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.
1. The document proposes a framework for a Strategic Priority Council to prioritize projects, campaigns, and initiatives according to available resources and potential business value.
2. The council would create rules to allocate frontline capacity each month for different activities like change projects, operations, credit, sales and training.
3. It would provide Exco with a holistic view of all projects through tools like a master project list to facilitate transparent decision making about resource allocation.
Chapter3 Structuring A Ppp (Sector Diagnostic & Road Map)Gowri Sundaresan
The document discusses structuring public-private partnerships (PPPs) through a sector diagnostic and road map. It states that a successful PPP requires:
1) A contract defining roles and responsibilities
2) Sensible risk-sharing between public and private partners
3) Financial rewards for the private party tied to outputs
It also stresses the importance of a sector diagnostic to realistically assess constraints in areas like technical issues, legal/regulatory frameworks, institutions, and finances. This diagnostic informs a sector reform strategy and sequence of PPP activities. The diagnostic process typically takes 1-3 years and requires stakeholder consultation and a government champion.
The document discusses the process of taking a defined mobile proposition through to delivery, including documenting requirements before design and build, identifying stakeholders and their responsibilities, communicating requirements to technical teams, and matching business and user needs with technical capabilities. It focuses on ensuring the proper information is captured and shared between teams to deliver the mobile proposition.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
This document discusses IT strategy and transformation. It outlines benefits such as better governance, aligning business and IT strategies, cost management, and unleashing value from technology investments. The approach involves 10 steps to develop a multi-stage transformation roadmap. These steps include understanding the strategic context, building constituent maps, assessing capabilities, and defining a portfolio of prioritized opportunities. The methodology is based on constituent business modeling to support strategic decision making independently of processes or organizational boundaries.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
1. The document proposes a framework for a Strategic Priority Council to prioritize projects, campaigns, and initiatives according to available resources and potential business value.
2. The council would create rules to allocate frontline capacity each month for different activities like change projects, operations, credit, sales and training.
3. It would provide Exco with a holistic view of all projects through tools like a master project list to facilitate transparent decision making about resource allocation.
Chapter3 Structuring A Ppp (Sector Diagnostic & Road Map)Gowri Sundaresan
The document discusses structuring public-private partnerships (PPPs) through a sector diagnostic and road map. It states that a successful PPP requires:
1) A contract defining roles and responsibilities
2) Sensible risk-sharing between public and private partners
3) Financial rewards for the private party tied to outputs
It also stresses the importance of a sector diagnostic to realistically assess constraints in areas like technical issues, legal/regulatory frameworks, institutions, and finances. This diagnostic informs a sector reform strategy and sequence of PPP activities. The diagnostic process typically takes 1-3 years and requires stakeholder consultation and a government champion.
The document discusses the process of taking a defined mobile proposition through to delivery, including documenting requirements before design and build, identifying stakeholders and their responsibilities, communicating requirements to technical teams, and matching business and user needs with technical capabilities. It focuses on ensuring the proper information is captured and shared between teams to deliver the mobile proposition.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
This document discusses IT strategy and transformation. It outlines benefits such as better governance, aligning business and IT strategies, cost management, and unleashing value from technology investments. The approach involves 10 steps to develop a multi-stage transformation roadmap. These steps include understanding the strategic context, building constituent maps, assessing capabilities, and defining a portfolio of prioritized opportunities. The methodology is based on constituent business modeling to support strategic decision making independently of processes or organizational boundaries.
The presentation discusses the Launch Services Program's (LSP) approach to delivering launch services solutions as mission managers. LSP exists to deliver launch services to spacecraft customers and views its work from a solution delivery perspective to continually improve. LSP manages commercially developed launch vehicles for NASA and other government agencies, with goals of maximizing mission success through strategic planning, management, and leadership. The roles and responsibilities of LSP and its flight projects office and mission managers are outlined to effectively integrate missions from early development through launch.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
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.
PRINCIPIO energy consulting is an independent energy consulting company established in 2009 that provides services throughout the development process of energy projects. It offers strategic consultancy, project development, outsourced management, and impartial advice to investors, producers, suppliers and consumers of energy. The company aims to become a large consultancy by offering strategic advice to help clients improve their business and technical operations. It has expertise in European and MENA energy markets and provides high-quality commercial, economic, strategic and policy advice in the changing energy sector.
Commissioning for impact, think PRUB!,
Wednesday 2 May 2018
London
presented by Phil Driver, OpenStrategies Ltd
The link to the write up page and resources of this event:
https://www.apm.org.uk/news/commissioning-for-impact-think-prub/
Presentation by Julia Reinaud, the Policy and Programs Director of the Institute for Industrial Productivity, given during the Sharing Energy Efficiency Policy Experience for Key Energy-Consuming Enterprises Workshop in Beijing, February 20, 2012
More information about the workshop: http://www.iipnetwork.org/our-recent-activities#workshopbj
To facilitate best practice sharing for the implementation of the Top 10,000 Enterprise Program, the Institute for Industrial Productivity co-organized a workshop in collaboration with the China Energy Conservation Association, the China Sustainable Energy Program (Energy Foundation) and the Energy Research Institute (ERI). The workshop convened Chinese policy-makers and international experts. International experts presented different policy approaches that have been (or are currently being) implemented in Australia and in the US, and discussed with Chinese policymakers and think tanks what and how these approaches might be helpful for China.
