Flame Project Expectations

Flame Project Expectations
Vision for Finance and Flame Project Expectations May 1998

Table of Contents Page # Objectives Building a Project Vision
Competitive Environment Analysis & Impact Trends in Finance Finance Function Roles & Design Implications The Finance Vision for Tomorrow The Business Imperative Linkage of the PSNC, Finance, and Flame Visions Linkage with Three Year Plan What Finance will and will not do Benefits of Achieving the Vision Project Critical Success Factors & Performance Measures Project Scope Project Approach Diagram Process Model Expectations 3 4 5-14 15-16 17 18-19 20 21-23 24 25 26 27 28-29 30-32 33 34

Objectives The primary objectives for this document are as follows: Communicate our understanding of senior management’s expectations of the Flame project Describe how project Flame supports the Vision, Mission and Values of PSNC through the linkage with the vision for the finance function Demonstrate the linkage between project Flame and the three year operating plan to identify critical interdependencies with other initiatives Define elements that are within the scope of the Flame project Identify elements that are critical to the success of PSNC’s vision or operating plan but are outside the scope of the Flame project Provide focus and context for the conceptual design of key financial processes

Building a Project Vision
Vision of Project Flame Project Specific Influences Project Critical Success Factors Performance Measures of Success - Targets Expected Project Benefits INPUTS PSNC Internal Influences Horizontal Linkage Across PSNC PSNC Corporate Vision, Mission, Values Finance Function, Vision (Philosophy) Finance’s Role: Senior Mgmt.’s & Customer Expectations Competitive Environment Forces Trends in Finance -- A New Mindset Best Practices (PeopleSoft & Arthur Andersen) External Influences Best Companies

Competitive Environment Analysis
The following list of industry trends provides insight into the forces that are impacting the way PSNC does business today and will do business in the future. Decreasing reliance on rate cases ...due to a trend of unfavorable rate case rulings and the fact that overall gas prices are approaching competitive fuel price, is forcing LDCs to purse measures that control operating costs and measures that increase revenue through traditional and non-traditional business lines. Increasing pressure toward deregulation …leading to deregulating at the local and state level, similar to the Telecommunications Industry and the proposals for the Electric Industry, to provide open access to all customers behind their system. LDCs must prepare to unbundle their businesses in the most effective manner to capitalize on their core competencies and maximize shareholder value. Increasing trend for LDCs to consolidate within the industry ...through mergers, acquisitions, and strategic alliance to increase a companies’ value and competitive position for the impending totally deregulated energy industry environment. Continuing effects from FERC Order 636s unbundling of pipeline companies’ assets ... are increasing LDCs gas management responsibilities for supply and pricing, and increased competition for an LDCs open access customers. Demand for natural gas is expected to increase ...for the foreseeable future since it is environmentally safer than other fossil fuels and efforts for the pursuit of clean-air technologies continue to increase.

Below and on the following pages we have used a technique called causal loop diagramming to quickly and succinctly understand the driving forces in the industry and the impact they have on PSNC, the finance function and finally the Flame project. s Need/Ability to work with state commission Pressure to increase revenues o Causal diagramming is a systemic technique used to show cause and effect relationships Cost of Gas s s o s MACRO Demand s PSNC Demand s PSNC’s Revenues s Profit s s Price of Growth Non-regulated businesses s o s Costs Pressure to reduce costs s=same relationship o=opposite relationship s

Cost of Gas State Commission Financial Results The end use price of gas ultimately drives PSNC’s profits o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits PSNC Demand OPS Cost Non-regulated Businesses Macro-Demand

Competitive Environment Analysis Non-regulated Businesses
Cost of Gas State Commission Financial Results However, as the price of gas approaches the price of alternative fuels demand for natural gas will go down, all else being equal o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits s o PSNC Demand o s Cold Weather OPS Cost Alternative fuel prices Alternative fuel consumption o New technologies that decrease load by improving efficiency o New technologies that add load (e.g., vehicles, electricity generation) Clean air Standards s Non-regulated Businesses Macro-Demand

