Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
2016 10 23_Asset Management Conference_FINALSteve Scott
The document discusses strategic capital planning in an era of fiscal constraints. It notes the need to prioritize capital investment towards high impact projects that help achieve goals and objectives, given reduced budgets. A multi-criteria prioritization framework is proposed, using drivers like vision/strategy, broad economics, sustainability, deliverability, and risk/criticality. Project characteristics and scoring criteria are outlined to develop a prioritized capital plan portfolio and support strategic decision making around infrastructure investment.
Enabling Change and Governance Specific Interest Groups (SIG) joint event
Wednesday 14th October 2015, London
Presented by Roger Garrini and Parag Gogate
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
Peter Campbell is a risk management consultant who has worked in several sectors implementing quantitative and qualitative risk management processes and providing risk management training. He chairs the APM Risk Management SIG and is a member of the British Standards Institution Risk Management committee. He has authored several publications on risk management and provides risk management workshops and presentations. The document discusses the importance of applying risk management across the entire project, program, and portfolio life cycles from concept through termination. It provides examples of how unmanaged risks can lead to cost overruns and losses.
Report on Standard Setting Activities - Françoise Flores, IASBOECD Governance
This presentation was made by Françoise Flores, IASB, at the 19th OECD Senior Financial Management and Reporting Officials Symposium held at the OECD Conference Centre, Paris, on 4-5 March 2019
1) The document discusses portfolio management perspectives on governance and risk from two guest specialists - Lynne Ratcliffe from Yorkshire Building Society and Paul Morgan from SABMiller.
2) Lynne Ratcliffe discusses Yorkshire Building Society's approach to portfolio governance, including risk management processes, benefits management frameworks, and flexible governance based on assessment of complexity, capability and impact.
3) Paul Morgan outlines SABMiller's governance process involving demand approval and project delivery, underpinned by delegated authority levels to keep decision making relevant. He emphasizes accurate demand and project forecasting to provide a clear portfolio financial view.
Kenya PMP presentation on Project Portfolio ManagementLawi Njeremani
This document provides an overview of project portfolio management (PPM). It discusses why organizations implement PPM to align projects with business objectives, establish governance, and maximize investments. A five-step process for successful PPM is outlined, including gathering projects, setting strategic objectives, aligning projects to objectives, scoring and categorizing projects and budgets, and actively managing the portfolio. Benefits of PPM include justifying project cancellation, balancing risk, prioritizing based on strategy, and improving communication. Challenges include gaining executive buy-in, avoiding overcomplication, relying too much on software, and the time commitment required.
Portfolio Management Fundamentals training conveys the instruments and techniques to help you screen the portfolio and task sources to upgrade the portfolio management execution in your enterprise.
Portfolio Management Fundamentals training offers a methodical technique to producing and management of a venture portfolio.
TONEX Training Format
Portfolio Management Fundamentals training is consolidated of hypothesis and hands-on modules.
Hypothesis and ideas are conveyed through intelligent talks and introductions
Down to earth exercises are given through hands-on workshops, classes, and gathering exercises
Audience
Portfolio Management Fundamentals training is a 3-day course intended for:
Program administrators
Item administrators
Portfolio administrators
Senior officials responsible for enterprise arrangements/Managers responsible for creating authoritative approaches or for offering key suggestions
Training Objectives
Upon the culmination of Portfolio Management Fundamentals training, participants can:
Recognize portfolio management from other management types
Interface ventures to corporate key objectives
Portray what is remembered for venture prioritization in huge, complex enterprises
Determine and utilize a model of venture prioritization to coordinate
Encourage the portfolio management methodology
Consider portfolio management viability
Assess the benefits of portfolio management
Dissect the job of venture portfolio management in the authoritative accomplishments
Build up an example for deciding and utilizing choice prerequisites
Clarify and expound the bases of vital resourcing
Course Outline
Review of Portfolio Management
Components of Portfolio Management
Beginning on the Project Portfolio Management
Dealing with the Project Portfolio
Dynamic Portfolio Management Fundamentals
Anticipated Revenues and Assessment
Dynamic Portfolio Management Performance
Learn more.
Portfolio management training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
2016 10 23_Asset Management Conference_FINALSteve Scott
The document discusses strategic capital planning in an era of fiscal constraints. It notes the need to prioritize capital investment towards high impact projects that help achieve goals and objectives, given reduced budgets. A multi-criteria prioritization framework is proposed, using drivers like vision/strategy, broad economics, sustainability, deliverability, and risk/criticality. Project characteristics and scoring criteria are outlined to develop a prioritized capital plan portfolio and support strategic decision making around infrastructure investment.
