- In 1993, Reemtsma decided to establish tobacco production facilities in Ukraine by founding joint ventures in Kiev and Cherkassy, which are now part of Reemtsma-Ukraine along with a trading subsidiary.
- By 1998, Reemtsma-Ukraine's old management system could no longer support the company's needs, so they decided to implement SAP R/3 to consolidate data and operations across divisions.
- The SAP implementation in two stages was successful in replacing the old system and establishing standardized processes and financial and operations management according to both Ukrainian requirements and corporate standards.
Eric Vigod has over 20 years of experience in finance, consulting, and business advisory roles across Europe, Africa, and Russia. He has worked for multinational corporations and consulting firms, holding positions such as Financial Director, Director, CFO, and Financial Controller. His experience includes financial reporting, budgeting, cost control, M&A advisory, and business restructuring.
The document discusses several factors that affect language learning, including learner characteristics, age, gender, aptitude, motivation, personality, cognitive/learning styles, hemisphere specialization, and learning strategies. It notes that understanding these learner characteristics allows teachers to help students develop positive traits and tailor their teaching approaches to better support different students. Age in particular plays a major role in decisions around how and what to teach, as children, adolescents, and adults learn differently and benefit from different teaching techniques due to variations in maturity levels.
The document discusses several factors that can affect second language learning, including intelligence, aptitude, personality, motivation, learner preferences/styles, and age of acquisition. Regarding intelligence, different types exist (e.g. linguistic, logical) and it may correlate more with rule-based learning than communicative skills. Aptitude predicts future achievement and includes abilities like sound identification and grammar rule inference. Personality's role is unclear but extroversion and risk-taking may help, while inhibition hinders pronunciation. Motivation can be intrinsic or extrinsic/instrumental, and identity/attitudes also influence learning. Learner styles include visual/auditory preferences and field independence/dependence in processing information.
Factors affecting second language acquisitionFrancisco
This document discusses factors that affect second language acquisition. It examines both individual factors like age, personality, motivation, experiences, and cognition, as well as affective factors including self-esteem, inhibition, risk-taking, anxiety, and empathy. For individual factors, it suggests that younger learners generally acquire a second language more efficiently, while motivated older learners can also be successful. Outgoing learners with more life experiences tend to progress faster than introverted learners or those without experiences. Higher motivation and cognitive ability also contribute to stronger second language acquisition. Regarding affective factors, low self-esteem, inhibition to take risks, and anxiety can negatively impact learning, while empathy and a willingness to take chances
There are several learner variables that can influence success in second language acquisition according to research:
1. Intelligence - While general intelligence helps with rule-based learning, other types of intelligence like musical and interpersonal intelligence may also support language learning.
2. Aptitude - Aptitude, including abilities in sound discrimination, rule inference, and memory, predicts success with grammar-focused instruction but may be less important for communicative language teaching.
3. Personality - Some studies link traits like extroversion to success, but relationships are unclear. Personality may only affect oral skills, not literacy.
The document discusses various psychological and physiological factors that affect learning. Some key psychological factors include readiness, interest, intelligence, motivation, attitudes, feelings, frustration, aptitude, mental health, natural ability to learn, individual differences, ability, orientation, and fear of failure. Physiological factors discussed include maturity, needs, physical health, self-concept, proper nutrition, proper sleep, and tiredness. The document emphasizes that teachers should understand these factors and how they influence learning in order to best support their students' education.
Running head SIMPLIFIED PROJECT PLAN .docxrtodd599
Running head: SIMPLIFIED PROJECT PLAN 1
SIMPLIFIED PROJECT PLAN 2
Simplified Project Plan
Name
Institution
The project to be implemented involves the development of Bank Management Software and entails the use of the waterfall model. Selecting a methodology is essential since it gives a framework of the overall process and associated project documents as well as the deliverables that will control the project development cycle from start to close. The waterfall model ensures that the development phases flow seamlessly and is subdivided into separate sequential stages where the result of the preceding phase becomes the input of the succeeding phase.
In the waterfall model, the development team moves through the stages of development. The phases include; Analysis, Requirements Specification, Design, Coding, and Implementation, Testing and integration. The sequence flow from one phase to another in a top to bottom fashion. Theoretically, all the requirements are initially specified as well as the scope of the project. The app is designed according to the requirements where it is implemented and tested devoid of any modifications. The final product is then delivered to the customer.
Development phases for the project include:
· Requirements gathering and elicitation where the system requirement objectives are met. The user requirements for the system will entail Financial / Management Accounting, Treasury and Risk Management as well as Bank Communication Management.
· The system design phase will enable proper determination of the hardware and software requirements that describes the entire system architecture.
