CorPeuM is the world's first integrated strategy execution system. It is comprised of 7 major components: standard definitions, data models, reporting models, workflow, reports and analyses, user security, and external integration. These components work together to support corporate performance management and strategy execution. CorPeuM aims to improve upon other CPM solutions by integrating budgets, strategy, and tactical planning capabilities to better manage the execution of activities that are strategic to an organization. The paper describes each component and how CorPeuM provides an integrated approach to the full CPM cycle in one system.
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
I, BIPIN BHARDWAJ, Hereby declare that this MUP report is the record of authentic work carried out and has not been submitted to any other University or Institute for the award of any degree / diploma etc.
This document discusses the evolution of MRP-type systems from Material Requirements Planning (MRP) to the latest generation, Enterprise Resource Planning Extended (ERP II). It describes the five stages of evolution: 1) MRP, 2) Closed-loop MRP, 3) Manufacturing Resource Planning (MRP II), 4) Enterprise Resource Planning (ERP), and 5) ERP II. Each stage built on the previous one by adding new capabilities and integrating additional business functions and resources across the enterprise. The goal was to develop comprehensive systems for integrated planning and control of all resources across manufacturing organizations.
This document describes an IT service management metrics web portal created by a group of students for tracking IT performance. It includes an overview of metrics and why they are important for measuring aspects of software, hardware, business processes, and service delivery. The portal allows users to add, list, and report on metrics and see performance targets and actuals in a dashboard. Database tables store information on metric names, areas, formulas, targets and actuals. Group member roles and grades are also listed.
This document provides an overview of German Cost Management (GPK), including its history, key principles, and how it differs from traditional American cost accounting systems. GPK focuses on direct resource consumption and capacity management to provide managers detailed cost information for decision making. It traces costs from initial resource investments and considers both fixed and variable cost behavior. The document also discusses examples of GPK implementation and its potential benefits and challenges for use in North American companies.
This document discusses various proposed software development methodologies that are based on model-driven architecture (MDA). It first provides background on MDA and its key concepts. It then examines how MDA can be mapped to the Rational Unified Process (RUP) software development lifecycle framework. The rest of the document describes several specific MDA-based methodologies: MODA-TEL, MASTER, MIDAS, C3, ODAC, and DREAM. It compares these methodologies based on which phases of the software development lifecycle they cover in detail. The document concludes that while many have invested in MDA, a standardized methodology for developing model-based systems is still lacking.
Mathematical concepts applied to operations managementRakesh Kariholoo
Mathematical concepts applied to Operations Management.
Change and Innovative disruption are in the News whether at the societal level or in businesses. These 20 slides will show why, for businesses, process re-engineering is at the heart of the all future mutations using concepts inspired by Bernhard Riemann when he envisioned manifold theory.
A must-read for all the pioneering brains still looking for the last frontier in the business arena.
Erp system for college automation using rfid tagseSAT Journals
Abstract Enterprise resource planning system is a tool that is use by almost all the industries today because of its power to integrate multiple domain and fractions of work together. An industry may comprise of marketing, sales, quality assurance, human resource etc. The ERP system atomizes most of the manual work done internally in each of these divisions and it also combines the overall work out-put, this way it helps get a good overall view of the entire organization. The same quality of the ERP system is employed in the education sector which also consists of multiple fractions that need integration. For a very long time the paper work in the education sector has been a problem and this is because it is easy to make mistakes when the work is done manually. Human error is inevitable and since human mind has a volatile memory and cannot store too much data there is a need for a system in place that can track and record all the events. This paper is about implementing an ERP system for college automation using RFID tags. Usage of RFID(radio frequency identification) tag helps in tagging each person with a unique ID and this is used for automated attendance marking. This system consists of a set of integrated software modules that support the college in real time. Multiple modules are designed to support each fraction in the college starting from director level to student level. Implementation of this system leads to no paper work and no inconstancy in the data. It provides multiple benefits to the management, teachers and the students. this is a low cost system in terms of implementation and maintenance . Keywords: RFID (radio frequency identification), Multiple modules, Enterprise resource planning (ERP).
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
I, BIPIN BHARDWAJ, Hereby declare that this MUP report is the record of authentic work carried out and has not been submitted to any other University or Institute for the award of any degree / diploma etc.
This document discusses the evolution of MRP-type systems from Material Requirements Planning (MRP) to the latest generation, Enterprise Resource Planning Extended (ERP II). It describes the five stages of evolution: 1) MRP, 2) Closed-loop MRP, 3) Manufacturing Resource Planning (MRP II), 4) Enterprise Resource Planning (ERP), and 5) ERP II. Each stage built on the previous one by adding new capabilities and integrating additional business functions and resources across the enterprise. The goal was to develop comprehensive systems for integrated planning and control of all resources across manufacturing organizations.
