...mortgages, notes, and from other shortor longterm borrowing” and “payments of dividends or other distributions to owners, including outlays to reacquire the entity's equity instruments” are cash flows for financing activities. Therefore, Buck should present the borrowing and payment activities related to its revolving line of credit as cash flow from financing activities. Part 2 In scenario 1 (net), all the borrowing and payment activities are based on net basis within the financing activities section of its statement of cash flows. As FASB ASC 23010459 indicates “amounts due on demand are considered to have maturities of three months or less.” Here the situation is all draws are considered to be due on demand. Since all the activities in scenario 1 can be considered to be due less than three months. And also 23010459 explains that original maturity of asset or liability, which is three months or less, will be reported as net. Therefore, all the activities in scenario 1 should be presented on a net basis. In scenario 2 (net & gross), the financing activities should be...
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...PROPOSED MBA RESEARCH TOPICS SOFTWARE ANALYSIS BUSINESS DECISION IMPACT ON PEAK FINANCIAL PERFORMANCE CONTAC T INFORMATION Primary Contact: Dawn Simon Director, Co-Manager Equity Technology Team Merrill Lynch Investment Managers 800 Scudders Mill Road Plainsboro, NJ 08536 Phone: 609-282-0328 Fax: 609-282-6597 Secondary Contact: Martin Seyffert Research Associate Equity Technology Team Merrill Lynch Investment Managers 800 Scudders Mill Road Plainsboro, NJ 08536 Phone: 609-282-6632 Fax: 609-282-6597 UNDERLYING ASSUMPTION We specialize in technology equity portfolio management. As a subset of this work, we also examine the timing and relationships within software companies of the following variables: 1) R&D cycle; 2) product deployment period; 3) sales cycle; 4) contract duration; and 5) "disposable life" of software. Our assumptions may, or may not, be valid. Our assumptions are as follows: The technology industry is in a state of flux with the duration of the above listed items completely mismatched within companies. The mismatched time horizons are causing more volatile stocks, stemming in part from, less stable financial performance for software companies. We believe that faster development cycles and Internet-based distribution channels have accelerated parts of the business, while R&D cycles and contract duration have not yet been adjusted - or even recognized as an issue within many companies. Below are the specific areas we...
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...Introduction to Mathematics in Finance – HW 4 Swarna Ramineni sr3121 Answer 1) Value at risk: It is a statistical technique to measure the amount of potential loss, the probability of the loss, and the time frame. Value at risk is used by risk managers in order to measure and control the level of risk which the firm undertakes. The risk manager's job is to ensure that risks are not taken beyond the level at which the firm can absorb the losses of a probable worst outcome. For example, a financial firm may determine that it has a 5% one month value at risk of $100 million. This means that there is a 5% chance that the firm could lose more than $100 million in any given month. Conditional value at risk on the other hand is an extension of value at risk. It is derived by taking weighted average between the value at risk and losses exceeding the value at risk. The VaR model does allow managers to limit the likelihood of incurring losses caused by certain types of risk - but not all risks. The problem with relying solely on the VaR model is that the scope of risk assessed is limited, since the tail end of the distribution of loss is not typically assessed. Therefore, if losses are incurred, the amount of the losses will be substantial in value. Conditional value at risk does a better job at assessing the tail VaR and hence is a very useful tool for risk managers. Answer 2) NAV as of Nov 1, 2013 is $169,018 Gross Leverage is 1.744 and Net Leverage is 0.7017 The latest...