· The Implementation phase involves the development of application modules which are tested separately to establish their functionality.
· The Integration and Testing phase will entail the integration of the individual modules into a single system which is then tested as a single system. Also, user acceptance testing is done at this phase
· System implementation phase. This phase follows the successful integration and testing phase where it is deployed.
· The maintenance phase occurs after the system is implemented to correct or add new modules to meet customer’s changing needs or scope creep.
Simplified project plan for a Bank Management Software
Task Mode
Task Name
Duration
Start
Finish
Predecessors
Auto Scheduled
Bank Management Software Development
23 days
Wed 5/2/18
Fri 6/1/18
Auto Scheduled
Application conception and initiation
2 days
Wed 5/2/18
Thu 5/3/18
Auto Scheduled
Project plan
2 days
Wed 5/2/18
Thu 5/3/18
Auto Scheduled
Requirement analysis and specification
3 days
Fri 5/4/18
Tue 5/8/18
Auto Scheduled
Develop Financial / Management Accounting requirements
1 day
Fri 5/4/18
Fri 5/4/18
3
Auto Scheduled
Supply Chain Manag.
Eric Vigod has over 20 years of professional experience in finance, consulting, and business advisory roles across Europe, Africa, and Russia. He has held positions as a financial director, controller, CFO, and director for various companies. Currently, he runs his own consulting firm providing services such as Sarbanes-Oxley implementation, disaster recovery strategies, and M&A advisory work.
Eric Vigod has over 20 years of experience in finance, consulting, and business advisory roles across Europe, Africa, and Russia. He has worked for multinational corporations and consulting firms, holding positions such as Financial Director, Director, CFO, and Financial Controller. His experience includes financial reporting, budgeting, cost control, M&A advisory, and business restructuring.
The document discusses several factors that affect language learning, including learner characteristics, age, gender, aptitude, motivation, personality, cognitive/learning styles, hemisphere specialization, and learning strategies. It notes that understanding these learner characteristics allows teachers to help students develop positive traits and tailor their teaching approaches to better support different students. Age in particular plays a major role in decisions around how and what to teach, as children, adolescents, and adults learn differently and benefit from different teaching techniques due to variations in maturity levels.
The document discusses several factors that can affect second language learning, including intelligence, aptitude, personality, motivation, learner preferences/styles, and age of acquisition. Regarding intelligence, different types exist (e.g. linguistic, logical) and it may correlate more with rule-based learning than communicative skills. Aptitude predicts future achievement and includes abilities like sound identification and grammar rule inference. Personality's role is unclear but extroversion and risk-taking may help, while inhibition hinders pronunciation. Motivation can be intrinsic or extrinsic/instrumental, and identity/attitudes also influence learning. Learner styles include visual/auditory preferences and field independence/dependence in processing information.
Factors affecting second language acquisitionFrancisco
This document discusses factors that affect second language acquisition. It examines both individual factors like age, personality, motivation, experiences, and cognition, as well as affective factors including self-esteem, inhibition, risk-taking, anxiety, and empathy. For individual factors, it suggests that younger learners generally acquire a second language more efficiently, while motivated older learners can also be successful. Outgoing learners with more life experiences tend to progress faster than introverted learners or those without experiences. Higher motivation and cognitive ability also contribute to stronger second language acquisition. Regarding affective factors, low self-esteem, inhibition to take risks, and anxiety can negatively impact learning, while empathy and a willingness to take chances
There are several learner variables that can influence success in second language acquisition according to research:
1. Intelligence - While general intelligence helps with rule-based learning, other types of intelligence like musical and interpersonal intelligence may also support language learning.
2. Aptitude - Aptitude, including abilities in sound discrimination, rule inference, and memory, predicts success with grammar-focused instruction but may be less important for communicative language teaching.
3. Personality - Some studies link traits like extroversion to success, but relationships are unclear. Personality may only affect oral skills, not literacy.
The document discusses various psychological and physiological factors that affect learning. Some key psychological factors include readiness, interest, intelligence, motivation, attitudes, feelings, frustration, aptitude, mental health, natural ability to learn, individual differences, ability, orientation, and fear of failure. Physiological factors discussed include maturity, needs, physical health, self-concept, proper nutrition, proper sleep, and tiredness. The document emphasizes that teachers should understand these factors and how they influence learning in order to best support their students' education.
