from the Tupi field in May 2009 and ongoing appraisal and testing of additional discoveries like Iara and Guará. Petrobras plans to bring pre-salt production online starting in 2013 to help meet its growth targets.
The Lord Howe Island Board (the Board) has engaged Jacobs as the Owner’s Engineer (OE) for the implementation of its Hybrid Renewable Energy Project (HREP) on the Island. The projects aims are to: x Reduce diesel consumption, which will help reduce future electricity tariff increases caused by fuel cost increases. x Reduce the cost of generation which will reduce the recurrent funding requirements from the NSW government.
The Board has obtained Australian Renewable Energy Agency (ARENA) and NSW Treasury funding to cover the project capital expenditure (CAPEX). The Board considered two options for the HREP. Option 11 encompasses installing wind turbines and solar PV while Option 22 involves installing only solar PV. Both options include the installation of a battery and control system. Option 1 provides the greatest diesel reduction and is preferred as it maximises the benefits of the project.
The location proposed for the installation of the wind turbines and solar PV is on the northern half of the island, north of the airport. The site, on a cleared section of Transit Hill, is elevated with north facing slopes which provides favourable characteristics for solar and wind. The site is also in close proximity to the island’s powerhouse.
Jacobs has undertaken this Technical Feasibility Study on behalf of the Board to review the technical feasibility of the two options before proceeding to the tender phase of the project. The study examines the optimal configuration, and sizing of the WTG’s, Solar PV and Battery based on potential variations in the capital cost and generation outputs of the WTG’s and Solar PV. The study does not consider alternative sources of generation such as options for wave power, etc as these have been previously examined by the Board and discounted (Powercorp, 2011).
The document outlines the operating plan process timeline and milestones from February to July. It includes identification of priorities in February, presentations on priorities in March, planning meetings in March and April, submission of budgets in May, and operating plan presentations from June to July. Key events include a priorities walkthrough in March to identify business needs and resource requirements, and a global priorities meeting in April for alignment.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document discusses Indonesia's Public Financial Management (PFM) reforms and the implementation of its Integrated Financial Management Information System (IFMIS) called SPAN. It provides an overview of Indonesia's economy and government structure. It also outlines the World Bank's support for PFM reforms through loans and grants since 2004. The implementation of SPAN aims to integrate budget preparation, payment processing, accounting, and reporting across Indonesia's national and sub-national governments. The project utilizes various consultants and a commercial off-the-shelf (COTS) solution to design and roll out the new system over several years.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
1) The document outlines the 2012 4th quarter work plan for the Quality Assurance and Accountability Division of the Department of Education Region VII.
2) The division has 5 objectives for the quarter related to ensuring standards compliance, monitoring quality management systems, and evaluating regional performance.
3) Action steps are provided for each objective with targets, standards, expected completion dates, and budgets for implementation.
Summary of Downtown Charlotte Amalie Revitalization Projects as of September 2012.
Presented by Dept. of Public Works at DRI's Forum on Main Street and Waterfront Enhancements on October 2012
http://www.downtownrevitalizationinc.com
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
The document discusses portfolio management in product development. It explains that portfolio management seeks to maintain the optimal balance of research and development programs to support business strategy based on criteria like risk and reward. It also notes that R&D project decisions draw on finite resources and their effects need to be understood in the context of all projects to effectively allocate budgets while managing risk. Finally, it emphasizes integrating R&D strategy with implementation.
In 2011 and 2012, the Jet Propulsion Laboratory (JPL) Project Support Office (PSO) coordinated the success of 5 NASA/JPL space missions launched within 8 months, including Aquarius, JUNO, GRAIL, Mars Science Laboratory, and NuSTAR. The PSO ensured over 150 key reviews and events involving multiple international partners and launch sites were scheduled to enable attendance. It continuously updated plans and kept all stakeholders informed to resolve conflicts and enable mission success.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
The document summarizes a presentation on project finance for the Paradip-New Sambalpur-Raipur-Ranchi Pipeline (PRRPL) and the financial analysis of Indian Oil Corporation (IOCL) and its pipeline division. It includes details on the research methodology, industry and company profiles, the pipeline division, project finance assessment of PRRPL, financial analysis of IOCL and the pipeline division, contributions of the pipeline division, recommendations, and learnings.
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
Clean Sky put in context and perspective by Gareth Williams (AIRBUS)cleanskyju
Clean Sky presentation delivered by G Williams (AIRBUS) at the conference 'Innovation in Action' on October 5th 2011: Context, ACARE objectives and Flightpath 2050
The document discusses signs that a project is troubled and ways to assess and fix troubled projects. When a project is going poorly, communication decreases, people avoid discussing the project, and blame becomes focused on instead of solving problems. To fix a troubled project, one must determine if the issues were from a single failure, multiple aggregated failures, or a catastrophic failure. The causes could be people, process, technology, or a combination. Actions to fix the project range from minor adjustments to full salvage or abandonment of the project.
The document outlines the proposal development process at an organization. It includes multiple stages from initial research ideas through full proposal submission. Key aspects of the process include concept notes, pre-proposals, and full proposals which require increasing levels of detail. Supporting the process is a resource mobilization team that provides coordination, reviews, technical editing, and ensures alignment with strategic and donor priorities. The overall goal is to have a pragmatic yet rigorous process that adds value to fundraising efforts.