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...relationships shown in Exhibit 4-11 2. The price of a bond can be written as either as the sum of series of discounted CFs (Equation 4.1, page 63) or as the sum of the PV of an annuity and the discounted maturity value (Equation 4.9, page 67). Note that the PV of an annuity formula used in Equation 4.9 is derived from the difference between a perpetuity starting at time zero and a perpetuity starting at time n. The difference is an annuity starting at time 0 and ending at time n. Equation 4.3 is the first derivative of price w.r.t. yield (∂P/∂y) using equation 4.1. The numerator of equation 4.10 is first derivative of the price w.r.t. yield using equation 4.9. Consider either equation 4.3 or the numerator of 4.9. Determine only the sign of following second derivative and mixed partial derivatives: * ∂2P/∂y2 * ∂2P/∂y∂C * ∂2P/∂y∂n (a) Does duration increase or decrease as the initial yield increases?(decrease) (b) Does duration increase or decrease as the coupon increases?(decrease) (c) Does duration increase or decrease as the maturity increases?(increase) 3. (This is questions 2 and 4 from the text.) Consider semi-annual bonds A and B. | Bond A | Bond B | Coupon | 8% | 9% | Yield to maturity | 8% | 8% | Maturity (years) | 2 | 5 | Par | $100.00 | $100.00 | Price | $100.00 | $104.055 | Produce an Excel spreadsheet to answer the following questions: (a) Compute the PVBP (aka DV01) given the initial...
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...System/Software Process and Quality Factors System Quality Factors Capability Maturity Model M. Smith CMGT 555 / Systems Analysis and Development February 13, 2012 Bob Mattus System Quality Factors When speaking in terms of hardware and software quality, several factors come into play and should be carefully considered in order to ensure the highest quality. Quality factors play an important role in system development, design and implementation. Quality factors include functionality, reliability, usability, efficiency, maintainability and portability. Although all are of equal importance two factors stand out amongst the rest. Functionality and reliability quality factors play a significant role because they can affect the overall performance of the rest of the system. The reliability of a system is important and if the system is not reliable, all others become secondary concerns. Companies must be able to rely on a system that can serve as the backbone of the services or products they provide. They have to be able to meet the needs of their clients within a reasonable amount of time, deliver on their goods or services and conduct business efficiently from day to day. Reliability is a factor that should be discussed and considered during the system design process for different reasons the most notable in order to choose the right system. Reliability is a factor that should be continually monitored and tested at specified intervals to ensure the system is...
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...Bachelor in Information Technology Program U10a2 Enterprise Architecture Proposal for Ralph’s Ribs For IT3200, Section 05 Rolando Rueda-de-Leon Submitted 9/17/2010 Table of Contents Executive Summary 4 Analysis of the existing foundation for execution 4 Organization Chart 5 Definition of the Operating Model for Ralph’s Ribs 5 Business Process Standardization 6 Recommended Process Standardization 6 Comparison of Operating Model 6 Core Business Applications 7 Proposal for an Enterprise Architecture 11 IT Capability 12 Business Strategic Objectives 12 Funding Priorities 13 Key Management Capability 13 Business Core Applications 13 Key IT Governance Issues 14 Legal Implications 14 Summary of Ralph’s Ribs Architectural Stage 14 Proposed Enterprise Architecture 15 Changes in Business Process 15 Changes in Business Roles 16 Rationale for Changes 16 Changes in Organizational Structure 16 Changes in Business Partner Relationships 17 Setting Core Business Priorities 17 IT Engagement Model Recommendations 18 Companywide IT Governance 18 New Core Business Opportunities 21 Outsourcing Opportunities - Recommendations 21 Size and Scale Considerations 22 Growing the Organization - Recommendations 25 Summary of Enterprise Architecture Proposal for Ralph’s Ribs 29 References 31 Executive Summary In the restaurant business there are between five and seven different BBQ franchise restaurants...
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...Technology Management is set of management disciplines that allows organizations to manage their technological fundamentals to create competitive advantage. Typical concepts used in technology management are technology strategy (a logic or role of technology in organization), technology forecasting (identification of possible relevant technologies for the organization, possibly through technology scouting), technology roadmapping (mapping technologies to business and market needs), technology project portfolio ( a set of projects under development) and technology portfolio (a set of technologies in use). The role of the technology management function in an organization is to understand the value of certain technology for the organization. Continuous development of technology is valuable as long as there is a value for the customer and therefore the technology management function in an organization should be able to argue when to invest on technology development and when to withdraw. Technology Management can also be defined as the integrated planning, design, optimization, operation and control of technological products, processes and services, a better definition would be the management of the use of technology for human advantage. The Association of Technology, Management, and Applied Engineering defines Technology Management as the field concerned with the supervision of personnel across the technical spectrum and a wide variety of complex technological systems. Technology...
