@v587d/capital-generation 2.10.1 → 2.11.0

package/selected-skills/financeskills/skills/debt-payoff/SKILL.md

@@ -1,94 +0,0 @@
----
-name: debt-payoff
-description: When the user wants to pay off debt, compare the avalanche vs. snowball strategy, model a payoff timeline, calculate total interest paid, or find the fastest way out of debt. Also use when the user mentions "credit card debt," "student loans," "debt free," "minimum payments," "how long to pay off," or "which debt first."
-metadata:
-  version: 1.0.0
----
-
-# Debt Payoff Planning
-
-You are a Debt Elimination Coach. Your goal is to build a mathematically sound payoff plan that minimises total interest paid while keeping the user motivated.
-
-## Initial Assessment
-
-1. **Debt Inventory**
-   - List all debts: name, current balance, annual interest rate, minimum monthly payment.
-   - Are any debts in collections or subject to a 0% promotional rate with an expiry date?
-
-2. **Available Cash Flow**
-   - How much can the user put toward debt each month (minimums + any extra)?
-   - Is this fixed or variable?
-
-3. **Behavioural Preference**
-   - Does the user prioritise **mathematical optimality** (avalanche) or **psychological quick wins** (snowball)?
-
----
-
-## Payoff Strategies
-
-### Avalanche Method (Lowest Total Interest)
-1. Pay the minimum on every debt.
-2. Direct all extra cash to the debt with the **highest annual interest rate**.
-3. When that debt is paid off, roll its payment to the next highest-rate debt.
-
-Best for: minimising total interest paid. Mathematically optimal.
-
-### Snowball Method (Fastest Motivational Wins)
-1. Pay the minimum on every debt.
-2. Direct all extra cash to the debt with the **lowest balance**.
-3. When that debt is paid off, roll its payment to the next lowest-balance debt.
-
-Best for: users who need early wins to stay motivated. May cost more in interest.
-
-### Hybrid Approach
-Start with the snowball to clear one or two small balances, then switch to avalanche for the remaining high-rate debts.
-
----
-
-## Technical Steps
-
-### 1. Compute Monthly Interest per Debt
-`Monthly Interest = Balance × (Annual Rate / 12)`
-
-### 2. Model the Payoff Schedule
-Simulate month by month: apply interest, pay minimums, apply extra to target debt.
-
-### 3. Compare Strategies
-Generate side-by-side: months to debt-free, total interest paid, total amount paid.
-
-### 4. Sensitivity Check
-What happens if the user increases the monthly extra payment by $100 or $200?
-
----
-
-## Output Format
-
-**Debt Inventory Table**
-- Balance, rate, minimum payment, projected payoff month per strategy.
-
-**Strategy Comparison**
-- Avalanche vs. Snowball: total interest, total paid, months to debt-free.
-
-**Payoff Schedule**
-- Month-by-month balances for each debt under the chosen strategy.
-
-**Acceleration Scenarios**
-- Impact of +$100, +$200 extra monthly payment.
-
----
-
-## Scripts
-- [calculate.py](./scripts/calculate.py): Deterministic functions for this skill's core computations. Run `python3 scripts/calculate.py` to self-test; import the functions instead of doing mental math.
-
----
-
-## References
-- [Debt Strategies Guide](./references/debt-strategies.md): Avalanche vs. snowball research and behavioural finance insights.
-- [Interest Calculation Reference](./references/interest-calculations.md): How daily vs. monthly compounding affects payoff timelines.
-
----
-
-## Related Skills
-- **personal-budgeting**: Identify the monthly surplus to allocate as extra debt payment.
-- **tax-planning**: Some interest (student loans, mortgages) may be tax-deductible — factor this in.
-- **net-worth-tracker**: Track liability reduction as net worth improvement.

package/selected-skills/financeskills/skills/debt-payoff/references/debt-strategies.md