This document describes an IT service management metrics web portal created by a group of students for tracking IT performance. It includes an overview of metrics and why they are important for measuring aspects of software, hardware, business processes, and service delivery. The portal allows users to add, list, and report on metrics and see performance targets and actuals in a dashboard. Database tables store information on metric names, areas, formulas, targets and actuals. Group member roles and grades are also listed.
This document provides an overview of German Cost Management (GPK), including its history, key principles, and how it differs from traditional American cost accounting systems. GPK focuses on direct resource consumption and capacity management to provide managers detailed cost information for decision making. It traces costs from initial resource investments and considers both fixed and variable cost behavior. The document also discusses examples of GPK implementation and its potential benefits and challenges for use in North American companies.
This document discusses various proposed software development methodologies that are based on model-driven architecture (MDA). It first provides background on MDA and its key concepts. It then examines how MDA can be mapped to the Rational Unified Process (RUP) software development lifecycle framework. The rest of the document describes several specific MDA-based methodologies: MODA-TEL, MASTER, MIDAS, C3, ODAC, and DREAM. It compares these methodologies based on which phases of the software development lifecycle they cover in detail. The document concludes that while many have invested in MDA, a standardized methodology for developing model-based systems is still lacking.
Mathematical concepts applied to operations managementRakesh Kariholoo
Mathematical concepts applied to Operations Management.
Change and Innovative disruption are in the News whether at the societal level or in businesses. These 20 slides will show why, for businesses, process re-engineering is at the heart of the all future mutations using concepts inspired by Bernhard Riemann when he envisioned manifold theory.
A must-read for all the pioneering brains still looking for the last frontier in the business arena.
Erp system for college automation using rfid tagseSAT Journals
Abstract Enterprise resource planning system is a tool that is use by almost all the industries today because of its power to integrate multiple domain and fractions of work together. An industry may comprise of marketing, sales, quality assurance, human resource etc. The ERP system atomizes most of the manual work done internally in each of these divisions and it also combines the overall work out-put, this way it helps get a good overall view of the entire organization. The same quality of the ERP system is employed in the education sector which also consists of multiple fractions that need integration. For a very long time the paper work in the education sector has been a problem and this is because it is easy to make mistakes when the work is done manually. Human error is inevitable and since human mind has a volatile memory and cannot store too much data there is a need for a system in place that can track and record all the events. This paper is about implementing an ERP system for college automation using RFID tags. Usage of RFID(radio frequency identification) tag helps in tagging each person with a unique ID and this is used for automated attendance marking. This system consists of a set of integrated software modules that support the college in real time. Multiple modules are designed to support each fraction in the college starting from director level to student level. Implementation of this system leads to no paper work and no inconstancy in the data. It provides multiple benefits to the management, teachers and the students. this is a low cost system in terms of implementation and maintenance . Keywords: RFID (radio frequency identification), Multiple modules, Enterprise resource planning (ERP).
The CorPeuM mission is to improve the execution of strategy!
The basis of all performance management is in administering an organization’s business activities (sales, marketing, production, product development, etc.) in an environment that is increasingly uncertain. As outlined in ‘What is Strategy Execution?’, a strategy execution system should support the way in which these business processes are planned and monitored. This will require a number of integrated application capabilities, including:
Business Modelling: The system should be able to model an organization’s current and proposed business processes that show how they are connected to achieve the organization’s purpose.
Metric Categories: It should be possible to view that business model in terms of a number of metric categories such as the resources it consumes, the risks being run, the workload being performed, and the outcomes that are generated. Measures from these different categories will need to be displayed in combinations. For example, to show whether an activity is worthwhile requires its costs to be shown, along with the work performed and any outcomes. In addition, these metric views should be tailored to those people responsible for particular areas of the business.
Methodology support: It should adapt to an organisation’s chosen management methodology. i.e. it should conform with the terminology used and the way in which planning activities are prescribed.
Initiative management: It should allow the creation, selection, approval and monitoring of projects/strategic initiatives that improve organizational performance and how they link to corporate goals.
Scenario planning: It should allow combinations of initiatives to be assessed and the side-by-side analysis of alternate business models, through which senior management can set future plans.
Dynamic reports and analyses: It should communicate plans and results through personalised reports, analyses, dashboards, scorecards and strategy maps but in the context of how well the plan is being executed, so that the future can be better managed.
Dynamic workflow management: The system should be able to cope with continuous planning and monitoring of execution, which intelligently involves the right people at the right time, from across the enterprise.
