...Information technology are evaluated using a score card which will be used to establish a portfolio Application Model Matrix which will be used in comparing the projects, some of the proposed infrastructure projects for MDSCM include standard computing hardware and software, website and data warehousing. The website is the project with the highest likelihood to succeed and also will add value to the business. Introduction: The following is a summary of the information technology projects appropriate for the MDCM Company, IT infrastructure required include networking, standard computing hardware and software, data warehousing, messaging system and a website. A score card is also established in order evaluate each project and these scores are represented in a Portfolio Application Model Matrix. IT infrastructure: Networking: This project involves the use of internet and networking resources available to enable the sharing of information across the subsidiaries and also within the subsidiaries, networking will improve quality of products given that it will enable sharing of information with the various departments and subsidiaries and therefore add value to products. Computing hardware and software: According to the case study the company different hardware platform systems including AIX, UNIX, Windows NT, windows 2000, adoption of a standardized operating system will help reduce both support costs and maintenance costs. This will enable the company gain competitive advantage...
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... References 10 To: Chief Financial Officer From: Chief Information Officer Date: November 29, 2014 RE: Wobbly Wheels IT Organizational Changes Introduction and Purpose: Over the past few years growth, of WW has not increased and it has remained stagnant due to the slow growth of the economy. In order to improve the growth of the organization, a few IT organizational changes are required that will help streamline the internal processes for WW to improve the overall business production and increase profit margin. Overall business can be improved by improving the current business operations, changing the roles and responsibilities of the staff members, upgrading to the new technology systems and the implementation of an IT portfolio management system. Leadership Philosophy: The leadership philosophy of the organization is to grow our business by meticulously serving the logistics needs of our customers offering excellence and value in everything that we do. Inspire our people and business partners to do their best, offering opportunities for personal development and success. Maintain a financially strong company that strives to give a competitive return to our shareholders. Our mission is to lead by example as a responsible, caring, and sustainable company making a positive difference in the communities in which we serve (UPS, INC. 2013). The memorandum addresses all the key issues in the current implementation and the solutions for those key issues. This memorandum...
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...OBJECTIVE To obtain a challenging growth oriented position where I can prove my worth to the Organization with my technical knowledge in a supportive environment. PROFESSIONAL EXPERIENCE |PERIOD |ORGANIZATION |DESIGNATION | |July 2007 – Till Date Technologies Limited |Senior Systems Engineer | SOFTWARE PROFICIENCY |Web Technologies |HTML, XML | |Script |PERL Scripting,Java Scripts | |RDBMS/DBMS |Oracle 9i | |IDE’s |Eclipse, NetBeans | |Languages |C++, SQL, PL\SQL, Visual Basic and JAVA | |Operating System |Windows XP, Windows 95/98, & UNIX | |PLM/PPM Packages |Windchill/Planisware 5 ...
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...Eskerod (2008): Project portfolio management – There´s more to it than what management enacts. International Journal of Project Management, Vol 26, Issue 4, May 2008, pp. 357-365 2. Pellegrinelli S. (2011): What’s in a name: Project or programme? International Journal of Project Management, Vol 29, pp. 232–240 3. Pellegrinelli S. & Garagna L. (2009): Towards a conceptualisation of PMOs as agents and subjects of change and renewal. International journal of project management. Volym 27 nr 7, pp. 649–656. 4. Hobbs B., Aubry M., & Thuillier D., (2008): The project management office as an organisational innovation. International journal project management Vol. 26. pp. 547555 5. Aubry M., Müller R., Hobbs B., Blomquist T. (2010): Project management offices in transition. International Journal of Project Management Vol 28, pp. 766–778 6. Müller R., Glückler J., Aubry M., (2013): A Relational Typology of Project Management Offices. Project Management Journal, Vol. 44, No. 1, 59–76 7. Bredin, K & Söderlund J (2011): The HR Quadriad: A framework for the analysis of HRM in project-based organizations. International Journal of Human Resource Management, Vol.22, No.10:2202-2221 8. Zika-Viktorsson A., Sundström P., & Engwall M., (2006): Project overload: An exploratory study of work and management in multi-project settings. International Journal of Project Management, Vol 24. Pp. 385-394 9. Meskendahl Sascha, The influence of business strategy on project portfolio management and its success – A...
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...Portfolio Project Reflection As I undertook to study this course, I was apprehensive and worried about Part 4 concerning the project portfolio. At first I had the perception that common diagnostic coding auditing processes are complicated to understand and to use in the medical profession.Until I begin handling part 4 of this project; it is when I realized that medical coding system is a process of assigning numeral values to medical procedures and diagnoses. It is when that I developed an interest in interrogating the medical coding system deeper though it sounded straight forward. This project has enlightened me that in all healthcare settings medical coding system is crucial as it used to develop data for both inpatient and outpatient services. I am also made to be accurate in diagnostic coding and auditing processes, as the success of all medical procedures and diagnoses is dependent on the data from these systems. My awareness of medical coding system, therefore, has been increased throughout this course. For instance, I now know that all medical assessments, quality review and physician reimbursements are all based on medical coding system. I also know that coders, like any other professionals, can get caught in a rut.Such a circumstance may lead to the formulation of bad coding habits with errors that are detrimental to the accuracy needed in this profession. I will apply the knowledge I have gained throughout this medical course to identify areas...