Cost of Gas State Commission Financial Results Order 636 s Pressure to keep the price of gas low is driving legislative changes that change the way gas is delivered s Need for risk mitigation strategies New pipeline rate design (supply and storage) Management ability to mitigate risk o s s Effectiveness of risk mitigation strategies s These changes are increasing the need for management to be able to identify risks and develop mitigation strategies Gas pricing and delivery risk s o Market-based price of gas s Cost of gas to PSNC o s o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits s o PSNC Demand o s Cold Weather OPS Cost Alternative fuel prices Alternative fuel consumption o New technologies that decrease load by improving efficiency o New technologies that add load (e.g., vehicles, electricity generation) Clean air Standards s Non-regulated Businesses Macro-Demand

Cost of Gas State Commission Financial Results Order 636 s The more assets = more revenue way of doing business can not be relied on anymore s Ability to communicate with state commission and lawmakers Need for risk mitigation strategies s s New pipeline rate design (supply and storage) Management ability to mitigate risk Favorability of rate case rulings s Plant assets s o s s Effectiveness of risk mitigation strategies R o s Size of allowable rate base Gas pricing and delivery risk Local market economic conditions s Load on existing customers s s s o New customers o B Selectiveness of project feasibility s Market-based price of gas s Cost of gas to PSNC By-pass threats Allowable return B o s s s o s o o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits s o PSNC Demand o s Prudent capital expenditure management will be crucial as favorability of rate cases decline Cold Weather Alternative fuel prices Alternative fuel consumption o New technologies that decrease load by improving efficiency o New technologies that add load (e.g., vehicles, electricity generation) Clean air Standards s Non-regulated Businesses OPS Cost Macro-Demand

Cost of Gas State Commission Financial Results Order 636 s s Ability to communicate with state commission and lawmakers Need for risk mitigation strategies s s New pipeline rate design (supply and storage) Management ability to mitigate risk Favorability of rate case rulings s Plant assets s o o s s Effectiveness of risk mitigation strategies R s Size of allowable rate base Gas pricing and delivery risk Local market economic conditions s Load on existing customers s s s o New customers o B Selectiveness of project feasibility s Market-based price of gas s Cost of gas to PSNC By-pass threats Allowable return B o s s s o s o o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits s o PSNC Demand o s Cold Weather s OPS Cost Alternative fuel prices New business lines gas supply management marketing joint ventures home security billing etc. Alternative fuel consumption o Identifying , capturing and managing profitable new lines of business will be critical to achieving revenue growth New technologies that decrease load by improving efficiency o New technologies that add load (e.g., vehicles, electricity generation) Clean air Standards s Non-regulated Businesses Macro-Demand

Cost of Gas State Commission Financial Results Order 636 s s Ability to communicate with state commission and lawmakers Need for risk mitigation strategies s s New pipeline rate design (supply and storage) Management ability to mitigate risk Favorability of rate case rulings s Plant assets s o o s s Effectiveness of risk mitigation strategies R s Size of allowable rate base Gas pricing and delivery risk Local market economic conditions s Load on existing customers s s s o New customers o B Selectiveness of project feasibility s Market-based price of gas s Cost of gas to PSNC By-pass threats Allowable return B o s s s o s o o s s s End use price of gas Natural gas demand PSNC gas demand PSNC revenues PSNC profits s o PSNC Demand o s Cold Weather s o OPS Cost Alternative fuel prices s Alternative fuel consumption o o s Management must be able to better understand and reduce costs to remain competitive Need to maintain distribution system s Operating and Maintenance Costs New technologies that decrease load by improving efficiency Upgrade information systems o New technologies that add load (e.g., vehicles, electricity generation) o s Clean air Standards s o Non-regulated Businesses Business combinations and mergers Attractiveness of the company Macro-Demand

Impact on Finance Function
Competitive Environment Impact The changing business environment impacts the way PSNC must do business in the future. These competitive implications demand a change in how PSNC approaches the Finance function - Finance must partner in developing and sustaining competitive advantage. Impact on PSNC Impact on Finance Function New ways of doing business must be identified Operating expenses and cost of gas must be reduced and kept low Unprofitable business ventures must be identified and eliminated New business opportunities must be more fully evaluated to ensure they are profitable Relationships with state commissions and lawmakers must be strengthened in order to achieve favorable regulatory action Business decisions, although more complex, must be made on a monetary basis Employee skills must be broader and deeper Finance must partner with other lines of the business to assess opportunities, mitigate risks and manage performance Finance must provide information needed to make decisions on a timely basis Finance must reduce or eliminate non-value added activities and redeploy those resources to value added activities Finance must provide insight into profitability, productivity, and efficiency across the business Finance employee skills must be broader and deeper

