<?xml version='1.0' encoding='UTF-8'?><?xml-stylesheet href="http://www.blogger.com/styles/atom.css" type="text/css"?><feed xmlns='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:georss='http://www.georss.org/georss' xmlns:gd='http://schemas.google.com/g/2005' xmlns:thr='http://purl.org/syndication/thread/1.0'><id>tag:blogger.com,1999:blog-7461730873130079181</id><updated>2011-10-08T01:47:31.030-07:00</updated><title type='text'>ACT Requirements</title><subtitle type='html'></subtitle><link rel='http://schemas.google.com/g/2005#feed' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/posts/default'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default?max-results=100'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/'/><link rel='hub' href='http://pubsubhubbub.appspot.com/'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><generator version='7.00' uri='http://www.blogger.com'>Blogger</generator><openSearch:totalResults>81</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>100</openSearch:itemsPerPage><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4028507882221322810</id><published>2011-02-18T02:44:00.001-08:00</published><updated>2011-02-18T02:44:29.014-08:00</updated><title type='text'>Legal Requirements of a Registered Office for Your Company</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;It is a legal requirement for every company which is registered in  the UK to provide an official address for the public register. This  address is where government organisations such as Companies House, HMRC  and UK tax authorities will contact your business with important  reminders and serve legal notices. The registered office of a company is  displayed on Companies House registers which can be accessed online.&lt;/p&gt;&lt;p&gt;A  company's registered office must be able to receive letters and  documents related to the company, therefore a Post Office Box can not be  used as the official address as it is not permitted by Companies House.  This legal address must be situated in England or Wales unless the  company is registered in Scotland which would then require the company  to provide an address in Scotland as the recorded location.&lt;/p&gt;&lt;p&gt;The  registered office address must be displayed on all official stationery  and correspondence with the clients such as invoices and letters. The  company name must also be displayed outside of the registered office  address as a legal requirement. Since the introduction of the Companies  Act 2006 it is also a legal requirement to display your registered  office address on your websites.&lt;/p&gt;&lt;p&gt;Any changes which are made to the  registered address must be recorded at Companies House. This can be  done by filing an AD01 form either online using the registrar's online  webfiling service or by completing the form and sending it to Companies  House by post. This will ensure important documents and notices relating  to your company are not sent to the wrong address as this could lead to  your company being struck off and dissolved.&lt;/p&gt;&lt;p&gt;A company's trading  address does not have to be the same as their registered office address.  Therefore using a service provider can be very beneficial for owners of  small businesses, particularly those who trade from their home address  as it prevents their private details being displayed on Companies House  registers. The data on the public register can be accessed online. Using  an address service provider may also be useful to business owners who  own a UK limited company and live outside of the UK as their company  must legally provide a registered office with in the UK.&lt;/p&gt;&lt;p&gt;Using a  service provider can also prevent junk mail being forwarded to people's  home address as they can filter out obvious junk mail and forward  relevant mail such as accounts notices, annual return reminders and HMRC  letters. This will ensure your company files the necessary forms to  maintain accurate and up to date company records which will prevent  penalties being incurred.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4028507882221322810?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4028507882221322810/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/legal-requirements-of-registered-office.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4028507882221322810'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4028507882221322810'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/legal-requirements-of-registered-office.html' title='Legal Requirements of a Registered Office for Your Company'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-271947548034196554</id><published>2011-02-18T02:43:00.002-08:00</published><updated>2011-02-18T02:44:01.514-08:00</updated><title type='text'>How the HITECH Act Impacts a Business Associate</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;HIPAA compliance requirements have been greatly changed with the  American Recovery and Reinvestment Act (ARRA) and its Title XIII called  the HITECH (Health Information Technology for Economic and Clinical  Health) Act. With the introduction of this new law, business associates  are now accountable for the privacy and security requirements that  previously were required only by covered entities. In addition, a  business associate is now subject to civil and criminal penalties. This  also includes a provision that lets patients receive financial  compensation for a violation of their privacy.&lt;/p&gt;&lt;p&gt;This new federal law has added strength to the enforcement portion of the law. The significant changes include:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Employees  and other workforce members, including independent contractors, are now  subject to civil penalties. This means that individuals are also now  accountable legally.&lt;/li&gt;&lt;li&gt;There is a requirement for HHS to formally investigate any  complaints and to impose civil penalties for violations of the rules if  the violation is due to "willful" neglect.&lt;/li&gt;&lt;li&gt;The law requires that any civil monetary penalties or monetary  settlements as a result of a violation of the rules be sent to the  Office of Civil Rights (OCR) for enforcement of the privacy and security  rules.&lt;/li&gt;&lt;li&gt;Civil monetary penalties now have a tiered system ranging from $100 to $50,000 depending on the offense.&lt;/li&gt;&lt;li&gt;The Secretary of HHS is required to conduct periodic audits to be  sure that covered entities and business associates are compliant with  the new rules.&lt;/li&gt;&lt;li&gt;The State Attorneys General now have the authority to bring suit in  district courts for any violation on behalf of the residents of their  state.&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;strong&gt;What Steps Should a Business Associate Take to be sure you are Compliant?&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;The  first step is being sure you are properly classified. For example, if  you are an independent contractor working for a service and not directly  contracting with a covered entity, that probably means you are not a  business associate, but an agent or subcontractor of a business  associate. It is important, however, for independent contractors to  understand if your contract is directly with the covered entity, that  makes you a business associate and all of the new laws do apply to you.&lt;/p&gt;&lt;p&gt;Some things you need to consider include:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Assigning  responsibility for compliance to one person. While you can have a team  working on compliance issues, one person must be named as the compliance  officer and be responsible. This does not have to be an employee and  you can use a consultant if that works best for you, however, it is  critical that you have this person identified.&lt;/li&gt;&lt;li&gt;Encryption of all electronic files. The HITECH Act has made the use  of encryption the one thing that provides a "safe harbour" for not  having a breach. Data that is not encrypted is considered unsecured  according to the law. While you may already be using encryption for data  transfers, this law also requires that information be encrypted while  "at rest." This may require that you add encryption to all electronic  files that are stored anywhere on your system. If you are in medical  transcription, remember that this will also include the voice files  stored on any dictation system. The Secretary of HHS will review these  standards annually for any changes.&lt;/li&gt;&lt;li&gt;Breach notifications. While HIPAA has always required that a  business associate notify their client of any breaches of  information,  the law now makes you responsible for being sure the notification is  done. A breach is defined as acquisition, access, use or disclosure of  unsecured PHI that is not permitted under HIPAA and that compromises the  privacy or security of the information. Remember that unsecured data  means unencrypted. Documentation of breech notifications must be kept  for six years.&lt;/li&gt;&lt;li&gt;Be sure you are compliant with both the privacy and security rules.  There are many points to consider in these rules. You must have written  policies and procedures. You must have a written risk analysis done.  You also must have a contingency plan in place for any kind of business  disruption. Your systems also have to provide audit trails for who  accesses protected health information.&lt;/li&gt;&lt;li&gt;Realize you are responsible for the actions of your workforce. The  rules require training of the workforce, which must be done and  documented. If you have remote workers, this can be more of a challenge,  but it is possible.&lt;/li&gt;&lt;li&gt;Another significant change is that business associates are now  responsible for trying to stop any violations by the covered entity  (their client). This includes things even up to canceling your contract  with a client who refuses to fix a violation or prefers to ignore the  law. Both parties are responsible for doing this for the other, and this  could very well change some of the relationships you currently have  with your clients.&lt;/li&gt;&lt;li&gt;Documentation. Remember, it's all about being sure you have things  documented. Use the rule of thumb that says "if it's not documented, it  wasn't done." It is no longer acceptable to just say you are compliant.  You must have written documentation to show that you have done all of  the required steps.&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;The changes that have come as a  result of the HITECH Act certainly have a big impact on business  associates. The date for compliance is past. If you haven't taken the  required steps, now is the time to do it.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-271947548034196554?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/271947548034196554/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-hitech-act-impacts-business.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/271947548034196554'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/271947548034196554'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-hitech-act-impacts-business.html' title='How the HITECH Act Impacts a Business Associate'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-814508932732972098</id><published>2011-02-18T02:43:00.001-08:00</published><updated>2011-02-18T02:43:33.819-08:00</updated><title type='text'>Contractor Recovery Act Compliance on OMB's Radar Screen</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The Office of Management and Budget (OMB) just issued a memo  telling federal agencies to, in effect, up their game on monitoring  contractors receiving Recovery Act funds. OMB Director, Peter Orszag,  directed federal agencies to take several steps immediately including  identifying non-compliant recipients of Recovery Act funds. What does  this mean to contractors receiving Recovery Act funds?&lt;/p&gt;&lt;p&gt;Well, the  Act contains a number of oversight, accountability, and transparency  provisions aimed at preventing waste, fraud, and abuse of funds received  by federal contractors. Section 1512 of the Act requires recipients of  Recovery Act funds to comply with certain reporting requirements with  oversight of spending delegated to the Recovery Accountability and  Transparency Board (RATB). Recipients of Recovery Act funds must report  quarterly on the use and economic impact of those funds at the local  level.&lt;/p&gt;&lt;p&gt;OMB is now requiring each federal agency to compile a  verified and detailed list of recipients who were required to report in  the October period but failed to do so. Recipients who have failed to  submit a Section 1512 report as required by the terms of their award or  that are persistently late or negligent in their reporting obligations  are considered to be non-compliant, the memo says. Non-compliant  recipients are subject to federal action, "up to and including the  termination of federal funding or the ability to receive federal funds  in the future."&lt;/p&gt;&lt;p&gt;The memo also calls on agencies to determine an  appropriate outreach method and establish contact with each recipient  that failed to report by the quarterly deadline. As part of this effort,  agencies are to: determine the specific reasons a recipient failed to  submit a report as required; provide assistance to recipients who  experienced technical challenges in understanding coding or other  situations and describe in plain language the consequences of current  and continued non-compliance.&lt;/p&gt;&lt;p&gt;From this assessment, Federal  departments and agencies are to determine the need, if any, for future  action regarding each non-filing recipient, including but not limited  to: enforcement of terms and agreement provisions, sanctions and other  appropriate enforcement action. If the non-compliance appears to be  fraudulent, Federal Departments and agencies are to refer the matter to  other appropriate agency officials such as the officer responsible for  criminal investigation.&lt;/p&gt;&lt;p&gt;OMB has already indicated in earlier memos  that other Recovery Act matters under consideration for FAR coverage or  other governmentwide guidance include:&lt;/p&gt;&lt;p&gt;Special Buy American Act requirements;&lt;br /&gt;Additional requirements for contractor reporting; and&lt;br /&gt;Expanded GAO/OIG access to contractor records.&lt;br /&gt;On a case-by-case basis, OMB has stated that negative findings on a  contractor's compliance with the Act by a Federal agency can result in  termination of Federal funding and/or initiation of suspension and  debarment proceedings of either the recipient or sub-recipient, or both.  Further, in some cases, intentional reporting of false information can  result in civil and/or criminal penalties.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-814508932732972098?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/814508932732972098/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/contractor-recovery-act-compliance-on_18.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/814508932732972098'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/814508932732972098'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/contractor-recovery-act-compliance-on_18.html' title='Contractor Recovery Act Compliance on OMB&apos;s Radar Screen'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7979827304346662989</id><published>2011-02-18T02:42:00.000-08:00</published><updated>2011-02-18T02:43:03.919-08:00</updated><title type='text'>Legal Requirements For PAT Testing and Portable Appliance Testing</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The legislation of specific relevance to electrical maintenance is  the Health &amp;amp; Safety at Work Act 1974, the Management of Health &amp;amp;  Safety at Work Regulations 1999, the Electricity at Work Regulations  1989, the Workplace (Health, Safety and Welfare) Regulations 1992 and  the Provision and Use of Work Equipment Regulations 1998.&lt;/p&gt;&lt;p&gt;The  Health &amp;amp; Safety at Work Act 1974 puts the duty of care upon both the  employer and the employee to ensure the safety of all persons using the  work premises.&lt;/p&gt;&lt;p&gt;The Management of Health &amp;amp; Safety at Work Regulations 1999 states:&lt;/p&gt;&lt;p&gt;"Every employer shall make suitable and sufficient assessment of:&lt;/p&gt;&lt;p&gt;(a) the risks to the health and safety of his employees to which they are exposed whilst at work, and&lt;br /&gt;(b) the risks to ensure the health and safety of persons not in his  employment arising out of or in connection with the conduct by him or  his undertaking."&lt;/p&gt;&lt;p&gt;The Electricity at Work Regulations 1989 states:&lt;/p&gt;&lt;p&gt;"As  may be necessary to prevent danger, all systems shall be maintained so  as to prevent, so far as reasonably practicable, such danger."&lt;/p&gt;&lt;p&gt;"'System'  means an electrical system in which all the electrical equipment is, or  may be, electrically connected to a common source of electrical energy  and includes such source and such equipment"&lt;/p&gt;&lt;p&gt;"'Electrical  Equipment' includes anything used, intended to be used or installed for  use, to generate, provide, transmit, transform, rectify, convert,  conduct, distribute, control, store, measure or use electrical energy."&lt;/p&gt;&lt;p&gt;The  responsibility on the employer to ensure work equipment is safe is also  covered by The Provision and Use of Work Equipment Regulations 1998.  This states that "Every employer shall ensure that work equipment is so  constructed or adapted as to be suitable for the purpose for which it is  used or provided." (Regulation 4(1)). This includes all work equipment  (fixed, portable or transportable) connected to a source of electrical  energy."&lt;/p&gt;&lt;p&gt;It is clear that the combination of the HSW Act 1974, the  PUWER 1998 and the EAW Regulations 1989 apply to all electrical  equipment used in, or associated with, places of work. These cover the  distribution systems down to the smallest piece of electrical equipment.  It is clear that there is a requirement to inspect and test all types  of electrical equipment in all work situations.&lt;/p&gt; &lt;/div&gt;                           Adrian Pendle, director of Intersafe Ltd, is a graduate in  Economics. After University he worked in Financial Services in London  before starting to work in the family firm. Being involved in all  aspects of running a company it was in 1995 that he decided to start his  own and formed Intersafe Ltd. While buying in PAT Testing services for  the family company Adrian felt that the market for these services was  not well served so took the decision to offer his own services via  Intersafe Ltd. Adrian enjoys spending time with his young family and is a  keen tennis player&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7979827304346662989?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7979827304346662989/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/legal-requirements-for-pat-testing-and.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7979827304346662989'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7979827304346662989'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/legal-requirements-for-pat-testing-and.html' title='Legal Requirements For PAT Testing and Portable Appliance Testing'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4451391926029119688</id><published>2011-02-18T02:41:00.000-08:00</published><updated>2011-02-18T02:42:41.680-08:00</updated><title type='text'>How Does the SAFE Mortgage Licensing Act Affect You?</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The SAFE Mortgage Licensing Act (Title V of P.L. 110-289, the  Secure and Fair Enforcement for Mortgage Licensing Act of 2008) was  signed into law in July 2008. It requires every loan originator taking a  residential mortgage loan application from a consumer to obtain a  mortgage loan originator (MLO) license from the State Agency in which  the subject property is located. And the States are required to set  certain minimum requirements for obtaining the MLO License. So what are  these minimum requirements? How does it affect loan originators in the  mortgage business? And how are states implementing this federal mandate?&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Education&lt;/strong&gt;&lt;br /&gt;Twenty (20) hours of education is one of the major requirements. In  order to get a license, a mortgage loan originator must complete 20  hours of pre-licensing education that is offered by an approved  education provider. Completion of one 20 hour course complies with this  requirement for all states. The course will usually cost around $299 to  $399. However, some states also require an additional 1 to 5 hours of  state-specific education in addition to the federally mandated 20 hour  course. Always keep in mind when trying to understand these new  requirements, that each state is under a federal mandate to meet certain  minimum requirements for licensing MLOs, but the state always has the  right to set their standards higher than the federal mandate. Any states  where you have done previous education to maintain a loan originator  license prior to these new requirements may allow you to certify those  past hours to meet this new requirement.&lt;/p&gt;&lt;p&gt;Also, eight (8) hours of  continuing education is required each year to renew your license.  Completion of one 8 hour course complies with this requirement for all  states. However, just like the pre-licensing education, some states  require an additional 1 to 5 hours of state-specific education each year  as well.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Testing&lt;/strong&gt;&lt;br /&gt;The SAFE Act also requires that MLOs complete a test to obtain a  mortgage loan originator license. To comply with this requirement, the  states have worked together to make a National Test that covers federal  laws and regulations for mortgage origination. This test is only  required to be passed once for all states. However, each state has also  developed their own state-specific test component. So the National Test  and the State Test must be completed to obtain a license. Any states  where you have done previous testing to obtain a loan originator license  prior to these new requirements may allow you to certify those past  tests to meet this new requirement. The National Test would still be  required, but you could be exempt from having to take the state test.  The National Test costs $92 and the State Tests cost $69 each. The tests  only need to be passed once to obtain the license and never need to be  taken again. And make sure to study for the tests. Only Sixty-Seven  Percent (67%) of applicants are passing the National test.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Criminal Background Check&lt;/strong&gt;&lt;br /&gt;Each state is required under the SAFE Act to complete a criminal  background check on MLO License applicants. To implement this there is a  federal fingerprinting that can be paid for when you submit an MLO  License application. When fingerprints are taken, they are sent to the  FBI and the FBI reviews them and puts together a report of any criminal  convictions that match your record. These criminal background check  reports are then sent to the state to review. Because the federal  fingerprinting only checks the FBI database, some states have decided to  also require their own fingerprinting that would check their state  criminal database. So you will definitely have to complete the Federal  Fingerprinting once, but you also may have to complete a state  fingerprinting requirement in some states. The federal fingerprinting  costs $39 and the state fingerprinting ranges from $25 to $60.&lt;br /&gt;The minimum requirements under SAFE Act state that no one can obtain  a Mortgage Loan Originator (MLO) License if they have had any felonies  in the last 7 years or if they have ever had a felony that was financial  services related, such as fraud, theft, bribery, check forgery, etc.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Credit Background Check&lt;/strong&gt;&lt;br /&gt;Under the SAFE Act, each state is required to review a credit  report. Unfortunately, unlike the specific nature of the minimum  criminal background requirements, the SAFE Act is not specific as to  what the minimum credit requirements are.&lt;br /&gt;Mosts states have not released details on what they will be looking  at on the credit reports and most states are not reviewing credit  reports at this time. Every state that is currently requiring credit  reports to be mailed to them is setting different standards, but there  are basically 3 different ways I am seeing states handle it.&lt;/p&gt;&lt;ol&gt;&lt;li&gt;Some states are not telling applicants the minimum credit required,  but are declining apps for credit issues (This is the worst situation,  because you don't know if the state will accept the credit until you  apply)&lt;/li&gt;&lt;li&gt;Some states are telling applicants the minimum credit required. For  example they are saying any one with a score lower than 580 must  provide a letter of explanation about how they are fixing their credit  issues and will be financially stable going forward. (This is still not  good, but at least you know if the LO will possibly have an issue if  they apply)&lt;/li&gt;&lt;li&gt;Some states are just keeping a copy of the credit report in their file, but they are not looking at it.&lt;/li&gt;&lt;/ol&gt;&lt;p&gt;My  hope is that the federal government issues regulations that define what  the states need to look at on the credit. Then we will know for sure  whether someone meets those standards or not. At this time, most states  have not issued any details on what they will be looking at.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Application&lt;/strong&gt;&lt;br /&gt;States are required to obtain a license application with certain  minimum information. All states have a license fee associated with the  application that ranges from $50 to $500. Completion of the application  is required to be completed through a system called the Nationwide  Mortgage Licensing System (NMLS), which now takes us to the final  question. How are the states implementing these new requirements?&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Nationwide Mortgage Licensing System (NMLS)&lt;/strong&gt;&lt;br /&gt;This system is a privately owned website that was created for the  sole purpose of handling all of the states new mortgage licensing  requirements all in one place. Most states have also decided to handle  company and branch license applications through this system along with  the Mortgage Loan Originator (MLO) License applications. The system is  just a website that the states use to receive applications and comply  with this new federal mandate under the SAFE Act. The NMLS does not  review or approve license applications. The system allows for submitting  a license application to a state electronically, it has a function to  pay for the National and State Tests, a function to pay for the federal  fingerprinting, and will soon also have a function to pay for the credit  report to be sent to each state you want to obtain a license in. It  also tracks the status of each MLO License and shows when education,  test, and fingerprinting have been completed. And the states use the  system to post deficiencies for a license when the state needs  additional information.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Conclusion&lt;/strong&gt;&lt;br /&gt;Unfortunately, all of this new licensing is costing companies and  mortgage loan originators a lot of money. It is creating a huge burden  on mortgage companies that is then mostly being passed down to  consumers. The system has had many difficulties in working with states  existing laws to transition everyone onto the system. Hopefully, going  forward, these new requirements will set accountability in the mortgage  industry and benefit consumers. However, we are more likely to see the  cost of obtaining a mortgage go up and the amount of oversight by state  agencies diminish as the states now have less resources to enforce state  laws and instead must focus their attention to all of the complexities  of meeting these new licensing requirements. If you are in the mortgage  industry, do not wait start the steps to meet these new requirements. It  is a long and burdensome process, so start as soon as you can.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4451391926029119688?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4451391926029119688/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-does-safe-mortgage-licensing-act_18.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4451391926029119688'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4451391926029119688'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-does-safe-mortgage-licensing-act_18.html' title='How Does the SAFE Mortgage Licensing Act Affect You?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1283776157580797033</id><published>2011-02-18T02:40:00.000-08:00</published><updated>2011-02-18T02:41:12.878-08:00</updated><title type='text'>How Immigrant Children Will Benefit From the DREAM</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;As immigration reform discussions have soured, immigrant youth question what will happen next.&lt;/p&gt;&lt;p&gt;These  children had nothing to do with the choice of their parents to move to  the U.S. Their memories of their home country, at best, are a blur. In  their mind, the U.S. is their home country - but they are here  illegally.&lt;/p&gt;&lt;p&gt;For these young immigrants, the DREAM Act is the most important aspect of the immigration reform debates in Congress.&lt;/p&gt;&lt;p&gt;In  spite of strong public sentiment in favor of the DREAM Act, immigration  reform opponents argue that undocumented immigrants should not be given  new programs to earn legal status.&lt;/p&gt;&lt;p&gt;However, they never met Arthur.&lt;/p&gt;&lt;p&gt;With his mom and dad, he came to my offices to inquire whether he had any future options.&lt;/p&gt;&lt;p&gt;At first glance, he seemed an ideal student.&lt;/p&gt;&lt;p&gt;He  had won several scholastic accolades. He was an "A" student. He took  second place in a district essay contest. He served as historian for the  school ASB. He played basketball on the high school team.&lt;/p&gt;&lt;p&gt;He had  simple dreams. He told me, "My first goal is to enroll in the armed  services." He hoped to go to college after his service days ended.&lt;/p&gt;&lt;p&gt;Yet, as impressive as his resume looked, it lacked one major item - papers granting him lawful immigration status in the U.S.&lt;/p&gt;&lt;p&gt;Having completed high school, he was at a dead end.&lt;/p&gt;&lt;p&gt;He is not alone.&lt;/p&gt;&lt;p&gt;For  several years, as an immigration attorney, I have watched immigrant  youth silently suffer after high school graduation. They cannot join the  military. They cannot legally work. They cannot go to college. They  can't go forward due to their deficit immigration status.&lt;/p&gt;&lt;p&gt;They deserve better.&lt;/p&gt;&lt;p&gt;Enter the the Development, Relief, and Education For Alien Minors Act (DREAM Act).&lt;/p&gt;&lt;p&gt;Contrary  to the assertions of immigration opponents, the DREAM Act does not  guarantee legalized status to immigrant children. It opens a pathway for  these youth to earn their green cards or become U.S. citizens if, and  only if, the children can meet the DREAM Act's strict requirements.&lt;/p&gt;&lt;p&gt;There  is a two-step process for the DREAM Act. At the first stage, if he  meets all requirements, an immigrant youth will be granted a temporary  lawful immigration status for six years. At this point, he will have to  demonstrate he has earned the right to become a lawful permanent  resident.&lt;/p&gt;&lt;p&gt;There are four requirements in the first round:&lt;/p&gt;&lt;p&gt;Age  - Must have entered the U.S. before the age of 16. Cannot, at the time  of submitting the DREAM Act papers, be younger than 12 years old or  older than 35 years old.&lt;/p&gt;&lt;p&gt;Long Term Residency - Must have been  living in the U.S. on the date that the DREAM Act becomes law. Also,  must have been living here for five years before the DREAM Act becomes  law.&lt;/p&gt;&lt;p&gt;Education - Must have successfully completed GED courses or graduated from high school.&lt;/p&gt;&lt;p&gt;Good Moral Character - Must have good moral character and not have a record of criminal convictions.&lt;/p&gt;&lt;p&gt;In  addition, immigrants seeking the DREAM Act's benefits will need to show  English proficiency and pay a stern penalty fee to the government.&lt;/p&gt;&lt;p&gt;Assuming they fulfill all requirements, they will become temporary permanent residents, on a conditional basis, for six years.&lt;/p&gt;&lt;p&gt;When  they reach this point, the government will review their performance to  ensure they have fulfilled their college or military service  requirements and to verify their criminal record remains unblemished.&lt;/p&gt;&lt;p&gt;Opponents claim immigrants use up our resources and fail to give anything back in return to the U.S.&lt;/p&gt;&lt;p&gt;The  DREAM Act's goals undermine such criticism. By imposing strict college  and military requirements on immigrant children, the government recoups  the investments made during the early part of these children lives.&lt;/p&gt;&lt;p&gt;In  addition, the government ensures their future contributions to the  American tax base and social security revenues, as well as improving the  level of qualified workers for different professions.&lt;/p&gt;&lt;p&gt;As I see things, it's time to pass the DREAM Act.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1283776157580797033?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1283776157580797033/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-immigrant-children-will-benefit_18.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1283776157580797033'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1283776157580797033'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-immigrant-children-will-benefit_18.html' title='How Immigrant Children Will Benefit From the DREAM'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-974551940047297773</id><published>2011-02-18T02:39:00.001-08:00</published><updated>2011-02-18T02:39:36.174-08:00</updated><title type='text'>Safe Harbor Provision - Important Requirements You Need to Know About</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;It's becoming more and more commonplace for small business owners  to reach out to online users with a company blog. This can be a great  way of interacting with your client base and target market, not to  mention generating organic traffic through good SEO practices. However,  there are very real copyright infringement issues that you need to be  aware of. I'm not talking about stealing content for your blog - that's a  no-brainer, and strictly illegal. I'm talking about users' comments.  What if someone completely unaffiliated with your company posts a  comment containing copyrighted information? Which party is legally  liable? If you haven't taken steps to ensure that you're protected by  the Safe Harbor Provision of the Digital Millennium Copyright Act  (DMCA), you are.&lt;/p&gt;&lt;p&gt;&lt;b&gt;What It Is&lt;/b&gt;&lt;/p&gt;&lt;p&gt;In 1998, in an effort to  get legislation caught up with the steady increase of new technologies,  the United States modified Title 17 of the US Code (the Title dealing  with copyright law) to include the Digital Millennium Copyright Act. One  section of the DMCA, Title II, is called the Online Copyright  Infringement Liability Act -- more commonly known as the Safe Harbor  Provision. This Provision essentially limits an online service  provider's liability for infringement caused by users.&lt;/p&gt;&lt;p&gt;The premise  of the Safe Harbor Act is that it's going to be difficult -- if not  impossible -- for a company to screen every single comment for copyright  infringement. And even if you are able to pore through every comment,  it's unreasonable to expect you to be able to determine what is and  isn't copyrighted.&lt;/p&gt;&lt;p&gt;&lt;b&gt;How It Works&lt;/b&gt;&lt;/p&gt;&lt;p&gt;Of course, as with everything, there's a catch: you as an online service provider have to follow the &lt;i&gt;exact&lt;/i&gt;  requirements to the letter in order to be protected by the Safe Harbor  Act. The only way to access the safety of this particular harbor is to  adhere to specific requirements. A general "Email our webmaster if you  find that this website infringes on your copyright" &lt;i&gt;might&lt;/i&gt;  dissuade someone from suing you -- but if they choose to do so, you're  legally no more protected from the wrath of the courts than anyone else.&lt;/p&gt;&lt;p&gt;The  goal of the requirements isn't to make things difficult on you -- it's  to establish a clear procedure for addressing infringement. And the  requirements are, in fact, not difficult at all.&lt;/p&gt;&lt;p&gt;&lt;b&gt;What To Do&lt;/b&gt;&lt;/p&gt;&lt;p&gt;In  order to be compliant with the requirements of the Safe Harbor Act,  specific information needs to be available to the public -- both on your  website, and on the US Copyright Office's website. In both places, the  following information should be available:&lt;br /&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;The legal name of your business&lt;/li&gt;&lt;li&gt;Any assumed or alternate name of your business, if applicable&lt;/li&gt;&lt;li&gt;The name and physical address of the contact person at your business (no PO boxes allowed)&lt;/li&gt;&lt;li&gt;Email address and phone number of the contact person&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;As  the online service provider, it's your responsibility to make it at  easy as possible for someone to contact you about possible infringement  issues. The only hitch: it costs you nothing to add the appropriate  information to your own website, but you'll need to send the US  Copyright Office a check in order for them to put your information on  theirs.&lt;/p&gt;&lt;p&gt;&lt;b&gt;What Happens Next&lt;/b&gt;&lt;/p&gt;&lt;p&gt;If one of your website users posts infringing content and the copyright owner comes across it, &lt;i&gt;and&lt;/i&gt; if you've taken the proper precautions, you can expect something along these lines:&lt;br /&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Your contact person will receive a letter listing the location of  the infringing material (i.e. your website), the name of the infringing  material, and a statement to the effect that their work is being used  improperly, among other information.&lt;/li&gt;&lt;li&gt;You will take the allegedly infringing material down, and you will notify the user who posted it.&lt;/li&gt;&lt;li&gt;You will wait. If the user disagrees with the removal of the  material, he or she will be able to submit a counter-notice to you,  claiming that the removal was not proper because their use was not  infringement.&lt;/li&gt;&lt;li&gt;If you receive such a counter-notice, you'll notify the person  claiming to be the copyright holder that your user does not agree with  their claims.&lt;/li&gt;&lt;li&gt;If the person claiming to be the copyright holder does not take  legal action against the alleged infringer within 14 days, you are free  to re-post the material.&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;If, on the other hand, you have &lt;i&gt;not&lt;/i&gt; taken the proper precautions:&lt;br /&gt;&lt;/p&gt;&lt;ul&gt;&lt;li&gt;You will be sued for copyright infringement and, if charged, fined accordingly.&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;Given  your options, don't you think it's worth your time to make sure you're  complying with the requirements of the Safe Harbor Provision?&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-974551940047297773?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/974551940047297773/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/safe-harbor-provision-important.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/974551940047297773'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/974551940047297773'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/safe-harbor-provision-important.html' title='Safe Harbor Provision - Important Requirements You Need to Know About'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3743519591576020216</id><published>2011-02-18T02:38:00.004-08:00</published><updated>2011-02-18T02:39:15.548-08:00</updated><title type='text'>How Familiar Are You With the Information Security Requirements of HIPAA, EPHI and the HITECH Act?</title><content type='html'>&lt;p&gt;Virtually everyone has heard of HIPAA (the Health Insurance  Portability and Accountability Act of 1996). The original act required  that organizations use information security mechanisms to protect  healthcare information that is processed and stored. HIPAA has had a  pervasive impact on health-care organizations as well as insurers,  universities and self-insured employee health care programs. Failure to  comply with HIPAA could result in a fine of up to $250,000.00 or 10  years in prison for misusing client information.&lt;/p&gt;&lt;p&gt;Fewer people,  however, are aware of the implications of the Security Rule for  Electronic Protected Healthcare Information that is associated with  HIPAA and what is known as the HITECH Act.&lt;/p&gt;&lt;p&gt;All components of the  Security Rule for Electronic Protected Healthcare Information, (EPHI),  became effective for all covered entities or CE'son April 20, 2006. The  security rule for Electronic Protected Healthcare Information was  deliberately designed to reflect the requirements of the original HIPAA  Privacy Rule. Entities covered by the Electronic Protected Healthcare  Information Security Rule must be able to document that the required  organizational processes and procedures in place are reasonably  implemented for appropriate administrative, physical, and technical  safeguards ("HIPAA Security Rules", 2004).&lt;/p&gt;&lt;p&gt;The implications of the  EPHI Security Rule are staggering for those who are responsible for  providing information assurance. The EPHI rule applies to all covered  entities who conduct business with CE's regardless of the industry. The  EPHI rule also adds to the expanding list of information assurance laws  and regulations (e.g. Sarbanes-Oxley, Graham Leach Bliely and FERPA)  with which affected organizations must comply.&lt;/p&gt;&lt;p&gt;The original  portion of the security rule for HIPAA was to address a full scope of  security standards for the administrative, physical and technical  safeguards to shield Protected Healthcare Information (PHI) from  disclosure. The adoption of the new EPHI Security Rule now requires the  covered entity to:&lt;/p&gt;&lt;p&gt;1. Ensure the confidentiality, integrity and  availability of all electronically protected health information that the  covered entity creates, receives, maintains or transmits&lt;/p&gt;&lt;p&gt;2. Protect against any reasonably anticipated threats or hazards to the security or integrity of such information&lt;/p&gt;&lt;p&gt;3. Protect against any reasonably anticipated uses or disclosures of such information that are not permitted or required by law&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3743519591576020216?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3743519591576020216/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-familiar-are-you-with-information.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3743519591576020216'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3743519591576020216'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-familiar-are-you-with-information.html' title='How Familiar Are You With the Information Security Requirements of HIPAA, EPHI and the HITECH Act?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5090830845714987536</id><published>2011-02-18T02:38:00.003-08:00</published><updated>2011-02-18T02:38:51.261-08:00</updated><title type='text'>HITECH Act Regulations for Business Associate Agreement Compliance</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The requirements of HIPAA compliance have been changed greatly with  the ARRA (American Recovery and Reinvestment Act) and the Title XIII of  it is called HITECH "Health Information Technology for Economic and  Clinical Health" Act. With this latest law introduction, now the  business associates are answerable for the security and privacy  requirements which were previously necessary only for the covered  entities. Additionally, the business associates are also subject to  criminal and civil penalties. In the law, there is a provision included  that permits the patients to obtain financial recompense for privacy  violations.&lt;/p&gt;&lt;p&gt;In this latest federal medical privacy law an extra  strength is also added in the enforcement part of the act. The important  changes include:&lt;/p&gt;&lt;p&gt;Workforce members and employees, also includes  independent contractors, all are subject to civil penalties for  violations. It means that individuals are now liable legally. There is  also the necessity for HHS to investigate formally about any objections  and to enforce civil penalties for disobedience of rules if this  disobedience is because of willful neglect. It is a requirement of this  law that any monetary settlements or social monetary penalties which  arise due to the disobedience of rules will involve the OCR "Office of  Civil Rights" for enforcement of security and privacy rules. Social  financial penalties now have a tiered system that range from 100$ to  50,000$ depending on offense. The HHS secretary is required to perform  periodic audits to assure that the covered business associates and  entities are complaint with the new rules. The Attorney General of the  state has power to take suit in regional courts for disobedience on  behalf of their state residents.&lt;/p&gt;&lt;p&gt;In response to any complaint, the  business associates can take some steps. In these steps the first thing  is to be sure that you are correctly classified. For instance, you are  an independent contractor and a service provider and you are not  directly working with the covered entity, it means that you are not  business associate. But, you are subcontractor or an agent for the  business associate. It is very important for an independent contractor  to know if his contract is with the covered entity which makes him a  business associate and the all new laws apply on him.&lt;/p&gt;&lt;p&gt;Some things  that must be considered are as follows: assigning responsibility for  observance to one person. Although you can assign a team to work on  observance issues, the name of one person should be the official  compliance officer and must be responsible. This person should not be an  employee but can be a supervisor or manager. A consultant may be used  if you think he works well. But it is required that you someone  designated for this position.&lt;/p&gt;&lt;p&gt;Before signing a business associate  agreement, you must be sure about both privacy and security rules. Many  points are there to be observed about these rules. You must follow the  written procedures and policies. You must have an emergency plan for any  type of business disturbance. Understand that you are accountable for  all the actions of the workforce. It is requirement of the rules to  train the workforce and the policy should be documented. For remote  workers supervision will be more challenging but possible.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5090830845714987536?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5090830845714987536/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/hitech-act-regulations-for-business.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5090830845714987536'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5090830845714987536'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/hitech-act-regulations-for-business.html' title='HITECH Act Regulations for Business Associate Agreement Compliance'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1652934063832677859</id><published>2011-02-18T02:38:00.001-08:00</published><updated>2011-02-18T02:38:27.927-08:00</updated><title type='text'>Landlords - Your Requirements Under the Fair Credit Reporting Act</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Every landlord should run a credit check on all potential tenant  applications. The report will allow you to see how the potential tenant  has paid his bills in the past 7 years. The report will show you the  outstanding balances on all of his or her debts as well as their minimum  monthly payment. The report will show you if they have made their  payments on time each and every month or do they pay 30, 60 or even 90  days late. Most reports will give you a credit score that will show  their current credit worthiness.&lt;/p&gt;&lt;p&gt;Landlords will try to rent out a  property that they have purchased sometimes for over six figures. In  addition they have spent thousands or tens of thousands of dollars on  repairs. Landlords will have a lot of money vested in their property.  The last thing you want is to lose that property as a result of a  lawsuit for violating the Fair Credit Reporting Act or FCRA. Even if you  do not lose the property you could be facing step fines and penalties  for each violation. The only way to avoid this disaster is to make sure  you do not violate the FCRA.&lt;/p&gt;&lt;p&gt;The Fair Credit Reporting Act covers  the rejection of any potential tenant application based on any  information found in their credit report. If you use the information  contained in the credit report you must provide a notice to the  applicant. This notice is commonly referred to as an "adverse action  notice." This notice must include the name of the credit reporting  agency that provided the credit report. It must also include the  consumer's rights under the FCRA. You can get samples of what you should  include in this notice from the Federal Trade Commission website.&lt;/p&gt;&lt;p&gt;Even  if you reject an application for some reason other than the report on  their credit, you must still provide notice to the applicant. This  notice is required because you did use a report on credit in considering  the potential applicant.&lt;/p&gt;&lt;p&gt;The purpose of the notice is to allow  the potential applicant the right to get a copy of their credit report  from the credit reporting agency that you used. This allows them to  review their credit report for any errors and to get them corrected.&lt;/p&gt;&lt;p&gt;If  you fail to provide the notice, the potential tenant can sue you for  damages in federal court. If they are successful in their lawsuit  against you, they can recover court costs and reasonable legal fees.  This would be in addition to the amount they collect for damages.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1652934063832677859?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1652934063832677859/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/landlords-your-requirements-under-fair_18.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1652934063832677859'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1652934063832677859'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/landlords-your-requirements-under-fair_18.html' title='Landlords - Your Requirements Under the Fair Credit Reporting Act'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-9097255402242840381</id><published>2011-02-05T07:02:00.000-08:00</published><updated>2011-02-05T07:03:11.228-08:00</updated><title type='text'>Payroll Record Retention Requirements</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Every business must retain certain records on their current and past employees, but which ones and for how long?&lt;/p&gt;&lt;p&gt;On  the federal level, there are two agencies that regulate record keeping.  First is the IRS, which is responsible for enforcing the Internal  Revenue Code. The second is the U.S. Department of Labor (DOL). The Wage  and Hour Division of the DOL is responsible for enforcement of the  Federal Fair Labor Standards Act (FLSA), the Family and Medical leave  Act (FMLA), the Immigration Reform and Control Act (IRCA), and the laws  governing wages paid by federal government contractors.&lt;/p&gt;&lt;p&gt;Both of  these agencies have separate rules regarding the type of records that  must be kept and the length of time you must keep the records. To  further complicate your requirements there are numerous state, local and  other regulatory agencies that may require additional record keeping.  State agencies enforce State Unemployment Insurance Tax Acts, state wage  and hour laws, child support and creditor garnishment laws and  unclaimed or abandoned wage requirements.&lt;/p&gt;&lt;p&gt;Keeping these records  accurate and up-to- date is extremely important to the health of your  business. Without the proper records you will be unable to meet  regulatory requirements should you be audited by any of various federal  state and local agencies. Failing to meet these requirements can mean  large penalties and the potential for large settlement awards should you  be unable to provide the required information when requested.&lt;/p&gt;&lt;p&gt;Internal Revenue Service&lt;/p&gt;&lt;p&gt;The following records must be kept for four years after the tax due date or the actual date paid.&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Name, address, occupation, and social security number of each employee&lt;/li&gt;&lt;li&gt;  Total compensation and date paid including tips and non-cash payments&lt;/li&gt;&lt;li&gt;  Compensation subject to withholding for federal income, social security and Medicare tax &lt;/li&gt;&lt;li&gt;Pay period for each compensation period&lt;/li&gt;&lt;li&gt;  Explanation of difference in total compensation and taxable compensation&lt;/li&gt;&lt;li&gt;  Employees' W-4 Form&lt;/li&gt;&lt;li&gt;  Dates of employment (beginning and ending) &lt;/li&gt;&lt;li&gt;  Employee tip reports&lt;/li&gt;&lt;li&gt;  Wage continuation made to an absent employee by employer or third party&lt;/li&gt;&lt;li&gt;  Details of fringe benefits provided to employee&lt;/li&gt;&lt;li&gt;  Copy of employee's request to use the cumulative method of wage withholding&lt;/li&gt;&lt;li&gt;  Adjustments or settlement of taxes&lt;/li&gt;&lt;li&gt;  Amounts and dates of tax deposits&lt;/li&gt;&lt;li&gt;  Total compensation paid to employee during calendar year&lt;/li&gt;&lt;li&gt;  Compensation subject to FUTA&lt;/li&gt;&lt;li&gt;  State unemployment contributions made&lt;/li&gt;&lt;li&gt;  All information shown on 940&lt;/li&gt;&lt;li&gt;  Copies of returns filed (941, 643, W-3, Copy A of Form W-2 and returned W-2 forms) &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;Department of Labor&lt;/p&gt;&lt;p&gt;The following records must be kept for three years after date of last entry.&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Employee's name as it appears on social security card &lt;/li&gt;&lt;li&gt; Complete home address and date of birth if under age 19&lt;/li&gt;&lt;li&gt;  Sex and occupation&lt;/li&gt;&lt;li&gt;  The beginning of the employee's work week Regular rate of pay for overtime weeks&lt;/li&gt;&lt;li&gt;  Hours worked each workday and workweek&lt;/li&gt;&lt;li&gt;  Straight-time earnings including the straight -time portion of overtime earnings &lt;/li&gt;&lt;li&gt;  Overtime premium earnings&lt;/li&gt;&lt;li&gt;  Total wages paid for each pay period including additions and deductions&lt;/li&gt;&lt;li&gt;  Date of payment and pay period covered&lt;/li&gt;&lt;li&gt;  Records showing total sales volume and goods purchased&lt;/li&gt;&lt;li&gt;  Following records must be kept for two years after the last date of entry&lt;/li&gt;&lt;li&gt;  Employment and earnings records, employee hours of work, basis for determining wages and wages paid&lt;/li&gt;&lt;li&gt;  Order, shipping and billing records showing customers orders and delivery records&lt;/li&gt;&lt;li&gt;  Wage rate tables and piece rate schedules&lt;/li&gt;&lt;li&gt;  Work time schedules that establish hours and days of employment &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;Department of Labor&lt;/p&gt;&lt;p&gt;In addition to the general requirements of both the IRS and the DOL mandated by several federal acts. They are:&lt;/p&gt;&lt;p&gt;Family and Medical Leave Act&lt;/p&gt;&lt;li&gt;Basic payroll and employee data&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Dates FLMA leave is taken&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Hours worked by employee in last 12 months&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Hours of FLMA leave for exempt employee&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Copies of employee notice to employer&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Copies of general and specific notes given to employees&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Copies of policy regarding taking of paid and unpaid leave by employee&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Documents verifying premium payments of employee benefits&lt;/li&gt;&lt;br /&gt;&lt;li&gt;&lt;br /&gt;Records of FLMA leave disputes between employee and employer&lt;/li&gt;&lt;p&gt;Title  VII of the Civil Rights Act of 1964 and the Americans with Disability  Act of 1990 have no general record requirement under the law, but to  meet the requirements all records relating hiring, promotion, demotion,  transfer, layoff or termination, rates of pay, and selection for  training or apprenticeship should be kept for one year from date of  action.