Innovation in Action Conference - Clean Sky with focus on engines, presented...cleanskyju
Clean Sky presentation delivered by Simon Weeks (Rools Royce) at the conference 'Innovation in Action' on October 5th 2011, giving the 'engine' viewpoint
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The document discusses building communities of engineers to share technical expertise. It describes how NASA has established communities of practice on the NASA Engineering Network to facilitate knowledge sharing across distributed engineering disciplines. Specifically, it provides examples of communities of practice in fault management and autonomous rendezvous and docking that bring together experts from across NASA to collaborate on challenges in those fields.
17.11.2009 Presentation of General Manager for E&P Hugo Repsold Junior in Ba...Petrobras
Petrobras has had success exploring and developing pre-salt reservoirs off the coast of Brazil. They have drilled 11 exploratory wells in the Santos Basin pre-salt cluster with a 100% success rate. Recent accomplishments include the first oil from the Tupi field in May 2009 and ongoing appraisal and testing of additional discoveries like Iara and Guará. Petrobras plans to bring pre-salt production online starting in 2013 to help meet its growth targets.
The Lord Howe Island Board (the Board) has engaged Jacobs as the Owner’s Engineer (OE) for the implementation of its Hybrid Renewable Energy Project (HREP) on the Island. The projects aims are to: x Reduce diesel consumption, which will help reduce future electricity tariff increases caused by fuel cost increases. x Reduce the cost of generation which will reduce the recurrent funding requirements from the NSW government.
The Board has obtained Australian Renewable Energy Agency (ARENA) and NSW Treasury funding to cover the project capital expenditure (CAPEX). The Board considered two options for the HREP. Option 11 encompasses installing wind turbines and solar PV while Option 22 involves installing only solar PV. Both options include the installation of a battery and control system. Option 1 provides the greatest diesel reduction and is preferred as it maximises the benefits of the project.
The location proposed for the installation of the wind turbines and solar PV is on the northern half of the island, north of the airport. The site, on a cleared section of Transit Hill, is elevated with north facing slopes which provides favourable characteristics for solar and wind. The site is also in close proximity to the island’s powerhouse.
Jacobs has undertaken this Technical Feasibility Study on behalf of the Board to review the technical feasibility of the two options before proceeding to the tender phase of the project. The study examines the optimal configuration, and sizing of the WTG’s, Solar PV and Battery based on potential variations in the capital cost and generation outputs of the WTG’s and Solar PV. The study does not consider alternative sources of generation such as options for wave power, etc as these have been previously examined by the Board and discounted (Powercorp, 2011).
The document outlines the operating plan process timeline and milestones from February to July. It includes identification of priorities in February, presentations on priorities in March, planning meetings in March and April, submission of budgets in May, and operating plan presentations from June to July. Key events include a priorities walkthrough in March to identify business needs and resource requirements, and a global priorities meeting in April for alignment.
The document discusses upcoming changes to NASA's independent review policies and processes. Some of the key changes include standardizing terms of reference, implementing a 1-step or 2-step review timeline, updating required lifecycle products, revising review criteria and maturity tables, and changes to review team composition and decision memos. The changes aim to improve the effectiveness and efficiency of NASA's review processes.
The document discusses Indonesia's Public Financial Management (PFM) reforms and the implementation of its Integrated Financial Management Information System (IFMIS) called SPAN. It provides an overview of Indonesia's economy and government structure. It also outlines the World Bank's support for PFM reforms through loans and grants since 2004. The implementation of SPAN aims to integrate budget preparation, payment processing, accounting, and reporting across Indonesia's national and sub-national governments. The project utilizes various consultants and a commercial off-the-shelf (COTS) solution to design and roll out the new system over several years.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The document discusses terminology and relationships related to managing project reserves, including risk posture, scope margin, and de-scoping plans. It provides a high-level flow for establishing scope margin, beginning with establishing level 1 requirements and defining descope options. The progression to Key Decision Point C is shown, including establishing baseline requirements and success criteria, and refining requirements and updating risk/reserve posture. Budget and reserve estimates are also discussed, including the progression from pre-phase A through phase B and to KDP-C, as well as different types of reserve calculations.
1) The document outlines the 2012 4th quarter work plan for the Quality Assurance and Accountability Division of the Department of Education Region VII.
2) The division has 5 objectives for the quarter related to ensuring standards compliance, monitoring quality management systems, and evaluating regional performance.
3) Action steps are provided for each objective with targets, standards, expected completion dates, and budgets for implementation.
Summary of Downtown Charlotte Amalie Revitalization Projects as of September 2012.
Presented by Dept. of Public Works at DRI's Forum on Main Street and Waterfront Enhancements on October 2012
http://www.downtownrevitalizationinc.com
Joint UNDP-UNESCAP Initiative: CapacityDevelopment of Local Governments in ...Oswar Mungkasa
Public-Private Partnerships for Service Delivery (PPPSD) Facility of the UNDP
UNESCAP Workshop on Knowledge Transfer & Capacity
Building for Water & Sanitation Services in Asia & the Pacific
17 – 19 February 2009, Bangkok, Thailand
The document discusses portfolio management in product development. It explains that portfolio management seeks to maintain the optimal balance of research and development programs to support business strategy based on criteria like risk and reward. It also notes that R&D project decisions draw on finite resources and their effects need to be understood in the context of all projects to effectively allocate budgets while managing risk. Finally, it emphasizes integrating R&D strategy with implementation.