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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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...Principal Financial Statements C. Financial Reporting Quality D. Analysis of Inventories and Long-Lived Assets E. Analysis of Taxes F. Analysis of Debt G. Analysis of Off-Balance-Sheet Assets and Liabilities H. Analysis of Pensions, Stock Compensation, and Other Employee Benefits I. Analysis of Inter-Corporate Investments J. Analysis of Business Combinations K. Analysis of Global Operations L. Ratio and Financial Analysis V. Corporate Finance A. Corporate Governance B. Capital Investment Decisions C. Business and Financial Risk D. Capital Structure Decisions E. Working Capital Management F. Dividend Policy G. Mergers and Acquisitions and Corporate Restructuring VI. Equity Investments A. Types of Equity Securities and Their Characteristics B. Equity Markets: Characteristics, Institutions, and Benchmarks C. Fundamental Analysis (Sector, Industry, Company) D. Valuation of Individual Equity Securities E. Equity Market...
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...Institutional Investor Company Investment existence and valuation Succint: Institutional Investor Company (IIC) is a for-profit conglomerate consisting of multiple business lines operating in a variety of industries throughout the United States. IIC is being audited under audit standards established by the AICPA. IIC is highly profitable and manages an investment portfolio of approximately $500 million that is used to fund operations as needed. Management is unsatisfied with the historical returns on IIC’s investment portfolio and therefore is looking to diversify by investing a portion of the portfolio in alternative investments, which seem to promise higher returns. (Alternative investments represent investment vehicles that are not listed on national exchanges or over-the-counter markets, or for which quoted market prices are not available; e.g., hedge funds, real estate funds, and private equity funds.) While management has been monitoring developments in the investment industry and is concerned with the additional risk, it believes the risk can be managed and, therefore, has decided to move forward with the plan. The investment amount is considered material to IIC’s financial statements. Management anticipates that it will use at least two different fund managers to manage IIC’s alternative investments. Management is currently considering several potential fund managers. In addition, management intends to use its current third-party record keeper’s...
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...VALUATION AND ACQUSITION VALUATION AND ACQUISITION OF “TARGET COMPANY” LIMITED BY “INVESTOR” LIMITED BY: AKINTOYE AKINDELE DBA PROGRAM INTERNATIONAL SCHOOL OF MANAGEMENT DECEMBER 2011 INTRODUCTION CONTEXT This report reviews the investment/acquisition rationale, valuation (assumptions and methodology), negotiation and post acquisition events of the acquisition of 100 percent of the equity of “Target Company” limited by “Investor” Limited. While the names of acquiring and selling companies have been changed to Investor Limited and Target Company limited respectively for confidential reasons, the information and events here are factual and all the exhibits represent actual financial information of both companies especially Target Limited. BACKGROUND & BUSINESS OVERVIEW OF TARGET Target Limited is an aluminium continuous casting and cold rolling mill located in Ghana. The company was set up to implement the fourth processing leg of the proposed integrated aluminium industry for Ghana which comprised; bauxite mining – First leg, refining bauxite into alumina – Second leg, smelting alumina into raw aluminium ingots – Third leg and processing the ingots into flat rolled product – Fourth leg and Target’s business. The company was incorporated as a private company and granted license to commence business on 24th February, 1978 and 22nd March, 1978 respectively. Target was later converted into a public company on 28th May, 1996 and was listed on the Ghana Stock Exchange...
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...What is Corporate Portfolio All of the assets included on the firm's balance sheet. For example, a real estate trust holds a portfolio of office rental properties. Also called investment portfolio. See also diversification Corporate Philosophy Markets are efficient The design of the portfolio as a whole should be more important than the selection of any particular security within the portfolio. The general rule is that Investors are risk averse. For a given risk level, an optimal combination of asset classes will maximize returns. Investment Style Passive Vehicle Style of investment Active Vehicle Investment Style Horizon (Long term Investment ) Life-cycle (often used in retirement plans) Asset Allocation Equities Growth Fixed Income Investments Capital Preservation Asset Allocation Asset-allocation is an attempt to provide investors with portfolio structures that address an investor's age, risk appetite and investment objectives with an appropriate apportionment of asset classes. Balance Fund Life-cycle (often used in retirement plans) Active Asset Selection Active asset selection strategies can be classified fairly broadly into four classes – Intrinsic valuation model relative valuation model technical analysis models Portfolio Optimization model How to Rebalance Your Portfolio Businesses are constantly assembling and adjusting their portfolios of assets in an attempt to increase the returns they earn and reduce the risks they face. For...
