...DIPMGTOP14 Operational Planning Assignment Part One Submitted By : Tim Avenell (00123920T) Submitted To : Vincent Le Submitted On : ??/03/2015 DIPMGTOP14 Operational Planning Submitted by Tim Avenel Dated: 21/03/2015 Table of Contents CONTENTS Task 1: Developing the plan ..................................................................................................................... 3 Executive Summary: ............................................................................................................................. 3 Chain of Approval ................................................................................................................................. 5 Stage 1. Presentation of report to line manager. ............................................................................. 5 Stage 2 Presentation by the Project Team to the Sustainability Committee ................................... 5 Stage 3: Presentation of the Report to the Executive Management Team ...................................... 5 Stage 4: Presentation of the Report to the Board of Directors ........................................................ 5 Project Initiatives ...................................................................................................................................... 7 Goal: .......................................................................................................................................................
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...Often however strategy is confused with operational planning, planning focused on delivering a more effective outcome for the business as it exists and not about positioning the company for the future. So widgets are made with ever increasing efficiency until the time comes when no one wants widgets like the company makes them any longer and a once proud company is consumed by its wily competitor or ceases to exist. Strategy is about planning to reach a vision which differentiates a company from its competitors in a positive way. It encompasses overall direction as well as the many detailed activities that occur in a company. Strategic success generally depends on possessing an enlightened and unique vision as well as doing the many things needed to achieve the vision well. If one focuses too much on the activities often the vision is lost, likewise if the focus on the vision is too intense then the operational matters are neglected resulting in across the board problems in personnel, quality, poor productivity, and so on. Indeed, ask any manager to define his or her idea of strategy and one will invariably be given a raft of answers as the person struggles to differentiate between corporate strategy and operational planning. Thus whilst one may be given the answer that the “corporate strategy” is to improve quality over a 2 year period to such and such a standard, the answer one is getting relates not to strategy but to an operational plan. Indeed over the past decade, many companies...
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...Marc Malone Strategic and Operational Planning May 17, 2010 “Within an institution of higher education, who should have access to various types of data in order to enhance their performance in their work role(s). Who should make the determination of access of what data?” In order to enhance performance in work roles in institutions of higher learning, it’s suggested that the faculty/staff should have access to the various types of data. These should include administrators, educators, coaches and mentors within the institution. With access to this data, faculty should have a better understanding of the necessary actions that are essential to execute the performance in the work roles. Data driven planning or evidence based decision making is referred to in higher education as outcomes-based program review. Data driven is defined as a systematic process that gathers programmatic outcomes based assessment data and combines that data with trends and forecasts as well as the institutional goals and vision. Many colleges and universities are based and rely on information data. It gives a look at the student body as a whole as well as the changing atmosphere in the future. There are 2 primary challenges when faced with data driven planning. 1. How to keep information accurate and secure. 2. How to make sure that the information is handled properly and is not share with individuals unauthorized to view said info. Will keep determine who is able to access the information...
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...Organizational Planning of The Walt Disney Company The Walt Disney Company is a leader in family entertainment, spanning the globe with its many subsidiaries in dozens of countries. Founded in 1923 by Walter and Roy Disney, the company was known then as The Disney Brothers Studio. Over the years, the name changed, additional companies were added, and the vision statement grew to focus on three fundamental pillars: “generating the best creative content possible; fostering innovation and utilizing the latest technology; and expanding into new markets around the world” (The Walt Disney Company, 2014). Disney has many strengths, one weakness, many opportunities for growth, and a few threats that create a challenge for this global leader. This paper will discuss these items as they relate to the operational and strategic goals of the company. Disney’s strengths include having a significant customer base for its cable channels, having many diversified entertainment businesses, and having increased profits in the past decade (The Walt Disney Company, 2012). The biggest weakness that Disney has identified is that 75% of their revenue in 2011 was generated from customers in the U.S. and Canada. This is an opportunity for expansion of their operations to bring Disney entertainment to other parts of the world (The Walt Disney Company, 2012). The opportunities that Disney can develop include expanding their presence in emerging economies including Russia, China, Asia Pacific...