In 2011 and 2012, the Jet Propulsion Laboratory (JPL) Project Support Office (PSO) coordinated the success of 5 NASA/JPL space missions launched within 8 months, including Aquarius, JUNO, GRAIL, Mars Science Laboratory, and NuSTAR. The PSO ensured over 150 key reviews and events involving multiple international partners and launch sites were scheduled to enable attendance. It continuously updated plans and kept all stakeholders informed to resolve conflicts and enable mission success.
The document discusses Imperial College Consultants' role in managing projects funded by the European Union's FP7 framework. ICON acts as a consortium manager, coordinating non-research activities like budgeting, reporting, dissemination, and intellectual property planning. As the manager, ICON recruits staff, organizes meetings, communicates between partners, handles finances, and sets up websites and document sharing systems. The document outlines ICON's involvement from the proposal through execution phases of FP7 projects and notes some best practices and lessons learned for effective consortium management.
The document provides an overview of the Alberta Natural Gas and Conventional Oil Investment Competitiveness Study 2009. The study aims to determine if Alberta is competitive for investment in the natural gas and conventional oil sectors. Key steps in the study include collecting data from industry, analyzing factors of competitiveness, engaging stakeholders, and developing conclusions and recommendations. The project will analyze economic and financial aspects of investment competitiveness through interviews, workshops, and focus groups with government, industry, and financial sectors.
The document summarizes a presentation on project finance for the Paradip-New Sambalpur-Raipur-Ranchi Pipeline (PRRPL) and the financial analysis of Indian Oil Corporation (IOCL) and its pipeline division. It includes details on the research methodology, industry and company profiles, the pipeline division, project finance assessment of PRRPL, financial analysis of IOCL and the pipeline division, contributions of the pipeline division, recommendations, and learnings.
The document summarizes a plan to assist with restructuring the National Development Foundation of Jamaica (NDFJ). The plan involves 5 building blocks: identifying change drivers, developing change strategists and strategic decisions, installing individual implementers and change champions, creating action vehicles for change recipients, and disseminating the strategic plan locally. It also outlines 8 key elements for formalizing change, including developing standards and metrics to monitor progress. The basis for change will be using stakeholder input to improve information and encourage incremental experimentation. Control will be exercised through motivating staff and setting limits while encouraging learning.
This document discusses cost and schedule reporting requirements for NASA projects, how NASA manages this reporting, and how to provide estimates for reporting. It notes that NASA must report to Congress and OMB on project progress and managing cost growth. NASA coordinates budget and cost reports, collects data quarterly using a uniform template, and provides consolidated data to meet external reporting needs. Congress has expressed concern about NASA's ability to manage technical problems and cost overruns on projects like Constellation.
2015 Paper for The Federal Ministry of Environment, NigeriaAmina .M.Gidado
This document provides a draft needs assessment for capacity building and consulting services for the Federal Ministry of Environment in Nigeria. It identifies four key areas of interest: renewable energy, climate change, oil spill, and an unspecified fourth area. For renewable energy, it outlines objectives and activities for capacity building through training programs at the federal and state levels. It also proposes capacity building workshops and conferences. The document concludes by stating this skeletal plan could serve as a guide for further implementation and impact assessment.
This document provides an overview of a BPO project to provide back office and middle office support for the fixed income and equity derivatives trading floors of a large European investment bank. The services include trade capture, trade confirmations, trade settlement, trade reconciliation, and MIS reporting across United States, United Kingdom, Asia Pacific, China, and other regions. The project started as a pilot in 2008 and ramped up over time, with the Shanghai facility now supporting over 120 FTEs across the trade lifecycle including requirements gathering, planning, execution, transition, and steady state operations.
- KBR is a leading global engineering and construction company with over $13 billion in backlog and operations in over 45 countries.
- The presentation discusses KBR's business units and strategic growth opportunities in each, including leveraging LNG expertise, expanding government services, and investing in new technologies.
- KBR aims to be the preferred contractor through best-in-class risk management and execution capabilities. Financial performance is improving with growing backlog and recurring business unit income.
- KBR is a leading global engineering and construction company with over $13 billion in backlog and operations in over 45 countries.
- The presentation discusses KBR's business units and strategic growth opportunities in each, including leveraging LNG expertise, expanding government services, and investing in new technologies.
- KBR aims to be the preferred contractor through best-in-class risk management and execution capabilities. The company is also focused on improving financial performance and maintaining a strong balance sheet to support growth.
Microsoft Word - mcu-group-final-report_April2008_web_version_v2Videoguy
The document summarizes the work of the MCU Review Group from 2006-2008 to develop new online booking and bridging services for multi-site video conferencing across the sector. The group delivered beyond its original scope by working with Codian/Tandberg to purchase a management platform and HD MCU. This allowed them to launch a pilot booking service accessible as an on-network service. The group recommendations include continuing the service, exploring ISDN services, and establishing a new group to plan future replacement platforms post-2009. The project was completed on time and within budget, providing a new resilient service and opportunities for personal development.