Running head SIMPLIFIED PROJECT PLAN .docxrtodd599
Running head: SIMPLIFIED PROJECT PLAN 1
SIMPLIFIED PROJECT PLAN 2
Simplified Project Plan
Name
Institution
The project to be implemented involves the development of Bank Management Software and entails the use of the waterfall model. Selecting a methodology is essential since it gives a framework of the overall process and associated project documents as well as the deliverables that will control the project development cycle from start to close. The waterfall model ensures that the development phases flow seamlessly and is subdivided into separate sequential stages where the result of the preceding phase becomes the input of the succeeding phase.
In the waterfall model, the development team moves through the stages of development. The phases include; Analysis, Requirements Specification, Design, Coding, and Implementation, Testing and integration. The sequence flow from one phase to another in a top to bottom fashion. Theoretically, all the requirements are initially specified as well as the scope of the project. The app is designed according to the requirements where it is implemented and tested devoid of any modifications. The final product is then delivered to the customer.
Development phases for the project include:
· Requirements gathering and elicitation where the system requirement objectives are met. The user requirements for the system will entail Financial / Management Accounting, Treasury and Risk Management as well as Bank Communication Management.
· The system design phase will enable proper determination of the hardware and software requirements that describes the entire system architecture.
· The Implementation phase involves the development of application modules which are tested separately to establish their functionality.
· The Integration and Testing phase will entail the integration of the individual modules into a single system which is then tested as a single system. Also, user acceptance testing is done at this phase
· System implementation phase. This phase follows the successful integration and testing phase where it is deployed.
· The maintenance phase occurs after the system is implemented to correct or add new modules to meet customer’s changing needs or scope creep.
Simplified project plan for a Bank Management Software
Task Mode
Task Name
Duration
Start
Finish
Predecessors
Auto Scheduled
Bank Management Software Development
23 days
Wed 5/2/18
Fri 6/1/18
Auto Scheduled
Application conception and initiation
2 days
Wed 5/2/18
Thu 5/3/18
Auto Scheduled
Project plan
2 days
Wed 5/2/18
Thu 5/3/18
Auto Scheduled
Requirement analysis and specification
3 days
Fri 5/4/18
Tue 5/8/18
Auto Scheduled
Develop Financial / Management Accounting requirements
1 day
Fri 5/4/18
Fri 5/4/18
3
Auto Scheduled
Supply Chain Manag.
Eric Vigod has over 20 years of professional experience in finance, consulting, and business advisory roles across Europe, Africa, and Russia. He has held positions as a financial director, controller, CFO, and director for various companies. Currently, he runs his own consulting firm providing services such as Sarbanes-Oxley implementation, disaster recovery strategies, and M&A advisory work.
Patrick Verriest has over 30 years of experience in program management, change management, quality management, and business process management. He is currently the Head of Outsourcing and Vendor Management at Alpha Card. Previously, he held several director and senior project manager roles implementing ERP systems, processes, and programs at companies such as DHL, Mobistar, Banksys, SPE/Luminus, Tuc Rail, and Essent. He has extensive expertise in successfully delivering large-scale projects and programs on time and on budget.
Examples of projects of the business architectureVasily Korablev
Here are a few examples of business cases I have developed in the past advocating for new ways of doing business:
In one case, I developed a business case advocating for a shift to a more agile development methodology at a large financial services company. To build the case, I interviewed stakeholders across the organization to understand pain points with the current waterfall approach. I then researched the benefits companies saw from agile methodologies. I put together a presentation outlining the potential benefits like faster time to market, increased productivity, better ability to adapt to changing market conditions. I provided case studies and data on ROI from other companies. I also outlined a proposed roadmap and costs for transitioning part of the development team to a pilot of the
Sahar Kamal has over 8 years of experience as a senior SAP FICO consultant. She has an SAP FI certification and degrees in accounting. She has worked on numerous SAP implementations for companies in various industries, taking on roles such as business analysis, configuration, training, and support. Her experience includes full life cycle implementations from project preparation through go-live and support.
The document provides a summary of Mohammad ElAwady's experience in various roles related to pharmaceutical sales, business intelligence, IT infrastructure, and project management. Some of the key responsibilities and achievements mentioned include designing and implementing sales target and data integration systems, business intelligence solutions, sales management and analysis systems, IT infrastructure projects, and managing various healthcare IT projects in countries like Egypt, Kuwait, and Saudi Arabia.
TIM SA is a large electro-technical goods distributor in Poland that implemented a B2B e-commerce store on Magento to expand its customer base. The multi-year implementation process involved prototyping, user testing, graphic design, development and extensive integration with TIM's CRM and other systems. Key features included a customized online shopping cart and real-time integration between the store and CRM to share customer and order data. Thorough testing and performance optimization ensured the store met TIM's goals of scalability, availability and responsiveness.