While the design of the Top-10,000 program has been outlined, details for its implementation will be the subject of much discussion in the coming months. Key questions include: what type of technical support for enterprises is the most appropriate? How can the government play an effective role in monitoring and verifying the results? Is there a role for market-based mechanisms?
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
Heathrow Airport is setting the foundations for benefits management in its sixth regulatory period (Q6) from 2014-2019. The document outlines Heathrow's approach to developing a portfolio management system and benefits framework to prioritize hundreds of proposed investment options and ensure the Q6 portfolio delivers its vision and strategic priorities. Key challenges include understanding and categorizing all concepts, producing a proposed portfolio, and establishing a baseline to measure success. The benefits framework links categories of benefits like passenger experience, operations and compliance to strategic goals and will be used to assess business cases and ensure benefits are realized.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
The document discusses how Abu Dhabi Sewerage Services Company (ADSSC) used process benchmarking to establish an effective balanced scorecard-based performance measurement system. ADSSC benchmarked against organizations in Canada to identify best practices for aligning metrics, goals, and initiatives. This helped ADSSC implement an integrated technology-enabled approach to performance management with transparent governance and organization-wide engagement.
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 Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
The document summarizes Exergy's core team and the services they provide related to carbon reduction and sustainability. The core team includes experts in business strategy, carbon clean technology, carbon advisory, carbon finance, and carbon branding. They offer services such as carbon footprinting, sustainability reporting, green supply chain management, CDM project facilitation, carbon trading, green development assistance, and green marketing.
Valuing organizational vision in the development of performance measurement f...Fbertrand
The document discusses two projects to develop performance measurement frameworks for science-based organizations based on their organizational visions.
For a provincial RTO aiming to be a world leader in innovation for its main client, the project used a focused and participatory approach, developing 25 indicators aligned with its strategic plan through workshops.
For a federal RTO aiming to be a top five global RTO, the project took an exploratory and comparative approach, profiling over 100 indicators used by peer RTOs and developing a benchmarking strategy through international consultations.
Key lessons highlighted how an organization's vision influences the project approach, methods and results, and implications for implementing and using the performance frameworks.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
This document discusses Esound, an innovative company focused on developing renewable energy solutions for emerging markets. Esound offers a unique set of expertise across sustainable energy practices, from project design and development to financing, engineering, construction, and operations. They provide turnkey renewable energy solutions and manage the development process for projects. Esound also offers strategic consulting services related to renewable energy project development, financing, and market strategies.
Status Indonesia Action Plan 2008 March09guest730d97
This document is a country action plan for Indonesia for the year 2008. It outlines several problems and recommended actions to address them at both the project and country level. At the project level, issues addressed include lack of commitment from some district staff, low financial management capacity, and lack of knowledge management. Recommended actions include sending letters to increase staff commitment, providing training to improve financial skills, and developing knowledge products. At the country level, issues covered include completing a project review and sharing lessons learned between projects. The action plan provides details on the recommended actions, timeline, responsible parties, expected outcomes, and performance indicators to monitor progress.
The document provides an overview of the past, present, and future of the business analysis profession. It discusses how business analysis has evolved from a loosely defined role focused primarily on software requirements to a professional discipline. It outlines the Business Analysis Body of Knowledge (BABOK) which defines the tasks, skills, and techniques of business analysis. The document also notes that while business analysis is increasingly recognized as important, capabilities still need improvement, and discusses how the role of business analysts is expanding and specializing in response to growing business complexity and new technologies.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Mega Project Management In The Oil & Gas IndustryStephen_Forster
The document discusses challenges with managing mega-projects in the oil and gas industry. It describes a mega-project as having many participants that must coordinate complex activities. The top 5 challenges with mega-projects are identified as document control, performance reporting, change management, risk management, and system turnover. Best practices for resolving the challenges include using integrated software for scheduling, document management, risk analysis, and performance reporting to improve collaboration and project outcomes. The presentation concludes with a case study on a mega-project by Motiva and lessons learned on implementing best practices.
The document summarizes the value-at-stake estimates and priorities for the partnership between Prudential and SCB across 5 Asian markets. Specifically for Hong Kong:
- It remains the most significant market, forecast to contribute 52% of total premiums by 2006, though with slower growth of 11% annually
- Growth will come from expanding mobile channels and new life and pension products
- Penetration of Prudential products is forecast to increase from 15% to 22% of SCB's customer base in Hong Kong by 2006
Scott Dowden has over 15 years of experience in IT, particularly focused on messaging solutions like Microsoft Exchange and Symantec Enterprise Vault. He has held several leadership roles at Symantec, managing teams that support key customers. Some of his strengths include building and developing teams, strategic problem solving, and leading cultural transformations. He has a track record of growing business and maintaining high customer satisfaction and retention rates.
This document provides an overview and objectives for a course on mastering AutoLISP in 80 minutes. The course aims to lay a foundation of the basics of Visual LISP and prepare students to write their own Visual LISP routines. It will teach some quick basics of Visual LISP and how to create new AutoCAD commands using AutoLISP. The instructor will cover key concepts like lists, functions, arguments, and the DEFUN command for creating new AutoCAD commands in Visual LISP.
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.
PRINCIPIO energy consulting is an independent energy consulting company established in 2009 that provides services throughout the development process of energy projects. It offers strategic consultancy, project development, outsourced management, and impartial advice to investors, producers, suppliers and consumers of energy. The company aims to become a large consultancy by offering strategic advice to help clients improve their business and technical operations. It has expertise in European and MENA energy markets and provides high-quality commercial, economic, strategic and policy advice in the changing energy sector.
