Have you ever wondered how your company pays its bills? I mean, every day when you come to work, the lights are on, the security guard is working, and food is served in the cafeteria. Somehow, thanks to the efforts of your company’s leadership, that is all getting paid for, but how? The secret my dear IT manager lies in the world of working capital…
Agenda:
Modeling depleting items
Consistency in the format
Modeling the Taxes
Modeling of Debt and Cash Balances
Edupristine offers Financial Modeling Course in US a practical approach for financial analysts to come to the business valuation of any organization
More info take a look at:http://www.edupristine.com/ca/courses/financial-modeling/
Quality Assurance and Cost Control for ConstructionRich Purtell
Discussion about some common traps in the construction industry which tend to drive up costs yet not improve quality. Suggestions offered on how to do things in a better way
Investment analysis and portfolio management quantitative methods of investme...Arif Hossain FCA
The objective of investment analysis and portfolio management study is to help entrepreneurs and practitioners to understand the investments field as it is currently understood and practiced for sound investment decisions making. Following this objective, key concepts are presented to provide an appreciation of the theory and practice of investments, focusing on investment portfolio formation and management issues. This study is designed to emphasize both theoretical and analytical aspects of investment decisions and deals with modern investment theoretical concepts and instruments. Both descriptive and quantitative materials on.............................
Agenda:
Modeling depleting items
Consistency in the format
Modeling the Taxes
Modeling of Debt and Cash Balances
Edupristine offers Financial Modeling Course in US a practical approach for financial analysts to come to the business valuation of any organization
More info take a look at:http://www.edupristine.com/ca/courses/financial-modeling/
Quality Assurance and Cost Control for ConstructionRich Purtell
Discussion about some common traps in the construction industry which tend to drive up costs yet not improve quality. Suggestions offered on how to do things in a better way
Investment analysis and portfolio management quantitative methods of investme...Arif Hossain FCA
The objective of investment analysis and portfolio management study is to help entrepreneurs and practitioners to understand the investments field as it is currently understood and practiced for sound investment decisions making. Following this objective, key concepts are presented to provide an appreciation of the theory and practice of investments, focusing on investment portfolio formation and management issues. This study is designed to emphasize both theoretical and analytical aspects of investment decisions and deals with modern investment theoretical concepts and instruments. Both descriptive and quantitative materials on.............................
This is the slide show that David Ellison used when presenting "Cash Flow," the first topic and presentation in part of PRG's 2014 Business Development Webinar Series.
This presentation provides an understanding of what financial modelling is and how it is used. Moreover it covers the basic approach for creating financial models and utilising them as needed.
This is the slide show that David Ellison used when presenting "Budgets and Tracking Financials," the second topic and presentation in part of PRG's 2014 Business Development Webinar Series.
Guidelines and uses of financial statement analysisTutors On Net
Computing ratios help in questioning
correctly about the company’s financial position, even though accurate answers may
be given, ratios form a mode in understanding company’s affairs
Financial and operational Performance Management John Berry
This is an overview of the Financial performance management solution from IBM. These slide goes through why IBM is different and what are some challenges that are faced by different clients. We also show a list of clients that are already using these solutions.
This is a frequently asked question, and to understand it, we need to differentiate between dominance and frequency of expression. While many traits may be e.
This is a frequently asked question, and to understand it, we need to differentiate between dominance and frequency of expression. While many traits may be e.
It help desk what is a help desk - it-toolkitsIT-Toolkits.org
What is a Help Desk? Wise Geek states “A help desk is a resource designed to provide end users with information and assistance regarding problems with computers and related devices or software.”
What is a Help Desk? Webopedia states “A department within a company that responds to user’s technical questions.”
Companies and their employees need a reliable group to obtain IT help from. An IT Help Desk is not just having an knowledgeable person available but creating the processes and deploying the tools needed so the end user experience meets expectations by an IT Help Desk Agent with customer services skills. The people, process and technology needs of building your IT Help Desk fall into many specific categories. We have identified many of the IT Help Desk specific categories with detailed ITIL based information about them in separate posts.
This is the slide show that David Ellison used when presenting "Cash Flow," the first topic and presentation in part of PRG's 2014 Business Development Webinar Series.