&lt;/p&gt;&lt;p&gt;The Age Discrimination in Employment Act of 1967 requires that you keep the following records for three years:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;name&lt;/li&gt;&lt;li&gt; address&lt;/li&gt;&lt;li&gt; date of birth&lt;/li&gt;&lt;li&gt; occupation&lt;/li&gt;&lt;li&gt; pay rate&lt;/li&gt;&lt;li&gt; compensation earned &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;You also keep the following for one year from the date of action:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;job applications&lt;/li&gt;&lt;li&gt; resumes&lt;/li&gt;&lt;li&gt; response to advertised job openings&lt;/li&gt;&lt;li&gt; records related to the failure to hire an individual&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;You also must keep all records related to&lt;/p&gt;&lt;ul&gt;&lt;li&gt;layoff or discharge of an employee&lt;/li&gt;&lt;li&gt; job orders submitted to a placement agency&lt;/li&gt;&lt;li&gt; employee administrated by employee physical exams used to make personnel decisions &lt;/li&gt;&lt;li&gt;job advertisements &lt;/li&gt;&lt;/ul&gt;&lt;p&gt;The Immigration Reform and control Act requires that you  must retain copies of the I-9 Form for three years after the date of  hire.&lt;/p&gt; &lt;/div&gt;                           &lt;p&gt;Charles J. Read, CPA has been in the payroll, accounting and  tax business for 30 years, the last fifteen in private practice.  Mr.  Read is the author of “How to Start a New Business”.&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-9097255402242840381?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/9097255402242840381/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/payroll-record-retention-requirements.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9097255402242840381'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9097255402242840381'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/payroll-record-retention-requirements.html' title='Payroll Record Retention Requirements'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-690985847870339716</id><published>2011-02-05T07:01:00.003-08:00</published><updated>2011-02-05T07:01:55.899-08:00</updated><title type='text'>The Effect of the Patent Reform Act on Inequitable Conduct</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;&lt;u&gt;The Need for Patent Reform&lt;/u&gt;&lt;/p&gt;&lt;p&gt;In 1984 Judge Giles Rich  proclaimed that the inequitable conduct defense "has been overplayed, is  appearing in nearly every patent suit, and is cluttering up the patent  system." Four years later, Judge Philip Nichols pronounced that "the  habit of charging inequitable conduct in almost every major patent case  has become an absolute plague." The Federal Circuit's ostensible  hostility towards the inequitable conduct doctrine stems from its  perceived effects: defendants employ inequitable conduct as a magic  incantation against patentees, diverting the court's attention away from  the statutory requirements of patent protection.&lt;/p&gt;&lt;p&gt;&lt;u&gt;The Patent Reform Act of 2005&lt;/u&gt;&lt;/p&gt;&lt;p&gt;The  Federal Circuit's long- standing hostility towards inequitable conduct  sparked a series of proposals for its reform from the NAS, FTC, and  AIPLA. On June 8, 2005, Rep. Lamar Smith introduced the Patent Reform  Act of 2005. The bill is a wide-ranging reform package relating to the  procurement, enforcement, and validity of patents. Specifically, the  bill proposes a number of procedural and substantive changes to the duty  of candor and good faith presently codified in 37 C.F.R. § 1.56. In  general, the Patent Reform Act substantially increases the barriers to  successfully pleading inequitable conduct as a defense to patent  infringement and, in some cases, reduces the penalties for the  commission of inequitable conduct. Thus, the Act cleanses the hands of  some who would possess unclean hands under modern inequitable conduct  doctrine.&lt;/p&gt;&lt;p&gt;&lt;u&gt;A Heightened Culpability Requirement&lt;/u&gt;&lt;/p&gt;&lt;p&gt;The  Patent Reform Act, like current rules and regulations, imposes a duty of  candor and good faith on individuals associated with the filing or  prosecution of a patent application. Under the Act, an individual is in  violation of this duty when:&lt;/p&gt;&lt;ol&gt;&lt;li&gt;the individual knowingly failed to disclose information or knowingly misrepresented information;&lt;/li&gt;&lt;li&gt;the information not disclosed was material or, in the case of a misrepresentation, the misrepresentation was material;&lt;/li&gt;&lt;li&gt;the individual had knowledge of the materiality of the information  not disclosed or, in the case of a misrepresentation, had knowledge of  the materiality of the misrepresentation; and&lt;/li&gt;&lt;li&gt;the individual's intent was to deceive or mislead.&lt;/li&gt;&lt;/ol&gt;&lt;p&gt;Accordingly, the basic elements of modern inequitable  conduct--materiality and intent--remain under the proposed legislation.  The Act, however, departs from the Federal Circuit's standard of  culpability for inequitable conduct. Presently, the Federal Circuit  employs a standard of culpability interrelated with the degree of  materiality of the misrepresented or omitted information. The Patent  Reform Act proposes a knowledge requirement substantially higher than  the current standard. Thus, the subjective good faith of the accused  would be dispositive of intent under the Act. The Act's heightened  culpability requirement also substantially increases an alleged  infringer's evidentiary burden when asserting inequitable conduct.  Pursuant to the Act, the patent owner must knowingly fail to disclose or  misrepresent in formation. This heightened requirement will deter  alleged infringers from frivolously asserting the defense in court  unless substantial evidence exists to satisfy the requirement. Since  direct proof of wrongful intent is rarely available in inequitable  conduct proceedings, this heightened requirement should drastically  reduce the number of parties claiming inequitable conduct as a defense  to patent infringement. By cleansing the hands of those who would be  liable for inequitable conduct under modern inequitable conduct  doctrine, the Act should reduce overall costs associated with patent  litigation.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-690985847870339716?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/690985847870339716/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/effect-of-patent-reform-act-on.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/690985847870339716'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/690985847870339716'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/effect-of-patent-reform-act-on.html' title='The Effect of the Patent Reform Act on Inequitable Conduct'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-6544337177964768781</id><published>2011-02-05T07:01:00.001-08:00</published><updated>2011-02-05T07:01:31.349-08:00</updated><title type='text'>Contractor Recovery Act Compliance on OMB's Radar Screen</title><content type='html'>&lt;p&gt;The Office of Management and Budget (OMB) just issued a memo telling  federal agencies to, in effect, up their game on monitoring contractors  receiving Recovery Act funds. OMB Director, Peter Orszag, directed  federal agencies to take several steps immediately including identifying  non-compliant recipients of Recovery Act funds. What does this mean to  contractors receiving Recovery Act funds?&lt;/p&gt;&lt;p&gt;Well, the Act contains a  number of oversight, accountability, and transparency provisions aimed  at preventing waste, fraud, and abuse of funds received by federal  contractors. Section 1512 of the Act requires recipients of Recovery Act  funds to comply with certain reporting requirements with oversight of  spending delegated to the Recovery Accountability and Transparency Board  (RATB). Recipients of Recovery Act funds must report quarterly on the  use and economic impact of those funds at the local level.&lt;/p&gt;&lt;p&gt;OMB is  now requiring each federal agency to compile a verified and detailed  list of recipients who were required to report in the October period but  failed to do so. Recipients who have failed to submit a Section 1512  report as required by the terms of their award or that are persistently  late or negligent in their reporting obligations are considered to be  non-compliant, the memo says. Non-compliant recipients are subject to  federal action, "up to and including the termination of federal funding  or the ability to receive federal funds in the future."&lt;/p&gt;&lt;p&gt;The memo  also calls on agencies to determine an appropriate outreach method and  establish contact with each recipient that failed to report by the  quarterly deadline. As part of this effort, agencies are to: determine  the specific reasons a recipient failed to submit a report as required;  provide assistance to recipients who experienced technical challenges in  understanding coding or other situations and describe in plain language  the consequences of current and continued non-compliance.&lt;/p&gt;&lt;p&gt;From  this assessment, Federal departments and agencies are to determine the  need, if any, for future action regarding each non-filing recipient,  including but not limited to: enforcement of terms and agreement  provisions, sanctions and other appropriate enforcement action. If the  non-compliance appears to be fraudulent, Federal Departments and  agencies are to refer the matter to other appropriate agency officials  such as the officer responsible for criminal investigation.&lt;/p&gt;&lt;p&gt;OMB  has already indicated in earlier memos that other Recovery Act matters  under consideration for FAR coverage or other governmentwide guidance  include:&lt;/p&gt;Special Buy American Act requirements;&lt;br /&gt;Additional requirements for contractor reporting; and&lt;br /&gt;Expanded GAO/OIG access to contractor records.&lt;br /&gt;On a case-by-case basis, OMB has stated that negative findings on a  contractor's compliance with the Act by a Federal agency can result in  termination of Federal funding and/or initiation of suspension and  debarment proceedings of either the recipient or sub-recipient, or both.  Further, in some cases, intentional reporting of false information can  result in civil and/or criminal penalties&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-6544337177964768781?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/6544337177964768781/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/contractor-recovery-act-compliance-on.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6544337177964768781'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6544337177964768781'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/contractor-recovery-act-compliance-on.html' title='Contractor Recovery Act Compliance on OMB&apos;s Radar Screen'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4894950167266313474</id><published>2011-02-05T07:00:00.001-08:00</published><updated>2011-02-05T07:00:58.620-08:00</updated><title type='text'>The Dream Act - Immigration Law Reform in 2010?</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;One of the many changes President Obama has promised America is  immigration law reform. Many ideas have been discussed. One of them is  the DREAM Act, sponsored by Senator Lugar from Indiana and Senator  Durbin from Illinois, among others. The basic idea is to allow certain  illegal immigrants who were brought here by their parents at a young age  and who have been educated in American schools to become permanent  residents.&lt;/p&gt;&lt;p&gt;Under the DREAM Act, certain undocumented individuals  could become legal residents. The first step in this process is for the  individual to enroll in some type of higher education, such as a  university, vocational school, or apprenticeship program. Another option  is to enroll in the U.S. military. If certain requirements are met,  this person may apply for conditional residency in the U.S. Upon receipt  of an associates degree or a 2-year equivalent within six years of the  initial petition, the conditional status can be changed and the  individual can become a legal permanent resident of the United States.&lt;/p&gt;&lt;p&gt;To  be eligible for permanent residency under the DREAM Act, the individual  must have entered the United States before turning 16 years of age and  must have been in the United States for at least five years without  interruption. The individual must also demonstrate the ability to speak  English.&lt;/p&gt;&lt;p&gt;Conditional residents under the DREAM Act will be  eligible for private loans to fund their education, but will not be  eligible for Pell grants. Under the DREAM Act, 65,000 students could  become conditional residents each year, and eventually become permanent  residents and citizens if they comply with current immigration rules and  regulations.&lt;/p&gt;&lt;p&gt;One of the ideas behind the DREAM Act is to better  utilize the taxpayer dollars that are being used to educate illegal  immigrant youth in public schools across the country. If these youth are  willing to continue their education through additional schooling or  through the military, they would be allowed to become a legal part of  our society without the fear of losing their families through  deportation. In addition, the DREAM Act initially only benefits those  who most likely were taken across the border by their parents through no  decision of their own. Many of these individuals have spent more years  illegally in the United States than in their home countries.&lt;/p&gt;&lt;p&gt;The  DREAM Act could be merged with other legislation as part of  comprehensive immigration law reform in 2010. If other ideas do not  receive the necessary support from members of Congress, the DREAM Act  could be enacted without additional reform measures. Either way, even  the proposal of such legislation gives hope to many people now living in  the United States who currently have no way of becoming a legal  resident.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4894950167266313474?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4894950167266313474/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/dream-act-immigration-law-reform-in.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4894950167266313474'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4894950167266313474'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/dream-act-immigration-law-reform-in.html' title='The Dream Act - Immigration Law Reform in 2010?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7676287356437183647</id><published>2011-02-05T06:59:00.001-08:00</published><updated>2011-02-05T06:59:30.897-08:00</updated><title type='text'>How Immigrant Children Will Benefit From the DREAM Act</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;As immigration reform discussions have soured, immigrant youth question what will happen next.&lt;/p&gt;&lt;p&gt;These  children had nothing to do with the choice of their parents to move to  the U.S. Their memories of their home country, at best, are a blur. In  their mind, the U.S. is their home country - but they are here  illegally.&lt;/p&gt;&lt;p&gt;For these young immigrants, the DREAM Act is the most important aspect of the immigration reform debates in Congress.&lt;/p&gt;&lt;p&gt;In  spite of strong public sentiment in favor of the DREAM Act, immigration  reform opponents argue that undocumented immigrants should not be given  new programs to earn legal status.&lt;/p&gt;&lt;p&gt;However, they never met Arthur.&lt;/p&gt;&lt;p&gt;With his mom and dad, he came to my offices to inquire whether he had any future options.&lt;/p&gt;&lt;p&gt;At first glance, he seemed an ideal student.&lt;/p&gt;&lt;p&gt;He  had won several scholastic accolades. He was an "A" student. He took  second place in a district essay contest. He served as historian for the  school ASB. He played basketball on the high school team.&lt;/p&gt;&lt;p&gt;He had  simple dreams. He told me, "My first goal is to enroll in the armed  services." He hoped to go to college after his service days ended.&lt;/p&gt;&lt;p&gt;Yet, as impressive as his resume looked, it lacked one major item - papers granting him lawful immigration status in the U.S.&lt;/p&gt;&lt;p&gt;Having completed high school, he was at a dead end.&lt;/p&gt;&lt;p&gt;He is not alone.&lt;/p&gt;&lt;p&gt;For  several years, as an immigration attorney, I have watched immigrant  youth silently suffer after high school graduation. They cannot join the  military. They cannot legally work. They cannot go to college. They  can't go forward due to their deficit immigration status.&lt;/p&gt;&lt;p&gt;They deserve better.&lt;/p&gt;&lt;p&gt;Enter the the Development, Relief, and Education For Alien Minors Act (DREAM Act).&lt;/p&gt;&lt;p&gt;Contrary  to the assertions of immigration opponents, the DREAM Act does not  guarantee legalized status to immigrant children. It opens a pathway for  these youth to earn their green cards or become U.S. citizens if, and  only if, the children can meet the DREAM Act's strict requirements.&lt;/p&gt;&lt;p&gt;There  is a two-step process for the DREAM Act. At the first stage, if he  meets all requirements, an immigrant youth will be granted a temporary  lawful immigration status for six years. At this point, he will have to  demonstrate he has earned the right to become a lawful permanent  resident.&lt;/p&gt;&lt;p&gt;There are four requirements in the first round:&lt;/p&gt;&lt;p&gt;Age  - Must have entered the U.S. before the age of 16. Cannot, at the time  of submitting the DREAM Act papers, be younger than 12 years old or  older than 35 years old.&lt;/p&gt;&lt;p&gt;Long Term Residency - Must have been  living in the U.S. on the date that the DREAM Act becomes law. Also,  must have been living here for five years before the DREAM Act becomes  law.&lt;/p&gt;&lt;p&gt;Education - Must have successfully completed GED courses or graduated from high school.&lt;/p&gt;&lt;p&gt;Good Moral Character - Must have good moral character and not have a record of criminal convictions.&lt;/p&gt;&lt;p&gt;In  addition, immigrants seeking the DREAM Act's benefits will need to show  English proficiency and pay a stern penalty fee to the government.&lt;/p&gt;&lt;p&gt;Assuming they fulfill all requirements, they will become temporary permanent residents, on a conditional basis, for six years.&lt;/p&gt;&lt;p&gt;When  they reach this point, the government will review their performance to  ensure they have fulfilled their college or military service  requirements and to verify their criminal record remains unblemished.&lt;/p&gt;&lt;p&gt;Opponents claim immigrants use up our resources and fail to give anything back in return to the U.S.&lt;/p&gt;&lt;p&gt;The  DREAM Act's goals undermine such criticism. By imposing strict college  and military requirements on immigrant children, the government recoups  the investments made during the early part of these children lives.&lt;/p&gt;&lt;p&gt;In  addition, the government ensures their future contributions to the  American tax base and social security revenues, as well as improving the  level of qualified workers for different professions.&lt;/p&gt;&lt;p&gt;As I see things, it's time to pass the DREAM Act.&lt;/p&gt; &lt;/div&gt;                    &lt;div id="sig" class="sig"&gt;       &lt;p&gt;There's no reason to be embarrassed if you've facing deportation charges. &lt;a target="_new" href="http://www.bataraimmigrationlaw.com/corona-immigration-lawyer.html"&gt;Corona Immigration Defense Lawyer&lt;/a&gt;  Carlos Batara, a Harvard Law School graduate, has helped immigrants  live and work legally in the U.S. for more than 16 years. Visit our  website at &lt;a target="_new" href="http://www.bataraimmigrationlaw.com/"&gt;http://www.bataraimmigrationlaw.com&lt;/a&gt; and learn how we can help you and your family.&lt;/p&gt;     &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7676287356437183647?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7676287356437183647/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-immigrant-children-will-benefit.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7676287356437183647'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7676287356437183647'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-immigrant-children-will-benefit.html' title='How Immigrant Children Will Benefit From the DREAM Act'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3899288544906667651</id><published>2011-02-05T06:58:00.006-08:00</published><updated>2011-02-05T06:59:15.651-08:00</updated><title type='text'>How Does the SAFE Mortgage Licensing Act Affect You?</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The SAFE Mortgage Licensing Act (Title V of P.L. 110-289, the  Secure and Fair Enforcement for Mortgage Licensing Act of 2008) was  signed into law in July 2008. It requires every loan originator taking a  residential mortgage loan application from a consumer to obtain a  mortgage loan originator (MLO) license from the State Agency in which  the subject property is located. And the States are required to set  certain minimum requirements for obtaining the MLO License. So what are  these minimum requirements? How does it affect loan originators in the  mortgage business? And how are states implementing this federal mandate?&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Education&lt;/strong&gt;&lt;br /&gt;Twenty (20) hours of education is one of the major requirements. In  order to get a license, a mortgage loan originator must complete 20  hours of pre-licensing education that is offered by an approved  education provider. Completion of one 20 hour course complies with this  requirement for all states. The course will usually cost around $299 to  $399. However, some states also require an additional 1 to 5 hours of  state-specific education in addition to the federally mandated 20 hour  course. Always keep in mind when trying to understand these new  requirements, that each state is under a federal mandate to meet certain  minimum requirements for licensing MLOs, but the state always has the  right to set their standards higher than the federal mandate. Any states  where you have done previous education to maintain a loan originator  license prior to these new requirements may allow you to certify those  past hours to meet this new requirement.&lt;/p&gt;&lt;p&gt;Also, eight (8) hours of  continuing education is required each year to renew your license.  Completion of one 8 hour course complies with this requirement for all  states. However, just like the pre-licensing education, some states  require an additional 1 to 5 hours of state-specific education each year  as well.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Testing&lt;/strong&gt;&lt;br /&gt;The SAFE Act also requires that MLOs complete a test to obtain a  mortgage loan originator license. To comply with this requirement, the  states have worked together to make a National Test that covers federal  laws and regulations for mortgage origination. This test is only  required to be passed once for all states. However, each state has also  developed their own state-specific test component. So the National Test  and the State Test must be completed to obtain a license. Any states  where you have done previous testing to obtain a loan originator license  prior to these new requirements may allow you to certify those past  tests to meet this new requirement. The National Test would still be  required, but you could be exempt from having to take the state test.  The National Test costs $92 and the State Tests cost $69 each. The tests  only need to be passed once to obtain the license and never need to be  taken again. And make sure to study for the tests. Only Sixty-Seven  Percent (67%) of applicants are passing the National test.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Criminal Background Check&lt;/strong&gt;&lt;br /&gt;Each state is required under the SAFE Act to complete a criminal  background check on MLO License applicants. To implement this there is a  federal fingerprinting that can be paid for when you submit an MLO  License application. When fingerprints are taken, they are sent to the  FBI and the FBI reviews them and puts together a report of any criminal  convictions that match your record. These criminal background check  reports are then sent to the state to review. Because the federal  fingerprinting only checks the FBI database, some states have decided to  also require their own fingerprinting that would check their state  criminal database. So you will definitely have to complete the Federal  Fingerprinting once, but you also may have to complete a state  fingerprinting requirement in some states. The federal fingerprinting  costs $39 and the state fingerprinting ranges from $25 to $60.&lt;br /&gt;The minimum requirements under SAFE Act state that no one can obtain  a Mortgage Loan Originator (MLO) License if they have had any felonies  in the last 7 years or if they have ever had a felony that was financial  services related, such as fraud, theft, bribery, check forgery, etc.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Credit Background Check&lt;/strong&gt;&lt;br /&gt;Under the SAFE Act, each state is required to review a credit  report. Unfortunately, unlike the specific nature of the minimum  criminal background requirements, the SAFE Act is not specific as to  what the minimum credit requirements are.&lt;br /&gt;Mosts states have not released details on what they will be looking  at on the credit reports and most states are not reviewing credit  reports at this time. Every state that is currently requiring credit  reports to be mailed to them is setting different standards, but there  are basically 3 different ways I am seeing states handle it.&lt;/p&gt;&lt;ol&gt;&lt;li&gt;Some states are not telling applicants the minimum credit required,  but are declining apps for credit issues (This is the worst situation,  because you don't know if the state will accept the credit until you  apply)&lt;/li&gt;&lt;li&gt;Some states are telling applicants the minimum credit required. For  example they are saying any one with a score lower than 580 must  provide a letter of explanation about how they are fixing their credit  issues and will be financially stable going forward. (This is still not  good, but at least you know if the LO will possibly have an issue if  they apply)&lt;/li&gt;&lt;li&gt;Some states are just keeping a copy of the credit report in their file, but they are not looking at it.&lt;/li&gt;&lt;/ol&gt;&lt;p&gt;My  hope is that the federal government issues regulations that define what  the states need to look at on the credit. Then we will know for sure  whether someone meets those standards or not. At this time, most states  have not issued any details on what they will be looking at.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Application&lt;/strong&gt;&lt;br /&gt;States are required to obtain a license application with certain  minimum information. All states have a license fee associated with the  application that ranges from $50 to $500. Completion of the application  is required to be completed through a system called the Nationwide  Mortgage Licensing System (NMLS), which now takes us to the final  question. How are the states implementing these new requirements?&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Nationwide Mortgage Licensing System (NMLS)&lt;/strong&gt;&lt;br /&gt;This system is a privately owned website that was created for the  sole purpose of handling all of the states new mortgage licensing  requirements all in one place. Most states have also decided to handle  company and branch license applications through this system along with  the Mortgage Loan Originator (MLO) License applications. The system is  just a website that the states use to receive applications and comply  with this new federal mandate under the SAFE Act. The NMLS does not  review or approve license applications. The system allows for submitting  a license application to a state electronically, it has a function to  pay for the National and State Tests, a function to pay for the federal  fingerprinting, and will soon also have a function to pay for the credit  report to be sent to each state you want to obtain a license in. It  also tracks the status of each MLO License and shows when education,  test, and fingerprinting have been completed. And the states use the  system to post deficiencies for a license when the state needs  additional information.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Conclusion&lt;/strong&gt;&lt;br /&gt;Unfortunately, all of this new licensing is costing companies and  mortgage loan originators a lot of money. It is creating a huge burden  on mortgage companies that is then mostly being passed down to  consumers. The system has had many difficulties in working with states  existing laws to transition everyone onto the system. Hopefully, going  forward, these new requirements will set accountability in the mortgage  industry and benefit consumers. However, we are more likely to see the  cost of obtaining a mortgage go up and the amount of oversight by state  agencies diminish as the states now have less resources to enforce state  laws and instead must focus their attention to all of the complexities  of meeting these new licensing requirements. If you are in the mortgage  industry, do not wait start the steps to meet these new requirements. It  is a long and burdensome process, so start as soon as you can.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3899288544906667651?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3899288544906667651/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-does-safe-mortgage-licensing-act.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3899288544906667651'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3899288544906667651'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/how-does-safe-mortgage-licensing-act.html' title='How Does the SAFE Mortgage Licensing Act Affect You?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5264761677581500852</id><published>2011-02-05T06:58:00.005-08:00</published><updated>2011-02-05T06:58:46.678-08:00</updated><title type='text'>Find ACT Scores</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Despite the SAT's popularity, the ACT remains the standardized  admissions exam of choice for twenty four states. Offered six times a  year the ACT examination tests college hopefuls on their skills in math,  English, reading, and science reasoning. There is also an optional  writing portion of the exam that many colleges will consider alongside  the other segments.&lt;/p&gt;&lt;p&gt;Completed exams are scored in several ways,  resulting in the composite and test scores. These range from 1 (low) to  36 (high), and are commonly referred to as 'the' ACT score. There are  also scores provided for each section, which are called the subscores.&lt;/p&gt;&lt;p&gt;Knowing  your ACT score is important for a number of reasons. The obvious  purpose is the use of the score in college admissions requirements.  However many other organizations will consider ACT information as well.  For example MENSA will consider ACT scores taken before 1984 as part of  their admissions process. Some employers also approve of high ACT  scores.&lt;/p&gt;&lt;p&gt;You have a number of ways to find your ACT scores. Regardless of method, ACT, inc charges $17 for score validation.&lt;/p&gt;&lt;p&gt;The  first method is through actstudent.org. At this site you will be  required to create a student web account to gain access to your records.  This account does require some sensitive information such as your  social security number. The registration portion of the site does use an  identity-secure protocol (https://).&lt;/p&gt;&lt;p&gt;This account will provide  you with a number of options. You can view your score, as well as -send-  the score online to various agencies. You can print your admissions  ticket for proof of attendance, and change your registration date if  necessary.&lt;/p&gt;&lt;p&gt;For those who took the test prior to 2006, there are  also other methods to validate scores. Those who have taken the ACT can  request their old scores by snail mail or by telephone, again for $17.&lt;/p&gt;&lt;p&gt;To  validate scores by telephone, call the ACT help desk at 319-337-1313.  You must call between 8:30 am and 5:00 pm central time. In addition you  may pay another $12 to have your results prioritized and provided faster  than usual.&lt;/p&gt;&lt;p&gt;By mail, you must provide a letter with the following  information - full name, Social Security number, date of birth, test  date, where to send the scores, current address and phone number,  payment in check or money order, payable to ACT Records. Mail the  request to ACT Records, PO Box 451, Iowa City, IA. 52243-0451.&lt;/p&gt;&lt;p&gt;After  you send in the information, all you need to do is wait the appropriate  time. However there are additional steps that may make the process  easier overall.&lt;/p&gt;&lt;p&gt;First make sure you double check that you have all  the relevant information. Many validations are held up because of  simple errors that can be avoided with a little forethought.&lt;/p&gt;&lt;p&gt;When  checking your score, you will need your name and address. This includes  both your current address and the address at time of testing, as well as  current and prior name if they have changed in the interim (such as  moving or through marriage).&lt;/p&gt;&lt;p&gt;It helps if you have your approximate  test date on hand as well. While ACT, inc does keep comprehensive  records the search time is sped up when they have an idea of where to  begin looking.&lt;/p&gt;&lt;p&gt;Have a valid credit card handy for processing  payment. Money order or check are acceptable for mail-in requests, but  the use of a credit card online is the most secure means.&lt;/p&gt;&lt;p&gt;Part of  requesting ACT scores includes mentioning where you want them sent as  part of the admissions process. This will require college program and  scholarship codes. These codes are short unique numbers assigned to each  place of higher education.&lt;/p&gt;&lt;p&gt;Having the program codes will speed up the request process. To find your chosen school's code go to &lt;a target="_new" rel="nofollow" href="http://apps.collegeboard.com/cbsearch_code/codeSearchCollege.jsp"&gt;http://apps.collegeboard.com/cbsearch_code/codeSearchCollege.jsp&lt;/a&gt; and enter the relevant information. Alternatively your high school may have a directory of these codes available.&lt;/p&gt;&lt;p&gt;The length of time you will need to wait for your scores may vary depending on method.&lt;/p&gt;&lt;p&gt;If  you are using the online process, scores are posted within sixteen days  from the date you took your test. If the results are not up at this  date, check back weekly. Score information is usually added on  Wednesdays and Fridays.&lt;/p&gt;&lt;p&gt;Note that while you can request an  expedited search for old scores, the scores themselves will not be  posted any faster to the website for any reason.&lt;/p&gt;&lt;p&gt;Reporting of the  scores on the site can be delayed for several reasons. Documents may be  misfiled or arrive late, or you may have provided inaccurate matching  information on your document. If you owe any registration fees you have  forgotten to pay, this can also delay the reporting for your score.&lt;/p&gt;&lt;p&gt;ACT  inc posts multiple choice scores earlier than the written scores, as  the writing section takes longer to evaluate. Again, check in weekly  until your scores are posted. This usually takes two additional weeks.&lt;/p&gt;&lt;p&gt;There  is also a potential delay in when your chosen colleges will receive  scores you send them. Colleges are sent scores on their own schedules,  and each schedule is different. Scores can take several weeks to arrive  in most cases.&lt;/p&gt;&lt;p&gt;Mailed copies of the results can be sent out  between three and eight weeks from the test date. Students requesting  information sooner than eight weeks will be advised to continue waiting.&lt;/p&gt;&lt;p&gt;Once  again, the most important part of requesting ACT scores is to be  prepared. Double check that you have all information necessary before  submitting your request.&lt;/p&gt;&lt;p&gt;For example if you select a college to  send your scores to, and then find another one two days later that you  would be interested in, you may have to send an additional request with  an additional fee. Line up all necessary information before you send the  request.&lt;/p&gt;&lt;p&gt;Your ACT score is not difficult to request. It is an  exacting process, but it can be handled with common sense and a calm  approach. Take your time and have a counselor or professional  doublecheck your work so you are sure it is complete.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5264761677581500852?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5264761677581500852/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/find-act-scores.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5264761677581500852'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5264761677581500852'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/find-act-scores.html' title='Find ACT Scores'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7210437124989825694</id><published>2011-02-05T06:58:00.003-08:00</published><updated>2011-02-05T06:58:30.878-08:00</updated><title type='text'>Average ACT Score</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;&lt;strong&gt;&lt;u&gt;Tell Me About The ACT...&lt;/u&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;The ACT is a  national admissions exam that is used by colleges to help determine if  you are ready for college level courses. The following 4 subject areas  are tested on the ACT exam:&lt;/p&gt;&lt;p&gt;-English&lt;/p&gt;&lt;p&gt;-Mathematics&lt;/p&gt;&lt;p&gt;-Reading&lt;/p&gt;&lt;p&gt;-Science&lt;/p&gt;&lt;p&gt;The  ACT Plus Writing exam includes the 4 subject areas listed above, plus a  30 minute writing test. As for the format of the exam itself, it  includes 215 multiple choice questions and takes approximately 3 hours  and 30 minutes to complete (or 4 hours if you are taking the writing  portion as well). The highest possible score that you can earn is a 36.&lt;/p&gt;&lt;p&gt;The  ACT exam is offered on 6 test dates within the United States. These  dates are in the following months: September, October, December,  February, April and June.&lt;/p&gt;&lt;p&gt;In order to register for the exam, you  must pay a $32 registration fee (or $47 if you plan to take the ACT Plus  Writing).* This fee guarantees that you will receive a score report for  yourself, your high school, and up to 4 colleges. You may choose to  send an additional report to other college for $9 each.&lt;/p&gt;&lt;p&gt;*Keep in mind that these fees are subject to change. Visit this website for the most current information: ACT.org&lt;/p&gt;&lt;p&gt;&lt;strong&gt;&lt;u&gt;What's the Average ACT Score?&lt;/u&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;To  determine what score to aim for, a lot of students are curious about  the average ACT score. In 2010, the nationwide average ACT score was 21.  This score can be broken down into the following categories: English -  20.5; Math - 21; Reading 21.3; and Science 20.9.&lt;/p&gt;&lt;p&gt;Below are some additional stats regarding ACT exam scores:&lt;/p&gt;&lt;p&gt;*Approximately 30 percent of students who take the ACT exam score between 19 and 23.&lt;/p&gt;&lt;p&gt;*Approximately 55 percent of students who take the ACT exam score between 17 and 25.&lt;/p&gt;&lt;p&gt;&lt;u&gt;&lt;strong&gt;What's the Average ACT Score by state? &lt;/strong&gt;&lt;/u&gt;&lt;/p&gt;&lt;p&gt;Average ACT scores by state vary. Below is a list of states that have the highest average ACT scores:&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Delaware&lt;/strong&gt; - 23.0&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Maine &lt;/strong&gt;- 23.2&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Massachusetts&lt;/strong&gt; - 24&lt;/p&gt;&lt;p&gt;&lt;strong&gt;New York&lt;/strong&gt; - 23.3&lt;/p&gt;&lt;p&gt;&lt;strong&gt;New Hampshire&lt;/strong&gt; - 23.7&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Washington&lt;/strong&gt; - 23&lt;/p&gt;&lt;p&gt;&lt;strong&gt;&lt;u&gt;What is a Good ACT score? &lt;/u&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;ACT  score requirements vary from college to college. Most schools will post  the average ACT scores of admitted students on their website. If you're  interested in a particular school, you should first check their website  to see if their ACT scores are posted. If you're having difficulty  finding this information, don't be afraid to contact their admissions  office.&lt;/p&gt;&lt;p&gt;If you score between 34 and 36, you are among the top 1%  of students who take the exam. Most Ivy League schools require ACT  scores in the 90th percentile, which is generally a score of 28. Most  public universities require at least an 18.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;&lt;u&gt;When Should I Take the ACT?&lt;/u&gt;&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;Most  high school students take the exam during the spring of their junior  year. By this time, you will have most likely completed all the  necessary coursework in your classes to do well on the exam. Also, this  will give you the opportunity to re-take the exam if you didn't get the  score that you wanted the first time around.&lt;/p&gt;&lt;p&gt;Good Luck!&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7210437124989825694?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7210437124989825694/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/average-act-score.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7210437124989825694'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7210437124989825694'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/average-act-score.html' title='Average ACT Score'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5979076646819329633</id><published>2011-02-05T06:58:00.001-08:00</published><updated>2011-02-05T06:58:15.351-08:00</updated><title type='text'>Requirements For SAFE Act Compliance by MLOs</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;The Secure and Fair Enforcement for Mortgage Licensing Act of 2008  (called the SAFE Mortgage Licensing Act of 2008) requires state-licensed  mortgage loan originators (MLOs) to fulfill a set of state and federal  licensing requirements with the Nationwide Mortgage Licensing System  (NMLS). The goal is to reduce fraud, protect consumers, and ensure the  public welfare.&lt;/p&gt;&lt;p&gt;In addition to other requirements, all MLOs need  to file a Form MU4 through NMLS with the their state's Division of  Banking. All MLOs must pass the SAFE Mortgage Loan Originator Test,  which is comprised of two components: a state component and a national  component. MLOs must pass each component with a score of 75% or higher  prior to renewal for 2011.&lt;/p&gt;&lt;p&gt;Let's say that you have begun the  process. You've spoken with your company; determined if you or your  company is going to create and submit your record in NMLS; and created  an account at NMLS. You've reviewed the jurisdiction-specific  requirements for the state in which you are using NMLS.&lt;/p&gt;&lt;p&gt;It is  individual state law that determines when a state-licensed MLO is  required complete pre-licensure or continuing education training, pass  the SAFE Mortgage Test, and complete his or her background checks. You  should refer to your State Licensing Requirements for information about  schedules for completing each of the professional requirements.&lt;/p&gt;&lt;p&gt;Here are the basic requirements for MLO compliance.&lt;/p&gt;&lt;p&gt;Criminal Background Check&lt;/p&gt;&lt;p&gt;You  need to submit your fingerprints. NMLS processes MLO fingerprints for  the purpose of obtaining a federal criminal background check (CBC)  through the Federal Bureau of Investigation. MLOs can authorize a single  federal background check as part of a filing to one or more states. The  criminal history record information check response from the FBI will be  attached to the mortgage loan originator's NMLS record.&lt;/p&gt;&lt;p&gt;Fingerprinting is a four-step process:&lt;br /&gt;1. Log in to your NMLS account and request a federal CBC.&lt;br /&gt;2. Obtain your PIN.&lt;br /&gt;3. Each state has NMLS-approved fingerprinting vendors. Make an appointment and have your fingerprints captured.&lt;br /&gt;4. Your fingerprints are automatically processed, and the results  are reported back to NMLS and available to relevant regulators.&lt;/p&gt;&lt;p&gt;The fees are $39.00 (CBC Processing Fee or Paper Card Capture) plus a $10.00 Fieldprint Card Packet Fee, totaling $49.00.&lt;/p&gt;&lt;p&gt;Education&lt;/p&gt;&lt;p&gt;The  SAFE Act requires that state-licensed MLOs complete Pre-licensure  Education (PE) and annual Continuing Education (CE). A list of  NMLS-approved courses available from approved course providers is  available in the Master Course Catalog.&lt;/p&gt;&lt;p&gt;Not all courses are  available in all geographic areas. If you can't find what you need,  check back frequently as it will be several months before NMLS has  courses approved in all states and territories. Many courses are  available online.&lt;/p&gt;&lt;p&gt;Testing&lt;/p&gt;&lt;p&gt;The MLO Testing Handbook will guide you through the SAFE Test. You can download it at the NMLA Resource Center:&lt;/p&gt;&lt;p&gt;&lt;a target="_new" rel="nofollow" href="http://mortgage.nationwidelicensingsystem.org/profreq/testing/Pages/default.aspx"&gt;http://mortgage.nationwidelicensingsystem.org/profreq/testing/Pages/default.aspx&lt;/a&gt;&lt;/p&gt;&lt;p&gt;The guide reviews the entire testing process and can help you as you go through these steps:&lt;/p&gt;&lt;p&gt;1. Select and pay for a test enrollment window. &lt;br /&gt;2. Find a test center near you and schedule a testing appointment.&lt;br /&gt;3. Prepare for the test and take the test.&lt;br /&gt;4. View your test scores in NMLS.&lt;/p&gt;&lt;p&gt;There are two fees for the  SAFE Act Mortgage Loan Originator Test. The national component is $92;  and each unique state component is $69 (may vary; check with your  state).&lt;/p&gt;&lt;p&gt;Credit Report&lt;/p&gt;&lt;p&gt;The NMLS states that beginning in  2010, as a part of the licensure process, the agency intends to provide  functionality within the system to process independent credit reports  from a consumer reporting agency.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5979076646819329633?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5979076646819329633/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/requirements-for-safe-act-compliance-by.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5979076646819329633'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5979076646819329633'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/requirements-for-safe-act-compliance-by.html' title='Requirements For SAFE Act Compliance by MLOs'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-8193948070363148496</id><published>2011-02-05T06:57:00.001-08:00</published><updated>2011-02-05T06:57:58.166-08:00</updated><title type='text'>Landlords - Your Requirements Under the Fair Credit Reporting Act</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Every landlord should run a credit check on all potential tenant  applications. The report will allow you to see how the potential tenant  has paid his bills in the past 7 years. The report will show you the  outstanding balances on all of his or her debts as well as their minimum  monthly payment. The report will show you if they have made their  payments on time each and every month or do they pay 30, 60 or even 90  days late. Most reports will give you a credit score that will show  their current credit worthiness.&lt;/p&gt;&lt;p&gt;Landlords will try to rent out a  property that they have purchased sometimes for over six figures. In  addition they have spent thousands or tens of thousands of dollars on  repairs. Landlords will have a lot of money vested in their property.  The last thing you want is to lose that property as a result of a  lawsuit for violating the Fair Credit Reporting Act or FCRA. Even if you  do not lose the property you could be facing step fines and penalties  for each violation. The only way to avoid this disaster is to make sure  you do not violate the FCRA.&lt;/p&gt;&lt;p&gt;The Fair Credit Reporting Act covers  the rejection of any potential tenant application based on any  information found in their credit report. If you use the information  contained in the credit report you must provide a notice to the  applicant. This notice is commonly referred to as an "adverse action  notice." This notice must include the name of the credit reporting  agency that provided the credit report. It must also include the  consumer's rights under the FCRA. You can get samples of what you should  include in this notice from the Federal Trade Commission website.&lt;/p&gt;&lt;p&gt;Even  if you reject an application for some reason other than the report on  their credit, you must still provide notice to the applicant. This  notice is required because you did use a report on credit in considering  the potential applicant.&lt;/p&gt;&lt;p&gt;The purpose of the notice is to allow  the potential applicant the right to get a copy of their credit report  from the credit reporting agency that you used. This allows them to  review their credit report for any errors and to get them corrected.&lt;/p&gt;&lt;p&gt;If  you fail to provide the notice, the potential tenant can sue you for  damages in federal court. If they are successful in their lawsuit  against you, they can recover court costs and reasonable legal fees.  This would be in addition to the amount they collect for damages.&lt;/p&gt; &lt;/div&gt;                           &lt;p&gt;More millionaires made their fortune as real estate investors.  This is just one method to use to invest in real estate. Regardless of  the method that you use to build your fortune in real estate, you need a  solid business plan to use as your road map to success. You can  purchase the &lt;a target="_new" href="http://www.investinrealestate101.com/business-plan/"&gt;business plan&lt;/a&gt; I used to build a multi million dollar real estate business.&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-8193948070363148496?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/8193948070363148496/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/02/landlords-your-requirements-under-fair.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/8193948070363148496'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/8193948070363148496'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/02/landlords-your-requirements-under-fair.html' title='Landlords - Your Requirements Under the Fair Credit Reporting Act'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4318636001642445642</id><published>2011-01-02T21:18:00.004-08:00</published><updated>2011-01-02T21:19:13.847-08:00</updated><title type='text'>The Role of Organic Solvents in the Clean Air Act</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;The Clean Air Act is a piece of legislation that promotes the reduction of smog and general air pollution to create a healthier natural and human environment. In the U.S., a number of clean air acts have been enacted since the 1950's, with the latest being the Clean Air Act Amendments in 1990, which focus on regulating emissions trading, addressing ozone depletion and preventing acid rain and toxic air pollution. As one might imagine, the Clean Air Act encourages both environmentally friendly industrial practices and environmentally friendly domestic practices, an example of which can be seen in its concern with the production and use of solvents.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Solvents are an essential component of a wide variety of commonly used products, including beauty products, perfumes, soaps, industrial and domestic cleaning solutions and adhesive products. In terms of the Clean Air Act, all solvents should ideally be organic to reduce air pollution as much as possible. However, the act requires companies to produce solvents that adhere to environmental safety standards that do not go as far as mandating organic products. Nonetheless, the ideals established establish by the Clean Air Act are best pursued by the production and use of organic solvents. Companies that produce "environmentally friendly" industrial degreasers, for example, would obviously increase their environmental friendliness if they instead produced organic industrial degreasers. The same applies for other industrial solvents.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Despite the growing popularity of environmental design principles and products, companies continue to produce non-organic solvents that could easily be produced as organic solvents for two main reasons: the transitional costs associated with switching from non-organic to organic and the possibly divided perception of customers toward the new organic products. When transitioning from a non-organic product to an organic product amounts to creating an entirely new product that accomplishes the same task. But the fact that the chemical structure of industrial organic degreasers differs from the chemical structure of traditional degreasers plays a role in consumer product perception.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;While a solvent that has corrosive qualities would seem to be less desirable for this reason, consumers often interpret a solvent's "dangerousness" to be a sign of its power, particularly in the case of solvents that kill germs and cut dirt and grime. Moreover, for a company to successfully transition from producing non-organic solvents to producing organic solvents, consumers must be willing to invest in the new product, which means that consumers, not companies, ultimately play the most pivotal role in the furtherance of organic solvents.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;As the Clean Air Act denotes, the price for favoring traditional solvents over non-toxic solvents can be costly. In addition to causing conditions that damage the natural environment, poor air quality ultimately compromises the health of humans. Critics of the Clean Air Act often claim that it reduces corporate profits. But maintaining corporate profits at the expense of the environment is what has led to any number of environmental situations that have resulted corporate regulations, such the production of safer solvents by companies who refuse to do it by choice.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;What's the real difference between organic industrial degreasers and traditional industrial degreasers? According to the Clean Air Act, organic solvents such as industrial organic degreasers result in better air quality than non-organic industrial solvents. More and more businesses are doing what ever it takes by using environmentally safe products such as organic degreasers. One of the best places to start is EcoLink.com. EcoLink has helped a long list of leading manufacturers, aerospace companies, energy utilities, transportation providers, the military and government organizations navigate unpredictable industrial chemical bans and phase-outs by promoting Less Chemicals and Safer Chemicals. They are a leading authority on industrial solvents.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Article Source: http://EzineArticles.com/?expert=Joe_Mancuso &lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4318636001642445642?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4318636001642445642/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/01/role-of-organic-solvents-in-clean-air.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4318636001642445642'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4318636001642445642'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/01/role-of-organic-solvents-in-clean-air.html' title='The Role of Organic Solvents in the Clean Air Act'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1179362753139591996</id><published>2011-01-02T21:18:00.003-08:00</published><updated>2011-01-02T21:18:54.375-08:00</updated><title type='text'>How to Avoid a Bad Credit Home Equity Loan</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Home equity loans are often an easy way to borrow money. Even persons with bad credit can often qualify for a bad credit home equity loan. The loan is secured by the equity in your home so even with bad credit the interest rates are often better than other sources of loans. You will still however pay more interest if you have a bad credit rating.