Enabling Change and Governance Specific Interest Groups (SIG) joint event
Wednesday 14th October 2015, London
Presented by Roger Garrini and Parag Gogate
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
Peter Campbell is a risk management consultant who has worked in several sectors implementing quantitative and qualitative risk management processes and providing risk management training. He chairs the APM Risk Management SIG and is a member of the British Standards Institution Risk Management committee. He has authored several publications on risk management and provides risk management workshops and presentations. The document discusses the importance of applying risk management across the entire project, program, and portfolio life cycles from concept through termination. It provides examples of how unmanaged risks can lead to cost overruns and losses.
Report on Standard Setting Activities - Françoise Flores, IASBOECD Governance
This presentation was made by Françoise Flores, IASB, at the 19th OECD Senior Financial Management and Reporting Officials Symposium held at the OECD Conference Centre, Paris, on 4-5 March 2019
1) The document discusses portfolio management perspectives on governance and risk from two guest specialists - Lynne Ratcliffe from Yorkshire Building Society and Paul Morgan from SABMiller.
2) Lynne Ratcliffe discusses Yorkshire Building Society's approach to portfolio governance, including risk management processes, benefits management frameworks, and flexible governance based on assessment of complexity, capability and impact.
3) Paul Morgan outlines SABMiller's governance process involving demand approval and project delivery, underpinned by delegated authority levels to keep decision making relevant. He emphasizes accurate demand and project forecasting to provide a clear portfolio financial view.
Kenya PMP presentation on Project Portfolio ManagementLawi Njeremani
This document provides an overview of project portfolio management (PPM). It discusses why organizations implement PPM to align projects with business objectives, establish governance, and maximize investments. A five-step process for successful PPM is outlined, including gathering projects, setting strategic objectives, aligning projects to objectives, scoring and categorizing projects and budgets, and actively managing the portfolio. Benefits of PPM include justifying project cancellation, balancing risk, prioritizing based on strategy, and improving communication. Challenges include gaining executive buy-in, avoiding overcomplication, relying too much on software, and the time commitment required.
The document provides an overview of budgeting in Sage 100 Fund Accounting, outlining the three main ways to enter a budget - using the budget worksheet, importing from Excel, or direct transaction entry. It discusses the importance of budgeting for financial planning and management. Tips and considerations are provided for each budget entry method as well as using additional features like budget versions and units tracking.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
Screening models help managers select projects from their pool using various criteria. Effective screening models are realistic, capable, flexible, easy to use, cost-effective, and allow comparability between projects. Approaches to screening include checklist models, simplified scoring models, analytic hierarchy process, profile models, and financial models like net present value, internal rate of return, and options models. Successful project portfolio management requires decision making, prioritization, review, realignment, and flexibility, while implementing portfolio management faces challenges from conservative communities, misaligned projects, unpromising projects, and scarce resources.
The document discusses project evaluation and selection methods. It describes the process of determining if projects are worthwhile based on financial and non-financial criteria. Both numeric models that quantify projects financially and non-numeric models that consider wider factors are examined. The purpose, important criteria, and limitations of various project selection models are outlined. Specific methods discussed include payback period, accounting rate of return, and discounted cash flow techniques like net present value. Both financial and non-financial factors to consider in project selection are provided.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
Alain Brisach has over 25 years of experience managing projects and leading teams in global financial and industrial companies. He has worked on large-scale, multi-regional programs and led operational projects. Currently, he works as an independent consultant, advising on business plans, marketing strategies, and organizational transformations. He has extensive experience in areas such as project management, process reengineering, risk management, and regulatory compliance.
Changing role of the controller, Ann Desender, VP corporate finance & control...Vlerick_Alumni
This document outlines an agenda for a presentation on Barco, controlling at Barco, and the changing role of the controller. It provides information about Barco as an international technology company with over 1 billion euro in sales across four divisions. It describes Barco's controlling organization and strategy finance function. It notes key changes to the controller role in the past 5 years such as increased business support, improved reporting, and integrated acquisitions. The document includes Barco's job description for controllers emphasizing business partnering, planning, analysis, and ensuring compliance.
