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	<title>Performance Controller &#187; Dr Kitipan Kitbamroong</title>
	<atom:link href="http://www.performancecontroller.com/blog/author/kitipan/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.performancecontroller.com/blog</link>
	<description>Performance Management matters!</description>
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			<item>
		<title>BI Project Stakeholders</title>
		<link>http://www.performancecontroller.com/blog/2009/09/bi-project-stakeholders/</link>
		<comments>http://www.performancecontroller.com/blog/2009/09/bi-project-stakeholders/#comments</comments>
		<pubDate>Sun, 13 Sep 2009 07:43:45 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Business Intelligence]]></category>
		<category><![CDATA[Intelligent Reporting]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[projects]]></category>
		<category><![CDATA[stakeholders]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=4512</guid>
		<description><![CDATA[Because BI projects integrate data and analytics across many business functions, especially for projects that are part of enterprise performance management initiatives. That makes them high profile especially when many expectations may not all be the same .]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/09/bi-project-stakeholders/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Cash Management</title>
		<link>http://www.performancecontroller.com/blog/2009/08/cash-management/</link>
		<comments>http://www.performancecontroller.com/blog/2009/08/cash-management/#comments</comments>
		<pubDate>Sun, 30 Aug 2009 00:43:23 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Business Intelligence]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[BI]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[cash]]></category>
		<category><![CDATA[downturn]]></category>
		<category><![CDATA[intelligent]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=4469</guid>
		<description><![CDATA[According to an interview with Nobel laureate Joseph Stiglitz by Suttichai Yoon of National Multimedia, Asia itself has a huge domestic potential by having a large population base with saving and a wide demand for investment.

This is extremely true especially when your business is a service base and revenues are generated from services. Services business more or less focuses more on domestic economy compared to international trade like US or Europe. 

In an article “THE CFO'S ROLE IN THE DOWNTURN”written by Colin Walter from PWC. He mentioned 

Cash is king: Companies that came out of the last recession on top had an average net debt-to-equity ratio before the downturn of half that of the companies that were not successful. They also had more cash on hand. 

and Taking out the wrong costs can be worse than taking out no costs at all.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/08/cash-management/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>At the end of the day</title>
		<link>http://www.performancecontroller.com/blog/2009/08/at-the-end-of-the-day/</link>
		<comments>http://www.performancecontroller.com/blog/2009/08/at-the-end-of-the-day/#comments</comments>
		<pubDate>Fri, 07 Aug 2009 02:30:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Productivity]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[criteria selection]]></category>
		<category><![CDATA[experienced]]></category>
		<category><![CDATA[performance]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=4036</guid>
		<description><![CDATA[Recently, I was helping a business understand some proposals offering services for implementation of management performance reports together with analytics capability. What we found, at the end of the day, was unit pricing was the major "criteria" for selection of implementers, regardless of the application, solution, experience and confidence in making the project successful.



If you have ever been to a doctor, which choice would at the end of the day cost you more? An experienced doctor or a "fresh" out of college doctor? For a doctor rookie, stomach ache could come from various causes, so to make his assumptions solid, he will send you to do several lab testes, which more or less would be included in the final bill. Compare this to an experienced doctor who’s been in the field for a long time. He could almost conclude (from conversations and statistical background of the area and patients behavior) the likelihood of the cause without the need for lab tests.

Another example is in the construction business. Which choice would cost you more between an experienced carpenter and a plumber who also said he can do the carpenter's job? A construction friend of mine tells me that for every project he handles, he only relies on experienced workers, for in the long run it costs him less. Being able to manage parallel tasks and calculating the amount of concrete and finishing the project within the deadline is the critical requirements that can't be learnt from college.

Although the solution cost seems cheaper while only measuring from the proposed price, experience tells me that they've made the wrong decision and will have to pay the price.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/08/at-the-end-of-the-day/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Budget time: What again, already?</title>
		<link>http://www.performancecontroller.com/blog/2009/08/budget-time-what-again-already/</link>
		<comments>http://www.performancecontroller.com/blog/2009/08/budget-time-what-again-already/#comments</comments>
		<pubDate>Sat, 01 Aug 2009 00:04:01 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Allocation]]></category>
		<category><![CDATA[assumptions]]></category>
		<category><![CDATA[Budgeting]]></category>
		<category><![CDATA[CFO]]></category>
		<category><![CDATA[corporate finance]]></category>
		<category><![CDATA[funding]]></category>
		<category><![CDATA[manpower]]></category>
		<category><![CDATA[performance management]]></category>
		<category><![CDATA[priorizatization]]></category>
		<category><![CDATA[Productivity]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=4032</guid>
		<description><![CDATA[It's the time of the year again when many organisations are preparing plans and budget assumptions for year 2010. It may be good to time to dust off the steps we looked at in earlier articles budget assumptions, allocation and management of the budget.