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Persons having bad credit can often improve their credit score just by knowing a few tricks. These tricks begin by obtaining a copy of each credit report that you can order from the credit agency that has given you a poor rating.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;The Fair Credit Reporting Act requires that each agency that collects credit information about you provide annually a credit report for you to review. Additionally, you qualify for another free report if you are turned down for a loan based on that report.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Once you obtain and review these records look closely for any inaccuracies being reported. In addition, a bad debt can only affect your report for seven years after it went delinquent. If any debts are beyond the seven year mark, you should ask that they be removed from your credit report. Make all requests by certified mail and to be on the safe side, pay for a return receipt on all correspondence. This procedure will cost about five dollars, but is a necessary part of the process.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Best you should know the statute of limitations for collecting debt in your state. If you are in the right state, a company only has four years to collect the debt. If any debts are out or your states statute of limitations, ask for an investigation by the credit reporting agency. Dispute the debt as not yours, since you are no longer legally responsible for the debt. Many collectors know that there is nothing they can do about such debts, so they will let them fall off your credit report rather than waste any more effort on trying to collect what are in effect uncollectable debts.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;You will also need to send a letter to the company that reporting the bad debt. Their address is listed on the credit report. Ask them for proof that the debt is yours. If they cannot provide the proof they must stop reporting it on your credit report. They only have thirty days in which to investigate and answer your request. Your return receipt will have the date they got the mail so that's when the clock starts ticking.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;As mentioned earlier, the cost of certified mail and the return receipt is small compared to the amount of money this may save you in interest charges on any loan you may take out.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Many times these two letters are all that are needed to change a bad credit report into a decent one. In a matter of just a few months you may qualify for a much better interest rate on your home equity loan than if you had only qualified for the bad credit home equity loan. It is certainly worth making the time to give it a try. The work can save you several hundred dollars over the life of your loan.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;There are advantages and disadvantages of getting a home equity loan refinancing that those seeking a fast home equity loan may not be aware of. Avoid the home equity loan pitfalls by checking out our website now.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Article Source: http://EzineArticles.com/?expert=Eddie_Lamb &lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1179362753139591996?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1179362753139591996/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/01/how-to-avoid-bad-credit-home-equity.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1179362753139591996'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1179362753139591996'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/01/how-to-avoid-bad-credit-home-equity.html' title='How to Avoid a Bad Credit Home Equity Loan'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-200396197855472488</id><published>2011-01-02T21:18:00.001-08:00</published><updated>2011-01-02T21:18:33.714-08:00</updated><title type='text'>Medical Waiting Rooms Are No Joke</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Emailing your doctor may not be as bad as you think. Which scenario causes a patient less stress? The awkwardness of the waiting room verses sending a question to your doctor over email, the latter choice may be much easier to your psyche. Take for example the joke below I've been getting in my email inbox for ages:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;- - - - - - - - - -&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    An 86-year-old man walked into a crowded doctor's waiting room. As he approached the desk, the receptionist said, "Yes sir, what are you seeing the doctor for today?"&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    "There's something wrong with my dick," he replied. The receptionist became irritated and said, "You shouldn't come into a crowded doctor's waiting room and say things like that."&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    "Why not, you asked me what was wrong and I told you," he said.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    The receptionist replied, "You've obviously caused some embarrassment in this room full of people. You should have said there is something wrong with your ear or something and then discussed the problem further with the doctor in private."&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    The man replied, "You shouldn't ask people things in a room full of others, if the answer could embarrass anyone." The man walked out, waited several minutes and then re-entered.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    The receptionist smiled smugly and asked, "Yes?"&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    "There's something wrong with my ear," he stated.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    The receptionist nodded approvingly and smiled, knowing he had taken her advice. "And what is wrong with your ear, Sir?"&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;    "I can't piss out of it," the man replied. The waiting room erupted in laughter.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;- - - - - - - - - -&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Funny as this email joke about the elderly man's "ear-ache," may be, it mirrors the uncomfortable reality of most medical waiting rooms, pharmacies, and treatment clinics. Accessibility to one's healthcare provider online can be less stressful and a more practical means of contact for many patients. "People are often more comfortable talking to a computer than they are to a doctor," says Dr. Delbanco, a professor of medicine at the Harvard Medical School and the lead author of an article on doctors and e-mail in the current New England Journal of Medicine.(1) However, the convenience of emailing your doctor or clinic to ask your provider questions brings up a myriad of risks. As medicine and the internet have converged, concerns about protecting a patient's PHI (personal heath information) and EMRs (electronic medical records) have come to the fold.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;HIPAA, the Health Insurance Portability &amp;amp; Accountability Act requires health care institutions to protect patient information. The Act outlines how this should happen, but does not make any firm recommendations about how to go about it. At the same time, strides are being made to make the electronic medical office a reality. "Office visits between patients and their doctors increasingly will take place not in person but over the Internet, through e-mail or even a video conference," Dr. Thomas Delbanco and Dr. Daniel Sands of Beth Israel Deaconess Medical Center stated in the April 2004 New England Journal of Medicine.(2) This means that seeking information online is now as common as dialing 411 a decade ago. From Drugstore.com to WebMD, the internet is where patients seek information on maladies to drug and herbal supplement information.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Patients aren't the only ones flocking to the net. Online use shows many within the medical field want to take accessing medical information a step further. Medical providers and patients alike wish to use the internet as a tool in their personal healthcare communications. According to Dr. Daniel Z. Sands, a primary care internist and Assistant Professor of Medicine at Harvard Medical School, "The internet will increasingly change patients' expectations of the clinicians, so that physicians will routinely need to offer services like e-messaging, instant messaging, video conferencing and other online services."(3)&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Now is the opportune time for both patient and doctor to lay the ground work and find a balance in both patient's concerns over PHI and the immediacy of emailing their doctor. Looking towards the future of online healthcare means measures need to be put into place to protect a patient's privacy in order to securely implement the digital medical office.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;- - - - - - - - - -&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;End Notes:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;1.) Anahad O'Connor, "Take Two Aspirin, E-Mail Me Tomorrow," The New York Times, Section F; Column 5; Health &amp;amp; Fitness; LexisNexis 30 September 2005. 7.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;2.) Liz Kowlaczyk, "Is Email The Future of Doctor-Patient Relations?," D2, The Boston Globe, LexisNexis, 27 April 2004.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;3.) Dr. Daniel Z. Sands quoted in: Susannah Fox, Janna Quinney, Lee Rainie, "The Future of the Internet," Pew Internet and American Life Project, Published 4 January, 2005. 4.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Marilee Veniegas is an alumni of the University of Washington she joined the Marketing team at Essential Security Software, Inc. in 2005.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Article Source: http://EzineArticles.com/?expert=Marilee_Veniegas &lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-200396197855472488?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/200396197855472488/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/01/medical-waiting-rooms-are-no-joke.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/200396197855472488'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/200396197855472488'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/01/medical-waiting-rooms-are-no-joke.html' title='Medical Waiting Rooms Are No Joke'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3365552669862090051</id><published>2011-01-02T21:14:00.000-08:00</published><updated>2011-01-02T21:18:10.660-08:00</updated><title type='text'>Deficit Reduction Act Requires Proof of Citizenship for Medicaid</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;In the midst of numerous proposals before the Senate regarding legislation concerning the legalization of illegal aliens has arisen a little known provision of the recently signed 2005 Deficit Reduction Act. On February 8, 2006, President George Bush executed a bill into law which now requires recipients of Medicaid benefits to provide either an original birth certificate or passport in order to apply for or to continue to receive their health care benefits, commencing July 1, 2006.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;The Medicaid program, available to American citizens who fall into a specified low income bracket, provides health care to adults and children, &lt;/span&gt;&lt;span style="display: block;" id="formatbar_Buttons"&gt;&lt;span class="" style="display: block;" id="formatbar_JustifyFull" title="Justify Full" onmouseover="ButtonHoverOn(this);" onmouseout="ButtonHoverOff(this);" onmouseup="" onmousedown="CheckFormatting(event);FormatbarButton('richeditorframe', this, 13);ButtonMouseDown(this);"&gt;&lt;img src="img/blank.gif" alt="Justify Full" class="gl_align_full" border="0" /&gt;&lt;/span&gt;&lt;/span&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;as well as the elderly and those in nursing homes. While much hand wringing and spin continues in the U.S. Congress regarding how to best deal with the status of illegal aliens, which directly impacts costs of U.S. government entitlement programs, this new requirement has yet to be discussed. As the result of the newly passed Massachusetts universal health care plan, which will include the Medicaid program, the new provision was just publicly revealed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;However, the present requirements for Medicaid require no such documents, relying only upon a signature of the applicant to certify whether or not they are American citizens. And as a result of the unaccountability for Medicaid fraud abuse over the past several decades, the U.S. government may be penalizing the vast majority of law abiding citizens, according to numerous patient advocates. But the issue is more about the continuing lack of enforcement of U.S. immigration law rather than an attempt to cut down on Medicaid fraud.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;According to Families USA, a consumer advocacy organization, the disabled, the mentally ill, the homeless, the elderly and the chronically ill will unfairly suffer as the result of this new proviso, as they would have difficulty accessing copies of birth certificates, and would be far less likely to own a U.S. passport. Therefore, they will be unfairly denied necessary health care beginning as early as July 1st. Meanwhile, hospital emergency rooms may still not turn away any person of any status nor may they ask the legal status of any patient, according to the Emergency Medical Treatment and Labor Act of 1985.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;While patient advocates may be correct regarding the most vulnerable being put at risk, on balance it would seem that without addressing social services' access requirements across the board, with respect to illegal aliens, it does seem quite unfair to put this burden only upon Medicaid recipients at this late date in 2006. Furthermore, there are no set mechanisms yet in place nor systems between federal and state governments for enforcement of the law. Such a sweeping change should require administrative oversight by the Center for Medicaid and Medicare and require necessary outreach to patients for this purpose well ahead of such changes.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;But perhaps for those desperately trying to get copies of their birth certificates at this time, there could be some breathing room as another debate brews relative to the validity of the law itself, based upon the U.S. Constitution. When President Bush signed S. 1932 on February 8th, according to House Speaker of the U.S. House of Representatives, Dennis Hastert, the President actually signed a different version of the bill than the House of Representatives actually passed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Representative Henry Waxman (D-CA) on March 30, 2006 stated, "I have learned that the Speaker of the House advised the White House of the differences between the House-passed bill and the bill presented to the President before the President signed the legislation." Representative Waxman is now calling for a Resolution of Inquiry which requests all documents relative to the 2005 Deficit Reduction Act which the President signed on February 8th. So far the White House has failed to respond.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Whether or not Representative Waxman truly cares about the Constitution or is doing that which is politically expedient for himself, is of concern. Firstly, the discrepancy in the Senate Bill signed was different in substance from the House Bill. It impacts some $2 billion in spending for "durable medical equipment" such as wheelchairs and oxygen for those in the Medicare program, which provides health care to the elderly and the disabled. At issue, is the length of leases for durable medical equipment which was 36 months in the House version and 13 months in the Senate version.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;During transmission of the final bill to the President, the Senate Clerk made a change to the legislation. It no longer contained the Senate amendment which provided for 36 months for oxygen equipment. The Senate Clerk upon learning of the mistake advised House Republican leaders in January 2006, well before the date of February 8, 2006, the date the President signed the bill. The error failed to be corrected. But according to Article I, Section 7 of the U.S. Constitution, both the House and the Senate must include the same substance and version of a bill which is required for presentation for signature by the President.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;So the entirety of the law has been put in jeopardy and could eventually wind up in the Supreme Court, as there exists precedent. In the case of Field v. Clark, 143 US 649 (1892) the Court wrote that the burden would be to prove that the House Speaker and President were deliberate and purposely signing the wrong bill. That in fact is what Waxman contends, when on March 15, 2006 he wrote a letter to then White House Chief of Staff, Andrew Card, "seeking information on the President's knowledge of the bill's constitutional infirmity."&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;While Waxman's inquiry provides interesting fare for a Constitutional Law class, the scope of the 2005 Deficit Reduction Act is perhaps getting lost. The new Medicaid documents requirement being served up as a tightening of immigration law enforcement is almost laughable. And those patients in wheel chairs and those patients requiring oxygen will most likely not be notified of a cap on their benefits until after that period of 13 months expires. Previous to the 2005 law, wheelchairs and oxygen and durable medical equipment were provided patients indefinitely.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;If indeed the President made an error, it should be addressed if anything, to give clarity to the Medicaid and Medicare patients it impacts. And furthermore, should Representative Waxman pursue the legality of the new law, that he would take the approach that it was a procedural oversight which should be either amended appropriately or pursued in the present session of Congress. But it will require the cooperation of both the Congress and the Executive branch of government, keeping in mind the most vulnerable of U.S. citizens. For there must be some measures of government which transcend politics.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Diane M. Grassi is a freelance columnist, reporting and writing commentary on current events of the day providing honest and often politically incorrect assessments. From U.S. public policy to Major League Baseball, she is an eclectic thinker, and demanding of her readers to reflect on their own thinking patterns from an alternative perspective. Whether you agree with her or not, Diane M. Grassi will have you coming back to note her opinions, and if at best she wakes you up, then her goal will have been accomplished.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold; font-style: italic; font-family: times new roman;"&gt;Ms. Grassi is featured with the online publications: New Media Journal.us; American Chronicle; Mich News.com; the Federal Observer; Opinions Editorials; the Conservative Voice; the Las Vegas Penny Press; the Sierra Times as well as many others. She also writes regular columns on Major League Baseball where she is a featured online columnist with The Diamond Angle Baseball Ezine and Sports-Central.org. Ms. Grassi may contacted at: dgrassi@cox.net&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3365552669862090051?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3365552669862090051/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2011/01/deficit-reduction-act-requires-proof-of.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3365552669862090051'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3365552669862090051'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2011/01/deficit-reduction-act-requires-proof-of.html' title='Deficit Reduction Act Requires Proof of Citizenship for Medicaid'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-601754136148033179</id><published>2010-12-16T02:43:00.000-08:00</published><updated>2010-12-16T02:44:00.653-08:00</updated><title type='text'>How to Get a Mortgage Loan Officer License</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Congress passed a law in 2008 called the S.A.F.E. Act which  required the states to overhaul their licensing requirements for loan  officers (also called loan originators, loan brokers, or account  executives). If you have read any information about licensing that is  pre-2008 (and perhaps even pre-2009), that information may be  out-of-date.&lt;/p&gt;&lt;p&gt;The S.A.F.E. Act, as implemented by the states,  created a uniform system of requirements. It also created a national  database, called the Nationwide Mortgage Licensing System (NMLS), that  all loan officers (the NMLS calls them loan originators), all mortgage  brokers (individual or company) and all mortgage bankers must use to  create a record about themselves. The records for companies includes  information about contact information, who the owners and management  are, where the companies are licensed, and whether they have faced any  regulatory, bankruptcy, or litigation problems. The records that loan  officers create include contact information, employment histories that  go back 10 years, and whether they have faced any regulatory,  bankruptcy, or litigation problems. Each loan officer must pay of fee of  $20.00-$30.00 as an NMLS administrative fee in addition to the fee for  the license application (the application fee varies by state) and the  license fee (which also varies by state).&lt;/p&gt;&lt;p&gt;The S.A.F.E. Act  requires each loan officer to first undergo 20 hours of pre-licensing  education. The education must be provided by an NMLS-approved provider  but can be taken in person or online. The cost of the 20 hours of  education varies by provider.&lt;/p&gt;&lt;p&gt;All loan officers must also pass a  2-part test (one part is a national component, testing federal laws, and  the other part is a state component, testing state law). If the loan  officer wants to be licensed in more than one state, he must pass the  state component of each state in which he wants to be licensed, but must  pass the national component only once. Each state test costs $69.00 and  the national test costs $92.00.&lt;/p&gt;&lt;p&gt;Additionally, each loan officer  must have his fingerprints taken so that a criminal background check can  be obtained from the F.B.I. and in some states, the state police. If  there is a local NMLS-approved vendor who can take fingerprints  electronically, the cost is $39.00. If the fingerprints must be done  manually on a fingerprint card, the cost is $49.00. The SAFE Act  requires the state regulators to reject the application of any person  who has been convicted of or pled no contest to any crime within the  past 7 years but some states have set the time limit at more than 7  years. If an applicant has been convicted of or pled no contest to a  "financial" crime (i.e., embezzlement, fraud, forgery, securities),  there is no time limit and that person is permanently barred from  getting a loan officer license.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-601754136148033179?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/601754136148033179/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/how-to-get-mortgage-loan-officer.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/601754136148033179'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/601754136148033179'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/how-to-get-mortgage-loan-officer.html' title='How to Get a Mortgage Loan Officer License'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5585988503169230550</id><published>2010-12-16T02:42:00.000-08:00</published><updated>2010-12-16T02:43:07.651-08:00</updated><title type='text'>Lawful Intercept in VoIP Network</title><content type='html'>&lt;p&gt;Lawful Intercept (LI) is a requirement placed upon service providers  to provide legally sanctioned official access to private communications.  In the existing Public Telephone Network, Lawful Intercept is performed  by applying a physical 'tap' on the telephone line of the target in  response to a warrant from a Law Enforcement Agency (LEA). However,  Voice over IP (VoIP) has enabled the mobility of the end-user, so it is  no longer possible to guarantee the interception of calls based on  tapping a physical line.&lt;/p&gt;&lt;p&gt;Whilst the detailed requirements for LI  may differ from one jurisdiction to another, the general requirements  are the same. The LI system must provide transparent interception of  specified traffic only and the subject must not be aware of the  interception. The service provided to other users must not be affected  during interception.&lt;/p&gt;&lt;p&gt;&lt;b&gt;Architecture Overview&lt;/b&gt;&lt;/p&gt;&lt;p&gt;Although  the detail of LI may vary from country to country we can describe the  general requirements and also explain much of the common terminology  used. The primary purpose of the service provider network is to enable  private communications between individuals; any LI functionality built  into the network must not affect the normal service to those  individuals. The interfaces between the PTN and the Law Enforcement  Monitoring Facility (LEMF) are standardised within a particular  territory.&lt;/p&gt;&lt;p&gt;LI deals with two 'products', these are:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;Contents of Communications (CC): exactly what it sounds like, the voice, video or message contents.&lt;/li&gt;&lt;li&gt;Intercept Related Information (IRI): information about the source and destination of the call etc.&lt;/li&gt;&lt;/ul&gt;European requirements are often based on the ETSI standards. In  North America CALEA (Communications Assistance for Law Enforcement Act)  requires operators to provide LI capabilities. The network architecture  and handover specifications are based on the PacketCable(TM)  surveillance model, however the architectures are very similar.&lt;p&gt;&lt;b&gt;Basic Elements of LI in a Public Telecom Network&lt;/b&gt;&lt;/p&gt;&lt;p&gt;There are three primary elements required within the public network to achieve Lawful Intercept, these are:&lt;/p&gt;&lt;ul&gt;&lt;li&gt;An Internal Intercept Function (IIF) located in the network nodes.&lt;/li&gt;&lt;li&gt;A Mediation Function (MF) between the PTN and LEMF.&lt;/li&gt;&lt;li&gt;An Administration Function (ADMF) to manage orders for interception in the PTN.&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;&lt;i&gt;Internal Intercept Function (IIF)&lt;/i&gt; These functions are  located within the network nodes and are responsible for generating the  Intercept Related Information (IRI) and Contents of Communications (CC).&lt;p&gt;&lt;i&gt;Mediation Function (MF)&lt;/i&gt;  This function clearly delineates the PTN from the LEMF. It communicates  with the IIFs using Internal Network Interfaces (INIs) which can be  proprietary. The MF communicates to one or more LEMFs through locally  standardized interfaces: the Handover Interfaces (HI2 and HI3).&lt;/p&gt;&lt;p&gt;&lt;i&gt;Administration Function (ADMF)&lt;/i&gt;  This function handles the serving of interception orders and  communicates with the IIFs and MF though an Internal Network Interface.&lt;/p&gt;&lt;p&gt;&lt;b&gt;Implementing LI within an VoIP Network&lt;/b&gt;&lt;/p&gt;&lt;p&gt;One  of the primary problems faced when managing VoIP calls is the  separation of the signalling and media streams. It is quite possible  that the two streams may take completely different paths through the  network. In addition, even when they do pass through the same device, it  may not be aware of the relationship between the streams. Some devices  within the network are however specifically designed to understand and  manage the separate signalling and media streams - session border  controllers. Typically located at the borders of the network, they  receive Intercept Related Information from the signalling stream and  Contents of Communication directly from the media stream.&lt;/p&gt;&lt;p&gt;&lt;b&gt;Conclusion&lt;/b&gt;&lt;/p&gt;&lt;p&gt;It  has become clear that VoIP services will be expected to provide Lawful  Intercept capabilities to the same level experienced in the PSTN. The  FCC in North America has mandated that both emergency calls and Lawful  Intercept must be available. Whilst not all countries mandate this  capability, any network operator building a publicly available voice or  multimedia over IP service today will need to plan a network which is  flexible enough to implement these regulatory services in the future.&lt;/p&gt;&lt;p&gt;&lt;b&gt;Terminology&lt;/b&gt;&lt;/p&gt;&lt;blockquote&gt;ADMF Administration Function&lt;p&gt;CALEA Communications Assistance for Law Enforcement Act&lt;/p&gt;&lt;p&gt;CC Contents of Communication&lt;/p&gt;&lt;p&gt;ETSI European Telecommunications Standards Institute&lt;/p&gt;&lt;p&gt;HI Handover Interface&lt;/p&gt;&lt;p&gt;IIF Internal Intercept Function&lt;/p&gt;&lt;p&gt;INI Internal Networks Interface&lt;/p&gt;&lt;p&gt;IRI Intercept Related Information&lt;/p&gt;&lt;p&gt;LEA Law Enforcement Agency&lt;/p&gt;&lt;p&gt;LEMF Law Enforcement Monitoring Facility&lt;/p&gt;&lt;p&gt;LI Lawful Interception&lt;/p&gt;&lt;p&gt;MF Mediation Function&lt;/p&gt;&lt;p&gt;PSTN Public Switched Telephone Network&lt;/p&gt;&lt;p&gt;PTN Public Telecom Network&lt;/p&gt;&lt;p&gt;VoIP Voice over IP&lt;/p&gt;&lt;/blockquote&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5585988503169230550?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5585988503169230550/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/lawful-intercept-in-voip-network.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5585988503169230550'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5585988503169230550'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/lawful-intercept-in-voip-network.html' title='Lawful Intercept in VoIP Network'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4183975304335582360</id><published>2010-12-16T02:41:00.000-08:00</published><updated>2010-12-16T02:42:12.997-08:00</updated><title type='text'>How Do Contract Mortgage Processors Comply With the New State Licensing Requirements?</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;There are thousands of mortgage processors acting on a contract  basis in the United States. The SAFE Mortgage License Act that passed in  July 2008 requires contract mortgage processors to be licensed by July  2010. How does the new law affect contract mortgage processors?  Obtaining mortgage loan originator (MLO) licenses in multiple states can  be very costly. What can a contract mortgage processor do to comply and  not break the bank?&lt;/p&gt;&lt;p&gt;Let's first look at the definition of a  contract mortgage processor under the SAFE Mortgage Licensing Act. The  Act defines a mortgage processor as an individual that gathers documents  from borrowers and submits the documents to a lender, but does not take  residential loan applications. The Act then goes on to state that a  mortgage processor is exempt from mortgage loan originator licensing as  long as they are a w-2 employee of just one mortgage company. Thus a  mortgage processor that is 1099 and/or processes loans for more than one  mortgage company must be licensed as a mortgage loan originator (MLO)  and is considered a contract mortgage processor. If you are defined as a  contract processor, then what are your options for obtaining a license  in each state you process loans?&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Option 1&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;You  can choose to become a w-2 employee of just one mortgage company and  process mortgage loans for only that one company. This is probably not  the ideal situation for most contract mortgage processors, but it may be  the only option for some. The cost of licensing can be expensive and a  license is required in each state you process loans. Also, as we will  discuss shortly, you may need to obtain a mortgage company license too.  This is even more costly than obtaining just the mortgage loan  originator license.&lt;/p&gt;&lt;p&gt;The down side to this option is obvious. You  can't continue to process mortgage loans for your other customers. Also,  it may be hard to find a company that will hire you on a full-time w-2  basis. Most smaller companies just do not have the resources to maintain  a full-time processor on staff.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Option 2&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;You  can choose to obtain a mortgage loan originator (MLO) license in each  state you want to process loans in. Then you can have your primary  customer sponsor those mortgage loan originator licenses. To get a  mortgage loan originator license, you will need to complete 20 hours of  education, two tests, fingerprinting, credit check, and pay an  application fee between $100 and $400 per state. Then you can have your  primary customer sponsor your mortgage loan originator license. This  will allow you to process loans for your primary customer on a 1099  contract basis. The problem is that if you want to have other customers,  you would have to set up your contract between your sponsoring primary  employer and the other customers. So when you want to get paid by your  other customers, the other customers would have to pay your primary  customer and then your primary customer could pay you. This obviously  poses a huge problem for most contract processors since it is very  unlikely you will find a primary customer that will be willing to sign  processing contracts with your other customers. However, this is how the  states are saying it must be done. Some states may be implementing this  slightly differently, so I recommend contacting the state or a  licensing service to determine how the state is interpreting these  requirements.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Option 3&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;You can choose to  obtain a mortgage company license and a mortgage loan originator (MLO)  license in each state you want to process loans in. This is the ideal  situation, because then you do not have to be limited to just one  employer as in option 1 and you do not have to have a primary customer  sponsor you and pay you for your other customers work as in option 2.  However, this is the most costly option. It usually costs about $1,000  to $3,000 to apply for a mortgage company license per state. And some  states have net worth requirements, experience requirements, and bonding  requirements that can be difficult barriers to overcome.&lt;/p&gt;&lt;p&gt;If you  are able to go this option, you will actually be able to avoid the  mortgage loan originator licensing in many of the states by paying  yourself as a w-2 employee of your contract processing company, but the  costs will still be much higher. If you are thinking of going this way,  you will want to get licensed only in states you plan on processing ten  or more loans in each month. In fact, most people that go this route  will benefit from having a few contract processors work with them to  offset the costs.&lt;/p&gt;&lt;p&gt;&lt;strong&gt;Conclusion&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;There are  really no good answers to this dilemma. In fact, this may be one of the  worst problems facing the mortgage industry right now that most people  are not even aware of. Plan for the business of contract processing to  change dramatically starting August 2010. And make sure to be prepared  to fall under one of these 3 options or you could be out of business.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4183975304335582360?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4183975304335582360/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/how-do-contract-mortgage-processors.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4183975304335582360'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4183975304335582360'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/how-do-contract-mortgage-processors.html' title='How Do Contract Mortgage Processors Comply With the New State Licensing Requirements?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-8042006846786767541</id><published>2010-12-16T02:40:00.000-08:00</published><updated>2010-12-16T02:41:01.485-08:00</updated><title type='text'>Changes in Qui Tam Whistleblower Cases Under the False Claims Act - A Review For Lawyers &amp; Attorneys</title><content type='html'>&lt;p&gt;The Patient Protection and Affordable Care Act of 2010 ("PPACA") and  the Healthcare and Education Reconciliation Act of 2010 ("HERA")  (collectively, the PPACA and HERA are referenced as the "Legislation"),  passed in the spring of 2010, enacted sweeping changes to health care,  including important changes to the federal False Claims Act that will  affect prosecution of qui tam cases by the federal government, relators  and whistleblowers. Health care fraud lawyers, attorneys and law firms  and their clients must be aware of these significant changes in cases  involving fraudulent claims against federal government healthcare  programs such as Medicare, Medicaid and Tricare. Health care fraud  defense attorneys will be disheartened, and federal government  prosecutors, whistleblower lawyers and qui tam plaintiffs will be  pleased, because these changes have lowered the bar for prosecutors and  qui tam whistleblowers with respect to False Claims Act cases.&lt;/p&gt;&lt;p&gt;The  False Claims Act, 31 U.S.C. §§ 3729-3733 (the "FCA"), is an important  tool used by the Department of Justice ("DOJ"), U.S. Attorney's  ("USAOs") and private whistleblowers to bring civil prosecutions against  those individuals and entities who perpetrate frauds upon the United  States through false and fraudulent claims for payment. The FCA provides  for treble damages and civil monetary penalties to be awarded to the  federal government, and the qui tam whistleblower plaintiff, often  called a "relator," may recover up to 30% of the award, plus statutory  attorney's fees.&lt;/p&gt;&lt;p&gt;The recent FCA amendments make it easier for  whistleblowers to bring qui tam suits on behalf of the federal  government by lowering the "public disclosure" standard. Prior to the  amendments, a qui tam plaintiff who was not an original source was  jurisdictionally barred from bringing an FCA suit if the fraudulent  conduct of the defendant had been previously disclosed in the public  domain through the media, federal, state or local reports, audits and  investigations, or criminal, civil and administrative hearings and  proceedings. For instance, in &lt;u&gt;Graham County Soil &amp;amp; Water Conservation Dist. v. United States ex rel. Wilson&lt;/u&gt;,  130 S.Ct. 1396 (2010), the United States Supreme Court recently upheld  the dismissal of an FCA claim for lack of jurisdiction based on prior  public disclosure of fraud in California county's audit reports. &lt;u&gt;See&lt;/u&gt; &lt;u&gt;United States ex rel. Gonzalez v. Planned Parenthood of Los Angeles, et al.&lt;/u&gt;, Case No. 09-55010 (9th Cir. July 1, 2010).&lt;/p&gt;&lt;p&gt;Under  the amendments of the Legislation, publications deemed as public  disclosures under the FCA are now more limited. They only include a  federal criminal, civil and administrative hearing in which the  government or its agent is a party, a congressional, Government  Accounting Office (GAO) or other federal report, hearing, audit or  investigation, or a disclosure in news media. &lt;u&gt;See&lt;/u&gt; 31 U.S.C. §  3730(e)(4)(A). This means that state and local audits, reports,  investigations and hearings, as well as litigation between private  parties, can now be used as the sole source of information for an FCA  suit for defrauding the federal government, and the Legislation has  abrogated this part of the &lt;u&gt;Graham County Soil &amp;amp; Water Conservation Dist.&lt;/u&gt; decision.&lt;/p&gt;&lt;p&gt;The  Legislation's amendments also changed the jurisdictional nature of the  public disclosure provisions. Before the new law was enacted, a  violation of the public disclosure requirements of the FCA was a  jurisdictional defect which could be raised by a party at any time or  sua sponte by the court. Now, a qui tam whistleblower complaint which  violates the public disclosure provision can be dismissed pursuant to a  Rule 12(b)(6) motion, unless such dismissal is "opposed by the  Government." &lt;u&gt;Id.&lt;/u&gt;&lt;/p&gt;&lt;p&gt;The Legislation also amended the "original  source" provisions of the FCA. Prior to the amendments, a  whistleblowing relator who was an original source could bring an FCA  suit regardless of whether there was a previous public disclosure. This  meant that the whistleblower had to have "direct and independent  knowledge" of the information on which the fraud allegations were based  and had voluntarily provided the information to the Government before  filing an FCA action which was based on the information. Under the  Legislation, the "direct and independent knowledge" requirement has been  eliminated, and an original source is an individual who voluntarily  discloses the frauds to the government prior to a public disclosure or  "has knowledge that is independent of and materially adds to the  publicly disclosed allegations or transactions." 31 U.S.C. §  3730(e)(4)(B). Therefore, as long as the qui tam whistleblower has  information about the government frauds which are independent of  publicly disclosed information, even if the qui tam whistleblower did  not have "direct" information usually derived from personally witnessing  the fraudulent conduct, an FCA suit may be pursued.&lt;/p&gt;&lt;p&gt;By broadening  the original source provisions and limiting the public disclosure  provisions of the FCA, Congress has encouraged an increase in the filing  of qui tam whistleblower lawsuits. While the change in the  jurisdictional aspect of the public disclosure provisions ostensibly  helps qui tam relators, it remains to be seen whether or not the  government will develop a policy towards or against FCA suits in which  Rule 12(b)(6) motions have been filed based upon prior public  disclosures.&lt;/p&gt;&lt;p&gt;The Medicare enforcement Anti-Kickback Statute  ("AKS") was amended to make violations thereof subject to the civil  enforcement provisions of the FCA. 42 U.S.C. § 1320a-7b(g). This  amendment was made to address a line of whistleblower cases which have  held that kickbacks involving federal health care programs were not  covered by the FCA under an implied certification theory. In an implied  certification case, the whistleblower alleges liability of the defendant  based upon the very act of submitting a claim for reimbursement because  the defendant has impliedly certified compliance with governing federal  rules that were a precondition to payment. Several courts had held that  no FCA liability could attach under an implied certification theory  involving kickbacks because neither the AKS statute nor regulation  expressly stated that compliance was a precondition to Medicare or  Medicaid payments. &lt;u&gt;See&lt;/u&gt; &lt;u&gt;United States ex rel. Hutcheson v. Blackstone Med., Inc.&lt;/u&gt;,  No. 06-11771-WGY, 2010 WL 938361 (D. Mass. Mar. 12, 2010). With this  new Legislation, implied certification FCA whistleblower cases will  likely become more prevalent.&lt;/p&gt;&lt;p&gt;The Legislation also expanded the  scope of "reverse false claims" under the FCA with respect to the  retention of Medicare and Medicaid overpayments. In the 2009, Congress  had previously eliminated the requirement of an affirmative false  statement to the government for liability to attach in reverse false  claims cases when it passed the Fraud Enforcement and Recovery Act  ("FERA"). &lt;u&gt;See&lt;/u&gt; 31 U.S.C. § 3729(a)(1)(G) (liability for a person  who "knowingly makes, uses, or causes to be made or used, a false record  or statement material to an obligation to pay or transmit money or  property to the Government, or knowingly conceals or knowingly and  improperly avoids or decreases an obligation to pay or transmit money or  property to the Government"). The amendments provide that Medicare and  Medicaid overpayments become an actionable "obligation" under the FCA  when the deadline for repayment expires. Such overpayments must be  reported and returned to the federal government within 60 days of the  later of the date the overpayment was identified or the date a  corresponding cost report is due. This provision will likely lead to an  explosion of reverse false claims actions.&lt;/p&gt;&lt;p&gt;The Legislation creates  potential FCA liability for private exchange insurers. The amendments  establish private insurer "Exchanges" to provide individuals with  options for the purchase of health insurance. If the private insurer's  exchange plans include any federal funding, then the payments made by,  through, or in connection with the plan are subject to the FCA. However,  there will be a significant delay in the implementation of this change  because the effective date of this provision is January 1, 2014.&lt;/p&gt;&lt;p&gt;In  summary, the PPACA and the HERA made dramatic changes that will affect  federal health care fraud whistleblower cases. The changes to the  federal False Claims Act should result in easier prosecution of FCA qui  tam whistleblower cases by the federal government, relators and  whistleblowers. Health care fraud lawyers, attorneys and law firms and  their clients should be aware of these significant changes in cases  involving fraudulent claims against federal government healthcare  programs such as Medicare, Medicaid and Tricare. By lowering the  standards for prosecutors and qui tam whistleblowers with respect to  False Claims Act cases, Congress has made the jobs of health care fraud  defense attorneys more difficult. Federal government prosecutors,  whistleblower lawyers and qui tam attorneys will have a few less hurdles  to jump in prosecuting whistleblower allegations under the federal  False Claims Act.&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-8042006846786767541?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/8042006846786767541/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/changes-in-qui-tam-whistleblower-cases.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/8042006846786767541'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/8042006846786767541'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/changes-in-qui-tam-whistleblower-cases.html' title='Changes in Qui Tam Whistleblower Cases Under the False Claims Act - A Review For Lawyers &amp; Attorneys'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7877890513743979679</id><published>2010-12-16T02:37:00.001-08:00</published><updated>2010-12-16T02:40:04.092-08:00</updated><title type='text'>Examples of Successful Unenforceable Credit Agreement Claims</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Usually, people know little about a loophole, which often exists in  many credit agreements that may be an indication for many people of  their loans repayment. Those who have taken out more than £25,000 by  utilising their credit cards, personal loans, agreement of hire  purchase, car loan or overdraft before April 07, not only these credit  agreements, but some other charges as well can become unenforceable in  some specific sort of situations.&lt;/p&gt;&lt;p&gt;According to the Consumer Credit  Act 1974, there are some very strict requirements that some lending  institution like banks and some credit card company must meet. In other  words, your lender has to produce a signed and properly executed credit  agreement, which was regulated at the time of this agreement.&lt;/p&gt;&lt;p&gt;To  make some loan enforceable, it is essential to meet all the requirements  of this act. If any of these given requirements aren't met, the loan is  considered unenforceable and it is possible that you may not have to  pay even a single penny for the amount you have borrowed. If the given  requirements are not met, you are no more obliged for repayment.&lt;/p&gt;&lt;p&gt;You  can find some important information in your loan documents to find out  whether your loan has become unenforceable or not. You must go through  these documents carefully whether your lender in the percentage charges  has factored the cost of PPI or not. If you find no evidence of the  inclusion in your loan documents, you are eligible to carry  investigation of your loan for possible invalidity. It is possible that  you may not have to pay your loan any more and similarly, credit card  application or original loan can be erased from the credit report as  well.&lt;/p&gt;&lt;p&gt;You can also go through any of your old debt and credit card  statements and can easily check the charges as well as costs of  interest. If you notice some incorrect calculation in your statement, it  can be a valid reason for the investigation of your debt as  unenforceable. It is possible that the limit of your credit card will be  increased without your consent or taking any prior permission. If you  haven't requested for this increased limit, it is possible that your  credit card facility might be reckoned as unenforceable.&lt;/p&gt;&lt;p&gt;If the  charges that have been applied to the amount of your loan are not  utterly disclosed, your debt may also be reckoned as unenforceable and  it is possible that your debt will vanish without making repayments any  more.&lt;/p&gt;&lt;p&gt;If you find any of these scenarios quite similar to your  debt, you need to seek professional help in this connection ,as only a  professional can tell you better whether your claim for unenforceable  credit can prove effective for you or not.&lt;/p&gt;&lt;p&gt;There are several  examples of successful unenforceable credit agreement claims, but it is  also true that every claim can't be successful and that's where you need  to seek professional help, as only a professional can tell you better  about the possibilities of a your claim success.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7877890513743979679?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7877890513743979679/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/examples-of-successful-unenforceable_16.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7877890513743979679'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7877890513743979679'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/examples-of-successful-unenforceable_16.html' title='Examples of Successful Unenforceable Credit Agreement Claims'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1575972712041909541</id><published>2010-12-16T02:37:00.000-08:00</published><updated>2010-12-16T02:40:02.339-08:00</updated><title type='text'>Examples of Successful Unenforceable Credit Agreement Claims</title><content type='html'>&lt;div id="body"&gt;   &lt;p&gt;Usually, people know little about a loophole, which often exists in  many credit agreements that may be an indication for many people of  their loans repayment. Those who have taken out more than £25,000 by  utilising their credit cards, personal loans, agreement of hire  purchase, car loan or overdraft before April 07, not only these credit  agreements, but some other charges as well can become unenforceable in  some specific sort of situations.&lt;/p&gt;&lt;p&gt;According to the Consumer Credit  Act 1974, there are some very strict requirements that some lending  institution like banks and some credit card company must meet. In other  words, your lender has to produce a signed and properly executed credit  agreement, which was regulated at the time of this agreement.&lt;/p&gt;&lt;p&gt;To  make some loan enforceable, it is essential to meet all the requirements  of this act. If any of these given requirements aren't met, the loan is  considered unenforceable and it is possible that you may not have to  pay even a single penny for the amount you have borrowed. If the given  requirements are not met, you are no more obliged for repayment.&lt;/p&gt;&lt;p&gt;You  can find some important information in your loan documents to find out  whether your loan has become unenforceable or not. You must go through  these documents carefully whether your lender in the percentage charges  has factored the cost of PPI or not. If you find no evidence of the  inclusion in your loan documents, you are eligible to carry  investigation of your loan for possible invalidity. It is possible that  you may not have to pay your loan any more and similarly, credit card  application or original loan can be erased from the credit report as  well.&lt;/p&gt;&lt;p&gt;You can also go through any of your old debt and credit card  statements and can easily check the charges as well as costs of  interest. If you notice some incorrect calculation in your statement, it  can be a valid reason for the investigation of your debt as  unenforceable. It is possible that the limit of your credit card will be  increased without your consent or taking any prior permission. If you  haven't requested for this increased limit, it is possible that your  credit card facility might be reckoned as unenforceable.&lt;/p&gt;&lt;p&gt;If the  charges that have been applied to the amount of your loan are not  utterly disclosed, your debt may also be reckoned as unenforceable and  it is possible that your debt will vanish without making repayments any  more.&lt;/p&gt;&lt;p&gt;If you find any of these scenarios quite similar to your  debt, you need to seek professional help in this connection ,as only a  professional can tell you better whether your claim for unenforceable  credit can prove effective for you or not.&lt;/p&gt;&lt;p&gt;There are several  examples of successful unenforceable credit agreement claims, but it is  also true that every claim can't be successful and that's where you need  to seek professional help, as only a professional can tell you better  about the possibilities of a your claim success.&lt;/p&gt; &lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1575972712041909541?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1575972712041909541/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/12/examples-of-successful-unenforceable.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1575972712041909541'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1575972712041909541'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/12/examples-of-successful-unenforceable.html' title='Examples of Successful Unenforceable Credit Agreement Claims'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7940481876417846327</id><published>2010-09-29T21:37:00.004-07:00</published><updated>2010-09-29T21:38:12.171-07:00</updated><title type='text'>The Best ACT! Is Still to Come</title><content type='html'>&lt;div style="text-align: justify;"&gt;Anyone involved in sales during the eighties would surely remember ACT! as the crucial contact management tool. The competition was fuzzy until the dawn of customer relationship management (CRM) when vendors appeared offering new packaged applications that included contact management, marketing automation, sales force automation, and call center management. Now, more than a decade later, the odds dictated that ACT! should have been overshadowed and its market share divided up among the new packaged applications. However, a few acquisitions later ACT! has still managed to maintain its raison d'tre, retaining over two million users in North America alone.&lt;br /&gt;&lt;br /&gt;Looking to further consolidate its leadership in the lower-end CRM marketplace, ACT! is once again undergoing a face-lift in presenting new features and functions that respond to the latest market trends. This innovative initiative by Best Software, the American subsidiary of the UK-based Sage, Group plc, is due to take place in late August 2004, with the solutions now available in two versions: ACT! 2005 and ACT! 2005 Premium for Workgroups.&lt;br /&gt;&lt;br /&gt;Product Definition and Market Impact&lt;br /&gt;&lt;br /&gt;Management at ACT! sees an opportunity to increase the lifetime value of its loyal customers in two ways. By providing a broader assortment of functionality, customers' requirements will be fulfilled over a longer period of time. In addition, by intentionally reducing the market gap that currently exists between ACT! and its sister products, transitioning from ACT to Best's other CRM solutions will be an organic process. This is a valuable opportunity to leverage Best's existing customer base and marketing potential.