The document discusses key aspects of financial statements and financial reporting standards. It provides information on the four basic financial statements, accounting equations, notes to financial statements, auditing standards, and frameworks for setting accounting standards. The purpose of financial reporting is to provide transparent and useful information to investors and other stakeholders, though there are ongoing challenges in achieving global convergence due to differences in business and regulatory environments.
Westminster City Council faces the challenge of making £100 million in annual savings over the next three years while maintaining and improving critical services. To meet this challenge, the Council established a Change Portfolio to manage the many projects aimed at transforming services and reducing costs. The Portfolio is aligned with the Council's governance structure and focuses on three pillars: prioritizing projects, monitoring progress, and assuring quality. Regular reporting allows senior managers to provide oversight and address any issues. The Portfolio Management approach aims to successfully deliver the savings targets and strategic goals through coordinated transformation of Council operations and services.
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
The document discusses various project selection models that can be used to evaluate and select projects. It describes both numeric and non-numeric models. Numeric models discussed include profitability models like net present value (NPV), internal rate of return (IRR), payback period, and return on investment (ROI). Scoring models are also described, including unweighted and weighted factor scoring models. The advantages and disadvantages of both profitability and scoring models are provided. An example is also included to demonstrate the calculation and use of NPV, IRR, and payback period to evaluate and select between two potential projects.
Passionate Payment Executive with proven experience in: project and product management, revenue generation, financial forecasting, driving change, new technology and global leadership. Thrives in pressures of tight deadlines and adapts well to changes in priorities. Comfortable in delivering presentations for trainings, clients and C level executives.
• Project Management - 15 years of driving major projects with exceeded results.
• Product Management - 10+ years of successfully owning products from start to finish
• Revenue Generation - Drove $500MM of long term benefit with several strategies that I developed.
• Financial Forecasting - Managed millions of $ in short and long term budgets; including major re-planning during significant budget changes. Consistently exceeded goals for yearly and long term budgets.
• Driving Change- Years of leading change from process improvements to changing internal culture to migrate 2MM merchants to a new processing platform.
• New Technology - Led New product evaluation (mobile, wireless, ID, etc.) for FDC and have several patents for contributing in the development of a new all in one terminal. Continue to be a new technology advocate in all my roles.
• Global Leadership – 8 years of effectively leading diverse Global teams in NA, EMEA, JAPA and LAC.
A green belt practitioners guide for quality champions publication v2021ESTIEM
The document provides guidance on using Lean Six Sigma to improve processes. It discusses the Define phase which includes developing a project charter, SIPOC map, and exploratory data analysis (EDA) to understand the current performance of the process. The project charter involves defining the problem statement, goals, scope, key process measurements, timeline, deliverables, and project team. The SIPOC map gives a high-level overview of the suppliers, inputs, process, outputs, and customers. EDA uses charts to analyze current performance. The guide provides templates and examples to help readers understand and apply these tools in the Define phase of a Lean Six Sigma project.
The document discusses competency frameworks and their use in human resource development. It provides background on the evolution of competency models from focusing on intelligence and technical skills to incorporating traits, motives, self-concept and behaviors. It then outlines some key aspects of developing competency frameworks including identifying underlying competencies, developing observable behaviors for assessment, using different assessment tools, and providing feedback to individuals.
The document discusses methods for selecting projects during strategic planning. It describes performing a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. Various methods are presented for selecting projects, including focusing on broad organizational needs, categorizing projects, and performing financial analyses like net present value, return on investment, and payback analysis. Weighted scoring models and balanced scorecards are also discussed as tools to provide a systematic process for project selection based on important criteria.
The document discusses various topics related to project management. It defines what a project and project management are, and notes that project management involves meeting stakeholder needs within constraints of scope, time, cost and quality. It also discusses the impact of human resources, management information systems, finance and production on project management. Finally, it outlines guidelines for generating and screening project ideas, including monitoring the environment, corporate appraisal and using tools like SWOT analysis.
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
Rabobank reported net profit of EUR 1,080 million for the first half of 2014, a decrease of 3% compared to the same period in 2013. Net profit increased in all business lines except Rabo Real Estate Group. Bad debt costs increased 7% to EUR 1,188 million but remained moderate at 54 basis points of average risk-weighted assets. Capital ratios remained at comfortable levels above requirements with a Common Equity Tier 1 ratio of 12.6% and a Total Capital Ratio of 19.7%.