The document discusses the transformation of news production at VRT Programme Management News. It outlines their vision to bring a cross-media news and sports offering to cope with changing consumer needs. Major challenges included implementing new digital systems and reorganizing into a single newsfloor. The approach focused on transformation management, learning and change, and traditional areas like processes, organization and technology. Lessons learned included getting early line management buy-in, clearly explaining changes, user-friendly technology, monitoring progress, realistic testing, and stabilizing after go-live.
This document provides an overview of IPTV Specialized Global Company. It discusses the company's capital structure, shareholders, core competencies in IPTV solutions, and major milestones from 2008-2009 including contracts, acquisitions, and financing activities. The company aims to be a leader in IPTV product development and total solutions through capabilities like full product portfolios, system integration expertise, and patented technologies.
This document provides an overview of Camargo Corrêa Desenvolvimento Imobiliário (CCDI), a Brazilian real estate development company. CCDI operates in multiple market segments, including low-income, traditional, and luxury ("Triple A") projects. In 2010, CCDI accelerated its growth, launching 27 projects with over 8,000 units and R$1.5 billion in potential sales value. CCDI also expanded regionally, with new offices launching projects in Rio de Janeiro, Espírito Santo, Minas Gerais, and Paraná. Going forward, CCDI aims to continue growing its operations while maintaining a focus on costs, innovation, and client satisfaction.
Introduction to the draft greenhouse gas emissions(director's report) regulat...CDSB
Please note that the contents of this presentation are outdated. For the most recent news, visit www.cdsb.net.
The Climate Disclosure Standards Board(CDSB) and the Carbon Disclosure Project(CDP) have hosted a webinar for the second time, to ensure your questions on the UK mandatory GHG emissions reporting legislation are answered. For further questions, please email us at info@cdsb.net.
The 2-month plan aims to increase leadership experiences and build financial sustainability for 2013. Priorities include boosting ELD programs, clearing debt, and maximizing market capitalization. Key targets are initiating 5 companies for CSG, securing in-kind sponsorships for events like SJSD and Impact Week, and organizing a social event in January. The plan expects to generate over 500,000 INR in income through various events and programs while synergizing with departments like GCDP, Marketing, and OGIP. The promise is to leave the LC debt free while increasing ELD experiences.
The document outlines a 2 month plan for the iGCDP commission focusing on strengthening department culture, processes, and intern delivery through various events and initiatives while building the AIESEC brand and creating positive social impact, with targets for raises, matches, and realizations as well as budgets and synergies across different areas of the local committee. Key events include an HIV awareness event on World AIDS Day, an HIV expo and rally, college seminars, and a joint event with Rotary.
lo largo de estas jornadas, expertos nacionales e internacionales en el tema analizan la situación actual, tendencias futuras y principales retos que plantean los esquemas de reducción de emisiones y los mercados de carbono como herramientas en la lucha contra el calentamiento global, especialmente después de la cumbre de Copenhague. Anthony Hobley, Jefe de Cambio Climático y Finanzas de Carbono. Norton Rose LLP, participa con la ponencia "Regulación en los mercados de Carbono".
Piggyback on IFRS Demands to Enable Financial Consolidationdcd2z
Your company has decided to be an SAP shop, but you still
have many disparate systems. You’re still using an old version
of Hyperion for financial consolidation. You see IFRS demands
in your operations globally. This session will describe a strategy
to piggyback on IFRS demands to leverage SAP consolidation
tools for financial and management consolidations, while
integrating enterprise performance management and a flexible
enterprise reference architecture to add real value to your
organization.
The document provides an overview of Premier Oil's 2011 annual results presentation. It discusses key highlights from 2011 including increased production to 60,000 boepd, increased reserves and resources to 527 mmboe, and increased financial strength. The presentation outlines Premier's path to reaching 100,000 boepd of production from existing projects in its portfolio and provides operational and exploration updates.
The document discusses signs that a project is troubled and ways to assess and fix troubled projects. When a project is going poorly, communication decreases, people avoid discussing the project, and blame becomes focused on instead of solving problems. To fix a troubled project, one must determine if the issues were from a single failure, multiple aggregated failures, or a catastrophic failure. The causes could be people, process, technology, or a combination of these. Actions to fix the project range from minor adjustments to full salvage or abandonment of the project.
Similar to Satellite Applications Catapult Centre (20)
A Business Analysis of a SKYLON Based European Launch Service OperatorA. Rocketeer
The document summarizes a study conducted between 2012-2014 by an industrial consortium for the European Space Agency to explore the feasibility of using Skylon, a single stage reusable launch system, as the basis for a new European launch service operator. The study looked at both a Skylon operator business model and a Skylon manufacturer business model. It found that the only viable approach was an "airline" model where the manufacturer sells Skylons to multiple operators. Under reasonable assumptions, the manufacturer could expect around a 10% return, sufficient to attract public-private funding. The operator business also showed potential for commercial viability even at lower launch prices to match expendable systems.
Tranquility Aerospace Ltd is a privately owned engineering company based in Oxfordshire that offers automation design and manufacturing services to customers like Festo, Intelligent Energy, Ford, Bosch, Parker, Bentley, and Cosworth. The company directors have over 80 years of combined engineering experience. One of Tranquility's projects is Devon One, a single-stage, fully reusable vertical take-off and landing vehicle that can carry a 30-40kg payload to an altitude of 100km and return to its point of origin or another location. Tranquility also conducts research and testing in areas like propulsion, materials, and software.
