ahmedheakl/docatlas_instruct huggingface dataset:
- 3.16. Проверку качества пищи, соблюдение рецептур и технологических режимов осуществляет бракеражная комиссия. Результаты проверки заносятся в бракеражный журнал. Выдача готовой пищи разрешается только после проведения приемочного контроля бракеражной комиссией в составе повара, представителя администрации Учреждения, медицинского работника. Результаты контроля регистрируются в бракеражном журнале. Масса порционных блюд должна соответствовать выходу блюда, указанному в меню. При нарушении технологии приготовления пищи, а также в случае неготовности, блюдо допускают к выдаче только после устранения выявленных кулинарных недостатков. Без бракеража реализация пищи детям не допускается.
- 3.17. Питание в школах Аликовского района организуется за счет родительской платы и дотаций из бюджета Аликовского района.
- 3.18. Персональная ответственность за соблюдение санитарных норм в школьной столовой, а также за организацию питания учащихся в целом возлагается на директора школы и руководителя предприятия общественного питания, обслуживающего школу.
- 4. Организация питания, предоставляемого на льготной основе
- 4.1. Льготное питание обучающихся в Учреждении дотируется из бюджета Аликовского района и предоставляется следующим категориям граждан:

- детям из многодетных семей, имеющих 5 и более детей ;

- - детям из неблагополучных семей.
- 4.1.1. Дотации на льготное питание устанавливаются ежегодно постановлением администрации Аликовского района с учетом возможностей бюджета Аликовского района.
- 4.2. Заявление о предоставлении питания на льготной основе подается ежегодно на имя директора Учреждения с момента возникновения у обучающегося права на получение льготного питания.
- 4.3. Питание на льготной основе предоставляется на указанный в заявлении период, но не более чем, до конца текущего учебного года.
- 4.4. Льготное питание предоставляется по согласованию с органом общественного управления образовательного учреждения.
- 4.5. Льгота на питание предоставляется на основании следующих документов:

для многодетных семей:

- - заявление от родителей или лиц, их заменяющих;
- - копия паспорта одного из родителей или законных представителей;
- - копии свидетельств о рождении детей
- - справка о составе семьи;

для неблагополучных семей:

- - заявление от родителей или законных представителей;
- - копия паспорта одного из родителей или законных представителей;
- - справка о составе семьи;
- - копии свидетельств о рождении детей;

- справка с Комиссии по делам несовершеннолетних и защите их прав при администрации Аликовского района о том, что семья состоит на учете как неблагополучная ;

- 4.6. Организация питания обучающихся на льготной основе осуществляется лицом, ответственным за организацию питания в Учреждении.
- 4.7. Контроль за организацией льготного питания осуществляется директором Учреждения.
- 5. Организация питания, предоставляемого на бесплатной основе
- 5.1. Бесплатное питание обучающихся в Учреждении организуется за счет бюджета Аликовского района и предоставляется детям с ограниченными возможностями здоровья.
## STATEMENT IN RESPECT OF PARTS (a) TO (d) OF RAJYA SABHA UNSTARRED QUESTION NO. 2111 FOR 17.3.2015 REGARDING DEFENCE EXPENDITURE.

(a) & (b): As per allocations proposed under BE 2015-16, defence budget constitutes 13.88% of total Central Government expenditure. In the last 15 years, Defence expenditure has never been less than 12% of total Central Government expenditure. The liability of the Government for repayment of interest is a separate obligation that may not be linked to the outlay for defence.

The government does not have authentic figures for the defence budget of China. However, Stockholm International Peace Research Institute (SIPRI), has estimated that in 2013, 8.3% of China's general government expenditure was devoted to military expenditure.

The allocation of funds for defence is made to ensure full preparedness of the armed forces to meet all security challenges to the country.