Rabobank, Henk Adams IYC Regional Conference PPT SlidesHariz Tiam
The document discusses the history and resilience of Rabobank, a large Dutch bank. It describes how Rabobank originated in the late 1800s from the merger of two cooperative banking groups and has since grown significantly. Over the past 115 years, Rabobank has had positive financial results without paying dividends to members. It remains highly capitalized with a global presence and is consistently ranked among the safest banks in the world. The cooperative nature of the bank, with members owning local branches, has formed the basis of its long term success.
The document discusses the importance of project management for successful project delivery. It notes that projects are investments aimed at achieving specific goals for customers. On-time delivery is crucial for projects, as delays can cause irreversible problems and negatively impact the customer's return on investment. Applying project management processes can help save time, costs, and resources, delivering projects early and under budget. This ensures all stakeholders including the customer, sponsors, and project team are satisfied.
The document provides an overview of budgeting in Sage 100 Fund Accounting, outlining the three main ways to enter a budget - using the budget worksheet, importing from Excel, or direct transaction entry. It discusses the importance of budgeting for financial planning and management. Tips and considerations are provided for each budget entry method as well as using additional features like budget versions and units tracking.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
Screening models help managers select projects from their pool using various criteria. Effective screening models are realistic, capable, flexible, easy to use, cost-effective, and allow comparability between projects. Approaches to screening include checklist models, simplified scoring models, analytic hierarchy process, profile models, and financial models like net present value, internal rate of return, and options models. Successful project portfolio management requires decision making, prioritization, review, realignment, and flexibility, while implementing portfolio management faces challenges from conservative communities, misaligned projects, unpromising projects, and scarce resources.
The document discusses project evaluation and selection methods. It describes the process of determining if projects are worthwhile based on financial and non-financial criteria. Both numeric models that quantify projects financially and non-numeric models that consider wider factors are examined. The purpose, important criteria, and limitations of various project selection models are outlined. Specific methods discussed include payback period, accounting rate of return, and discounted cash flow techniques like net present value. Both financial and non-financial factors to consider in project selection are provided.
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
Alain Brisach has over 25 years of experience managing projects and leading teams in global financial and industrial companies. He has worked on large-scale, multi-regional programs and led operational projects. Currently, he works as an independent consultant, advising on business plans, marketing strategies, and organizational transformations. He has extensive experience in areas such as project management, process reengineering, risk management, and regulatory compliance.
Changing role of the controller, Ann Desender, VP corporate finance & control...Vlerick_Alumni
This document outlines an agenda for a presentation on Barco, controlling at Barco, and the changing role of the controller. It provides information about Barco as an international technology company with over 1 billion euro in sales across four divisions. It describes Barco's controlling organization and strategy finance function. It notes key changes to the controller role in the past 5 years such as increased business support, improved reporting, and integrated acquisitions. The document includes Barco's job description for controllers emphasizing business partnering, planning, analysis, and ensuring compliance.
The document discusses key aspects of financial statements and financial reporting standards. It provides information on the four basic financial statements, accounting equations, notes to financial statements, auditing standards, and frameworks for setting accounting standards. The purpose of financial reporting is to provide transparent and useful information to investors and other stakeholders, though there are ongoing challenges in achieving global convergence due to differences in business and regulatory environments.
Westminster City Council faces the challenge of making £100 million in annual savings over the next three years while maintaining and improving critical services. To meet this challenge, the Council established a Change Portfolio to manage the many projects aimed at transforming services and reducing costs. The Portfolio is aligned with the Council's governance structure and focuses on three pillars: prioritizing projects, monitoring progress, and assuring quality. Regular reporting allows senior managers to provide oversight and address any issues. The Portfolio Management approach aims to successfully deliver the savings targets and strategic goals through coordinated transformation of Council operations and services.
Portfolio Management Fundamentals training delivers the tools and methods to assist you monitor the portfolio and project sources to enhance the portfolio management implementation in your corporation.
Portfolio Management Fundamentals training offers a systematic method to generating and management of a project portfolio. It allows you comprehend the importance of portfolio management; determine and describe the portfolio stakeholder tasks and responsibilities; outline and apprehend a portfolio management procedure; determine tools, approaches, and strategies for portfolio management; and distinguish the roles of the program management office (PMO) or portfolio executive office (PEO) in effective portfolio management.