Reports  shows that, of the top 100 stock listed companies, the average time used for planning and budget preparation is not long at all. But this is  in stark contrast to the time taken on analysis of budgets and revisions. This latter phase  iterates over a much longer time as and discussion takes  place as to how and if it is well coordinated to accommodate the companies' s strategy.

After top down business PLANS and budget ASSUMPTIONS are set, generally there are three budgeting phases. The first is a  bottom up estimate of MANPOWER REVENUE and OPEX and CAPEX. This is  then followed by ALLOCATIONS, and an operational PRIORITIZATION phase and finally the Capital  FUNDING phase for approval review.
There are also many schools of thought that the budget step should be eliminated as it seems to waste so much time. This may good if rolling forecasts are well defined to place the annul budget but generally this only replaces the first phase.  Many also subscribe the the thought that to much short term focus limits the organisation ability to focus and can cause it to falter. Doing budgets in the traditional way tends to allows greater focus also on the 3 year plan and draws a distinct line in the sand in on commitments by operations .

But either way, make no mistake, the budget is a vital process to get alignment for the organisation The better this is done the better the result. The final document is underpins the agreements reached for performance for the ensuing year and it a solid reference point to measure against and  provides for consideration by external stakeholders . People such as shareholders, business partners, creditors and banks and financing institutions enjoy a much greater degree of confidence when budgets are well thought through and are likely to remain or increase any involvement.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/08/budget-time-what-again-already/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Adapting flexible working patterns</title>
		<link>http://www.performancecontroller.com/blog/2009/06/adapting-flexible-working-patterns/</link>
		<comments>http://www.performancecontroller.com/blog/2009/06/adapting-flexible-working-patterns/#comments</comments>
		<pubDate>Mon, 22 Jun 2009 18:00:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Chief financial officer]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[control]]></category>
		<category><![CDATA[Employment]]></category>
		<category><![CDATA[flexible working]]></category>
		<category><![CDATA[performance management]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3121</guid>
		<description><![CDATA[Currently around the world it looks like everyone is working to recover the economy via various stimulation packages. I would hope by the end of Q3 or early Q4, we should see some upturns. Before economies turn , the idea of flexible working is being deployed in various industries. Globally, the workforce is now more diverse than ever before, reflecting changes in society and economy. The demand for part-time and other flexible working patterns is increasing as a consequence.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/06/adapting-flexible-working-patterns/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Are you qualified to be CEO?</title>
		<link>http://www.performancecontroller.com/blog/2009/05/are-you-qualified-to-be-ceo/</link>
		<comments>http://www.performancecontroller.com/blog/2009/05/are-you-qualified-to-be-ceo/#comments</comments>
		<pubDate>Sat, 30 May 2009 15:37:47 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Performance Effectiveness]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[North Korea]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3738</guid>
		<description><![CDATA[North Korea is keeping the heat up around Asia, 

Myanmar is clarifying it's diplomatic standing upon Aung San Suu Kyi. 

And maybe we can have a chance to meet Iran's first lady after the June election



What these events share in common is the question "Who's going be the leader?"

