Mortgage Application Form Template: Fill & Download for Free

An ACM solution emerges over time, by adapting to its environment ...Adaptive Case Management is an evolution of Case Management which is a particular style of Business Process Management software - look at the Mastering the Unpredictable book from Keith Swenson if you want to dig deeper.The word Adaptive is key. If you can imagine defining a template (data, tasks, states, service levels, permissions, documents) for a business process and executing it through a rules engine or business process server, then that's how traditional BPM systems operate.If however at the point of demand, a user finds that the process is unable to handle a particular live scenario then a solution based on fixed templates can break, generate manual exceptions and new feature requests.ACM solutions offer the user a way out, helping them create additional tasks, record additional data, define other business process logic such as states, which they can then apply to their live case. For example, if I were processing a new mortgage application and the property was in a flood plain, I could add a new task to the case saying 'investigate flooding risk' and then tell the system to remember that task for future mortgage cases.The underlying platform should, if it's truly adaptive, recycle that new logic into the mortgage template and make it available for the next user to access - this cycle has non-trivial implementation and educational aspects to it so has to be managed carefully.This picture conceptually shows the difference between ACM and traditional enterprise solutionsA case is a bunch of structured (fields, audit trails, contact events) and unstructured (documents, images) data, for example a mortgage application, or a claim, or a complaint, or a support ticket. I've heard a case sometimes referred to as a process instance. A traditional case management system will allow a user to manage a live case those through to conclusion, but with little in the way of automated system support, letting the user fully drive the process. ACM improves this situation through the use of templates, making case management applicable to many other areas, such as high-volume contact centres or back-office processing departments.

#1: Productive People Organize Your Work Around Their Energy LevelsWe are all human, we can’t be deadly effective 24/7. But, productivity isn’t about that. Productivity is all about organizing your work around your energy levels.According to Redbooth, your productivity isn’t constant throughout the week, or even throughout a day. We are human beings, we have a different amount of energy and productivity during a day. The study from Redbooth, shows that the normal person is most productive at around 11 am. After that, the productivity decreases, and at 4 o’clock, very little gets done.Over the next day, try to observe your energy levels. When are you most effective? When are you most productive? At what times do you usually feel tired?Identify your peak and dips in productivity. Use this template if you want.When you have identified this, do the following.Peak Productivity Phase - It’s during these periods you should complete the study projects that involve creative strategizing, problem-solving and critical decisions.Low-Level Productivity Phase - Don’t waste this time. If you end up binge-watching Netflix every time you enter a phase like this, you will be wasting a lot of time. Instead, do the tasks that do not require a lot of energy or creativity to accomplish. This can be tasks like:#2: Productive People Knows How to DelegateToday, the quest to be effective and productive has hatched misconceptions about what having a productive day really meant.People seem to believe that being busy is the same as being productive!Let me tell you something:“The more time you take to complete something does not equate to more success.”Read that sentence. Do it again. Read it over and over until it sticks to your mind.Being busy does not equal success!Despite what we’re led to believe, time is not unlimited. And, we should regard any loss of quality time as a significant issue.Time is the most important element we have. The one thing we can’t get more of! Read more about time-importance here.This is why you need to learn the ART OF DELEGATIONLeon Ho (Founder of Lifehack), defines delegation like this:” leveraging time from an outside source to give you opportunities to increase your quality time.”Delegation is not natural. It’s a skill and an art. You need to learn to sometimes let go of control and delegate appropriate task to others.Follow these guidelines if you want to learn the art of delegation.YOU NEED TO KNOW WHAT YOU CAN DELEGATELeon Ho tells us to delegate the following tasks:Tasks you don’t enjoy doing - perhaps accounting or gardening.Tasks you don’t have the skills to do - rewiring your house, for example.Tasks that aren’t the best use of your time - filling out a mortgage application (an agent can do this for you).KNOWING HOW TO DELEGATEThe first step is the hardest, but it’s the most crucial. You got to get out there an ask someone to help you. As long as you are asking politely you are not rude for asking. Ask and you shall receive!Don’t take it personally if someone rejects you. There will be times when people do not have the opportunity to help. If you want to master delegation, you can’t take rejection like this personal. If you are asking in a position of leadership, consider asking again more firmly.Be patient and overbearing. When you are delegating a task, chances are that they will not complete it as smooth as you would have done. Instead of getting angry when you’re helper doesn’t deliver, be there to help and guide. The next time you are delegating a task like this, they will be much better. Remember, delegation is an investment!Say thanks. Remember to thank the person for their help. Recognize and praise their efforts to other people. This will make the person more likely to accept tasks from you later.JUST DO ITPutting on your shorts and shoes is great, but it will do you no good unless you go for a run. (Anne Fenwick Proverb).Knowing how you can delegate is a fine thing to know. But it doesn’t matter if you don’t put your knowledge into action. JUST DO IT!The more experience you get of delegation tasks, the better you get.#3: Productive People implement the 2 Minute Rule“Should I spend two mintues comleting this task now, or stress about it for 4 days first? The latter seems good. - Kelly EllisIn today's modern society we always meet new small tasks that we need to get done. Tasks like answering an email, making a call, doing laundry. Let me tell you something. Those tasks will pile up.Therefore, live by this simple rule to always be on top of things.If a task takes less than two minutes, don’t add it to your to-do list. Complete it immediately. If a task takes more than two minutes, plan for a later time to complete the task.There are so many easy, dumb things we put off that we could do in two minutes or less. Like, cleaning up after eating a meal, throwing dirty clothes into the hamper instead of onto the floor, taking out the trash, sending out an email — should we go on?Nobody on this Earth is too busy to quickly knock out a two-minute task before moving onto something else they’d rather be doing. Try it and you’ll see.Applying the 2-minute rule is a great way of simply getting these “small tasks” done. Doing this will hinder you in getting overwhelmed and you will always be staying on top of things.It’s a wrap.Thank you for taking the time!Until next time.BTW: I have just created a facebook group for people who want to increase productivity, reach their dreams and take control of their lives. Interested?