(c) & (d): The government has revised the FDI policy to allow FDI upto 49% in defence sector through Government route and above 49% through approval of Cabinet Committee on Security, on case-to-case basis, wherever it is likely to result in access to modern and state-of-the-art technology in the country.

******
Phương hướng phát triển kinh tế - xã hội 5 năm 2021 - 2025 căn cứ vào số liệu đã được đánh giá lại. [55] (1) Cung ứng sản phẩm, dịch vụ công ích thiết yếu cho xã hội. (2) Trực tiếp phục vụ quốc phòng, an ninh. (3) Lĩnh vực độc quyền tự nhiên. (4) Ứng dụng công nghệ cao, đầu tư lớn, tạo động lực phát triển nhanh cho các ngành, lĩnh vực khác và nền kinh tế (Điều 10, Luật số 69/2014/QH13 về quản lý, sử dụng vốn nhà nước đầu tư vào sản xuất, kinh doanh tại doanh nghiệp).

Ngu Ngu ồ n:
Nella formula di benedizione dell'acqua nel rito del Battesimo si ricorda la presenza dell'acqua in eventi significativi della storia della Salvezza che diventa la nostra storia:

- ➢ Genesi: lo Spirito sulle acque; creazione e santificazione; dimora di Dio fra noi
- ➢ Diluvio: vittoria sul male; vita nuova;
- ➢ Mar Rosso: cammino di liberazione; adozione a figli;
- ➢ Battesimo di Gesù: manifestazione di Dio Trinità; Gesù si mette in colonna con noi;
- ➢ Croce: morte di Gesù, scorrono sangue e acqua; dono della vita di Gesù: salvezza e amore di Dio
- ➢ Invio a battezzare: dono ricevuto e dono dato

Siamo non Siamo non immersi nella vita del Cristo per rinascere uomini nuovi: sapete che quanti siamo stati battezzati in Cristo Gesù, siamo stati battezzati nella sua morte? Per mezzo del battesimo siamo dunque stati sepolti insieme a lui nella morte, perché come Cristo fu risuscitato dai morti per mezzo della gloria del Padre, così anche noi possiamo camminare in una vita nuova. Se infatti siamo stati completamente uniti a lui con una morte simile alla sua, lo saremo anche con la sua risurrezione'. (Romani 6,3-5)

#### L'olio

##### Il dono dello Spirito: la nostra missione e la nostra dignità.

Gesù all'inizio della sua missione è stato consacrato dallo Spirito Santo ed è stato inviato alle genti: 'Si recò a Nazareth, dove era stato allevato; ed entrò, secondo il suo solito, di sabato nella sinagoga e si alzò a leggere. Gli fu dato il rotolo del profeta Isaia; apertolo trovò il passo dove era scritto: Lo Spirito del Signore è sopra di me; per questo mi ha consacrato con l'unzione, e mi ha mandato per annunziare ai poveri un lieto messaggio, per proclamare ai prigionieri la liberazione e ai ciechi la vista; per rimettere in libertà gli oppressi, e predicare un anno di grazia del Signor'. (Luca 4,16- 19)