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...related: for example, how much ‘down time’ a production line must allocate for planned maintenance. Tactical information is used by middle management (employees) when managing or planning projects. The timescale is usually at least between 6 months and 5 years (depending on the scale of the strategic project). Circumstances vary but a small project may have a tactical timescale of between one and six months. Tactical plans have a medium level of detail and will be very specific; they deal with such matters as who is doing what and within what specific budgets and timescales. These plans have medium scope and will address details at the operational level. They will generally have specific objectives and be geared towards implementation by operational level employees. Operational information The lowest level is operational and operational planning takes place based on the tactical plans. The lowest level of management or workers in an organisation implements operational plans. These may be section leaders or foremen in a large organisation or workers such as shop assistants, waiting staff, and kitchen staff, etc., in smaller businesses where there is no supervisory layer. The timescale is usually very short, anything from immediately, daily or at most a week or month. Results of operational work will usually be passed upwards to let the tactical planners evaluate their plans. Time Historic information This is information gathered and stored over a period...
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...RISK MANAGEMENT DEFINITION OF RISK: 1. Risk in finance is defined in terms of the variability of actual returns on an investment, around an expected return, even when those returns represent positive outcomes. 2. The decisions on how much risk to take and what type of risks to take are critical to the success of the business. 3. The essence of good management is making the right choices when it comes to dealing with different risks. 4. In banking, the risk is the possibility that a borrower or counterparty will fail to meet its obligations in accordance with the agreed terms, both in terms of time and quantity. 5. Risk does not come alone – the default of one firm may cripple affiliated firms such as suppliers, customers and banks. RISK MANAGEMENT: 1. Risk Management is a planned method of dealing with the potential loss or damage. It is an ongoing process of risk appraisal through various methods and tools. 2. Risk Management involves not only to protect oneself against some risks but also to decide which risks are to be exploited and how to exploit them. 3. Risk Management covers credit decision making, performance assessment, pricing, capital computation, provisioning etc. 4. Risk Management covers the following: a. It assesses what could go wrong b. It determines which risks are important to be dealt with c. It implements strategies to deal with those risks. 5. Risk Management is not – ...
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...Financial Risk: Key Fundamentals and Case Studies Leonard Chumo, CFA, FRM Strathmore University GARP Chapter Meeting 29th July 2011 Agenda 1. Background 2. Credit Risk and the Case of Washington Mutual 3. Operational Risk and the Case of Rogue Brokers in Kenya and Barings 4. Market Risk and the Case of LTCM 5. Liquidity Risk and the Case of Northern Rock 6. Q&A BACKGROUND Main Types of Financial Risk Risk Type Definition Credit Risk The potential that a bank's borrower or counterparty will fail to meet its obligations in accordance with agreed terms. Market Risk The risk that movements in market prices will adversely affect the value of on- or off-balance sheet positions. The risk is attributable to movements in interest rates, foreign exchange (FX) rates, equity prices or prices of commodities. Operational Risk Risk of loss resulting from inadequate or failed internal processes, people and systems, or from external events. The definition includes legal risk, but excludes reputational and strategic risk. Liquidity Risk Liquidity is the ability to fund increases in assets and meet obligations as they become due. It is crucial to the ongoing viability of any organization. Source: Financial Stability Institute CREDIT RISK AND THE CASE OF WASHINGTON MUTUAL Sources of Credit Risk Apart from traditional types of loans, credit risk can also be found in a bank's: Investment portfolio ...
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...Management Planning MGT/230 4/29/2013 Steve Mersereau Management Planning BP Management ensures that the material risks are identified and that the company runs effectively. Furthermore, BP management ensures that internal control and risk management is under control. In particular, some vital components of BP management include their recognition for the company’s yearly plan, reviews of material risks, ensuring that the chief executive adopts their approach about risks, and that the decisions made are taken in accordance through the system of delegation. Board Monitoring Group Risks The board annually reviews the group risks and the groups’ risks are managed as part of an annual group proposal. The board delegates which risks will be allocated to the committee while reporting to the board. The work program for the board is set on an agenda that identifies the board’s tasks and group risks. The committee receives reports about how each specific task is allocated. In particular, the audit committee manages financial risks and the SEEAC monitors all other risks that are not financial. On the other hand, the board reviews geopolitical risks. Reports are given from committees to the specific task that was allocated. In addition, the Gulf of Mexico committee specifically oversees the Gulf Coast Restoration Organization. Under BP’s authority outline, the executive management delegates to the chief executive of the group. Executive management also has many responsibilities...