Most people would agree that these capabilities are essential for managing strategy and its execution. Similarly, most CPM software vendors would claim to have these, but as they say, the devil is in the detail.
The document discusses government performance management (GPM), which follows a similar process to corporate performance management (CPM) but with some key differences. GPM focuses on citizens rather than financials and involves strategic planning over 3 years and operational planning annually. A GPM system allows users to plan objectives and track KPIs, integrating with other systems. It provides dashboards and analytics to monitor performance and analyze why goals are not being met. The GPM solution uses .NET, PerformancePoint, SQL Server, workflows, and SharePoint.
Gartner Magic Quadrant for Corporate Performance Management SuitesTagetik
The research evaluates Corporate Performance Management (CPM) vendors by their Completeness of Vision and Ability to Execute. Tagetik was one of 17 CPM Suites evaluated in the report worldwide.
If you are evaluating a CPM software, read Gartner's research to help guide your selection of the best CPM solution to meet the specific needs your organization.
KPI Lab is founded in 2006. The company is fully focused on the development of innovative software platform KPI Suite, designed to create MIS for Organisational Performance Monitoring and Data Collection and Monitoring MIS are also develop Case centers for the employees' joint work.
Tagetik CPM is a unified corporate performance management solution that includes planning, budgeting and forecasting, profitability modelling, dashboards, consolidation, and reporting. It offers an integrated single database and front end for these processes. Tagetik has over 10 years of experience in CPM and helps companies improve governance, shorten cycles, and analyze profitability through a web-based solution compatible with major databases.
Modern CFO in control with integrated software CPM-GRCMario Halfhide
The document discusses the increasing need for organizations to integrate corporate performance management (CPM) and governance, risk, and compliance (GRC) reporting on a single software platform. It notes that studies show CFOs want this integration to have better control over the reporting process. The document then defines CPM and GRC and trends in software merging these functions. It provides a business case example of an insurance company that integrated its various financial and risk reporting systems onto a unified platform, allowing for improved standardized reporting that incorporates risk management. The conclusion is that laws require organizations to have full control over reporting, and a unified CPM and GRC platform allows accurate and consistent reporting to meet these demands.
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
Download this report here: http://ow.ly/108Vrw
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
This document discusses the importance of senior finance professionals understanding enterprise resource planning (ERP) systems and their financial implications. It covers:
1. ERP systems are typically a company's largest IT investment but their business and financial impacts are often misunderstood.
2. It is important for CFOs and finance teams to understand ERPs because they can help with financial planning, control, and as system users.
3. The lifecycle of an ERP includes evaluation, implementation, upgrades, and ongoing maintenance which impact costs and benefits over 10-15 years.
What is the relationship between Accounting and an Accounting inform.pdfannikasarees
What is the relationship between Accounting and an Accounting information system? (2.5
Marks)
Accounting-Methods, procedures, and standards followed in accumulating, classifying,
recording, and reporting business events and transactions. The accounting system includes the
formal records and original source data. Regulatory requirements may exist on how a particular
accounting system is to be maintained (e.g., insurance company).
Accounting Information System-Subsystem of a Management Information System (MIS) that
processes financial transactions to provide (1) internal reporting to managers for use in planning
and controlling current and future operations and for nonroutine decision making; (2) external
reporting to outside parties such as to stockholders, creditors, and government agencies.
• What has happened to the relationship over the years? (2.5 Marks)
Accounting and Information technology are two terms which are the used in every business .
Because both are needed for effective working of a corporate or company. It is the need of time
that we should understand the relationship between Accounting and Information Technology .
Accounting is related recording and utilisation of recorded data . Information technology is
scientific , technological , engineering disciplines and management technique used in
information handling and processing , their application , computers and their interaction with
men and machines and associated , economical and cultural matters . In Simple wording IT is
that technique which and get and utilize the information with effective and efficient way.
Now , we are ready for giving the relationship between Accounting And Information
technology.
Both are related to get information and utilization of that information . So both are
interconnected with each other . If our specialize of both area merge both system with scientific
and technical way , then they easily overcome the different problems due to lack of correct and
adequate information related to business.
• What is accounting information? (1 marks)
Accounting information can be classified into two categories: financial accounting or public
information and managerial accounting or private information. Financial accounting includes
information disseminated to parties that are not part of the enterprise proper—stockholders,
creditors, customers, suppliers, regulatory commissions, financial analysts, and trade
associations—although the information is also of interest to the company\'s officers and
managers. Such information relates to the financial position, liquidity (that is, ability to convert
to cash), and profitability of an enterprise.