Anche a noi lo Spirito è donato. Lo Spirito vive in noi, ci trasforma e ci chiama a svolgere un compito nel mondo:
1 1 July, 2023 (Saturday)
2 2 July, 2023 (Sunday)
03 03 July, 2023 (Monday)
Session 1	Performance Audit of Revenue Sector	13:45 to 15:00
(Day-4)	13:45 to 15:00
Ms. Shubhangi, Director and Mr. Vijay, Sr. AO, O/o DGA (Central), Mumbai
Break	15 :00 to 15:15
Session 2	Performance Audit of Information Systems (GUID 5100) and Case Study	15:15 to 16:30
(Day-4)	15:15 to 16:30
Mr. Vikash Kumar, Director (IS-II)
Break	16:30 to 16:45
Session 3	Performance Audit with environmental / sustainable development perspective: Case study (Conservation of marine coastal ecosystem)	16:45 to 18:00
(Day-4)	Performance Audit with environmental / sustainable development perspective: Case study (Conservation of marine coastal ecosystem) study (Conservation of marine coastal ecosystem)	16:45 to 18:00
Mr. Gautam Gahlaut, Sr Audit Officer
04 04 July, 2023 (Tuesday)
Session 1	Performance Audit on Road Construction : A Case Study	13:45 to 15:00
(Day-5)	13:45 to 15:00
Ms. Narendra V Nikhila, Deputy Accountant General
Break	15 :00 to 15:15
Session 2	Performance Audit of Privatization: Guidance (GUID 5320) and Case Study (PPP Project at CSI Airport, Mumbai)	15:15 to 16:30
(Day-5)	Performance Audit of Privatization: Guidance (GUID 5320) and Case Study (PPP Project at CSI Airport, Mumbai) Project at CSI Airport, Mumbai)	15:15 to 16:30
Ms. Shanan Gupta, Sr. Audit Officer
Break	16:30 to 16:45
Session 3	Performance Audit on Empowerment of Women : A Case Study	16:45 to 18:00
(Day-5)	16:45 to 18:00
Mr. Akshay Gopal, Deputy Director
05 05 July, 2023 (Wednesday)
Session 1	Performance Audit in Education Sector	13:45 to 15:00
(Day-6)	13:45 to 15:00
Mr. Vikash Kumar, Director (IS-II)/ Mr. Sandeep Dabur, Director
Break	15 :00 to 15:15
Session 2	Use of Remote Sensing/ GIS in Audit	15:15 to 16:30
(Day-6)	15:15 to 16:30
Mr. Nanda Dulal Das, Director
Break	16:30 to 16:45
Session 3	Country paper presentations by participants	16:45 to 18:00
(Day-6)	16:45 to 18:00
Ms. Divya Yanamadala, Director, iCISA
06 06 July, 2023 (Thursday)
Session 1	Performance Audit on Water Supply: A case study	13:45 to 15:00
(Day-7)	13:45 to 15:00
Mr. Jahangir Inamdar, Principal Director, iCISA
Break	15 :00 to 15:15
Session 2	Performance Audit of Public Procurement: Guidance (GUID 5280 (proposed) and Case Study	15:15 to 16:30
(Day-7)
Mr. Atul Prakash, Principal Director
Break	16:30 to 16:45
овци	49.094	43.292	92.386
кози	1.451	2.382	3.833
Пчеларско органско производство во 201 7 година
во преод	органско	вкупно/ бр
пчелни семејства	2.118	5.558	7.676

Растително органско производство
2015 година	2016 година	2017 година
вид/култура	во преод	органско	вкупно/ ха	во преод	органско	вкупно/ ха	во преод	органско	вкупно/ ха
житни	187,29	417,13	604,42	358,82	579,58	938,40	317,79	621,80	939,59
фуражни	231,65	745,68	977,33	209,60	539,38	748,98	238,61	442,57	681,18
индустриски	-	-	-	-	-	-	-	-	-
маслодајни	82,7	20,86	103,56	10,00	32,84	42,84	5	27,78	32,78
ароматични/лековити	175,16	25,84	201	173,87	400,80	574,67	149,11	143,86	292,97
овошни	220,28	179,91	400,19	178,01	244,13	422,14	289,70	269,50	559,20
лозови	49,71	26,68	76,39	11,29	6,25	17,54	9,03	15	24,03
градинарски	42,36	41,52	83,88	53,23	39,94	93.17	65,17	109,21	174,38
угар	103,28	539,01	642,29	171,69	230,45	402,14	151,30	40,91	192,21
Сточарско органско производство
2015 година	2016 година	2017 година
вид животно	во преод	органско	вкупно/ бр	во преод	органско	вкупно/ бр	во преод	органско	вкупно/ бр
говеда	1.606	1.574	3.180	1.594	1.723	3.317	2.318	2.380	4.698
овци	34.243	35.764	70.007	32.577	46.087	78.664	49.094	43.292	92.386
кози	1.235	2.777	4.012	1.278	2.864	4.142	1.451	2.382	3.833
Пчеларско производство
2015 година	2016 година	2017 година
Cyber Security Audit Of Website - ANNEXURES | NSeGS