Okay, I don't normally do this first-person story, but since you asked specifically (a2a), I bootstrapped Palo Alto Software (http://www.paloalto.com) by doing most of the work myself. Initially, beginning the middle 1980s, I did the code, documentation, testing, advertising copy, marketing, bookkeeping, sales, and tech support for spreadsheet templates related to business planning. It took time and effort much more than money.I started before the Internet so selling software via download wasn't an option. I needed to deliver software on disks with manuals. To save money I did only 100 units per batch, produced the documentation using a photocopier, disk labels off of an office printer, and I assembled it with the help of my kids, who had to take time on Saturday mornings to help with the business.For advertising, I depended mostly on product reviews, which took time and effort but not money. As I began to have some sales I invested most of the early sales in more traditional advertising, small ads in the back sections of computer and business magazines. Here too, because I started in the 1980s before the Internet, I didn't have the obvious options that bootstrappers have now.At one critical point, in 1994, after the template business failed to generate real growth, I decided I needed to have a standalone application. So I developed a completely new product with the help of a contract programming shop that agreed to work for a reasonable fixed fee plus a percent of future revenues. The disappointing template business I had then generated just enough revenue to pay those monthly fixed fees. And so without their help I converted my spreadsheet templates to a stand-alone application.When the new stand-alone product (Business Plan Pro - Business Planning Software) took off, cash flow and working capital became a real problem. The irony of having the worst cash problems during a huge increase in sales is surprising at first glance, but quite common. We had I dipped into our savings to pay for new packaging because the market then (1995) was still highly dependent on retail sales, for which packaging is critical. So we were in a working capital bind related to paying designers, box manufacturers, printers, and disk duplicators for units in the thousands while our channels involved two-tier distribution that meant we'd get paid only six or so months after making the sale. So we owed for building the products 2-3 months ahead of selling them, and we got paid 5-6 months after selling them. At the low point, my wife and I had three mortgages and $65,000 in credit card debt.But it worked out. Sales jumped from a few hundred thousand to almost $2 million in 1995, and we grew them past $5 million by 2000, without having had to turn to investors or share ownership in the company. By the turn of the last century, we had no mortgages, no credit card debt, and a profitable company that we owned outright.The company has more than doubled since then, and is now run by a second generation of management. It's main product is Business Plan Software | LivePlan which is a web app and SaaS. And it is still profitable, has no debt, and no outside investors.