&lt;br /&gt;&lt;br /&gt;As Joe Bergera, senior vice president and general manager at ACT! explained, traditional market segmentation strongly positions ACT! in the 14 user category, representing 40 percent of the company's customer base. Interestingly enough, research shows that the software is currently very well received in sales departments of larger organizations housing more than 500 employees. As Beth Kohler, senior product manager at ACT! explained, it appears as though sales representatives are using the solution as their own private contact information organizer and then reprocessing the data into other co-existing CRM solutions like Salesforce.com, Siebel, or SAP. Clearly, the inexpensive contact management software for small businesses is playing a transitional role for sales representatives in bigger organizations. A logical deduction is then that either sales populations have difficulties in working with upscale and complex CRM tools, or that ACT! has done an excellent job of making the sales population fervently loyal to their product.&lt;br /&gt;&lt;br /&gt;How and how well will Best seize this opportunity in leveraging its existing customer base and marketing potential? Since Sage/Best acquired ACT! in 2001 and presented ACT! version 6 to the marketplace, the company has taken slightly over three years to introduce ACT!2005 representing version 7, with over fifty new features and many usability enhancements. This new version reflects a more long term strategic positioning.&lt;br /&gt;&lt;br /&gt;As far as the product goes, ACT! 2005 provides several additional functionalities to satisfy requirements from a sales force automation (SFA) application including better opportunity management, enhanced activities and calendars. In order to clearly target the larger workgroups ACT! 2005 had to improve data accessibility and security. Some improvements are intended to empower sales management with better visibility and reporting tools that can export organized data with ease.&lt;br /&gt;&lt;br /&gt;More importantly, there are new technical improvements that reflect more current and Internet-based technologies. While ACT! 2005 supports 110 users, an additional version intended for larger sales teams and workgroups, ACT! 2005 Premium for Workgroups is targeted for 550 users. Both new versions boast an MS SQL database allowing improved scalability and make use of a complete .NET platform providing a more reliable code base ready for total Internet accessibility. The development of a web client version is, however, only due at the beginning of next year. Opportunity management improvements include features such as new templates that follow sales stages accurately, along with a completely new quote generation functionality that together move ACT! out of the arena of solely contact management and into the world of sales force automation.&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/the-best-act-is-still-to-come-17478/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7940481876417846327?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7940481876417846327/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/best-act-is-still-to-come.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7940481876417846327'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7940481876417846327'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/best-act-is-still-to-come.html' title='The Best ACT! Is Still to Come'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4130751271610749755</id><published>2010-09-29T21:37:00.003-07:00</published><updated>2010-09-29T21:37:50.552-07:00</updated><title type='text'>SalesLogix and ACT! Officially Branded As Best Software Part 2</title><content type='html'>&lt;div style="text-align: justify;"&gt;At the beginning of July, Best Software, one of the leading business management products and services providers for small and mid-size organizations, announced that Interact Commerce Corporation's popular ACT! contact management and SalesLogix customer relationship management (CRM) solutions will join Best Software thereby creating its CRM Division. The company believes the move should further strengthen its position as a leading provider of front-office/back-office business management solutions for small and mid-size businesses (SMBs). Interact Commerce Corporation and Best Software were operating as sister organizations in the US under their the UK-based parent company, The Sage Group plc (LSE: SGE.L), one of the leading worldwide suppliers of business management solutions and services for small and mid-sized enterprises (SMEs). The new division joins Best's four existing Mid-Market, Small Business, Specialty Products and Nonprofit/Government Divisions.&lt;br /&gt;&lt;br /&gt;This is Part Two of a two-part analysis of Best Software. Part One discussed the Market Impact of recent announcements.&lt;br /&gt;&lt;br /&gt;Positioning&lt;br /&gt;&lt;br /&gt;Looking at positioning, about less than one fifth of the entire Sage client base is in the manufacturing industry, while the rest of its business and products are aimed very successfully at the customers with prevailing needs for accounting, HR/payroll and financials. Still, Sage does have a notable SME manufacturing customer base, particularly at the lower end of the spectrum. Rounding out Best Software's offerings should allow the vendor to solidify its position in its target market. Whereas other vendors such as Epicor Software and Microsoft have been trying to move up-market, Best will likely maintain its focus on the lower-end of the mid-market.&lt;br /&gt;&lt;br /&gt;Additionally, the company sells almost entirely through value added resellers (VARs) as per Great Plains' and Navision's business model. The company has particularly found certified public accountants (CPAs) to be very effective in marketing its bottom-of-the-range of accounting products. At the enterprise level, niche markets and vertical applications are developed by more than a hundred of MAS 90/200 licensed Master Developers. Best's VARs have a reputation for relatively low-cost implementations often with equal service and software license costs (due to the implementation methodology and business templates) and with a go-live within 60 days period, although in part this reflects the smaller scope of implementations too. One has also to remember Sage's widespread global coverage as to discern the company's true position within the global SME market.&lt;br /&gt;&lt;br /&gt;Sage's former acquisition of Interact will have given pause to Microsoft Great Plains/Navision, Epicor, as well as to Siebel Systems, Oracle, SAP, Baan, J.D. Edwards and PeopleSoft that have overtly been targeting the SME for some time. Sage had long needed CRM functional capabilities, and it might have hit the bull's eye with Interact Commerce. The two vendors have indeed marshaled a powerful back-office and front-office systems' combination to the market for SMEs.&lt;br /&gt;&lt;br /&gt;Challenges&lt;br /&gt;&lt;br /&gt;The downside, as a rule, is the painstaking integration effort yet to be devised for a number of remaining products in the Sage/Best family and to be subsequently exerted. The mitigating factor for already integrated products was the fact that erstwhile Sage and then SalesLogix had long formed the product alliance, so the integration task had not started from scratch. However, this might not be the case for the rest of the product portfolio, and as integration is never a simple feat anyway despite SalesLogix' proverbial Open CRM' initiative and a number of mid-market ERP product alliances and subsequent product integration experiences (deals with Exact Macola, Intuitive Manufacturing Systems, and Expandable Software being some, as a matter of interest). A quite similar situation exists with the Abra HR/Payroll product that, likewise SalesLogix in the CRM market, has a prominence in the SME HR market, and has been used via many OEM or any other arrangements by a slew of vendors.&lt;br /&gt;&lt;br /&gt;Best Software will still have to address other challenges in order to continue to thrive in this ruthless competitive environment. The competition is flying from many directions since the company competes in many diverse markets. To that end, in the traditional back-office market, the threat comes from the likes of Intuit and AccountMate in the small business accounting market, via its peers (e.g., Microsoft Great Plains, Navision, ACCPAC, Exact Software, Epicor, SunSystems and Scala to name only some), to the Tier 1 vendors storming down the market. In the pure HR/Payroll mid-market, its archrivals have long been ADP, Employease, Ultimate Software, Agresso, and Lawson, while in the pure-CRM mid-market, that would be the likes of Onyx, Pivotal, Kana, Salesforce.com and FrontRange. Not to mention that SAP, Oracle, PeopleSoft and J.D. Edwards will likely be faced in all the above markets as well.&lt;br /&gt;&lt;br /&gt;Additionally, the wealth of corporate names and a likely unwieldy slew of products within each of Sage's divisions and groups, presents sales and marketing confusion for the company, both internally and externally across the globe. For instance, while the Best brand will be applicable for the North American market, Sage offers for the other international markets a line of products for small business comparable to the above-mentioned Best's line (e.g., Instant Accounting for a single user, Line 50 (for up to 5 users), Line 200 (5-25 users) and Line 500 (up to 1,000 users, f.k.a. Sage Enterprise).&lt;br /&gt;&lt;br /&gt;Therefore, Sage has a myriad of products in its portfolio that could benefit from integration with ACT! and/or SalesLogix, and the company must clearly articulate its plans and the timeline for integration for each of its products. Otherwise or it may face confusion and/or anxiety amongst both its current and potential customers as well as within its VARs. That would be the music to its direct competitors' ears, some of which have already (or all but) rounded up their CRM offering after daunting integration experiences (see Mid-Market ERP Vendors Doing CRM &amp;amp; SCM In A DIY Fashion and Epicor Claims The Forefront Of CRM.NET-ification).&lt;br /&gt;&lt;br /&gt;Room for functional enhancements remains too, despite some of the products' leading positions. To that end, Abra Suite v 7.0 will ship in October with a number of enhancements, including modules for open enrollment and timesheet entry, both of which supplement its existing web-enabled employee self-service and alerts modules. Also, Best will have to build or acquire additional CRM functional enhancements (e.g., database-based marketing management, data mining/analytics, and support for field service) to round out a complete CRM suite. Not to mention the need to bolster external/field service and multilingual capabilities, well beyond English and Spanish.&lt;br /&gt;&lt;br /&gt;The vendor has also been working on extending its coverage of factory processes, especially in terms of job- costing and project-based manufacturing and of more advanced planning capabilities areas that Best Enterprise Suite already addresses well. It also intends to build on its web integration side as to bolster its private trade exchange (PTX) and/or collaborative role-based portal solutions strategy and delivery. The company only recently extended its reach in the professional service automation (PSA) area, with additional enhancements to Best Enterprise Suite that should make it competitive with the above-mentioned peers.&lt;br /&gt;&lt;br /&gt;User Recommendations&lt;br /&gt;&lt;br /&gt;Best's target market, single- and multi-site and multi-national light manufacturing companies and their satellite subsidiaries with up to $250 million-a-year revenue range, should consider the company's value proposition, but avoid selecting it without looking at what the other vendors have to offer. These companies generally are rapidly growing and agile but have a limited IT budget/staff, a conformist IT strategy (a staunch Microsoft shop), and solid to order' manufacturing, distribution, CRM and B2B e-commerce collaboration requirements. Certainly, for SMEs that have long been using one of Sage's/Best's products for financials or HR/Payroll, Best Enterprise should continue to be seen as a logical, but not necessarily the only solution.&lt;br /&gt;&lt;br /&gt;Looking at industry sectors, the company covers financial, distribution, manufacturing and service sectors. Preferred manufacturing styles are make-to-order (MTO), make-to-stock (MTS), and configured products/assemble to order (ATO) in discrete and semi-batch manufacturing processes. Where it does target vertical sectors they would include textiles, furniture, automotive, pharmaceuticals, electronics, food and steel stock holdings via third-party add-ons and resellers' functional additions. Small and mid-size batch process manufacturers should look at Best Mid-Market Division's BatchMasterPFW, a recently acquired comprehensive process manufacturing package.&lt;br /&gt;&lt;br /&gt;While we believe that the above intra-company merger should be synergistic in the long run, some outstanding integration issues, and discontinuation of redundant products are always to be expected. Consequently, until the internal restructuring is consummated, users evaluating the above individual products should exercise moderate caution, keep themselves informed, and consider generally available (GA) functionality only.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/saleslogix-and-act-officially-branded-as-best-software-part-2-challenges-and-user-recommendations-16714/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4130751271610749755?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4130751271610749755/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/saleslogix-and-act-officially-branded_29.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4130751271610749755'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4130751271610749755'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/saleslogix-and-act-officially-branded_29.html' title='SalesLogix and ACT! Officially Branded As Best Software Part 2'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1767567165007384485</id><published>2010-09-29T21:37:00.001-07:00</published><updated>2010-09-29T21:37:24.879-07:00</updated><title type='text'>The Sarbanes-Oxley Act May Be Just the Tip of a Compliance Iceberg</title><content type='html'>&lt;div style="text-align: justify;"&gt;The Sarbanes-Oxley Act (SOX) might be only a tip of a "compliance iceberg" for many enterprises. Namely, International Financial Reporting Standards (IFRS) is another set of guidelines governing the financial statements of listed companies in Europe and other regions, which was introduced on January 1, 2005 (see Claudia Delto's 2005 article Checking It Twice—Basel II, Sarbanes-Oxley Act, International Financial Reporting Standards). IFRS and International Accounting Standards (IAS) were created by the International Accounting Standards Board (IASB) to promote internationally comparable financial statements. Regulation 2002/3626 requires that some 7,000 listed companies in the European Union (EU) prepare their consolidated financial statements in accordance with IFRS and IAS (see mySAP ERP Financials: IFRS Compliance).&lt;br /&gt;&lt;br /&gt;Somewhat similar to SOX, the IAS framework was adopted by the European Commission to increase transparency among companies operating in the EU, with the goal to promote investor confidence and optimize working capital and risk management (see SAP for Banking: Regulatory Compliance). Moreover, IFRS requires companies to provide additional information and contains new standards for valuation, as well as clearer procedures for determining risks and company performance. The most substantial changes affect fixed assets and financial assets, whereby intangible assets such as the value of shares or investments in other companies count toward the total assets. Depreciations that are permissible by tax law but are higher than, for example, German Generally Accepted Accounting Principles (GAAP) depreciation disappear and have no negative effect on the total liabilities. In other words, under IFRS, different life and depreciation periods of assets apply than under any national GAAP (see Checking It Twice).&lt;br /&gt;&lt;br /&gt;Also, under old accounting rules, a company could value its inventories at historic cost (original cost at the time of purchase or payment) so that, for example, an electronics goods vendor might value unsold, several-month-old DVDs at the amount they could have been sold several months ago. But, under IAS-2, when a company files its financial report, it has to give an up-to-date net realizable value (NRV). NRV is an accurate estimate of the products' market values at the time the report is published, with the idea that all corporate assets must be valued at "fair value", rather than at the possibly problematic historic cost. Companies will also need to account for the cost of all employee compensation plans, meaning that the cost of stock option plans must be reflected in company accounts, and any shortfall in company pension funds must be recorded in the accounts.&lt;br /&gt;&lt;br /&gt;Companies in the US are not directly affected by these regulations, because they have to comply with the US GAAP financial reporting regulations instead. However, because these financial statements alone do not fulfill the legal requirements for local financial statements, financial accounting books will have to be kept in parallel so that they can be assessed both in terms of IFRS and local law (see Checking It Twice).&lt;br /&gt;&lt;br /&gt;This requirement has far-reaching implications for companies of all sizes, since publicly traded companies need to adhere to IFRS while still complying with local tax, dividend, and other regulations, and therefore require at least two sets of financial statements. Further, because capital markets demand comparable numbers for investment decisions, even non-listed companies will be forced to issue IFRS-compliant financial statements (see mySAP ERP Financials: IFRS Compliance). This requires the use of enterprise systems that can maintain several parallel ledgers in general ledger (GL) accounting, and carry out parallel evaluations so that companies can adhere to complex accounting standards, meet capital and financial market requirements, and ensure the reliability and transparency of their financial reporting.&lt;br /&gt;&lt;br /&gt;In this way, companies should be able to meet the different requirements of IFRS and local GAAP, as well as address such issues as business combinations, financial instruments, and share-based payments. Last but not least, a well-devised enterprise solution should not allow anyone reconfigure a workflow if a number of the SOX or IFRS compliance steps would be disregarded. Likewise, a compliance-aware enterprise system would not permit someone to move (drag-and-drop) a specific field to a different screen if that information is required for some other critical processing.&lt;br /&gt;&lt;br /&gt;For additional information see Thou Shalt Comply (and More), or Else: Looking at Sarbanes-Oxley and Important Sarbanes-Oxley Act Mandates and What They Mean for Supply Chain Management.&lt;br /&gt;&lt;br /&gt;Horizontal Versus Vertical Regulatory Requirements&lt;br /&gt;&lt;br /&gt;Apparently, many human resources (HR)-related regulations, in addition to the above mentioned financial reporting directives, are applicable across numerous industries, and most enterprises must abide by them. Included in the long list of such regulations are Equal Employee Opportunity (EEO); the patient privacy Health Insurance Portability and Accountability Act ([HIPAA], see HIPAA-Watch for Security Speeds Up Compliance); Consolidated Omnibus Budget Reconciliation Act (COBRA); Occupational Safety and Health Administration (OSHA); Employee Retirement Income Security Act (ERISA); discrimination and harassment regulations; union agreements (where applicable); and those of the Financial Accounting Standards Board (FASB).&lt;br /&gt;&lt;br /&gt;Given that we live in a litigation-happy society, where a company is more likely to be sued by an employee than to be audited by the US Internal Revenue Services (IRS), it is no surprise that regulatory requirements and corporate governance issues account for the modest increase in demand for transactional HR systems. These HR systems provide tools to produce the W-2 and 1099-R forms, the maintenance of data in compliance with immigration laws, and the Americans with Disabilities Act (ADA) disability information. For more information, see Thou Shalt Manage Human Capital Better.&lt;br /&gt;&lt;br /&gt;Banks and Financial Organizations' Liquidity Issues&lt;br /&gt;&lt;br /&gt;However, to further complicate things, many industries have their own inherent regulatory requirements. For instance, banks and financial institutions must comply with a growing array of national and international legislation and recommendations. For example, the Gramm-Leach-Bliley Act (GLBA), signed into law by former US President Clinton, has drastically changed the way financial institutions conduct business. With this law, many responsibilities have been placed upon banks and financial institutions to protect the customers' nonpublic, personal information. The GLBA governs the collection and disclosure of customers' personal financial information by financial institutions. It also applies to companies that receive such information, whether or not they are financial institutions. Namely, the GLBA Safeguards Rule requires all financial institutions to design, implement, and maintain safeguards to protect customer information, and the rule applies not only to financial institutions that collect information from their own customers, but also to financial institutions that receive customer information from other financial institutions, such as credit reporting agencies.&lt;br /&gt;&lt;br /&gt;Recently and frequently publicized has been the New Basel Capital Accord, or Basel II, which establishes requirements for banks to manage the risks of issuing loans. As discussed in Checking It Twice, the regulation, whose implementation was completed at the end of 2006, increases both the level of risk management and the required level of disclosure, and consequently requires significant changes in financial institutions' policies, processes, and systems. A recommendation issued by the Basel Committee on Banking Supervision, Basel II is a recommendation to help credit institutions protect themselves against the risk of credit loss and increase the overall transparency of their business in their daily work with market, liquidity, and general risks. To that end, banks must identify potential risks and set aside capital to compensate for potential losses. Furthermore, Basel II calls on the banking supervision authorities to conduct regular inspections of credit institutions to jointly monitor and analyze risks. Finally, the banks are committed to publishing their equity capital structure and their own risk situation.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/the-sarbanes-oxley-act-may-be-just-the-tip-of-a-compliance-iceberg-18908/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1767567165007384485?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1767567165007384485/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/sarbanes-oxley-act-may-be-just-tip-of.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1767567165007384485'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1767567165007384485'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/sarbanes-oxley-act-may-be-just-tip-of.html' title='The Sarbanes-Oxley Act May Be Just the Tip of a Compliance Iceberg'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-953942018560657436</id><published>2010-09-29T21:36:00.001-07:00</published><updated>2010-09-29T21:36:40.385-07:00</updated><title type='text'>The Strategic Importance of Asset Management Part Three: A New Framework</title><content type='html'>&lt;div style="text-align: justify;"&gt;As the level of understanding of these areas begins to rise, so too do the expectations that managers and companies will be able to meet modern requirements.&lt;br /&gt;&lt;br /&gt;In the past, maintenance strategy has frequently been treated in a highly reactive manner. Maintenance regimes are often created in response to machine breakdowns or incidents. Often, in the aftermath of disasters, there are public statements made demanding, or promising, "more intensive maintenance."&lt;br /&gt;&lt;br /&gt;While the intention is laudable, the result of such reactive actions is often either non-effective or counter productive. Either way it is too late to stop the original incident from having occurred.&lt;br /&gt;&lt;br /&gt;Managing assets needs to be done in a truly proactive approach, one that ties the management of physical assets to the corporate objectives.&lt;br /&gt;&lt;br /&gt;A modern approach to asset management can be visualized as a series of dominoes. Each domino needs the momentum from the previous area, and then proceeds to pass this momentum to the next domino in the line. Starting at any point other than the beginning will leave some dominoes standing.&lt;br /&gt;&lt;br /&gt;Modern asset management can be seen in the same way. Each of the dominoes represents one of the decision-making areas that are required to adequately manage assets.&lt;br /&gt;&lt;br /&gt;The initial momentum to begin the sequence comes from the vision of a future state. This needs to clearly represent the corporate objectives and goals, and expressing how asset management can play a part in achieving these goals.&lt;br /&gt;&lt;br /&gt;This energy is then carried forward to impact on the remaining areas of decision-making. As with the dominoes, a decision to begin in the middle of this chain reaction will omit areas important to the end result.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;This is Part Three of a three-part note.&lt;br /&gt;&lt;br /&gt;Part One discussed changing attitudes.&lt;br /&gt;&lt;br /&gt;Part Two covered the implications for asset management.&lt;br /&gt;&lt;br /&gt;The Corporate Viewpoint&lt;br /&gt;&lt;br /&gt;Perhaps more than any other management initiative, asset management is heavily driven by the corporate requirements and objectives. Yet it is often overlooked or summed up in global statements regarding "improved efficiency" or "improved quality."&lt;br /&gt;&lt;br /&gt;One of the more recent tools in a manager's arsenal is the balanced scorecard. This proven tool has been used successfully throughout the world as a means of communicating corporate strategy, and converting strategy into results. However specific asset management goals and causality links are rarely included in corporate scorecards. Including asset management at this level of corporate objective setting, sets two powerful dynamics in motion. Firstly, it raises the level of understanding, throughout the company, of this area and its importance. Secondly, it provides guidelines for future decisions that will need to be taken regarding the following steps in the chain reaction.&lt;br /&gt;&lt;br /&gt;Developing Maintenance Strategy&lt;br /&gt;&lt;br /&gt;The corporate objectives, once clearly defined and linked to asset management, act as "requirements" in the creation of the strategy regimes.&lt;br /&gt;&lt;br /&gt;An example of this can be found in the linking of corporate objectives regarding quality to asset performance. Determining exactly what the future acceptable level of poor quality will be immediately provides a guide for the performance standards required of the assets in the production lines.&lt;br /&gt;&lt;br /&gt;These then need to be considered along with all other requirements that the company may have of its assets. There are a large number of areas that contribute to the company's requirements of its assets, and all of these need to be considered in the resulting analysis.&lt;br /&gt;&lt;br /&gt;When there is a clear definition of what it is that companies need from their asset base it will allow them to&lt;br /&gt;a)&lt;br /&gt;    understand if their assets are able to achieve these objectives in the first place, and&lt;br /&gt;b)&lt;br /&gt;    determine the maintenance strategies required to ensure that they do, or&lt;br /&gt;c)&lt;br /&gt;    determine what enhancement actions are required to meet corporate requirements Working through these two steps not only forces a radical change in the manner in which companies view their assets, it also leads to a radical change in the way that the assets are managed and that decisions are taken in this area.&lt;br /&gt;&lt;br /&gt;Applying Maintenance Strategy&lt;br /&gt;&lt;br /&gt;As work on maintenance strategy gets underway, work can begin on the steps relating to the application of maintenance strategy. This means taking the strategies and determining what are the supporting business needs and processes that will be required to execute them.&lt;br /&gt;&lt;br /&gt;As the strategies are developed, information regarding the clear requirements of the materials and human resources functions will begin to emerge.&lt;br /&gt;&lt;br /&gt;This gives a company the ability to totally plan and control the maintenance efforts and spending, from the strategies through to the materials and human resources dimensions, all aligned with the true asset requirements.&lt;br /&gt;&lt;br /&gt;Similarly, as these fundamental issues are addressed, there begins to be an understanding of what the business processes need to be. Quite often this can mean a radical change to existing processes.&lt;br /&gt;&lt;br /&gt;These can range from processes governing acquisition, installation and enhancements, through to the operational processes. In some cases it may require different maintenance scheduling frequencies, in others it may require whole new skill bases to be developed or it may lead to changes in the ways that we plan, perform, and record work that are done.&lt;br /&gt;&lt;br /&gt;In stark contrast to conventional thinking in field of asset management systems, it becomes clear that business processes do not drive "requirements". In fact business processes, and the systems that are used to manage them, are driven by asset requirements.&lt;br /&gt;&lt;br /&gt;This is one of the key misconceptions to have emerged regarding enterprise asset management in recent years.&lt;br /&gt;&lt;br /&gt;Administering Maintenance Strategy&lt;br /&gt;&lt;br /&gt;With the asset requirements, supporting business needs, and work processes defined, attention can now turn to the use of an existing or future computerized maintenance management system(1).&lt;br /&gt;&lt;br /&gt;It sometimes becomes clear that the systems in place are either inadequate for managing the asset portfolio or that they are being used in a manner that does not align with the newly defined business processes.&lt;br /&gt;&lt;br /&gt;This is often a startling revelation to companies expecting to be able to merely "roll out the maintenance modules" of their existing ERP that was bought for financial or other business reasons.&lt;br /&gt;&lt;br /&gt;This can often be a rude awakening when the amounts of money that are sometimes involved are taken into account.&lt;br /&gt;&lt;br /&gt;Conclusions&lt;br /&gt;&lt;br /&gt;There can be no doubt that the perceived importance of physical asset management has risen substantially during 2003. There can also be no doubt that this trend will continue into the future as it has done over the past three decades.&lt;br /&gt;&lt;br /&gt;It is beginning to become more widely understood that asset management is a complex and specialized area. One which can be a source of strategic advantages, but also one in which the implications of misjudgement can be extremely serious. Not only from a financial perspective but also in many areas of corporate activity. In order to exploit the advantages available in asset management, and ensure their responsible stewardship, management will need to be based around three basic tenets:&lt;br /&gt;&lt;br /&gt;   1. Using the correct people;&lt;br /&gt;&lt;br /&gt;   2. With the correct knowledge;&lt;br /&gt;&lt;br /&gt;   3. To make decisions in the correct way.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/the-strategic-importance-of-asset-management-part-three-a-new-framework-17140/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-953942018560657436?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/953942018560657436/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/strategic-importance-of-asset_29.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/953942018560657436'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/953942018560657436'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/strategic-importance-of-asset_29.html' title='The Strategic Importance of Asset Management Part Three: A New Framework'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-9028768525670316393</id><published>2010-09-29T21:34:00.002-07:00</published><updated>2010-09-29T21:35:17.626-07:00</updated><title type='text'>Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management</title><content type='html'>&lt;div style="text-align: justify;"&gt;Recent scandals in the corporate world have created a refreshed awareness of the audit function. A direct by-product of these scandals is the Sarbanes-Oxley Act of 2002 (SOX), which gives legal and financial muscle to the assurance of the integrity, reliability, and accuracy of financial reporting and corporate disclosures. In fact, based on a recent survey of CFO's and IT executives, 71 percent of the respondents believe that Section 404 of the Act, which requires business process audits and documentation to support internal controls certification, is the most critical part of SOX. While some may argue that the Act does not go far enough, it is surely a positive, aggressive start.&lt;br /&gt;&lt;br /&gt;While this reemphasis may be good news for current and ongoing systems, the process of developing an audit awareness and the need for substantial controls can and should be established as software is being implemented. If you are the project manager or the project sponsor, possibly the company's CEO or CFO, it is in your best interest to create a financially healthy environment from the start of the implementation project. The expectation is that this good inbreeding will continue with the software into production and throughout its entire lifecycle. Considering the extensive scope of enterprise software such as enterprise resource planning (ERP), supply chain management (SCM), and warehouse management systems (WMS) software, the need for adequate and substantial controls is even more apparent.&lt;br /&gt;&lt;br /&gt;This two-part article looks at four key segments of an enterprise software implementation, with timely emphasis on SOX, and suggests audit procedures, controls, and processes that should be typified, observed, tested, and reported upon. These segments include:&lt;br /&gt;&lt;br /&gt;    * Project Planning and Management&lt;br /&gt;    * Documentation and Reporting&lt;br /&gt;    * Software Piloting&lt;br /&gt;    * Data Conversion&lt;br /&gt;&lt;br /&gt;Clearly, there may be others and, hopefully, this discussion can encourage or scare you into identifying these other areas that may be pertinent and cost-effective to your organization.&lt;br /&gt;&lt;br /&gt;Part I discusses planning and management and documentation, which have a wide-ranging influence on an implementation project.&lt;br /&gt;&lt;br /&gt;Part II will look at two specific areas where the audit affect can be particularly significant and follow the software into production.&lt;br /&gt;&lt;br /&gt;Project Planning and Management&lt;br /&gt;&lt;br /&gt;Before the full impact of SOX can be absorbed into an organization as a basic component or guiding principle of a project's life cycle, considerable prep work is needed. Getting everyone acquainted with the requirements of the Act and making sure that projects are in compliance is no simple task. Be advised, it will not happen overnight. Consequently, an education and training process must be completed so that everyone is in agreement and on the same sheet of music. This mission should be undertaken as you would for any project but with special emphasis placed on securing a high profile executive to serve as the sponsor. Given the fact that they are most affected by SOX, a CEO or CFO are natural choices and should be easy to convince to participate.&lt;br /&gt;&lt;br /&gt;The key elements of project planning and management that come under intense scrutiny include:&lt;br /&gt;&lt;br /&gt;    * Project charter and overall workplan&lt;br /&gt;    * Project plan&lt;br /&gt;    * Regular and documented status reporting format&lt;br /&gt;    * Issue resolution protocol&lt;br /&gt;    * Deliverable monitoring against plan&lt;br /&gt;    * Continual communications plan&lt;br /&gt;&lt;br /&gt;You are probably saying this is not new stuff; we're doing it today. While the sections of SOX are still in a state of flux, particularly Section 404, the specifications for these elements will not be open to discussion but rather will be rigidly dictated and compliance strictly enforced. Consequently, more than casual attention must be given to these matters and must be available for future review.&lt;br /&gt;&lt;br /&gt;Projects will be evaluated based on their impact on a company's bottom line. Specifically, large projects, particularly those associated with enterprise-wide systems, are responsible for consuming materially significant funds that can affect financial statements. Accordingly, the internal and external costs associated with a project can represent a significant expenditure and corresponding expense. The level of expenditure can determine whether software acquisition and implementation projects are capitalized between the balance sheet and income statement. Furthermore, the allocation method must be defensible. Typically, a company will rely on the project manager and the corresponding procedures and controls to support the position taken.&lt;br /&gt;&lt;br /&gt;With the arrival of SOX, as project manager, you should be taking certain actions in preparation. Become familiar with the Act itself and see if your industry has additional requirements. An education process for the organization has been addressed above. The AICPA provides a nice and concise overview of the Act. Start looking at Sarbanes-Oxley tool sets. Typically, these are not intended to replace project management tools but rather act as repositories, providing a means to capture required data. Typically, your external auditors can help in this regard. As will be discussed below, start involving the audit function in the project management process as a way to install a control discipline and mindset at the start of a system's life cycle.&lt;br /&gt;&lt;br /&gt;Probably those of you working in an overseas company and not subject to the Act may heave a sigh of relief. Good control practices, however, are not restricted by national boundaries or languages. These practices just make good sense and do not need legislation or the attachment of criminal penalties to be implemented. Steal the concepts from the SOX and start your own program to improve internal control practices.&lt;br /&gt;&lt;br /&gt;As a project manager, you should encourage the involvement of the audit function from the outset. While specific and typical areas of involvement will be addressed in Part II of this article, as part of the planning and management process, coordination with the audit function can ensure that control objectives and guidelines are understood. In this way, team members will be able to assist in the identification of control weaknesses or gaps. Bear in mind, however, that the ultimate decision as to the materiality of a control weakness rests on the shoulders of the audit function.&lt;br /&gt;&lt;br /&gt;Finally, a key aspect of project management is keeping management informed. Ensure that the steering committee, including the executive sponsor, is aware of the project's progress against plan, decision points, and significant changes in scope. Their approval will help keep you in SOX compliance. This is also an opportune time to discuss control objectives and their positive affect on and through the enterprise software. Companies are also starting to look more closely at the project management office (PMO) in an effort to provide more efficiencies but, more importantly, tighter control and monitoring of IT projects. But don't expect a quick fix, easy metrics, or an immediate payback.&lt;br /&gt;&lt;br /&gt;Documentation and Reporting&lt;br /&gt;&lt;br /&gt;The documentation required for compliance with SOX is rigorous. Consequently, a critical aspect of SOX compliance and an internal controls framework is developing a repository of documented controls. As indicated above, there are tool sets available to facilitate this activity. However, the implementation team, with the software's functionality fresh in mind, can start the compilation process and fill the repository. As the project team becomes familiar with the software, control aspects will come to light. For this reason, it is important the audit function defines internal controls, both hard and soft, so that the team knows what to be on the watch for. Confirmation of the controls can be completed in the testing and piloting phases.&lt;br /&gt;&lt;br /&gt;Samples of documentation that could be used to satisfy the SOX requirements and, more importantly, can be accumulated during the acquisition and implementation of software are:&lt;br /&gt;&lt;br /&gt;    * Policy and procedure manual&lt;br /&gt;    * Job descriptions and desk procedures&lt;br /&gt;    * Systems documentation and workflows&lt;br /&gt;    * Report layouts and samples&lt;br /&gt;    * Edit criteria and error resolution procedures&lt;br /&gt;    * Ongoing reconciliation procedures&lt;br /&gt;&lt;br /&gt;Many of these samples can be easily obtained from the vendor or vendor special interest groups where other companies may have already paved the way.&lt;br /&gt;&lt;br /&gt;Some might argue that compliance with SOX will only add to the length of the overall project. First, to counter that argument, companies bound by SOX may have little choice. Secondly, it is easier to gather the information gradually as a work-in-progress rather than afterwards when interests have been transferred to other projects. Finally, below is the tradition timeline of an implementation project with the interjection of an audit presence. It would not appear that the extension of the overall project length is minor and could be considerably offset if the audit function serves an active member of the team.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/audit-considerations-for-enterprise-software-implementations-part-1-project-planning-and-management-17089/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-9028768525670316393?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/9028768525670316393/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/audit-considerations-for-enterprise.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9028768525670316393'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9028768525670316393'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/audit-considerations-for-enterprise.html' title='Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7575135359290537449</id><published>2010-09-29T21:34:00.001-07:00</published><updated>2010-09-29T21:34:51.488-07:00</updated><title type='text'>Important Sarbanes-Oxley Act Mandates and What They Mean for Supply Chain Management</title><content type='html'>&lt;div style="text-align: justify;"&gt;More and more, enterprises are realizing the importance of adopting a holistic approach to their businesses from top down, and are beginning to harness an emerging strategic software category—governance, risk management, and compliance (GRC). To this end, their attention so far has been greatly focused on ensuring compliance with the US Sarbanes-Oxley Act (SOX). Chief financial officers (CFOs) and chief executive officers  (CEOs) of publicly traded companies are now very much aware of the impact SOX has on their firms, as failure to comply with the law's strict standards and policies, even unknowingly, can essentially end the career of any executive, and often in a disgraceful manner. For a discussion on the relationship of SOX to other regulatory laws, see Thou Shalt Comply (and More, or Else).&lt;br /&gt;&lt;br /&gt;Although the law included a number of new mandates, two sections have had clear implications for corporate information systems, while some are especially relevant to supply chain management (SCM). Namely, Section 404 (management assessment of internal controls) requires management to assess the effectiveness of its own internal controls and procedures for financial reporting each year. Section 409 (real time disclosure) requires companies to disclose material changes in their financial conditions or operations on a rapid and current basis. Section 404, which requires audit of internal controls, has made executives reexamine and sometimes replace operational systems that are not well integrated with their financial systems.&lt;br /&gt;&lt;br /&gt;Section 401a (off-balance-sheet obligations disclosure) is an addition to the Securities Act of 1934. Section 401a requires disclosure of "material off-balance-sheet transactions, arrangements, obligations (including contingent obligations), and other relationships of the issuer [that is, the company itself, an issuer of securities] with other entities or persons" if these arrangements may have a current or future material effect on the firm's financial condition, operations, and so on.&lt;br /&gt;&lt;br /&gt;This particularly affects service contracts, such as those typically written with ocean carriers and vendor managed inventory (VMI) arrangements undertaken to hedge risk and move assets off the balance sheet. Increasingly, businesses that adopt VMI practices to reduce current inventory assets may include some form of penalty clause in their contracts for failure to use materials or early cancellation of agreements, and Section 401a clearly requires time-phased listings of these potential obligations. Also, market conditions might change and cause firms to cancel long-term purchase agreements with suppliers, with cancellation penalties or restocking charges as a result. SOX requires enterprises to outline the precise details of these potential charges and penalties. Along similar lines, companies must report and document any early termination or cancellation fees in any lease agreements or letters of intent (which are sometimes used to aid with delivery schedules and manufacturing lead times for critical items).&lt;br /&gt;&lt;br /&gt;While Section 401a has limited applicability to some supply chain contracts, Section 404 is broadly relevant to many SCM processes, including outsourcing arrangements. Outsourcing of processes and transactions comes under both Sections 401 and 404, whereby off-balance-sheet agreements with suppliers need to be reported (401) and subjected to effective internal controls (404). SOX is more demanding in this regard than traditional auditing standards. For instance, Section 404 directs the US Securities and Exchange Commission (SEC) to prescribe rules that require annual reports to include an internal control report. This internal control report must contain two elements: 1) it must state management's responsibility for establishing and maintaining controls (including policies, procedures, and processes) for financial reporting, and 2) it must contain an assessment of the effectiveness of these controls and procedures.&lt;br /&gt;&lt;br /&gt;If the supply chain is to be truly controlled to the level required by SOX, then there must be a well-structured process that runs across multiple functions, and not merely a series of transactions pretending to be a process. CEOs will thus look to all leaders corporate-wide, including the SCM managers, to take a proactive and collaborative role in corporate governance, since everyone has to realize that passing audits is only one step to the improvement of corporate governance, and that auditors will never understand areas of the supply chain the same way SCM professionals do (and vice versa).&lt;br /&gt;&lt;br /&gt;Firms that move aggressively in the direction mandated by Section 404 might even have a chance to improve the management of their supply chains (that is, achieve supply chain excellence), and to gain a competitive advantage on their rivals. This is particularly true given that other disclosure requirements (those instituted in the European Union [EU], for instance) can also support a more efficient and credible, competitive environment for businesses and their supply chains.&lt;br /&gt;&lt;br /&gt;Control requires visibility across the process (from ordering components to delivering finished goods and services to customers), and information technology (IT) may be a necessary aid to achieving this total visibility. Yet IT alone is not sufficient to constitute SOX-level control. Meaning, the mere tracking of inventory cannot substitute for efficiency and effectiveness in all SCM activities. For example, with regards to inventory management and inventory write-offs, most enterprises still have the responsibility of controlling inventory and fixed assets. However, SOX implications would now instill the requirement that inventory values are correctly stated, whereby CFOs can no longer "defer" inventory write-downs to avoid write-off losses on quarterly income statements. In other words, SOX demands more accurate and timely accounting to ensure that the material is physically present, its condition is correctly stated, and inventory values are accurately recorded within the accounting system.&lt;br /&gt;&lt;br /&gt;As for material transfers and poor inventory accuracy, most enterprises still have the responsibility for material control activities. In the past and all too often, material transfers and inventory transactions would not be processed in a timely manner, thereby creating a true inventory that is "out of kilter" with the expected-on-records situation. SOX, however, states that all movements of inventory or fixed assets must now be recorded in a timely fashion. In other words, all movements will have a definitive financial impact on the company, and the recording of accurate financial information is the foundation of SOX.&lt;br /&gt;&lt;br /&gt;Further, an accounts payable (AP) system that does not systematically match purchase orders (POs) and receipts to vendor invoices prior to payment might be vulnerable to fraud, or even to a situation where someone creates fictitious employees or suppliers to then "pay" them, and pocket the money himself or herself. Traditionally, SCM departments within enterprises (for example, engineering departments) have accommodated "internal customers" to "sanitize" so-called "after the fact purchase order" commitments. Under SOX regulations, however, if policies and procedures specifically outline requisitioning and procurement authorities, and if these clearly state that SCM departments are not authorized to issue confirming commitments, then such actions by SCM departments would be an apparent SOX violation. The "charge" would be failure to adhere to internal controls with regards to commitment of company funds and in accordance with company policies and procedures.&lt;br /&gt;&lt;br /&gt;All this accentuates the importance of instituting the so-called segregation-of-duties (SOD) for possible conflict-of-interest practices in the procure-to-pay processes, which include receiving, order placement, invoice processing, and establishing vendor (supplier) master data and setups. Section 404 is all about ensuring that companies have adequate approval processes and procedures in place to preempt fraud or theft, as well as making sure what controls and testing are performed to guarantee that these safeguards are working.&lt;br /&gt;&lt;br /&gt;Other examples of good SOD practices are to not allow an engineering manager to both select and pay suppliers, because some of these suppliers could, for instance, be family members or best buddies of the manager. Software developers should not perform quality testing on their own applications. Also, an invoicing system that is not integrated with shipping might allow a manager to improperly recognize revenue that has not yet been earned. Many enterprises now also use numerous contemporary tools, such as procurement cards, e-procurement applications, and blanket order releases, to either assist or monitor execution of company expenditures. The aim of SOX is to ensure that businesses institute adequate controls to monitor expenditures and commitments to make certain that company assets are safeguarded and policies are complied with.&lt;br /&gt;&lt;br /&gt;Documenting Activities Affected&lt;br /&gt;&lt;br /&gt;SOX has also had an effect on the obligation of public companies to document their activities. Since changes in their activities could affect companies' bottom lines, companies must provide all relevant information about any changes to their shareholders within ninety-six hours (see Claudia Delto's 2005 article Checking It Twice -- Basel II, Sarbanes-Oxley Act, International Financial Reporting Standards). Therefore, the timeliness requirement of Section 409 seems to call for a much more transparent and integrated financial reporting system than many companies have today. For example, companies that are accustomed to working on a ten-day financial closing period would seem to be at risk for noncompliance with the real time disclosure requirement, which is currently interpreted as demanding disclosure of material events within four business days.&lt;br /&gt;&lt;br /&gt;Logically, when key or critical supplies or services are late, they inevitably have an impact on a company's revenue. And if late deliveries result in a material financial impact, this must be reported in a timely fashion. Also, given the trend towards more outsourcing, companies are held responsible for good business decisions and for execution of agreements and supplier relationships. Section 409 is to make sure that in case of supply disruption, there is a process in place to report the financial impact of the disruption on a timely basis, if of material nature.&lt;br /&gt;&lt;br /&gt;An SAS 70 Type II Report may also need to be included within the outsourcing proposal request. For those not familiar with the report, SAS 70 is an auditing standard designed by the American Institute of Certified Public Accountants (AICPA) to enable an independent auditor to evaluate and issue an opinion on a service organization's controls. The service auditor's report contains the auditor's opinion, a description of the controls placed in operation, and a description of the auditor's tests of operating effectiveness (if the report is a Type II).&lt;br /&gt;&lt;br /&gt;The audit report can be shared with the service organization's customers (user organizations) and their respective auditors. The service organization is responsible for describing its control objectives and control activities that would be of interest to user organizations and their respective auditors. In other words, the report allows each outsource provider to have a single assessment account, and precludes the need for them to have each client review their processes on an individual basis. It is a mechanism for outsource providers to demonstrate the sufficiency of their controls design and to verify that their controls are operating effectively.&lt;br /&gt;&lt;br /&gt;The problem of SOX reporting is particularly acute for firms with multiple operating units and decentralized systems. This is because in recent years, many enterprises have grown both organically and through acquisitions, and thus, accurately reporting on these business units requires a significant number of "manual" accounting processes and adjustments. Such companies will either need to adopt a common financial reporting system, perhaps integrate multiple systems with a financial reporting layer at the corporate level, or implement a performance management solution to provide near real-time analytics (see Financial Reporting, Planning, and Budgeting As Necessary Pieces of EPM).&lt;br /&gt;&lt;br /&gt;Also, while the first few years since SOX enactment have been devoted mostly to financial issues, in 2007 and beyond, the law's mandates will likely delve deeper into organizational structures and significantly touch SCM, human resources (HR), and IT departments. Even now, SOX requires disclosure of risks and strategies that will go into effect after such disruptive events as hurricanes, accidents, and threats or actual instances of terror, to mitigate their effects.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/important-sarbanes-oxley-act-mandates-and-what-they-mean-for-supply-chain-management-18906/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7575135359290537449?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7575135359290537449/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/important-sarbanes-oxley-act-mandates.