Managerial accounting deals with cost-profit-volume relationships, efficiency and productivity,
planning and control, pricing decisions, capital budgeting, and similar matters. This information
is not generally disseminated outside the company. Whereas the general-purpose financial
statements of financial accounting are assumed.
Implementing a cpms as part of an overall it strategy master works vers...aurigo
Implementing capital project management software (CPMS) is essential for large organizations and complicated projects to facilitate good internal communication and coordination between stakeholders. For a CPMS to be effective, it must integrate well with a company's existing IT systems and strategies. When choosing a CPMS, it is important to select one that uses open standards, is easily customized for different projects, and can export data in a variety of formats to allow interoperability between the CPMS and other software used by stakeholders. Aurigo's Masterworks CPMS meets these criteria and has demonstrated significant improvements in productivity and cost savings for customers.
TCM’s forecasting software allows you to forecast and reforecast, based on integrated and validated data, giving you instant access to information to make modifications easily as conditions change.
Management information systems (MIS) provide information to help organizations manage efficiently and effectively. MIS involve people, technology, and information. They analyze operational activities and support decision making. Common types of MIS include management information systems, decision support systems, executive information systems, and more specialized systems. Material requirements planning (MRP) is a tool used in manufacturing to determine material needs. It involves exploding bills of materials, netting requirements, and offsetting lead times. Total quality management (TQM) is a comprehensive management approach focusing on customer satisfaction through continuous improvement involving all employees. Six Sigma uses statistical methods to improve processes and reduce defects. It follows the DMAIC methodology for improving processes and DMADV for new designs. Supply
ERP systems are now commonly used in large businesses and vendors are targeting SMEs. This will have many consequences that must be addressed by understanding the history and evolution of ERP systems and their architectures. The success of ERP adoption will depend on the ability of legacy systems to integrate additional modules like CRM, SCM, and internet applications. ERP software consists of integrated modules that support common business functions like finance, accounting, production planning, and HR. It has evolved from MRP systems focused on manufacturing to integrate enterprise-wide processes. Major ERP modules include manufacturing, logistics, finance, sales and distribution, and human resources.
M tech inv_portal_with_dynamics_ax _2018_v_10.00ovais99
This document discusses an integrated solution for real estate and project management using Microsoft SharePoint and Dynamics AX 2012. It describes setting up a holding company structure with operational, regional, and franchisee levels to run and control business operations. It also outlines using SharePoint portals for franchisee operations and Dynamics AX for back office functions like financials. The solution aims to provide flexibility, visibility, controls and analytics across the business.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
This document provides a framework for building an effective and extensible data and analytics operating model. It outlines a 3-step methodology: 1) Develop a business model focused on data; 2) Design the operating model focusing on integration and standardization of processes and data; 3) Design the operating model architecture detailing how people, processes and technology are organized. It identifies 9 core components of the operating model including managing processes, data, analytics services, and governance. The document provides examples of how to detail the subcomponents and design rules to integrate and standardize data across the organization.
Integral optimizer of business.
It uses the Solver of Frontline Systems and the IBM ILOG CPLEX,
More than 70 cases optimized, Improves the results as a minimum in a 40%, The consultancy of implementation is reduced substantially, Applies to any activity of business.
A Project Management Information System (PMIS) is a computer-based tool that aids project managers in planning, tracking, and controlling projects. A PMIS can calculate schedules, costs, resource allocation, and expected outcomes. It provides automated organization and control of key project management processes. Typical features of a PMIS include work breakdown structure creation, scheduling, resource tracking, reporting, and configuration management.
M&A Integration Best Practices From The Front, What Works and What Doesn’tperegoff
The document discusses best practices for M&A integration from planning stages through post-close operations. It emphasizes the importance of standing up an Integration Management Office to govern the process using work plans, risk mitigation, and change management. The IMO should break the company into value chain teams to drive integration objectives and manage interdependencies along the critical path to completion. Finally, the document examines integration models like status quo, bolt-on, adopt and go, and greenfield that are selected based on each deal's pro forma expectations and goals.
The CorPeuM mission is to improve the execution of strategy!
The basis of all performance management is in administering an organization’s business activities (sales, marketing, production, product development, etc.) in an environment that is increasingly uncertain. As outlined in ‘What is Strategy Execution?’, a strategy execution system should support the way in which these business processes are planned and monitored. This will require a number of integrated application capabilities, including:
Business Modelling: The system should be able to model an organization’s current and proposed business processes that show how they are connected to achieve the organization’s purpose.
Metric Categories: It should be possible to view that business model in terms of a number of metric categories such as the resources it consumes, the risks being run, the workload being performed, and the outcomes that are generated. Measures from these different categories will need to be displayed in combinations. For example, to show whether an activity is worthwhile requires its costs to be shown, along with the work performed and any outcomes. In addition, these metric views should be tailored to those people responsible for particular areas of the business.