### ANNEXURE #3

### Tentative list of Websites for Security Audit

Sr.no	Website(URL)	Remark
1.	https://agriculture.nagaland.gov.in	Agriculture Department
2.	https://chiefminister.nagaland.gov.in	Chief Ministers Office
3.	https://hgcd.nagaland.gov.in	Civil Defence and Home Guards
4.	https://duda.nagaland.gov.in	DUDA
5.	https://startup.nagaland.gov.in	Startup Nagaland
6.	https://evaluation.nagaland.gov.in	Evaluation
7.	https://focus.nagaland.gov.in	IFAD - FOCUS
8.	https://highereducation.nagaland.gov.in	Higher Education Department
9.	https://home.nagaland.gov.in	Home Department
10.	https://hortidept.nagaland.gov.in	Horticulture
11.	https://industry.nagaland.gov.in.	Industries and Commerce
12.	https://ditc.nagaland.gov.in	Information Technology & Communication
13.	https://labour.nagaland.gov.in	Labour & Employment
14.	https://nlsic.nagaland.gov.in	Nagaland Information Commision
15.	https://nidc.nagaland.gov.in	Nagaland Industrial Developement Corporation Ltd.
16.	https://nmc.nagaland.gov.in	Nagaland Medical Council
17.	https://npcb.nagaland.gov.in	Nagaland Pollution Control Board
18.	https://nsacs.nagaland.gov.in	Nagaland State Aids Control Society
19.	https://nscw.nagaland.gov.in	Nagaland State Commision for Women
20.	https://nslsa.nagaland.gov.in	Nagaland State Legal Service Authority
21.	https://nsmdc.nagaland.gov.in	Nagaland State Mineral Development Corporation (NSMDC)
22.	https://nre.nagaland.gov.in	New & Renewable Energy
23.	https://dpar.nagaland.gov.in	Personnal and Administrative Reforms
24.	https://pmfme.nagaland.gov.in	PMFME
25.	https://npwd.nagaland.gov.in	Public Works Department
26.	https://govtpress.nagaland.gov.in	Printing and Stationary
-4-

Pt.	Ty.	C.Ty	Tot al	Pt.	Ty.	C.Ty.	Tota l	Total Vacan cy	HIA	Net Vacancies
Supervisor (Audit)	12	0	0	12	11	0	0	11	-1	0	-1
Assistant Supervisor	37	0	0	37	36	0	0	36	-1	0	-1
Sr. Con. Oper.	1	0	0	1	1	0	0	1	0	0	0
Audit Assistant Gr-1	3	0	0	3	0	0	0	0	-3	0	-3
DEO Gr. B	14	0	0	14	12	0	0	12	-2	0	-2
Audit Assistant Gr-II	5	0	0	5	0	0	0	0	-5	0	-5
Sr. Auditors	73	0	0	73	68	0	0	68	-5	1	-4
Auditors	121	0	0	121	103	0	0	103	-18	0	-18
Legal Assistant	0	1	0	1	0	0	0	0	-1	0	-1
D.E.O. Gr. A	15	0	0	15	14	0	0	14	-1	0	-1
Administrati ve Assistant	19	0	0	19	0	0	0	0	-19	0	-19
Clerks/Typis t	23	0	0	23	08	0	0	08	-15	0	-15
Sr.Pvt. Secy.	2	0	0	2	2	0	0	2	0	0	0
Stenograph er (Gr. I) (PA)	4	0	0	4	0	0	0	0	-4	0	-4
Stenograph er (Gr. II) (stenos)	6	0	0	6	10	0	0	10	4	0	4
Hindi Officer	1	0	0	1	1	0	0	1	0	0	0
Sr. Hindi Translator	1	0	0	1	1	0	0	1	0	0	0
Jr. Hindi Translator	2	0	0	2	1	0	0	1	-1	0	-1
## Zero-Based Budgeting (ZBB)