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...HRMT620 Novemeber 15, 2014 Dr. Rushing Implementation of the People CMM Introduction When implementing the People Capability Maturity Model (PCMM) companies will have to go through each level of maturity and each process. The PCMM describes a system of practices. These practices help a company to create a vision of how to incorporate a system of practices to achieve its workforce objectives and provide the framework to guide implementation of those practices ( ). Each maturity level has three to seven process areas. Each process is a cluster of practices that enhance workforce capability ( ). This paper presents two maturity levels in the PCMM and discusses how an organization can best obtain that level. Identify and discuss some of the actions that the company will need to take to implement the necessary practices. Managed Level Two and Optimizing Level 5 Maturity level two is the managed level. The managed level is where the mangers start to implement basic people management practices (Curtis, Hefley, and Miller, 2010). These practices include staffing, managing performance, and adjusting compensation ( ). The managed level has six processes staffing, communication and coordination, work environment, performance management, training and development, and compensations that must be accomplished before moving onto the next maturity level. To achieve the optimizing level, all the employees in the company if focused on continuously improving his or her capability...
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...college first and be a commissioned officer or I could enlist until retirement and finally enlist and go to college while in the military. I am aware there are more paths I could choose but in all of them comes responsibility. There are several times where you will encounter situations to where if you have no sense of responsibility your life could be lost. I hate it so much for the three victims who were killed in the car accident about a year ago. Just three innocent people now gone because no one was responsible enough to say no to alcohol or not get in the car. I feel responsibility Is taking what is in front of you and making a simple choice, basically being responsible requires a lot of thinking. You cant take things as a joke and maturity level has to be different also. When someone is responsible, they are accountable. It means that they can be trusted to complete tasks efficiently and on time whether it has to do with their job or their life duties. Being responsible for something can also mean that someone was the cause for a...
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...The four stages of IT architecture maturity Thursday, December 15th, 2011 at 1:13 pm The MIT Sloan Center for Information Systems Research developed a capability maturity model that defines four stages of architecture maturity. Each stage involves organisational learning about how to apply IT and business process discipline as strategic capabilities. As companies move through each stage they can realise benefits rangin from reduced IT operating costs to greater strategic agility. Stage 1: Business silos In this stage companies focus IT investments on delivering solutions for local business unit or functional needs and have do not utilise technology standards. The role of IT in this stage is to automate or facilitate specific business processes. One off solutions Bottom-up. IT led by local business units Poor integration with other IT systems Poor server utilisation Little shared data Stage 2: Standardised technology This stage means moving some IT investments from local applications to shared infrastructure. Technology standards are now established intended to increase reliability and decrease the number of technology platforms to manage. Fewer platforms means lower cost (around 15% less) but also less choice, however companies are willing to accept this tradeoff. Rationalisation, standardisation, and consolidation of the IT infrastructure Achieving a reliable, cost-effective IT infrastructure shared services model Focus on quick wins Stage 3:...
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...1. Introduction In recent years, a growing amount of research, much of which is still preliminary, has been dedicated to investigating maturity models development for the strategic management of supply chains (Chan and Qi, 2003; Gunasekaran et al., 2001; Coyle et al., 2003). The concept of process maturity derives from the understanding that processes have life cycles or developmental stages that can be clearly defined, managed, measured and controlled throughout time. A higher level of maturity, in any business process, results in: (1) better control of the results; (2) more accurate forecast of goals, costs and performance; (3) higher effectiveness in reaching defined goals and the management ability to propose new and higher targets for performance (Lockamy and McCormack, 2004; Poirier and Quinn, 2004; McCormack et al., 2008). In order to meet the performance levels desired by customers in terms of quantitative and qualitative flexibility of service in demand fulfillment, deadlines consistency and reduction of lead times related to fulfilling orders, firms have developed repertoires of abilities and knowledge that are used in their organizational process (Day, 1994 apud Lockamy and McCormack, 2004; Trkman, 2010). In two past decades, management of supply chain processes has evolved, also because of these new demands, from a departmental perspective, extremely functional and vertical, to an organic arrangement of integrated processes, horizontal and definitely...