This document describes a competition to award funding for innovative space propulsion ideas. It provides information on the prizes, submission and judging process. The top prize is £10k for exploratory ideas. Pitches must be 8 minutes and cover the challenge addressed, solution, evidence it will work, and plans for prize money. Judging criteria include relevance, innovation, benefits, and quality of presentation. Rules require submissions by UK entrants by February 20th and presentations on March 18th in London. Intellectual property remains with winners, and funding must be used for continued research.
Reaction Engines has made progress on their Skylon single-stage-to-orbit spaceplane and its SABRE engine. They completed a technology demonstration program for the SABRE engine's pre-cooler system, successfully testing a full-scale pre-cooler module that cooled air to below -100°C for over 5 minutes. Reaction Engines will now begin a £250 million program to demonstrate the engine technologies at a system level and advance the SABRE engine design to critical design review.
The document outlines the UK space sector's achievements and challenges in accelerating space-enabled economic growth. It identifies key markets such as satellite broadband, maritime surveillance, and location-based services that could drive growth. Recommendations include promoting space benefits, increasing exports, stimulating SMEs, and regulating supportively. Implementing identified actions could help triple the upstream space economy and achieve the target of £40 billion in space-enabled turnover by 2030.
This document provides an overview of an academic presentation on interstellar flight given by Kelvin F. Long, the executive director of the Institute for Interstellar Studies. The presentation discusses the history of interstellar studies and proposals, including projects by the British Interplanetary Society. It also examines the fundamental requirements and challenges of interstellar travel such as the large amounts of energy needed and long mission times. Finally, it introduces the Institute for Interstellar Studies and its mission to promote education and technologies that could enable interstellar spacecraft.
IGS Restack Workshop Presentation: Nov 2012A. Rocketeer
The document outlines a vision for the UK space sector in 2030. It discusses establishing a vision to guide growth of the sector and attract political and public support. Some key points include setting objectives to visualize a space-enabled world in 2030 and how the UK can benefit, as well as illustrating benefits of sustained UK leadership in this growing sector. It also reviews progress on recommendations from the 2010 UK Space Innovation and Growth Strategy (IGS) to support the sector.
Future of UK Space Science Missions: Oct 2012A. Rocketeer
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World Space Programs & Prospects: A European PerspectiveA. Rocketeer
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Satellite Applications Catapult Centre OverviewA. Rocketeer
The document proposes establishing a Satellite Applications Catapult Centre to drive innovation in satellite technology and applications. Satellites can provide global communications, broadcasting, positioning and observation. The centre would provide end-to-end capabilities to help ideas commercialize, link existing space companies with new players, and prototype new applications like mobile communications and environmental monitoring to generate economic growth. It recommends establishing the centre to help overcome challenges of commercializing research and industrializing innovations in satellite technologies.
Progress on the SKYLON Reusable SpaceplaneA. Rocketeer
The document provides an update on the progress of Reaction Engines' Skylon reusable spaceplane and SABRE engine programs. It discusses the development of the SABRE engine technology through ground testing, the design of the SABRE4 engine, and compatibility with vehicle requirements. It outlines plans for a flight test of the engine nacelle and estimates costs for demonstrating the engine technology and designing the SABRE4 engine as part of a proposed 30 month Phase 3 program. An independent review by the UK Space Agency and ESA found no critical issues identified for either the Skylon vehicle or SABRE engine programs.
The document discusses the NSTP Space for Growth Competition, which provides funding for collaborative research and development projects with the space sector. It offers two funding streams: Fastrack grants of £50k-£100k for 6-9 month projects, and larger Flagship grants of up to £2m for 1-2 year projects. 54 applications were received for Fastrack grants and 11 for Flagship grants. Strong SME participation was seen, with over half of project leads being SMEs. Projects covered several areas identified in the UK space innovation strategy.
The document discusses the commercial spaceflight revolution and emerging private sector efforts to develop low-cost space technologies. Key points include private companies developing suborbital spacecraft for space tourism, orbital vehicles to resupply the ISS, plans for private space stations, efforts to return to the Moon and mine its resources, and solar power satellites. Private rocket companies like SpaceX are also developing technologies to enable lower-cost access to orbit and beyond.
UKSA National Space Technology StrategyA. Rocketeer
The document presents the National Space Technology Strategy for the UK. It aims to increase the UK's share of the global space economy, which is predicted to grow to £400 billion annually within 20 years. The strategy identifies 5 technology roadmaps and sectors to focus on. It recommends establishing a cross-sector National Space Technology program jointly funded by industry and government, rising to £100 million annually by 2015/16, to develop technologies, increase competitiveness, and create jobs in the growing space sector. The strategy aims to leverage existing UK space capabilities and investments to capture a greater share of global growth opportunities in space technologies and applications.
The document outlines the UK Space Agency's access to space roadmap from 2011-2022. It details both market and technology developments for small satellite launch services, novel low thrust orbits, demonstration of new platform and payload technologies, and development of technologies like Skylon, expandable cubesats, orbit transfer units, small satellite launch boosters, and more. The roadmap outlines increasing the technology readiness levels (TRLs) of these technologies from lower to higher levels between 2011-2022.
NAUTILUS-X Future in Space Operations (FISO) Group PresentationA. Rocketeer
Nautilus-X: A presentation at the Future In Space Operations teleconference on Jan 26th 2011, given by Mark Holderman and Edward Henderson of NASA JSC.
