...issues and portfolio concerns will differentiate themselves from their competition. The projects that companies work to complete with the many different project methodologies demonstrate where the business is now, and the portfolio of projects of the organization demonstrate where the organization is headed. To effectively manage the tremendous number of projects that leaders face today in their organizations, they look to methods and processes that aid them in effectively managing a group of projects. The method used to help in this endeavor is Portfolio Project Management (PPM). Portfolio Management Methodologies According to Project Management Institute’s 2012 Pulse of the Profession In-Depth Report there is a clear trend based on their annual global study of more than 1000 project, program and portfolio managers. Over half of the companies reported an increase in their use of portfolio management as a means of effectively dealing with organizational strategy based on portfolio management (PMI, 2012). Moreover, the results of the study determined that 62% of projects that were concluded based on the effective use of portfolio management methodologies met or exceeded their expected return on investment (PMI, 2012). Notwithstanding the quantifiable benefits of portfolio management, the study uncovered that relatively few businesses created an avenue to perfect the portfolio management methodologies within their company. Strategic Level To effectively establish portfolio management...
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...A-LPM Comptroller of the Currency Administrator of National Banks Loan Portfolio Management Comptroller’s Handbook April 1998 A Assets Loan Portfolio Management Table of Contents 1 1 3 11 13 13 14 15 15 17 19 20 22 22 22 24 24 25 26 27 27 28 29 30 32 33 34 36 36 37 37 38 38 Introduction Overview Risks Associated with Lending Credit Culture and Risk Profile Loan Portfolio Objectives Strategic Planning for the Loan Portfolio Financial Goals Risk Tolerance Portfolio Risk and Reward The Loan Policy Loan Policy Topics Loan Approval Process Portfolio Management Oversight Risk Identification Exceptions to Policy, Procedures, and Underwriting Guidelines Documentation Exceptions Policy and Underwriting Exceptions Aggregate Exception Tracking and Reporting Portfolio Segmentation and Risk Diversification Identifying Concentrations of Risk Evaluating and Managing Concentrations of Risk Concentration Management Techniques Stress Testing Allowance for Loan and Lease Losses Credit Management Information Systems Collections and Work-out Lending Control Functions Independence Credit Policy Administration Loan Review Audit Administrative and Documentation Controls Comptroller’s Handbook i Loan Portfolio Management Communication with Senior Management and the Board Loan Portfolio Management Supervision Asset Quality Reviews Targeted Reviews Process Reviews Administrative and Documentation Reviews Compliance Reviews Follow-up Evaluations on Management Commitments...
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...BEST PRACTICES FOR THE HEDGE FUND INDUSTRY ~~~~~ REPORT OF THE ASSET MANAGERS’ COMMITTEE TO THE PRESIDENT’S WORKING GROUP ON FINANCIAL MARKETS January 15, 2009 * * * THE ASSET MANAGERS’ COMMITTEE Eric Mindich, Chair (Eton Park Capital Management) Anne Casscells (Aetos Capital, LLC) Marc Lasry (Avenue Capital Group) William Von Mueffling (Cantillon Capital Management) Anne Dinning (D. E. Shaw & Co., L.P.) Jonathon S. Jacobson (Highfields Capital Management) James S. Chanos (Kynikos Associates LP) Daniel S. Och (Och-Ziff Capital Management) Daniel H. Stern (Reservoir Capital Group) Edward Mulé (Silver Point Capital, L.P.) COUNSEL TO THE ASSET MANAGERS’ COMMITTEE Sullivan & Cromwell LLP Schulte Roth & Zabel LLP * * * Table of Contents EXECUTIVE SUMMARY ............................................................................................... i BEST PRACTICES ...........................................................................................................1 Disclosure and Investor Protection ..................................................................................1 I. II. Disclosure of Material Information to Investors ...................................................1 Ongoing Information Provided to Investors..........................................................5 A. B. V. I. II. Side Letters....................................................................................................10 Parallel Managed Accounts...
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...Reserves Management John Nugée Handbooks in Central Banking no.19 Foreword The series of Handbooks in Central Banking has grown out of the activities of the Bank of England’s Centre for Central Banking Studies in arranging and delivering training courses, seminars, workshops and technical assistance for central banks and central bankers of countries across the globe. Drawing upon that experience, the Handbooks are therefore targeted primarily at central bankers, or people in related agencies or ministries. The aim is to present particular topics which concern them in a concise, balanced and accessible manner, and in a practical context. This should, we hope, enable someone taking up new responsibilities within a central bank, whether at senior or junior level, and whether transferring from other duties within the bank or arriving fresh from outside, quickly to assimilate the key aspects of a subject, although the depth of treatment may vary from one Handbook to another. We hope they will also be helpful to those with some experience, but who are facing new problems as the economy and markets develop. While acknowledging that a sound analytical framework must be the basis for any thorough discussion of central banking policies or operations, we have generally tried to avoid too theoretical an approach. The Handbooks are not intended as a channel for new research. We have aimed to make each Handbook reasonably self-contained, but recommendations for further reading may be included...