Commissioning for impact, think PRUB!,
Wednesday 2 May 2018
London
presented by Phil Driver, OpenStrategies Ltd
The link to the write up page and resources of this event:
https://www.apm.org.uk/news/commissioning-for-impact-think-prub/
Presentation by Julia Reinaud, the Policy and Programs Director of the Institute for Industrial Productivity, given during the Sharing Energy Efficiency Policy Experience for Key Energy-Consuming Enterprises Workshop in Beijing, February 20, 2012
More information about the workshop: http://www.iipnetwork.org/our-recent-activities#workshopbj
To facilitate best practice sharing for the implementation of the Top 10,000 Enterprise Program, the Institute for Industrial Productivity co-organized a workshop in collaboration with the China Energy Conservation Association, the China Sustainable Energy Program (Energy Foundation) and the Energy Research Institute (ERI). The workshop convened Chinese policy-makers and international experts. International experts presented different policy approaches that have been (or are currently being) implemented in Australia and in the US, and discussed with Chinese policymakers and think tanks what and how these approaches might be helpful for China.
While the design of the Top-10,000 program has been outlined, details for its implementation will be the subject of much discussion in the coming months. Key questions include: what type of technical support for enterprises is the most appropriate? How can the government play an effective role in monitoring and verifying the results? Is there a role for market-based mechanisms?
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
Heathrow Airport is setting the foundations for benefits management in its sixth regulatory period (Q6) from 2014-2019. The document outlines Heathrow's approach to developing a portfolio management system and benefits framework to prioritize hundreds of proposed investment options and ensure the Q6 portfolio delivers its vision and strategic priorities. Key challenges include understanding and categorizing all concepts, producing a proposed portfolio, and establishing a baseline to measure success. The benefits framework links categories of benefits like passenger experience, operations and compliance to strategic goals and will be used to assess business cases and ensure benefits are realized.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
The document discusses how Abu Dhabi Sewerage Services Company (ADSSC) used process benchmarking to establish an effective balanced scorecard-based performance measurement system. ADSSC benchmarked against organizations in Canada to identify best practices for aligning metrics, goals, and initiatives. This helped ADSSC implement an integrated technology-enabled approach to performance management with transparent governance and organization-wide engagement.
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 Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
The document summarizes Exergy's core team and the services they provide related to carbon reduction and sustainability. The core team includes experts in business strategy, carbon clean technology, carbon advisory, carbon finance, and carbon branding. They offer services such as carbon footprinting, sustainability reporting, green supply chain management, CDM project facilitation, carbon trading, green development assistance, and green marketing.
Valuing organizational vision in the development of performance measurement f...Fbertrand
The document discusses two projects to develop performance measurement frameworks for science-based organizations based on their organizational visions.
For a provincial RTO aiming to be a world leader in innovation for its main client, the project used a focused and participatory approach, developing 25 indicators aligned with its strategic plan through workshops.
For a federal RTO aiming to be a top five global RTO, the project took an exploratory and comparative approach, profiling over 100 indicators used by peer RTOs and developing a benchmarking strategy through international consultations.
Key lessons highlighted how an organization's vision influences the project approach, methods and results, and implications for implementing and using the performance frameworks.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
This document discusses Esound, an innovative company focused on developing renewable energy solutions for emerging markets. Esound offers a unique set of expertise across sustainable energy practices, from project design and development to financing, engineering, construction, and operations. They provide turnkey renewable energy solutions and manage the development process for projects. Esound also offers strategic consulting services related to renewable energy project development, financing, and market strategies.
Status Indonesia Action Plan 2008 March09guest730d97
This document is a country action plan for Indonesia for the year 2008. It outlines several problems and recommended actions to address them at both the project and country level. At the project level, issues addressed include lack of commitment from some district staff, low financial management capacity, and lack of knowledge management. Recommended actions include sending letters to increase staff commitment, providing training to improve financial skills, and developing knowledge products. At the country level, issues covered include completing a project review and sharing lessons learned between projects. The action plan provides details on the recommended actions, timeline, responsible parties, expected outcomes, and performance indicators to monitor progress.
The document provides an overview of the past, present, and future of the business analysis profession. It discusses how business analysis has evolved from a loosely defined role focused primarily on software requirements to a professional discipline. It outlines the Business Analysis Body of Knowledge (BABOK) which defines the tasks, skills, and techniques of business analysis. The document also notes that while business analysis is increasingly recognized as important, capabilities still need improvement, and discusses how the role of business analysts is expanding and specializing in response to growing business complexity and new technologies.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Mega Project Management In The Oil & Gas IndustryStephen_Forster
The document discusses challenges with managing mega-projects in the oil and gas industry. It describes a mega-project as having many participants that must coordinate complex activities. The top 5 challenges with mega-projects are identified as document control, performance reporting, change management, risk management, and system turnover. Best practices for resolving the challenges include using integrated software for scheduling, document management, risk analysis, and performance reporting to improve collaboration and project outcomes. The presentation concludes with a case study on a mega-project by Motiva and lessons learned on implementing best practices.