Competitive Environment Impact
PSNC’s strategy, processes and technologies must be aligned to take full advantage of the following leverage points. 1. Management's ability to create new alternatives or solutions that best position PSNC to be profitable in the future. 2. Management's ability to identify and mitigate risks. Ability to keep cost of gas and operating expenses low. Ability to identify and capture profitable new business opportunities. Ability to accurately assess feasibility of investment opportunities. 3. Management's ability to communicate and work with state commissions and state lawmakers. Ability to create regulation and legislation that leads to better value for consumers and higher profits for PSNC. Ability to respond to competitive pressures (by-pass trends to alternative fuel threats) with temporary solutions to rate issues. Ability to obtain up front approval for supply plans to ensure exposure to unapproved costs is minimized. Technology, specifically PeopleSoft financial, are only a piece of the total solution required.

A New Mind-Set Trends in Finance Yesterday Today (and for the Future)
Net income -focused Value -, cash flow -, and profit -focused Transactions processor Insight provider Reporting -oriented Planning -oriented Functional Cross -functional Demonstrating technical expertise Demonstrating communication skills Law enforcer Negotiator Auditor Consultant Information -hoarder Information -creator and -sharer Results -driven Results - and process -driven

Transaction Processing Transaction Processing
Trends in Finance An Evolving Role Today Future Business Partnering Business Partnering Transaction Processing Transaction Processing Process Transactions Raise Capital Optimize Tax Positions/ Prepare Tax Returns Manage Costs Implement Accounting Controls Create and Facilitate Budgeting Perform Internal Audits Monitor/Report Financial Results Strengthen Core Finance Activities Assess Business Risk/Opportunity Conduct Value-adding Business Analysis Develop Company-wide Performance Metrics Expanding Competencies Sharing Knowledge Initiating Change

Finance Function Roles and Design Implications
Finance Roles Business Partner Leader, Planner Advisor Coach Information/Service Provider Reporter Producer Analyzer Business Risk Manager Controller Assessor Reviewer Auditor Transaction Processor Processor Administrator Resource Allocation Flame Design Implications Examples Increased need for finance to provide decision support insight; work with and educate customers Increased emphasis on organization implications and skill development Greater need for shift in organizational mindset of the role finance plays Greater focus on customer and business needs Increased emphasis on access to information real-time or near real-time Increased demand for longer and more flexible account code structure Increased need to capture non-finance data associated with finance transactions Increased emphasis on speed of access to reporting Increased need for standardization of processes and systems Increased automation of process controls Increased emphasis on on-line edits (controls) and security procedures Greater need for the capability to determine appropriate controls for identified risks Increased emphasis on reduction and elimination of non-value added activities Heavier focus on efficiency (low cost) Increased emphasis on the reduction and elimination of root causes of errors Today 0% 15% 5% 80% Tomorrow 20% 30% 10% 40%

The Vision for Tomorrow
Finance Vision Critical Imperatives Business Partner Finance will collaborate with line management in business decision-making Provide financial expertise to evaluate and prioritize investment opportunities…especially capital expenditures Become a partner in the strategic decision making process - Completely new businesses - New products - New formats Develop the criteria and process for determining investment priorities prior to budget preparation Establish guidelines regarding use of capital (e.g., contracts, leases, prepayment, etc) Finance must undertake value-added business analysis that will help operating managers understand the financial consequences of their strategies and decisions Finance can not assume rate cases will solve future problems with cost structure Finance must become more integrated into the strategic decision-making process Finance must develop new methodologies and tools to aide in decision-making Finance must expand existing skills and develop new competencies Finance must ensure that it is optimally organized to meet customer needs Finance must lead the advancement of financial competencies in operations, IS and other areas of the business

The Vision for Tomorrow
Finance Vision Critical Imperatives Information/Service Provider Finance will provide critical information on a more timely basis Provide daily access to project actual costs Provide daily access to expenditure information Provide daily access to actual versus budget information Provide costs by office, by customer, by project and by activity Finance should design the long-term flexibility to enable activity- based management and costing Finance will evaluate and measure how efficiently capital dollars are being spent Finance will play a greater role in evaluating new business opportunities and the associated risks Finance will provide new information to support decision-making Finance will drive down the cost per transaction by doing more with the same amount of resources Finance must provide timely access to the information without intervention Finance must provide more relevant information to aide in management of profitability Finance must develop new methodologies and tools to aide in decision-making Finance must improve fundamental finance processes Reduce, eliminate or automate non-value added processes Identify critical information needs and provide independent of the month-end close process Business Risk Manager Transaction Processor