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...Analysis – an Actual or Perceived Problem? Abstract Centers of Gravity (CoGs) analyses deliver vital input to the operational design. However, there are a great number of theories regarding the phenomenon which can create a certain degree of confusion. The diversity in theories may lead to misdirected mental energy where the focus is to discuss theories instead of using the theories at hand efficiently. The question is if the diversity in theory is an actual problem or if it just perceived as such? This research identifies the similarities and differences in the theories of Milan Vego and Joseph Strange & Richard Iron regarding CoGs, their sub elements and methods for analysis. The impact of the differences on the practical result is then surveyed by implementing the theories on adelimitated phase of the Falklands War, in order to conclude if the differences have a decisive impact on the product of the CoG analysis. The result of this thesis indicates that the diversity in theory is a perceived problem. The identified divergence does not reflect crucially on the CoG analysis and the variation of the input provided to the operational design is minor. The CoGs and the critical vulnerabilities identified are the same or at least similar, no matter which of the two theories was used in this research. Key words: Centers of Gravity, Military Theory, Operational Art, Operational Design, Milan Vego, Joseph Strange, Richard Iron, Falklands War Swedish National Defence College THESIS 2(55) ...
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...HSBC and SWOT Analysis 4 3.2Credit Risk 6 3.3 Market Risk 7 3.3 Operational risk 9 4. Discussion 11 Scenarios 11 5. Conclusions 12 5. Perspectives 12 6. References 13 7. Annex index 24 1. Introduction Starting with the early 90’s the focus on risk management has been increasing leading to a change in the business models adopted by different companies. The recent crisis has revealed that managing risk is not an option but a necessity, and it can be stated that lately the banking business is all about risk. HSBC Group HSBC Holding p.l.c was formed in 1991 and has its origins in The Hong Kong and Shanghai Banking Corporation, back in 1865. The group has its headquarters in London and it has around 8,000 offices in regions like: Europe, Hong Kong, the rest of Asia Pacific, including the Middle East and Africa, North America and South America. The main activities of HSBC are: Personal Financial Services; Commercial Banking; Global Banking and Markets; Private Banking. All group’s activities includes various risks: Credit risk, Market risk, Operational risk, Liquidity risk, Insurance risk, Residual value risk, Pension risk, Reputational risk, and Sustainability risk. Research Question How can a bank measure and manage credit risk and market risk (including interest rate risk, foreign exchange risk and liquidity risk) and operational risk? 2. Methodology During the process of the analysis...
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...probability and consequence of not reaching a defined project goal. Managers and leaders have began devising risk management plans which assist them by identifying a problem and creating a plan that will help them minimize risk factors. There are four ways to address certain risks in project management. Those plans are, but not limited to strategic fit, service / product attribution, project team capability, and operations. It is safe for me to say that regardless of the risk, management has a responsibility to analyze the process and develop valid plans to help address, and / or minimize potential risk factors. With that in mind, operational risk requires more than a generalized thought process. According to research, operational risk is the risk of loss resulting from inadequate or failed processes, people and systems, or from external events. Operational risks can include legal matters, environmental factors, financial risks, cultural risks and employee / management risks [ (Operations Risk Management) ]. Owning and operating a business can be full of risks and rewards. For the most part, operations management speaks of five risks that have been proven to be the most researched and talked about. Legal risk is a risk or loss to an institution caused by defective transactions, a claim being made or some other event occurring which results in a liability for the institution, or other loss, failing to respond appropriately to protect assets, and change in law [ (The Management...