The document summarizes the value-at-stake estimates and priorities for the partnership between Prudential and SCB across 5 Asian markets. Specifically for Hong Kong:
- It remains the most significant market, forecast to contribute 52% of total premiums by 2006, though with slower growth of 11% annually
- Growth will come from expanding mobile channels and new life and pension products
- Penetration of Prudential products is forecast to increase from 15% to 22% of SCB's customer base in Hong Kong by 2006
Scott Dowden has over 15 years of experience in IT, particularly focused on messaging solutions like Microsoft Exchange and Symantec Enterprise Vault. He has held several leadership roles at Symantec, managing teams that support key customers. Some of his strengths include building and developing teams, strategic problem solving, and leading cultural transformations. He has a track record of growing business and maintaining high customer satisfaction and retention rates.
This document provides an overview and objectives for a course on mastering AutoLISP in 80 minutes. The course aims to lay a foundation of the basics of Visual LISP and prepare students to write their own Visual LISP routines. It will teach some quick basics of Visual LISP and how to create new AutoCAD commands using AutoLISP. The instructor will cover key concepts like lists, functions, arguments, and the DEFUN command for creating new AutoCAD commands in Visual LISP.
Top and best hospital in uppal,best cardiac center in uppal,best pulmonology hospital in uppal,best dentistry hospital in uppal,best cosmetic dentistry hospital in uppal,best pediatrics hospital in uppal
Image processing involves the alteration and analysis of pictorial information. There are two main methods: optical processing using lenses and electronic processing. Electronic processing can be analog, controlling brightness and contrast, or digital, where images are composed of pixels that can be processed by a computer. Image processing has applications in fields like robotics, medicine, graphics, and satellite imaging. It allows for tasks like image restoration, compression, and segmentation.
The document discusses how the Internet has evolved into a self-organizing system through principles of decentralization, experimentation, and self-governance. It proposes that architectures for habitats and communities can also embrace these principles to create "living labs" and "knowledge societies" where users continuously share and create knowledge through open participation and innovation.
Linkedin Tips Presentation to Grand Valley HRPA PNGroupJohn Rose
Covering 6 Sections of the profile to pay attention to, and be consistent in. Using advanced search even with few connections and small network. Sample of search to find LinkedIn member name when comes up as "LinkedIn member"
Langkah-langkah membuat email Gmail meliputi mencari Gmail di mesin pencari, membuka akun baru, mengisi biodata, menyetujui syarat dan ketentuan, menerima kode verifikasi lewat SMS, memasukkan kode tersebut, lanjut ke email, dan siap menggunakan akun email baru.
This document contains a series of math problems related to polynomials, including finding zeros, writing polynomials in standard form, graphing functions, and modeling data with polynomials. The problems cover topics like finding the vertex, axis of symmetry, and x-intercepts of quadratic functions; adding, multiplying, and dividing polynomials; and using polynomials to model real-world data with linear and quadratic regression.
This document presents derivations of several integrals involving the error function that are contained in the table of Gradshteyn and Ryzhik. It begins by introducing the error function and some of its basic properties. It then derives recurrences and explicit formulas for integrals of the form Fn(v) = ∫v0 tn e−t2 dt. Using these results and elementary changes of variables, it evaluates several entries in the Gradshteyn and Ryzhik table. It also presents a series representation for the error function and evaluates Laplace's classical integral involving the error function.
La pintura y escultura románica se enfocaban en enseñar y decorar, mientras que la escultura románica se centraba en las portadas de las iglesias con elementos como el tímpano, dintel, arquivoltas y jambas. La pintura y escultura gótica evolucionaron para incluir nuevas técnicas como la pintura al óleo y esculturas como las gárgolas.
How does your media product represent particular sociallucymcdonnell5
The document analyzes how the media product represents various social groups:
- Gender: It shows that the female character is more important than the two male characters through the scenes focused on the sister.
- Class and status: The clothes worn by the characters indicate they are of high status, with expensive, clean clothes that emphasize professionalism.
- Age: It draws a comparison between the man as a child and now as an adult, showing how responsibilities change with age.
- Regional identity: The locations of London and New York represent different stereotypes, with both being wealthy tourist areas of business and high social class.
As principais informações do documento são sobre Las Ramblas, a Sagrada Família e o Casal Maravilha. O texto também menciona artistas, mexicanos e algo suspeito.
This document provides an overview of IBM LTO tape storage products for midmarket customers. It discusses the benefits of LTO tape storage in general, including cost effectiveness, energy efficiency, portability, high storage capacity, longevity, and suitability for data availability, retention, security and compliance. It then highlights several advantages that IBM LTO products provide over other solutions, such as high reliability, capacity of up to 1.6TB compressed per cartridge, and data transfer rates up to 120MB/second. The document emphasizes IBM's leadership in storage innovation and the compatibility of IBM LTO products as businesses grow.
The document summarizes Fabio Cancare's thesis defense about modeling methodologies for dynamic reconfigurable systems. The thesis proposes a model-based design flow to implement large designs onto FPGAs with limited resources. It outlines high-level modeling and low-level implementation phases. A case study implements vision system functionality on an FPGA more efficiently using dynamic reconfiguration compared to a static system.
1. The document outlines a 5-step process for change management and sustainability consulting projects that includes defining the scope, collecting and assessing data, setting strategy and plans, implementing and adjusting initiatives, and monitoring and reporting on progress.
2. A wide range of tools are presented for each project phase, including sustainability tools like life-cycle analysis and energy analysis, as well as change management tools like communications planning, open space technology, and lean six sigma.