For interest, I wondered what similarities these CEO's have with leaders in business and what such people need to reach that position in their working career.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/05/are-you-qualified-to-be-ceo/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>In scope or not?</title>
		<link>http://www.performancecontroller.com/blog/2009/05/in-scope-or-not/</link>
		<comments>http://www.performancecontroller.com/blog/2009/05/in-scope-or-not/#comments</comments>
		<pubDate>Fri, 15 May 2009 08:00:02 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Business Intelligence]]></category>
		<category><![CDATA[Chief financial officer]]></category>
		<category><![CDATA[Databases]]></category>
		<category><![CDATA[Selling]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3343</guid>
		<description><![CDATA[This week, I had a meeting with a client to review the requirements for a BI project. Turns out that most of the points we asked were responded with "please put it as an option in the proposal". What this tells is that the client doesn't know what they want at all.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/05/in-scope-or-not/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>A change we need &#8211; Asian case study</title>
		<link>http://www.performancecontroller.com/blog/2009/05/change-we-need-asian-case-study/</link>
		<comments>http://www.performancecontroller.com/blog/2009/05/change-we-need-asian-case-study/#comments</comments>
		<pubDate>Fri, 08 May 2009 07:56:34 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[obama]]></category>
		<category><![CDATA[performance]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3320</guid>
		<description><![CDATA[As Obama administration passes his 100th day office in the white house, poll reviles that his office’s popularity is still up there. Following shortly, outbreak of the deadly A(H1N1) hits the front page of every newspaper and talks. I slowly realize that all of this is related to “change”.As US President Obama passes his 100th day office in the white house, a poll reveals that his popularity is still up there. Following shortly, outbreak of the deadly A(H1N1) hits the front page of every newspaper and talksshow. I slowly realize that all of this is related to “change”.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/05/change-we-need-asian-case-study/feed/</wfw:commentRss>
		<slash:comments>5</slash:comments>
		</item>
		<item>
		<title>Can I have more money?</title>
		<link>http://www.performancecontroller.com/blog/2009/04/can-i-have-more-money/</link>
		<comments>http://www.performancecontroller.com/blog/2009/04/can-i-have-more-money/#comments</comments>
		<pubDate>Tue, 28 Apr 2009 03:30:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Budget Allocation]]></category>
		<category><![CDATA[Budgeting]]></category>
		<category><![CDATA[Business Plan]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3024</guid>
		<description><![CDATA[If you have kids, you will understand the anxiety most parents get when the kids come at them constantly asking for money. And usually it is for all sorts of justifiable things that come up out of the blue. When the semester begins, when school excursions get scheduled,  for extra pocket money and so on it goes. Yet somehow you manage to get through it. 

For companies, like kids, we have to run a budget  For this companies assign responsibility and ask managers to plan resources based on their services levels This money allocation process for this is called Budgeting and tales a serious amount of time in many organizations as they sort out the priorities.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/04/can-i-have-more-money/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Transform Budgets to be Investments</title>
		<link>http://www.performancecontroller.com/blog/2009/04/transforming-budgets-to-be-investments/</link>
		<comments>http://www.performancecontroller.com/blog/2009/04/transforming-budgets-to-be-investments/#comments</comments>
		<pubDate>Fri, 17 Apr 2009 17:03:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Bottleneck]]></category>
		<category><![CDATA[Budgeting]]></category>
		<category><![CDATA[CFO]]></category>
		<category><![CDATA[corporate finance]]></category>
		<category><![CDATA[infrastructure]]></category>
		<category><![CDATA[Investing]]></category>
		<category><![CDATA[investment]]></category>
		<category><![CDATA[performance management]]></category>
		<category><![CDATA[Stock]]></category>
		<category><![CDATA[transparency]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=3047</guid>
		<description><![CDATA[If you don&#8217;t drive your business, you will be driven out of business. This B.C. Forbes quotation got me thinking..

The relevance of this in Corporate Finance is that they are responsible for investing money in their business to&#160; make money.
CFOs these days have to decide how to allocate money to different&#160; business units.
In Bangkok where [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/04/transforming-budgets-to-be-investments/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Sorry Sir, we’re not selling today.</title>
		<link>http://www.performancecontroller.com/blog/2009/04/sorry-sir-were-not-selling-today/</link>
		<comments>http://www.performancecontroller.com/blog/2009/04/sorry-sir-were-not-selling-today/#comments</comments>
		<pubDate>Fri, 03 Apr 2009 02:23:58 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Supply Chain]]></category>
		<category><![CDATA[cones]]></category>
		<category><![CDATA[customer satisfaction]]></category>
		<category><![CDATA[dairy queen]]></category>
		<category><![CDATA[ice-cream]]></category>
		<category><![CDATA[minor]]></category>
		<category><![CDATA[SCM]]></category>
		<category><![CDATA[Selling]]></category>
		<category><![CDATA[Thailand]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=2937</guid>
		<description><![CDATA[Yesterday with my colleague we headed for went for lunch near our office. As usual we ordered our food and then a drink which by habit is normally is a large ice coffee and a large coke.

Yesterday with my colleague we headed for went for lunch near our office. As usual we ordered our food and then a drink which by habit is normally is a large ice coffee and a large coke.

