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PORTFOLIO DISCUSSION CAM employs a bottom-up, fundamental approach toward individual stock selection as well as portfolio construction Mark Innes informed me during the call that they are driven almost exclusively by bottom-up stock selection When asked about risk controls, Mark indicated that they place some restrictions on maximum individual stock weights (5%) and broad sector weightings (maximum of one-third of the total portfolio) Based on the current portfolio provided to us and the discussion that I had with Mark, it is clear that CAM takes a fair amount of sector concentration risk Of particular interest are the actual sectors in which they have historically held high weights: technology and health care both of which are widely considered to be more growth oriented than value oriented Currently, the CAM portfolio has roughly 70% of its holdings concentrated in just three broad sectors (consumer cyclicals, health care, and nancials).

Figure A 20: The "final check" dialog you see before committing to the deployment Now you will see a progress dialog like that shown in Figure A 21. This dialog gives you feedback about what is happening in the deployment process. The two columns on the left show progress information while the text area on the right shows the current step being performed. If there is any error during this process, you will see the error message in this text area.

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Back in the 1999 2000 period, the portfolio had more than 60% concentrated in technology and health care stocks The portfolio is highly concentrated based on industry weights as well, with nearly 50% of the portfolio concentrated in the top ve industries An analysis of the current portfolio indicates that the weighted average market capitalization is $777 million versus $684 million for the small-cap value index In addition, roughly half of the portfolio (31 stocks) fall into the micro-cap range (stocks with market caps under $500 million) Individual portfolio positions seem to be concentrated in the 1% to 3% range (based on the current portfolio), but we need to check on this historically, as Mark indicated in our conversation that some stock weightings had gotten out of hand during the run-up in the market in 1999 2000.

(T-T s)

Fundamentally, the portfolio does not look like either value or growth; rather it exhibits characteristics of each The portfolio s priceearnings ratio is in line with the small-cap value index, but is substantially higher in other price-based areas (price/sales, price/book, price/cash ow) However, the portfolio is de nitely geared more toward the growth style when looking at the earnings and revenue growth gures Lastly, the portfolio s individual holdings also seem to have strong cash positions (liquidity) and, thus, the ability to pay off debts and fund internal growth Based on the fundamental portfolio analysis, I would initially conclude that the current portfolio is more indicative of the GARP (growth at a reasonable price) style than either value or growth How-.

The role descriptions below are based on [GB924], with more description added. The participation of the roles in different phases of the lifecycle of a product is represented in Figure 4.2 (see page 64). The order of the roles is the same as in this gure, i.e. design type and project-based roles are listed rst, and managerial and maintenance roles after that. As described in 4, roles do not map one-to-one to persons within organizations, but a single person may participate in several service management roles and a single role may be attended to by multiple persons. In a multi-provider scenario, the same role may be carried out in multiple organizations. There are examples of this in the role description below. It should be noted that these roles do not cover the entire enhanced Telecom Operations Map (eTOM), but relate only to service management. The descriptions given below give an overview of the roles with respect to each other, to processes and to the service-related information they need to work with. A more detailed description of the relationship of the roles to the service framework can be found in

Transmittance (%)

Per Serving: (1 2 cup/125 ml, 88g) Calories 107; Available carbohydrate 5 g; Carbohydrate 7 g; Fibre 2 g; Fat 8 g; Protein 2 g; Cholesterol 0 mg; Phosphorus 72 mg; Potassium 345 mg; Sodium 251 mg. 1 Serving = 0 Carbohydrate Choice

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