Blog Content for 2015

Blog Contents for 2015   D	TITLE	CATEGORY	DATE
1	Game Simulation of Business Requirements (incl. Data Frame Relay)	Business Intelligence, Conversion Solutions	11/16/2015
2	Aspects of Time Imaging	Business Intelligence, Conversion Solutions	11/13/2015
3	Time About is Fair Play	Business Intelligence, Conversion Solutions	11/12/2015
4	The Concepts of Time Related to Varying Levels of Demand	Business Intelligence, Conversion Solutions	11/12/2015
5	Why is Demand so Intrusive in the Corporate World?	Business Intelligence, Conversion Solutions	11/12/2015
6	Data: The Journey of 1000 Steps	Business Intelligence, Conversion Solutions	11/7/2015
7	Scorecard in Project Management	Business Intelligence, Conversion Solutions, Scorecard Approach	10/29/2015
8	Transition in Project Finance	Business Intelligence, Conversion Solutions	10/21/2015
9	Sideways Analysis	Conversion Solutions, Scorecard Approach	10/14/2015
10	Finalizing the Project	Conversion Solutions, Scorecard Approach	10/9/2015
11	Managing the Curve	Business Intelligence, Conversion Solutions	10/8/2015
12	Turning the Cube	Conversion Solutions	10/7/2015
13	Business Transition with Scorecard Techniques	Conversion Solutions	10/4/2015
14	Conversion Planning	Conversion Solutions	9/26/2015
15	Planning in the next Phase	Business Intelligence, Conversion Solutions	9/22/2015
16	Economic Justification in Comparison to Financial Results	Business Intelligence, Conversion Solutions	9/18/2015
17	Why is Project Management Smarter?	Conversion Solutions	9/18/2015
18	Why Use a Scorecard?	Scorecard Approach	9/17/2015
19	Identifying Price Change Metrics using Portfolio Method	Business Intelligence, Conversion Solutions	9/11/2015
20	Results Point to Interim Decisions in Utilizing Metrics	Conversion Solutions	9/10/2015
21	Measuring Conversion on Price Change	Conversion Solutions	9/9/2015
22	Funding Business Goals	Metric Planning	9/3/2015
23	How significant are metrics to your business?	Metric Planning	9/3/2015
24	Methods of Deriving Data for Analysis	Metric Planning	8/20/2015
25	Data and the Dilemma of Significance	Conversion Solutions	7/28/2015

Blog Content is available upon Request
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Other topics added to 2015 (Working with the Cube)


Imaginary Numbers:   Used to derive formulas which can only be partially tested, Business Intelligence
The Right Tools for the Cube:  Demand Changes Dimensions, Conversion Solutions
Time and Time Again:  Virtual Content and Temporary Spaces,  Business Intelligence
Data, Space and Time, Memory:  The Requirement for Multi-Dimensional Tools, Projects

Topic Index (2010 through 2014 list)

 

 Details regarding Case Study in 2015 on Demand

CASE STUDY	“Reviewing Pricing Analysis” Summary of Blogs for 2015	1. The basic price (D1), which the Pert justification pointed out immediately, was the price most in line with the best fit solution
	Economic Justification	2. The Margin lost on D1 due to the lower Price resulting in a lower payback or (scope of the project in terms of days lost) was not a key factor in the result.
ID	Effect of Change in Demand	3. Although D1 and D2 have the same relevant range, the way they managed their cash was slightly different. And this seemed to produce opposing results.  Taxes increased on D2 without an offsetting economic benefit.  Borrowing has the advantage of not being taxed, with interest being tax deductible as well as capital spending.
	Comments:  In this Series, Data Point to Point Demand Testing and Changes in	4. The Scorecard Method should include a startup project which provides funding for recovery distributions like tax, which are part of the normal economic cycle.
	Operational levels were explored
		5. Project Management has the advantage of providing for timing of events within the lifecycle of the project, and it may extend past the normal financial period.
17	Read about: Why is Project Management Smarter?
	Project Management is more concerned about the economics of conversion than the financial reporting.	[…] planning projects in phases becomes more important.  A Gantt plan with contingency planning seems to stretch out the requirements for documenting your strategy, but in the interim you may recover more of your spending with thinking through the timing of events.
18	Read about Why Use a Scorecard?	In order to see the total effect of all project or segment performance results the Scorecard+ can be used to report on all activities and funding of the business.  Scorecard results may need to be adjusted to better explain funding sources and conversion outcomes based on events or sources of distributive funds.  Scorecard+ is long term planning tool used to monitor and simulate (forecast) future results. But as an interim tool it reminded us that we had not spent the capital spending provision.
19	Read about Identifying Price Change Metrics using Portfolio Method	While the Portfolio Method extends the data to the end cycle, Scorecard helps to identify the key metrics that position the business for better results. Pert and Portfolio can give back two different results and it is an interesting comparison to find out why.  (The Portfolio points to the end project result of conversion, but the PERT metrics are measured directly to the end date.  The Financial metrics stop at the financial end date and need to be analyzed by creating the scenario that derives the best result.)
20	Read about Results Point to Interim Decisions in Utilizing Metrics	By seeing the affect that changes would have on the business elements we can make decisions to offset these obstacles with internal initiatives that reach strategic goals with timing that makes a difference.  The ability to stratify and direct change can make a difference in the outcome.
21	Read about Measuring Conversion on Price Change	It may not be necessary to go to great lengths to prove your data is in perfect correlation to your pricing relationship, but studying the effect of the data on conversion is important.  And having a perfect case strategy is worthwhile for a number of issues:
		1. Contract changes
		2. Transfer pricing
		3. Hedge relationship
		4. Production or Project Lag
22	Read about Funding Business Goals	If we stratified your business based on a series of projected project outcomes, we would hope to see growth within that series.  By treating your business like a project portfolio, the spending of cash and the funding of activities is streamlined so that you produce an anticipated return.  In the depiction above a Simulated period shows a peak of growth expected from utilizing funds effectively.
23	Read about How significant are metrics to your business?	We have researched the effect of metrics on the production planning of a business portfolio for long-term projects.  What we discovered was greater control on metrics was a product of scope management.  Scope is always timeline related, and business does a better job of overall management no matter what business you are in, when time management creates effective utilization
24	Read about Methods of Deriving Data for Analysis	What purpose is there in stratifying data on the basis of timing? (some points)
		1. Hedging comparison to underlying
		2. Competitive pricing analysis
		3. Funding requirements
		4. Price loss analysis
		5. Measuring the success of business initiatives
		6. Timing issues related to borrowing and revenue recognition
		7. Sizing requirements
		8. Reporting on segment activities or growth
		In the analysis a $1 change in price results in a 30 day change in the timing of business investment or funding.
25	Read about Data Structures	Having the data definition you need to succeed is a major step.  Creating a Scorecard and Portfolio are part of creating a conversion data set.