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...studying finance at an undergraduate level would satisfy my interests and provide me with a solid foundation for my future career. My desire to pursue further academic studies is fueled by the enriching experience I have had at Cass Business School. Being surrounded by intellectually engaging individuals from diverse backgrounds and an academically rigorous course has stimulated a passion of finance as an academic study. Further studies in finance especially one that is more mathematical will deepen by understanding of the financial markets, which I believe is going to be crucial to succeed in the financial services industry going forward. Within the field of Finance, I am most interested in topics ranging from valuation, security analysis, and portfolio management. I am particular interested in...
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...T H E J O U R N A L THEORY & PRACTICE FOR FUND MANAGERS O F FALL 2013 Volume 22 Number 3 RISKBASED PORTFOLIOS special section The Voices of Influence | iijournals.com Pursuing the Low Volatility Equity Anomaly: Strategic Allocation or Active Decision? ERIK KNUTZEN ERIK K NUTZEN is the chief investment officer at NEPC LLC in Cambridge, MA. eknutzen@nepc.com FALL 2013 JOI-KNUTZEN.indd 75 I n the past several years, asset managers have built investment strategies based on historical evidence that lower volatility stocks earn superior risk-adjusted returns. These approaches are being called low volatility, managed volatility, minimum variance, or similar names. They seek to exploit what has been identified in studies by academics and practitioners alike as an equity pricing anomaly. This anomaly joins previously identified persistent stock market inefficiencies associated with low price-tobook and smaller company shares. This article evaluates the low volatility anomaly, its potential causes, whether it is likely to persist, and the role, if any, of low volatility equity investing in long-term investment programs. Based on historical information, we conclude that the low volatility equity anomaly appears to exist and can be explained by certain behavioral and structural biases of investors. But its continued existence into the future is less certain. We also observe that even well-documented anomalies experience multi-year...
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...Choose Investments? by Steven N. Kaplan and Per Strömberg* First Draft: August 2000 This Draft: August 2000 Abstract In this paper, we consider how venture capitalists (VCs) choose or screen their investments by studying the contemporaneous investment analyses produced by 10 venture capital firms for investments in 42 portfolio companies. Consistent with most academic and anecdotal accounts, we find that it is common for VCs to consider explicitly the attractiveness of the opportunity – the market size, the strategy, the technology, customer adoption, and competition – the management team, and the deal terms. We also provide evidence on how the venture capitalists expect to monitor those investments. In at least half of the investments, the VC expects to play an important role in recruiting management. Finally, we complement the investment analyses with information from the financial contracts for the investments and consider the relation of the analyses with the contractual terms and with subsequent performance. In both analyses, the evidence suggests that the VC’s initial appraisal of the management team is important. Stronger management teams obtain more attractive contracts and are more likely to take their companies public. G24: Investment banking; Venture Capital; Brokerage G32: Financing policy; Capital and ownership structure * Graduate School of Business, University of Chicago. This research has been supported by the Kauffman Foundation, by the Lynde...
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...Location Juniper Hall, Room JH 1121 Office Juniper Hall, Room 4110 Phone Number 818-677-2459 – Department Office (leave message) Office Hours Friday at 10:00am E-mail address danny.litt@csun.edu (reference class) COURSE DESCRIPTION This is an introductory course on the fundamentals of investment analysis and management. Survey of investments including corporate and government securities, real property and financial intermediaries. Survey of investment theory emphasizing security analysis, valuation and portfolio management. PREREQUISITES Finance 303; cannot be taken concurrently COURSE GOALS AND OBJECTIVES This course provides the student with the information and skills needed to analyze investments and portfolio management. The intent of the course is to provide students with a basic understanding of different alternatives in investments, how to value those investments, and how those investments fit together within an investment portfolio. TOPICS INCLUDE Corporate and government securities Risk-return tradeoff Institutional aspects of security markets Fundamental and technical analysis Stock and bond valuations Portfolio theory Portfolio management REQUIRED COURSE TEXT Investments, 9th edition, Bodie, Kane, Marcus, McGraw-Hill. ISBN: 0073530700. Copyright year: 2011. The books website is http://highered.mcgrawhill. com/sites/0073530700/information_center_view0/ SYLLABUS FINANCE 352 AUGUST 3, 2012 PAGE 2 RECOMMENDED READING Current daily issues of...
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...Business - Daniels and Radebouqh 2. International Business - Sundaram and Black 3. International Business — Roebuck and Simon 4. International Business – Charles Hill 5. International Business— Subba Rao 3.0.2 Strategic management 100 Marks Course Content 1. Strategic Management Process: Vision. Mission, Goal Philosophy. Policies of an Organization. 2. Strategy, Strategy as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving. Categories of problems, Problem solving skill, Group decision making. Phases indecision making, 4. Communication Commitment and performance, Role of the leader, Manager v/s Leaders Leadership styles 5. Conventional Strategic Management v[s Unconventional Strategic Management. The Differences, Changed Circumstance. 6. Growth Acce orators: Business Web, Market Power, learning based. 7. Management Control, Elements, Components of Management Information Sysstems 8. Mokena’s 7 8 Models : Strategy, style, structure, systems, staff, skill and Shared values 9. Group Project Reference Text 1. Strategic Management — Thompson & Striekland McGraw Hill 2. Competitive advantage – Michael...
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