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Matrix Vice

Why is there no good movies coming out of hollywood?

Even Micheal Mann just released a stinker in Miami Vice! Why do all the movies nowadays never hit the mark? Where's the new matrix, Gladiator, The Rock, Saving Private Ryan??

Well,since remakes have become a trend,and adapting TV shows is getting popular and the craze of Comic book movies.Hollywood tend to make money only.But that doesn't mean they don't churn up classics anymore.I mean,we do have those Oscar caliber films at the end of the year,or those indies or the films that got acclaims from Film festival which are never considered for wide release.There are classics even nowadays.It's just that ,they slip out of your radar due to limited releasing.More focus is put on Big films or films that are likely to make money.So,it's Hollywood's judgement not its movies.And don't even think of compairing Bollywood with Hollywood.What kind of idiot would bring that up?
But recently,low budget,artsy films are becoming bigger success,and proving that people are not as dumb as Hollywood thinks.And films like Little Miss Sunshine,are becoming more successful than those mega budget films.

I think,they're doing it too much.Too many dumb movies are made to earn a few bucks.They should limit that ,and release them after a while.Not continuos dose of Blockbusters.Like the Pirates of Carribean sequel,they should release more movies that are independent,and less movies that are targeted at bigger audience.So,they could make profit either way.

Even so,those bad movies are far far superior than Bollywood trash.That person is a numbnuts,who brings Bollywood into this question.That's outta the question!!

Here are a few Matrix Vice listings you might enjoy:

The Audit Process

The Audit Process

 

 

Four Distinctive Phases:

1. Planning

  An announcement letter is sent to the department/unit informing them of the audit project. This letter will provide details on the timeframe and the name of the managing auditor and auditing team assigned to the project.

  The managing auditor will interview key personnel in the department to learn more about the operations.

  The Objectives and Scope Document is prepared and presented to management as a contract for the work to be performed. This document will outline the objectives and parameters of the audit project.

2. Field Work

  Auditors schedule times to interview individuals responsible for maintaining and preparing financial and operational reports.

  Analytical audit techniques are used to test, analyze, interpret and corroborate documentation of controls.

  Regular update meetings are scheduled during field work to communicate progress to date and to discuss potential findings.

3. Communication of Results

  The distribution list for the audit report is included on the Objective and Scope Document Report. University Audits are confidential and go only to those people who need to know.

  The results of the draft audit, findings and recommendations, are submitted to management for discussion in draft report at an "exit meeting". A 10-day comment period is used by the auditors to allow the department to respond in writing to facts and recommended actions in the report.

  The final report goes to the managers of the area, their supervisors and for school related reports, to the Financial Dean of the school. In addition, the Vice President of Finance and the Partner at PricewaterhouseCoopers, LLP assigned to the University account receives the report.

4. Follow Up

  Significant issues in a final audit report could warrant a Post Audit Review (PAR) at a later date.

  Post Audit Reviews are usually conducted within 18 months of the full audit and the results are published in a written report.

 

Types of Audits and Reviews:

• Financial Audit

A historically oriented, independent evaluation performed for the purpose of attesting to the fairness, accuracy, and reliability of financial data. CSULB's external auditors, KPMG, perform this type of review. CSULB's Director of Financial Reporting coordinates the work of these auditors on our campus.

• Operational Audit

A future-oriented, systematic, and independent evaluation of organizational activities. Financial data may be used, but the primary sources of evidence are the operational policies and achievements related to organizational objectives. Internal controls and efficiencies may be evaluated during this type of review.

• Department Review

A current period analysis of administrative functions, to evaluate the adequacy of controls, safeguarding of assets, efficient use of resources, compliance with related laws, regulations and University policy and integrity of financial information.

• Information Systems (IS) Audit

There are three basic kinds of IS Audits that may be performed:

1. General Controls Review

A review of the controls which govern the development, operation, maintenance, and security of application systems in a particular environment. This type of audit might involve reviewing a data center, an operating system, a security software tool, or processes and procedures (such as the procedure for controlling production program changes), etc.

1. Application Controls Review

A review of controls for a specific application system. This would involve an examination of the controls over the input, processing, and output of system data. Data communications issues, program and data security, system change control, and data quality issues are also considered.

1. System Development Review

A review of the development of a new application system. This involves an evaluation of the development process as well as the product. Consideration is also given to the general controls over a new application, particularly if a new operating environment or technical platform will be used.

• Integrated Audit

This is a combination of an operational audit, department review, and IS audit application controls review. This type of review allows for a very comprehensive examination of a functional operation within the University.

• Investigative Audit

This is an audit that takes place as a result of a report of unusual or suspicious activity on the part of an individual or a department. It is usually focused on specific aspects of the work of a department or individual. All members of the campus community are invited to report suspicions of improper activity to the Director of Internal Auditing Services on a confidential basis. Her direct number is 985-2547.