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7575135359290537449'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7575135359290537449'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/important-sarbanes-oxley-act-mandates.html' title='Important Sarbanes-Oxley Act Mandates and What They Mean for Supply Chain Management'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7525797530741267695</id><published>2010-09-29T21:32:00.000-07:00</published><updated>2010-09-29T21:34:26.185-07:00</updated><title type='text'>Process Manufacturing: Industry Specific Requirements Part One: Introduction</title><content type='html'>&lt;div style="text-align: justify;"&gt;Traditionally, manufacturing is categorized by two methods: process and discrete. Many differences exist, but most can be grouped into two areas: those derived from material issues and those derived from production issues.&lt;br /&gt;&lt;br /&gt;Process materials are different than discrete materials. Process materials are powder, liquids or gases; they must be confined; and they are more difficult to accurately measure. Process materials are close to their natural sources (farms, mines, etc.) and therefore, are of inconsistent quality. Inconsistent quality means extensive quality procedures, segregation (lot control), restriction of use (this lot is okay for one customer but not another), and usually the inclusion quality attributes as part of their inventory definition. Process materials vary with time. They get better, they get worse, and they change their identity.&lt;br /&gt;&lt;br /&gt;Production issues give us the simplest definition of process manufacturing. Specifically, once you produce your finished product, you cannot distill it back to its basic ingredients. Have you ever attempted to return orange juice back to its original water, sugar, sodium, and, of course, oranges or extract the pigments out of paint? Conversely, you can disassemble a car back to its tires, spark plugs, carburetor, and engine block. There are similar components in process and discrete manufacturing such as ingredients versus parts; formulas versus bill of materials; several units of measure (i.e., pounds, ounces, and liters) versus EA (each).&lt;br /&gt;&lt;br /&gt;There are, however, subtle differences. Process manufacturing is scalable. For example, if the formula calls for a 1,000 pounds of oranges but you only have 500 pounds, you can still make orange juice; just not as much. If you only have three tires, you are going to have wait for the fourth tire before the car can start rolling off the production line. In process, you tend make product in bulk or batches as in a vat of coke or a 500-gallon tanks of solvent and then pack it off to fulfill customer orders. On the other hand, in discrete manufacturing you would expect to see one computer at a time coming down the production line.&lt;br /&gt;&lt;br /&gt;For a quick refresher on process manufacturing, peruse the articles, Process Manufacturing: A Primer or What Makes Process Process.&lt;br /&gt;&lt;br /&gt;The remainder of this article focuses on process manufacturing. However, to say process manufacturing functions are the same in all industries is tantamount to saying that a Ferrari and a Ford truck are simply means of getting from point A to point B. Just as you would not use a Ferrari to haul lumber, aspects of process manufacturing cannot be applied equally and with the same importance to all industries. This article looks at the unique requirements of process manufacturing in three industries: food and beverage, chemical, and a hybrid industry, textiles. One way or another, these requirements must be satisfied. If a software vendor can provide this satisfaction, your organization's anxiety level concerning the implementation of enterprise-wide systems can be significantly reduced.&lt;br /&gt;&lt;br /&gt;If you are not in these industries, you can stop reading. No, wait! Perhaps, by understanding how a particular requirement or aspect of process manufacturing relates to one of these industries you may get a better understanding or insight on how it can be applied in your company. Whew! Thought that I had lost you! Glad you're back.&lt;br /&gt;&lt;br /&gt;Editor's Note: For the purpose of this article, process and continuous-flow manufacturing are treated as synonymous. Continuous-flow manufacturing is the eradication of product stagnation in and between processes. Once a product has entered the manufacturing process, it moves on without having to be stored. Special considerations to establish a continuous-flow operation, such one-piece-at-a-time production and multi-process handling, , will not be addressed in this article.&lt;br /&gt;&lt;br /&gt;This is Part One of a three-part note.&lt;br /&gt;&lt;br /&gt;Part Two discusses process manufacturing requirements for the chemical industry.&lt;br /&gt;&lt;br /&gt;Part Three discusses process manufacturing requirements for the textile industry and provides a summary.&lt;br /&gt;&lt;br /&gt;Food and Beverage Industry&lt;br /&gt;&lt;br /&gt;As you might expect, any industry that affects the health and welfare of the human race is bound to have special needs and requirements. With the incidents of Mad Cow Disease and the sudden and seemingly continuous preoccupation with the Atkins Diet, the most insignificant requirement for the food and beverage (F&amp;amp;B) industry is in the area of quality control (QC). While your customers may have their own special quality requirements, first and foremost, conformance must be established and verified with external agencies, such as (in the US) the Food and Drug Administration (FDA) and Bureau of Alcohol, Tobacco and Firearms (ATF) or your product will never reach the market. Consequently, integration with these external sources and frequent changes would be a critical element of the QC function. As you go further back into the supply chain process, the QC function must extend and usually starts with the supplier. Regardless, as the producer of a finished product, the responsibility for quality is joint and several which gives little allowance as to where the defect occurred in the supply chain. Look for software that seamlessly integrates with external agencies regulating your particular segment of the F&amp;amp;B industry.&lt;br /&gt;&lt;br /&gt;Of special note is the US Bio-terrorism Act of 2002. This act places a series of new requirements on F&amp;amp;B companies. Most, including the authors, think that compliance with the Bio-terrorism Act is not possible without computerization of both the production process and the supply chain.&lt;br /&gt;&lt;br /&gt;Once the regulated and external requirements are satisfied, there are customer and ingredients-related QC specifications that must be addressed. If your company is producing a finished product that is an ingredient into your customer's product, additional QC compliance is typically required. This could be for nutritional or ethnic considerations. Consequently, the setup of the QC function within the software must be flexible and adaptable.&lt;br /&gt;&lt;br /&gt;The accurate statement of the QC specifications for the ingredients can also come into play. Going back to the orange juice example, the acidity of the oranges determines the amount of other ingredients (sugar, water, etc.) that may have to be adjusted to counteract the pH level. The pH level, recorded in the QC process, will therefore impact the product's specifications but, equally important, effect the "on the fly," one-time formula modification. Other QC-related requirements, that should be self-explanatory, include&lt;br /&gt;&lt;br /&gt;    * Nutritional reporting and labeling&lt;br /&gt;    * Taste QC specifications&lt;br /&gt;    * Color consistency QC specifications&lt;br /&gt;    * Shelf life longevity and reporting&lt;br /&gt;&lt;br /&gt;Having worked in the food processing industry, the most terrifying words that you can hear on a Friday afternoon are, "This hamburger or soda tastes funny!" Your weekend, and possibly your livelihood, could be ruined and until you can dispel or confirm the damaging insinuation, an F&amp;amp;B organization is living in anticipatory paralysis. The fear stems from the negative financial impact on the company's image and customer base. Consequently, product recallability is an essential.&lt;br /&gt;&lt;br /&gt;The Bio-terrorism Act of 2002 spells out detailed requirements which are often referred to as "one up and one down" tracking. This act also calls for the appropriate records within four hours from the receipt of a request from the FDA. Furthermore, recallability implies isolating and locating the defective product to an absolute minimum with dead-on certainty. To achieve this objective, "bullet proof" lot and sublot tracking is needed. This is easier said than done and can be an extremely time consuming process. However, certain attributes of lot/sublot tracking in the software can expedite the recording and tracking functions and help to eliminate damaging fallout.&lt;br /&gt;&lt;br /&gt;First, there is lot to sublot inheritance. This means that characteristics of a lot are transferred automatically to the sublots contained within the lot. In so doing, the characteristics of bulk quantities of meat or oranges, for example, used to make hamburger patties or juice, respectively, are retained or inherited by the boxes and crates of the finished product. As a result, the recording of sublots places less hardship on the production line personnel and is less prone to recording mistakes or errors of omission.&lt;br /&gt;&lt;br /&gt;Secondly, lot tracking should follow the product through any re-work processes. Even with undergoing a re-working process, the original lot and sublot characteristics should not be lost unless the re-work makes these characteristics meaningless.&lt;br /&gt;&lt;br /&gt;Finally, lot and sublot tracking must be able to remain intact until the product arrives at the customer's location. This is the only way a complete recall can be accomplished and the questionable product returned to the manufacturers. Software gaps, preventing any one of these three requirements from being satisfied, brings the entire recall process into question and would require significant custom coding or administrative procedures to be filled.&lt;br /&gt;&lt;br /&gt;Other Operational Issues&lt;br /&gt;&lt;br /&gt;There are several additional operational issues that any self-respecting F&amp;amp;B software should be able to address. In addition to accommodating picking strategies such as LIFO (last in first out), FIFO (first in, first out), and FEFO (first expire, first out) the software must account for the perishability of the ingredients as well as the finished product. Consequently, taking into account the expiration date is key when determining picking priorities.. Some customers also demand strict rotation where the supplier can never ship product that is older than the last shipment.&lt;br /&gt;&lt;br /&gt;For some manufacturers, private labels represent a significant segment of a F&amp;amp;B production run. Using the private label concept, large supermarkets utilize the value of name recognition to provide products under their own label like Safeway, Albertson's, Royal Ahold, and Tesco. Because of the large quantities required by these customers, manufacturers usually cannot wait until the order is on hand to start up the production line. Alternately, if the raw ingredient is only available in season (vegetables in August for example), the entire year's demand must be processed in a limited time period. Accordingly, a food processor will create unlabelled products. Labeling will only be completed after the sales order is received and confirmed.&lt;br /&gt;&lt;br /&gt;Because of their extended shelf life, cooked, canned goods lend themselves well to this type of production. Sealed aluminum cans remain on an inventory shelf for up to twelve months while waiting for labeling. Hence, the terms, "brite stock" or "shiny stock" were created to refer to this type of stock. To be able to accommodate requirements lot and sublot tracking must extend and be maintained within the brite stock. Also, the manufacturing process must be able to be separated into two stand alone, independent processing runs. One would be for the production run to make the brite stock and a second, a packaging run to label and ship the product.&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/process-manufacturing-industry-specific-requirements-part-one-introduction-17302/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-7525797530741267695?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/7525797530741267695/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/process-manufacturing-industry-specific.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7525797530741267695'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/7525797530741267695'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/process-manufacturing-industry-specific.html' title='Process Manufacturing: Industry Specific Requirements Part One: Introduction'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3542267087279433260</id><published>2010-09-15T05:56:00.002-07:00</published><updated>2010-09-15T05:57:02.821-07:00</updated><title type='text'>The Challenges of Defining and Managing Governance, Risk Management, and Compliance</title><content type='html'>&lt;div style="text-align: justify;"&gt;While the cost of noncompliance is reason enough to motivate enterprises to be more vigilant in their business practices, enterprises can in fact capitalize on the regulations they face. Companies should view compliance as a way to improve their internal business processes across the organization. To do this, companies must take a holistic approach from top down, and harness the strategic software category of governance, risk management, and compliance (GRC). However, this may be easier said than done. So why might a holistic approach to GRC be difficult to achieve?&lt;br /&gt;&lt;br /&gt;As discussed in SAP Solutions for Governance, Risk, and Compliance, much of the value creation and innovation within companies takes place as a consequence of the intricate relationships between people, processes, and systems—all of which are, as a rule, patchy across different organizations, functions, and geographies. This fragmentation can hold any enterprise back in a number of ways:&lt;br /&gt;&lt;br /&gt;    * Organizational fragmentation caused by disconnected, department-driven GRC activities customarily results in inconsistent policies, difficulty in predicting risk, a lack of enterprise transparency, and duplication of effort. As enterprises increase collaboration with trading partners, the consequences of having no central body coordinating GRC activities enterprise-wide intensify because most legislation holds them accountable for good governance and compliance within their own organization, as well as across the extended enterprise (supply chain).&lt;br /&gt;&lt;br /&gt;    * Most businesses lack GRC information integrity because their departments use different metrics, standards, software, and methodologies for analyzing risk and compliance information. This system fragmentation makes it difficult to aggregate data; gain a complete view of enterprise-wide risks; effectively monitor these risks and compliance; and adjust business processes to meet changing requirements, market trends, and regulatory mandates.&lt;br /&gt;&lt;br /&gt;    * Policies and risks are generally defined and measured at the local geographic level, without proper consideration for their impact on the global, multinational, national, or regional mandates with which an organization must also comply. Decision makers are often unaware of the interdependencies between mandates and the risks of noncompliance in specific regions and markets, whereby one region's risk might be another one's opportunity.&lt;br /&gt;&lt;br /&gt;    * Internal GRC discipline fragmentation is also an issue, since at the corporate level, as well as the departmental or regional levels, there is general uncertainty around the meaning and scope of the disciplines of GRC. Most important, the management team may not recognize that these disciplines are inextricably linked and interdependent, and as a result, must function interdependently instead of as part of an integrated strategy.&lt;br /&gt;&lt;br /&gt;To be successful, companies have to align their corporate strategies with more effective oversight and institutionalized policy setting, risk management, and business process control. The only way to accomplish this goal is through an overall approach to GRC that unifies the above fragmented areas. Only then can a company hope to capture new information about emerging threats and opportunities, and exploit them for competitive advantage.&lt;br /&gt;&lt;br /&gt;According to AMR Research, approximately two-thirds of compliance cost is attributable to people. This is because fragmented GRC efforts tend to result in "people-powered GRC" (or inefficient, manual processes that are duplicated across departments). Of even greater significance might be the lost opportunities that result from a tactical, fragmented approach to managing GRC. Without a comprehensive and cohesive GRC strategy, companies are deprived of a means to effectively navigate today's highly regulated (and ever-changing) business environments, as well as of a critical driver of revenue and competitive advantage.&lt;br /&gt;&lt;br /&gt;Therefore, a multiplicity of government regulations, growing pressure from financial markets, and increasing demands from stakeholders have renewed the focus on GRC. Some forward-thinking organizations no longer see GRC as discrete, project-based activities managed as separate functions. Rather, they are adopting an overarching GRC strategy that guides people, standardizes processes, and unifies technology to embed GRC at every organizational level. That is to say, in the face of shifting industry conditions, compliance mandates, and governance requirements, companies need to take a broader, more structured approach to managing GRC to proactively identify and forecast inefficiencies and errors, adopt a risk-based approach toward embedding controls in business processes, and continuously monitor operations to optimize and guide future policy (see SAP Solutions for Governance, Risk, and Compliance).&lt;br /&gt;&lt;br /&gt;To manage information technology (IT) and business risks at all levels of the organization, GRC's integrated solutions must be capable of monitoring business processes and IT controls automatically. Not only should an integrated approach offer top executives an actionable dashboard showing a more complete and more accurate risk profile of the company, but it should also detect high-risk events, and prioritize risk responses and corrective or, even better, preventive action.&lt;br /&gt;&lt;br /&gt;This is the final part of a series on how various industries address compliance issues. For more information, please see previous parts of this series: Thou Shalt Comply (and More, or Else): Looking at Sarbanes-Oxley , Important Sarbanes-Oxley Act Mandates and What They Mean for Supply Chain Management , Sarbanes-Oxley Act May Be Just the Tip of a Compliance Iceberg , Automotive Industry and Food, Safety, and Drug Regulations , "Evergreen"—Environmental Regulations for High-tech and Electronics, Chemical, and Oil and Gas Industries , and Global Trade and the Role of Governance, Risk Management, and Compliance Software.&lt;br /&gt;&lt;br /&gt;GRC Defined, Starting with the Central Repository&lt;br /&gt;&lt;br /&gt;Delving deeper into the individual GRC components, governance entails the oversight role, with the idea of setting strategic objectives the company wants to pursue, and then managing these. To that end, governance typically relies on a repository to centrally manage all GRC content, guide governance strategies, and improve business performance.&lt;br /&gt;&lt;br /&gt;Such a repository should centrally document and store records to streamline and manage GRC content, including control frameworks; corporate policies and procedures; regulations; industry mandates; business process flows; risk libraries; control libraries; test plans; evidence for compliance; etc). In other words, the central repository should enable consistent, effective, and efficient coverage of regulatory content (that is, frameworks, laws, internal company policies, etc.) by providing visibility into related requirements. Companies can then cross-reference their organizational policies and procedures with regulatory requirements to ensure compliance.&lt;br /&gt;&lt;br /&gt;The key to a central repository is in centralizing and managing GRC content from multiple sources, and in its ability to model business processes and document associated objectives, risks, and control activities. Also important is the library of configurable business rules, business process controls, and IT controls to ensure proper segregation-of-duties (SOD), business process controls, and environmental and global trade compliance.&lt;br /&gt;&lt;br /&gt;By harnessing a well-populated GRC repository, companies should benefit from enterprise-wide visibility into all GRC activities. This visibility should allow companies to analyze risk, make more informed decisions, and take a risk-based approach to satisfying multiple company initiatives and regulatory mandates.&lt;br /&gt;&lt;br /&gt;In addition, users should be able to link these risks and controls to multiple security and control frameworks, such as the Committee of Sponsoring Organizations (COSO), the IT Infrastructure Library (ITIL), or the Control Objectives for Information and Related Technologies (COBIT), and to US mandates like the Sarbanes-Oxley Act (SOX) and the Food and Drug Administration (FDA) regulations. The repository often also enables adherence to official product classification schemas such as the US Harmonized Tariff Schedule (HTS) and the Export Control Classification Number (ECCN), which is issued by the Bureau of Industry and Security (BIS) for shipments that require an export license.&lt;br /&gt;&lt;br /&gt;To illustrate the transformative power of a central GRC repository, consider all the necessary SOD needs defined within all pertinent compliance solutions. These SODs would then include access and authorization control applications that are integrated with the GRC repository application. This way, all of an organization's policies, initiatives, and regulations that require proper SODs (or, alternatively, that need appropriate definition and assignment of compensating controls) would be automatically documented within the GRC repository, complete with links to the appropriate access controls for automated monitoring. By doing so, the enterprises should be able to take advantage of opportunities that they might not have noticed before to improve efficiency and transparency, optimize risk-and-return portfolios, and increase business predictability by rationalizing controls and risk responses across the enterprise.&lt;br /&gt;&lt;br /&gt;… Which (Ideally) Manages All Conceivable Risks&lt;br /&gt;&lt;br /&gt;Risk management applications provide frameworks for identification of risk; analysis of potential impacts and appropriate responses; and the monitoring of mitigating actions and reporting—all in a structured manner. When implemented holistically, more effective risk management practices should be able to improve decision making and create significant value throughout the enterprise.&lt;br /&gt;&lt;br /&gt;But too often, actual risk management practices are reactive, theoretical tasks performed in departmental silos, and these practices overlook critical interactions between risks. At the same time, because risk management is often regarded as a theoretical exercise with no practical methodology, organizations are not equipped to recognize critical risks; to analyze risk-reward trade-offs; and to respond appropriately based on quantitative cost and benefit analysis metrics. The idea is thus to deploy appropriate risk management applications, and implement proactive, collaborative processes throughout the entire enterprise. Such applications will enable companies to balance new business opportunities with financial, legal, and operational risks.&lt;br /&gt;&lt;br /&gt;A full-fledged risk management application suite should provide a best-practice framework for enterprise risk identification, collaborative risk analysis, risk-response management, and continuous risk monitoring and reporting. Such an application suite should help users to effectively anticipate and respond to changing business conditions. The applications should also ideally include executive-level, personalized dashboards, scorecards, and reports that provide users with visibility into key risk metrics and policy compliance.&lt;br /&gt;&lt;br /&gt;The aim is for users to be able to monitor the overall risk portfolio, including cohesive, global profiles of operational and entity-level risks ("heat maps"), and then to analyze risk in terms of severity and impact on a monetary and qualitative basis. Furthermore, users should be able to balance the costs of risk avoidance against new business opportunities. They should also be able to alert management when high-impact and high-probability risks exceed company-specific thresholds, and to prioritize corrective action using role-based dashboards and alerts.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/the-challenges-of-defining-and-managing-governance-risk-management-and-compliance-18919/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3542267087279433260?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3542267087279433260/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/challenges-of-defining-and-managing.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3542267087279433260'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3542267087279433260'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/challenges-of-defining-and-managing.html' title='The Challenges of Defining and Managing Governance, Risk Management, and Compliance'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-9093572941504231205</id><published>2010-09-15T05:56:00.001-07:00</published><updated>2010-09-15T05:56:33.553-07:00</updated><title type='text'>How Can Insurance Carriers Retain and Reward True Producers?</title><content type='html'>&lt;div style="text-align: justify;"&gt;Not long ago, we published an extensive report on Callidus Software (NASDAQ: CALD), a leading San Jose, California (US)-based provider of on-premise and on demand sales performance management (SPM) and enterprise incentive management (EIM) solutions for global companies across multiple industries (see Enterprise Incentive Management Leader Responds to Market Demands). The vendor's products allow large enterprises to strategically and holistically manage incentive-based compensation, establish sales quota targets, and align territories, which often result in improved sales and distribution performance (see Sizing the Enterprise Incentive Management OpportunityAnd the Challenges Ahead). Some of the vendor's high-profile customers or partners include 7-Eleven, Accenture, CUNA Mutual, Hewlett Packard (HP), IBM, Philips Medical Systems, Sun Microsystems, and Wachovia.&lt;br /&gt;&lt;br /&gt;Since the time of our report, Callidus has been prospering, with continued growth and burgeoning customer wins (including several within the on demand space), a steadily improving profit and loss picture, and the forming of a strategic partnership with SAP. To this end, Callidus TrueComp and Callidus TrueInformation products have joined the privileged few on the list of "SAP-endorsed business solutions." Add to this good news the first Callidus-SAP win at Safety-Kleen; the largest Callidus user conference thus far (with about 500 attendees); an agreement with a provider of sales resource optimization software, the TerrAlign Group (www.terralign.com), to deliver the Callidus Territory Optimization solution; and finally, the launch of virtual training capabilities for Callidus users, the vendor has good reason to be upbeat.&lt;br /&gt;&lt;br /&gt;TerrAlign developed the world's first desktop-based territory optimizer almost two decades ago for a leading pharmaceutical company, and is now the first and only software vendor to deliver a territory alignment and optimization solution on salesforce.com's Apex platform. TerrAlign also provides strategic services that include promotional response modeling, field force sizing, account profiling, call planning, territory optimization, and territory realignments.&lt;br /&gt;&lt;br /&gt;This alliance and the resulting Callidus Territory Optimization product have broadened Callidus's product offerings to address the critical elements of effective SPM: territory, quota, and compensation management, as well as modeling and analytics (such as major realignment simulations, ongoing territory maintenance, what-if modeling, opportunity leveling, etc.). Owing to its integration with the flagship Callidus TrueComp product, this new offering aims at maximizing sales performance by optimizing territories and account assignments, assigning the "right" quota, and providing comprehensive geographic sales insight. This territory coverage, which is more efficient, should benefit customers with increased sales revenues and market share, decreased travel costs, and reduced turnover.&lt;br /&gt;&lt;br /&gt;However, the vendor is not resting on its laurels. Callidus has recently shown its intent to oblige its customers within certain industries that have specific requirements. Callidus now has nearly $80 million (USD) in revenues and about 120 global user corporations across multiple industries as clients. These industries include retail banking (22 percent of the install base); insurance (21 percent); manufacturing, high tech, and life sciences (23 percent); retail and distribution (12 percent); and telecommunications (the remaining 22 percent of customers). Although Callidus's products can serve the pay-for-performance program needs of virtually all companies, the vendor has focused principally on the above six key market segments.&lt;br /&gt;&lt;br /&gt;Covering All Horizontal SPM Functional Bases&lt;br /&gt;&lt;br /&gt;Across any industry, the scope of SPM and EIM covers the planning phase. During this phase, sales and channel managers should be enabled to model and allocate quota and territory targets, with sales and finance managerial teams implementing and executing the sales plans, while sales representatives have to understand the plan. In short, the idea of this phase is to align incentives more closely to the direct sales force and channel objectives, ultimately contributing to the company's goals of profitability and increased revenues.&lt;br /&gt;&lt;br /&gt;Then comes the execution phase. Sales and channel managers have to now gain the insight and understanding of the actual sales performance. With the sales force monitoring its own performance (and conducting its own calculations), the sales and finance teams have to resolve any issues that occur (often discrepancies between these teams' versions of the truth). This phase is where the "rubber meets the road," and the idea is to quickly and successfully launch new products into the market and to motivate the sales force to sell both the new and the existing (often cash cow), mature products. The goal, again, is to increase revenues, eliminate overpayments to the sales force and channel, and minimize (if not eliminate) disputes within the channel.&lt;br /&gt;&lt;br /&gt;Last but not least is the visibility phase. Sales and finance teams must analyze the incentives' performance and understand the revenue performance and quota opportunities. For instance, if sales are lagging mid-quarter, the managers can simulate how to drive sales and change the incentives, and thus make strategic decisions that are more sound so that they are able to identify what factors effectively motivate the sales team. The idea is to also eliminate the so-called phenomenon of "shadow accounting" that results from a lack of visibility and the consequent mistrust between the sales representatives and payroll staffers (see Are Sales Incentives Even in Tune with the Corporate Strategy?).&lt;br /&gt;&lt;br /&gt;To meet the (often conflicting) needs of sales management, financial managers, and sales forces, Callidus offers a number of modules within its broad SPM product suite. For instance, on the planning side are self-explanatory products like Callidus Quota Management, Callidus Territory Management, and Callidus TrueComp Modeling (for forecasting purposes). By embedding Hyperion performance management software, Callidus Quota Management aims at making quota creation and management easier by enabling sales and finance executives to identify and assign fact-based quota targets based on a multidimensional analysis of past sales, territory potential, growth, and quota performance data from the Callidus TrueComp Datamart. An accurate quota target can be created for a suitable sales executive in the appropriate territory at the right time by building multiple top-down and bottom-up quota allocations and roll-up what-if scenarios, and then by comparing them via side-by-side views and variance analysis.&lt;br /&gt;&lt;br /&gt;The visibility phase is covered by Callidus TrueInformation (for sales transparency) and Callidus TrueAnalytics (for sales incentive insights). TrueInformation is the reporting component of the overall Callidus TrueComp Enterprise solution, and serves to distribute goal and achievement information to the extended enterprise by being a self-service, scalable, Web-based production reporting application for incentive compensation systems throughout an organization. The Callidus TrueAnalytics suite offers sales, marketing, and finance executives and analysts the strategic insight and ad hoc analysis capabilities they need to drive sales performance. The solution consists of graphical dashboards that can be configured to enable sales, marketing, and compensation professionals to monitor, analyze, and explore multidimensional elements. Such elements include sales performance by region, team, product, or channel; customer growth; and sales incentive costs.&lt;br /&gt;&lt;br /&gt;The remaining execution phase falls to Callidus TrueComp Manager (for incentive plan agility in terms of quick and easy re-creation of compensation plans) and Callidus TrueResolution (an efficient workflow management solution). For example, Callidus TrueResolution is a rule-based application that aims at streamlining and automating the resolution of incentive compensation disputes. This reduces the associated cost and diversion of management and sales resources. The software automates functions such as changes, transfers, and splits to territory assignments; quota adjustments; organizational changes; and payee information updates. The application also allows sales professionals and business partners to submit and track their claims through a Web-based, self-service workflow process. It enables sales professionals to request updates to compensation data such as sales credit, compensation, quota, and organizational changes, and compensation issues can be resolved quickly compared to doing so using manual-, e-mail-, and telephone-based systems.&lt;br /&gt;&lt;br /&gt;The huge volume of sales and incentive data and transactions must be integrated bidirectionally with such systems as sales order management, human resources (HR) and payroll, general ledger (G/L), accounts payable (A/P), sales force automation (SFA), and so on. In industries that rely heavily on indirect channels with a vast number of distributors, resellers, brokers, dealers, agents, etc., the situation is much more complicated. The issue of mistrust and claims of underpayment (or overpayment) are only compounded in a value chain of independently run entities, especially when there is a lack of visibility. Possibly the best example is the highly regulated insurance space (especially life insurance), whereby insurance carriers have to closely track the credentials (licenses, accreditations, appointments, etc.) of distributors, brokers, or dealers (all commonly referred to as producers), and provide integration to agency management systems.&lt;br /&gt;&lt;br /&gt;Solving Insurance Incentives' Pain Points&lt;br /&gt;&lt;br /&gt;Delving deeper into the requirements of some of its target industries, in mid-2007, Callidus unveiled Callidus TrueProducer, the first producer and distribution management software solution specifically designed for the insurance industry's unique product, regulatory, and organizational issues. TrueProducer is engineered for large and midsize insurance carriers that have extensive independent distribution channels or numerous captive (exclusive) or non-captive agents. Informally referred to as a channel manager solution (and in tune with partner relationship management [PRM] conceptssee What Does the Future Hold for PRM?), TrueProducer is Callidus's first industry-specific application. The insurance industry is the vendor's single most important sector; Callidus has more marquee insurance customers than anyone else in the market. While the product is useful in most sectors of insurance (property and casualty, for example), it is most needed in the life insurance area.&lt;br /&gt;&lt;br /&gt;It might be useful at this point to analyze typical producer administration business processes throughout the three major SPM phases mentioned previously. Namely, during the planning phase, life insurance carriers have to sign up, or "on-board," a producer to sell their products, and design multiple and interlocking contract payment hierarchies and schedules (which are subject to the ever changing roles of producers and carrier product bundles).&lt;br /&gt;&lt;br /&gt;Traditionally, on-boarding a new producer entails a number of time-consuming manual tasks. It starts with a producer filling out a carrier request form and signing a contract. After the producer is able to provide valid license information and other necessary credentials (such as appointments, education level, etc.), the carrier can then request an appointment for a new producer at a regulatory state institution or agency, and add that producer to its policy administration system. Most of the information needed is the producer's demographics data (that is, the producer's name, ID number, date of hire, address, e-mail address, etc.), the contract information data (relationship and payment schedule), and license and appointment data, which can be captured manually or, ideally, automatically.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/how-can-insurance-carriers-retain-and-reward-true-producers-19050/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-9093572941504231205?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/9093572941504231205/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/how-can-insurance-carriers-retain-and.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9093572941504231205'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/9093572941504231205'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/how-can-insurance-carriers-retain-and.html' title='How Can Insurance Carriers Retain and Reward True Producers?'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5732699812343007791</id><published>2010-09-15T05:55:00.002-07:00</published><updated>2010-09-15T05:56:08.929-07:00</updated><title type='text'>Attributes of Sarbanes-Oxley Tool Sets</title><content type='html'>&lt;div style="text-align: justify;"&gt;The Sarbanes-Oxley Act (SOX) placed new requirements on American companies to ensure the integrity, reliability, and accuracy of financial reporting and corporate disclosures. While you could do this on your own or manually, why reinvent the audit controls wheel? Automated tool sets and repositories to facilitate SOX compliance are available in ample numbers. But like any piece of software, you have to know what to look for to meet your organization's expectations and avoid disappointments. This research note examines critical attributes of SOX tool sets, discussing how you can utilize them effectively to maximize the return on your investment of time and money.&lt;br /&gt;&lt;br /&gt;Part One examined the first three components of the COSO Integrated Framework relative to selecting a SOX tool set.&lt;br /&gt;&lt;br /&gt;Part Two discusses the information and communication, and monitoring components from a similar perspective and provides some tips for kicking off the tool set selection process.&lt;br /&gt;&lt;br /&gt;What is COSO?&lt;br /&gt;&lt;br /&gt;COSO stands for Committee of Sponsoring Organizations of the Treadway Commission. It is a voluntary private-sector organization dedicated to improving the quality of financial reporting through business ethics, effective internal controls, and corporate governance. The Securities and Exchange Commission (SEC) ruled that management must base its evaluation on a suitable, recognized control framework established by a group that has followed due-process procedures, including the broad distribution of the framework for public comment. Furthermore, the SEC points out in its final rule that the COSO Internal Control—Integrated Framework, which is depicted in the three-dimensional diagram to the right, satisfies this requirement. Accordingly, the majority of organizations have adopted this framework as the basis for compliance with Section 404 of SOX, namely Management Assessment of Internal Controls.&lt;br /&gt;&lt;br /&gt;When evaluating SOX tool sets, doesn't it make sense to determine how well the proposed software satisfies critical components of the COSO framework? Of course it does. The remainder of this note examines the five components of the COSO framework, outlining the key characteristics and attributes you should consider in selecting a SOX tool set. Specifically, these components include:&lt;br /&gt;&lt;br /&gt;    * Control environment&lt;br /&gt;&lt;br /&gt;    * Risk assessment&lt;br /&gt;&lt;br /&gt;    * Control activities&lt;br /&gt;&lt;br /&gt;    * Information and communication&lt;br /&gt;&lt;br /&gt;    * Monitoring&lt;br /&gt;&lt;br /&gt;A brief description and introduction, as denoted in italics, is provided of how each component will assist in achieving internal control objectives as depicted in the second dimension (top level view) of the framework. These control objectives provide for the following:&lt;br /&gt;&lt;br /&gt;    * Obtaining the efficiency and effectiveness of operations in meeting business objectives to include performance and profitability goals&lt;br /&gt;&lt;br /&gt;    * Ensuring the accuracy and reliability of financial reporting&lt;br /&gt;&lt;br /&gt;    * Verifying compliance with applicable laws and regulations&lt;br /&gt;&lt;br /&gt;The third dimension (front to back view) of the framework includes the units and activities of an organization to which internal controls pertain. Internal controls are relevant to an entire organization and to any of its units, activities, and processes. Accordingly, you must apply internal controls uniformly across an organization's units and activities. This characteristic is common to all components and is mentioned here to ensure that you can integrate the selected SOX tool set into all levels of an organization and equally apply it in a top-down approach. It would make little sense to have a tool set that could only operate at a corporate level without being able to deploy it at a division or apply it to a process. As with any software selection project, the decision makers must be comprised of a diverse cross section of an organization's users to achieve this characteristic.&lt;br /&gt;&lt;br /&gt;Information and Communication&lt;br /&gt;&lt;br /&gt;The information and communication component of the COSO framework consists of processes and systems that support the identification, capture, and exchange of information in a form and timeframe that enable an organization to perform their responsibilities. Simply put, this means providing the right information to the right people, at the correct level, on a timely basis. Similarly, communication processes must be in place to permit people to discharge their responsibilities.&lt;br /&gt;&lt;br /&gt;First and foremost, the SOX tool set must be able to model the performance of the organization to include the specific processes used to generate or contribute to the financial reporting of the organization. In so doing the tool set can then support real time activity audits. Just as you would map your manufacturing processes when selecting an ERP package, you must identify these critical financial processes sufficiently to verify that a reliable electronic image of your business can be defined in the tool set.&lt;br /&gt;&lt;br /&gt;It stands to reason that your accountants need to verify that the tool set is in compliance with GAAP. Failed audits need to be highlighted for immediate follow-up. Reconciliation procedures must reside in the tool set to provide immediate notification regarding audit failures. The ability must exist to lock down the approved tool set to prevent unauthorized alteration to the model.&lt;br /&gt;&lt;br /&gt;Finally, the tool set should be able to support the audit function in the following ways:&lt;br /&gt;&lt;br /&gt;    * Be "resource-centric" and understand corporate resources and relationships.&lt;br /&gt;&lt;br /&gt;    * Audit the administrative systems underlying business operations.&lt;br /&gt;&lt;br /&gt;    * Audit manual transactional input of transactions and support operations reviews and individual transaction processing.&lt;br /&gt;&lt;br /&gt;    * Integrate with other systems (such as the inventory management system) and cross-check the system counts against individual transactional processing product accumulations.&lt;br /&gt;&lt;br /&gt;    * Support internal and external audits by providing detailed logs of each transaction and the results of the business-model audit. The system will check every transactions, every resource and will be able to provide statistical sampling when needed for operations and personnel reviews.&lt;br /&gt;&lt;br /&gt;    * Log each activity that takes place as a record of accounting events and transactions.&lt;br /&gt;&lt;br /&gt;    * Provide alerts or warnings for appropriate internal management of activities not meeting the business model or new regulations coupled with instantaneous reporting and documentation of these alerts/warnings.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/attributes-of-sarbanes-oxley-tool-sets-part-two-information-and-communication-monitoring-and-startup-tips-17127/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5732699812343007791?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5732699812343007791/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/attributes-of-sarbanes-oxley-tool-sets.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5732699812343007791'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5732699812343007791'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/attributes-of-sarbanes-oxley-tool-sets.html' title='Attributes of Sarbanes-Oxley Tool Sets'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-6793937758191032384</id><published>2010-09-15T05:55:00.001-07:00</published><updated>2010-09-15T05:55:32.483-07:00</updated><title type='text'>The Strategic Importance of Asset Management Part Two: Implications</title><content type='html'>&lt;div style="text-align: justify;"&gt;The changing attitudes, understandings of physical assets, and market conditions bring a broad array of implications for those responsible for asset management. The majority of these can be explained as "new accountabilities." Many of these are accountabilities leveled at, or within, corporations themselves. However many will also be directed at the individuals taking or overseeing these decisions, often with daunting consequences for failure.&lt;br /&gt;&lt;br /&gt;New Levels of Accountability&lt;br /&gt;&lt;br /&gt;As previously highlighted, asset managers are beginning to find themselves increasingly called to account for the decisions that have been taken.&lt;br /&gt;&lt;br /&gt;Decisions will increasingly be judged against:&lt;br /&gt;&lt;br /&gt;    * Higher standards for legislative and regulatory compliance&lt;br /&gt;&lt;br /&gt;    * Increased understanding of the role of assets in areas of productivity, cost, and quality&lt;br /&gt;&lt;br /&gt;    * Risk of damage to the corporate image of the company&lt;br /&gt;&lt;br /&gt;    * Failures to adequately understand production needs&lt;br /&gt;&lt;br /&gt;    * Failure to accurately determine capital planning requirements, based on current physical assets and future requirements&lt;br /&gt;&lt;br /&gt;This leads to two conclusions. Firstly those responsible for taking decisions regarding physical assets need to have a deep understanding of all of the issues and implications of those decisions, as well as the necessary authority to act on them.&lt;br /&gt;&lt;br /&gt;Secondly it will require the ability to adequately defend decisions taken. Not only in terms of considerations internal to the company, but also in terms of defence in the case of potential legal actions. It is this second conclusion that has the most impact for maintenance managers of the future.&lt;br /&gt;&lt;br /&gt;The ability to state that asset management decisions are defendable is paramount. This means that they have been taken by qualified and experienced people; in a manner that is in line with internationally accepted standards on the issue; and in a manner that provably complies with the first two premises. That is to say, a manner that is totally auditable.&lt;br /&gt;&lt;br /&gt;Although these may stretch into many areas of corporate management, there are three "in vogue" elements of today's market that are particularly of concern.&lt;br /&gt;&lt;br /&gt;They are:&lt;br /&gt;&lt;br /&gt;    * ERP/EAM decision making and management&lt;br /&gt;&lt;br /&gt;    * Outsourcing of asset management functions&lt;br /&gt;&lt;br /&gt;    * The use of call centers as viable asset management tools&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;This is Part Two of a three-part note.&lt;br /&gt;&lt;br /&gt;Part One discussed changing attitudes.&lt;br /&gt;&lt;br /&gt;Part Three will present a new framework for asset management.&lt;br /&gt;&lt;br /&gt;The EAM/ERP Market&lt;br /&gt;&lt;br /&gt;Asset management, or enterprise asset management as it is often referred to within this industry, is one of the areas where there has been a definite decay in the decision-making process.&lt;br /&gt;&lt;br /&gt;Although this area is by far the most expensive of the current range of solutions in asset management, it is easily the most misunderstood and counter-productive in many cases.&lt;br /&gt;&lt;br /&gt;Prior to 2003 many maintenance systems were implemented as a result of an ERP implementation. A logical follow on to what has been considered the "main game" (often financial, supply chain, or information technology related). Decisions within this area have frequently been taken, or managed, by people with little or no true depth of knowledge in the asset management arena.&lt;br /&gt;&lt;br /&gt;Even in organizations where the importance of asset management is understood those with a background in IT or finance, or other unrelated disciplines, are often responsible for these types of projects. As well as the decisions involved in executing the projects.&lt;br /&gt;&lt;br /&gt;As has been explained earlier, the area of maintenance management is an area that is complex and not guided by recognized "common-sense" judgements. It is not an area that is easily nor rapidly understood by those outside of the discipline. While the use of quasi-experts may be sufficient in other areas of corporate activity, in asset management the stakes are simply too high.&lt;br /&gt;&lt;br /&gt;Even in the most cavalier of boardrooms the corporate risk associated with this dangerous practice is becoming recognized. In the years that follow 2003, as accountability continues to be a marked factor of asset management, previous decisions will increasingly need to be revisited by those with the knowledge and depth of experience to do so.&lt;br /&gt;&lt;br /&gt;This marks a dramatic change in the structure of this market sector. Decisions regarding selection, implementation, and post-implementation management must become more focused on the true areas of asset management.&lt;br /&gt;&lt;br /&gt;Previously "requirements" were attached to processes currently in place, or more often a proposed future state of processes. As we move forward, this will become driven more by the requirements that companies have of their physical asset base, in order to achieve strategic advantages within their markets.&lt;br /&gt;&lt;br /&gt;Outsourcing in Asset Management&lt;br /&gt;&lt;br /&gt;Outsourcing has become one of the catch-cries of those offering solutions and regimes aimed at lowering direct costs. In some areas this may be relevant. Within the area of physical assets there are some major considerations that first need to be taken into account.&lt;br /&gt;&lt;br /&gt;Regardless of who has been delegated the responsibility for maintaining the asset base, there is still only one asset owner. That is the corporation that operates and owns the assets. So while it remains possible to delegate responsibility, it is still not possible to delegate the legal ramifications of these responsibilities. This has been shown dramatically in the recent events, previously mentioned, in the United Kingdom.&lt;br /&gt;&lt;br /&gt;This indicates that there are at least two areas of asset management that need to be retained under the strict control of the asset owners.&lt;br /&gt;&lt;br /&gt;Firstly, is the judgement as to what should be done. The determination of exactly what maintenance regimes should be applied in order to comply with the corporate requirements of the physical assets. The asset owners are the only ones that can do this successfully as they are the only ones with full knowledge of the corporate objectives in this area.&lt;br /&gt;&lt;br /&gt;Secondly, there is a need to retain control, in some form or other, over how things should be done. This can better be explained as the standards to which a task must be completed, as well as the dates within which a task must be completed.&lt;br /&gt;&lt;br /&gt;Contracts for outsourced maintenance cannot be managed on the basis of merely handing over assets or a series of tasks to be managed. The execution of many tasks, derived in response to the asset requirements, have small tolerances for execution They are driven by the way in which a piece of equipment fails as well as the consequences of that failure.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/the-strategic-importance-of-asset-management-part-two-implications-17139/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-6793937758191032384?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/6793937758191032384/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/strategic-importance-of-asset.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6793937758191032384'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6793937758191032384'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/strategic-importance-of-asset.html' title='The Strategic Importance of Asset Management Part Two: Implications'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-468025345187277924</id><published>2010-09-15T05:54:00.000-07:00</published><updated>2010-09-15T05:55:06.050-07:00</updated><title type='text'>SalesLogix and ACT! Officially Branded As Best Software Part 2</title><content type='html'>&lt;div style="text-align: justify;"&gt;At the beginning of July, Best Software, one of the leading business management products and services providers for small and mid-size organizations, announced that Interact Commerce Corporation's popular ACT! contact management and SalesLogix customer relationship management (CRM) solutions will join Best Software thereby creating its CRM Division. The company believes the move should further strengthen its position as a leading provider of front-office/back-office business management solutions for small and mid-size businesses (SMBs). Interact Commerce Corporation and Best Software were operating as sister organizations in the US under their the UK-based parent company, The Sage Group plc (LSE: SGE.L), one of the leading worldwide suppliers of business management solutions and services for small and mid-sized enterprises (SMEs). The new division joins Best's four existing Mid-Market, Small Business, Specialty Products and Nonprofit/Government Divisions.&lt;br /&gt;&lt;br /&gt;This is Part Two of a two-part analysis of Best Software. Part One discussed the Market Impact of recent announcements.