This presentation provides an understanding of what financial modelling is and how it is used. Moreover it covers the basic approach for creating financial models and utilising them as needed.
This is the slide show that David Ellison used when presenting "Budgets and Tracking Financials," the second topic and presentation in part of PRG's 2014 Business Development Webinar Series.
Guidelines and uses of financial statement analysisTutors On Net
Computing ratios help in questioning
correctly about the company’s financial position, even though accurate answers may
be given, ratios form a mode in understanding company’s affairs
Financial and operational Performance Management John Berry
This is an overview of the Financial performance management solution from IBM. These slide goes through why IBM is different and what are some challenges that are faced by different clients. We also show a list of clients that are already using these solutions.
This is a frequently asked question, and to understand it, we need to differentiate between dominance and frequency of expression. While many traits may be e.
This is a frequently asked question, and to understand it, we need to differentiate between dominance and frequency of expression. While many traits may be e.
It help desk what is a help desk - it-toolkitsIT-Toolkits.org
What is a Help Desk? Wise Geek states “A help desk is a resource designed to provide end users with information and assistance regarding problems with computers and related devices or software.”
What is a Help Desk? Webopedia states “A department within a company that responds to user’s technical questions.”
Companies and their employees need a reliable group to obtain IT help from. An IT Help Desk is not just having an knowledgeable person available but creating the processes and deploying the tools needed so the end user experience meets expectations by an IT Help Desk Agent with customer services skills. The people, process and technology needs of building your IT Help Desk fall into many specific categories. We have identified many of the IT Help Desk specific categories with detailed ITIL based information about them in separate posts.
This is a frequently asked question, and to understand it, we need to differentiate between dominance and frequency of expression. While many traits may be e.
How to set realistic priorities for it budget planning it-toolkitsIT-Toolkits.org
Once you are aware of your budgeting “realities”, you can begin the process of identifying related priorities, which will shape and refine actual budget results.
Will it be possible to maintain the budget and still provide the necessary services and projects?
If not, what items in the budget can be reduced to compensate?
If budget cuts are in order, how will essential services and projects still be provided?
How will difficult budget decisions be made and communicated?
How will you deal with staff disappointments and end-user complaints?
Get to budgeting in 4 easy stages it-toolkitsIT-Toolkits.org
Realistic project budgets can be achieved in four (4) steps designed to ensure that your budgets are sufficiently defined and aligned to existing project needs and capabilities.
Stage 1: Set a justifiable basis for your budget projection by answering the following questions….
What is the source of the cost projection?
How was the projection derived?
How was the projection validated?
How confident are you in the accuracy of each projection?
An it manager’s new best friend the company balance sheet it-toolkitsIT-Toolkits.org
Hey IT manager, how is that company that you are working for currently doing? Yeah, yeah – I know that all of the press releases that your management keeps putting out say that things have never been better and the internal emails that you get from the big guy say the same thing. However, how are things really going? It turns out that you can answer this question if you know how to read your company’s balance sheet…
1. Continually forecast the budget. A project run without frequent budget management and reforecasting will likely be headed for failure. Why? Because frequent budget oversight prevents the budget from getting too far out of hand. A 10 percent budget overrun is far easier to correct than a 50 percent overrun. Your chances of keeping the project on track with frequent review of the budget plan is far greater than if you forecast it once and forget about it.
Learning ObjectivesUpon completion of Chapter 6 you will b.docxsmile790243
Learning Objectives
Upon completion of Chapter 6 you will be able to:
• Understand the importance of incremental after-tax cash flows.
• Be able to estimate incremental after-tax cash flows.
• Be able to calculate the tax consequences on an asset sale.
• Understand why sunk costs do not matter in capital budgeting.
• Know the three categories of cash flows typically seen in an investment proposal.
Relevant Cash Flows for
Capital Budgeting
6
iStockphoto/Thinkstock
byr80656_06_c06_141-160.indd 141 3/28/13 3:32 PM
CHAPTER 6Section 6.1 How to Compute Cash Flows
A company’s very first goal is staying financially healthy; a bankrupt company helps no one, neither owners nor employees nor customers. Financial health requires that bills and debts be paid in full and on time. This is done with cash. Cash
is what lets a company keep its doors open and the lights on. Cash keeps the machines
running, the raw materials flowing into factories, and the finished goods flowing out.