Massimo Borelli was born in 1974 in Italy. He has a B.A. in electronic engineering and experience working for various banks and financial institutions. Currently, he works at UBIS as the Head of the Global Competence Center for Bank Insurance & Financial Products, where he manages resources and various banking applications. He has experience in project management, application maintenance, and resource management.
INTEGRATED MONITORING SYSTEM REDUCES INTERNAL FUEL CONSUMPTION WITH 12% FOR O...Craciun Elisei
After three months of intensive work, IT Green Light team together with our client’s team managed to create, design and implement a high performance monitoring system.
Read the case study to learn how we integrated all existing systems and information available in one single system with the purpose to monitor and control fuel consumption for all our client’s consumers.
The document summarizes a webinar on using the new OPSYS system. It lists the speakers and agenda items which will cover introducing OPSYS and its functionalities for results and monitoring, programming, contracts and procurement, and change management. It provides high-level information on OPSYS's planned releases between 2018-2021 which will integrate various existing systems and introduce new features in a phased manner.
The document summarizes the services of a company that provides ERP implementation using the 1C software. They offer business process optimization and reengineering, implementation of the 1C:ERP 2 software with an English interface, and ongoing maintenance. Key benefits of the 1C software include compliance with Russian legislation, lower costs compared to Western alternatives, and availability of local consultants.
This curriculum vitae provides details about Thamer Fawaz Hamad Al-Fawaz, including his personal details, qualifications and over 30 years of experience working in information technology roles for United Arab Shipping Company (UASC). It summarizes his roles and responsibilities in technical and management positions, with a focus on overseeing IT infrastructure, applications, and projects. Key achievements include managing the implementation of various business systems and the relocation and rebuilding of data centers to meet standards.
Graham Ferrie is an experienced IT professional and finance/accounting professional seeking new opportunities. He has over 5 years of experience in testing roles for various clients, including roles as a senior test analyst and finance test analyst. He is proficient in various systems including Oracle Financials, SAP, and Microsoft Dynamics. Ferrie also has over 18 months of experience in accounts payable and 36 months of experience in accounting and reporting roles. He holds a Bachelor of Accountancy degree from the University of Abertay in Dundee.
Dynamic Oil Pricing System Enabled Faster Market Reaction TimeITC Infotech
A completely revamped architecture developed by ITC Infotech based on latest tech platform, delivered an integrated and automated system that is intuitive, highly adaptable as well as scalable.
Disclosure Management applications can streamline manual "last mile" report assembly and review processes, reducing costs and errors. They automate tasks like spreadsheet assembly, report generation, validation checks, and XBRL tagging. This allows reporting professionals to focus on analysis rather than manual data movement. Implementing Disclosure Management can reduce costs by 30% while improving report quality, timeliness, and controls. It addresses inefficiencies in common last mile processes like manual spreadsheet population, narrative text generation, and peer benchmarking.
Phia Lombard has over 30 years of experience in accounting, project management, and cost control roles. She holds an MBA and various professional certificates. Her experience includes managing multi-billion rand infrastructure projects in South Africa and Lesotho. Specifically, she has experience developing cost control systems, managing budgets, reviewing payment certificates, and advising on project costs. Her most recent roles were as a Manager of Programme Controls at Kumba Iron Ore and a Projects Cost Control Manager at Trans Caledon Tunnel Authority.
Russell Papparotto is a principal consultant with extensive experience implementing Oracle Hyperion profitability and cost management (HPCM) solutions. He has designed and implemented over 40 HPCM models across various industries. Some of his clients include Trustmark Bank, Veritiv, SunTrust Bank, The New School, and several health insurance companies. Papparotto has over 30 years of experience in business intelligence, reporting, budgeting, and cost allocation. He is proficient in Oracle and Microsoft technologies as well as SQL and PL/SQL.
Raiffeisenbank underwent an organization transformation after merging with eBanka in 2008. As part of this transformation, Capgemini helped implement a new Siebel customer relationship management (CRM) system to consolidate client data and processes across all business segments and channels. The multi-year implementation involved over 60 Capgemini employees and thousands from Raiffeisenbank. The new CRM system went live in 2013, integrating with 30 other systems to provide a unified view of clients and improve their experience.
Dynamic Oil Pricing System Enabled Faster Market Reaction TimeITC Infotech
The existing downstream oil pricing system of an international oil and energy company was outdated and inefficient in handling fluctuating oil prices. This made it difficult for the company to keep up with competitors. ITC Infotech developed a new pricing system using the latest technology that automated pricing updates and allowed prices to be adjusted every two minutes. This enabled faster reaction times to market changes and more coordinated pricing decisions. The new system integrated multiple legacy systems and supported dynamic pricing strategies. It provided benefits like improved communication between the company and retailers and better management of pricing across its eight country operations.