3. Employees are identified as a major leverage point for driving organizational changes related to sustainability through their ability to reduce impacts, alter production, and increase efficiency.
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
This document provides a case study of a large scale business transformation program undertaken by a top 10 global business organization to standardize processes, implement a single ERP system, and integrate operations across various business units. The program involved transforming business processes, implementing SAP, integrating operations, and deploying shared services. Project management methodology was effectively applied to execute the program through establishing governance, planning deployment, developing solutions using IBM Ascendant methodology, managing stakeholders, and realizing business benefits. While costs exceeded projections, the program achieved its goals and business benefits through effective program management.
This document discusses three fundamentals of best practice R&D management: strategy, governance, and performance. It provides inputs and outputs for each fundamental. The document then discusses evaluating an organization's R&D management needs through an audit that establishes context, compares existing practices to best practices, and quantifies performance to provide recommendations. Audits of other organizations found performance benchmark ranges and strategic focus, governance, and performance percentages.
Akshay Sharma has over 6 years of experience as a Pricing Analyst. He currently works at GAIL (India) Limited, where he prepares financial models to calculate natural gas transmission tariffs and conducts commercial and legal risk assessments. Previously, he had an internship at PwC where he developed an engagement profitability tool. He holds an MBA from the Indian Institute of Foreign Trade and a B.Tech from IIT Kharagpur.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
This document provides an overview of key concepts in project management including the meaning of a project, project report formulation, feasibility study, and Planning Commission guidelines for project reports in India. Some key points:
- A project is a temporary endeavor undertaken to create a unique product or service. It has defined start and end dates, funding limits, and goals.
- A project report outlines the project scope, implementation plan, costs, risks, and expected outcomes. It helps obtain approval and guide execution.
- The Planning Commission of India provides guidelines for topics to address in a project report like alternatives analysis, environmental and social impacts, marketing, costs, and economic and financial analyses.
- Identification of business opportunities and
Identification of all areas contributing to problems and determining scope of projects are challenges for many organizations. A method to improve the outcomes can help reduce risk - find out how!
Standards International Ltd ISO 22222 OverviewMichelle Hoskin
This document outlines an agenda for a workshop on ISO 22222 training and gap analysis. The agenda covers an introduction to ISO 22222 standards, how to document a practice management system, creating an implementation plan, and conducting a self-assessment gap analysis. It also discusses how ISO 22222 aims to increase professional standards in financial planning by codifying best practices and assessing adviser competence through methods like file checks and case studies. The workshop will help participants understand how ISO 22222 can improve clarity and transparency for clients around scope of advice services.
This document summarizes a webinar about COSO's proposed revisions to its Internal Control - Integrated Framework and the implications for information technology. The webinar featured presentations from Ken Vander Wal of ISACA, David Landsittel of COSO, and Cara Beston of PricewaterhouseCoopers. They discussed COSO's project to update the framework to reflect changes in the business environment and technology. The proposed updates include codifying principles, expanding the financial reporting objective, and increasing the focus on operations and compliance. Technology is now embedded in business and affects all aspects of internal control. The updated framework considers how technology impacts risks and controls across the five components. Attendees were encouraged to review and
This document provides an overview of a webinar on project portfolio management. It introduces the presenter and lists objectives of exploring how project portfolio management can help organizations align projects to strategic goals and achieve business benefits. It also discusses various aspects of project portfolio management such as defining the project portfolio scope, establishing selection criteria for projects, and managing a project portfolio through its lifecycle.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
The document provides information on the Project Management Professional (PMP)® certification examination, including the exam content outline. It details the three domains that make up the exam - People (42% of exam), Process (50% of exam), and Business Environment (8% of exam). For each domain, it lists the tasks and provides examples of the types of work associated with each task to help demonstrate what the task encompasses. The exam will include questions related to all the tasks across the three domains.
Debalina Datta has over 10 years of experience as a Technical Delivery Manager, BI Analyst, and Business Analyst. She has worked on projects for clients like British Telecom, Peabody, Toyota Financial Services, and Johnson & Johnson. Her roles have included requirements gathering, system analysis, testing, and project management. She has specialized skills in Oracle BI, PL/SQL, and Agile methodologies.
PPM - Balance your project portfolio to reach the strategic targetsmarcusantonsson
The document discusses tools and methods for achieving a balanced project portfolio to meet strategic targets. It introduces Condesign and Planisware, which provide project portfolio management (PPM) solutions. PPM allows organizations to select the right projects by building portfolios based on strategic goals and constraints. The presentation covers setting a portfolio framework by defining targets from company strategy, categorizing projects, and analyzing the current portfolio against opportunities.
PPM - Balance your project portfolio to reach the strategic targetsMalin Hedmark
A case based presentation on how to connect com-pany strategy to portfolio targets, and how to utilize these in project portfolio management. The presenta-tion will discuss the different challenges with achiev-ing a balanced portfolio, and go through the key areas that must be addressed to have an optimized and balanced portfolio.
Naresh Kashiramaka has over 17 years of experience in audit, risk management, compliance, and finance roles. He has worked with companies in various industries including pharmaceutical, healthcare, telecom, manufacturing, and shipping & logistics. Currently he is the General Manager of Internal Audit at Forbes & Company Limited, reporting to the Audit Committee and MD, where he established the regulatory compliance framework.