Significant Capability Weaknesses Exist 72% Higher than Best Practice
The Business Imperative Despite this significant dedication of resources, Finance is not well positioned to support the emerging competitive environment -- costs are high and significant capability weaknesses exist. Significant Capability Weaknesses Exist Finance Costs as a % of Revenue Appear High… 72% Higher than Best Practice Much effort is spent in various locations of the company trying to manipulate available data into usable forms Many decisions are made without key business information Processes and systems are not flexible - requiring long lead times for change Limited focus on analysis and interpretation of business events and associated financial results PSNC Best Practice Finance Costs As % of Revenue % 1.4% Total Finance Cost $6.7 million (83% Labor) Other Key Statistics % of FTE’s doing Transaction Processing 81% % of FTE’s doing Decision Support % % of FTE’s doing Control & Risk Management 16% Productivities are lower than average in all core financial processes

Linkage of the PSNC, Finance, and Flame Visions
PSNC Vision As a customer-driven enterprise, we will consistently create superior value for all of our stakeholders through successful partnerships with them. We will be a preferred, full-service provider of energy and other related products and services in a variety of chosen markets. We will profitably grow to many times our current size and capabilities. Our stakeholders include our customers, shareholders, employees, joint-ventures/strategic alliances participants, suppliers, government and the public-at-large Finance Vision Finance will collaborate with line management in business decision-making Finance must undertake value-added business analysis that will help operating managers understand the financial consequences of their strategies and decisions Finance can not assume rate cases will solve future problems with cost structure Finance will provide critical information on a more timely basis Finance should design the long-term flexibility to enable activity-based management and costing Finance will evaluate and measure how efficiently capital dollars are being spent Finance will play a greater role in evaluating new business opportunities and the associated risks Finance will provide new information to support decision-making Finance will drive down the cost per transaction by doing more with the same amount of resources Flame Vision Flame should fully utilize best practices in developing new processes and methodologies to aide in decision-making Flame must identify opportunities to reduce cost through reduction and/or elimination of non- value added activities Flame must develop streamlined processes that create more value for the company Flame must result in the attainment of new competencies that enable value-added business analysis and the delivery of relevant and timely information Flame must enable timely user access to key financial information without intervention

Linkage of the PSNC , Finance and Flame Visions
Finance Vision Finance will collaborate with line management in business decision-making Finance must undertake value-added business analysis that will help operating managers understand the financial consequences of their strategies and decisions Finance can not assume rate cases will solve future problems with cost structure Finance will provide critical information on a more timely basis Finance should design the long-term flexibility to enable activity-based management and costing Finance will evaluate and measure how efficiently capital dollars are being spent Finance will play a greater role in evaluating new business opportunities and the associated risks Finance will provide new information to support decision-making Finance will drive down the cost per transaction by doing more with the same amount of resources

Linkage of the PSNC, Finance, and Flame Visions
Flame should fully utilize best practices in developing new processes and methodologies to aide in decision-making Flame must identify opportunities to reduce cost through reduction and/or elimination of non- value added activities Flame must develop streamlined processes that create more value for the company Flame must result in the attainment of new competencies that enable value-added business analysis and the delivery of relevant and timely information Flame must enable timely user access to key financial information without intervention

Linkage with Three Year Plan
The following graphic illustrates how the Flame project is directly linked to the three year plan. Project Flame supports two of the four key business drivers laid out in the three year plan. The linkage to customer profitability is not clear Flame Vision Stretch Goal Key Business Driver On a profitable basis, be the service provider of choice in all of our markets. Flame should fully utilize best practices in developing new processes and methodologies to aide in decision-making Flame must identify opportunities to reduce cost through reduction and/or elimination of non- value added activities Flame must develop streamlined processes that create more value for the company Flame must result in the attainment of new competencies that enable value-added business analysis and the delivery of relevant and timely information Flame must enable timely user access to key financial information without intervention Customer Loyalty How will financial measures be used to drive accountability? The MAIN Thing Stretch Goal Key Business Driver Each employee will be accountable for the success of our company. Employee Commitment Increase Shareholder Value Stretch Goal Key Business Driver Continuously improve all of our business processes to become best in class. Operational Effectiveness and Improvements Stretch Goal Key Business Driver Achieve and consistently grow positive cash flow without rate cases. Financial Success