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HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
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Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
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Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
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* Step-by-step implementation guide
* Live demos with code snippets
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Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
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Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
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Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
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- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
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Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
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Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
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In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
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The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
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• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
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Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
3. Agenda overview
• Introduction to Satellite Applications and the
Catapult centres implementation plan
• Feedback from industry workshop
• Public sector engagement
• How you can get involved
• Q&A
• Lunch
• Satellite Applications Catapult vision and scope
– ideas session
• Q&A
4. Why are we involved in Space?
• ‘The Technology Strategy Board works closely with
the UK Space Agency to enable the development,
commercialisation and exploitation of space
technologies’
• We have :
– A formal service level agreement with the UK Space
Agency
– A direct relationship with the European Space Agency and
responsibility for part of the UK Subscription to ESA
5. Our role - working with the UK Space Agency
• Delivery partner of the UK Space Agency for
telecommunications and navigation programmes
• Promoting business opportunities for the UK Space industry
across other growth sectors
• Providing Technology Demonstration opportunities
• Knowledge Transfer to drive growth
• Open Innovation to accelerate commercialisation of R & D
activity
7. Catapult vision
The Catapult centres programme represents a
long-term strategic investment to create a
transforming innovation resource, enabling the
UK to address market needs in key areas and
compete in the global markets of tomorrow –
generating growth and wealth for the UK.
8. What is a Catapult centre?
Business-focused centre that makes world-leading technical
capability available to businesses to solve their technical challenges
Provides -
• Access to world-leading technology & expertise
• Reach into the knowledge base for world-class science
• Capability to undertake collaborative R&D projects with business
• Capability to undertake contract research for business
• Strongly business focused with a professional delivery ethos
• Create a critical mass of activity
• Skills development at all levels
9. Criteria for choice of technology areas
• Potential global markets worth £ billions
• UK world-leading research capability
• UK business has ability to exploit the technology
and capture a significant share in the UK
• Centres enable UK to attract and anchor
knowledge intensive activities of globally mobile
companies
• Closely aligned with, and essential to achieve,
national strategic technology objective
10. Space is a growth area
• Global market forecast to be
worth £400 billion by 2030
• UK industry aims to capture
10% of market
• ‘applications and services
using Space data will be one
of the most important
elements for delivering
growth’
12. Stakeholder engagement summary – thank you !
• Built on the relationships established by the Space Innovation and
Growth Team and the International Space Innovation Centre (ISIC)
• Well organised and inclusive industry response
– Ukspace Trade Association + Intellect + BARSC
• Connections being made outside Space sector
– e.g. IBM, Google, BMT, Willis Re, SGI, TISICS, Reliance Precision
• Strong alignment with new public sector landscape
– Space Leadership Council
– UK Space Agency, European Space Agency, Met Office, NPL, DSTL
– Commercially focused University research activity e.g. Surrey, Reading, Nottingham etc.
• Good response to open engagement process
– Space KTN Special Interest Group on _connect (1200 members, 63 in TIC group)
– Orientation workshop (84 attendees)
– Surveys – industry (80 responses), university Business Development (12 responses)
– Conference sessions at UK Space Conf, Earth Observation Conf, Venturefest
– Specialist workshops – Propulsion, MEMS, Entrepreneurs in Space (Innovate 11)
13. Promising Space applications
• Distance learning and telemedicine
• E-commerce
• Entertainment
• Location-based consumer services
• Traffic management
• Precision farming and natural resources
management
• Urban planning
• Disaster prevention and management
• Meteorology and climate change
OECD report The Space Economy at a
Glance 2011
15. Why did Satellite Applications get selected?
• Large global market
• ‘Spillover’ to other growth markets
• Possible to create ‘critical mass’
• Ongoing R&D funding
• Right time – Catapult can accelerate growth
• Evidence of good UK wide collaboration
• Sustainability mindset
• Gross Value Add
16. A Approval
Sat AppsTimeline R Review OC Oversight Committee GB Gov Board Mtg
P D Decision Announced
Draft 2
Publish Scope Doc F Funding in place
2012 2013 2014
J F MA MJ J A S O N D J F MA MJ J A S O N D J F MA
Cell Therapy Develop