Methodology support: It should adapt to an organisation’s chosen management methodology. i.e. it should conform with the terminology used and the way in which planning activities are prescribed.
Initiative management: It should allow the creation, selection, approval and monitoring of projects/strategic initiatives that improve organizational performance and how they link to corporate goals.
Scenario planning: It should allow combinations of initiatives to be assessed and the side-by-side analysis of alternate business models, through which senior management can set future plans.
Dynamic reports and analyses: It should communicate plans and results through personalised reports, analyses, dashboards, scorecards and strategy maps but in the context of how well the plan is being executed, so that the future can be better managed.
Dynamic workflow management: The system should be able to cope with continuous planning and monitoring of execution, which intelligently involves the right people at the right time, from across the enterprise.
Most people would agree that these capabilities are essential for managing strategy and its execution. Similarly, most CPM software vendors would claim to have these, but as they say, the devil is in the detail.
The document discusses government performance management (GPM), which follows a similar process to corporate performance management (CPM) but with some key differences. GPM focuses on citizens rather than financials and involves strategic planning over 3 years and operational planning annually. A GPM system allows users to plan objectives and track KPIs, integrating with other systems. It provides dashboards and analytics to monitor performance and analyze why goals are not being met. The GPM solution uses .NET, PerformancePoint, SQL Server, workflows, and SharePoint.
Gartner Magic Quadrant for Corporate Performance Management SuitesTagetik
The research evaluates Corporate Performance Management (CPM) vendors by their Completeness of Vision and Ability to Execute. Tagetik was one of 17 CPM Suites evaluated in the report worldwide.
If you are evaluating a CPM software, read Gartner's research to help guide your selection of the best CPM solution to meet the specific needs your organization.
KPI Lab is founded in 2006. The company is fully focused on the development of innovative software platform KPI Suite, designed to create MIS for Organisational Performance Monitoring and Data Collection and Monitoring MIS are also develop Case centers for the employees' joint work.
Tagetik CPM is a unified corporate performance management solution that includes planning, budgeting and forecasting, profitability modelling, dashboards, consolidation, and reporting. It offers an integrated single database and front end for these processes. Tagetik has over 10 years of experience in CPM and helps companies improve governance, shorten cycles, and analyze profitability through a web-based solution compatible with major databases.
Modern CFO in control with integrated software CPM-GRCMario Halfhide
The document discusses the increasing need for organizations to integrate corporate performance management (CPM) and governance, risk, and compliance (GRC) reporting on a single software platform. It notes that studies show CFOs want this integration to have better control over the reporting process. The document then defines CPM and GRC and trends in software merging these functions. It provides a business case example of an insurance company that integrated its various financial and risk reporting systems onto a unified platform, allowing for improved standardized reporting that incorporates risk management. The conclusion is that laws require organizations to have full control over reporting, and a unified CPM and GRC platform allows accurate and consistent reporting to meet these demands.
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
Download this report here: http://ow.ly/108Vrw
This report from DCG Software Value discusses whether or not function points are still relevant in the IT world, given all the innovative changes and processes that have occurred.
This document discusses the importance of senior finance professionals understanding enterprise resource planning (ERP) systems and their financial implications. It covers:
1. ERP systems are typically a company's largest IT investment but their business and financial impacts are often misunderstood.
2. It is important for CFOs and finance teams to understand ERPs because they can help with financial planning, control, and as system users.
3. The lifecycle of an ERP includes evaluation, implementation, upgrades, and ongoing maintenance which impact costs and benefits over 10-15 years.
What is the relationship between Accounting and an Accounting inform.pdfannikasarees
What is the relationship between Accounting and an Accounting information system? (2.5
Marks)
Accounting-Methods, procedures, and standards followed in accumulating, classifying,
recording, and reporting business events and transactions. The accounting system includes the
formal records and original source data. Regulatory requirements may exist on how a particular
accounting system is to be maintained (e.g., insurance company).
Accounting Information System-Subsystem of a Management Information System (MIS) that
processes financial transactions to provide (1) internal reporting to managers for use in planning
and controlling current and future operations and for nonroutine decision making; (2) external
reporting to outside parties such as to stockholders, creditors, and government agencies.
• What has happened to the relationship over the years? (2.5 Marks)
Accounting and Information technology are two terms which are the used in every business .
Because both are needed for effective working of a corporate or company. It is the need of time
that we should understand the relationship between Accounting and Information Technology .