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... 16 March 2015 Published by EBA Publication date 12 November 2014 Read by Hasan Isik Link CHAPTER 1- General rules for the assessment methodology 32 CHAPTER 2- Assessment methodology of roll out plans and Permanent partial use of Standardised Approach 35 CHAPTER 3- Assessment methodology of the function of validation of internal estimates and of the internal governance and oversight of an institution 38 CHAPTER 4- Assessment methodology of use test and experience test 48 CHAPTER 5- Assessment methodology for assignment of exposures to grades or pools 51 CHAPTER 6- Assessment methodology for definition of default 56 CHAPTER 7- Assessment methodology for rating systems design, operational details and documentation 60 CHAPTER 8- Assessment methodology for risk quantification 71 CHAPTER 9- Assessment methodology for assignment of exposures to exposure classes 90 CHAPTER 10- Assessment methodology for stress test used in assessment of capital adequacy 93 CHAPTER 11- Assessment methodology of own funds requirements calculation 96 CHAPTER 12- Assessment methodology of data maintenance 102 CHAPTER 13- Assessment methodology of internal models for equity exposures 106 CHAPTER 14- Assessment methodology for management of changes to rating systems 111 CHAPTER 15- Final provision 112 1. General Rules * Proportionality Principle: Competent authorities, to the extent appropriate, shall apply additional methods which...
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...Bank Risks and Risk Factors Abstract The Federal Reserve System has established a banking risk framework that consists of six risk factors: credit, market, operational, liquidity, legal and reputational risks. During examinations, institutions' risk management structures are reviewed using these risk categories. The Federal Reserve Bank of Chicago (Seventh District) supervision group follows current and emerging risk trends on an on-going basis. This Risk Perspectives newsletter is designed to highlight a few current risk topics and some potential risk topics on the horizon for the Seventh District and its supervised financial institutions. The newsletter is not intended as an exhaustive list of the current or potential risk topics and should not be relied upon as such. We encourage each of our supervised financial institutions to remain informed about current and potential risks to its institution. Credit Risk The marketplace for C&I loans is highly competitive. Soft loan demand, the low interest rate environment, and strong market liquidity from banks and investors flush with cash has heightened the level of competition for C&I lending and will continue to make loan growth for our institutions very challenging into 2013. Anecdotally, financial institutions have responded to these dynamics in a number of ways, including: • Granting pricing and structural concessions in order to maintain or potentially grow market share • Increasing leverage tolerance ...
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...Cisco IT Case Study Organizational Change and Advanced Services for Operational Success How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success New organizational framework greatly improves operations. Given today’s pressing need to optimize IT services and resources while reducing costs and improving organizationwide productivity, the Cisco lifecycle methodology offers the framework needed to make operations more efficient and responsive. Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco’s own lifecycle model, with substantial operations improvements across five different metrics. This case study describes Cisco IT’s internal infrastructure, a leading-edge enterprise IT environment that is among the largest and most complex in the world. “By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics considerably. Our number of cases decreased by approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent.” John Manville, Vice President, IT Network and Data Center Services, Cisco BACKGROUND An enterprise with 300 locations in 90 countries, Cisco has 46 data centers and server rooms supporting the 65,000-plus employees. Fourteen of the data centers/server rooms are production or customer-facing and 32...
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...≈√ F M A G u i d e l i n e s on Operational Risk Management These guidelines were prepared by the Oesterreichische Nationalbank in cooperation with the Financial Market Authority Published by: Oesterreichische Nationalbank (OeNB) Otto-Wagner-Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstraße 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Günther Thonabauer, Communications Division (OeNB) Barbara Nösslinger, Staff Department for Executive Board Affairs and Public Relations (FMA) Editorial processings: Chapter I and III: Roman Buchelt, Stefan Unteregger (OeNB) Chapter II and IV: Wolfgang Fend, Radoslaw Zwizlo, Johannes Lutz (FMA) Design: Peter Buchegger, Communications Division (OeNB) Typesetting, printing and production: OeNB Printing Office Published and printed at: Otto-Wagner-Platz 3, 1090 Vienna, Austria Inquiries: Oesterreichische Nationalbank Communications Division Otto-Wagner-Platz 3, 1090 Vienna, Austria Postal address: Post Office Box 61, 1011Vienna, Austria Phone (+43-1) 40420-6666 Telefax (+43-1) 40420-6696 Austrian Financial Market Authority (FMA) Executive Board Affairs & Public Relations Division Praterstraße 23, 1020 Vienna, Austria Phone (+43-1) 24959-5100 Orders: Oesterreichische Nationalbank Documentation Management and Communications Services Otto-Wagner-Platz 3, 1090 Vienna, Austria Postal address: Post Office Box 61, 1011Vienna, Austria Phone...
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