• Follow-up Audit

These are audits conducted approximately six months after an internal or external audit report has been issued. They are designed to evaluate corrective action that has been taken on the audit issues reported in the original report. When these follow-up audits are done on external auditors' reports, the results of the follow-up may be reported to those external auditors.

Ø  Performance Audits

Performance audits, which include economy and efficiency and program audits, are designed to provide an independent assessment of the performance of a governmental entity, program, activity, or function to improve public accountability and to facilitate decision making by parties responsible for overseeing or initiating corrective action.

Project Turn over Audit Questionnaire Sample Format:

Project Turn Over Auditing Questionnaire

Question #

Possible Score

Question

Project Management

1

3

Does the proposal clearly cover the scope of work (deliverables quantified, basis of estimate identified)  [ISO 9001:2000 7.2.1, 7.2.2]

2

3

Does the proposal list all deliverables based on the scope of work and associated client specifications  [ISO 9001:2000 7.2.1, 7.2.3]

3

3

Are safety requirements identified in the proposal or in the contract.  [ISO 9001:2000 7.1]

4

1

Is there a protocol for hand-over of the project from Sales to operations?  [ISO 9001:2000 7.1, 7.2]

5

1

Does the PO reflect an identifiable set of the billing milestones/pricing.

6

3

Was the booking Percentage Of Completion (PoC) document completed properly reflecting the actual contract?

7

1

Does PM understand what he/she to committing to when signing off on the PoC?

8

3

Did the proposal / contract specify a change management process?

9

3

Did the proposal / contract have specific acceptance criteria?

10

3

Does the proposal describe the scope of work, can you tell what is to be done ?  [ISO 9001:2000 7.2.1, 7.2.2]

11

3

Was the proposal responsive to the clients requirements?  [ISO 9001:2000 7.2.1, 7.2.2]

12

1

Is there evidence that the Request for quotation of unreleased product followed?  [ISO 9001:2000 7.2.2, 7.2.3]

13

3

If the proposal is offering new/unreleased products is there evidence that the proposed solution was reviewed by technically qualified personnel?  [ISO 9001:2000 7.3.1, 7.3.4]

14

3

Did the proposal include a list of items or activities that are not included (not handling of hazardous material, disposal of material, etc.)

15

1

If there were commercial or contractual issues was Commercial Manaer or Contracts manager, being involved in resolution issues prior commencing of the kick-off meeting.

16

1

Does the PO/Contract cite the Proposal as the basis for the scope of work

 

Total Raw

 

 

Question #

Possible Score

Question

 

Project Controls

 

1

3

Does the proposal/ contract identify measurement and controls requirements?  [ISO 9001:2000 7.1, 7.2.3]

 

2

3

Does the proposal / contract identify project reporting requirements? [ISO 9001:2000 7.1, 7.2.3]

 

3

3

Was estimating tool with quantified deliverables used for the estimate?  [ISO 9001:2000 7.1, 7.2.1, 7.2.3]

 

4

3

Does the estimate reflect the work and deliverables that are defined by the proposal?  [ISO 9001:2000 7.1, 7.2.1, 7.2.2]

 

5

3

Does the estimate package include a comprehensive list of third party materials and/or sub-contracts?  [ISO 9001:2000 7.2.1, 7.2.2]

 

6

3

Were the third party material quotes used in the estimate as the cost basis?

 

7

3

Does the estimate package include the vendor and/or subcontractor quotes?

 

8

1

Were there any specific logistic/transportation issues and were they costed in the estimate? (Could include vehicle access / weight restrictions to job site)

 

9

1

Does the PO/Contract cite the Proposal as the basis for the scope of work

 

10

3

Has the project been estimated consistent with the Technical and commercial aspects of the contract

 

11

1

Did the proposal include new product/Software  releases were they identified in the PoC?  [ISO 9001:2000 7.2.2]

 

12

1

Did the project team review the management and engineering estimate after receiving booking package?

 

13

3

Are extended warranty provisions in the original PoC submission?

 

14

1

Are all pricing requirements available (i.e. material mark-ups, discounts, labor rates, sub-contract mark-ups, allowances vs. unit, Transportation &Logistics & freight)

 

15

0

0

 

 

Total Raw

 

 

 

Question #

Possible Score

Question

 

Finance

 

1

3

Does the booking package reflect the proposal, estimate, margin, Revenue and Cost

 

2

1

Was transfer price costed properly in the PoC? (validate mark up rate)

 

3

1

If there are special billing requirements is the project team aware of them??

 

4

3

Are the billing events clearly defined.

 

5

3

If the contract allows any rights for the customer to audit is the project team aware of them?