&lt;br /&gt;&lt;br /&gt;Positioning&lt;br /&gt;&lt;br /&gt;Looking at positioning, about less than one fifth of the entire Sage client base is in the manufacturing industry, while the rest of its business and products are aimed very successfully at the customers with prevailing needs for accounting, HR/payroll and financials. Still, Sage does have a notable SME manufacturing customer base, particularly at the lower end of the spectrum. Rounding out Best Software's offerings should allow the vendor to solidify its position in its target market. Whereas other vendors such as Epicor Software and Microsoft have been trying to move up-market, Best will likely maintain its focus on the lower-end of the mid-market.&lt;br /&gt;&lt;br /&gt;Additionally, the company sells almost entirely through value added resellers (VARs) as per Great Plains' and Navision's business model. The company has particularly found certified public accountants (CPAs) to be very effective in marketing its bottom-of-the-range of accounting products. At the enterprise level, niche markets and vertical applications are developed by more than a hundred of MAS 90/200 licensed Master Developers. Best's VARs have a reputation for relatively low-cost implementations often with equal service and software license costs (due to the implementation methodology and business templates) and with a go-live within 60 days period, although in part this reflects the smaller scope of implementations too. One has also to remember Sage's widespread global coverage as to discern the company's true position within the global SME market.&lt;br /&gt;&lt;br /&gt;Sage's former acquisition of Interact will have given pause to Microsoft Great Plains/Navision, Epicor, as well as to Siebel Systems, Oracle, SAP, Baan, J.D. Edwards and PeopleSoft that have overtly been targeting the SME for some time. Sage had long needed CRM functional capabilities, and it might have hit the bull's eye with Interact Commerce. The two vendors have indeed marshaled a powerful back-office and front-office systems' combination to the market for SMEs.&lt;br /&gt;&lt;br /&gt;Challenges&lt;br /&gt;&lt;br /&gt;The downside, as a rule, is the painstaking integration effort yet to be devised for a number of remaining products in the Sage/Best family and to be subsequently exerted. The mitigating factor for already integrated products was the fact that erstwhile Sage and then SalesLogix had long formed the product alliance, so the integration task had not started from scratch. However, this might not be the case for the rest of the product portfolio, and as integration is never a simple feat anyway despite SalesLogix' proverbial Open CRM' initiative and a number of mid-market ERP product alliances and subsequent product integration experiences (deals with Exact Macola, Intuitive Manufacturing Systems, and Expandable Software being some, as a matter of interest). A quite similar situation exists with the Abra HR/Payroll product that, likewise SalesLogix in the CRM market, has a prominence in the SME HR market, and has been used via many OEM or any other arrangements by a slew of vendors.&lt;br /&gt;&lt;br /&gt;Best Software will still have to address other challenges in order to continue to thrive in this ruthless competitive environment. The competition is flying from many directions since the company competes in many diverse markets. To that end, in the traditional back-office market, the threat comes from the likes of Intuit and AccountMate in the small business accounting market, via its peers (e.g., Microsoft Great Plains, Navision, ACCPAC, Exact Software, Epicor, SunSystems and Scala to name only some), to the Tier 1 vendors storming down the market. In the pure HR/Payroll mid-market, its archrivals have long been ADP, Employease, Ultimate Software, Agresso, and Lawson, while in the pure-CRM mid-market, that would be the likes of Onyx, Pivotal, Kana, Salesforce.com and FrontRange. Not to mention that SAP, Oracle, PeopleSoft and J.D. Edwards will likely be faced in all the above markets as well.&lt;br /&gt;&lt;br /&gt;Additionally, the wealth of corporate names and a likely unwieldy slew of products within each of Sage's divisions and groups, presents sales and marketing confusion for the company, both internally and externally across the globe. For instance, while the Best brand will be applicable for the North American market, Sage offers for the other international markets a line of products for small business comparable to the above-mentioned Best's line (e.g., Instant Accounting for a single user, Line 50 (for up to 5 users), Line 200 (5-25 users) and Line 500 (up to 1,000 users, f.k.a. Sage Enterprise).&lt;br /&gt;&lt;br /&gt;Therefore, Sage has a myriad of products in its portfolio that could benefit from integration with ACT! and/or SalesLogix, and the company must clearly articulate its plans and the timeline for integration for each of its products. Otherwise or it may face confusion and/or anxiety amongst both its current and potential customers as well as within its VARs. That would be the music to its direct competitors' ears, some of which have already (or all but) rounded up their CRM offering after daunting integration experiences (see Mid-Market ERP Vendors Doing CRM &amp;amp; SCM In A DIY Fashion and Epicor Claims The Forefront Of CRM.NET-ification).&lt;br /&gt;&lt;br /&gt;Room for functional enhancements remains too, despite some of the products' leading positions. To that end, Abra Suite v 7.0 will ship in October with a number of enhancements, including modules for open enrollment and timesheet entry, both of which supplement its existing web-enabled employee self-service and alerts modules. Also, Best will have to build or acquire additional CRM functional enhancements (e.g., database-based marketing management, data mining/analytics, and support for field service) to round out a complete CRM suite. Not to mention the need to bolster external/field service and multilingual capabilities, well beyond English and Spanish.&lt;br /&gt;&lt;br /&gt;The vendor has also been working on extending its coverage of factory processes, especially in terms of job- costing and project-based manufacturing and of more advanced planning capabilities areas that Best Enterprise Suite already addresses well. It also intends to build on its web integration side as to bolster its private trade exchange (PTX) and/or collaborative role-based portal solutions strategy and delivery. The company only recently extended its reach in the professional service automation (PSA) area, with additional enhancements to Best Enterprise Suite that should make it competitive with the above-mentioned peers.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/saleslogix-and-act-officially-branded-as-best-software-part-2-challenges-and-user-recommendations-16714/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-468025345187277924?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/468025345187277924/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/saleslogix-and-act-officially-branded.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/468025345187277924'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/468025345187277924'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/saleslogix-and-act-officially-branded.html' title='SalesLogix and ACT! Officially Branded As Best Software Part 2'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5229521770934441985</id><published>2010-09-15T05:51:00.000-07:00</published><updated>2010-09-15T05:54:35.109-07:00</updated><title type='text'>Preparing for Product Development in Process Manufacturing</title><content type='html'>&lt;div style="text-align: justify;"&gt;As seen in such articles as Product Life Cycle Management in Process or Process Manufacturing Software: A Primer, what the process manufacturing industry lacks in glamour, it certainly makes up for in complexity. Traditionally, manufacturing is divided into two categories: process and discrete (if one is not counting hybrid, mixed-mode environments). Many differences exist between the two environments, but most differences can be grouped into one of two areas: 1) those differences derived from material issues, and 2) those differences derived from production issues.&lt;br /&gt;&lt;br /&gt;Process manufacturing materials (ingredients and finished products) are different from their discrete counterparts. Process materials are customarily powders, liquids, or gases, which must be confined and which are more difficult to measure accurately. Process manufacturing materials are typically also processed close to their natural sources (e.g., farms, mines, oil wells, etc.). In addition, the materials are of inconsistent quality, which means extensive quality procedures, segregation (lot control), restriction of use (i.e., "this lot is OK for one customer but not for another"), and, usually, the inclusion of quality attributes as part of their inventory definition needs to be implemented.&lt;br /&gt;&lt;br /&gt;Process materials can also vary over time. They can get better, they can get worse, and they can even completely change their identity down the track (e.g., owing to the aging process or a limited shelf life). In addition, ingredients often come in a variety of grades and specifications, which can impact the properties of the produced goods. This additional inherent variability leads to both product lifecycle management (PLM) and production or supply chain operations challenges.&lt;br /&gt;&lt;br /&gt;It is the differences in production issues between process and discrete environments, however, that reveal the simplest definition of process manufacturing: once one produces the finished product, one cannot distill it back to its basic ingredients. Process materials often involve irreversible mixing, blending, heating, melting, and other operations, while the duration, operating conditions, and sequence of production steps can have a dramatic impact on the yielded material. Has anyone ever attempted to turn orange juice back into its original water, sugar, sodium, and, of course, unpeeled oranges; extract crude oil from derivatives; or extract the pigments out of paint? Conversely, one can disassemble a finished car into its original components, such as tires, spark plugs, axes, chassis, carburetor, and engine block. Thus, where with discrete manufacturing one talks of parts or components, with process manufacturing one speaks of ingredients. Similarly, formulas take the place of bills of materials (BOMs), and convertible units of measure (i.e., pounds, bags, boxes, ounces, and liters) can be related to units.&lt;br /&gt;&lt;br /&gt;Thus, food, beverages, chemicals, paints, drugs, and many consumer packaged goods (CPG) are produced quite differently than their discrete counterparts. This is because process manufacturing typically produces products (including coproducts, byproducts, and recurring materials) based on formulas or recipes that detail the ingredients, production steps, and processing parameters, as opposed to on precise BOMs and routing operations, which is typical when making and assembling discrete items.&lt;br /&gt;&lt;br /&gt;There are also more subtle differences between the two types of manufacturing. One of these differences is the fact that process manufacturing is scalable. For example, if the formula calls for 1,000 pounds of cake flour, but one only has 500 pounds, one can still bake cakes, just not as many. Conversely, in discrete manufacturing, one missing part means waiting for it to arrive before the finished assembly unit can start rolling off the production line. With process manufacturing, one also tends to make products in bulk or batches, as in a vat of coke or a 500 gallon tank of solvent, and then pack it off to fulfill customer orders. On the other hand, in discrete manufacturing one would expect to see one appliance or car at a time coming down the production line.&lt;br /&gt;&lt;br /&gt;The Challenges of Process Manufacturing&lt;br /&gt;&lt;br /&gt;For decades, enterprise applications vendors have used technology to automate the business processes that are found in the more straightforward discrete manufacturing setup, where much of the complexity lies in coordinating the great number of widgets that are assembled into computers, minivans, and television sets. The capacity needed to assemble the multitude of intermediate parts and subcomponents into finished goods is a simple function of the number of assemblers brought to the task, which can be increased or decreased according to demand.&lt;br /&gt;&lt;br /&gt;Conversely, it is not easy to make changes in process manufacturing. For example, the amounts of chemicals that a plant can produce are fixed by the design characteristics of the tanks and reaction vessels it uses to make them. Adding capacity is a costly endeavor involving months of design work, followed by multimillion dollar construction projects. Disposal of off-spec material is another costly operation, even in cases where the material can be sold to another plant. Rework of unused material is preferable, but requires careful planning so that production of premium-grade products is not adversely affected.&lt;br /&gt;&lt;br /&gt;Additionally, unlike with discrete manufacturing, switching from one product to another in a process plant involves significant downtime during which maintenance is performed and vessels and piping are cleansed to prevent product contamination. A classic example is a brewery, which has to mix and brew a variety of product flavors, handling hundreds or thousands of actions involving the complexities of pipes, tanks, and supplies. When one type of beer is being made, the tank being used to produce it is no longer available for other operations. Effective process enterprise resource planning (ERP) software needs to be able to control how long it takes to fill the tank, determine what ingredients will be used, and determine how long the beer needs to brew. Once the brewing is completed, the software must schedule when the beer will be pumped out to be bottled, and arrange for the tank to be cleaned. When one extrapolates from this simple one-product example, one can see that scheduling an entire plant to meet customer demand for a variety of products is too complex a process for ordinary mortals. It requires specialized software with high-level mathematical capabilities.&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;SOURCE:&lt;br /&gt;http://www.technologyevaluation.com/research/articles/preparing-for-product-development-in-process-manufacturing-20493/&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5229521770934441985?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5229521770934441985/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/09/preparing-for-product-development-in.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5229521770934441985'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5229521770934441985'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/09/preparing-for-product-development-in.html' title='Preparing for Product Development in Process Manufacturing'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-2129268009992598824</id><published>2010-06-01T06:52:00.002-07:00</published><updated>2010-06-01T06:53:04.731-07:00</updated><title type='text'>False Claims Act For South Carolina Whistleblower &amp; Qui Tam Fraud Plaintiffs, Lawyers &amp; Attorneys</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-weight: bold;"&gt;A suit under the federal False Claims Act (FCA), also known as a "qui tam" action, allows people who have insider information of fraud against the Government, known as a "relator" or "whistleblower," to file a suit to help stop the perpetrators from defrauding the United States Government. The False Claims Act seeks to deter fraud against the United States Government by providing for penalties of up to three times the amount of the fraud in addition to fines of $5,000 to $11,000 per violation. It is estimated that the United States has collected almost $8 billion in fines and penalties in False Claims Act cases since 1986.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;The FCA is codified as 31 United States Code Sections 3729 - 3732. It is critical that the South Carolina whistleblower come forward with his or her information as soon as possible. The False Claims Act requires that the South Carolina relator be an "original source" of the information, which generally means that he has direct and independent knowledge of the fraudulent conduct and he has voluntarily provided this information to the Government before filing the qui tam suit. Information about fraudulent conduct which is in the public domain prior to the time the whistleblower reports the same to the Government generally precludes the prosecution of a qui tam suit.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;If the qui tam suit alleging false claims is successful, the whistleblower or relator will also be entitled to 15%-30% of the government's total recovery, which includes damages for the false claims, treble damages, plus civil penalties of from $5,500 to $11,000 per false claim. To recover this bounty, the relator must have complied with the complex and unusual statutory requirements, however. Merely providing information to a hotline will not entitle the relator to a recovery under the False Claims Act.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Some of the factors the U.S. Department of Justice considers for a possible increase in the percentage awarded to a relator are as follows:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The relator reported the fraud promptly.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• When he learned of the fraud, the relator tried to stop the fraud or reported it to a supervisor or the Government.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The qui tam filing, or the ensuing investigation, caused the offender to halt the fraudulent practices.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The complaint warned the Government of a significant safety issue.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The complaint exposed a nationwide practice.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The relator provided extensive, first-hand details of the fraud to the Government.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The Government had no knowledge of the fraud.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The relator provided substantial assistance during the investigation and/or pretrial phases of the case.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• At his deposition and/or trial, the relator was an excellent, credible witness.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The relator's counsel provided substantial assistance to the Government.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The relator and his counsel supported and cooperated with the Government during the entire proceeding.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The case went to trial.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The FCA recovery was relatively small.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;• The filing of the complaint had a substantial adverse impact on the relator.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-weight: bold;"&gt;Some of the factors the U.S. Department of Justice considers for a possible decrease in the percentage awarded to a relator are as follows:&lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-2129268009992598824?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/2129268009992598824/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/06/false-claims-act-for-south-carolina.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2129268009992598824'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2129268009992598824'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/06/false-claims-act-for-south-carolina.html' title='False Claims Act For South Carolina Whistleblower &amp; Qui Tam Fraud Plaintiffs, Lawyers &amp; Attorneys'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-6404695473692688386</id><published>2010-05-01T06:08:00.002-07:00</published><updated>2010-05-01T06:09:38.208-07:00</updated><title type='text'>“Act Vertical” vs. “Go Extinct” Retailers – Part 3</title><content type='html'>&lt;div style="text-align: justify; font-weight: bold; font-family: times new roman;"&gt;In his Harvard Business Review 1997 article entitled “What Is the Right Supply Chain for Your Product?” Marshall L. Fisher distinguished two types of products that call for different supply chain strategies: functional and innovative. They differ as follows:&lt;br /&gt;&lt;br /&gt;    * Functional products, like canned soup and blue jeans, have longer life cycles (perhaps more than two years), relatively low contribution margins, and little variety. Because demand for them is stable, they are fairly easy to forecast, with a margin of error in the 10 percent range, very few out-of-stock situations, and no end-of-season markdowns.&lt;br /&gt;    * Innovative products differ from functional products in every aspect. They have unpredictable demand, relatively short life cycles (e.g., three months for seasonal clothing), and high contribution margins of 20 to 60 percent. They may have millions of variants in each category, an average stock-out rate from 10 to 40 percent, and end-of-season markdowns in the range of 10 to 25 percent of the regular price. The margin of error on forecasts for innovative products is as high as 40 to 100 percent, but the lead time to make them to order may be as low as one day and is generally no more than two weeks.&lt;br /&gt;&lt;br /&gt;The idea that the same type of product can be either functional or innovative implies that one company might have more than one supply chain. And that’s the contention of Jonathan Byrnes, a professor at MIT. Writing in the Harvard Business School’s Working Knowledge 2005 article entitled “You Only Have One Supply Chain?”, Byrnes also asserts that one supply chain is not enough: two, three, or more would be preferable.&lt;br /&gt;&lt;br /&gt;“One size fits all” supply chains may have been sufficient in the past, he believes, when that was the competitive norm, but modern IT makes it possible to have multiple, dynamic chains that can accommodate different product and information flows. Byrnes breaks apparel products into the following three categories: staples, seasonal products, and fashion. These products have very distinct design and replenishment characteristics.&lt;br /&gt;&lt;br /&gt;Much like Fisher’s functional products, staples (e.g., white underwear) have steady, year-round demand and low margins. He advises stocking them only in retail outlets in small quantities and transporting them in truckload quantities (a full truck is more cost-effective for the shipper than a partially loaded vehicle, i.e. less-than-truckload [LTL] shipping.) Fashion products are like Fisher’s innovative items with unpredictable demand.&lt;br /&gt;&lt;br /&gt;Consequently, Zara, the famous Spanish clothing manufacturer, has two supply chains, one for staples and the other for fashion clothing. To get the fastest response time, Zara uses pricey Western European suppliers for the fashion items. But for the more predictable demand items, it uses Eastern European suppliers, which have poorer response time (not a major concern here) but at much lower cost.&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-6404695473692688386?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/6404695473692688386/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/05/act-vertical-vs-go-extinct-retailers.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6404695473692688386'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/6404695473692688386'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/05/act-vertical-vs-go-extinct-retailers.html' title='“Act Vertical” vs. “Go Extinct” Retailers – Part 3'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5158847349098932716</id><published>2010-05-01T06:08:00.001-07:00</published><updated>2010-05-01T06:08:49.786-07:00</updated><title type='text'>APICS 2009 From the Expo Floor: Is S&amp;OP Coming of Age? – Part 2</title><content type='html'>&lt;div style="text-align: justify; font-weight: bold; font-family: times new roman;"&gt;Until recently S&amp;amp;OP has had a purely tactical and reactive near-term focus, and was therefore disconnected from overall business strategy, which can result in many missed opportunities. Moreover, many laggard companies still have an unstructured and fragmented S&amp;amp;OP process, whereby each department tends to have a spreadsheet-driven process with critical company data stored on dangerously unmanageable (and unsynchronized) spreadsheet documents.&lt;br /&gt;&lt;br /&gt;Too often, while the business unit teams involved in creating S&amp;amp;OP plans are executing according to one set of numbers, corporate and financial management offices may be setting, expecting, and communicating a completely different set of financial plans and projections to the board of directors and other key stakeholders. Plan inputs typically reside in multiple sources and formats, challenging unified and timely visibility and the rapid synchronization of plan adjustments.&lt;br /&gt;&lt;br /&gt;Disparate plans that do not incorporate key functional and trading partner insights can create a credibility gap for any company and its key executives when performance falls short and customers are left unsatisfied. But even when there is the awareness of aligning plans, it then requires a non value-added manual effort. Namely, corporations spend more time and effort collecting and aggregating data than on planning or making decisions.&lt;br /&gt;&lt;br /&gt;When departmental plans are not aligned, there is also a misalignment between how departments are measured against the overall company objectives. For example, sales management is often measured by whether a sales quota is met, even if the sales team is selling products that the supply chain is unable to produce.&lt;br /&gt;&lt;br /&gt;This misalignment tends to lead to a very time-consuming and manual process of trying to come to an agreement on what “the forecast” should be. This painful consensus-making process typically yields an inaccurate forecast in the end. This forecast is then “tossed over the wall” to supply chain operations to figure out how to expedite production(”extinguish another fire”) to meet the demand, with no thought to the profitability of the decisions.&lt;br /&gt;&lt;br /&gt;This predicament is often further compounded by the aforementioned situation where “approved” plans are only a spreadsheet filed somewhere, while the actual plans being executed are customarily quite different.&lt;br /&gt;&lt;br /&gt;To recap, reactive S&amp;amp;OP has no connection between departmental plans, and the overall strategic plan is not tied to execution. Other typical shortcomings are as follows:&lt;br /&gt;&lt;br /&gt;    * misalignment between departmental key performance indicators (KPI’s) and corporate strategic objectives;&lt;br /&gt;    * unreliable forecasts and production plans;&lt;br /&gt;    * a rigid and prescriptive process, based on incoherent and not integrated software tools; and (last but not least)&lt;br /&gt;    * outdated, incomplete, or incorrect data and lengthy S&amp;amp;OP cycles with little provision for adjustments within a planning cycle seriously limit a corporation’s ability to detect market changes and assess any demand or supply shaping decisions.&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5158847349098932716?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5158847349098932716/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/05/apics-2009-from-expo-floor-is-s-coming.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5158847349098932716'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5158847349098932716'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/05/apics-2009-from-expo-floor-is-s-coming.html' title='APICS 2009 From the Expo Floor: Is S&amp;OP Coming of Age? – Part 2'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-2878753674736535719</id><published>2010-05-01T06:05:00.000-07:00</published><updated>2010-05-01T06:08:08.740-07:00</updated><title type='text'>Microsoft Dynamics CRM: Much More Than Meets the Eye – Part 1</title><content type='html'>&lt;div style="text-align: justify; font-weight: bold; font-family: times new roman;"&gt;Contrary to the downward trend for its four enterprise resource planning (ERP) brethren, the Microsoft Dynamics CRM product (although still only a fraction of the overall Dynamics revenue) grew significantly in revenue year over year and surpassed the one-million-users mark in 2009. The customer relationship management (CRM) suite consisting of marketing automation, sales force automation (SFA), and customer service modules now has over 20,000 corporate customers from small businesses to large enterprises in over 80 countries and over 40 languages. More than 4,000 partners deliver Dynamics CRM software and services worldwide, and the company has more than 50 partners worldwide that are offering Microsoft Dynamics CRM as a partner-hosted service.&lt;br /&gt;&lt;br /&gt;Certainly, Oracle Corporation remains the world’s CRM leader with 5,000 of the largest customers, 4.6 million users, and 125 million self-service users. Oracle’s CRM, business intelligence (BI), and customer data integration (CDI) products include Oracle Siebel CRM, Oracle CRM On Demand, Oracle E-Business Suite (EBS), Oracle PeopleSoft Enterprise, and Oracle Contact Center Anywhere (CCA). For its part, Salesforce.com boasts nearly 70,000 corporate customers and 2 million on-demand subscribers for its sales and service cloud computing offerings. But Microsoft Dynamics CRM [evaluate this product] points to that fact that it grew to one million users in just over six years while other vendors took more than eight years to achieve the same milestone.&lt;br /&gt;&lt;br /&gt;What we are seeing and hearing is that Microsoft customers are choosing Dynamics CRM for its fast deployment, native Microsoft Office user experience (UX) design, flexible customization (made easy through metadata-driven definitions and point-and-click configuration), ease of integration with existing systems (due to native Web Services architecture), and affordability. From partners, Microsoft is hearing that deal sizes are increasing between 40 and 80 percent with the use of available marketing assets in the Microsoft Partner Network.&lt;br /&gt;&lt;br /&gt;Who Are Microsoft Dynamics CRM Customers?&lt;br /&gt;&lt;br /&gt;In general, there is no typical Microsoft Dynamics CRM customer amongst those 20,000 customers and one million users. Microsoft Dynamics CRM is being used by small, medium, and large enterprise organizations in a diverse range of industries, including financial services, manufacturing, the public sector, retail and hospitality, health and life sciences, and entertainment. The product is continuing to see strong growth in terms of seats and revenue, and this growth has not been limited to one particular market segment or geography.&lt;br /&gt;&lt;br /&gt;But the offering is certainly most attractive to the many organizations around the world that already use a wide variety of Microsoft technologies and platforms, such as SharePoint, .NET Framework, Internet Information Services (IIS), and SQL Server. Microsoft Dynamics CRM can amplify the value of those products through its seamless connectivity and tight alignment.&lt;br /&gt;&lt;br /&gt;First and foremost, organizations have the luxury of using a functional CRM product natively within Microsoft Office Outlook. In addition, companies that already use Microsoft Office can take advantage of built-in Word mail merge capabilities, e-mail templates, Microsoft Office Excel reports, and easy data transfer between Excel and Microsoft Dynamics CRM.&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-2878753674736535719?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/2878753674736535719/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2010/05/microsoft-dynamics-crm-much-more-than.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2878753674736535719'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2878753674736535719'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2010/05/microsoft-dynamics-crm-much-more-than.html' title='Microsoft Dynamics CRM: Much More Than Meets the Eye – Part 1'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1181022091069985442</id><published>2009-11-06T05:57:00.000-08:00</published><updated>2009-11-06T05:58:11.529-08:00</updated><title type='text'>The Strategic Importance of Asset Management Part Three: A New Framework</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: webdings;"&gt;As the level of understanding of these areas begins to rise, so too do the expectations that managers and companies will be able to meet modern requirements.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;In the past, maintenance strategy has frequently been treated in a highly reactive manner. Maintenance regimes are often created in response to machine breakdowns or incidents. Often, in the aftermath of disasters, there are public statements made demanding, or promising, "more intensive maintenance."&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;While the intention is laudable, the result of such reactive actions is often either non-effective or counter productive. Either way it is too late to stop the original incident from having occurred.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Managing assets needs to be done in a truly proactive approach, one that ties the management of physical assets to the corporate objectives.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;A modern approach to asset management can be visualized as a series of dominoes. Each domino needs the momentum from the previous area, and then proceeds to pass this momentum to the next domino in the line. Starting at any point other than the beginning will leave some dominoes standing.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Modern asset management can be seen in the same way. Each of the dominoes represents one of the decision-making areas that are required to adequately manage assets.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;The initial momentum to begin the sequence comes from the vision of a future state. This needs to clearly represent the corporate objectives and goals, and expressing how asset management can play a part in achieving these goals.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;This energy is then carried forward to impact on the remaining areas of decision-making. As with the dominoes, a decision to begin in the middle of this chain reaction will omit areas important to the end result. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1181022091069985442?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1181022091069985442/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset_4448.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1181022091069985442'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1181022091069985442'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset_4448.html' title='The Strategic Importance of Asset Management Part Three: A New Framework'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1595976907764824305</id><published>2009-11-06T05:56:00.002-08:00</published><updated>2009-11-06T05:57:13.470-08:00</updated><title type='text'>The EAM/ERP Market</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: webdings;"&gt;Asset management, or enterprise asset management as it is often referred to within this industry, is one of the areas where there has been a definite decay in the decision-making process.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Although this area is by far the most expensive of the current range of solutions in asset management, it is easily the most misunderstood and counter-productive in many cases.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Prior to 2003 many maintenance systems were implemented as a result of an ERP implementation. A logical follow on to what has been considered the "main game" (often financial, supply chain, or information technology related). Decisions within this area have frequently been taken, or managed, by people with little or no true depth of knowledge in the asset management arena.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Even in organizations where the importance of asset management is understood those with a background in IT or finance, or other unrelated disciplines, are often responsible for these types of projects. As well as the decisions involved in executing the projects.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;As has been explained earlier, the area of maintenance management is an area that is complex and not guided by recognized "common-sense" judgements. It is not an area that is easily nor rapidly understood by those outside of the discipline. While the use of quasi-experts may be sufficient in other areas of corporate activity, in asset management the stakes are simply too high.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Even in the most cavalier of boardrooms the corporate risk associated with this dangerous practice is becoming recognized. In the years that follow 2003, as accountability continues to be a marked factor of asset management, previous decisions will increasingly need to be revisited by those with the knowledge and depth of experience to do so.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;This marks a dramatic change in the structure of this market sector. Decisions regarding selection, implementation, and post-implementation management must become more focused on the true areas of asset management.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Previously "requirements" were attached to processes currently in place, or more often a proposed future state of processes. As we move forward, this will become driven more by the requirements that companies have of their physical asset base, in order to achieve strategic advantages within their markets. &lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1595976907764824305?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1595976907764824305/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/11/eamerp-market.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1595976907764824305'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1595976907764824305'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/11/eamerp-market.html' title='The EAM/ERP Market'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-2385007135156178481</id><published>2009-11-06T05:56:00.001-08:00</published><updated>2009-11-06T05:56:40.979-08:00</updated><title type='text'>The Strategic Importance of Asset Management Part Two: Implications</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: webdings;"&gt;The changing attitudes, understandings of physical assets, and market conditions bring a broad array of implications for those responsible for asset management. The majority of these can be explained as "new accountabilities." Many of these are accountabilities leveled at, or within, corporations themselves. However many will also be directed at the individuals taking or overseeing these decisions, often with daunting consequences for failure.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;New Levels of Accountability&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;As previously highlighted, asset managers are beginning to find themselves increasingly called to account for the decisions that have been taken.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Decisions will increasingly be judged against:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Higher standards for legislative and regulatory compliance&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Increased understanding of the role of assets in areas of productivity, cost, and quality&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Risk of damage to the corporate image of the company&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Failures to adequately understand production needs&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Failure to accurately determine capital planning requirements, based on current physical assets and future requirements&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;This leads to two conclusions. Firstly those responsible for taking decisions regarding physical assets need to have a deep understanding of all of the issues and implications of those decisions, as well as the necessary authority to act on them.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Secondly it will require the ability to adequately defend decisions taken. Not only in terms of considerations internal to the company, but also in terms of defence in the case of potential legal actions. It is this second conclusion that has the most impact for maintenance managers of the future.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;The ability to state that asset management decisions are defendable is paramount. This means that they have been taken by qualified and experienced people; in a manner that is in line with internationally accepted standards on the issue; and in a manner that provably complies with the first two premises. That is to say, a manner that is totally auditable.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Although these may stretch into many areas of corporate management, there are three "in vogue" elements of today's market that are particularly of concern.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;They are:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * ERP/EAM decision making and management&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Outsourcing of asset management functions&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * The use of call centers as viable asset management tools&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-2385007135156178481?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/2385007135156178481/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset_06.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2385007135156178481'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2385007135156178481'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset_06.html' title='The Strategic Importance of Asset Management Part Two: Implications'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5319038508915265887</id><published>2009-11-06T05:54:00.000-08:00</published><updated>2009-11-06T05:55:57.680-08:00</updated><title type='text'>Competitive Market Forces</title><content type='html'>&lt;span style="font-family: webdings;"&gt;One    of the key elements of the increasingly open global competitive environment    is pressure on costs. There are pressures to increase profit margins, or in    worst case scenarios retain profit margins under lowering retail prices.&lt;/span&gt; &lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt; As    one of the largest elements of both operational and capital spending, asset    management is often an obvious target for reductions in this area. &lt;/p&gt;&lt;div&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;Maintenance    costs are high, in some cases artificially high. Not only are they high but    there is increasing pressure on maintenance costs to rise. Areas such as increased    regulation, complex and automated machinery, as well as the rising costs of    physical assets themselves are pushing maintenance operators to the wire. Pressures    to do more are increasing while the pressure to spend less is greater than it    has ever been. &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;One    of the major factors behind this trend is that we are more dependent on machinery    than at any time in the past. Where previously we would use people to do work,    today we use machinery. &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;This    conflicting situation of pressures to increase the work done combined with pressures    to reduce the costs of doing that work, has been one of the principal drivers    behind many of the vast range of product and service "solutions" that have appeared    over the past three decades. These have generally been focused on appealing    to this management concern over rising direct costs. &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;This    situation has unfortunately led to more poor decisions and misunderstandings    in asset management than any other influencing factor. The results of decisions    based on these concerns alone, while often bringing some short-term gains, are    rarely sustainable and can even be dangerous in the medium to long term. &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;Ad-hoc    or isola&lt;img src="http://www.technologyevaluation.com/Research/ResearchHighlights/ExecutiveView/2003/12/research_notes/img/strategic.gif" width="298" align="left" height="206" /&gt;ted cost cutting often leads to the eradication of skills or activities    that assist in achieving production goals. In worst case scenarios they impinge    on the safe operating environments of assets. &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;This    does not mean that direct cost reductions are not achievable in asset management.    &lt;/p&gt;&lt;div style="text-align: justify;"&gt; &lt;/div&gt;&lt;p style="font-family: webdings; text-align: justify;" class="articleText"&gt;Much    of the maintenance that we do today either achieves very little, or is actively    counter productive. As such there is always scope for reducing areas of redundancy.    Added to that are other areas of inefficiency such as planning and scheduling,    stores management, and other key areas.&lt;br /&gt; &lt;br /&gt;  The concept of direct cost reduction needs to be replaced with the focus on    reducing maintenance unit costs. This requires a redirection of costs from the    present activities towards activities that we truly must do to achieve adequate    performance levels. Any increase in attention, no matter where it comes from,    is of course welcome. However it needs to be reinforced with knowledge of the    true nature of asset management, as well as the strategic importance to many    facets of corporate activity.&lt;br /&gt; &lt;br /&gt;  This may include regulatory and legislative compliance, safety and environmental    integrity as well as the standard economic requirements of quality, production    and efficiency.&lt;br /&gt;&lt;/p&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5319038508915265887?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5319038508915265887/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/11/competitive-market-forces.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5319038508915265887'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5319038508915265887'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/11/competitive-market-forces.html' title='Competitive Market Forces'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3882882887741937741</id><published>2009-11-06T05:51:00.000-08:00</published><updated>2009-11-06T05:54:28.152-08:00</updated><title type='text'>The Strategic Importance of Asset Management Part One: Changing Attitudes</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: webdings;"&gt;Society has become increasingly intolerant of industrial incidents, particularly in the areas of safety and environmental integrity. It is no longer considered acceptable to cause harm to either the environment or to people and the communities that they live in.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;In the past ten years this has been reflected in various changes in legislation and regulation in countries around the world. Some of the recent developments in these areas include:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Changes to the regulations governing electricity providers in the United Kingdom—now providing a high degree of focus on risk management and mitigation.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Wide ranging fraud legislation by the federal government of Canada in response to the Westray disaster&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Legislation in response to the Longford disaster in Australia&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;It is becoming obvious that in the future those responsible for the management of physical assets will be more likely to be called to account when there is a failure, and as can be seen by recent history, it is likely that it will not be companies but individuals.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;In extreme cases incidents can also mean irreversible damage to a company's public image. Think of such disasters as the Exxon-Valdez environmental incident, the Union Carbide disaster in Bhopal in India or more recently the linking of Powergen to the New York blackout. All of these incidents have remained chained to these companies in the public mind.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Heightened Level of Understanding&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;The publication of the report Reliability-centred Maintenance, prepared by Stan Nowlan and Howard Heap, has enabled a quantum leap in the way in which we understand how maintenance should be managed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Many of the findings of this report fly in the face of long-held, "common-sense" type beliefs and have exposed the true complex nature of asset management. They also force companies to look at their physical asset base in an entirely different manner. At a high level these can be summarized in the following points:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Changes to our understanding of how maintenance contributes to a company's strategic advantage&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Changes to the way in which we understand equipment failures&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * The maintenance department alone is not capable of developing a sustainable and adequate maintenance strategy regime&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Maintenance is not about preventing failures, it is about preventing the consequences of failure&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * An understanding of the ability of operational maintenance to drive capital expenditure&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * More protection is not necessarily better&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * An understanding of new ways of maintaining items, particularly those that don't fail according to long-held views&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;    * Extensive data is not required to take decisions on maintenance policies&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: webdings;"&gt;Many of these new ways of thinking have challenged long held industry views. So much so that they are often difficult for industry professionals to easily assimilate. They are even less likely to be understood by those outside of the field of asset management. &lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3882882887741937741?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3882882887741937741/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3882882887741937741'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3882882887741937741'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/11/strategic-importance-of-asset.html' title='The Strategic Importance of Asset Management Part One: Changing Attitudes'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1617819341523582800</id><published>2009-10-21T08:10:00.001-07:00</published><updated>2009-10-21T08:10:48.584-07:00</updated><title type='text'>It’s the Aftermarket Service, Stupid! (Part I)</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Regardless of the economic environment (and sentiments), I always think of the opportunity within the aftermarket service and support as a profitable, high-margin and customer-captive business, and yet, still underserved. General Electric (GE) would be the proverbial example of a company that has focused on aftermarket opportunities, going so far as to call itself a “services” company as opposed to a “products” company.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;GE indeed, starting with Jack Welch’s long chief executive officer (CEO) tenure, has been widely reported to have significantly increased both its total revenue and profitability by focusing on services opportunities in addition to developing world-class products.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;The manufacturing corporate giant has certainly proven the value of serving the product aftermarket, which has recently been purported in a quantifiable manner by many pundits as a high margin business. For instance, AMR Research reported recently that businesses earn 45 percent of gross profits from the aftermarket, yet it is only 24 percent of their revenues, while a recent article in Harvard Business Review claims that we all spend US$1 trillion every year on assets we already own.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;A related software category term was mentioned in TEC’s 2003 article titled Service Lifecycle Management - Tapping into the Value of the Product Aftermarket. Namely, Service Lifecycle Management (SLM) is a business initiative focused on servicing a company’s products, and the customers that bought them, after the product has been sold. Simply put, SLM focuses on making more money from the product after the initial sale. But it is more than that — it is also a way to become a strategic part of the customer’s business after the sale is completed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In another Harvard Business Review article titled Winning in the Aftermarket from May 2006, MCA Solutions’ co-founders, Dr. Morris Cohen and Dr. Vipul Agrawal, shared their insights on opportunities to increase corporate profitability through better management of the service business. The “Six Steps for Managing Service Networks” outlined therein explain how all service-oriented companies (not to be confused with “service-oriented architecture [SOA]”!) can take advantage of these opportunities.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Industry leaders like Cisco Systems have reportedly been leveraging MCA’s Service Planning and Optimization (SPO™) suite [evaluate this product] to do just that, and have benefited from reduced service parts inventory, improved service levels and greater profit.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Servigistics, one of the leaders in the nascent SLM software category, refers to it as “strategic service management”, which entails service parts planning &amp;amp; optimization, service labor planning &amp;amp; scheduling and service parts pricing. The focus of today’s blog post is the realm of service parts planning &amp;amp; optimization.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;TEC’s 2006 article titled Enterprises May Be Overlooking Profits from After-sales Service concurs with this particular opportunity. Namely, if service parts (including their availability and pricing) and service personnel management are well managed, manufacturers can significantly improve their profits from service operations. This will in turn lead to significant overall profit margins.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;This brings us again to MCA Solutions, a privately held company headquartered in Philadelphia, Pennsylvania, the United States (US). Besides Servigistics, MCA Solutions has become a “usual suspect” in most big-ticket service parts planning and optimization evaluations.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;The above-mentioned MCA’s award-winning SPO software suite has helped a number of aerospace and defense (A&amp;amp;D), high-tech and capital equipment companies of all sizes transform their service supply chains into bottom-line business drivers, by reducing (excess and obsolete) inventory, lowering support costs and improving service levels to maximize customer satisfaction. These, in turn, often result with higher revenue and increased equipment availability.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Outside the service parts planning &amp;amp; optimization market, the “MCA” name can be confused for a record label, museum of contemporary art, and whatnot, but the company’s brand recognition in its target market needs not much bolstering. Virtually anyone dealing with service parts planning and optimization knows that MCA stands for Morris Cohen &amp;amp; Associates.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Dr. Morris Cohen is the Matsushita (Panasonic) professor of manufacturing and logistics at the Wharton School of the University of Pennsylvania, and co-director of Wharton’s Fishman-Davidson Center for Operations Management. Dr. Cohen has spent three decades researching, planning, and designing advanced value chain systems and working with customers such as IBM, Cisco, Applied Materials, Intel, General Motors, and the United States (US) Navy.