In Chapter 2 we explained why cash flow is more important than accounting profits. We
repeat that message here because it is so important. A company cannot pay its employ-
ees, suppliers, banks, or tax agencies with net income. Those entities only accept cash. In
Chapter 2 we also explained why cash flow and accounting profit (net income or profit
after tax) differ. As a quick reminder, it has to do with how revenue is recognized, how
costs are matched to sales, and how some costs are allocated over time via depreciation.
In this chapter we expand the discussion of cash flow to exactly which type of cash flows
we use when analyzing investment opportunities or determining a company’s financial
health. We draw on accounting, tax rules, and economic theory to arrive at the appropri-
ate cash flows for financial analysis. In a corporate setting, investment analysis is called
capital budgeting: the decision about how to best budget investment capital to create
wealth for shareholders.
6.1 How to Compute Cash Flows
We discussed how to use accounting statements to estimate cash flows in Chapter 2. There we showed a simple approach that gave a reasonable approximation in most cases and a more complete approach. The simple approach just added
depreciation expense back to net income to find an estimate of cash flow. This approach is
usually fairly close to the exact value because depreciation is usually the primary account
that causes net income and cash flow to differ.
The more complete approach begins with net income and subtracts increases in assets and
adds increases in liabilities. Note that depreciation expense will be included in changes in
fixed assets or property, plant, and equipment (PP&E), so is not treated separately as it was
in the simple approach. If you are not comfortable with translating accounting data into
cash flows, be sure to review the more detailed description of the process in Chapter 2.
The appropriate cash flows for eval ...
What is a business case and why on earth is it so integral to the world of project management? It is the
foundations with which our project is built and as the complexities and costs increase, so does the importance of
the business case.
Here, lead PRINCE2 trainer Richard Lampitt discusses in further detail the fundamental importance of the business case in Project Management
Marta Ortiz1. Discuss differences between cash flow and accounti.docxhealdkathaleen
Marta Ortiz
1. Discuss differences between cash flow and accounting income and why it is important to use cash flow in making capital budgeting decisions.
Cash flows is a revenue or expense stream that changes a cash account over a given period.
Accounting income equals total revenues minus total expenses, but a variety of indicators, including gross income and operating income, make it into a company’s profitability line.
Cash flow management covers a liquidity report, whereas accounting income is part of an income statement report on income and statement for profit and loss.
Some companies might be making a large amount of money in terms of their income, but are doing poorly when it comes to cash flow.
The cash flow is used to reconcile the difference between the company’s reported income and the actual amount of money that was received in cash.
When computing cash flow, the company adds back non-cash losses such as depreciation, capital losses, increases in debt and decreases in accounts receivable.
They must subtract out any gains that did not provide cash, including gains on cpaita assets, increases in receivables and decreases in debt.
Cash flow is crucial to an entity’s survival.
Having cash on hand will ensure that creditors, employees and others can be paid on time.
A capital project is a major nonrecurring expenditure.
A capital budget is a formal plan to expend the resources necessary to acquire or create the fixed assets that the subject of the capital project.
2. How do companies generate ideas for capital projects? Give some examples of capital projects that companies in certain industries might undertake.
Companies often ask various department managers to submit their proposals, or ideas for capital projects.
Department managers often see potential improvements within their area.
Senior management determines what parameters each accepted capital project needs to meet.
Senior management performs an initial screening of all the projects.
I believe that Google is a company that is growing each day that goes by.
It is a company that along with committees most likely composed of finance, marketing, technology, and other executives are charged up with coming up with ideas to improve the company and the products and services offered by the company.
They have to make sure that Google is working it at its best so that competitors do not outbeat their services.
They have to stay on top of what is it that the computers literates are looking for on an everyday basis and ways to improve the search engine.
Another project that intrigues me is bridges.
The reason for this is because I always wonder how they are built but most importantly how are they maintained if they are in the water.
They too, most likely have various committees such as dot, engineers on different of various levels to come up with the ideas to manage the bridges that are driven through everyday on a daily basis.
In my opinion, t
his is a.