Andrey Shabarov has over 15 years of experience in banking, finance, and industrial management. He is currently the Director of the Banking Club, where he organizes seminars on topics like investment banking, risk management, and leadership. Previously, he held management roles at Sberbank of Russia and Energomash, where he implemented new IT systems, optimized business processes, and developed strategic plans. He has a strong track record of managing teams, implementing projects, and driving organizational growth and efficiency.
Patrick Verriest has over 30 years of experience in program management, change management, quality management, and business process management. He is currently the Head of Outsourcing and Vendor Management at Alpha Card. Previously, he held several director and senior project manager roles implementing ERP systems, processes, and programs at companies such as DHL, Mobistar, Banksys, SPE/Luminus, Tuc Rail, and Essent. He has extensive expertise in successfully delivering large-scale projects and programs on time and on budget.
Examples of projects of the business architectureVasily Korablev
Here are a few examples of business cases I have developed in the past advocating for new ways of doing business:
In one case, I developed a business case advocating for a shift to a more agile development methodology at a large financial services company. To build the case, I interviewed stakeholders across the organization to understand pain points with the current waterfall approach. I then researched the benefits companies saw from agile methodologies. I put together a presentation outlining the potential benefits like faster time to market, increased productivity, better ability to adapt to changing market conditions. I provided case studies and data on ROI from other companies. I also outlined a proposed roadmap and costs for transitioning part of the development team to a pilot of the
Sahar Kamal has over 8 years of experience as a senior SAP FICO consultant. She has an SAP FI certification and degrees in accounting. She has worked on numerous SAP implementations for companies in various industries, taking on roles such as business analysis, configuration, training, and support. Her experience includes full life cycle implementations from project preparation through go-live and support.
The document provides a summary of Mohammad ElAwady's experience in various roles related to pharmaceutical sales, business intelligence, IT infrastructure, and project management. Some of the key responsibilities and achievements mentioned include designing and implementing sales target and data integration systems, business intelligence solutions, sales management and analysis systems, IT infrastructure projects, and managing various healthcare IT projects in countries like Egypt, Kuwait, and Saudi Arabia.
TIM SA is a large electro-technical goods distributor in Poland that implemented a B2B e-commerce store on Magento to expand its customer base. The multi-year implementation process involved prototyping, user testing, graphic design, development and extensive integration with TIM's CRM and other systems. Key features included a customized online shopping cart and real-time integration between the store and CRM to share customer and order data. Thorough testing and performance optimization ensured the store met TIM's goals of scalability, availability and responsiveness.
Massimo Borelli was born in 1974 in Italy. He has a B.A. in electronic engineering and experience working for various banks and financial institutions. Currently, he works at UBIS as the Head of the Global Competence Center for Bank Insurance & Financial Products, where he manages resources and various banking applications. He has experience in project management, application maintenance, and resource management.
INTEGRATED MONITORING SYSTEM REDUCES INTERNAL FUEL CONSUMPTION WITH 12% FOR O...Craciun Elisei
After three months of intensive work, IT Green Light team together with our client’s team managed to create, design and implement a high performance monitoring system.
Read the case study to learn how we integrated all existing systems and information available in one single system with the purpose to monitor and control fuel consumption for all our client’s consumers.
The document summarizes a webinar on using the new OPSYS system. It lists the speakers and agenda items which will cover introducing OPSYS and its functionalities for results and monitoring, programming, contracts and procurement, and change management. It provides high-level information on OPSYS's planned releases between 2018-2021 which will integrate various existing systems and introduce new features in a phased manner.
The document summarizes the services of a company that provides ERP implementation using the 1C software. They offer business process optimization and reengineering, implementation of the 1C:ERP 2 software with an English interface, and ongoing maintenance. Key benefits of the 1C software include compliance with Russian legislation, lower costs compared to Western alternatives, and availability of local consultants.
This curriculum vitae provides details about Thamer Fawaz Hamad Al-Fawaz, including his personal details, qualifications and over 30 years of experience working in information technology roles for United Arab Shipping Company (UASC). It summarizes his roles and responsibilities in technical and management positions, with a focus on overseeing IT infrastructure, applications, and projects. Key achievements include managing the implementation of various business systems and the relocation and rebuilding of data centers to meet standards.
Graham Ferrie is an experienced IT professional and finance/accounting professional seeking new opportunities. He has over 5 years of experience in testing roles for various clients, including roles as a senior test analyst and finance test analyst. He is proficient in various systems including Oracle Financials, SAP, and Microsoft Dynamics. Ferrie also has over 18 months of experience in accounts payable and 36 months of experience in accounting and reporting roles. He holds a Bachelor of Accountancy degree from the University of Abertay in Dundee.
