Fact Sheet Archive

	July 2009 Successful Project Delivery 21 July 2009 The stakes today are simply too high for those business or technology change initiatives that have secured funding to fail. In addition, Project Owners and Sponsors must continually demonstrate a clear-cut ability to deliver near-term financial ROI and stated business and/or technology objectives. Given these pressures, it is imperative that a framework for delivery success be established and maintained throughout the life of a project. This edition of Industry Perspectives details some of the valuable 'Critical Success Factors' that Citisoft has observed and employed in two plus decades of services delivery to the buy-side. These factors consistently contribute to the ultimate success or failure of a project and are offered to help validate whether your firm's in-flight or near-term initiatives are on-track for meeting today's lofty expectations or require immediate corrective action.

July 2009

Successful Project Delivery
21 July 2009

The stakes today are simply too high for those business or technology change initiatives that have secured funding to fail. In addition, Project Owners and Sponsors must continually demonstrate a clear-cut ability to deliver near-term financial ROI and stated business and/or technology objectives. Given these pressures, it is imperative that a framework for delivery success be established and maintained throughout the life of a project. This edition of Industry Perspectives details some of the valuable 'Critical Success Factors' that Citisoft has observed and employed in two plus decades of services delivery to the buy-side. These factors consistently contribute to the ultimate success or failure of a project and are offered to help validate whether your firm's in-flight or near-term initiatives are on-track for meeting today's lofty expectations or require immediate corrective action.

	June 2009 Counterparty Risk 16 June 2009 The bar for managing counterparty risk in an extreme capital markets environment was set with the failure of Lehman Brothers and buy-side firms quickly realized their capabilities for managing exposure and collateralization were insufficient. The lessons learned in the past fourteen months are redefining counterparty risk practices and have operational departments struggling to keep up. In this edition of Industry Perspectives, Citisoft explores how leading hedge fund and institutional investment managers are addressing current counterparty concerns and bringing control and automation to support these now strategic initatives.

June 2009

Counterparty Risk
16 June 2009

The bar for managing counterparty risk in an extreme capital markets environment was set with the failure of Lehman Brothers and buy-side firms quickly realized their capabilities for managing exposure and collateralization were insufficient. The lessons learned in the past fourteen months are redefining counterparty risk practices and have operational departments struggling to keep up. In this edition of Industry Perspectives, Citisoft explores how leading hedge fund and institutional investment managers are addressing current counterparty concerns and bringing control and automation to support these now strategic initatives.

	April 2009 Finding Perpetual Value Through Systems Rationalization 28 April 2009 As the tail of the economic downturn lengthens and industry revenues continue to erode, firms are trying to identify more intelligent alternatives to achieving long-term cost control. One way that managers are meeting their cost reduction goals while positioning the firm for the next period of economic expansion is through technology rationalization exercises. This edition of Industry Perspectives examines how to find tangible short and long-term cost containment through rationalization.

April 2009

Finding Perpetual Value Through Systems Rationalization
28 April 2009

As the tail of the economic downturn lengthens and industry revenues continue to erode, firms are trying to identify more intelligent alternatives to achieving long-term cost control. One way that managers are meeting their cost reduction goals while positioning the firm for the next period of economic expansion is through technology rationalization exercises. This edition of Industry Perspectives examines how to find tangible short and long-term cost containment through rationalization.

	January 2009 Optimizing The Outsourcing Decision 7 January 2009 Now, more than ever, the investment manager’s ability to remain competitive in the current marketplace has taken on new meaning as a key decision-making criterion for major change initiatives. This is certainly the case with outsourcing, as determining the scope of the arrangement can be critical to a firm’s ability to maintain its competitive advantage, while continuing to be seen as a provider of differentiated services.

January 2009

Optimizing The Outsourcing Decision
7 January 2009

Now, more than ever, the investment manager’s ability to remain competitive in the current marketplace has taken on new meaning as a key decision-making criterion for major change initiatives. This is certainly the case with outsourcing, as determining the scope of the arrangement can be critical to a firm’s ability to maintain its competitive advantage, while continuing to be seen as a provider of differentiated services.

	October 2008 IT and Operations Strategy in an Alternative World 20 October 2008 The use of alternative investment products and asset types by buy-side clients is by no means ‘alternative’ any longer. Recent market turmoil may be directly related to the pervasive use of OTC derivatives, but the continued demand for complex asset types and non-traditional distribution vehicles means that alternative investments are here to stay.

October 2008

IT and Operations Strategy in an Alternative World
20 October 2008

The use of alternative investment products and asset types by buy-side clients is by no means ‘alternative’ any longer. Recent market turmoil may be directly related to the pervasive use of OTC derivatives, but the continued demand for complex asset types and non-traditional distribution vehicles means that alternative investments are here to stay.

	July 2008 A Solution-based Approach to Client Communications 14 July 2008 The client reporting and communications experience within the Investment Management community has been marked by lost revenue, increased cost, poor service levels and a risk model plagued with manual processes and high error rates. As issues continue to mount, leading Investment Managers are moving beyond tactical concerns and embracing the opportunity that exists in the reports that are often the primary interface to their clients.

July 2008

A Solution-based Approach to Client Communications
14 July 2008

The client reporting and communications experience within the Investment Management community has been marked by lost revenue, increased cost, poor service levels and a risk model plagued with manual processes and high error rates. As issues continue to mount, leading Investment Managers are moving beyond tactical concerns and embracing the opportunity that exists in the reports that are often the primary interface to their clients.

Industry Perspectives