Pert, cpm and other tools of project management for intrapreneurs Dr. Trilok Kumar Jain
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Question and Answers from - A benefits management framework for prioritising programmes webinar
Monday 17 February 2020
presented by:
Dr Hugo Minney
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/a-benefits-management-framework-for-prioritising-programmes-webinar/
This supports the APM publication “A guide to using a benefits management framework” and takes participants through the implementation process:
https://www.apm.org.uk/book-shop/a-guide-to-using-a-benefits-management-framework/
Presentation slides:
https://www.slideshare.net/assocpm/a-benefits-management-framework-for-prioritising-programmes-webinar-17-february-2020
Similar to What it managers need to know about working capital it-toolkits.org (20)
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Risk Management and Risk Assessment are major components of Information Security Management (ISM). Although they are widely known, a wide range of definitions of Risk Management and Risk Assessment are found in the relevant literature [ISO13335-2], [NIST], [ENISA Regulation]. Here a consolidated view of Risk Management and Risk Assessment is presented. For the sake of this discussion, two approaches to presenting Risk Management and Risk Assessment, mainly based on OCTAVE [OCTAVE] and ISO 13335-2 [ISO13335-2] will be considered. Nevertheless, when necessary, structural elements that emanate from other perceptions of Risk Management and Risk Assessment are also used (e.g. consideration of Risk Management and Risk Assessment as counterparts of Information Security Management System, as parts of wider operational processes, etc. [WG-Deliverable 3], [Ricciuto]).
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Information technology (IT) has become a vital and integral part of every business plan.
From multi-national corporations who maintain mainframe systems and databases to
small businesses that own a single computer, IT plays a role. The reasons for the
omnipresent use of computer technology in business can best be determined by looking
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For many IT execs, the term centralization is a relic of the 1970s, eliciting memories of skyrocketing gas prices, VW Beetles and Donald Rumsfeld. Like all those timepieces, centralization is back. But it’s not your father’s centralized IT organization?this time it has a chance to succeed.
Centralization in the 1970s and early 1980s involved monolithic IT organizations built around a mainframe that served the entire enterprise. Because IT staffers were set apart from the business units, they were usually out of touch with users who saw them?often accurately?as unresponsive and irrelevant. In the late 1980s, with the rise of distributed computing environments, IT departments also became distributed, with IT employees organized to support specific business units at different geographic locations.
A change management process is a formal set of procedures and steps that are set in place to manage all changes, updates, or modifications to hardware and software (systems) across an organization. Typically, the change management process should be formalized through a management-approved policy. From an internal aud it perspective the policy should cover
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Since you are reading this booklet, you have reached a point in your service
organization that has caused you to consider purchasing new technology to
meet your growing needs. You’re wise to consider technology and wise to
read this booklet. After all, you probably realize that although technology
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great frustration. Poorly chosen or implemented technology creates as many
problems as it solves. You can avoid these problems, however, by keeping a
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Security is not an area newly arisen in the wake of the 9/11 tragedy. There have always been reasons to be concerned:
conflicting priorities, business environmental factors, information sensitivity, lack of controls on the Internet, ethical lapses,
criminal activity, carelessness, and higher levels of connectivity and vulnerability. It’s a tradeoff between limiting danger
versus affecting productivity: 100 percent security equals 0 percent productivity, but 0 percent security doesn’t equal 100
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If you're serious about becoming a successful, well-rounded IT professional, you need to
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Information technology (IT) management is an established discipline, defined by the series of steps, practices and procedures used to select, install and maintain technology in business, covering technology products, services, devices, data and related transactions. That’s the “formal” definition – but in practical application, there’s more to it than that. As a practice, IT management is more than “installing and maintaining technology” – it’s about using technology in a way that both “supports and transforms”.
IT management audits can serve multiple purposes and provide many benefits. First, audits are used to validate compliance with established technology related policies, programs and procedures. Then, audits are also used as an investigative tool, to gather information and analyze current operational conditions for the purposed of recommending specific “policies, programs and procedures”. The primary purpose of a given audit will determine the scope and related execution planning. Validation audits are likely performed on a regularly scheduled basis, with a standardized scope and set of executing procedures. Investigative audits are likely triggered in response to a specific need, and planning will be shaped by unique goals and circumstances. Whatever the purpose, the goal is to ensure that audits serve a purpose, are planned for minimal disruption, and that all results are used to maximize IT value.