Before we even start to order, the seller, knowing what we’ve order said “Sorry sir, we are out of large cups, so will you accept a small one instead?” With no option we accepted and went back to our tables and talked about the customer service impact of this.


Before we even start to order, the seller, knowing what we’ve order said “Sorry sir, we are out of large cups, so will you accept a small one instead?” With no option we accepted and went back to our tables and talked about this.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/04/sorry-sir-were-not-selling-today/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Incentive Compensation Designs</title>
		<link>http://www.performancecontroller.com/blog/2009/03/incentive-compensation-designs/</link>
		<comments>http://www.performancecontroller.com/blog/2009/03/incentive-compensation-designs/#comments</comments>
		<pubDate>Mon, 23 Mar 2009 13:29:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Incentiviszation]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[AIG]]></category>
		<category><![CDATA[Allocation]]></category>
		<category><![CDATA[budget]]></category>
		<category><![CDATA[CFO]]></category>
		<category><![CDATA[compensation]]></category>
		<category><![CDATA[design]]></category>
		<category><![CDATA[excel]]></category>
		<category><![CDATA[incentive]]></category>
		<category><![CDATA[performance management]]></category>
		<category><![CDATA[revenu]]></category>
		<category><![CDATA[south western airlines]]></category>
		<category><![CDATA[time sharing]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=2731</guid>
		<description><![CDATA[Recently, I was  involved in a conversations with some business leaders about incentives and compensation scheme that companies offers in today’s tough economic situation This discussion was also mindful things like the debate around  AIG’s bonuses to 73 executives where reasonable. And it asked the question is “What is the normal incentive scheme that most companies uses” and “ which one of them fits with my company?”]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/03/incentive-compensation-designs/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Maturity Model Risk Assessment</title>
		<link>http://www.performancecontroller.com/blog/2009/03/maturity-model-risk-assessment/</link>
		<comments>http://www.performancecontroller.com/blog/2009/03/maturity-model-risk-assessment/#comments</comments>
		<pubDate>Thu, 19 Mar 2009 18:26:47 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Operations Management]]></category>
		<category><![CDATA[Performance Management]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=2695</guid>
		<description><![CDATA[This week, I saw a pragmatic, yet simple engineering practice that made a business operation a performance leader. My brief was advising on Globally Harmonized Systems of classification and Labeling of chemicals and how it should be applied to package labeling. My scope was to give advice on best practices to design for an enterprise rack [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/03/maturity-model-risk-assessment/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Why Carbon Footprint Labeling?</title>
		<link>http://www.performancecontroller.com/blog/2009/03/why-carbon-footprint-labeling/</link>
		<comments>http://www.performancecontroller.com/blog/2009/03/why-carbon-footprint-labeling/#comments</comments>
		<pubDate>Mon, 02 Mar 2009 02:35:00 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Carbon Footprinting]]></category>

		<guid isPermaLink="false">http://www.performancecontroller.com/blog/?p=2412</guid>
		<description><![CDATA[With my colleagues at  Sherwood Group Consulting, our sponsor, we attended a seminar about a "Carbon Footprint and Labeling" project.

The project  now in it formative stage is jointly lead by the EU Commission users and Thailand-EC Cooperation Facility Program.

The meeting advised on how the project would proceed and some of the issues it would deal with including measurement standards, setting guidelines for labels  making recommendations for use and certification control.