Appt Team F Set-up to be defined in delivery plan Centre Operational
Delivery Plan
Offshore A Develop Delivery Plan F Set-up to be defined in delivery plan Centre Operational
Energy
26/1 Industry w/shop Gov Board approve
6/2 Webinar consortium and
GB outline plan
Sat Apps D P Outline Consortium delivery team
develops detailed Delivery F Set-up phase Centre Operational
Plan
A Plan
Identify
CEO and Consortium management team in place
consortium
External experts
Initial R Review
Business
Case
Interim Steering Group Supervisory Board
3/2 Public sector w/shop
27/2 Open surgery Technical Advisory Group/Industry Liaison Group as required
Business Plan Conference
TSB Gov’Board &
GB OC
GB GB OC
GB OC
GB OC
GB GB OCGB GB OC GB OC GB OC
GB
Oversight
17. A Approval
Sat AppsTimeline R Review OC Oversight Committee GB Gov Board Mtg
P D Decision Announced
Draft 2
Publish Scope Doc F Funding in place
2012 2013
Catapult operational – 2014
J F M A Consortium led, NCatapult M Amanagement andN D J F M A
MJ J A S O D J F M J J A S O governance
TSB led TSB support entity led structures in place
Phase
Phase 2 Phase 3 Phase 4
1
26/1 Industry w/shop Gov Board approve
6/2 Webinar consortium and
GB outline plan
Sat Apps D P Outline Consortium delivery team
develops detailed Delivery F Set-up phase Centre Operational
Plan
A Plan
Identify
CEO and Consortium management team in place
consortium
External experts
Initial R Review
Business
Case
Interim Steering Group Supervisory Board
3/2 Public sector w/shop
27/2 Open surgery Technical Advisory Group/Industry Liaison Group as required
Business Plan Conference
18. Project delivery team – TSB led in next phase
• John Yates – Project Manager
• Michael Lawrence
• Colin Baldwin (ISIC)
• Keith Robson (Uni of Surrey)
• Richard Peckham (Ukspace)
• Supported by industry representatives:
– Matt Perkins (SSTL)
– Nick Veck (Astrium Geo Information Services)
– Mark Dumville (NSL)
– Stuart Martin (Logica)
– Paul Febvre (Inmarsat)
19. Project delivery team - Terms of Reference
• To work with the wider industrial community,
research base and public sector to develop a
proposal and an outline business plan
• Seek to gain broad support across the UK Space
community
• Establish a consortium that will run the centre as an
independent entity
20. Outline Business Plan will include:
• Expanded vision and scope – confirm added value
• Initial view of priority areas of activity
• Plans for relationships, open innovation, knowledge transfer
– Existing facilities
– Research base
– SME engagement
• Milestones and deliverables
• Sustainable Economy Framework
• Risks and mitigation
• Management and governance
• Financial plan
21. Core Funding
• Up to £10m per year
– Via a grant funding agreement between the TSB and the
company limited by guarantee that runs the centre
• The company will have detailed Articles of
Association (drafted by TSB and agreed by members)
that define the specific role of the Catapult centre
Note: grant profile and amount will not be agreed until
the detailed business plan is signed off – target Nov
2012
22. The business plan needs to build on the case
we made for a Satellite Applications Catapult
• The right time for the sector
• Business commitment
• Clearly defined scope and role
• Critical mass
• Step change in ability to commercialise research
• Impact on UK Gross Value Add
23. Collaborative R & D competitions – an ongoing
funding source
Future plans:-
Space themed C R&D
-technology
-applications
Challenge areas
e.g. Water, Maritime
Galileo Masters
SBRI (Government
customers)
Plus potential to support EU
Horizon 2020 projects SMART (for SMEs)
24. Building the Catapult’s research programme
and core competencies
• Explore priority themes from National Space
Technology Strategy
• Explore promising service and application
ideas from OECD report
• Prepare for (or follow on from) commercially
focused EU or ESA funded R&D projects
• Work on industry funded research to explore
routes to commercialisation
• Feasibility studies/demonstrations for
potential Government customers
26. New name, clearer vision
Satellite Applications Catapult:
‘generating growth across the economy
through new satellite enabled business’
Satellites have a unique global reach;
• Communications
• Broadcasting
• Positioning
• Observation
Out of scope - Space science, Space exploration, Manned space flight,
Expendable rocket launchers, Astronomy
27. The challenge – twin valleys of death
Sustained
Services &
Application
Market
Orbital &
Ground
Infrastructure
Failure to
Commercialise
Basic
Research, Failure to
Ideas Industrialise
Research
28. Driving Innovation
SatApps Catapult provides end-to-end
capability, with access available to all
Data Data
Satellite Satellite
Downlink & Exploitation
technology Operations & Application
Processing
Benefits: Risk reduction
Shorter time to market
Capability demonstrations for new customers
SME access and connections to new players
29. Technology Demonstration
- in orbit
Low cost Satellite
Operations Centre
Prototype Applications
and Services
– on the ground
30. Satellite Applications Catapult -potential core
competencies
– Mobile Sat Comms Applications Centre (Inmarsat)
– Air Traffic Management demonstration centre (Inmarsat)
– Autonomous and Intelligent Systems Facility (SciSys)
– Disaster Relief & Emergency Communications (Avanti)
– Maritime Safety Data Centre (exact Earth)
– NovaSAR applications and services (Astrium)
– SAR applications and services (Vega Space)
– Satellite Propulsion Centre of Excellence (Qinetiq)
– Centre for Climate and Environmental Monitoring from Space
(CCEMS) (for UKSA)
– Centre for Calibration of Satellite Instrumentation (STFC)
31. Satellite Applications Catapult – supporting
technology and service demonstrations
• In progress
– TechDemoSat 1
– NovaSAR
– UKube1
• Future
– European Data Relay System (user ground station)
• GMES?
– TechDemoSat 2 etc.
– UKube 2 etc.