Dynamic Oil Pricing System Enabled Faster Market Reaction TimeITC Infotech
A completely revamped architecture developed by ITC Infotech based on latest tech platform, delivered an integrated and automated system that is intuitive, highly adaptable as well as scalable.
Disclosure Management applications can streamline manual "last mile" report assembly and review processes, reducing costs and errors. They automate tasks like spreadsheet assembly, report generation, validation checks, and XBRL tagging. This allows reporting professionals to focus on analysis rather than manual data movement. Implementing Disclosure Management can reduce costs by 30% while improving report quality, timeliness, and controls. It addresses inefficiencies in common last mile processes like manual spreadsheet population, narrative text generation, and peer benchmarking.
Phia Lombard has over 30 years of experience in accounting, project management, and cost control roles. She holds an MBA and various professional certificates. Her experience includes managing multi-billion rand infrastructure projects in South Africa and Lesotho. Specifically, she has experience developing cost control systems, managing budgets, reviewing payment certificates, and advising on project costs. Her most recent roles were as a Manager of Programme Controls at Kumba Iron Ore and a Projects Cost Control Manager at Trans Caledon Tunnel Authority.
Russell Papparotto is a principal consultant with extensive experience implementing Oracle Hyperion profitability and cost management (HPCM) solutions. He has designed and implemented over 40 HPCM models across various industries. Some of his clients include Trustmark Bank, Veritiv, SunTrust Bank, The New School, and several health insurance companies. Papparotto has over 30 years of experience in business intelligence, reporting, budgeting, and cost allocation. He is proficient in Oracle and Microsoft technologies as well as SQL and PL/SQL.
Raiffeisenbank underwent an organization transformation after merging with eBanka in 2008. As part of this transformation, Capgemini helped implement a new Siebel customer relationship management (CRM) system to consolidate client data and processes across all business segments and channels. The multi-year implementation involved over 60 Capgemini employees and thousands from Raiffeisenbank. The new CRM system went live in 2013, integrating with 30 other systems to provide a unified view of clients and improve their experience.
Dynamic Oil Pricing System Enabled Faster Market Reaction TimeITC Infotech
The existing downstream oil pricing system of an international oil and energy company was outdated and inefficient in handling fluctuating oil prices. This made it difficult for the company to keep up with competitors. ITC Infotech developed a new pricing system using the latest technology that automated pricing updates and allowed prices to be adjusted every two minutes. This enabled faster reaction times to market changes and more coordinated pricing decisions. The new system integrated multiple legacy systems and supported dynamic pricing strategies. It provided benefits like improved communication between the company and retailers and better management of pricing across its eight country operations.
Andrey Shabarov has over 15 years of experience in banking, finance, and industrial management. He is currently the Director of the Banking Club, where he organizes seminars on topics like investment banking, risk management, and leadership. Previously, he held management roles at Sberbank of Russia and Energomash, where he implemented new IT systems, optimized business processes, and developed strategic plans. He has a strong track record of managing teams, implementing projects, and driving organizational growth and efficiency.
This document certifies that Mykhailo Lytvynovsky has been granted the credential of Project Management Professional (PMP) by demonstrating experience, knowledge, and performance in defining and overseeing projects and resources to achieve organizational objectives. The PMP certification was originally granted on June 7, 2016 and expires on June 6, 2019.
The document summarizes the implementation of a transport monitoring system called "Delta" at an Ukrainian mining and metallurgical company to address fuel theft. The system monitors locations, speeds, cargo weights and other parameters of vehicles like trucks and locomotives to analyze fuel consumption. This allows daily comparison of the fuel taken and used, reducing losses from 30% to 15% and paying for the system within 6 months. The system faced resistance from those benefiting from theft but continued improvements like RFID fuel tracking and dyeing the fuel have expanded its effectiveness.
This certificate certifies that an individual is a member of the Project Management Institute (PMI), a global association dedicated to advancing project management as a profession. PMI members must uphold the Institute's code of ethics and standards of professional conduct.
This certificate recognizes Patrick Vandenberghe's completion of a vendor management training program at ArcelorMittal University's Information Technology Academy campus in Luxembourg on April 27, 2016. The certificate was signed by Michael Litvinovskiy, Head of Human Resources and Information Technology for Flat Europe at ArcelorMittal.