What Finance Will and Will Not Do
Through the visioning process and in initial meetings with senior management, specific roles that finance will or will not play have emerged. We will continue to enhance this list as the Flame project evolves. Finance Will Not: Finance Will, However: Own and maintain non-finance related data Support duplicative reporting codes At the transaction level: - manually edit transactions - correct errors initiated by users Enforce departmental budgets Capture non-finance related data as necessary and as available for management reporting purposes Make reporting codes easy to understand and use Monitor at a process level for errors and correct through policy and procedure changes Send errors back to users for correction In a business partnering role, monitor and report results

Benefits of Achieving the Vision
As a result of achieving the Vision for Finance, PSNC will realize the following benefits: PSNC Finance will achieve the following: Provide customers with competitive advantage Provide flexible, quality services in a timely manner Provide expertise needed whenever and wherever the business needs it Assist management in making better decisions Improve profitability through better understanding of financial implications Better understanding of business risks and necessary mitigating control Information and expertise will be aligned to support strategic objectives Provide flexible people, processes and technology in order to respond to changes in customer needs Employee skills will be broader and more transferable Provide information and insight into profitability, productivity, and efficiency across the business and by various attributes Provide increased access to information in a user friendly format

Critical Success Factors Key Performance Measures
Project Critical Success Factors and Performance Measures Flame Vision Critical Success Factors Key Performance Measures Flame should fully utilize best practices in developing new processes and methodologies to aide in decision-making Flame must identify opportunities to reduce cost through reduction and/or elimination of non-value added activities Flame must develop streamlined processes that create more value for the company Flame must result in the attainment of new competencies that enable value- added business analysis and the delivery of relevant and timely information Flame must enable timely user access to key financial information without intervention Streamlined processes that create more value for the company Fully utilized PeopleSoft Best Practices and limited modifications Increased value, timeliness, relevance, and consistency of financial information Effectively managed team dynamics (team includes core team and company) Support the vision, mission and values of PSNC Flame Overall Performance Linkage Resources Reduction in days, hours to complete process Reduction in $ to complete process Reduction in time to provide key information Reduction in non-value added reporting Value Number of users with on time access to information vs. goal Reduction in time to provide key information % of non-value added activities New competencies developed Number of unique pieces of value-added decision support information or analysis provided Number of new best practice methodologies implemented vs. target Finance cost as a % of margin Total Finance FTE’s Internal Customer Satisfaction Profit % of FTE’s involved in decision-support vs. transaction processing

Scope Processes Included Processes Excluded
The following list clearly illustrates the processes that are within the scope of the Flame project and those that are not. We will, however, address key linkage points with the excluded processes in order to ensure improvements are realized on in scope processes. Processes Included Processes Excluded Close the Books/General Ledger Manage Fixed Assets Account for Capital & Non-Capital Projects Provide Financial Information Create Budgets Process Accounts Payable Process Payroll Process Accounts Receivable; Credit and Collections Produce & Deliver Products & Services Invoice & Service Customers Purchase Materials & Supplies Warehouse or Store Product Manage Inventories Develop an Executive Information System

Scope The following information highlights the gaps that exist between the Finance Vision and the currently defined Flame objectives Outside the Scope of Flame but Critical to Success 1. Development of competencies within the Finance function that enable business partnering and business risk management 2. Design of new methodologies and tools (other than PeopleSoft) to support strategic and new business opportunity investment planning and prioritization 3. Development of the systems to fully realize activity-based costing and/or budgeting 4. Development of the systems to fully realize performance management objectives GAP Finance Vision Finance will collaborate with line management in business decision-making Finance must undertake value-added business analysis that will help operating managers understand the financial consequences of their strategies and decisions Finance can not assume rate cases will solve future problems with cost structure Finance will provide critical information on a more timely basis Finance should design the long-term flexibility to enable activity-based management and costing Finance will evaluate and measure how efficiently capital dollars are being spent Finance will play a greater role in evaluating new business opportunities and the associated risks Finance will provide new information to support decision-making Finance will drive down the cost per transaction by doing more with the same amount of resources Flame Vision Flameshould fully utilize best practices in developing new processes and methodologies to aide in decision-making Flame must identify opportunities to reduce cost through resolution and/or elimination of non value added activities Flame must develop streamlined processes that create more value for the company Flame must result in the attainment of new competencies that enable value-added business analysis and the delivery of relevant and timely information Flame must enable timely user access to key financial information without intervention IN SCOPE Fully within Flame Scope 1. Development of PeopleSoft and project management competencies within the 4 modules and associated processes 2. Designing the long-term flexibility to accommodate activity-based costing and/or budgeting as well as performance management objectives