– Hosted payloads
32. Satellite Applications Catapult – adding value
to knowledge transfer activities
• Knowledge Transfer Networks
– Space Special Interest Group
– Position Navigation & Timing group of ICT KTN
• Trade Associations
• Professional bodies
• Skills development and CPD activity
• Knowledge Transfer Partnerships
• Centre for Earth Observation Instrumentation
33. What are the challenges for an SME?
Investment, funding, finance Opportunities to showcase
Recruitment (and training) Opportunities to scale
Access to facilities Opportunities to trial
Opportunities to interface
Access to expertise, R&D
and integrate
Slide 33
34. “End-to-End Infrastructure” for an SME
Opportunity to reduce risk, reduce cost, accelerate time-to-market and generate business
Access to platforms
of opportunity
1
UK Maps,
Natural
hazards,
resources
GIS, EO
2 3
Emulation feeds
Real-time feeds
EU Weather emissions
Data centre Traffic/ Societal
Global Timetables (eg crime)
Access to tools, facilities
Access to services Access to Data
and Infrastructures
Slide 34 “To prototype and demonstrate new applications”
35. Opportunity for New Supply Chains?
Opportunity to form new supply chains, service delivery concepts and integrated solutions
Access to platforms
of opportunity
1
UK Maps,
Natural
hazards,
resources
GIS, EO
2 3
Emulation feeds
Real-time feeds
EU Weather emissions
Data centre Traffic/ Societal
Global Timetables (eg crime)
Access to tools, facilities
Access to services Access to Data
and Infrastructures
Slide 35 Satellite applications/services
36. Concerns of an SME
Slide 36 Addressing concerns = challenges for Catapult
37. Summary – a simple story
A Satellite Applications Catapult will ;
• Provide the end to end infrastructure required to link
innovative ideas from existing players and new
collaborators from outside the Space sector
• Prototype and demonstrate new applications
– e.g. Mobile communications, Maritime safety, Air Traffic
Management, Climate and Environmental Services,
Natural resource management
40. The Catapult network governance structure
Advisory oversight committee
• Senior business-led board providing strategic direction
and overseeing establishment and operation of network,
reporting to the Governing Board.
Autonomous business-led supervisory boards and
advisory groups in each centre
• High degree of autonomy, subject to core funding
agreement and objectives
Small Programme Team within Technology Strategy
Board
• Support oversight board & day to day delivery
41. Satellite Applications Catapult governance structure
Business-led Supervisory Board
Chair appointed by TSB
CEO appointed by TSB/Chair
Independent non execs - not from member organisations
TSB representative
Technical Advisory Group
experts from the research base
Industry Liaison Group
wide range of industry representatives
including ‘non space’ and SMEs
Management Board
full time executives – could be from member organisations
42. The role of the industry consortium
– members of the company limited by guarantee
• Commitment to shared vision with TSB
– Working with TSB to shape strategy
– High calibre seconded staff
– Are the members of the company limited by guarantee
• Alignment of industry and Catapult research programmes
– Must have significant UK R&D activity
– Prepared to commission work from the Catapult
• Help establish the credibility of the Catapult
– Accelerating the commercialisation of research
• Long term commitment to UK growth objectives
– Prepared to embrace an open innovation culture to help drive growth
43. What is ‘open innovation’?
“Open innovation is a paradigm that assumes that
companies can and should use external ideas as well
as internal ideas, and internal and external paths to
market, as they look to advance their technology.
The boundaries between a company and its
environment have become more permeable;
innovations can easily transfer inward and outward.
The central idea behind open innovation is that in a
world of widely distributed knowledge, companies
cannot afford to rely entirely on their own
research..”
Chesbrough, H.W. (2003). Open Innovation: The new imperative for creating
and profiting from technology. Boston: Harvard Business School Press
44. Catapult Operating Guidelines
• Prepared by TSB
• Describe the working arrangements between TSB and the centres
e.g.
• Governance
• Funding model
• Metrics
• Intellectual Property
• State Aid
• Communications and branding
• Freedom of Information
• Relationship with other public bodies
• Sustainability
• Will evolve as the network matures
45. Performance metrics – will be agreed with each centre
Potential examples:
• Increasing wealth creation arising from effective
commercialisation of new technologies and applications
fostered by the centres
• Intermediate measures:
• Value of work won competitively
• Number of new customers, projects, successful projects,
new customers/year, etc.
• Sustainability should also underpin the business model for all
centres
55. Timeline – next 3 months
• 26th January – launch call for registration of interest
• 3rd February – Public sector workshop
• 6th February – Webinar
• 27th February – Open surgery at ISIC Harwell
• 1st March – closing date for registration of interest
• Tba March – Business Plan conference
• Tba March – Review of proposal/business plan by
expert panel
• 29th March – TSB Governing Board meeting
57. Question 1
• Priority areas for the centre (to be completed by
potential users)
– By providing both in-orbit facilities and ground-based
data management capability the centre will allow UK
industry to work together to de-risk new technology and
demonstrate new services. If you are a potential user of
the centre please identify the areas with greatest
commercial potential for your organisation and indicate
the challenges you are facing in these areas.
58. Question 2
• What capability could you bring to the centre? (to
be completed by potential contributors)
– Please state what skills, facilities, experience and
expertise you could contribute to the centre. This could
include access to your own facilities or the provision of
capital equipment to the centre.
59. Question 3
• Governance of the centre
– If you would like to become involved in the governance
of the centre, e.g. through membership of an industrial
liaison group or technical advisory group please state
what role you see yourself playing, and explain why you
are well placed to undertake this role
60. Get involved – join _connect
Join the Space Special Interest Group
61. Summary
‘Space can increasingly be seen as an
important potential source of economic
growth, social wellbeing and
sustainable development’
OECD The Space Economy at a Glance 2011
Questions