This certificate recognizes Patrick Vandenberghe's completion of a project management training program at ArcelorMittal University's Information Technology Academy in Luxembourg on April 27, 2016. The certificate was awarded by Michael Litvinovskiy, Head of Human Resources and Information Technology for Flat Europe at ArcelorMittal.
1. In 1993, H.F. & Ph. F. Reemtsma decided to set up its own production facilities in the
Ukraine and founded joint ventures with two tobacco plants operating in Kiev and
Cherkassy. Now both tobacco plants, Reemtsma-Kiev Tabachnaya Fabrika and Reemtsma-
Cherkassy Tabachnaya Fabrika, are part of Reemtsma-Ukraine; this company also includes a
trading subsidiary with foreign investment, "Reemtsma-Ukraine", that has created a distribu-
tion network covering the whole of the Ukraine (representative offices in 11 regions of the
Ukraine and warehouses in 15 regions). The company's headcount is over 2100. Reemtsma
has invested a total of approximately DM 130 million in the Ukraine. The target market is
the Ukraine, C.I.S., and the Baltic states. In 1999, the Reemtsma-Ukraine produced 52% of
the total volume of Ukrainian tobacco plants' cigarette output.
Background
By the end of 1998, the business management system originally in use, COMET, was signifi-
cantly behind the times: it did not allow the corporation to consolidate the data of its three
companies, and remote operation was not stable; the system-specific operating platform
could not cope with the increased load; and the cost of modernizing the COMET system
would have been prohibitively high.
The business volume in the Ukraine objectively required a brand new management tool that
would allow the company to consolidate the activities of its different divisions. The period
of hyperinflation in 1998 played a significant role in the decision to replace the existing sys-
tem with the SAP R/3 System, since the SAP System allows you to exclude the effect of a
fluctuating exchange rate when analyzing key business figures.
Success Story
REEMTSMA-UKRAINE
H.F. & Ph. F. Reemtsma is
one of the largest European
cigarette manufacturers.
The company employs
about 15 000 people
working in 70 countries.
2. The SAP R/3 System is the Reemtsma cor-
porate standard, and it is installed in all
companies of the corporation once they
reach a specific volume of transactions.
This meant that SAP software was the
automatic choice for Reemtsma-Ukraine
when it decided to phase out its legacy
system.
Implementation Goals
s Disseminate corporate business man-
agement standards to all Ukrainian
Reemtsma enterprises
s Consolidate management and reporting
capabilities at Ukrainian Reemtsma
enterprises
s Increase efficiency of managerial solu-
tions
s Control business transactions
s Improve quality of customer service
s Implement the following functionality:
Financial Accounting, Management
Accounting (Special Purpose Ledger),
Investment Management, Sales and
Distribution, Inventory Management,
Production Planning and Control.
Technical Environment
Before System
Implementation
At the time the enterprise decided to
implement the SAP R/3 System, the 390
users in different regions of the Ukraine
were integrated with each other and with
corporate headquarters in Hamburg
through the global computer network.
Windows NT and Windows NT Server
were used as the operating platform. MS
Exchange was used as the document
exchange management system.
Implementation
itelligence (previously APCON) was
selected as the consulting firm for the SAP
implementation project. This company
has experience of implementing and
supporting both the R/3 System and the
COMET system, as well as knowledge of
the business processes of the companies
that comprise Reemtsma-Ukraine. itelli-
gence has a great number of successful
SAP R/3 System implementations in vari-
ous European countries to its credit.
The SAP R/3 implementation in
Reemtsma-Ukraine is being performed in
two stages.
The first stage of the implementation pro-
ject covered the following modules: FI,
CO, AM, IM, MM, and SD. These modules
were implemented in all Reemtsma-
Ukraine organizational units – 3 compa-
nies and 11 representative offices. The
second stage concerned the implementa-
tion of the PP, CO-PC, and CO-PA mod-
ules, as well as business process optimiza-
tion on the basis of the functionality
implemented during the first stage.
The overall implementation blueprint and
the project organizational structure were
defined at the beginning of the project. An
important step at this stage was to identify
power users in each functional area. The
power users provided a vital source of
information during the analysis phase and
played a key role in decision-making dur-
ing the business blueprint phase. The
managers responsible for specific modules
received overview-level training at the
SAP Training Center in Moscow, enabling
them to competently make decisions on
fundamental issues in the course of pro-
ject implementation. The steering commit-
tee and the Reemtsma-Ukraine general
director personally oversaw the execution
of the project.
The goals of the first project stage were to
ensure that the SAP system went live and
replaced the operational COMET system;
that data was migrated from the COMET
system into the SAP R/3 System, and that
corporate standard procedures were
implemented as fully as possible. On the
one hand, these factors set strict parame-
ters for the execution of the project in
terms of both time and functional scope.