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...Information Technology, Finance and Administration, Operations, Legal, Small and Medium Enterprises(credit) department performance There had been mixed up in the jobs descriptions of four departments that is Marketing and Service quality, Business Development, SME’s and the credit departments. Mostly both managers at Marketing and Business development ends up taken each other’s role. There has also not been clearly defined role or job description for both Head of SME’s and Credit manager. Again Relationship officers at various branches currently reports to these four departments. They are seen as credit officers who does clients loans appraisal and recoveries and reports to both the head of SME’s and the credit manager, as marketing officers thus sell products of the uniCredit to prospective clients and reports to the marketing manager, as business development officers, who does the account management of clients and reports to the business development manager. This...
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...Risk is an inevitable component of intermediation and trading activity. Given the fundamental trade-off between risks and returns, the objective of regulators is to determine when risk exposures either become excessive relative to the financial institution’s capital position and financial condition or have not been identified to the extent that the situation represents an unsafe and unsound banking practice. Determination of whether the institution’s risk-management system can measure and control its risks is of particular importance. The primary components of a sound risk-management process are a comprehensive risk-measurement approach; a detailed structure of limits, guidelines, and other parameters used to govern risk taking; and a strong management information system for monitoring and reporting risks. These components are fundamental to both trading and nontrading activities. Moreover, the underlying risks associated with these activities, such as market, credit, liquidity, operations, and legal risks, are not new to banking, although their measurement can be more complex for trading activities than for lending activities. Accordingly, the process of risk management for capitalmarkets and trading activities should be integrated into the institution’s overall riskmanagement system to the fullest extent possible using a conceptual framework common to the financial institution’s other business activities. Such a common framework enables the institution ...
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...RELATIONSHIPS: Reports Directly to: Senior Manager, Credit Policy and Risk Management, SME, Consumer Banking Reports Indirectly to: VC Country Risk Manager, SME, Consumer Banking JOB PURPOSE: To assess lending applications as per PPG and review relating to discretionary lending. To recommend whether the loan can be granted and to conduct research and analysis related to lending applications and reviews as required. DIMENSIONS: Direct Reports: Credit Policy Analyst, Small Business Indirect Reports: None Authorities: As per Delegation of Authority (DOA). The jobholder has the authority to take decisions on credit related issues within authority level. Refers to Senior Credit Manager on issues beyond authority limit and policy related matters. ORGANIZATIONAL CHART: Pls find attached. RESPONSIBILITIES: 1. Assess lending applications to ascertain whether loan meets lending criteria and therefore whether loan should be approved. 2. Ensure all approval related procedures are completed prior to handing file to Credit Operations for processing and drawdown. 3. Liaise with Branch Managers, Personal Financial Consultants, Sales Team Managers and Sales Managers/Officers regarding the status of customer loan application. 4. Conduct periodic credit reviews on loan accounts held within Credit Centre to ensure accounts are in order and as approved. 5. Develop and introduce new and innovative credit measures to improve quality of portfolio such as negative...
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...CONFIDENTIAL – INDICATIVE TERMS ABACUS 2007-AC1 $2 Billion Synthetic CDO Referencing a static RMBS Portfolio Selected by ACA Management, LLC February 26, 2007 The information contained herein is indicative only and the actual terms of any transaction will be set forth in the definitive Offering Circular. Capitalized terms but not defined herein shall have the meanings set forth in the definitive Offering Circular. Table of Contents Disclaimer and Risk Factors Exhibit I. Transaction Overview II. Portfolio Selection Agent Overview III. Structure Overview Appendix A. Initial Reference Portfolio B. Selected ACA Biographies C. Goldman Sachs Contact Information 1 Disclaimer The information contained herein is confidential information regarding securities that may in the future be offered by ABACUS 2007-AC1, Ltd. (the “Issuer”). The information is being delivered to a limited number of sophisticated prospective institutional investors in order to assist them in determining whether they have an interest in the type of securities described herein and is solely for their internal use. By accepting this information, the recipient agrees that it will use and it will cause its directors, partners, officers, employees and representatives to use the information only to evaluate its potential interest in the securities described herein and for no other purpose and will not divulge any such information to any other party. Any reproduction...