What Does Zero-Based Budgeting Mean? Zero-based budgeting (ZBB) is a method of budgeting in which all expenses must be justified for each new period. The process of zero-based budgeting starts from a "zero base," and every function within an organization is analyzed for its needs and costs. Budgets are then built around what is needed for the upcoming period, regardless of whether each budget is higher or lower than the previous

## Zero-Based Budgeting

The Basics of Zero-Based Budgeting (ZBB) ZBB allows top-level strategic goals to be implemented into the budgeting process by tying them to specific functional areas of the organization, where costs can be first grouped and then measured against previous results and current expectations.

Because of its detail-oriented nature, zero-based budgeting may be a rolling process done over several years, with a few functional areas reviewed at a time by managers or group leaders. Zero-based budgeting can help lower costs by avoiding blanket increases or decreases to a prior period's budget. It is, however, a time-consuming process that takes much longer than traditional, cost-based budgeting. The practice also favors areas that achieve direct revenues or production, as their contributions are more easily justifiable than in departments such as client service and research and development.

## Zero-Based Budgeting vs. Traditional Budgeting

Traditional budgeting calls for incremental increases over previous budgets, such as a 2% increase in spending, as opposed to a justification of both old and new expenses, as called for with zero-based budgeting. Traditional budgeting analyzes only new expenditures, while ZBB starts from zero and calls for a justification of old, recurring expenses in addition to new expenditures. Zero-based budgeting aims to put the onus on managers to justify expenses, and aims to drive value for an organization by optimizing costs and not just revenue.

## Example of Zero-Based Budgeting

Suppose a company making construction equipment implements a zero-based budgeting process calling for closer scrutiny of manufacturing department expenses. The company notices that the cost of certain parts used in its final products and outsourced to another manufacturer increases by 5% every year. The company has the capability to make those parts in-house using its own workers. After weighing the positives and negatives of in-house manufacturing, the company finds it can make the parts more cheaply than the outside supplier.
Сведения о выполненных измерениях и расчетах

Дата подготовки межевого плана '	'	г.

Исходные данные

1. Перечень документов, использованных при подготовке межевого плана
№ п/п	Наименование документа	Реквизиты документа
1	2	3

2. Сведения о геодезической основе, использованной при подготовке межевого плана
Система координат

№ п/п	Название пункта и тип знака геодезической сети	Класс геодезической сети	Координаты, м
X	Y
1	2	3	4	5

3. Сведения о средствах измерений
№ п/п	Наименование прибора (инструмента, аппаратуры)	Сведения об утверждении типа измерений	Реквизиты свидетельства о поверке прибора (инструмента, аппаратуры)
1	2	3	4

4. Сведения о наличии зданий, сооружений, объектов незавершенного строительства на исходных земельных участках
№ п/п	Кадастровый номер земельного участка	Кадастровые или иные номера зданий, сооружений, объектов незавершенного строительства, расположенных на земельном участке
1	2	3