This is initiative will draw on expertise and experience on already well advance constraints being exercised  in carbon aware markets and especially approaches taken by many large multi-nationals, including those in the food industries.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2009/03/why-carbon-footprint-labeling/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Merit and Bonus time of year!</title>
		<link>http://www.performancecontroller.com/blog/2008/12/merit-and-bonus-that-time-of-the-year/</link>
		<comments>http://www.performancecontroller.com/blog/2008/12/merit-and-bonus-that-time-of-the-year/#comments</comments>
		<pubDate>Sat, 06 Dec 2008 01:15:47 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Human Resources]]></category>
		<category><![CDATA[Performance Management]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=1193</guid>
		<description><![CDATA[The past couple of month a lot of political movements happened in Thailand, now as things are back to normal, one would shortly notice it&#8217;s that time of the year for merit and bonus evaluation. That&#8217;s what everyone&#8217;s looking forward to throughout the year. Guess who&#8217;s in the management office, besides perhaps a brown-nose colleague who [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/12/merit-and-bonus-that-time-of-the-year/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Operational Risk Management &#8211; III: Dashboards</title>
		<link>http://www.performancecontroller.com/blog/2008/11/operational-risk-management-iii-dashboards/</link>
		<comments>http://www.performancecontroller.com/blog/2008/11/operational-risk-management-iii-dashboards/#comments</comments>
		<pubDate>Fri, 28 Nov 2008 03:01:55 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=614</guid>
		<description><![CDATA[This series of short articles about risk management provides high level insights about risk reduction. This item adds an update on the use, relevance of Dashoboards and their underlying power.]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/11/operational-risk-management-iii-dashboards/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Operational Risk Management &#8211; II: Incident reporting</title>
		<link>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-ii-incident-reporting/</link>
		<comments>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-ii-incident-reporting/#comments</comments>
		<pubDate>Wed, 17 Sep 2008 04:00:43 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Business Intelligence]]></category>
		<category><![CDATA[Information Consolidation]]></category>
		<category><![CDATA[Intelligent Reporting]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Predictice Analytics]]></category>
		<category><![CDATA[Reporting and Analysis]]></category>
		<category><![CDATA[Risk Management]]></category>
		<category><![CDATA[Scenario Analysis]]></category>
		<category><![CDATA[Technical Talk]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=185</guid>
		<description><![CDATA[Incident reporting: static analysis is the first step normally used to identify losses. Summary statistics first display frequency and severity data by event type and by business line, according to the regulatory categories. This report is of certainly needed for compliance purposes, however it might be not the best tool for the risk management of [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-ii-incident-reporting/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Is coaching the missing piece in PM?</title>
		<link>http://www.performancecontroller.com/blog/2008/09/is-coaching-the-missing-piece-in-pm/</link>
		<comments>http://www.performancecontroller.com/blog/2008/09/is-coaching-the-missing-piece-in-pm/#comments</comments>
		<pubDate>Fri, 12 Sep 2008 10:08:36 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Business Processes]]></category>
		<category><![CDATA[Predictice Analytics]]></category>
		<category><![CDATA[Activity Planning]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=180</guid>
		<description><![CDATA[It is just another rainy day in Bangkok and looks like continuing for some time, I had just spent the afternoon consulting with a PM vendor pre-sales consultant on how a planning and budget process works.
As we know, basicaly the planning &#38; budget process allows modelling the business to link from “strategic activity”. And then budgeting [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/09/is-coaching-the-missing-piece-in-pm/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Operational Risk Management &#8211; I</title>
		<link>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-i/</link>
		<comments>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-i/#comments</comments>
		<pubDate>Thu, 04 Sep 2008 05:54:26 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Business Processes]]></category>
		<category><![CDATA[Intelligent Reporting]]></category>
		<category><![CDATA[Predictice Analytics]]></category>
		<category><![CDATA[Risk Management]]></category>
		<category><![CDATA[Scenario Analysis]]></category>
		<category><![CDATA[Anaylsis]]></category>
		<category><![CDATA[Benckmarking]]></category>
		<category><![CDATA[Thailand]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=165</guid>
		<description><![CDATA[Today I had a chance to discuss with a client regarding Operational Risk for banking and financial sectors and would like to share the ideas here. 
Operational risk is defined as “the risk of losses resulting from inadequate or failed internal processes, people, and systems or from external events. The definition includes legal risk, but excludes [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/09/operational-risk-management-i/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Manage Risks: external/internal</title>
		<link>http://www.performancecontroller.com/blog/2008/08/manage-risk-through-better-planning/</link>
		<comments>http://www.performancecontroller.com/blog/2008/08/manage-risk-through-better-planning/#comments</comments>
		<pubDate>Tue, 05 Aug 2008 05:14:56 +0000</pubDate>
		<dc:creator>Dr Kitipan Kitbamroong</dc:creator>
				<category><![CDATA[Organisation Management]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.shernox.net/blog/?p=89</guid>
		<description><![CDATA[Today, business faces several risk from both internal and external factors. Several examples can be found in various business, here are some taken from the press

Dispite the economics downturn and fuel cost rising up over 100%, Quantas still manages to see a profit rise of 44% (press) while everyone is the business is seeing loses, [...]]]></description>
		<wfw:commentRss>http://www.performancecontroller.com/blog/2008/08/manage-risk-through-better-planning/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>