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...Risk Management Guidelines for Commercial Banks & DFIs. Table of Contents Page No. Introduction Defining Risk Risk Management Board & Senior Management oversight Risk Management Framework Integration of Risk Business Line Accountability Risk Evaluation / Measurement Independent Review Contingency Planning 1 1 2 3 3 4 4 4 4 5 5 7 8 8 9 9 10 10 13 14 15 15 17 17 18 18 18 19 20 20 21 21 21 22 24 24 24 25 Managing Credit Risk Components of Credit Risk Management Board & Senior Management oversight Organization Structure Systems and Procedures Credit origination Limit setting Credit Administration Measuring Credit Risk Internal Risk Rating Credit Risk Monitoring & Control Risk Review Delegation of Authority Managing Problem Credits Managing Market Risk Interest Rate Risk Foreign Exchange Risk Equity / commodity price Risk Element of Market Risk Management Board and Senior Management Oversight Organization Structure Risk Management Committee ALCO Middle Office Risk Measurement Repricing Gap Models Earning at Risk &Economic Value of Equity Models Value at Risk Risk Monitoring Risk Controls Audit Risk limits 25 27 28 28 30 30 30 31 31 33 34 34 35 36 37 37 38 38 38 39 39 39 Managing Liquidity Risk Early Warning Indicators Board and Senior Management Oversight Liquidity Risk Strategy and Policy ALCO/ Investment Committee Liquidity Risk Management Process MIS Liquidity Risk Measurement & Monitoring Contingency Funding Plan Cash Flow Projections Liquidity Ratios...
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...Risk Management Guidelines for Commercial Banks & DFIs. Table of Contents Page No. Introduction Defining Risk Risk Management Board & Senior Management oversight Risk Management Framework Integration of Risk Business Line Accountability Risk Evaluation / Measurement Independent Review Contingency Planning 1 1 2 3 3 4 4 4 4 5 5 7 8 8 9 9 10 10 13 14 15 15 17 17 18 18 18 19 20 20 21 21 21 22 24 24 24 25 Managing Credit Risk Components of Credit Risk Management Board & Senior Management oversight Organization Structure Systems and Procedures Credit origination Limit setting Credit Administration Measuring Credit Risk Internal Risk Rating Credit Risk Monitoring & Control Risk Review Delegation of Authority Managing Problem Credits Managing Market Risk Interest Rate Risk Foreign Exchange Risk Equity / commodity price Risk Element of Market Risk Management Board and Senior Management Oversight Organization Structure Risk Management Committee ALCO Middle Office Risk Measurement Repricing Gap Models Earning at Risk &Economic Value of Equity Models Value at Risk Risk Monitoring Risk Controls Audit Risk limits 25 27 28 28 30 30 30 31 31 33 34 34 35 36 37 37 38 38 38 39 39 39 Managing Liquidity Risk Early Warning Indicators Board and Senior Management Oversight Liquidity Risk Strategy and Policy ALCO/ Investment Committee Liquidity Risk Management Process MIS Liquidity Risk Measurement & Monitoring Contingency Funding Plan Cash Flow Projections Liquidity Ratios...
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...CASES FOR DISCUSSION Case 1 Terry is a senior manager in a financial services company with more than 2,000 employees. Her responsibilities since last year include supervising a $15 million portfolio of projects focused on upgrading the company’s information management systems (including hardware, software, and personnel capabilities). The projects were approved as a bundle by the Senior Vice President in Terry’s group more than two years ago—representing a great personal and organizational victory for the Vice President Terry reports to and for the IT leader who co-sponsored the projects. More than $5 million has been spent in support of the projects to date. Terry is a curious individual. In the course of reviewing project files and business cases for the portfolio of projects last night, she formed opinion that the project portfolio includes a tremendous amount of wasted money and resources. For instance, hardware purchases in the portfolio budget are 15% beyond any reasonable projection of demand; and specific sub-projects seem to be unrelated to the stated mission of the portfolio. Terry believes that there’s a more efficient way to spend the money and get the same or better results. How would you help Terry think about what to do next? Case 2 Felix is a senior project leader in a multi-business manufacturing company. An affable guy, Felix has risen in the ranks on the strength of his ability to work well with others and his meticulous organization. He is...