The document discusses the IAASB's Auditor Reporting Roundtable held in New York on September 10, 2012. It provides an overview of the roundtable agenda which included sessions on auditor commentary, going concern and other information reporting, and increasing transparency and clarification in audit reports. The document outlines the IAASB's proposals to improve and enhance auditor reporting, including adding new sections on auditor commentary, going concern assessments, and other information. It seeks feedback from roundtable participants on these proposed changes to determine how to increase the relevance and usefulness of audit reports for users while balancing other considerations.
Nagendra Babu is a SAP FICO Consultant with over 4 years of experience implementing and supporting SAP Finance & Controlling modules. He has experience leading an implementation project for Prism Cement Ltd and providing ongoing support for projects with Hitachi High Technologies and Sony. His skills include configuration of FI/CO, CO-PA, CO-PC, migration to SAP S/4HANA, and he has worked on projects across various industries like manufacturing and services.
Similar to Sb 85 Alberta's Competitive Review Presentation (20)
Alaska Natural Resource Month's theme this year is "Dream BIG" and asks Alaskans to learn about the state's natural resources, be creative, be innovative, and dream big about Alaska's future. The document provides information about Alaska's major natural resources which include oil and gas, mining, forestry, fisheries, and tourism. It also describes the partnership between Alaska Natural Resource Month and Junior Achievement Alaska to bring educational resources and activities to students statewide during the month of March, including Discovery Day on March 13th, the anniversary of the Prudhoe Bay oil discovery.
Alaska held a thoughtful Thursday event focused on word searches. The May 30th event provided participants with word searches to complete. The word searches given out on May 30th in Alaska aimed to provide an engaging mental activity for those involved.
Alaska Department of Natural Resources Commissioner Dan Sullivan's presentation to Commonwealth North's Energy Action Coalition "Alaska's Natural Gas Opportunities. "
The Alaska Department of Revenue forecasts that total state revenue will increase from $13.6 billion in FY 2012 to $15.3 billion in FY 2013 and $14.6 billion in FY 2014. Unrestricted General Fund revenue, which is used for budget planning, is forecast to decline from $9.5 billion in FY 2012 to $7.5 billion in FY 2013 and $7.0 billion in FY 2014 due to lower oil and gas production tax revenue. Restricted revenue, which includes the Constitutional Budget Reserve Fund and Permanent Fund earnings, is forecast to increase by over $3.7 billion between FY 2012 and FY 2013. Oil revenue continues to be the largest source of
This presentation discusses the CINGSA natural gas storage facility and gas supply in Cook Inlet, Alaska. CINGSA began injections in 2012 and will allow storage of 11 billion cubic feet of gas to meet 45% of winter demand. While drilling activity has increased, production continues to decline, potentially leading to a supply shortfall by 2015. Importing liquefied natural gas (LNG) or compressed natural gas (CNG) is being evaluated as a way to ensure adequate supply until other options such as exploration or a new pipeline are developed. A decision on imports is expected in early 2013.
This document outlines the key steps for starting an organizational excellence journey based on the Baldrige model. It discusses Ben Park's background working with Baldrige and provides an overview of the Baldrige Organizational model. The rest of the document details the initial 10 steps to begin the process, including developing a mission statement, identifying stakeholders, setting goals and strategies, evaluating processes, creating a balanced scorecard, and developing a strategic plan and communication plan. It concludes by discussing applying for Baldrige recognition.
This document summarizes a presentation given by Scott Goldsmith on Alaska's economic future and the role of a North Slope natural gas pipeline. It discusses how Alaska's economy is currently dependent on petroleum production and the potential economic benefits of a gas pipeline, including billions in additional state revenue over 30 years. It also examines alternatives to petroleum development and strategies for diversifying Alaska's economy. Charts show projections for gas production, prices, and revenues, demonstrating that a pipeline could help sustain the state budget into the future.
The document summarizes an investment competitiveness study being conducted by the Alberta Department of Energy regarding Alberta's natural gas and conventional oil sectors. The study aims to establish a common understanding of resource economics between the Department and industry stakeholders, and determine what regulatory and fiscal framework is needed to ensure the sectors remain competitive and profitable into the future. A multi-level stakeholder engagement process will be used, involving both executive-level administrators and technical analysts from government, industry and financial institutions. The goal is to facilitate constructive dialogue and maintain positive relationships between stakeholders.
Senator Thomas Wagoner is a member of several Alaska state Senate committees including Resources and Regulatory Review. The draft bill establishes a new tax credit for qualified oil and gas development expenditures incurred before sustained production begins from a new pool or lease. It sets the credit amount at 100% of expenditures and allows it to be applied against production taxes. The bill also creates a new Oil and Gas Competitiveness Review Board.
This document summarizes a report on Alaska's oil investment tax structure. It finds that Alaska's current tax structure under ACES must be made more competitive to encourage oil companies to reinvest profits in Alaska. It recommends reducing or capping the progressivity tax and continuing to encourage exploration through tax credits and incentives. The report examines how ACES affects investment and considers alternatives to make Alaska's tax policy maximize long-term production and state revenue over short-term gains.
The document summarizes the objectives and methodology of the Fraser Institute's 2010 Global Petroleum Survey. The survey gathered responses from 645 companies on 17 factors related to upstream oil and gas investment barriers across 133 jurisdictions. The responses were used to create composite indices to facilitate comparison of jurisdictions' commercial/regulatory environments and geopolitical risks. Alaska received scores indicating its factors are generally not strong deterrents to investment, though some receive mild deterrent ratings.