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Value-added is a strategic concept, driven by the premise that “value” can be realized beyond the obvious. It is obvious that an IT department is expected to install systems properly, keep them running and provide quality support. The “added value” is realized when these services are sufficiently integrated withbusiness objectives and corporate culture to contribute to the actual “bottom line” in one or more positive respects.
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The goal of perfect alignment is unachievable because of the dynamic nature of business. Every organization operates in an ecosystem and is affected by the forces at play in it. Economy, industry, competitors etc. are all players in this ecosystem who are continuously evolving. Similarly, knowledge and tools – such as information technology – are also continuously changing. To remain competitive i.e. maintain differentiation, every organization must adapt in response to the actions and activities of others in its ecosystem. Organizations that do not adapt lose their competitive edge over time and disappear.
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Much has been said and written about the existence of a so-called “Business-IT divide”. But what is it, what does it mean for my company and even more important, what can I do about it?
Most small and medium business leaders and IT players (be they internal to the company or external service providers) have given up on answering that question. They often feel that it is impossible to gain real business value from IT and that it is just in the domain of large enterprises to attempt tackling that issue. Rome was not built in a day and there are no silver bullets for instantly bridging the business-IT divide and offering truly effective IT solutions. After all, if it was easy, it would already have been done and this entire subject would be moot! The Relevant IT framework helps to map out a journey to assist businesses to tackle the issue one step at a time.
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Regardless of the size of the business, in most companies IT leads and heads of finance speak very different languages. It is this barrier which all but defines the Business-IT divide and largely because of it, IT struggles to establish a strategic role for itself, forced to continually manage costs as little is understood by Finance of each “IT expense” line item’s value.
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If my consultancy conversations usually start with “so, you think your business is secure?”, they invariably end with a response of “so, what can we do about it then?”. This is where I really confuse them by not immediately talking about solutions and software, but instead about best practices, education and policy.
Protecting business interests with policies for it asset management it-tool...IT-Toolkits.org
Where is that laptop? Who has that printer? Do we have sufficient software licenses for every user? These are the types of questions IT asset management is meant to answer. As an operational practice, IT asset management serves multiple purposes, as reflected in the list below:
Asset management practices are used to minimize the risk that investments made in technology (hardware, software and training) will be lost due to theft, destruction or other damage.
Asset management practices are used to ensure that technology assets are properly allocated to end-users to optimize usage and workplace productivity.
Asset management practices are used to simplify technical support and maintenance requirements.
Asset management practices are used to lower IT “cost of ownership” and maximize IT ROI.
Asset management practices are used to ensure that software licensing is in full compliance, minimizing the risk of legal and regulatory problems.
Asset management practices are used to support “sister” policies for disaster recovery, email usage, data security, and technology standards.
The benefits of technology standards it-toolkitsIT-Toolkits.org
Experience has shown that good things happen when the right set of end-user technology standards are appropriately planned and applied. Tangible benefits can be realized across a broad spectrum, ranging from improved IT service quality, to lowered technology management costs, and more (as the list below demonstrates):
Email policies tools to govern usage, access and etiquette it-toolkitsIT-Toolkits.org
Email is a fast, easy and readily accessible means of business communication. It has changed the way we communicate. These are the obvious rewards – but they are also the basis of every risk. Whenever email content is ill-advised, inappropriate, or even gets into the wrong hands, negative consequences can follow, including legal liability, regulatory penalties, confidentiality breaches, damage to corporate reputation, public embarrassment, internal conflicts, and all the related losses in productivity and performance that these circumstances can cause. Further, data loss and damage to technology assets can be realized through the transmission of malicious code, spam and computer viruses.
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We all know that I.T. stands for “information technology” and that’s no accident. In fact, it’s a reflection of the primary mission of every I.T. organization – to provide the means and methods for creating, storing, transmitting, printing and retrieving business related information. By design, this operational mission is driven by the need to “protect”, which also includes preventing unauthorized access, uncontrolled modification and unwarranted destruction. The priorities are self evident – data integrity is vital, and vital needs must be met with purpose and committment. The tricky part is to balance vital interests with the associated costs and operational overhead. This is the higher purpose of data security and the goal of related policy development.