Audience:
3-day course designed for:
Program managers
Product managers
Portfolio managers
Senior executives accountable for corporation policies
Managers accountable for generating organizational policies or for offering strategic recommendations
Members of portfolio, program, or project offices
Operational managers
Project team personnel, clients, and other stakeholders of the portfolio management process
TONEX Training Format:
Portfolio Management Fundamentals training is combined of theory and hands-on modules.
Theory and concepts are delivered through interactive lectures and presentations
Practical activities are provided through hands-on workshops, seminars, and group activities
Course Outline:
Overview of Portfolio Management
Elements of Portfolio Management
Getting Started on the Project Portfolio Management
Managing the Project Portfolio
Active Portfolio Management Fundamentals
Expected Revenues and Assessment
Active Portfolio Management Performance
Investment Management Process
Computable Methodologies of Investment Assessment
Portfolio Management and Evaluation
Psychological Features of Investment Management
Optional Topics:
The Philosophy Behind Investment Portfolio
Stocks Investment
Bonds Investment Management
Learn more about course objectives, pricing, etc.
Portfolio Management Fundamentals Training
https://www.tonex.com/training-courses/portfolio-management-fundamentals-training/
The document discusses various project selection models that can be used to evaluate and select projects. It describes both numeric and non-numeric models. Numeric models discussed include profitability models like net present value (NPV), internal rate of return (IRR), payback period, and return on investment (ROI). Scoring models are also described, including unweighted and weighted factor scoring models. The advantages and disadvantages of both profitability and scoring models are provided. An example is also included to demonstrate the calculation and use of NPV, IRR, and payback period to evaluate and select between two potential projects.
Passionate Payment Executive with proven experience in: project and product management, revenue generation, financial forecasting, driving change, new technology and global leadership. Thrives in pressures of tight deadlines and adapts well to changes in priorities. Comfortable in delivering presentations for trainings, clients and C level executives.
• Project Management - 15 years of driving major projects with exceeded results.
• Product Management - 10+ years of successfully owning products from start to finish
• Revenue Generation - Drove $500MM of long term benefit with several strategies that I developed.
• Financial Forecasting - Managed millions of $ in short and long term budgets; including major re-planning during significant budget changes. Consistently exceeded goals for yearly and long term budgets.
• Driving Change- Years of leading change from process improvements to changing internal culture to migrate 2MM merchants to a new processing platform.
• New Technology - Led New product evaluation (mobile, wireless, ID, etc.) for FDC and have several patents for contributing in the development of a new all in one terminal. Continue to be a new technology advocate in all my roles.
• Global Leadership – 8 years of effectively leading diverse Global teams in NA, EMEA, JAPA and LAC.
A green belt practitioners guide for quality champions publication v2021ESTIEM
The document provides guidance on using Lean Six Sigma to improve processes. It discusses the Define phase which includes developing a project charter, SIPOC map, and exploratory data analysis (EDA) to understand the current performance of the process. The project charter involves defining the problem statement, goals, scope, key process measurements, timeline, deliverables, and project team. The SIPOC map gives a high-level overview of the suppliers, inputs, process, outputs, and customers. EDA uses charts to analyze current performance. The guide provides templates and examples to help readers understand and apply these tools in the Define phase of a Lean Six Sigma project.
The document discusses competency frameworks and their use in human resource development. It provides background on the evolution of competency models from focusing on intelligence and technical skills to incorporating traits, motives, self-concept and behaviors. It then outlines some key aspects of developing competency frameworks including identifying underlying competencies, developing observable behaviors for assessment, using different assessment tools, and providing feedback to individuals.
The document discusses methods for selecting projects during strategic planning. It describes performing a SWOT analysis to identify strengths, weaknesses, opportunities, and threats. Various methods are presented for selecting projects, including focusing on broad organizational needs, categorizing projects, and performing financial analyses like net present value, return on investment, and payback analysis. Weighted scoring models and balanced scorecards are also discussed as tools to provide a systematic process for project selection based on important criteria.
The document discusses various topics related to project management. It defines what a project and project management are, and notes that project management involves meeting stakeholder needs within constraints of scope, time, cost and quality. It also discusses the impact of human resources, management information systems, finance and production on project management. Finally, it outlines guidelines for generating and screening project ideas, including monitoring the environment, corporate appraisal and using tools like SWOT analysis.