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In 1999, he co-founded MCA Solutions to bring the intellectual capital of service value chain optimization from the classroom into the technology marketplace (i.e., the real world). Another MCA co-founder, Dr. Agrawal, was a student of Dr. Cohen’s at Wharton before becoming assistant professor in the operations management department at the Stern School of Business at New York University. Today, Dr. Cohen serves as chairman of MCA’s board, while Dr. Agrawal is MCA’s executive vice president of products.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;The mere concept of inventory optimization sounds quite simple: one has to balance the risk of stockouts (i.e., missed sales opportunities translated into poor customer service) with the (often hefty) investment (and tied up capital and cash) in inventory (safety stocks). This becomes sort of a “damned if you do, damned if you don’t” situation.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;But the situation becomes much more complicated when one has to take into consideration multi-echelon distribution channels that entail hundreds or thousands of possible part locations worldwide, and even hundred thousand parts/stock-keeping units (SKU’s). The multi-echelon term refers to the supply chain hierarchy that spreads from the top upstream inventory point (e.g., a central distribution center [DC]) downstream several layers to the farthest node in the service chain (e.g., a regional warehouse or even a field service van).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;It is thus a small wonder that MCA (and virtually every other optimization peer vendor) stems from the academia and its software’s concept is based on rocket science-like planning &amp;amp; optimization algorithms. In 2001, MCA released the first commercially available software for multi-echelon inventory planning for service parts.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;As I have learned thus far from talking to the likes of MCA and Servigistics, these vendors remain quite cautious (if not outright secretive) about mentioning client’s names (especially if the client is involved in the product co-development) and about discussing their planning algorithms at a deeper level (not that many ordinary folks would understand these either, but, hey, the competition might listen in!).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Indeed, the planning and optimization models that these vendors tout can really be too overwhelming and hard to comprehend for ordinary mortals. For instance, in a single location with typical service parts, there can be deployed a few different methods of inventory planning, such as:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;    * Each part location is planned separately;&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;    * With a so-called demand accommodation approach (mastered by Servigistics), which determines what parts to stock, then calculates demand satisfaction levels, to finally segment parts and locations into these different fulfillment (customer service) levels; and&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;    * Overall optimization (arguably mastered by both MCA and Servigistics), as to achieve an overall desired service level across selected parts and locations.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Reportedly, the optimization approach can result in inventory about 30-40 percent lower than individual part location and 20 to 30 percent lower than the demand accommodation approach with much less planning and labor.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Warning: each prospective customer should check well which of these models would be the most appropriate for their business and ask the vendors to simulate real-life scenarios to them with germane data. Another warning: even then the recommended results from these packages might initially seem counterintuitive, with the rationale being difficult to explain. Nonetheless, MCA’s very first customer (I suspect it is Cisco) still successfully uses MCA SPO to manage a multi-billion dollar service parts inventory base, with 250,000 active parts across over a thousand service parts locations over several echelons.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Moreover, in some industries like aerospace &amp;amp; defense (A&amp;amp;D), stockouts are often prohibitively costly (i.e., planes are grounded due to missing critical parts), while, on the other hand, a mission-critical spare part can cost an arm-and-a-leg. There, the whopping investment in safety stocks has to be balanced rather against the risk of the part failure.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;To that end, in 2003, MCA partnered with a well-known aerospace company to develop the first commercial software for planning based on service parts availability. Availability-based planning means that the system looks at the availability of all of the critical parts to support a piece of a complex equipment (installation), as opposed to independently planning for fulfillment rates of individual parts and locations.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;With the same customer, MCA introduced software that managed multi-indentured and multi-echelon spare parts forecasting and planning, which was needed to support stringent “performance-based logistics (PBL)” programs that have been mandated by the US Department of Defense (DoD).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In 2004, MCA introduced risk-based tactical planning which takes a probabilistic approach to forecasting and applies it to the management and prioritization of service (work) orders. By prioritizing based on the risk of stockouts (i.e., the part’s criticality vs. its cost and the lead time to replenish it), the system ensures that supply is used optimally to meet spare parts service objectives, thus increasing service performance while making the planner more productive, too.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;For more details on these principles see TEC’s earlier article titled Lucrative but ‘Risky’ Aftermarket Business—Service and Replacement Parts SCM. Also, TEC, with a courtesy of ChainLink Research, has featured Dr. Cohen’s article along similar lines entitled Service Supply Chain Strategies to Increase Corporate Profitability.&lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1617819341523582800?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1617819341523582800/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/10/its-aftermarket-service-stupid-part-i.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1617819341523582800'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1617819341523582800'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/10/its-aftermarket-service-stupid-part-i.html' title='It’s the Aftermarket Service, Stupid! (Part I)'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-5870286724511501108</id><published>2009-10-21T08:09:00.002-07:00</published><updated>2009-10-21T08:10:19.341-07:00</updated><title type='text'>It’s the Aftermarket Service, Stupid! (Part II)</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;A related 2007 milestone at MCA included a significant expansion with both new and existing customers in core markets, including aviation and defense (A&amp;amp;D), high-tech, and semiconductor manufacturing. Specific wins included the first joint effort with SAP for a large commercial aircraft manufacturer, expanded work with the US Navy to include planning for the entire naval aviation fleet, and successful deployments at new medical and capital equipment customers.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In addition to working with the largest corporate customers, MCA also cited growing revenue in the mid-market.  With its SPO OnDemand Software as a Service (SaaS) offering, MCA hopes to bring to smaller service organizations the same capability that service leaders in the Fortune 500 are seeing value from, but with a much lower upfront software and information technology (IT) infrastructure investment.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;These benefits are attributed to lower monthly costs and faster implementations. The vendor will be expanding this offering in 2008 to make it even more appetizing and faster to deploy. The most recent win with the OnDemand SPO solution at Unisys Corporation might be a sign of succeeding with on-demand model at larger corporations as well as appealing to the mid-market. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Quintessential SAP Partnership&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;SAP now officially recognizes MCA’s Service Inventory Optimization (SIO) packaged composite application (PCA or “xApp” in SAP’s lingo) as an exclusive SAP-endorsed business solution (EBS) in the service parts planning space. In general, an SAP xApp is open to any third-party application that that qualifies technically, and hundreds of those are planned for certification and launch in 2008.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;This compliance should  make implementation in SAP environments fairly seamless, and, in MCA’s case, offer the market one of the most sophisticated integrated service parts planning and optimization solutions available.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In mid 2007, MCA completed solution qualification for SAP EBS and now the two companies boast several joint customers. I should point out here the importance of achieving the coveted EBS denomination, since there are currently only about a dozen or so such solutions. In other words, MCA SIO is an SAP xApp certified solution, with seamless process and data integration between the involved applications supported by both companies.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;For those that are more technically inclined, SIO leverages many of the SAP NetWeaver platform’s components, such as Web Application Server (WAS) and Exchange Integration (XI)/Process Integration (PI). The product utilizes SAP’s enterprise services (or web services, again in SAP’s lingo) for integration between the SIO results (e.g., safety stock recommendations) and SAP’s Service Parts Planning (SPP) module part of the SAP SCM suite [evaluate this product]).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Moreover, SIO runs in SAP Enterprise Portal and leverages the MCA Strategy functionality (soon to be explained), with forecasting and multi-echelon optimization capabilities.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;After having completed a stringent solution qualification process in SAP’s test facilities, SIO is nowadays tested and supported by both MCA and SAP. To illustrate the depth of an EBS-like partnership, let us see the evolutionary path that MCA has gone through over the years regarding its alliance with SAP (in the hope that a close relationship with SAP will prove to be very lucrative).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;MCA indeed has a long history with SAP, and it has achieved certification at every level and for every major SAP platform. Namely, in 2005, MCA achieved “SAP Certified R/3 Integration” and “Certified for NetWeaver” open enrolment statuses. In 2006, MCA added “Powered by NetWeaver” to its sales collateral, although a few hundred other independent software vendors (ISV’s) can tout the same.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Still, 2007 might have been crucial for the SAP and MCA alliance. For one, due to the above-mentioned EBS status, which denotes the deepest partnership level, MCA also received the SAP Pinnacle Award for “Outstanding Software Solution Innovator”.  Prospective customers should benefit from the tight integration of the broad planning process, and guaranteed support of the interfaces from both vendors through product upgrades. With the SAP EBS program, SAP’s existing and prospective customers can access support for partner solutions through the SAP Solution Manager repository.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Catering to All SAP’s Walks of Life&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;As a result, MCA has a spare parts planning solution configuration devised to return value and preserve information technology (IT) investment no matter where the client is in the SAP technology lifecycle. MCA’s SAP integration framework (coming from all the above-mentioned certifications) supports SAP’s proprietary IDoc’s and Business Applications Programming Interfaces  (BAPI’s), and NetWeaver XI/PI enterprise services, which provide integration configuration flexibility and technology choices.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;To that end, customers who don’t have the infrastructure to implement the entire joint NetWeaver-based SIO-SPP footprint may have other options, such as to integrate with SAP R/3 and other legacy enterprise resource planning (ERP) systems leveraging MCA SPO open API-based integration.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;MCA SIO currently uses several SAP enterprise services, while the forthcoming release will incorporate around 20 services (which means even tighter integration with more SAP modules). The joint solution is integrated with SAP SPP, which ensures tight integration between the strategic and tactical plans, as SAP SPP is in turn tightly integrated with SAP ERP [evaluate this product] and transactional processes like collaboration, order fullfilment, purchasing, warehousing, etc.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Furthermore, in each of the potential configuration options (for virtually every SAP environment), MCA Strategy’s  forecasting and inventory optimization is a core component. Its output is the target stock levels (min/max), reorder points (ROP) and reorder quantities (ROQ).  MCA’s web site has the elaborate descriptions and nuances of all its products, which also include MCA Tactics and MCA Service Business Design (SBD).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;MCA Tactics, whose scope is covered by SAP SPP in the joint SIO-SPP solution (confused yet?), is about generation of recommended orders (purchase orders, repair orders, allocation &amp;amp; transship orders, etc.) to ensure the user orders the right things to meet the service levels defined in the startegic plan.  MCA SBD does what-if scenarios planning for various network situations - e.g. network design impacts, impacts of different service level agreements (SLA’s), impact of tradeoffs between part reliability and inventory stocking levels, etc.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Finally, MCA Solutions is a member of SAP’s Industry Value Networks (IVN’s) for High-Tech and A&amp;amp;D. All of the above integrations have been undertaken with the idea of facilitating the customer’s entry point flexibility and early “self-funding” return on investment (ROI), while preserving the current IT investment and lower total cost of ownership (TCO).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Certainly, SAP customers can utilize MCA’a knowledge of SAP integration and lower their IT support costs, since in the spare parts planning and optimization space, MCA is currently the only vendor with this range of certifications and this deep a partnership with SAP.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;We should not forget here about Bob Salvucci, MCA’s president and chief executive officer (CEO), either. Prior to MCA, Mr. Salvucci had joined SAP America in the early 1990s, with responsibility for building the relationships with large SAP system integrators (SI’s) and technology partners. From there, he moved into various sales management roles, and later became the president of SAP Public Services, prior to joining MCA a few years back. He and some subsequent MCA hires of ex-SAP staffers should have a deep understanding about how to successfully navigate through the complexities of working within SAP.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Is There a Life Outside SAP’s Sanctuary?&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;However, while piggybacking on SAP remains critical, MCA cannot afford to “keep all its eggs in one basket” (in part given that the joint selling with SAP has yet to straighten some kinks out). Currently, MCA has about 60 employees and an install base of over 20 large discrete manufacturing enterprises, with all of them deploying MCA’s software across multiple sites.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Over half of MCA customers are SAP customers, while the rest have Oracle E-Business Suite [evaluate this product] and some legacy or mid-market ERP products. ERP integration is often cited as very important to prospective customers, while some existing MCA customers have requested that MCA develop a similar relationship with their ERP providers.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;In fact, the recent three-party engagement at the US Air Force (USAF), with Oracle, IFS Applications [evaluate this product] and Xelus/Click Commerce (a competitor of MCA and Servigistics) may speak volumes about the co-opetitive nature of the market. While the SAP EBS-like relationship with other ERP vendors may not happen at MCA for various competitive reasons, the non-SAP base will continue to be important to MCA as it represents about one third of the pipeline.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;It is thus no wonder that MCA has lately expanded the Oracle Partner Network (OPN) membership (at least to also send a “subtle” warning signal to SAP to get its ducks in a row for joint sale efforts). It remains to be seen how deep the partnership with Oracle can be in light of its capabilities via the recently acquired Demantra product.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Other Key Success Factors&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;MCA’s growth of late was driven by its focus on its core strengths: to become the solution of choice for aftermarket service parts planning, and to continue to drive innovation and better solutions. This implies working with and integrating  with leading ERP vendors, and with other best-of-breed vendors, primarily those in the SAP’ ISV ecosystem. Most important of those would be Vendavo in service parts pricing, Questra  in intelligent device management, and ClickSoftware  in field service scheduling.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Still, the strength of MCA’s exclusive SAP relationship was a key factor not only in deals that the two vendors conducted together with their joint solution, but in any SAP environment.  There were several SAP customers who went with MCA’s stand-alone solution but liked the partnership with SAP and the potential to evolve to the joint solution as they widen their SAP footprint.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Both SAP and MCA tout that the pairing has already resulted in shorter sales cycles and some early wins. The two vendors have done two deals together lately, whereby the first one, Varian, is not using the joint SIO solution, but may in the future.  But they very recently closed their first joint deal at Bombardier Aerospace, which will be implementing the joint solution (MCA’s SIO and SAP’s SPP) later this year.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;Another success factor has been MCA’s dominance in the A&amp;amp;D sector in the upper-end of the market.  This included both expanding their footprint within existing accounts and adding new ones. In addition, there has been an increasing prevalence of performance-based logistics (PBL) know-how requirements by customers, and MCA’s capability there was demonstrated with some of the largest players like Boeing, Lockheed, and Rockwell Collins.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: arial; font-weight: bold;"&gt;MCA expects to win in the complex A&amp;amp;D SPO contest almost all the time (it only lost one prospect to Servigistics last year), and will compete well in the high-tech and industrial equipment sectors (especially within SAP accounts). The comany has had several recent wins including replacing two different competitors’ solutions.&lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-5870286724511501108?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/5870286724511501108/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/10/its-aftermarket-service-stupid-part-ii.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5870286724511501108'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/5870286724511501108'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/10/its-aftermarket-service-stupid-part-ii.html' title='It’s the Aftermarket Service, Stupid! (Part II)'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-3705122406615554336</id><published>2009-10-04T01:41:00.001-07:00</published><updated>2009-10-04T01:41:54.219-07:00</updated><title type='text'>Keep Your IT Projects Focused with TEC’s Evaluation Centers</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;But putting your requirements first isn’t always easy. Software selection is a juggling act, and your requirements aren’t the only ball you need to keep in the air. You’ve also got to analyze reams of data from vendors (some of it fact, some of it marketing hype) to find out if their products actually meet your requirements. And you need to make sure that you’re analyzing those data the right way—using the right tools and a proven methodology.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;That’s where TEC’s Evaluation Centers come in—helping you stay focused on your requirements without dropping anything else.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;So What Is an Evaluation Center?&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Our Evaluation Centers are dedicated, online environments for software selection. Each Center contains everything you need to compare a particular type of enterprise software solution, and include:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;A structured method for defining and prioritizing your requirements: The Evaluation Center interface lets you work from a model of industry standard features and functions where you can identify the features and functions you need and set priorities to define their relative importance. Structuring your requirements this way makes it easy to see how well vendors support them. But more on that in a moment.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Detailed vendor information: We ask vendors in dozens of industries to respond to detailed requests for information (RFIs) so we know how well their solutions support thousands of industry-standard features and functions. Once it is vetted by our analysts, this information ends up in our knowledge bases (KBs), along with articles, white papers, and other relevant data.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Every Evaluation Center gives you access to one or more KBs, so you have up-to-date information about hundreds of vendor solutions at your disposal—information that would be, at best, difficult and time-consuming to gather on your own.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;A built-in decision support engine: Powering TEC’s Evaluation Centers is ebestmatch™, our online decision support engine. ebestmatch compares your requirements to the capabilities of vendor solutions in order to first identify a short list of solutions and, later, to identify the “best-fit” solution.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;ebestmatch has a number of unique characteristics that make it ideal for software selection. For example, ebestmatch can supplement traditional weighted-average-based analysis with the BestMatch Factor—a patented computation that analyzes not only how well a solution matches your requirements, but also how closely it hews to your priorities.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;With ebestmatch, it is also possible to do a “value analysis” that tells you which solution offers the closest match to your requirements for the price, and shows you how other vendors would have to adjust their pricing to stay competitive.&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;How Does This Help Keep Your Selection Projects Focused?&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;I said at the beginning that properly defining your functional and technical requirements is a critical part of your software selection project. After all, the goal is to find the best software for your business, and your needs have to come first.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Using a TEC Evaluation Center removes much of the overhead of a traditional selection project, leaving you with more time to pay attention to what you need—and whether the vendors can deliver it.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;For one thing, in an Evaluation Center, you model and prioritize your requirements using the exact structure found in TEC’s RFIs—the same RFIs that vendors respond to. So you can see exactly where a vendor does and doesn’t support your requirements, and make apples-to-apples comparisons of competing vendors. That makes the comparison process a whole lot faster.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;For another thing, because the Evaluation Centers already contain vendor RFI responses, you don’t need to spend time collecting and validating RFIs to develop your initial short list of vendors. And while you will eventually need to send RFIs to the vendors who make the short list, you can load their responses into the Evaluation Center and do the same kind of quick, unbiased evaluation and comparison you did to arrive at a short list in the first place.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;And for yet another thing, TEC’s Evaluation Centers have analysis tools built right in, so you don’t need to spend time building and troubleshooting complicated spreadsheets (if you’ve been through a selection project before, you’ll immediately recognize what a time-saver this is). ebestmatch handles the underlying computations and displays the results in the Evaluation Center interface, using clear, easy-to-understand graphs, charts, and reports. You can see how the vendors perform at any level—from broad functional areas to individual features and functions.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Oh, and just so you know: every Evaluation Center is set up to guide you through the selection process according to TEC’s proven selection methodology, so you can be sure you’re going about things the right way.&lt;/span&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-3705122406615554336?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/3705122406615554336/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/10/keep-your-it-projects-focused-with-tecs.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3705122406615554336'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/3705122406615554336'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/10/keep-your-it-projects-focused-with-tecs.html' title='Keep Your IT Projects Focused with TEC’s Evaluation Centers'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1246714998181959690</id><published>2009-10-04T01:38:00.000-07:00</published><updated>2009-10-04T01:39:29.131-07:00</updated><title type='text'>Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Recent scandals in the corporate world have created a refreshed awareness of the audit function. A direct by-product of these scandals is the Sarbanes-Oxley Act of 2002 (SOX), which gives legal and financial muscle to the assurance of the integrity, reliability, and accuracy of financial reporting and corporate disclosures. In fact, based on a recent survey of CFO's and IT executives, 71 percent of the respondents believe that Section 404 of the Act, which requires business process audits and documentation to support internal controls certification, is the most critical part of SOX. While some may argue that the Act does not go far enough, it is surely a positive, aggressive start.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;While this reemphasis may be good news for current and ongoing systems, the process of developing an audit awareness and the need for substantial controls can and should be established as software is being implemented. If you are the project manager or the project sponsor, possibly the company's CEO or CFO, it is in your best interest to create a financially healthy environment from the start of the implementation project. The expectation is that this good inbreeding will continue with the software into production and throughout its entire lifecycle. Considering the extensive scope of enterprise software such as enterprise resource planning (ERP), supply chain management (SCM), and warehouse management systems (WMS) software, the need for adequate and substantial controls is even more apparent.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;This two-part article looks at four key segments of an enterprise software implementation, with timely emphasis on SOX, and suggests audit procedures, controls, and processes that should be typified, observed, tested, and reported upon. These segments include:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Project Planning and Management&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Documentation and Reporting&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Software Piloting&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Data Conversion&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Clearly, there may be others and, hopefully, this discussion can encourage or scare you into identifying these other areas that may be pertinent and cost-effective to your organization. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Before the full impact of SOX can be absorbed into an organization as a basic component or guiding principle of a project's life cycle, considerable prep work is needed. Getting everyone acquainted with the requirements of the Act and making sure that projects are in compliance is no simple task. Be advised, it will not happen overnight. Consequently, an education and training process must be completed so that everyone is in agreement and on the same sheet of music. This mission should be undertaken as you would for any project but with special emphasis placed on securing a high profile executive to serve as the sponsor. Given the fact that they are most affected by SOX, a CEO or CFO are natural choices and should be easy to convince to participate.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;The key elements of project planning and management that come under intense scrutiny include:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Project charter and overall workplan&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Project plan&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Regular and documented status reporting format&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Issue resolution protocol&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Deliverable monitoring against plan&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Continual communications plan&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;You are probably saying this is not new stuff; we're doing it today. While the sections of SOX are still in a state of flux, particularly Section 404, the specifications for these elements will not be open to discussion but rather will be rigidly dictated and compliance strictly enforced. Consequently, more than casual attention must be given to these matters and must be available for future review.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Projects will be evaluated based on their impact on a company's bottom line. Specifically, large projects, particularly those associated with enterprise-wide systems, are responsible for consuming materially significant funds that can affect financial statements. Accordingly, the internal and external costs associated with a project can represent a significant expenditure and corresponding expense. The level of expenditure can determine whether software acquisition and implementation projects are capitalized between the balance sheet and income statement. Furthermore, the allocation method must be defensible. Typically, a company will rely on the project manager and the corresponding procedures and controls to support the position taken.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;With the arrival of SOX, as project manager, you should be taking certain actions in preparation. Become familiar with the Act itself and see if your industry has additional requirements. An education process for the organization has been addressed above. The AICPA provides a nice and concise overview of the Act. Start looking at Sarbanes-Oxley tool sets. Typically, these are not intended to replace project management tools but rather act as repositories, providing a means to capture required data. Typically, your external auditors can help in this regard. As will be discussed below, start involving the audit function in the project management process as a way to install a control discipline and mindset at the start of a system's life cycle.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Probably those of you working in an overseas company and not subject to the Act may heave a sigh of relief. Good control practices, however, are not restricted by national boundaries or languages. These practices just make good sense and do not need legislation or the attachment of criminal penalties to be implemented. Steal the concepts from the SOX and start your own program to improve internal control practices.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;As a project manager, you should encourage the involvement of the audit function from the outset. While specific and typical areas of involvement will be addressed in Part II of this article, as part of the planning and management process, coordination with the audit function can ensure that control objectives and guidelines are understood. In this way, team members will be able to assist in the identification of control weaknesses or gaps. Bear in mind, however, that the ultimate decision as to the materiality of a control weakness rests on the shoulders of the audit function.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Finally, a key aspect of project management is keeping management informed. Ensure that the steering committee, including the executive sponsor, is aware of the project's progress against plan, decision points, and significant changes in scope. Their approval will help keep you in SOX compliance. This is also an opportune time to discuss control objectives and their positive affect on and through the enterprise software. Companies are also starting to look more closely at the project management office (PMO) in an effort to provide more efficiencies but, more importantly, tighter control and monitoring of IT projects. But don't expect a quick fix, easy metrics, or an immediate payback.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;The documentation required for compliance with SOX is rigorous. Consequently, a critical aspect of SOX compliance and an internal controls framework is developing a repository of documented controls. As indicated above, there are tool sets available to facilitate this activity. However, the implementation team, with the software's functionality fresh in mind, can start the compilation process and fill the repository. As the project team becomes familiar with the software, control aspects will come to light. For this reason, it is important the audit function defines internal controls, both hard and soft, so that the team knows what to be on the watch for. Confirmation of the controls can be completed in the testing and piloting phases.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Samples of documentation that could be used to satisfy the SOX requirements and, more importantly, can be accumulated during the acquisition and implementation of software are:&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Policy and procedure manual&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Job descriptions and desk procedures&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Systems documentation and workflows&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Report layouts and samples&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Edit criteria and error resolution procedures&lt;/span&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;    * Ongoing reconciliation procedures&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Many of these samples can be easily obtained from the vendor or vendor special interest groups where other companies may have already paved the way.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Some might argue that compliance with SOX will only add to the length of the overall project. First, to counter that argument, companies bound by SOX may have little choice. Secondly, it is easier to gather the information gradually as a work-in-progress rather than afterwards when interests have been transferred to other projects. Finally, below is the tradition timeline of an implementation project with the interjection of an audit presence. It would not appear that the extension of the overall project length is minor and could be considerably offset if the audit function serves an active member of the team.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;p style="font-family: georgia; font-style: italic; text-align: justify;" class="articleText"&gt;&lt;img src="http://www.technologyevaluation.com/Research/ResearchHighlights/ExecutiveView/2003/10/research_notes/img/Project-Timeline.gif" height="304" width="419" /&gt;&lt;/p&gt;&lt;p style="font-family: georgia; font-style: italic; text-align: justify;" class="articleText"&gt;&lt;br /&gt;&lt;/p&gt;&lt;p style="font-family: georgia; font-style: italic; text-align: justify;" class="articleText"&gt;&lt;br /&gt;&lt;/p&gt;&lt;div style="text-align: justify;"&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1246714998181959690?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1246714998181959690/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/10/audit-considerations-for-enterprise.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1246714998181959690'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1246714998181959690'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/10/audit-considerations-for-enterprise.html' title='Audit Considerations for Enterprise Software Implementations Part 1: Project Planning and Management'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-343382162551044532</id><published>2009-10-04T01:34:00.000-07:00</published><updated>2009-10-04T01:35:06.829-07:00</updated><title type='text'>Process Manufacturing: Industry Specific Requirements Part Two: Chemical</title><content type='html'>&lt;div style="text-align: justify;"&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Traditionally, manufacturing is categorized by two methods: process and discrete. Many differences exist, but most can be grouped into two areas: those derived from material issues and those derived from production issues.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Process materials are different than discrete materials. Process materials are powder, liquids or gases; they must be confined, and they are more difficult to accurately measure. Process materials are close to their natural sources (farms, mines, etc.) and, therefore, are of inconsistent quality. Inconsistent quality means extensive quality procedures, segregation (lot control), restriction of use (for example, this lot is okay for one customer but not another), and usually the inclusion of quality attributes as part of their inventory definition. Process materials vary with time. They get better, they get worse, and they change their identity.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Production issues give us the simplest definition of process manufacturing. Specifically, once you produce your finished product, you cannot distill it back to its basic ingredients. Have you ever attempted to return orange juice back to its original water, sugar, sodium, and, of course, oranges or extract the pigments out of paint? However, you can disassemble a car back to its tires, spark plugs, carburetor, and engine block. There are similar components in process and discrete manufacturing: ingredients versus parts; formulas versus bill of materials; several units of measure (i.e., pounds, ounces, and liters) versus EA (each).&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;There are, however, subtle differences. Process manufacturing is scalable. For example, if the formula calls for a 1,000 pounds of oranges but you only have 500 pounds, you can still make orange juice, just not as much. If you only have three tires, you are going to have wait for the fourth tire before the car can start rolling off the production line. In process, you tend make product in bulk or batches as in a vat of coke or a 500-gallon tanks of solvent and then pack it off to fulfill customer orders. On the other hand, in discrete manufacturing you would expect to see one computer at a time coming down the production line.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;For a quick refresher on process manufacturing, peruse the articles, Process Manufacturing: A Primer or What Makes Process Process.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;The remainder of this article focuses on process manufacturing. However, to say process manufacturing functions are the same in all industries is tantamount to saying that a Ferrari and a Ford truck are simply means of getting from point A to point B. Just as you would not use a Ferrari to haul lumber, aspects of process manufacturing cannot be applied equally and with the same importance to all industries. This article looks at the unique requirements of process manufacturing in three industries: food and beverage, chemical, and a hybrid industry, textiles. One way or another, these requirements must be satisfied. If a software vendor can provide this satisfaction, your organization's anxiety level concerning the implementation of enterprise-wide systems can be significantly reduced.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;If you are not in these industries, you can stop reading � No, wait! Perhaps understanding how a particular requirement or aspect of process manufacturing relates to one of these industries may give you better understanding or insight on how it can be applied in your company. Whew! Thought that I had lost you! Glad you're back.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Editor's Note: For the purpose of this article, process and continuous-flow manufacturing are treated as synonymous. Continuous-flow manufacturing is the eradication of product stagnation in and between processes. Once a product has entered the manufacturing process, it moves on without having to be stored. Special considerations, such as one-piece-at-a-time production and multi-process handling for establishing a continuous-flow operation, will not be addressed in this article. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;A new wrinkle that has been added to process manufacturing by the chemical industry is the introduction of hazardous material. As you would expect, the use of hazardous materials is closely regulated and must be reported. This creates two conditions that can be greatly simplified by software. First, when creating a new formula or modifying an existing one, the formula must be analyzed for the presence of hazardous materials. This check requires a continuously updated and current list of regulated materials that are considered hazardous. Also required is the percentage of these materials relative to the other ingredients.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Secondly, the reporting of hazardous materials must comply with a specific format, namely material safety data sheets (MSDS). These sheets will usually accompany the customer's bill of lading (BOL) and, therefore, must be integrated with the billing process. While copies of MSDS can be kept on file and manually matched with the BOL, most companies will not want to risk non-compliance and would rather seek an automated remedy. Likewise, companies who like to "live on the edge" will rely on manual procedures to determine when a formula and product requires an updated MSDS. More prudent companies, however, will seek to have update notification incorporated in their enterprise-wide software and automatically generated new MSDS when needed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;The programming of hazardous material compliance is not trivial when you consider that it involves list processing and matching, percent of total analysis, scheduling, and formatting. While there are bolt-on solutions because of the required tight integration, it is hard to argue against an enterprise-wide software solution that includes this functionality straight out of the box. Depending on how important formula analysis and MSDS reporting are to your organization, the inclusion of this functionality in a vendor's software offering could be a deal breaker or, at the very least, a tie breaker. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;In many chemical companies, but particularly in specialty chemical companies, every order represents a new product. For example, tweak an existing formula or replace this chemical ingredient with that chemical ingredient. This places three demands on the functioning of the software. First, since the resulting chemical is being produced for the first time, a quote would normally be required. As a consequent, the software needs to have the ability to easily convert prospective quotes into firm orders and trigger an event in the production schedule.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Secondly, since new formulas will be needed, the maintenance and management of formulas need to be streamlined and responsive to customer inquiries, possibly while the customer is still on the phone. Templating would be a useful tool in this regard. You start with an existing formula as a template for the new formula and make ingredient changes as warranted. Finally, to compliment the templating concept, and because many chemical properties are interchangeable, a suggested ingredient substitution would facilitate the production process. Automated or suggestive ingredient substitution could allow your company to fulfill customer orders that otherwise have to be abandoned or, at best, delayed.&lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;span style="font-family: georgia; font-style: italic;"&gt;Producing chemicals typically involves all of the three common states of ingredients, namely solids, liquids, and gases. From a formula and mixing perspective, this necessitates a very robust unit of measure (UOM) conversion engine. Whether the formula requires conversion of US measurements to metric or imperial measurements, liquids to solids, or gases to liquids, such conversions should be transparent to the production of the finished goods. Furthermore, depending on the unique requirements of your company, software that allows the entry of free form conversion tables can be extremely useful. &lt;/span&gt;&lt;br /&gt;&lt;br /&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-343382162551044532?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/343382162551044532/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/10/process-manufacturing-industry-specific_04.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/343382162551044532'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/343382162551044532'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/10/process-manufacturing-industry-specific_04.html' title='Process Manufacturing: Industry Specific Requirements Part Two: Chemical'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4048741973523698893</id><published>2009-09-09T08:36:00.003-07:00</published><updated>2009-09-09T08:36:50.097-07:00</updated><title type='text'>Food and Drug Safety: Prevention Better Than Cure (For Sure) – Part 1</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-size:100%;"&gt;Food production and distribution is a serious and strategic business, and I am not aware of anyone in my surroundings that takes it lightly; food can not only delight us, but can also make us quite sick and indisposed. While my inner circles (pets included) have luckily not been casualties of recent salmonella, E.coli, and whatnot outbreaks from tainted chilly peppers, tomatoes, spinach, pet food, or most recently peanut butter, the 2008 year-end holidays were not much fun for my family.&lt;br /&gt;&lt;br /&gt;Namely, the “G.I. bug” that our 18-month-old likely got in her playgroup spread so quickly and violently to anyone who was in contact with her (including the broader family members that stopped by to just traditionally exchange holiday gifts). Sure, viral gastroenteritis might likely have had nothing to do with what we ate at the time, but the feeling of being listless and other unpleasant (and unspeakable) G.I. bug symptoms were quite similar to those that food poisoning outbreaks can “treat” us to.&lt;br /&gt;&lt;br /&gt;Food processing and distribution are not be the only market with burning product safety issues, since similar issues can also apply to the drug and pharmaceuticals sector or consumer packaged goods (CPGs); remember lead-tainted toys or antifreeze-laced toothpaste coming from China? Still, we all seem to be the most sensitive about food-related breaking news, possibly due to the likelihood of those hitting home (perhaps even in a willful way by bio-terrorists).&lt;br /&gt;&lt;br /&gt;Thus, some food processing market experts have lately been frustrated by companies’ focus on location and lot control, serial number tracking, and traceability as the panaceas to solve product safety issues.&lt;br /&gt;&lt;br /&gt;While important, these critical capabilities still help mostly with minimizing the damage (i.e., during product recalls), but the damage to customers and company’s brand has unfortunately already taken place, leaving many folks seriously ill (if not even fatally affected).&lt;br /&gt;&lt;br /&gt;Track-and-trace After the Fact: Good But Insufficient&lt;br /&gt;&lt;br /&gt;On the other hand, while I agree that detecting the problem before “the horse leaves the barn” would be a great use of IT tools, my IT experience still only involves location and lot tracking (while the product is in the hands of the manufacturer) and traceability (once the goods go to the customer). The goal has typically been the immediacy of problem identification and minimizing the extent of a product recall.&lt;br /&gt;&lt;br /&gt;Sure, random sampling of ingredients is usually performed by labs and quality control (QC) departments, but they can only report an “accept” or “reject” status. To also be fair, Hazard Analysis and Critical Control Points (HACCP) is a systematic preventive approach to food safety and pharmaceutical safety that addresses physical, chemical, and biological hazards as a means of prevention rather than finished product inspection. Still, like lot control and traceability, HACCP is only a piece of a much broader product safety issue.&lt;br /&gt;&lt;br /&gt;Proactive Product Safety&lt;br /&gt;&lt;br /&gt;Some of the market experts within leading enterprise resource planning (ERP) vendors have thus started to develop a broader strategy to proactively protect food safety. The higher the risk (e.g., from non-processed “bag &amp;amp; ship” leafy green vegetables, seafood, meats, fruit and vegetables, dairy products, etc.), the greater the need for a proactive strategy.&lt;br /&gt;&lt;br /&gt;Ultimately, this proactive approach could become part of an overarching governance, risk, and compliance (GRC) strategy (and message). Namely, companies can either choose to be reactive and support regulations and tracking as an imposed requirement or take a more proactive stance as part of a more comprehensive corporate social responsibility (CSR) message.&lt;br /&gt;&lt;br /&gt;In other words, providing nutrition labeling and track-and-trace capability is one thing, whereas adding food education and balanced eating with more “green” or “organic” products is a whole different level that goes beyond simply compliance reporting. Implementing a comprehensive food safety management program both on the internal production side and overall supply chain side is one thing, whereas educating consumers is a CSR message.&lt;br /&gt;&lt;br /&gt;Certainly, phrases like “organic or real food” and “farm-to-table” may sound like elitist jargon tossed around at upscale restaurants, and completely out of touch with the folks than cannot afford even a $0.99 burger (or such junk food) these days. But the country’s top chefs, several of whom traveled to Washington, DC for President Obama’s recent inauguration, hope that Obama’s apparent flair for good and healthy food will encourage people to expand their horizons when it comes to what they eat.&lt;br /&gt;&lt;br /&gt;These chefs tout locally grown, environmentally friendly and - most importantly - nutritious food. They urge diners, even those who may never be able to afford to eat at their extravagant restaurants, to grow their own vegetables, shop at farmers’ markets, and pay attention to where their food comes from.&lt;br /&gt;&lt;br /&gt;But before this “organic pie in the sky” becomes a reality, let’s see what some pundits within ERP providers have in mind when it comes to being proactive about food safety. Whenever there is a serious discussion about the food industry, one cannot avoid Olin Thompson, VP of Industry Strategy at Lawson Software and former contributor to TEC’s newsletter (e.g., see TEC’s previous article entitled “Food Safety, Government Regulations, and Brand Protection”). Lately, Olin has been talking about his (and Lawson’s) holistic approach as the “Four Ps” (”4Ps”) of Food Safety (along the lines of well-known 4Ps of the Marketing Theory).&lt;br /&gt;&lt;br /&gt;“Four Ps” of Food Safety&lt;br /&gt;&lt;br /&gt;The first “P” is “Prevent” or take steps to avoid a problem, since the best defense is good offense. Olin considers this as the most important of the four Ps, whereby sanitation, QC, and HACCP are some utilized practices. The idea is to build a quality fence around your business, with top management’s genuine commitment to food safety. To that end, your business system should provide the following capabilities:&lt;br /&gt;&lt;br /&gt;    * Product specifications during procurement processes;&lt;br /&gt;    * Supplier/vendor ratings;&lt;br /&gt;    * Inbound QC testing;&lt;br /&gt;    * Quality specifications as part of inventory management modules;&lt;br /&gt;    * Product quarantine management;&lt;br /&gt;    * Product aging tracking;&lt;br /&gt;    * Date-sensitive picking; and&lt;br /&gt;    * Lot tracking.&lt;br /&gt;&lt;br /&gt;The second “P” stands for “Prepare” or build the ability to react to a problem if and when it happens. Good preparation presumes that you will have an incident and prepares you to respond via integration of food safety data with operations and automated data collection (ADC), storage, and analysis of food safety data. To that end, your business system should provide lot track-and-trace and location management capabilities.&lt;br /&gt;&lt;br /&gt;Next comes “Prove,” to both yourselves and other concerned parties, that you are preventing problems and you are prepared to react if you have one. In other words, you have to be able to prove to all concerned parties that your product recall system will respond when it is needed (whether due to problems of an internal nature or coming from customers and regulators). This can be achieved by frequently testing the system, whereby the business system should be able to conduct mock recalls.&lt;br /&gt;&lt;br /&gt;Finally, the last P is “Proactively respond” (OK, Olin acknowledges that it requires a little stretch here to get another “P”). Namely, if a problem is uncovered, one must be aggressive in addressing the recall and other needs, since holding back usually makes it worse. All incidents must be taken seriously and the company must respond quickly and completely.  Over-response is often less expensive in terms of dollars and negative PR than under-response.&lt;br /&gt;&lt;br /&gt;While management commitment to a proactive response is critical, the company’s business system should also provide rapid recall support. In other words, to meet the four-hour response requirement set forth in the Bioterrorism Act of 2002, the system must provide the actionable information in minutes rather than hours.&lt;br /&gt;&lt;br /&gt;Which Enterprise Applications Can Cater to the 4Ps of Product Safety?