Accounting is related recording and utilisation of recorded data . Information technology is
scientific , technological , engineering disciplines and management technique used in
information handling and processing , their application , computers and their interaction with
men and machines and associated , economical and cultural matters . In Simple wording IT is
that technique which and get and utilize the information with effective and efficient way.
Now , we are ready for giving the relationship between Accounting And Information
technology.
Both are related to get information and utilization of that information . So both are
interconnected with each other . If our specialize of both area merge both system with scientific
and technical way , then they easily overcome the different problems due to lack of correct and
adequate information related to business.
• What is accounting information? (1 marks)
Accounting information can be classified into two categories: financial accounting or public
information and managerial accounting or private information. Financial accounting includes
information disseminated to parties that are not part of the enterprise proper—stockholders,
creditors, customers, suppliers, regulatory commissions, financial analysts, and trade
associations—although the information is also of interest to the company\'s officers and
managers. Such information relates to the financial position, liquidity (that is, ability to convert
to cash), and profitability of an enterprise.
Managerial accounting deals with cost-profit-volume relationships, efficiency and productivity,
planning and control, pricing decisions, capital budgeting, and similar matters. This information
is not generally disseminated outside the company. Whereas the general-purpose financial
statements of financial accounting are assumed.
Implementing a cpms as part of an overall it strategy master works vers...aurigo
Implementing capital project management software (CPMS) is essential for large organizations and complicated projects to facilitate good internal communication and coordination between stakeholders. For a CPMS to be effective, it must integrate well with a company's existing IT systems and strategies. When choosing a CPMS, it is important to select one that uses open standards, is easily customized for different projects, and can export data in a variety of formats to allow interoperability between the CPMS and other software used by stakeholders. Aurigo's Masterworks CPMS meets these criteria and has demonstrated significant improvements in productivity and cost savings for customers.
TCM’s forecasting software allows you to forecast and reforecast, based on integrated and validated data, giving you instant access to information to make modifications easily as conditions change.
Management information systems (MIS) provide information to help organizations manage efficiently and effectively. MIS involve people, technology, and information. They analyze operational activities and support decision making. Common types of MIS include management information systems, decision support systems, executive information systems, and more specialized systems. Material requirements planning (MRP) is a tool used in manufacturing to determine material needs. It involves exploding bills of materials, netting requirements, and offsetting lead times. Total quality management (TQM) is a comprehensive management approach focusing on customer satisfaction through continuous improvement involving all employees. Six Sigma uses statistical methods to improve processes and reduce defects. It follows the DMAIC methodology for improving processes and DMADV for new designs. Supply
ERP systems are now commonly used in large businesses and vendors are targeting SMEs. This will have many consequences that must be addressed by understanding the history and evolution of ERP systems and their architectures. The success of ERP adoption will depend on the ability of legacy systems to integrate additional modules like CRM, SCM, and internet applications. ERP software consists of integrated modules that support common business functions like finance, accounting, production planning, and HR. It has evolved from MRP systems focused on manufacturing to integrate enterprise-wide processes. Major ERP modules include manufacturing, logistics, finance, sales and distribution, and human resources.
M tech inv_portal_with_dynamics_ax _2018_v_10.00ovais99
This document discusses an integrated solution for real estate and project management using Microsoft SharePoint and Dynamics AX 2012. It describes setting up a holding company structure with operational, regional, and franchisee levels to run and control business operations. It also outlines using SharePoint portals for franchisee operations and Dynamics AX for back office functions like financials. The solution aims to provide flexibility, visibility, controls and analytics across the business.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
This document provides a framework for building an effective and extensible data and analytics operating model. It outlines a 3-step methodology: 1) Develop a business model focused on data; 2) Design the operating model focusing on integration and standardization of processes and data; 3) Design the operating model architecture detailing how people, processes and technology are organized. It identifies 9 core components of the operating model including managing processes, data, analytics services, and governance. The document provides examples of how to detail the subcomponents and design rules to integrate and standardize data across the organization.
Integral optimizer of business.
It uses the Solver of Frontline Systems and the IBM ILOG CPLEX,
More than 70 cases optimized, Improves the results as a minimum in a 40%, The consultancy of implementation is reduced substantially, Applies to any activity of business.
A Project Management Information System (PMIS) is a computer-based tool that aids project managers in planning, tracking, and controlling projects. A PMIS can calculate schedules, costs, resource allocation, and expected outcomes. It provides automated organization and control of key project management processes. Typical features of a PMIS include work breakdown structure creation, scheduling, resource tracking, reporting, and configuration management.