5. Сведения о частях исходных или уточняемых земельных участков
№ п/п	Кадастровый номер земельного участка	Учетные номера частей земельного участка
1	2	3
( ` ( `
Name of Scheme	Infrastructure/ Livelihood / Both	2018-19 targets
Physical Target	Financial Target
GBS	EBR	Total
M/o Water Resources, River Development &Ganga Rejuvenation
PMKSY-AIBP	Infrastructure	48 AIBP priority Projects by December 2019	15000	15000
PMKSY-HKKP (CADWM)	Infrastructure	Utilisation of irrigation potential of 15 lakh Hectare	2300	2300
Other Schemes of MoWR, RD&GR	Both	1461	1461
Sub-total MoWR,RD&GR	3761	15000	18761
Department of Agriculture, Cooperation &Farmers Welfare
Pradhan Mantri Fasal Bima Yojna	Livelihood	98 million ha Gross Crop Area	13000	13000
Interest Subsidy for short term credit to Farmers	Livelihood	15000	15000
Pradhan Mantri Krishi Sinchayee Yojana	Infrastructure	Irrigation projects covering 17.2 lakh ha	4000	4000
Livelihood	15 lakh beneficiaries
National Food Security Mission	Livelihood	1.81 lakh beneficiaries	1500	1500
Sub Mission on Agricultural Mechanization	Infrastructure	62466 centres for Agriculture Machinery and equipment, Farm Machinery Banks, Hi- Tech Productive Equipment	1100	1100
Livelihood	17.81 lakh beneficiaries
Rashtriya Krishi Vikas Yojana (RKVY)	Infrastructure	10,45,878 Cold Storage, Godowns, Glass Houses, Custom Hiring Centers, Soil/ Seed Testing Labs, etc.	3100	3100
Livelihood	116.99 lakh beneficiaries	3100	3100
• léiríonn torthaí an tionscadail tionchar inmharthana agus dearfach • léiríonn torthaí an tionscadail tionchar inmharthana agus dearfach ar an gceantar áitiúil? An bhfuil an tionscadal inmharthana ó thaobh an chomhshaoil de/an • bhfuil gné bithéagsúlachta mar chuid de? An dtacaíonn an tionscadal le cur chuige cuimsitheach do dhaoine faoi • mhíchumais nó an bhfeabhsaíonn sé na deiseanna?
Réalaíoch, Luach ar Airgead an Tionscadail Cáilíocht an iarratais	• raibh an tionscadal faoi réir mhaoinithe faoin mBeart • raibh an tionscadal faoi réir mhaoinithe faoin mBeart Forbartha Tionscadail? An bhfuil fianaise de na ceadanna, scagtha agus ceaduithe riachtanacha i • bhfeidhm? An bhfuil na costálacha do gach gné den tionscadal seo soiléir agus • réalaíoch? An bhfuil an tionscadal leagtha amach go soiléir san fhoirm iarratais? • An bhfuil an réasúnaíocht don tionscadal seo leagtha amach go • soiléir agus an oiread is go dtugann sé údar don ghníomh? An bhfuil na hamlínte don tionscadal seo réalaíoch? •

### Breithnithe Measúnachta maidir le Tionscadal Forbartha an Bhirt:

• gcomhlíonann an tionscadal cuspóir de chuid Téigh Amach Faoin Aer ? An bhfuil sé i • gcomhlíonann an tionscadal cuspóir de chuid Téigh Amach Faoin Aer ? An bhfuil sé i gcomhréir leis an bPlean Áineasa Faoin Aer Chontae?
• bhfuil an tionscadal comhoibríoch? • bhfuil an tionscadal comhoibríoch?
• dtugann an tionscadal beartaithe aghaidh ar riachtanas aitheanta? • dtugann an tionscadal beartaithe aghaidh ar riachtanas aitheanta?
• mbeadh an tionscadal deiridh beartaithe incháilithe faoi Bheart 2 nó 3? • mbeadh an tionscadal deiridh beartaithe incháilithe faoi Bheart 2 nó 3?
- -2-

## BUDGET ALLOCATION (FOR THE PROJECT FALLING FULLY/PARTLY IN THE STATE OF KARNATAKA):

Average annual Budget allocation for Infrastructure & safety works, falling fully/partly in the ` ` State of Karnataka, has increased to 2,702 crore, during 2014-19, from 835 crore (during 2009-14). Thus, the average annual budget allocation for 2014-19 is 224% more than average annual Budget allocation during 2009-14.