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...CORPORATE GOVERNANCE STATEMENT – FINANCIAL YEAR ENDED 30 JUNE 2015 Introduction The Board of Djerriwarrh Investments Limited (the Company) is committed to the highest standards of ethical behaviour and to having an effective system of corporate governance commensurate with the size of the Company and the scope of its business operations. In accordance with ASX Listing Rule 4.10.3, set out below are the applicable ASX Corporate Governance Council’s eight principles of corporate governance (ASX Governance Principles) and outlined accordingly is how the Board has applied each principle and the recommendations set out within them during the course of the financial year ended 30 June 2015. A copy of the ASX Governance Principles can be found on ASX’s website, www.asx.com.au The Company is fully supportive of the ‘if not, why not’ disclosure‐based approach to governance adopted by the ASX Governance Principles and the recognition within them that there is no single model of corporate governance and that good corporate governance practice is not restricted to adopting the recommendations contained in the ASX Governance Principles. Principle 1: Laying solid foundations for management and oversight This Principle requires the Company to establish and disclose the respective roles and responsibilities of both the Board and management and how their performance is monitored and evaluated. Role of the Board The Company’s Corporate Objective...
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...Reprinted from PHARMACEUTICAL ENGINEERING® The Official Magazine of ISPE September/October 2011, Vol. 31 No. 5 www.ISPE.org ©Copyright ISPE 2011 The article presents the implementation of a suite of software packages that together provide a total Enterprise project management system. The Science of Project Management: Project Controls Systems Integration by Frederick Cramer, Susanne Keller, Christopher Law, Thomas Shih, and Britton Wolf G The concepts in this article were applied to the ECP-1 Facility, Overall Winner of the 2010 Facility of the Year Awards. For further information on this project, see “Case Study: Genentech’s ECP-1 Bacterial Manufacturing Facility, Overall Winner, 2010 Facility of the Year Awards” in the March/April 2011 issue of Pharmaceutical Engineering. Project Controls Systems Integration Background enentech is among the world’s leading biotech companies with multiple products on the market and a drive to discover, develop, manufacture, and commercialize new medicines to treat patients with serious or life-threatening medical conditions. In 2005, Genentech was ramping-up a build program due to increased demand for existing and new medicines about to come to market. By that time, Genentech had grown from a small biotech company with less than 3,000 employees in 1995 to more than 9,000 employees. It quickly became apparent that an ad hoc approach to project management of capital construction...
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...P.O. Box KS 470 Kumasi 29th January, 2013 Dear Sir/Madam APPLICATION FOR EMPLOYMENT AS SME SALES AND ENTERPRISE SERVICES MANAGER I am a young man and a Ghanaian by birth. I wish to apply for employment as SME Sales and Enterprises Services Manager in your reputable institution; I hold Bachelor of Management Studies degree from University of Cape Coast. I have enormous experience in sales and human relationship/customer care. I have the desire to improve and maintain a strong customer service and relationships over a longer term. Constant and regular market survey to discover potential customers with current quotations gives me both comparative and absolute advantage to work with your organization. . I want to be part of a team to meet new challenges in a competitive market and develop the necessary skills and training to deliver quality service, Please find attached my resume for your attention. Counting on your co-operation. Yours faithfully, ………………… (Felix Oppong Gyamfi) FELIX OPPONG GYAMFI Phone +233 (0)243 960241 E-mail Felixopponggyamfi@yahoo.com Language Spoken: English and Twi Personal Details SEX : MALE DATE OF BIRTH : 3RD APRIL 1984 ...
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...THE Project Management Office (PMO) Prepared by: Dzingwa Madzima June 2010 1 Overview • • • • • • • The What and Why of PMO’s Starting a PMO Types of PMO’s PMO Roles and Responsibilities Executive Buy-In PMO Best Practices Telecel Zimbabwe PMO 2 The What and Why of PMO’s 3 Enhancing Your Bottom Line By Investing In Better Project Management Increasing Throughput Rate Strengthening the weakest link Achieving higher customer satisfaction Identifying the bottlenecks Reducing the program delivery interval Becoming the service provider of choice 4 What Is a PMO Exactly? 59% of respondents said PMO means project management office; 12% said it means program management office. Study by Brian Hobbs PMP and Monique Aubry “An organizational unit to centralize and coordinate the management of projects under its domain. A PMO oversees the management of projects, programs or a combination of both.” A Guide to the Project Management Body of Knowledge (PMBOK® guide), Third Edition © 2004, p. 17 In each organization, the definition of a PMO may vary in name and by function, but it essentially centralizes, coordinates and oversees the management of projects and programs. Article by Bud Baker, Ph.D. PMI Network, June 2007 5 The Project Management Office (PMO) A PMO is a centralized organization dedicated to improving the practice and results of project management. • • Some PMO initiatives are minimal, involving part-time staff. • Other initiatives involve huge infrastructure...
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