Development, Testing and Conversion Implementation Planning
Project Approach Project Management Planning & Analysis Design & Piloting Development, Testing and Conversion Training & Rollout System Support Validate As-Is Confirm Design Acceptance Test Go-Live Implementation Planning Change Enablement Sponsor and User Team Approval

Balanced Measurement Approach Project Flame Critical Success Factors
Project Approach Throughout the project, we will use a balanced set of performance measures to ensure we address our critical success factors Balanced Measurement Approach Project Flame Critical Success Factors Streamlined Processes that Create More Value for the Company Fully utilized PeopleSoft Best Practices and Limited Modifications Increased Value, Timeliness, Relevance and Consistency of Financial Information Effectively Managed Team Dynamics (Team includes Core Team and Company) Support the Vision, Mission and Values of PSNC Cost Quality Service

Approach TIMEFRAME Tasks Task Names 1998 1999 I II III IV V VI VII
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar I II III IV V VI VII Project Management Project Planning and Analysis Design and Piloting Implementation Planning Development, Testing and Conversion Training and Rollout System Support Change Enablement

Process Model Process Model
This model illustrates the key business processes and how they interrelate at a very high level. Processes within the scope of the flame project have been highlighted (see * below). Purchase Materials and Supplies Warehouse or Store Product and Supplies Process Accounts Payable Manage Inventories Process Payroll *Develop and Monitor Budgets *Close the Books and Provide Financial Information *Manage Capital and Noncapital Projects Develop Business Plans and Forecasts Process Accounts Receivable, Credit and Collections Invoice and Service Customers Produce and Deliver Products and Services *Manage Fixed Assets Infrastructural Processes Manage Human Resources Manage Information Systems

Senior Management and Sponsor Expectations
How will we know if we are successful? “The system is running, stable, on time and under budget” “Better decisions are being made because people are educated on financial implications of decisions” “Scope creep was managed very carefully” “Modifications are kept as close to zero as possible” “Information can be obtained from the system by users without having to make phone calls and wait” “Financial reports and supporting processes are seen as less of a mystery” “Processes are changed to take full advantage of the software… We don’t change the software to accommodate our processes” “Communication and involvement are timely and appropriate” “Savings are realized from the system…Cost per transaction is reduced” “Eliminate peaks in expense activity which coincides with period-end…instead expenses are recorded as incurred” “Effectively set objectives, defined accountability and developed accurate measurements”

Project Performance Measures
Current Baseline Target Modules Impacted 1. Number of users with on-line access to financial information 0* Projects G/L Assets Budgets 2. Number of days required to close the books each month 10-15 5 or less Projects G/L Assets Budgets 3. Number of days required to create a budget 90-120 60 Projects G/L Assets Budgets 4. Number of days to complete unitization 29 weeks (manual) 2 days Projects G/L Assets Budgets 5. Time spent on manual journal entries each month 75 hours 8 hours Projects G/L Assets Budgets 6. Customer satisfaction with the information and services provided by the Finance Function 30% excellent 60% excellent Projects G/L Assets Budgets * not including users with access to electronic copy of budget/actual file

Project Performance Measures
Current Baseline Target Modules Impacted 7. Number of changes after design freeze N/A Projects G/L Assets Budgets 8. Deviation from budget (time and $) N/A Projects G/L Assets Budgets 9. Timeliness of expense information 2 weeks after month end Daily/next day where applicable Projects G/L Assets Budgets

Flame Project Expectations

Similar presentations

Presentation on theme: "Flame Project Expectations"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Flame Project Expectations

Similar presentations

Presentation on theme: "Flame Project Expectations"— Presentation transcript:

Similar presentations

About project

Feedback