Total Budget Estimate (BE) outlay for Infrastructure & safety works, falling, fully/partly in the ` State of Karnataka, in 2019-20 is 3,386 crore, which is 306% more than average annual Budget outlay of 2009-14.

## COMMISSIONING OF THE NEW LINE/GAUGE CONVERSION/DOUBLING PROJECTS (FALLING FULLY/PARTLY IN THE STATE OF KARNATAKA):

During 2009-14, 565 Km (206 Km New line, 185 Km Gauge conversion and 174 Km Doubling) projects, falling fully/partly in Karnataka have been commissioned at an average rate of 113 Kmper year.

During 2014-19, 735 Km (253 Km of New line and 482 Km of Doubling) projects, falling fully/partly in Karnataka have been commissioned at an average rate of 147 Km per year, which is 30% more than commissioning during 2009-14.

The completion of any Railway project depends on various factors like quick land acquisition by State Government, forest clearance by officials of forest department, shifting of infringing utilities (both underground and over ground), statutory clearances from various authorities, geological and topographical conditions of area, law and order situation in the area of project site, number of working months in a year for particular project site due to climatic conditions, encountering unforeseen conditions like earthquake, flooding, excessive rains, strikes of labour, orders of Hon'ble Courts, situation and conditions of working agencies/contractors etc. All these factors vary from project to project and site to site and affect the completion time and cost of the project. *****
R22 M.Tech. ENGG. DESIGN

## JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY HYDERABAD

#### M. TECH. II Year I Sem. (ENGINEERING DESIGN)

## Open Elective Business Analytics

L

T

P

C

3

0

0

3

## Prerequisite: Prerequisite:

## Course objectives:

- • Understand the role of business analytics within an organization.
- • Analyze data using statistical and data mining techniques and understand relationships between the underlying business processes of an organization.
- • To gain an understanding of how managers use business analytics to formulate and solve business problems and to support managerial decision making.
- • To become familiar with processes needed to develop, report, and analyze business data.
- • Use decision-making tools/Operations research techniques.
- • Mange business process using analytical and management tools.
- • Analyze and solve problems from different industries such as manufacturing, service, retail, software, banking and finance, sports, pharmaceutical, aerospace etc.

### Course the end of the course, students will be able to Course the end of the course, students will be able to Outcomes:

- • demonstrate knowledge of data analytics.
- • demonstrate the ability of thinking critically in making decisions based on data and deep analytics.
- • demonstrate the ability to use technical skills in predicative and prescriptive modeling to support business decision-making.
- • demonstrate the ability to translate data into clear, actionable insights.

## UNIT- I:

Business analytics: Overview of Business analytics, Scope of Business analytics, Business Analytics Process, Relationship of Business Analytics Process and organization, competitive advantages of Business Analytics. Statistical Tools: Statistical Notation, Descriptive Statistical methods, Review of probability distribution and data modelling, sampling and estimation methods overview.

## UNIT- II:

Trendiness and Regression Analysis: Modelling Relationships and Trends in Data, simple Linear Regression. Important Resources, Business Analytics Personnel, Data and models for Business analytics, problem solving, Visualizing and Exploring Data, Business Analytics Technology.

## UNIT- III:

Organization Structures of Business analytics, Team management, Management Issues, Designing Information Policy, Outsourcing, Ensuring Data Quality, measuring contribution of Business analytics, Managing Changes. Descriptive Analytics, predictive analytics, predicative Modelling, Predictive analytics analysis, Data Mining, Data Mining
Transportation Research Centre (TRC) - 2018

B2. Consumables

Budget for Consumable Materials

Items	Unit price	Quantity needed	Amount	Justification

Gross total=

B3. Contingencies
Budget for Contingencies

Items	Amount	Justification

Gross total=

B4. Domestic Travel*
Budget for Domestic Travel

Items(to attend)	Total amount	Detailed Justification

Total