Having a clear set of IT policies will help your business make effective use of IT. Additionally, it can protect your company from legal problems, security risks and unnecessary costs.
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Length: 30 minutes
Session Overview
-------------------------------------------
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
What it managers need to know about working capital it-toolkits.org
1. What IT Managers Need To Know About Working
Capital - IT-Toolkits.org
Have you ever wondered how your company pays its bills? I mean, every day when you come to work,
the lights are on, the security guard is working, and food is served in the cafeteria. Somehow, thanks
to the efforts of your company’s leadership, that is all getting paid for, but how? The secret my
dear IT manager lies in the world of working capital…
What Is Working Capital?
We’ve all probably heard of “capital” and “working capital” before, but what is it? In short, working
capital is the amount of money that a company has available to spend today. A fancy way of saying
this is that working capital is a company’s liquid finances – it can get its hands on it right now.
You would think that having more working capital than less would always be a good thing, right?
Well, yes and no. Clearly having access to too little working capital can put a company in a bad
position – management may not be able to pay their bills. However, at the same time having too much
working capital may result in the company having to pay financing costs (that working capital had to
come from somewhere).
The Impact Of Inventory?
All too often working capital is not just laying around at a firm in the form of piles of cash. Although
that sure would be nice. Instead, it’s often tied up in the company’s inventory. This may go a long
way to explain why so many of the projects that your IT dream team works on have to do with
inventories. Just like working capital, a company doesn’t want to have either too much or too little
inventory.
The balance here is that if a company carries a lot of inventory they can quickly fill customer
orders. That is a good thing. However, having a lot of inventory also means that any unsold goods
are getting older every day that they sit on the company’s warehouse shelves. Depending on how fast
things change in the industry that your company competes in, the value of the items in your
company’s inventory may be decreasing by as much as 2% per day!
What All Of This Means For You
Just like a car that needs to have gas in its tank in order to be able to go anywhere, a company needs
to have working capital in order to pay its bills. Careful management of this valuable resource is
required in order to ensure that the company does not have either too much or too little of it.
One of the key areas where working capital will show up in any company is in its inventory. Much of
2. what an IT team is called on to do will probably have something to do with managing or tracking the
company’s inventory.
Realizing the importance of working capital is something that every IT manager needs to do. This
understanding can go a long way in making sure that you are able to grasp the motivation behind
decisions that your upper management makes.
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Within the project management context, begins with estimating. As a practical matter, there are three
(3) primary uses for project “cost estimating”:
1. To identify and quantify potential (and probable) project “cost factors” (i.e. what will we have to
spend money on?).
2. To estimate related cost values and create an appropriate, realistic budget (i.e. how and when
funding will be spent).
3. To track estimated costs (as they become actual expenditures) and monitor any and all resulting
variances.
Cost Control is Part of “Managed Change”
Since project cost estimates are just that – estimates, and it is unlikely that related project budget,
resulting from these estimates, can be etched in stone. Projects have a pulse, and the circumstances
and conditions under which projects occur can, and do change, impacting costs and expenses. To
deal with this uncertainty, project managers often apply a “contingency factor” when preparing a
3. project budget. This contingency factor normally consists of a 5 – 10% boost of anticipated project
expenses in order to uncover inexperience, as well as the “unknown” or the “unexpected”.
Contingency or “Not to” Contingency. That is the question…..
Depending on the degree of internal experience with a given type of project, contingency reserves
may or may not be necessary. In addition, there is a philosophy that says that contingency reserves
are dangerous, leading to unwarranted project spending.
Budget Contingency Pros: The extra funds are in hand when needed, without seeking further
approval. Considering that project circumstances can change so frequently, contingencies readily
acknowledge this fact, facilitating project completion.
Budget Contingency Cons: Contingency reserves make it easier to gloss over project costs,
making budgets less precise. Contingency reserves encourage cost overruns, by granting easy
access to additional funding without a thorough consideration of available alternatives.
To-Do List: (4) Key Steps to “Trackable Costs”
The following listing lays out the four (4) primary steps for project cost estimating and tracking:
Step #1 Make the continency decision.