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
Rabobank reported net profit of EUR 1,080 million for the first half of 2014, a decrease of 3% compared to the same period in 2013. Net profit increased in all business lines except Rabo Real Estate Group. Bad debt costs increased 7% to EUR 1,188 million but remained moderate at 54 basis points of average risk-weighted assets. Capital ratios remained at comfortable levels above requirements with a Common Equity Tier 1 ratio of 12.6% and a Total Capital Ratio of 19.7%.
Rabobank, Henk Adams IYC Regional Conference PPT SlidesHariz Tiam
The document discusses the history and resilience of Rabobank, a large Dutch bank. It describes how Rabobank originated in the late 1800s from the merger of two cooperative banking groups and has since grown significantly. Over the past 115 years, Rabobank has had positive financial results without paying dividends to members. It remains highly capitalized with a global presence and is consistently ranked among the safest banks in the world. The cooperative nature of the bank, with members owning local branches, has formed the basis of its long term success.
The document discusses the importance of project management for successful project delivery. It notes that projects are investments aimed at achieving specific goals for customers. On-time delivery is crucial for projects, as delays can cause irreversible problems and negatively impact the customer's return on investment. Applying project management processes can help save time, costs, and resources, delivering projects early and under budget. This ensures all stakeholders including the customer, sponsors, and project team are satisfied.
Risk Management: Evaluate Risks in your ProjectGagan Gupta
I am sharing this presentation, which I prepared during my PG. Hope this will help you people a bit. Check and please feedback me if needed any changes. write me: ggngupta@hotmail.com with subject title: Feedback-Slideshare <filename>. Thanks
Rabobank is a large Dutch cooperative banking institution owned by local banks. It began in the late 19th century helping the agricultural sector and has grown into an extensive financial group. Rabobank has over 1.7 million members and 9 million customers in the Netherlands. It has a AAA credit rating and is consistently ranked one of the safest banks globally. Rabobank offers specialized expatriate banking services through its Expat Desk, providing English-speaking support and a one-stop shop for savings, mortgages, insurance, and investments.
Case Study: Rabobank's Journey From Waterfall To Continuous DeliveryCA Technologies
Rabobank transitioned from a waterfall development process to adopting agile methodologies and establishing combined DevOps teams. They wanted to further improve their development process and deliver applications to customers more quickly without compromising quality. Using CA Agile Requirements Designer, Rabobank improved testing efficiency and created a single repository for managing business requirements and test cases. As a result of these changes, Rabobank expects a 30% increase in tester efficiency and a 10% increase in business analyst efficiency over three years.
These slides highlights the importance of positive leadership in project management. It covers the definition of leadership, impact of leadership on the organization, leaders vs. managers and the role of leadership during the project life cycle.
The Project Management Process - Week 6 LeadershipCraig Brown
This document discusses project management and leadership. It defines management as achieving organizational goals through planning, organizing, leading and controlling. Leadership is defined as influencing others to achieve goals. The document contrasts managers and leaders, noting that some managers can function as leaders while not all leaders are managers. Effective project management requires both leadership and management skills to coordinate stakeholders, solve problems, and adapt to changes while achieving objectives on time and within budget.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
The document discusses how portfolio management can deliver corporate strategy and goals. It summarizes the transformation of YBS's portfolio from 2012-2017, going from £12-15m to £300m. It outlines how the portfolio was aligned to strategy and prioritized, and discusses the internal and external factors that influenced priorities over time. It also provides examples of benefits and outcomes achieved through portfolio projects, and discusses lessons learned around adapting the portfolio as priorities and estimates change.
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
Sustain IT is a consulting service organisation active in interim management. Weare pleased to present a sample of project references we succeeded in: about CMMi implementations, COBIT assessments, Portfolio Management, ICT executive positions, process Improvement, Quality assurance, programme/project management, security management, compliancy...
Visit also www.sustain-IT.be for further information.
Or visit the updated version of my resume @ http://www.doyoubuzz.com/janssens-laurent
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This document summarizes the journey of portfolio management in the UK's Office for National Statistics (ONS) over the past several years. It describes how the portfolio management team has grown from a small, upward-facing team overseeing an ad hoc portfolio to a larger, centralized Project Delivery Profession overseeing strategic portfolio. Key developments included an Atkins review identifying needs, implementing recommendations to improve planning and governance, and consolidating functions in response to pressures like the national census. The presentation outlines goals and challenges in further maturing portfolio management practices to make more informed strategic decisions.