The document contains information about international marginal tax rates for oil production at a $100/barrel market price. It shows that the marginal tax rate in Alaska under the Alaska's Clear and Equitable Share (ACES) tax system is one of the lowest among major oil producing jurisdictions ranging from 0% to 80%.
A second chart shows Alaska Department of Natural Resources forecasts of total oil production in Alaska between 2010 and 2020 have increased since the implementation of ACES, indicating the tax system has led to higher expected production.
A third chart compares pre-ACES and post-ACES Alaska Department of Natural Resources forecasts of daily oil production from Alaska's North Slope, demonstrating significantly higher forecasts after implementation of ACES.
The study found that Cook Inlet gas currently meets nearly all the needs of Alaska utilities, but supply may fall short of demand as early as 2013 without significant new drilling. To meet demand through 2020 would require drilling 185 new wells at a cost of $1.9-2.8 billion. Immediate actions are needed like securing new gas supply agreements between utilities and producers, obtaining gas storage, and streamlining permitting to attract investment and ensure adequate long-term gas supply for Alaska consumers.
This document provides a status report on Alaska's oil and gas production tax to the state legislature. It evaluates six key elements of the production tax system since 2006: 1) Revenue generation has been higher under the current system than the previous one. 2) Industry investment has increased each year but the types of investment are unclear. 3) Exploration has increased since 2003 but dropped in 2010 while development continues in three projects and production declines. 4) Employment and new entrants have risen but dipped in 2010. 5) Tax credit use has risen annually with new credits added. 6) Tax administration has been hampered by lack of data management but first audits are complete. The report concludes that multiple tax law changes make impacts difficult to determine
Ken Thompson, Managing Director of Alaska Venture Capital Group, LLC and Brooks Range Petroleum Company, and former CEO, Chairman, and Executive Vice President for the Asia Pacific Region for ARCO presented to Commonwealth North's (CWN) board and members this morning regarding ACES oil and gas policies, and what meaningful changes need to occur to spur capital investment in Alaska.
This document discusses the history of Alaska's oil production tax system from 1977 to 2010. It describes the major tax reforms over this period including the Economic Limit Factor tax (ELF), Petroleum Profits Tax (PPT), Alaska's Clear and Equitable Share (ACES), and Cook Inlet Incentives (CIRA). It provides an overview of how the different systems taxed oil production, including whether they taxed gross or net production and included capital investment credits or progressive tax rates. The document also shows Alaska's historical oil production levels from 1965 to 2019.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
3. Vision
Alberta is a vibrant and attractive place to live, work, and invest, with
outstanding opportunities for current and future generations.
Alberta’s fiscal and regulatory structure helps enable the natural gas and
conventional oil sector to be competitive, successful, and sustainable,
delivering
d li i maximum value f Alb t
i l for Albertans.
Alberta’s resource management framework reflects trusting and lasting
relationships among all stakeholders.
l ti hi ll t k h ld
4. Building Blocks
Our building blocks for a successful project include:
Forming and maintaining strong lasting relationships with our stakeholders.
Sharing industry and financial information with each other to inform
investment competitiveness questions.
Sharing questions and advising on the key question we all have for this
study.
5. Key Question
Is Alberta competitive for investment within the natural
gas and conventional oil sector?
6. Project Overview
Project Goals
Improved working relationship between Alberta Department of Energy
Energy,
industry and the financial sector.
A common understanding of Alberta’s investment competitiveness within
the natural gas and conventional oil sectors
sectors.
Recommendations for consideration by the Minister of Energy and
Executive Council.
Integrated Processes
Stakeholder engagement
engagement.
Effective dialogue – Two-way communication.
Solid, well planned approach and timely execution.
Strong and effective project management office.
7. Project Scope
For the purposes of this investment competitiveness study, dialogue will be
limited to the economic and financial aspects of investment competitiveness,
including investors’ perceptions
investors perceptions.
While tenure and regulatory issues are being addressed in separate
processes,
processes the related economic and financial aspects will be assessed in
this study.
We recognize that there are other stakeholders however, the purpose of this
stakeholders, however
study is to gather essential information around investment levels and
competitiveness.
8. Our Expectations
The Investment Competitiveness Study Is: The Investment Competitiveness Study
Is Not:
• Looking at whether natural gas and
conventional oil investment in Alberta is Predetermining outcomes before
competitive for investment. discussion and debate.
• Future-focused
• About validating and making
recommendations on the current and
expected future state of natural gas and
conventional oil investment
competitiveness.
• A cooperative joint approach from
industry, government and the financial
sector.
9. Key Project Stakeholders
Project Management Committee
Government of Alberta
To inform, debate, validate and
participate i th i
ti i t in, the investment
t t
Oil and Gas Industry
competitiveness study, through a
combination of interviews,
Financial Sector interdisciplinary workshops and
focus groups.