Contingency budget decisions should be made at the start of the budget estimating process. Will you
need a contingency budget, and if so, in what amount, and how will it be used?
Step #2 Identify the cost factors.
While cost factors will vary based on project characteristics and business circumstances, in general,
project costs can be viewed from four basic perspectives – labor, capital investments, overhead (to
maintain the project environment) and project specific (costs to plan, manage and execute the
project):
Step #3 Establish cost factor values.
Project budgets quantify the expected costs associated with a project, and these budgets must be
based on a reasonable, realistic estimate of likely project costs and expenses. The estimation of
project costs is part science, and part intuition, common sense and experience.
In fact, past projects can be the most valuable indicator of current project expenses. As project costs
are estimated, the following factors should be considered:
The specific cost factors involved depending on the needs of the project.
The costs of similar projects in the past.
The opinions and feedback of project participants. When estimating costs, it is important to get a
broad spectrum of information, experience and opinion.
Step #4 Track expenditures and variances.
4. Once the project budget is created and approved, and the project is underway, costs and expenses
must be tracked to ensure that budget utilization is as planned and expected (are you spending what
you expected to spend based on how the project is proceeding?).
Variances Happen. That’s not good or bad in and of itself. If variances exist (and they will), you
must determine whether the variance is “positive” or “negative”, and what it all means. Then you
can “react” and act accordingly.
A positive variance indicates that you are under budget, but appearances to the contrary
notwithstanding, this are not necessarily a good thing. When project expenses are less than
expected, this may be a sign that the project is not proceeding according to plan, and may be behind
schedule. In addition, a positive variance may be a sign of ineffective estimating. On the other hand,
this under budget condition may be the result of legitimate changes, discounts, or cost saving
measures.
A negative variance indicates that the project is over budget. Depending upon whether the negative
variance is at a monthly or overall project level, this variance may be the result of serious project
problems, such as excessive changes, schedule delays or ineffective budgeting. If the negative
variance is on a monthly level, but the overall project is on track, there may not be an immediate
cause for concern.
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Step 1: Set Budget Goals and Strategies
5. Once you are aware of your budgeting “realities”, you can begin the process of identifying related
priorities, which will shape and refine actual budget results.
Will it be possible to maintain the budget and still provide the necessary services and projects?
If not, what items in the budget can be reduced to compensate?
If budget cuts are in order, how will essential services and projects still be provided?
How will difficult budget decisions be made and communicated?
How will you deal with staff disappointments and end-user complaints?
Step 2: Identify Budget Components
How will IT funding be spent considering staffing, capital investments, supplies, overhead, facilities,
travel and related expenditures?
Step 3: Identify Service Priorities
What are the identified priorities for the IT service portfolio and what are the related operational
costs to deliver these services?
Step 4: Identify Business Priorities:
In order to prepare a realistic IT budget, you must have a solid grasp on business priorities.Based on
business type, current conditions and circumstances, likely business priorities will likely include any or
all of the following:
To cut IT (acquisition and/or operational) costs and related expenditures.
To improve workplace and IT management productivity.
To deliver new or improved technologies.
To eliminate technology (system and/or operational) problems.
To improve IT service delivery and related customer service satisfaction.
To improve performance of in-place technology systems and solutions.
Step 5: Align IT Priorities with Business Priorities:
The final step in this budget planning process is to align IT priorities with business priorities, aligning
technology spending, IT services and related projects with established business goals (all as part of
the IT management vision). As you begin this alignment process, you first need to look at your budget
as a whole in terms of overall goals and management directives.
This is the time to expand the planning scope and make tough decisions.
Do you need to maintain, cut or increase the current budget from prior budget levels?
If you need to maintain the budget levels from your prior budget, will you need to eliminate or defer
any projects or planned initiatives that would require additional spending?
If you need to cut (reduce) budget levels from your prior budget, how will those cuts be made?
Across the board (equally to all budget items)? Apportioned to specific budget items, leaving
others intact? Apportioned to specific budget items, allowing for necessary increases in some
6. areas, with corresponding cuts in others?
If you need to request budget increases, can those increases be justified on the basis of IT and
business priorities?
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