M&A Integration Best Practices From The Front, What Works and What Doesn’tperegoff
The document discusses best practices for M&A integration from planning stages through post-close operations. It emphasizes the importance of standing up an Integration Management Office to govern the process using work plans, risk mitigation, and change management. The IMO should break the company into value chain teams to drive integration objectives and manage interdependencies along the critical path to completion. Finally, the document examines integration models like status quo, bolt-on, adopt and go, and greenfield that are selected based on each deal's pro forma expectations and goals.
4. CorPeuM is the world’s first, totally integrated strategy execution system. It’s something we can say with
confidence as those involved in the design and development of CorPeuM have first hand experience in using
many of the performance management software products on the market today.
Gartner define Corporate Performance Management (CPM for short) as “the methodologies, metrics, processes
and systems used to monitor and manage an enterprise's business performance.” They also define a series of
software applications to support CPM, which are categorised into:
• Financial and Management Reporting and Disclosure
• Budgeting
• Strategic Planning and Forecasting, comprised of applications for:
• Planning
• Forecasting
• Strategy Management
• Profitability Modelling and Optimization (PM&O)
However, studies show that very few companies actually achieve the goal of CPM solutions. In a survey of over
3000 companies conducted by Bernard Marr of the Advanced Performance Institute, only 2% said that they
were completely satisfied, while 20% said they haven't benefited at all from the introduction of CPM tools.
Performance management is all about managing day-to-day activities to implement and achieve corporate goals.
This requires the complete integration of budgets with strategy, and yet most software suites separate these
capabilities – as evidenced by Gartner’s software categories.
It is our belief that a modern CPM application should provide capabilities to continually plan and monitor the
executionofactivities,particularlythosethatarestrategictotheorganization. Thisrequiresdifferentcapabilities
and a different architecture not found in today’s software solutions but found built into CorPeuM.
The world’s first strategy execution system.
5. Supporting CPM
The Performance Management cycle typically starts when management of an organization decides on the
strategic plan for the next 3-5 years. This strategic model contains objectives, strategies and financial guidelines
that form the basis for the CPM processes that follow.
From this a tactical plan model is developed during the tactical planning process where initiatives, projects and
investments that are needed to reach the strategic objectives are assessed. To each element of the tactical plan,
resources, outcomes, milestones and priorities are assigned.
The financial plan or budget is simply the financial translation of the tactical plan along with any other resources
required to run the entire organisation. It summarizes the financial impact of the decisions made during the
planning process and serves as a control mechanism during the execution of the plan.
The forecasting and management reporting processes enrich the strategic, tactical and financial planning
models with actual and forecast figures. These are delivered through scorecards, dashboards, reporting packs
and briefing books that allow internal and external consumers to review performance and make decisions on
adjustments to the various plans in order to keep the organisation on track.
CorPeuM offers this complete CPM cycle in one integrated business model. This is only possible because of the
unique way in which the product has been designed, as explained further.
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6. CorPeuM is built on top of Microsoft SQL Server and the latest associated technologies. It is delivered as a
SaaS application that only requires a modern web browser in order to develop and use. The CorPeuM platform
is logically comprised of a seven major components: Standard Definitions, Data Models, Reporting Models,
Workflow, Reports & Analyses, User Security and External Integration.
Each component works with the others and enables the building of applications that other CPM solutions find
impossible. These components will now be described in more detail.
CorPeuM Platform Overview
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7. 1. Business dimensions and members
This includes organisational departments, product and customer groupings, markets, channels and so on. To
support our vision for strategy execution, these definitions include the components of a strategic/tactical plan
that can be displayed in a ‘cause and effect’ relationship.
2. Hierarchy effective dates
Each dimension can have multiple hierarchies where each hierarchy relationship can be given an effective “from”
and “to” date. This means that when reporting results we can choose to report data that:
• Reflects the current structure
• Reflects the structure at any given point in time (Snapshot)
• Or that shows how relationships have evolved over time
3. Attributes
Although dimension members are organized by hierarchies, each member is also associated with one or more
attributes. Attributes define the characteristics of a member, e.g. Customer Type or Product Price Category,
which can then be grouped into specific types, such as Customers, Markets, Channels, Products, … These
groupings can then be used to analyse data irrespective of their hierarchical position, for example show me the
status of all initiatives, show all products of type X.
4. Calendars
Calendars are a special type of dimension. Various parts of the CPM cycle will require different calendars.
Consolidation and budgeting processes will most likely use a monthly fiscal calendar. However sales or
production planning and forecasting exercises may use weekly periods. Actual sales reporting may require
daily sales figures to be rolled up to both weekly and monthly calendars. CorPeuM allows as many calendars
as needed to be defined that can be mapped onto each other. It also supports calendar attributes that add
more intelligence to calendars, such as Weekend, Holiday, Summer Season. Once a calendar attribute has been
defined, it is automatically visible in every calendar and can be used in business logic, reports, filters, processes,...