Pipelines Sector
All stakeholder groups will be comprised of executives (CEO’s) who will be
interviewed, and technical/data experts who will form a large part of the
working groups and i t di i li
ki d inter-disciplinary team.
t
10. Decision-Making Process
Project Vision & Goals
Consultations Stream: Technical Analysis Stream:
• GoA, Financial Sector, Oil & Gas Industry •GoA, Oil & G Industry
G A Gas I d t
• Strategic advice to inform investment • Data collection, analysis & results
competitiveness policy for Alberta reporting
• Technical validation & expertise
Executive Interviews Technical Data Workshops
Commu
PMO
unications
Issues
Iss es Validation
Interdisciplinary team Develop Conclusions &
Recommendations on
Issues Resolution Alberta’s Natural Gas &
Interdisciplinary t
I t di i li team/ focus groups
/f Conventional Oil
Investment
Competitiveness
PMO – Review & Report
Government Consideration
11. Project Approach
Project Management Office
Phase 1 Phase 2 Phase 3 After Project
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
•Develop project •Develop model •Analyze •Develop conclusions •Develop draft final •AB Cabinet review of
approach and factors/results report (PMO) final report
•Validate model
Project timelines
Activities •Final agreement on
measurement criteria
•Identify stakeholders •Facilitate •Technical working •Facilitate •Communicate draft
Stakeholder & issues stakeholder input and groups analyze data stakeholder input and final report on study
Engagement information exchange using model and information exchange conclusions to
Activities produce results stakeholders
•Integrate stakeholder •Integrate stakeholder
contributions & contributions &
report back report back
•Project timelines •Competitiveness •Common •Conclusions from •Draft final report
evaluation model understanding of stakeholders
•Project p
j participants
p g
•Briefings
•Common b
C base of
f cause & effect
Deliverables
•PMO roles& information •Next steps
•Results
responsibilities
•Data collection
•Initial data collection •Develop key questions
Sept 04 Oct 23 Nov 06 Nov 16 Dec 17 Dec 17
Communications
13. Technical/Data Stream Update
Focus:
To ensure an accurate understanding of Alberta’s competitive p
g p position for natural
gas and conventional oil.
Investment competitiveness will be determined on the basis of discounted cash-
flow analysis and established and accepted investment criteria
criteria.
Participants include oil and gas companies, and related industry associations as
well as the Alberta Department of Energy.
Data acquisition kicked off July 20th.
27 natural gas submissions – data validation nearing completion.
11 Conventional oil submissions – data validation initiated; additional information
required.
14. Technical/Data – Measures of Competitiveness
Factors of Competitiveness that are being reviewed:
Type Well Economics:
Rate of Return (IROR)
Cost per Unit (Barrel of Oil or Mcf of Natural Gas)
Net Present Value (NPV)
( )
Degree of Fiscal Front End Loading
Expected Monetary Value (EMV)
Resource Owner Share
Profitability Ratio (PFR)
Price / Cost Ratio
Risked PFR
Payout Time (months)
Fiscal System Performance: Equity, Efficiency, Neutrality, and Robustness
Incremental Investment Impacts e.g., Company Taxable Position – full credit vs.
stand alone, (new entrants)
15. Technical/Data – Measures of Competitiveness
Resource Characteristics:
Resource in place
p
Recoverable resources
Current Conditions:
Recent & Existing production levels.
Recent & Existing activity levels: investment, producing wells, wells drilled by
year.
Existing fiscal structures: statutory tax rates, royalty rates, other production
levies.
Differences in cost structures (how much does the same well cost in different
jurisdictions).
jurisdictions)
Relative returns (ROCE, ROE, ROI).
16. Project Management Office Team Progress
Project Management Office established.
Roles, responsibilities
Roles responsibilities, project timelines validated
validated.
Key Deputy Ministers briefed on current progress.
Stakeholder engagement lists and processes completed.
List of key questions to guide the study d l d
i fk i id h d developed.
Initial meetings and focus groups with industry and government groups facilitated.
Detailed timeline developed for stakeholder engagement process and a calendar of
events for workshops, meetings etc. with key stakeholders.
17. List of Key Stakeholders
Stakeholder Category Stakeholder Group (executive and technical experts who Method(s) of Engagement
have the data)
Government of Alberta Executive Level (Premier, Cabinet, Ministers, Deputy Ministers, Interviews/ Report/ Briefing (strategic)
Special Committees)
Alberta Energy Interviews/ Focus Group/ Workshops (strategic and
technical)
Department of Finance and Enterprise Focus Group/ Workshops (strategic)
Treasury Board Focus Group/ Workshops (strategic)
Environment
E i t Focus G
F Group/ W k h
/ Workshops (strategic)
( t t i )
ERCB Focus Group/ Workshops (strategic)
Federal Government National Energy Board
gy Workshops
p
Oil and Gas Industry Associations (CAPP/ SEPAC) Focus Group/ Workshops (strategic)
Large CAPS (CEO’s) Interviews/ Workshop Rep (strategic)
Small Producers/ Juniors and Mid-Caps Focus Group/ Workshops (strategic)
Working Groups (oil and gas) Focus Group/ Workshops (strategic and technical)
18. List of Key Stakeholders
Stakeholder Category Stakeholder Group (executive and technical experts who have Method(s) of Engagement
the data)
Financial Sector Bankers: Corporate and Investment Banking Interviews/ Workshops (strategic and technical)
Investors: Public, Private and Institutional Interviews/Workshops (strategic and technical)
Pipeline Sector Trans Canada Interviews/ Workshops
Enbridge
20. Next Steps
One-on-one executive interviews to discuss competitiveness factors, key
issues, and industry success in the future.
Analysis of data by the technical data team.
Interdisciplinary team workshops and focus groups to develop and confirm
competitiveness evaluation model, review results of the modeling and
model
analysis, and develop conclusions and recommendations .