 

6

3

Is there evidence that cost assumptions related to proposal being clearly defined and quantified?

 

7

3

Does the initial budget have sufficient reserve for warranty, both standard and extended?

 

8

3

Are risk and opportunities clearly defined and quantified in PoC?

 

9

1

Before submitting the proposal, did it go through proper approval process? (PoC)

 

10

1

Did finance approve special billing arrangement if there is any?

 

11

3

Was Supply Management involved in the estimating process per policy relative to third party content?

 

12

1

Are client preferred or sole source vendors identified and were third party estimates based on the use of those vendors

 

Total Raw

 

 

 

# of Questions

Scores by Discipline

 

 

PM

 

 

PCO

 

 

Finance

 

 

Health, Safety and Environment Questionnaire Sample Format:

 

 

HEALTH SAFETY AND ENVIRONMENT QUESTIONNAIRE

 

Question #

Possible Score

Question

Project Management

1

3

Is there evidence that Safety is an integral part of the management of the project?  [ISO 9001:2000 6.4]

2

3

Is there evidence that HSE reviewed the safety records of any sub-contractors.

3

1

Have the requirements for project safety been identified and passed on to sub-contractors

4

1

Are employees aware that there is an occupational health and safety policy authorized by management that clearly states overall health and safety objectives and a commitment to improving health and safety performance?

5

1

Are there processes for the ongoing identification of hazards, the implementation of necessary control measures?

6

1

Has the project documented occupational health and safety objectives and is the project on plan to meet these goals ?

7

1

Are the project team members aware what their responsibilities are for safety on the project?

8

3

How has the project manager assessed whether all personnel are competent to perform tasks that may impact
HSE on the project ?

9

1

Are there processes for ensuring that pertinent HSE information is communicated to and from employees, the client, subcontractors and other interested parties?

10

1

Does the project maintain a site-specific safety plan ?

11

1

Has the project established an emergency preparedness plan?

12

3

Are the processes being followed for assessing safety and hazards?

13

3

Does the project's management review the HSE system to ensure its continuing suitability, adequacy and effectiveness?   (Is there evidence of a process to regularly review the HSE policy and determine if the project's policy is in alignment with current HSE requirements?)

14

3

Were all project team members instructed on Safety?  [ISO 9001:2000 6.2.2]

15

3

Was the audit team given a facility orientation without having to ask for one?

16

3

Is there evidence that personnel in the facility are aware of the Near Miss Reporting process?  (Do they know where / when and how to report a near miss?)

17

1

Does the project team report safety metrics?

18

1

Are all team members aware of Corporate Safety Policy including numbers to call to report near misses and accidents?

 

Total Raw

Scores by Discipline

 

PM

 

PCO

 

Finance

Setup and planning Questionnaire Sample Format:

SET UP AND PLANNING QUESTIONNAIRE

 

 

Question #

Possible Score

Question

 

Project Management

 

1

3

Is a quality plan available for the project? [ISO 9001:2000 7.1]

 

2

3

Does the Issues/Actions log assign ownership, & dates for open, deadline closure  [ISO 9001:2000 7.2.3, 8.5.2, 8.5.3]

 

3

3

Is there evidence that Issues/Actions have been communicated to client  [ISO 9001:2000 7.2.3, 7.3.4, 7.5.4]

 

4

3

Are the Roles & Responsibilities matrix published and communicated  [ISO 9001:2000 7.1]

 

5

1

Is there a Project Execution Plan for the project?

 

6

3

Are the appropriate Tools, methods and standards identified in the project plans?  [ISO 9001:2000 7.1, 7.2. 1]

 

7

3

Does the Project Execution Plan describe how the project will be executed [ISO 9001:2000 7.1, 7.3]

 

8

3

Does the Project Execution Plan include sections addressing Safety, Procurement, Resources, Communications, Roles and Responsibilities, Quality Control, Project Control, Scheduling?  [ISO 9001:2000 6.1, 6.2.1, 6.3, 7.1, 7.2.1, 7.2.3]

 

9

3

Is there evidence that project team reviewed the scope relative to the proposal.

 

10

3

Does the Project Plan identify where documents and files are to be stored?

 

11

1

Is there a resource plan for the project?

 

12

3

Has the Resource Plan been reviewed with functional management  [ISO 9001:2000 7.1]

 

13

3

Have resource skills been appropriately identified?  [ISO 9001:2000 7.1]

 

14

3

Has the PM assigned to the project the required technical and commercial skills ?  [ISO 9001:2000 7.1]

 

15

1

Is there an organization chart for the project?

 

16

3

Is there a logic driven schedule for the project?