&lt;br /&gt;&lt;br /&gt;The critical part in the 4Ps-enabling applications landscape would be a Process Manufacturing ERP system like Lawson M3 [evaluate this product]. These systems are typically the most important for tracing and establishing the quality fence. Namely, ERP systems process inventory transactions that can come from the entire value chain. Process manufacturing ERP systems often have the laboratory software applications as well, while the procurement module can handle specifications, vendor certifications, and vendor rating.&lt;br /&gt;&lt;br /&gt;Interestingly, Olin doesn’t consider product lifecycle management (PLM) systems to be critical with regards to product safety. Still, he at least acknowledges PLM systems’ help with creating quality specifications and matching approved ingredients to geographic markets (e.g., can this ingredient be in a product that is going to be sold in Japan?).&lt;br /&gt;&lt;br /&gt;Supply chain event management (SCEM) tools are certainly critical for visibility and action reasons, albeit they can overlap with the inventory management modules of ERP systems. These visibility and workflow-based tools help only if they have lot tracking capabilities, perhaps bolstered with radio frequency identification (RFID) sensors and accompanying applications.&lt;br /&gt;&lt;br /&gt;To that end, recently launched Lawson M3 Trace Engine is a standalone solution that combines repository, SCEM, data cleansing and integration, and workflow capabilities for food safety in extended supply chains. The product was described in great detail in my previous two-part blog series.&lt;br /&gt;&lt;br /&gt;Manufacturing execution systems (MES) are important since HACCP capabilities are often found within them, but typically a MES is lot-blind and thus has to be interfaced to an ERP counterpart.  Likewise, a laboratory information management system (LIMS) or quality management system (QMS) is a critical part of the quality fence for handling testing rules, analysis of results, vendor ratings, lab instructions, etc.&lt;br /&gt;&lt;br /&gt;But as a standalone solution LIMS/QMS is usually not linked to a recall system. Most recall systems are part of ERP, which again demands some involved integration or interfacing.&lt;br /&gt;&lt;br /&gt;Part II of this blog series will introduce another process industries expert and his proactive product compliance strategy. Your views, comments, opinions, experiences, etc. about the abovementioned food safety issues are welcome in the meantime.&lt;br /&gt;&lt;/span&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4048741973523698893?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4048741973523698893/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/09/food-and-drug-safety-prevention-better.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4048741973523698893'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4048741973523698893'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/09/food-and-drug-safety-prevention-better.html' title='Food and Drug Safety: Prevention Better Than Cure (For Sure) – Part 1'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-4187225648482169752</id><published>2009-09-09T08:36:00.001-07:00</published><updated>2009-09-09T08:36:28.364-07:00</updated><title type='text'>One Year Later at Deltek: More of the Same (And Then Some More) – Part III</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-size:100%;"&gt;Part I of this blog series explained Deltek’s ebullience despite a hostile and depressed environment, and also analyzed the recent developments (and anticipated future developments) at Deltek’s Professional Service line of business, which is largely represented by Deltek Vision [evaluate this product]. Part II then analyzed the recent developments (and anticipated future developments) at Deltek’s Government Contractors (GovCon) line of business, which is represented by Deltek Costpoint [evaluate this product] and Deltek GCS Premier [evaluate this product].&lt;br /&gt;&lt;br /&gt;This final part will focus on Deltek’s Enterprise Project Management (EPM) line of business, which helps companies deal with the ever-growing reporting regulations being imposed by government agencies.&lt;br /&gt;&lt;br /&gt;The Deltek EPM product portfolio [evaluate these products] offers the following three primary disciplines of program controls for government contractors:&lt;br /&gt;&lt;br /&gt;   1. Planning &amp;amp; Scheduling via Deltek Open Plan;&lt;br /&gt;   2. Cost and earned value management (EVM) via Deltek Cobra and Deltek MPM (to be explained soon); and&lt;br /&gt;   3. Risk Management via Deltek WelcomRisk.&lt;br /&gt;&lt;br /&gt;To be fair, estimating is another key program management disciplne, which Deltek does via third-party solutions. Regarding estimating partners for EPM, Deltek works with several vendors, including Galorath, ProPricer, and PRICE Systems. Users can basically import comma-separated values (CSV) files from those estimating systems into Deltek Cobra. While Deltek works with all of the above-mentioned estimating vendors, it doesn’t yet have formalized partnerships with any of them, and doesn’t turn to one more than any other.&lt;br /&gt;&lt;br /&gt;The “See Problems Before They Do,” “Share Program Information,” and “Trust the Data” Themes&lt;br /&gt;&lt;br /&gt;As Deltek has built its EPM business and listened to its customers’ top priorities, it has focused its attention on building a technology roadmap that delivers features such as early warning indicators, automated reporting, “anywhere, anytime” access via the Web, and process controls to build consistency within the organization. The vendor continues to invest in EPM, and one recent highlight would be Deltek wInsight 6.4,  the tool for EVM reporting and collaboration, which was released in late May, 2008.&lt;br /&gt;&lt;br /&gt;The release included enhancements such as early warning indicators that provide a proactive view of project performance to avoid costly budget and schedule overruns. In addition, wInsight 6.4 added two new “trip wire” metrics for the United States (US) Office of Secretary of Defense (OSD): the Baseline Execution Index (BEI) and the Critical Path Length Index (CPLI). These indices are used to measure and forecast programs’ progress and are utilized by the US Defense Contract Management Agency (DCMA) for compliance audits.&lt;br /&gt;&lt;br /&gt;The product also included faster US Office of Management and Budget (OMB) Part 300 reporting capabilities and simplified data integration. The latter was enabled via a United Nations Centre for Trade Facilitation and Electronic Business (UN/CEFACT) Extensible Markup Language (XML) data interchange to communicate EVM data to clients more easily.&lt;br /&gt;&lt;br /&gt;Acquisition Further Bolsters EVM Leadership&lt;br /&gt;&lt;br /&gt;As the second major move in the EPM space, in September 2008 Deltek announced the acquisition of MPM, Planview’s former EVM solution.  Deltek received both software and key employees with this acquisition.&lt;br /&gt;&lt;br /&gt;Prior to this acquisition, the two dominant EVM applications in the market were Planview MPM and Deltek Cobra. Now, Deltek becomes the industry-standard solution in the marketplace for EVM, since acquiring MPM effectively allowed the vendor to corner this market niche. This acquisition indeed extends Deltek’s leadership position as the largest and most comprehensive EVM provider.&lt;br /&gt;&lt;br /&gt;Deltek MPM is an EVM application widely used by government contractors and agencies, including 8 of the top 10 aerospace and defense (A&amp;amp;D) contractors, to meet the complex compliance requirements of the US Federal Government. The solution competes directly with Artemis CostView and Dekker, and is used primarily by government contractors to comply with the ANSI 748-98A standards for earned value reporting.&lt;br /&gt;&lt;br /&gt;Accordingly, MPM takes initial program budgets to an integrated baseline review (IBR) and then allows users to monitor and report on program performance. MPM produces 48 standard (”canned”) reports required by the government such as contract performance format (CPR): Format 1-4 and NASA Form 533: Monthly Contractor Financial Management Report. On a high level, the product’s key capabilities are the following: program overview and initial setup, work breakdown structure (WBS), estimating, what-if analysis, planning &amp;amp; status reviewing, graphic drill-down, Microsoft Project integration, and reporting capabilities in terms of sample reports.&lt;br /&gt;&lt;br /&gt;Why This Acquisition?&lt;br /&gt;&lt;br /&gt;I think Deltek made the MPM acquisition for two reasons. For one, as mentioned earlier on, the purchase solidifies Deltek’s standing as the leading EVM vendor in the world.  These numbers are only estimates, but it is my belief that MPM and Cobra’s combined install base gives Deltek about 70 percent of the market share for EVM applications.&lt;br /&gt;&lt;br /&gt;MPM’s former parent Planview is focused on the information information technology (IT) governance side of the project portfolio management (PPM) market and felt that selling its EVM solution to Deltek would re-focus the company on what it is good at, and gives it additional resources to focus on the strategy.  For Deltek, the vendor gets a solution that fits into its EVM product set, which was the second reason it made this move.&lt;br /&gt;&lt;br /&gt;Namely, MPM gives Deltek an EVM solution that complements the overall EPM portfolio.  MPM is a great fit for organizations that have decentralized EVM processes where EVM is managed on individual programs.&lt;br /&gt;&lt;br /&gt;It is a desktop application that is relatively easy to use, intuitive, quick to implement, and requires few IT resources.  In that sense, while it will be sold to and used by the largest companies in the world (Northrop Grumman Corporation and Raytheon Company are MPM customers), it is an ideal fit for small to midsize government contractors that want to get up and running on EVM quickly.&lt;br /&gt;&lt;br /&gt;The application is capable of handling only one project at a time (although it can store multiple projects). For instance, WBS can only be done on a project-by-project basis, since there is no concept for centralized enterprise project structure (EPS). There is a summary level WBS with roll-up assignments of WBS to owners (or contract account managers [CAMs]). The product also does not offer some critical reports such as the Functional Cost Hour Report (DD Form 1921-1 Part 1) and OMB 300.&lt;br /&gt;&lt;br /&gt;Thus, MPM is not focused on enterprise-level deals due to lack of enterprise functionality, and this is where Cobra plays. Deltek Cobra, though it is also used by small companies, is a great solution for organizations that manage EVM on a centralized enterprise-basis, and these tend to be larger firms.  For companies like Lockheed Martin that have centralized EVM functions, the scalability and “roll-up” capabilities of Cobra make it a better solution than MPM for centralized EVM management.&lt;br /&gt;&lt;br /&gt;Since MPM has been used by hundreds of customers, and it is a tight fit for small to medium sized government contractors that need to implement EVM on a program-by-program basis, Deltek will not be sun-setting the product and will continue to support/sell MPM to customers.  As the vendor assesses the EVM needs of its customers and prospects, it will sell Cobra or MPM depending on how EVM is managed inside relevant customer organizations.&lt;br /&gt;&lt;br /&gt;Due to MPM’s architecture, it is not difficult to push/pull data to and from the application.  In that sense, EVM data can be transferred between MPM and GCS Premier, Costpoint, and Vision.  However, Deltek is exploring deeper integration plans and will reveal those to the market as they are developed.&lt;br /&gt;&lt;br /&gt;What Might the Future Bring?&lt;br /&gt;&lt;br /&gt;For the future, Deltek’s ambitious goal within the EPM suite is to unify all the various applications it owns on one common technology. Since a few years ago, when it first acquired a number of functional point solutions from multiple sources on various technologies (and with little to no integration at all), Deltek has made great strides in this area. But the vendor wants to eventually offer an Integrated Program Management framework from a single vendor, on a single technology, and with a strong application integration framework to interact with any outside systems, not just to Deltek’s (where it is already integrated today).&lt;br /&gt;&lt;br /&gt;Deltek is well down this path already, although serious work remains. For example, Deltek Cobra’s upcoming release, as an EVM solution targeted to large government contractors (that need to standardize on EVM practices across multiple programs within their complex organizations), will likely feature Microsoft .NET Framework-based more scalable architecture.&lt;br /&gt;&lt;br /&gt;The upcoming CAM dashboard would be another exciting innovation, since on major programs, CAMs act as specialists for specific components of that program. But at this stage, I am only at liberty to hint that this functionality should greatly enhance (dare I say revolutionize?) the way A&amp;amp;D firms manage program performance. In the meantime, we will have to stay tuned for more product’s details and the official availability announcement by Deltek.&lt;br /&gt;&lt;/span&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-4187225648482169752?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/4187225648482169752/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/09/one-year-later-at-deltek-more-of-same.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4187225648482169752'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/4187225648482169752'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/09/one-year-later-at-deltek-more-of-same.html' title='One Year Later at Deltek: More of the Same (And Then Some More) – Part III'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-1159081858532759748</id><published>2009-09-09T08:35:00.001-07:00</published><updated>2009-09-09T08:35:53.389-07:00</updated><title type='text'>“Act Vertical” vs. “Go Extinct” Retailers – Part 3</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-size:100%;"&gt;Part 1 of this blog series set the historical background for supply chain management (SCM) evolution and presented the advantages and shortcomings of vertical vs. horizontal integration. The analysis then moved onto the generally embattled retail sector, where a select group of innovative retailers has found a “happy medium” approach to stay well above the fray.&lt;br /&gt;&lt;br /&gt;Kurt Salmon Associated (KSA), the leading global management consulting firm specializing in the retail and consumer goods industries, dubbed this strategy “Act Vertical” in its seminal research study. The firm presented the highlights of the study at the National Retail Federation (NRF) Annual Convention &amp;amp; EXPO 2009 (also known as the Retail Big Show) in January in New York City. The accompanying slide deck can be downloaded here.&lt;br /&gt;&lt;br /&gt;Part 2 of this blog series then outlined the five drivers for retailers to act vertical, and the three key tenets of the approach. The post explained in depth the following first two requirements for acting vertical:&lt;br /&gt;&lt;br /&gt;   1. Effectively bring unique and compelling products and services to consumers; and&lt;br /&gt;   2. Offer differentiating customer experiences through multiple, integrated channels.&lt;br /&gt;&lt;br /&gt;This final part will focus on the need for retailers to collaborate and synchronize internally and externally with customers and suppliers, often via customized agile supply chains, as necessary.&lt;br /&gt;&lt;br /&gt;This supply network agility and flexibility is critical to creating products based on the attributes of smaller consumer segments and “fast tracking” greater numbers of products to respond to ever-shorter selling time windows. Different products have different supply chain requirements, given that many products’ variables may combine in different ways, each variable suggesting its own type of supply chain strategy.&lt;br /&gt;&lt;br /&gt;Different (Supply Chain) Strokes for Different Folks&lt;br /&gt;&lt;br /&gt;In his Harvard Business Review 1997 article entitled “What Is the Right Supply Chain for Your Product?” Marshall L. Fisher distinguished two types of products that call for different supply chain strategies: functional and innovative. They differ as follows:&lt;br /&gt;&lt;br /&gt;    * Functional products, like canned soup and blue jeans, have longer life cycles (perhaps more than two years), relatively low contribution margins, and little variety. Because demand for them is stable, they are fairly easy to forecast, with a margin of error in the 10 percent range, very few out-of-stock situations, and no end-of-season markdowns.&lt;br /&gt;    * Innovative products differ from functional products in every aspect. They have unpredictable demand, relatively short life cycles (e.g., three months for seasonal clothing), and high contribution margins of 20 to 60 percent. They may have millions of variants in each category, an average stock-out rate from 10 to 40 percent, and end-of-season markdowns in the range of 10 to 25 percent of the regular price. The margin of error on forecasts for innovative products is as high as 40 to 100 percent, but the lead time to make them to order may be as low as one day and is generally no more than two weeks.&lt;br /&gt;&lt;br /&gt;The idea that the same type of product can be either functional or innovative implies that one company might have more than one supply chain. And that’s the contention of Jonathan Byrnes, a professor at MIT. Writing in the Harvard Business School’s Working Knowledge 2005 article entitled “You Only Have One Supply Chain?”, Byrnes also asserts that one supply chain is not enough: two, three, or more would be preferable.&lt;br /&gt;&lt;br /&gt;“One size fits all” supply chains may have been sufficient in the past, he believes, when that was the competitive norm, but modern IT makes it possible to have multiple, dynamic chains that can accommodate different product and information flows. Byrnes breaks apparel products into the following three categories: staples, seasonal products, and fashion. These products have very distinct design and replenishment characteristics.&lt;br /&gt;&lt;br /&gt;Much like Fisher’s functional products, staples (e.g., white underwear) have steady, year-round demand and low margins. He advises stocking them only in retail outlets in small quantities and transporting them in truckload quantities (a full truck is more cost-effective for the shipper than a partially loaded vehicle, i.e. less-than-truckload [LTL] shipping.) Fashion products are like Fisher’s innovative items with unpredictable demand.&lt;br /&gt;&lt;br /&gt;Consequently, Zara, the famous Spanish clothing manufacturer, has two supply chains, one for staples and the other for fashion clothing. To get the fastest response time, Zara uses pricey Western European suppliers for the fashion items. But for the more predictable demand items, it uses Eastern European suppliers, which have poorer response time (not a major concern here) but at much lower cost.&lt;br /&gt;&lt;br /&gt;In addition to varying the supply chain by product type, Fisher recommends several other variables to consider, such as store type and time in the season or product cycle. Demand varies considerably over the life cycle of many products, whereby the same item might have infrequent demand at first, more stable demand in its maturity phase, and falling demand at the end of its life cycle.&lt;br /&gt;&lt;br /&gt;With more than one supply chain, a master retailer can move its products from one chain to the other in response to changing variables, such as type of channel or life-cycle stage. Yet most retailers still move all three types of items to their stores through the same supply chain. Conversely, leading vertical retailers have multiple supply chains, based on a combination of factors such as service levels required, type of demand (e.g., basic products should never be out of stock), and display.&lt;br /&gt;&lt;br /&gt;By having a variety of tailored supply chains, retailers that Act Vertical can actually reduce supply chain costs by streamlining the flow of goods. KSA points out one unnamed multibillion-dollar retailer that expects to boost earnings by US$40 million annually and generate more than US$100 million in cash next year by replacing one inefficient supply chain with three streamlined ones.&lt;br /&gt;&lt;br /&gt;You Can Control Only What You Measure&lt;br /&gt;&lt;br /&gt;Moreover, to Act Vertical, retailers must also change the way they measure supply chain performance, which should be in a holistic, balanced scorecard manner. Namely, many retailers today manage with the goal of achieving the lowest transportation and logistics costs. However, that can increase inventory levels at the store, in the truck, at the distribution center (DC), on the boat, or in the factory.&lt;br /&gt;&lt;br /&gt;Excess inventory often then needs to be marked down, and lower margins from markdown sale items can greatly reduce profits and wipe out the cost reductions achieved in transportation. Instead, retailers that Act Vertical track their supply chain performance according to “net-realized-margin,” which takes into account the total profitability and total landed costs of getting products from the factory to the store, including their selling price.&lt;br /&gt;&lt;br /&gt;These retailers also use different measures to track the performance of products in the stores, based on different in-stock goals and service strategies by product category. According to Module One of the APICS CSCP Learning System, the appropriate supply chain for functional products should emphasize predictability and low cost with key performance indicators (KPIs) such as the following:&lt;br /&gt;&lt;br /&gt;    * High average utilization rate in manufacturing;&lt;br /&gt;    * Minimal necessary inventory with high inventory turns;&lt;br /&gt;    * Short lead times (consistent with low cost);&lt;br /&gt;    * Suppliers chosen for cost and quality; and&lt;br /&gt;    * Product design that strives for maximum performance and minimal cost.&lt;br /&gt;&lt;br /&gt;Conversely, the supply chain for innovative products should emphasize market responsiveness rather than physical efficiency, with KPIs such as the following:&lt;br /&gt;&lt;br /&gt;    * excess buffer capacity and significant safety stock (buffer stock) of parts or finished items;&lt;br /&gt;    * aggressive reduction of lead times;&lt;br /&gt;    * suppliers chosen for speed, flexibility, and quality (rather than cost); and&lt;br /&gt;    * modular design that postpones the customer order decoupling point (CODP) decision (and differentiation) as long as possible.&lt;br /&gt;&lt;br /&gt;The KPIs for each supply chain differ because the products’ characteristics differ too. Aggressively reducing lead times, for example, is appropriate for innovative products but would be irrelevant for functional products that can be manufactured and delivered on predictable schedules in high volumes.&lt;br /&gt;&lt;br /&gt;On the other hand, inventory reduction makes good sense as a KPI for supply chains if the product is functional but not if it’s innovative. Because profit margins are low on functional products (those markets tend to be very competitive), cost reduction in the functional supply chain is essential.&lt;br /&gt;&lt;br /&gt;Innovative products, however, with their high margins and unpredictable demand, justify extra expense for holding costs. In addition, manufacturers of innovative products can look for other solutions to the problem of unpredictable demand, such as to aggressively reduce lead times and build products to order rather than in a made-to-stock (MTS) manner.&lt;br /&gt;&lt;br /&gt;The same class of product, the author argues, can be either innovative or functional. For instance, coffee can be functional (e.g., for business meetings, at gas stations, or on airplanes), in which case it should be available quickly at a low price with perhaps cream and sugar as options. At an upscale coffee shop, on the other hand, patrons are willing to endure longer lead times and pay more money for their coffee, but they want variety in return. As a Starbucks addict, I can vouch for the latter case.&lt;br /&gt;&lt;br /&gt;All of the above practices increase the likelihood of delivering the right product to the right place at the right time, and at the right cost (and price). Basically every retailer will have to act vertical over the next few years to react quickly to more-demanding consumers whose tastes are changing faster than ever.&lt;br /&gt;&lt;br /&gt;The Seven Magic Core Competencies&lt;br /&gt;&lt;br /&gt;So how were the abovementioned act-vertical retailers able to create and execute distinctive and compelling offerings and customer experiences, and what exactly did they do to achieve superior financial performance? First, KSA points out that they have a clear retail-brand strategy: a sharp articulation of their target customers and the kind of offering and experience they would deliver to them.&lt;br /&gt;&lt;br /&gt;Second, these retailers have developed the following seven core capabilities that enabled them to deliver unique and compelling offerings and customer experiences:&lt;br /&gt;&lt;br /&gt;   1. Market research that identifies emerging customer needs and product opportunities. Research that PetSmart Inc. conducted in the late 1990s opened its eyes about how critical pet services were to pet owners. Aeropostale Inc., the mall-based specialty retailer of casual apparel for young people, empowers its employees to travel extensively to see what its core young teen segment is wearing.&lt;br /&gt;   2. Product design and development that balances creativity and commercial appeal. Both Coach Inc., a leading American designer and maker of luxury lifestyle handbags and accessories, and Aeropostale, make sure that the quantitative analyses don’t dominate the design creativity.&lt;br /&gt;   3. Extensive consumer testing that shapes the offerings and customer experiences and reduces the risk of product innovation. For example, Coach spends US$5 million annually on such consumer research, including 70,000 in-depth interviews.&lt;br /&gt;   4. Tight relationships with sourcing vendors, which enables manufacturing capacity to scale up quickly and quality to be maintained. This accelerated manufacturing cycle also allows the delay of key product decisions to accommodate consumer and fashion changes in the nick of time. In addition to Zara’s abovementioned example of two supply chains, Coach works directly with leather suppliers to ensure its handbags meet its exacting standards.&lt;br /&gt;   5. Inventory management (assortment, allocation and replenishment) capabilities that can rapidly move products to places of greatest demand and maximized pricing.&lt;br /&gt;   6. Design and execution of an engaging and consistent brand experience across all shopping channels stores, catalogs, and the Web. Apple organized its stores (which have the highest per square foot sales in retailing) not by technology categories but rather by how customers use them. Its about 250 stores group hardware, software, and accessories in sections such as music, movies, photos, and children.&lt;br /&gt;   7. Marketing that communicates the brand promise across all channels and showcases how the retailer’s offering and experiences enhance their customers’ lifestyle.&lt;br /&gt;&lt;br /&gt;More details and examples can be found on KSA’s website.&lt;br /&gt;&lt;br /&gt;The Act Vertical Imperative as the Conclusion&lt;br /&gt;&lt;br /&gt;Part 2 outlined the reasons that are driving retailers to Act Vertical, i.e., control over most decisions about the products that flow through their stores. These drivers are not abating; if anything, they are increasing.&lt;br /&gt;&lt;br /&gt;Indeed, consumers have a fast-expanding variety of shopping choices, and Internet-based retailing continues to take a bigger slice of the pie. And in a global world, the number of product brands consumers can choose from continues to grow in categories from high-tech gadgets to apparel.&lt;br /&gt;&lt;br /&gt;Therefore, all retailers must radically change their business models to keep once-loyal consumers from defecting. Retailers that can adopt and embrace an Act Vertical business model will increase their influence on the design, development, manufacture, and distribution of the goods they bring to market. They will be then able to put a differentiating and recognizable stamp on those products, as well as on how consumers experience them, thereby distinguishing their stores (and online storefronts) from the pack.&lt;br /&gt;&lt;br /&gt;It is interesting to note, thought, that most retailers have put just a few Act Vertical elements in place. Only a few have created the three-part foundation (outlined in Part 2) that is essential to creating a successful act vertical business model.&lt;br /&gt;&lt;br /&gt;But despite their rapid and profitable growth, none of the retailers that KSA has studied had mastered all seven components of acting vertical. This might present considerable opportunities both for laggard retailers that have yet to pursue an act vertical model and for retailers that are already operating this way.&lt;br /&gt;&lt;br /&gt;Future blog posts will analyze how leading retail supply chain management (SCM) providers can help retailers with their Act Vertical forays. Till then, what are your thoughts and comments in this regard? What are your experiences in dealing with the abovementioned retailers? What particular software applications do you think can help these companies in their Act Vertical efforts?&lt;br /&gt;&lt;/span&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-1159081858532759748?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/1159081858532759748/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/09/act-vertical-vs-go-extinct-retailers.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1159081858532759748'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/1159081858532759748'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/09/act-vertical-vs-go-extinct-retailers.html' title='“Act Vertical” vs. “Go Extinct” Retailers – Part 3'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-2940940063342259860</id><published>2009-09-09T08:34:00.000-07:00</published><updated>2009-09-09T08:35:17.958-07:00</updated><title type='text'>6 Ways Vendors Are Talking At You Instead of To You</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-size:100%;"&gt;15 years ago, you could forgive a company for thinking that a Web site was something they needed to have because everyone else had one. But by the end of the dot-com boom, pretty well everyone had realized that a corporate Web site was much more than just an online business card or brochure. Today, a company’s Web site is one of its most important assets, simply because it’s the first point of contact with potential customers.&lt;br /&gt;&lt;br /&gt;Unfortunately, when it comes to talking to those potential customers, many companies are still missing the mark, and enterprise software vendors are among the worst offenders.Instead of talking to you, they’re talking at you. Here are 6 ways they’re doing it.&lt;br /&gt;Making Meaningless Claims&lt;br /&gt;&lt;br /&gt;If you’re developing a tagline, a good rule of thumb is to analyze the claim you’re making and think about whether any of your competitors would ever claim the opposite. If the answer is no, you need a better tagline. For example, a software vendor might use the classic three-word tagline structure and come up with something like “Flexible. Powerful. Efficient.” Since no vendor would claim to be rigid, weak, and wasteful, it’s neither memorable nor effective.&lt;br /&gt;&lt;br /&gt;Shouldn’t the same rule apply to other communications?&lt;br /&gt;&lt;br /&gt;Apparently not, it would seem. Vendor Web sites are chock full of unsupported claims that sound good, but don’t mean much. For example, almost every vendor’s site claims that the vendor is an “industry leader.” But what does that mean? How is it measured? Who decides? And more to the point, if every vendor is an industry leader, is that claim really going to help you decide?&lt;br /&gt;&lt;br /&gt;What you want to know is what sets the vendor apart, and how that affects you. For example, if you run a financial services company and you’re looking for accounting software, are you going to pay more attention to a generic “industry leader” or to the “leading provider of accounting software for financial services firms?”&lt;br /&gt;&lt;br /&gt;Probably the latter, right? And if that vendor backs up the claim with some hard information about their expertise and ties it into your business, so much the better.&lt;br /&gt;&lt;br /&gt;But most vendors, content to wow you with their leadership, don’t do that. Why not?&lt;br /&gt;Talking About “Businesses” Instead of Talking About You&lt;br /&gt;&lt;br /&gt;Vendor Web sites are full of descriptions of businesses. Businesses facing challenges. Regular businesses becoming best-run businesses. Businesses applying best practices to achieve explosive growth. Businesses in turmoil. Businesses suffering in a weak economy. Businesses burdened by regulation.&lt;br /&gt;&lt;br /&gt;But the only business you care about is your own.&lt;br /&gt;&lt;br /&gt;This may sound picky, but to me, these generic descriptions sound a little too prescriptive. They sound like the vendor, without even asking what your business is actually doing, knows what it should be doing. Like without understanding where you want your business to go, they know where it should go.&lt;br /&gt;&lt;br /&gt;If you would only implement their solutions.&lt;br /&gt;&lt;br /&gt;And in their defense, many vendors deal with hundreds or thousands of companies—certainly enough to see what successful businesses (and unsuccessful ones) have in common.&lt;br /&gt;&lt;br /&gt;But having things in common doesn’t make businesses the same. Your business has its fair share of unique characteristics, and you’re more keenly aware of them than a vendor will ever be.&lt;br /&gt;&lt;br /&gt;So isn’t it easier on the ears when a vendor asks what you need? When they acknowledge that your business has its own problems and its own requirements? When they ask you what you want instead of telling you what “businesses” need?&lt;br /&gt;Making It All About Themselves&lt;br /&gt;&lt;br /&gt;If vendors aren’t telling you what you need, they’re probably telling you how good they are. Industry-leading this, best-of-breed that, and redefined the other. They’re almost daring you to speak ill of the software they’re so proud of. And pride in your work is great, but the problem with this approach is that it implies that the software is perfect, and it’s your business that has the problems.&lt;br /&gt;&lt;br /&gt;But facts are facts. No solution is going to do 100% of what you need it to do. You’re going to have to make some compromises, and so is the vendor. In other words, the “best fit” solution is the one that comes closest to doing what you need with the least amount of headache. And vendors know that. The chest-beating tone is just that—a tone. But it does create an impression of how you’ll be treated as one of their customers.&lt;br /&gt;&lt;br /&gt;So why not change the tone? Wouldn’t you prefer to hear that a vendor has a great piece of software and that they’ll work with you to integrate it into your business as smoothly as possible? Wouldn’t you rather feel like you’re working with your vendor and not for them?&lt;br /&gt;&lt;br /&gt;I thought so.&lt;br /&gt;Not Providing Concrete Examples&lt;br /&gt;&lt;br /&gt;I see this one all the time. Vendors start by extolling the virtues of their solutions, then they make a bunch of claims about what those solutions will do for your business, and  finally they throw a laundry list of features at you in the hopes that you’ll recognize what you need. But they rarely connect the dots.&lt;br /&gt;&lt;br /&gt;The problem is that many vendors approach things backwards. They developed all kinds of neat features to (presumably) solve common business problems. So when they tell you that a feature exists, they think you’ll a) connect it to the problem it was designed to solve, b) immediately see its value, and c) recognize the benefit they claim it brings.&lt;br /&gt;&lt;br /&gt;A more effective approach is to just spell it out. Rather than claiming that a solution “manages customer interactions, from contact data and history to calendaring and tasks,” (for example) a vendor might explain that when a customer calls the support department, your rep can see what products they have, what problems they’ve had in the past, and what other reps have told the customer. The call goes smoothly (and quickly), the customer feels valued, you save money, etc., etc.&lt;br /&gt;&lt;br /&gt;It takes just a few extra words (or a short video) to explicitly connect a feature to a real world problem, connect the problem to a solution, and connect the solution to a benefit. And as a potential customer, you now know a lot more about what you’re buying.&lt;br /&gt;&lt;br /&gt;Again, wouldn’t you rather deal with a vendor that goes out of its way to give you all the facts?&lt;br /&gt;Making Information Difficult to Find&lt;br /&gt;&lt;br /&gt;The problems I’ve listed so far all assume that you’ve actually found something like the information you’re looking for. But a number of vendor Web sites commit the cardinal sin of making information hard to find in the first place. You can find examples of this easily enough, so rather than listing some, let me just say this:&lt;br /&gt;&lt;br /&gt;You should never have to work to find the information you want on a vendor’s Web site. That’s the vendor’s job.&lt;br /&gt;&lt;br /&gt;Every vendor should be doing everything in its power to make sure that all the information you could possibly want is available, easy to find, and easy to act on. From information about solutions, to feature lists, demos, trial versions, references, testimonials, contact information, and especially purchasing information, it’s up to the vendor to make sure you find it. Not the other way ’round.&lt;br /&gt;Assuming You Care&lt;br /&gt;&lt;br /&gt;That issue of responsibility brings me to the common thread in all of these problems: vendors assume you care. About them. And they’re not wrong. They’re just going about things the wrong way.&lt;br /&gt;&lt;br /&gt;What they’re doing is assuming you’re willing to slog through reams of marketing material to get at the information you want, convince yourself that their solutions are right for you, and buy.&lt;br /&gt;&lt;br /&gt;You, on the other hand, care about whether vendors’ solutions can address your specific problems. You care whether the vendors can deliver what they promise—on time and within your budget. You care whether they’re going to support you before, during, and after your implementation.&lt;br /&gt;&lt;br /&gt;So why aren’t they telling you those things? In concrete terms, and in language that’s targeted at you?&lt;br /&gt;What Do You Think?&lt;br /&gt;&lt;br /&gt;Do you feel that vendors aren’t addressing your needs on their websites? Are you frustrated by sites that don’t speak to you? If you’re a vendor and you feel like your company does a good job of communicating with customers, how are you doing it?&lt;br /&gt;&lt;/span&gt;&lt;/div&gt;&lt;div class="blogger-post-footer"&gt;&lt;img width='1' height='1' src='https://blogger.googleusercontent.com/tracker/7461730873130079181-2940940063342259860?l=actrequires.blogspot.com' alt='' /&gt;&lt;/div&gt;</content><link rel='replies' type='application/atom+xml' href='http://actrequires.blogspot.com/feeds/2940940063342259860/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://actrequires.blogspot.com/2009/09/6-ways-vendors-are-talking-at-you.html#comment-form' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2940940063342259860'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/7461730873130079181/posts/default/2940940063342259860'/><link rel='alternate' type='text/html' href='http://actrequires.blogspot.com/2009/09/6-ways-vendors-are-talking-at-you.html' title='6 Ways Vendors Are Talking At You Instead of To You'/><author><name>essel</name><uri>http://www.blogger.com/profile/05147622534965674302</uri><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry><entry><id>tag:blogger.com,1999:blog-7461730873130079181.post-7743275833549843131</id><published>2009-09-09T08:33:00.004-07:00</published><updated>2009-09-09T08:34:40.649-07:00</updated><title type='text'>The Wizardry of Business Process Management – Part 2</title><content type='html'>&lt;div style="text-align: justify; font-family: times new roman;"&gt;&lt;span style="font-size:100%;"&gt;Part 1 of this blog series provided a lengthy discussion about business process management’s (BPM’s) necessary parts-and-parcels, and the software category’s value proposition.  At the end of that post, I mentioned my recent attendance of a witty presentation that attempted to explain the essence of BPM via a bit of humor and the metaphor of the classic “Wizard of Oz” movie.&lt;br /&gt;&lt;br /&gt;Namely, on March 23, 2009, Alan Trefler, Pegasystems’ founder and chief executive officer (CEO), gave his luncheon keynote presentation at the Gartner BPM Summit in San Diego. His theme was “Don’t just Survive…Capitalize.” Trefler began by reminding the audience that in today’s turbulent economy we are all “not in Kansas anymore,” and may just need some ruby slippers to find our way back home to profitability. If you have 14 minutes to spare, you can recapture the spirit of the event here.&lt;br /&gt;&lt;br /&gt;But before I start to paraphrase the spirited presentation, some introduction to Pegasystems and Trefler is in order. Pegasystems provides BPM software to drive revenue growth, productivity, and business agility to over 760 of the world’s most sophisticated organizations in financial services, insurance, health care, government, life sciences, communications, manufacturing, and other industries. Headquartered in Cambridge, Massachusetts (US), the company employs over 900 people in its offices in North America, Europe, and Asia.&lt;br /&gt;&lt;br /&gt;Pegasystems’ Genesis&lt;br /&gt;&lt;br /&gt;Much has evolved at Pegasystems (a.k.a. Pega) from its very first customer Citibank in 1983, which used Pega’s first-generation product written in what now is the seemingly ancient assembler language. The product was rewritten in the mid-80s in the less ancient PL/1 imperative programming language, and in the mid-90s in C++. For the next 10 years, the vendor sold a number of packaged (but still separate and disjointed) customer relationship management (CRM) applications for financial services and health care, and was doing sort of OK.&lt;br /&gt;&lt;br /&gt;While those applications dealt with process issues, they were not BPM solutions per se. But the latest inflection point took place in 2004 when Pega rewrote its product suite yet again, this time with the idea of empowering both business users and IT staff to “Build for Change (BFC).” The idea behind this now trademarked slogan is that companies can deliver value more quickly and nimbly, and thus outperform their competitors.&lt;br /&gt;&lt;br /&gt;The current SmartBPM Suite makes business processes easy to build and change by directly capturing business objectives and eliminating manual programming. The suite also unifies business rules and processes into composite applications that leverage existing systems (IT assets).&lt;br /&gt;&lt;br /&gt;Moreover, a library of best-practice frameworks complements the unified BPM suite. These solution kits are tailored as jump-start enablers in target industries. The solution frameworks reportedly drive 60 percent of Pega’s overall business and contribute significantly to both its revenue and to customers’ more rapid return on investment (ROI).&lt;br /&gt;&lt;br /&gt;Last but not least, the suite is built on a quite open and standards-based architecture to meet the challenges of the world’s most sophisticated and distributed enterprises. Consequently, Pega has enjoyed success in terms of unprecedented growth since 2005.&lt;br /&gt;&lt;br /&gt;In 2008, Pega had revenues of US$212 million, up 31 percent from US$167 in 2007 (more than twice than the BPM industry’s compound annual growth rate [CAGR] of 13 percent that was mentioned in Part 1). There was a 50 percent license revenue growth with only a 16 percent growth in professional services revenue. Half of Pega’s revenue last year came from increased adoption at existing accounts. The early 2009 numbers in this regard seem to be even more impressive.&lt;br /&gt;&lt;br /&gt;Expansion’s Opportunities and Challenges&lt;br /&gt;&lt;br /&gt;Pega’s growth rate, total revenues, focus, and financial stability argue for the vendor’s bullish posture and a goal of becoming a US$1 billion software company, although I will believe it when I see it. There is certainly much room for expansion for Pega, in terms of new international presence, penetrating new industries, and relying more on partner delivery (rather than via its direct force).&lt;br /&gt;&lt;br /&gt;Pega markets its software and services primarily through its direct sales force. Strategic partnerships with consultants and systems integrators (SIs) are important to the vendor’s sales efforts because these firms influence buying decisions, help identify engagements, and complement Pega’s BPM software with their technology and domain expertise.&lt;br /&gt;&lt;br /&gt;Sure, the vendor could increase its reach via original equipment manufacturer (OEM) alliances (i.e., to have parts of SmartBPM embedded in other vendors’ offering) or a value added reseller (VAR) channel. Nonetheless, at least Pega can substantiate its increasing reliance and success via strategic SI relationships.&lt;br /&gt;&lt;br /&gt;Namely, there are nearly 3,700 total consultants in Pega’s partner ecosystem (a 1,740 percent increase from 2004), while partners delivered over 168 projects in 2008 (up 50 percent from 2007). In 2008, Pega also saw a 75 percent increase in software license deals sold together with partners as compared to 2007, to around US$30 million (which earned over US $250 million in 2008 partners’ professional services billings).&lt;br /&gt;&lt;br /&gt;These partners may deliver strategic business planning, consulting, project management, and implementation services to Pega BPM customers. Currently, Pega SI partners include Accenture, Booz Allen Hamilton, Capgemini, Computer Sciences Corporation (CSC), Cognizant Technology Solutions Corporation, IBM Global Business Services (GBS), PricewaterhouseCoopers (PwC), Satyam Computer Services, Steria, Virtusa, and Wipro Technologies. Three large global SIs–Accenture, Capgemini and IBM GBS–made significant investments in their Pega practice in 2008 and together they reportedly contributed the lion’s share of the new software license bookings in 2008.&lt;br /&gt;&lt;br /&gt;The Chess-BPM Connection?&lt;br /&gt;&lt;br /&gt;Coming back to Pega’s CEO Alan Trefler, it would be an understatement that he is an interesting and colorful person. Back in 1975, as a 19 year old “dark horse” player Trefler became the major upset case in international chess tournament history.&lt;br /&gt;&lt;br /&gt;Namely, in the open section of the World Open chess tournament, Trefler, with the official rating of 2075, 125 points below the lowest master rating), and ranked 115th in the tournament, scored 8-1 to tie for first place with International Grandmaster Pal Benko, rated 2504, and ahead of Grandmasters Nicholas Rossolimo and Walter Browne. OK, being a chess aficionado, I can nitpick and say how the heavyweights of the time such as Bobby Fisher, Anatoly Karpov, Boris Spaski, etc., were not at that tournament, but his success still speaks volumes.&lt;br /&gt;&lt;br /&gt;In our one-on-one informal conversation at Gartner’s Summit, Trefler told me he abandoned chess because of poor pay (the winner’s prize was a measly US$ 2,000 at the time) and a dearth of ladies in geeky chess circles. Therefore, he switched to teaching computers to play chess at first, then to teaching computers to improve business processes. Well, it is comforting to know that the IT field appears less geeky and more attractive to the fairer sex than chess.&lt;br /&gt;&lt;br /&gt;One thing that struck me about Trefler, in addition to being gregarious and quite approachable for a founder of a large and successful company, was his humility. He even admitted that at least once in the company’s history, he almost seriously screwed up, but apparently that has not been the case in the recent past.&lt;br /&gt;&lt;br /&gt;In order for some of you to be able to follow the parables and metaphors in Pega CEO’s presentation, bellow is a description of the company’s current offering. Pega provides a comprehensive rules-based BPM suite intended to help its customers plan, build, and manage BPM solutions. Pegasystems’ abovementioned BFC mantra is delivered through a SmartBPM suite of patented rule-driven BPM capabilities.&lt;br /&gt;&lt;br /&gt;Pega Products&lt;br /&gt;&lt;br /&gt;PegaRULES Process Commander (PRPC) is at the core of the SmartBPM Suite and provides capabilities designed to model, execute, monitor, and analyze results of processes. The product includes an application profiler that allows a business process to be defined based on business goals and objectives, with simplified “fill in the blank” forms. PRPC also simplifies business process modeling, allowing business users to graphically describe and test an intended business process within the system itself.&lt;br /&gt;&lt;br /&gt;The software uses the results of the application profiler and process modeling to create a new business solution, including user interface (UI) and executable business models. PegaRULES Process Commander also provides a Web browser-based graphical development environment, execution engine, and management dashboard for rapid business application and solution development.&lt;br /&gt;&lt;br /&gt;The SmartBPM Suite offers additional capabilities, including business process analysis, process simulation, enterprise application integration (EAI), portal-based integration, enterprise content management (ECM), and case management to the PegaRULES Process Commander capabilities.&lt;br /&gt;&lt;br /&gt;As mentioned earlier, Pega additionally offers dozens of purpose- or industry-specific Solution Frameworks built into the SmartBPM Suite. These frameworks allow organizations to more quickly implement new customer-facing practices and processes, bring new offerings to market, and provide customized or specialized processing to meet the needs of different customers, departments, geographies, or regulatory requirements.&lt;br /&gt;&lt;br /&gt;The Wizard of (BPM) Oz&lt;br /&gt;&lt;br /&gt;For those who might not have seen “Wizard of Oz,” a quick synopsis follows. Dorothy (played by Judy Garland) and her dog Toto have been swept away by a tornado from her lush farm in Kansas to a wonderland of munchkins, flying monkeys, and different-colored horses. The Good Witch of the North, Glinda (Billie Burke), advises Dorothy to follow the Yellow Brick Road to the Emerald City and the all-knowing Wizard of Oz to find her way home.&lt;br /&gt;&lt;br /&gt;Along the way, she meets the Scarecrow (played by Ray Bolger), the Tin Man (played by Jack Haley) and the Cowardly Lion (played by Bert Lahr), who help her fend off the Wicked Witch of the West (Margaret Hamilton), while hoping to receive what they lack themselves (a brain, a heart, and courage, respectively). The Wicked Witch of the West is attempting to get her sister’s (the Wicked Witch of the East) Ruby Slippers from Dorothy. If memory serves me well, the Wicked Witch of the East was killed when Dorothy’s house landed on her due to the tornado.&lt;br /&gt;&lt;br /&gt;In his luncheon presentation at Gartner’s BPM Summit, Trefler started with acknowledging that these are indeed interesting times to be in business, to say the least.  Namely, all of us are facing unprecedented challenges of not only how to survive, but also how to possibly capitalize on opportunities.&lt;br /&gt;&lt;br /&gt;When we think of metaphors to describe the times we are in (some might refer to the Great Depression, others to the New Deal, etc.), Pega came to the Wizard of Oz metaphor after reviewing the past year. Namely, if we go back 12 to 18 months, like Dorothy in the movie, we were all in a beautiful green and verdant place, where businesses could easily enter new markets, people could buy houses without putting any money down, etc. Everything looked up at that time, and we recently sadly learned that these practices were unjustifiably (and irresponsibly) overutilized.&lt;br /&gt;&lt;br /&gt;Consequently, during the last 6 to 12 months, the economic maelstrom, the tornado of change, has ripped off our traditional foundation and roots, and taken us from profitability (way up there), so that we all are “not in Kansas any more.” And, while we all get back to our senses about where we are, who is really suffering? IT departments and staff are certainly under pressure to keep the engines running, but wide-eyed and innocent business users (like Dorothy) are at the greatest point of inflexion trying to figure out how to go forward and bring their businesses back to profitability and their comfort zone (a beautiful Kansas farm).&lt;br /&gt;&lt;br /&gt;But in these times with hardly any profit margins, when IT folks are overworked and when business management has become defensive and insular, what can rank-and-file business users do? Business users need some useful advice, and to that end, Trefler said that good news is that there is a good source: the BPM Summit host, Gartner (the Good Witch), with all its insights, visions, affable speakers, magic wand, etc. One piece of advice that analysts like Gartner preach to companies is that they need to espouse and achieve their viable business goals before they can get back to the mystical land of profitability.&lt;br /&gt;&lt;br /&gt;Many companies realize that the “Ruby Slippers” that will take them back to the comfort zone are a magic combination of processes and rules, and if one can figure out how to put them together and “click their heels,” one can have tremendous results even in the darkest and the most dour times like nowadays. As the best proof of concept, it is interesting to note that in the midst of all this economic disaster, Pega’s stock is at a nine-year-high.&lt;br /&gt;&lt;br /&gt;As was said earlier on, the vendor grew 31 percent in 2008, with a whopping 70 percent software license growth in Q4 2008, despite the fact that it sells significantly to the currently embattled sector of insurance and banks. Indeed, insurance providers and banks do not seem like they’re on the Yellow Brick Road to Oz (a road back to profitability), but these are (somewhat surprisingly) conservative environments (except for top executives’ pays) that only go for solutions that have been proven to work.&lt;br /&gt;&lt;br /&gt;All joking apart, these service organizations buy only what they can put together easily, so they can get to work and benefit quickly. To that end, this blog series will explain shortly how Pega allows these organizations to avoid the time and expense required to create lengthy policy manuals and system specifications by automating the rules-based creation of system documentation.&lt;br /&gt;&lt;br /&gt;The “BPM of Oz” Main Protagonists&lt;br /&gt;&lt;br /&gt;The conclusion thus far is that with the right team, IT tools, and a bit of analyst magic (know-how) to improve processes, things are possible for business users even during these dour days. So, who should be the faces and main protagonists of this journey to profitability?&lt;br /&gt;&lt;br /&gt;For one, every project needs a business sponsor who is senior enough to set the direction, get courage, and keep on path despite the quagmire. In his funny presentation, Trefler assigned the following task to the Cowardly Lion: to be the chief operating officer (COO) that has to acquire courage and sense an opportunity to go forward.&lt;br /&gt;&lt;br /&gt;Although Pega is a staunch proponent of BPM being aimed at business users, companies also need a sound technical infrastructure to make sure that technology is brought to bear. To that end, the Tin Man is appointed as a service-oriented architecture (SOA) IT architect with a SOA heart to handle all the master data and processes (blood and nutrients moving throughout the corporation’s body and feeding it).&lt;br /&gt;&lt;br /&gt;But the sponsor with courage and the SOA technical and data infrastructure heart (and a cardiovascular system) are not enough. What is that other crucial piece that is necessary? Well, companies need the brain or the place to capture the business objectives and intent. BPM suites with all necessary metadata, rules, and processes (i.e., the institutional knowledge) are the brain, and of course, the Scarecrow would be in charge of that.&lt;br /&gt;&lt;br /&gt;Humans are visual creatures, and engineers and technologists especially like to draw pictures and diagram