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
PMI Global Congress 2005: Portfolio and Program Management implementation in ...Thomas Walenta, PMI Fellow
This document discusses implementing organizational project management in a European IT organization. It begins by providing background on the organization, which is a large, mature Japanese IT company with headquarters in Japan and smaller, younger structures in Europe. The challenges of the cultural differences between the European and Japanese operations are discussed.
The document then summarizes the three layers of organizational project management - project management, program management, and portfolio management. It describes starting the implementation with program management, followed by a project management tool and then focusing on project management basics.
Finally, the document emphasizes the importance of linking project portfolio management to business strategy and objectives in order to select the right projects and monitor if promised benefits are realized. Regular reviews of the portfolio are
Richard Hext has over 25 years of experience as a professional accountant specializing in corporate finance, accounting, and investment strategies. He has extensive expertise in finance, project management, and change management across banking, financial services, and global industries. [He provides financial management, drives cost savings, mitigates risks, and helps organizations achieve business and strategic goals.] Richard Hext has held senior financial roles at major companies including Lloyds Banking Group, UBS, and Aviva.
Andrew Shipp has over 20 years of experience in programme and project management roles, specializing in agile delivery methods. He currently serves as Senior Development Manager at Visa Europe, where he manages development teams and business system releases. Prior experience includes managing development teams and key strategic programmes at Landmark Information Services and serving as Programme Manager for multi-million pound projects at Yell. Shipp has a proven track record of delivering projects on time, on budget, and to a high quality through the use of agile methodologies and a focus on people development.
Simon Hall provides a curriculum vitae summarizing his 20 years of experience in project management, change management, and business analysis roles in the financial services sector. He has expertise in program/project management, PMO management, business process improvement, system implementation, and third party management. His background includes roles at HSBC, National Australia Bank, AdminRe, Standard & Poor's, Standard Life, and various public sector roles. He holds a BSc in Management Studies and PRINCE2 Practitioner certification.
Nigel Bell gave an overview of portfolio management and the work of the APM Portfolio Management SIG at a recent APM East of England branch event. You will learn,
Some portfolio management definitions
Portfolio management principles
Seven simple steps which guarantee portfolio management success in three weeks
portfolio management challenges
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
The document discusses strategies for maximizing value from mergers and acquisitions (M&A) and managing innovation portfolios. It outlines challenges with M&A integration and portfolio management. Key steps in the M&A process are described, from due diligence to post-acquisition integration. Effective portfolio management involves gaining visibility, aligning investments, prioritizing projects, and developing execution discipline. Tools and approaches can help address common issues and improve the ability to create value through M&A and innovation portfolios.
The document discusses Zurich's Portfolio Management Office (PMO) expanding its services to take on more projects. It notes that Zurich undertakes various types of projects in response to regulatory changes, risks, upgrades, and to drive growth, customer experience, and efficiency. The PMO aims to become more strategic by increasing insights, creating capacity, centralizing processes, and standardizing governance. This will help deliver projects with more confidence by continuously assessing controls and risks. The PMO also wants to adapt its services to support non-IT changes and agile projects to help more areas of the business.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
The document discusses project selection techniques and their link to organizational strategy. It describes several quantitative models like payback period, return on investment, and net present value that can be used to evaluate projects. It also discusses qualitative factors and multi-weighted scoring models. The key points are that project selection should align with organizational strategy and priorities, and portfolio management ensures resources are allocated to the most strategic projects.
This document provides an overview of governance of project management from the past to the present and future according to Roger Garrini. It discusses key failures in past governance such as a lack of clear leadership and stakeholder engagement. Ten components of healthy governance are presented, along with an example case study of improved governance. Future topics being worked on by the governance SIG are also listed, such as sustainability and governing innovation. The document concludes by providing information on upcoming governance SIG events.
This document contains a 100+ slide presentation template for building business presentations. The slides cover various topics like executive summaries, models, project management templates, and frameworks. The author has 15 years of experience in consulting, particularly in the financial services industry. Users are encouraged to copy, modify, and reuse slides from this template to easily build presentations.