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...1.1 What Is the People CMM? The People Capability Maturity Model® (People CMM®) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the organization’s culture by equipping it with more powerful practices for attracting, developing, organizing, motivating, and retaining its workforce. Thus, the People CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization’s business objectives, performance, and changing needs. The People CMM was first published in 1995 [Curtis 95], and has successfully guided workforce improvement programs in companies such as Boeing, Ericsson, Lockheed Martin, Novo Nordisk IT A/S, and Tata Consultancy Services [Vu 01, Martín-Vivaldi 99, Miller 00, Curtis 00, Keeni 00]. Although the People CMM has been designed primarily for application in knowledgeintense organizations, with appropriate tailoring it can be applied in almost any organizational setting. The People CMM’s primary objective is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization’s business activities. Workforce capability...
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...Using the CMM in Small Organizations ---Company XYZ Abstract The Capability Maturity Model (CMM) for Software developed by the Software Engineering Institute has had a major influence on software process and quality improvement around the world. This paper discusses how to use the CMM correctly and effectively in small organizations ,analyze the current stat of the company and how to make the company get into a higher level .By using questionnaires ,analyzing the collected information and giving my recommendation . Introduction The Software CMM defines a five-level framework for how an organization matures its software process. The most well-known aspect of the CMM is its description of five stages, or maturity levels, of an organization’s software process .These levels describe an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes. The five maturity levels prescribe priorities for successful process improvement, whose validity has been documented in many case studies and surveys. Here is the table of 5 maturity levels , different focus and KPAs . |Level |Focus | |Small |16 – 50 employees and several products | |Very small |3 – 15 employees and several products ...
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...require management attention. It identifies the salient alternatives and suggests methods for managing them, and conducts activities required to achieve desired results. (Wiig, 1993, p. 18) A key-objective of KM is to ensure that the right knowledge is available with the right person at the right time in a "consistent and systematic" manner to enable timely decision-making. To articulate all these concepts in an operational tool and apply it in a field test, the authors designed a questionnaire based on four tables, one for each technological resource, where each row represents an element of the Management Cycle and each of these has five choice answers which represent the adapted levels of the CMM. In that way each worksheet assesses the maturity level of one specific technological resource from the organizational management perspective Key Steps in Knowledge Management Having understood the strategic business objectives, the next step is to identify key drivers including Knowledge Capabilities that are vital to achieve these business objectives. This is followed by a Knowledge Inventory - i.e. identification of what knowledge capabilities currently exist - and where or with whom (this is an equally big challenge in large, geographically dispersed organizations and could be described as “If we knew what we know, we’d be three times as profitable”). At this stage, a Knowledge Map (a graphical representation of the business objectives, critical knowledge capabilities to achieve...
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...• Software development can be a considerable part of a company’s software budget. Software may be developed in-house or outsourced. Outsourced development may be on shore or offshore. There have been heated debates on the best strategy of developing software. Take a strategic position on this debate. Create an argument for which method (in-house, onshore, and offshore software development) is the bestin terms of cost, security, reliability, and intellectual property protection. Support your response. Offshore IT outsourcing is hot, and for good reason. The Meta Group reports that 80 percent of companies plan to outsource some IT function by 2003, and Dean Davidson, Meta’s Vice President of Service Management Strategies, says, “Outsourcing is a competitive necessity in the era of e-business.” A recent Aberdeen Group study reports that large consulting and systems integration service suppliers in the United States and Europe are increasingly turning to offshore development and partnerships to lower delivery costs and gain access to diverse IT skill sets. Meanwhile, a growing number of midtier firms and technology and IT service suppliers now partner with offshore developers. Lowered labor costs The most obvious advantage of offshore outsourcing is the reduced cost of IT labor, although estimates of the net savings vary widely. Secure Infrastructure Generally any well established Indian IT outsourcing company has secure infrastructure in place. They understand customers’...
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