资产负债管理（Asset-Liability Management/Asset and Liability Management，简称ALM）

Source：http://wiki.mbalib.com/wiki/ALM

广义的资产负债管理，是指金融机构按一定的策略进行资金配置来实现流动性、安全性和盈利性的目标组合。

狭义的资产负债管理，主要指在利率波动的环境中，通过策略性改变利率敏感资金的配置状况，来实现金融机构的目标，或者通过调整总体资产和负债的持续期，来维持金融机构正的净值。

北美精算协会将ALM定义为：ALM是管理企业的一种活动，用来协调企业对资产与负债所做出的决策；它是在给定的风险承受能力和约束下，为实现企业财务目标而制定、实施、监督和修正企业资产和负债的有关决策的过程。

资产负债管理的原则：

1、规模对称原则
2、结构对称原则，又称偿还期对称原则
3、目标互补原则
4、资产分散化原则

Managing Risk in Global Project

early warning system - have a local resource responsible for monitoring the risk at the remote site

Three powerful words

http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=9708662&gid=37888&trk=EML_anet_qa_ttle-dnhOon0JumNFomgJt7dBpSBA

I'll be there
I thank you
I miss you
I love you
I understand you
I respect you
I trust you
Maybe you're right
Please forgive me
Count on me
Let me help
Go for it

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Nine fundamental principles of a Risk Intelligence Program

http://sum2llc.wordpress.com/2009/11/11/deloittes-nine-principles-of-risk-intelligence/

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Neutralize a Teammate's Hostility

http://www.linkedin.com/news?viewArticle=&articleID=82792127&gid=1782432&articleURL=http%3A%2F%2Fnews%2Eefinancialcareers%2Ecom%2Fnewsandviews_item%2FnewsItemId-22124&urlhash=R9rq&trk=news_discuss

Sponsoring a Project (By Dave Nielsen, PMP)

http://www.linkedin.com/news?viewArticle=&articleID=80809222&gid=2107859&articleURL=http%3A%2F%2Fwww%2Eprojectsmart%2Eco%2Euk%2Fsponsoring-a-project%2Ehtml&urlhash=np8M&trk=news_discuss

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Blend out

http://www.linkedin.com/news?viewArticle=&articleID=80253133&gid=37888&articleURL=http%3A%2F%2Fwww%2Eworkcoachcafe%2Ecom%2F2009%2F10%2F26%2Fwhat-i-learned-about-jobs-from-my-cat%2F&urlhash=KDgy&trk=news_discuss

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Self Publishing - Lulu.com

http://www.lulu.com/

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Norkom’s Enterprise Fraud Management receives Positive Rating | Print |

http://www.linkedin.com/news?viewArticle=&articleID=79027558&gid=128568&articleURL=http%3A%2F%2Fwww%2Enorkom%2Ecom%2Fpress%2Fpress-releases%2Fpress-releases-2009%2F547-norkoms-enterprise-fraud-management-receives-positive-rating%2Ehtml&urlhash=j0uf&trk=news_discuss

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Mortgage fraud risk report

http://www.interthinx.com/pdf/09_Q3MFRI_FNL.pdf

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Center for Outsourcing Research and Education (CORE)

About CORE -

CORE is a non-profit organization, governed by a Board drawn from its sponsoring organizations, which have deep outsourcing expertise. We are devoted to the issue of making outsourcing work more effectively, and we will leverage the skills and capabilities of many organizations in achieving this goal.

CORE‘s management consists of its President/CEO, Molly Pellecchia, Board Chair, John Simke and Corporate Secretary, Richard Corley. Charu Murti is CORE's Research & Program Coordinator.

We are also building a network of alliances with organizations also interested in outsourcing. These include business and technology associations, industry groups, media organizations and public sector enterprises.

Kroll Global Fraud Report

Lessons Learned for More Successful Joint Project

1. Define clear path to identify, report and resolve resource (people) issue crossing organizational boundaries
2. Define, communicate, and clarify roles and responsibilities upfront
3. Allow time to ramp up and prepare before starting a major work packages
4. Plan and execute incremental reviews for major deliverables
5. Vet project schedule by work package owner
6. Plan and execute regular review of plans to identify and capture changes
7. Establish clear criteria for change request
8. Encourage collaboration in preparing change request
9. Share resource availability crossing organizational boundaries

How to Survive a New Boss

by Rebecca Schalm

What's not working?
How can I work with you effectively?
How can I help?

Who’s Really on Your Team? How to Work with Difficult People

PMI Community Post, by Pattie Vargas, MAOM, PMP

Never Say No - Managing Change in a Project

A blog posted by Martin Burns

Never Say No To a Client

Project Managers: Just Say No!

A blog posted by Raven Young at Raven's Brain under Project Management

Saying "No": A Tutorial for Project Managers

by Rick Brenner

Have you ever thought "Why did I ever agree to do that" ?
Have you ever wished that you knew better how to say no — or even how to avoid volunteering to do something — without suffering undue consequences?
Giving a firm and clear No can feel good if it comes from a place of high self-esteem.

How to Say No

By John Hrastar

Goddard Space Flight Center

John offerred two points of thought re. saying no as a project manager:
1. Focus on meeting the basic requirements
2. You don't necessarily need to know how to solve the problem. The refusal forces a reappraisal of the issue, possibly stimulating more creative solutions.

You cannot outsource risk

According to Gartner, more than 60% of companies do not do any security risk mitigation when outsourcing development.

Rob Rachwald has some suggestions.

International Project Management Standard - ISO 21500

IT trends in banking: key focus for 2009

European banks will this year invest in IT to improve risk management, increase flexibility and reduce complexity. And they will outsource and offshore more…

Outsourcing can offer good returns

IT outsourcing has proved disappointing for many companies, failing to live up to the promises of the business case or deliver the expected return on investment. But good management can turn it into a success, as Liz Warren discovers.

…So you want to be an independent consultant…

By Jennifer (Tharp) Russell, President, Mastodon Consulting and Alex S. Brown, PMP, President, Real-Life Projects, Inc.

Statutory holidays in Ontario

Often missed holidays in 2009:

• Family Day (Third Monday in February) - Mon, February 16
• Good Friday - Fri, April 10
• Victoria Day (Monday before May 25) - Mon, May 18
• Civic Holiday (First Monday in August) - Mon, August 3
• Labour Day (First Monday in September) - Mon, September 7
• Thanksgiving Day (Second Monday in October) - Mon, October 12

26 Ways To Know Your Software Development Project Is Doomed

Does any of these sound familiar to you?

• The project name changes for the third time in as many months.
• The requirements definition is begun four months after development started.
• The developer doesn't understand the spec document and continues to develop anyway. And the QA team doesn't know how to test, but they "test" anyway.
• The user or client requests new features instead of focusing on bug fixing and performance enhancements.
• The technical project manager asks you to compose the list of user requirements—without consulting any actual potential users.
• Status reports are seen as insubordinate.
• You learn that management had to insist that the interface definitions be checked into version control after the first code freeze.
• The QA team is told, "We've only allocated three weeks for testing" (on a project that has lasted six months already). Or QA is told, "The date is fixed. We have to have all this functionality by that date."
  

Want to see the entire list? Go to http://www.cio.com/article/470103/_Ways_To_Know_Your_Software_Development_Project_Is_Doomed

On the other side, there are Ten Tips for Running Successful Projects: http://www.projectsmart.co.uk/ten-tips-for-running-successful-projects.html

And more … Make or Break: Why Accurate Cost Estimation Is Key: http://www.projectsmart.co.uk/make-or-break-why-accurate-cost-estimation-is-key.html