 

17

3

Is there evidence that the project team uses the schedule as a control tool that is reviewed  [ISO 9001:2000 7.1]

 

18

1

Have sub-contracts been reviewed by Contract Management

 

19

1

Is  Supply Mgt. involved in the set up and planning for projects with 3rd Party/subcontract content?

 

20

3

Is there a procurement plan?

 

21

1

Is there evidence that contract Ts&Cs been provided to Supply Mgt.?

 

22

3

Do the project team members know where to find the Quality Manual, and policies and read them ?  [ISO 9001:2000 4.2.1, 4.2.2, 4.2.3]

 

23

3

Have lessons learned from other related projects been considered in the engineering plan?  [ISO 9001:2000 7.3.2]

 

24

3

Has the Contract Summary been completed?

 

25

3

Is there evidence of acceptance criteria being communicated and agree with the client.

 

26

1

Has an evaluation taken place for increase of remote eng content and reduce cost of engineering prior to project start?  [ISO 9001:2000 6.2, 7.1]

 

27

1

Is the schedule based on deliverables?

 

28

3

Does the schedule include sub-contractor activities?

 

 

Total Raw

 

 

 

Question #

Possible Score

Question

 

Project Controls

 

1

3

Does the project plan include customer driven Project requirements? (i.e. monthly reports, schedule, etc...)

 

2

3

Does Project team exhibit an understanding of the scope of work?

 

3

3

Does Project team exhibit an understanding of the customer PO/Contract?

 

4

3

Does the resource plan identify resource PoCs within the project plan?

 

5

3

Is the Resource Plan and Schedule in sync? [ISO 9001:2000 7.1]

 

6

3

Does the schedule include customer inputs required for completion of Corporate deliverables?  [ISO 9001:2000 7.1, 7.2.2, 7.2.3]

 

7

3

Has the project schedule been reviewed and approved by customer?

 

8

1

Are supplier lead times incorporated into the schedule.

 

9

3

Does the Project log reflect review of the reviewed estimate, the baseline in the financial system and the engineering plan [ISO 9001:2000 7.1]

 

10

1

Even if the project has not been through the first monthly review, are the Executive Summary and Project Summary Info tabs completed in the PoC?

 

11

1

Is the Invoice Plan consistent with Contract Requirements

 

12

3

Has the project createda deliverable control matrix consistent with the proposal/contract?

 

13

3

Does the internal engineering plan require information to control the engineering activities? (e.g.. Scope, hours, input/output documentation, schedule, quality/hse requirements, eng. skills etc.)  [ISO 9001:2000 7.1, 7.3]

 

14

3

Are reviews planned and identified on schedule?

 

15

1

Do the original Factory Order & FAT dates match the schedule?

 

16

3

Is there a task code chargeability matrix for the team members?

 

17

3

Are there records that the Forecast Resource Plan been communicated to the functional organization?  [ISO 9001:2000 7.1]

 

18

3

Does the project track progress against the scope of work quoted?

 

19

3

Does the project team demonstrate knowledge of the key commercial (consequential damages, dispute resolution, liquidated damages, performance guaranty, warranty requirements) aspects of the contract.

 

20

3

Has project looked for possible cost saving opportunities by utilizing affiliate labour?

 

21

1

Does the project make use of project storage by knowledge and solution binders  [ISO 9001:2000 7.3.2]

 

22

1

Does the project team demonstrate knowledge of warranty and/or extended warranty for the contract?

 

23

3

Is the time associated with design execution in line with the schedule?  [ISO 9001:2000 7.2.1, 7.2.2]

 

24

1

Did invoice milestones change from original proposal/estimate milestones after kick-off meeting?

 

25

3

Have hardware and software design freeze dates been identified in the schedule?

 

 

Total Raw

 

 

 

Question #

Possible Score

Question

 

Finance

 

 

1

3

Does PoC match for original booking and current?

2

3

Are the billing events in the financial system consistent with the project schedule?

3

3

Is the client paying according to the Terms &Conditions of the contract?

4

3

Do cost budget and revenue in financial system match with approved booking PoC?

5

3

Does PoC revenue in financial system match with customer PO?

6

3

Does warranty requirement flow down to suppliers?

7

3

Do other Terms and Conditions(T&Cs) that have financial implication flow down to suppliers?

8

1

Have 3rd Party resource requirements, timing and skills been communicated to Supply Mgt.?

Total Raw

 

 

 

# of Questions

Scores by Discipline

 

 

PM

 

 

PCO

 

 

Finance

 

About the Author

GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.

Below are a few more great Matrix Vice deals on Amazon:

Java Verified Launches Simple J2ME App Testing
Just a week after declaring its independence, the Unified Testing Initiative (UTI), a global not-for-profit mobile application testing body and home to the "Java Verified" program, has announced new Java Verified testing services for simple Java Platform, Micro Edition (Java ME) applications.