Similar to Surviving The Credit Crunch Using Benefits Management (20)
5. Rabobank Structure Private individuals Small & Medium-sized Enterprises Private Banking Other support units Corporate Social Responsibility Investor Relations Long Term Funding Other staff units Food & agri Wholesale banking International retail banking Support of Local Rabobanks Staff functions Rabobank Group Rabobank International Robeco Asset management Schretlen & Co Sarasin IRIS De Lage Landen Leasing - Athlon Rabo Bouwfonds Real estate - FGH Bank Eureko (39%) Insurance - Interpolis Obvion Housing Moviq Bizner Business Rembrandt Fusies en Overnames Labels Rabobank Nederland 174 local member banks 1,64 million members 9 million customers Zoekallehuizen.nl
20. Development of Benefits Management Set up Benefits Categories Collecting Benefits from Projects Categorize Benefits Reporting Validate Reporting Benefits Mapping and Reporting
23. Value to the Business Value to the Business Highest figure of benefits. Critical time of delivery Mini PID <500k Specific PID 500k - 2.5m Large PID +500k 1 = No time constraint 1 = No time constraint 1 = No time constraint 2 = 2 Year window from delivery 2 = 3 Year window from delivery 2 = 3 Year window from delivery 3 = 12 month window from delivery 3 = 2 Year window from delivery 3 = 2 year window from delivery 4 = 6 month window from delivery 4 = 1 year window from delivery 4 = 1 year window from delivery (Relative to IT cost significance, i.e. burning platform) (Relative to IT cost significance, i.e. burning platform) (Relative to IT cost significance, i.e. burning platform) 5 = Must do now 5 = Must do now 5 = Must do now (Relative to Business Critical/Income/Cost Impact) (Relative to Business Critical/Income/Cost Impact) (Relative to Business Critical/Income/Cost Impact)
24. Example Portfolio Calculation of a Project Project X Description of the Benefit Initial Value Planned Value in year 2010 Expected Value in year 2010 Planned Value in year 2011 Expected Value in year 2011 Planned Date start enabling Benefit Expected Date start enabling Benefit TPPT/TPPI TPPT/TPPI TPPT/TPPI TPPT/TPPI TPPT/TPPI Income Generating Will deliver 1 k over 4 year extra income 1 1 =0.25 k 0 =-0.25 k 1=0.25 k 1=0.25 k 01-2010 04-2010 Reduction of Costs N/a 0 0 0 0 0 Strategic Objectives 2 1 1 0.5 1 1 01-2010 04-2010 Operational Efficiencies 2 1 1 0.5 1 1 01-2010 04-2010 Operational Activities and/or Risk 2 1 1 0.5 1 1 01-2010 04-2010 Regulatory Compliance 2 1 0 0 0 0 01-2012 01-2012
28. Benefits Overview on Closed Projects 2007-2009 ( €m ) Income Generating Planned Benefits (PID/ mPID) - 2009 Income Generating Estimated Benefits - 2009 Opportunity Lost - 2009 Cost Reduction Planned Benefits (PID/ mPID) - 2009 Cost Reduction Estimated Benefits - 2009 Opportunity Lost - 2009 Total Portfolio Benefits 111.750 51.750 60.000 5.156 3.977 1.180 Total All X Projects Benefits 5.750 5.750 0.000 0.435 0.393 0.042 Total All Y Projects Benefits 0.380 0.380 0.000 Total All Z Projects Benefits 1.000 1.000 0.000 2.432 1.331 1.101 Total All Large Projects Benefits 1.000 1.000 0.000 1.680 1.680 0.000 Total All Medium Projects Benefits Total All Small Projects Benefits 5.750 5.750 0.000 0.466 0.425 0.042
Insert your presentation title here 29 October 2004 Rabobank
Insert your presentation title here 29 October 2004 Rabobank
The local Rabobanks and their members make up the core of the banking business. They are cooperative’s key stakeholders. Being the central (legal) entity, Rabobank Nederland is in the centre of the diagram of the organisation. In the Netherlands, rabobank Nederland facilitates the local Rabobanks, including the development of new products and marketing support. Within Rabobank Nederland, staff functions are performed for the local Rabobanks and for Rabobank Group as a whole, including Shared Services & Facilities, Group ICT and Cooperative & Management, Corporate Social Responsibility, Investor Relations, Long Term Funding, Human Resources, Legal and Tax Affairs, Knowledge & Economic Research and Communications. Finally, Rabobank International, with its expertise, serves a large number of corporate and retail clients all over the world. The bottom part of the diagram of the organisation describes the chief labels within the Rabobank Group operationg in the various markets under their own brands.
Insert your presentation title here 29 October 2004 Rabobank
Insert your presentation title here 29 October 2004 Rabobank
Insert your presentation title here 29 October 2004 Rabobank