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8. Data Models
By selecting combinations of standard definitions created within CorPeuM, users can create one or more data
models. Each data model represents a particular grouping of data at the right, appropriate level of detail. For
example, Strategic initiatives can be defined in a cause and effect hierarchy by Quarter at a divisional level;
Budgets can be set for certain accounts by department and month; forecasts can be collected by key customer
or contract on a day or weekly basis.
Data models can be linked to a variety of data sources including spreadsheets, text files, and databases, where
the raw data can be filtered and summarized. Data is then loaded through specific CorPeuM processes. No data
is ever overwritten – all data is held by task, user and date for audit purposes.
DATA MODEL
1000 + 50 - 10
Stores incremental changes by tag, user and date.
Created from standard dimensions and members
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9. Reporting Models
The standard definitions held within CorPeuM are also used to define reporting models that are used to produce
reports and analyses. These will be typically set up to reflect the report/analysis being supported and can be
enriched with calculations, currency conversions and filters that restrict the members to be used.
Data flows into these models under the control of a CorPeuM process and can come from existing data and other
reporting models. For example, when producing a cash flow, data models will be required to hold P&L details
along with payment terms. These are then combined to produce a cash forecast.
Where hierarchies are involved, the reporting model can use structures at a fixed point in time; the current
structure; a combination that shows how structure changes have impacted results; or a structure based on any
combination of attributes.
This makes the setting up of a complex application, easy. Changes to standard dimensions and members can be
made to automatically flow through to both data and reporting models, thereby easing maintenance.
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10. Workflow
CorPeuM has built-in process management containing tasks and other components for modelling workflow and
providing functionality for all CPM processes. It includes dozens of predefined, intelligent tasks for jobs such as
entering data onto a sheet, approving a submission, producing a report, copying or deleting data, and running a
multi-dimensional cost allocation.
Building a CorPeuM process is done by selecting and parameterizing the task types needed and combining them
in a logical order.
When a process is started, CorPeuM automatically distributes tasks to the To Do lists of all participants based
upon the roles in their User Passport. Notifications are sent in case of violated deadlines and tasks can be
automatically escalated. Administrators can view all running processes on an interactive timeline.
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11. Reports and Analyses.
CorPeuM comes with its own reporting and analysis capabilities that include charts, grids, formal reports and
specialised components for formats such as strategy maps.
Reports and analyses are defined on top of a one or more reporting models. Most reports are defined as a
combination of multiple simple reports that we refer to as blocks. Blocks can be positioned anywhere on a page
whose ‘off grid’ dimensions can be linked so that they act as ONE report.
Books combine reports into reporting packs. Both books and reports can be published in many formats such as
PDF, Excel, HTML. Excel can be used to connect directly to a Reporting Model and use Excel’s built-in pivoting
and BI capabilities to analyze and report.
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12. User Security
Everything a user can do in CorPeuM is defined in their user passport, which includes:
• A user’s roles.
• The data they can view and/or modify.
• The functionality they has access to e.g. building reports, creating processes.
• General settings, such as their language, credentials and contact information.
Users can have multiple roles depending on the process or even within a single process:
• They can simple consume reports and information.
• They can supply information.
• They can adapt or extend the system itself.
• They can simply communicate with other users.
• They can approve or reject information.
Roles can also have parameters and be placed in hierarchical relationships where they can be used for defining
approval processes and escalation paths.
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13. External Integration
All aspects of the CorPeuM model and data can be setup and maintained manually or through a range of import
formats. These updates are controlled through the security system and consist of date and time stamps on any
changes that are the available for reporting.
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15. [[ Summary
In this short paper we have described the components that make up the CorPeuM platform.
By taking these capabilities, we are able to combine them in such a way as to support our vision for improving the
execution of strategy. To find out more we have two further papers
• CorPeuM and Strategy Execution: This provides an overview of what makes CorPeuM different from
other CPM solutions when looking to support the execution of strategy.
• CorPeuM Strategy Execution case study: This provides a detailed description of CorPeuM in action as a
strategy execution system
CorPeuM is made up of an international team of acknowledged experts in the field of corporate performance
management. Our experience in designing, using and implementing ‘best practice’ systems for planning,
budgeting, reporting and analysis in some of the world’s leading organisations, led us to design and build a new
and better breed of application that is more able to cope with today's uncertain business environment.
The result is the CorPeuM approach that allows organisations to focus on the execution of strategy by redefining
the way they manage corporate performance.
To find out more, contact info@corpeum.com
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