On the other hand, the availability of
defined business processes facilitated sys-
tem implementation.
"My first impression of the soft-
ware was that it was cumbersome
and complex, but this was just
a first impression, and it turned
out, as first impressions often do,
to be misleading. The software is
so logical and consistent that once
you get to know it, each new step
is easier than the previous one,
and all transactions gradually fall
into place to form harmonious,
logical whole."
Lyudmila Ivanova,
Logistics Manager
Basic Project Phases:
November 1998 Decision to implement the project in 1999 taken
December 1998 General project concept developed, contracts
through January 1999 concluded with vendors
February through April 1999 First implementation stage started, analysis phase
May through July 1999 Business blueprint phase
July through October 1999 Realization phase
November through Final preparation phase (150 end users of the system
December 1999 trained in one month)
January through Go live and support phase
February 2000
March 2000 to date Support users (Help Desk)
April 2000 Second implementation stage started
3. These goals were reached successfully. The
whole implementation cycle was supported
by AcceleratedSAP (ASAP), SAP's rapid sys-
tem implementation methodology.
iteligence consultants have been support-
ing Reemtsma-Ukraine users since the sys-
tem went live.
Functionality Implemented
Financial Accounting (FI), Asset
Management (AM), Investment
Management (IM)
One of the fundamental problems facing
the implementation team was ensuring
that the system complied with Ukrainian
legal requirements in terms of the imple-
mentation and integration of financial
accounting and tax accounting.
The implementation of the financial mod-
ules began on the basis of the financial
accounting standards that were effective at
the time, but, two months before going
live, the team decided to start working in
accordance with Ukraine's new account-
ing standards. This decision resulted in a
much heavier workload during the final
project implementation phase, because
testing on the basis of the old standards
had already almost been completed. At
the same time, it permitted the corporation
to avoid the transition to the new stan-
dards in the middle of the fiscal year. The
changeover to the new chart of accounts
took place one month before going live,
and Reemtsma-Ukraine became one of the
first Ukrainian enterprises to successfully
switch over to the new standards. The sys-
tem supports the corporate chart of
accounts, which is also new since 2000,
alongside the Ukrainian chart of accounts.
The financial modules were implemented
in accordance with both Ukrainian finan-
cial accounting requirements and specific
corporate requirements, with the follow-
ing results:
s Accounting complies with the principles
of Ukrainian financial and tax account-
ing, while also taking corporate require-
ments into consideration. The resolu-
tion of the contradictions between these
two sets of requirements was one of the
project's major successes.
s All of the modules are based on dual-
currency accounting, with the Ukrainian
hryvnia as the local currency and the
euro as the corporate currency.
s Depreciation for accounting and insur-
ance purposes is calculated according
to both Ukrainian and German regula-
tions.
s In the Investment Management module,
several valuation areas have been set up,
using the hryvnia for local valuation and
the euro for corporate valuation. The
implementation of this module enables
the corporation to maintain the market-
ing and investment program budgets.
Controlling (CO)
The CO module is also based on dual-cur-
rency accounting – the currencies in ques-
tion being the hryvnia and the euro.
Overhead cost controlling is based on the
distribution of primary and secondary costs
according to cost center. The system also
supports order controlling, and this allows
more detailed cost specification. Direct cost
accounting was also implemented in CO.
The CO module enables you to plan costs
for the next year, and to subsequently
update the plan, taking actual costs into
account. You can also maintain several
versions of the plan.
Actual costs are calculated using the tar-
get-actual method, which is determined
using corporate standards.
Detecting and justifying the variances
between planned, target, and actual costs
falls within the competence of the
employees responsible for cost centers.
Sales and Distribution (SD)
The SD module is one of the most impor-
tant modules for Reemtsma, and is used
by two plants and 11 representative offices
in different regions of the Ukraine.
SD enables users to enter customer orders,
reserve goods, issue goods on credit or in
return for advance payment, taking into
account customer-specific sales conditions
(price lists, discounts, and so on). The cred-
it management functionality is an important
part of the module. It enables automatic
control of credit limits and of customer
adherence to the terms of payment.
"The new SAP software enables
you to carry out tax accounting
and financial accounting in paral-
lel. It also gives you the option of
posting transactions that are rele-
vant to tax accounting but not to
financial accounting. At the end of
the accounting period, you can get
results for both financial account-
ing and tax accounting simultane-
ously in the system, without manu-
al corrections. For many accoun-
tants in the country, this is still a
theoretical ideal, but it is one that
we have attained in practice."
Tatyana Pugach,
Key Tax Specialist