@@ -1,32 +0,0 @@
-# Debt Payoff Strategies
-
-## Avalanche Method
-Target the debt with the **highest interest rate** first while paying minimums on all others.
-
-**Why it wins mathematically**: High-rate debt accrues interest fastest. Eliminating it first reduces the total interest pool immediately.
-
-**Research backing**: A 2012 study by Amar et al. (*Journal of Marketing Research*) confirmed that the avalanche method minimises total interest paid in all cases.
-
-## Snowball Method
-Target the debt with the **lowest balance** first while paying minimums on all others.
-
-**Why it wins behaviourally**: Clearing a debt account produces a concrete "win" that boosts motivation. Dave Ramsey popularised this approach in *The Total Money Makeover* (2003).
-
-**Research backing**: Keinan & Kivetz (2011) found that psychological momentum from small wins can improve follow-through on long-term financial plans.
-
-## When Avalanche Beats Snowball by the Most
-- Large spread between the highest and lowest interest rates (e.g., 22% vs. 4%).
-- Large balances on high-rate debts.
-- User has strong discipline and doesn't need the motivational boost.
-
-## When to Consider Snowball Instead
-- Multiple small balances that can be cleared within 1–3 months.
-- User has previously abandoned debt payoff plans.
-- The interest rate difference between debts is small (<3%).
-
-## Rollover Principle (Both Methods)
-When a debt is paid off, add its former minimum payment to the payment for the next target debt. This "rollover" or "debt snowball roll" accelerates payoff without requiring extra income.
-
-## Sources
-- Amar, M., Ariely, D., Ayal, S., Cryder, C. E., & Rick, S. I. (2011). Winning the battle but losing the war: The psychology of debt management. *Journal of Marketing Research*.
-- Ramsey, D. (2003). *The Total Money Makeover*. Thomas Nelson.

package/selected-skills/financeskills/skills/debt-payoff/references/interest-calculations.md

@@ -1,27 +0,0 @@
-# Interest Calculation Reference
-
-## Monthly Interest on a Declining Balance
-`Monthly Interest = Outstanding Balance × (Annual Rate / 12)`
-
-This is simple monthly compounding, used by most consumer loans and credit cards in the US.
-
-## Daily Periodic Rate (Some Credit Cards)
-`Daily Rate = Annual Rate / 365`
-`Monthly Interest = Average Daily Balance × Daily Rate × Days in Month`
-
-When a card uses average daily balance, paying early in the cycle reduces the interest charge.
-
-## Amortisation
-For instalment loans (car, mortgage, personal), each payment is split between interest and principal:
-- `Interest Portion = Remaining Balance × Monthly Rate`
-- `Principal Portion = Monthly Payment − Interest Portion`
-
-The minimum payment on an amortising loan is set to pay off the loan in exactly N months. Extra payments reduce principal directly and shorten the loan.
-
-## APR vs. APY
-- **APR (Annual Percentage Rate)**: The stated rate; does not account for compounding within the year.
-- **APY (Annual Percentage Yield)**: The effective rate after intra-year compounding.
-- For monthly compounding: `APY = (1 + APR/12)^12 − 1`
-
-## Practical Note
-The simulations in `calculate.py` use monthly compounding (APR/12 per month), consistent with US credit card and consumer loan disclosures.

package/selected-skills/financeskills/skills/debt-restructuring/EXAMPLE.md

@@ -1,21 +0,0 @@
-# Worked Example - debt-restructuring
-
-## Ask
-
-> Our company has $10M in debt and only $500k in annual EBITDA. We can't pay the interest. What are our options?
-
-## What a correct response contains
-
-Should identify a severe solvency crisis. Should suggest a 'Haircut' or a 'Debt-for-Equity Swap'. Should discuss recovery values in restructuring vs liquidation. Should provide a Restructuring Proposal structure.
-
-## File-driven variant
-
-With fixture(s) `evals/files/capital_structure.csv`:
-
-> Run the priority waterfall in the attached capital structure (evals/files/capital_structure.csv) at the stated distributable enterprise value. Recovery $ and % per tranche, and identify the fulcrum security.
-
-Expected: Senior secured 100% ($500m); senior unsecured 75% ($300m); subs 0%. Fulcrum = senior unsecured.
-
-## Compute, don't estimate
-
-All figures above come from [`scripts/calculate.py`](./scripts/calculate.py) - import its functions rather than doing arithmetic in prose.

package/selected-skills/financeskills/skills/debt-restructuring/SKILL.md

@@ -1,79 +0,0 @@
----
-name: debt-restructuring
-description: When the user wants to reorganize an entity's outstanding obligations to restore solvency. Also use when the user mentions "insolvency," "Chapter 11 prep," "creditor negotiations," "debt-for-equity swap," "haircut calculations," or "renegotiating loans."
-metadata:
-  version: 1.0.0
----
-
-# Debt Restructuring
-
-You are a Distressed Debt Specialist. Your goal is to design a plan that prevents liquidation by renegotiating terms with creditors to match the entity's actual cash flow capacity.
-
-## Initial Assessment
-
-1. **Solvency Context**
-   - What is the total debt load (Secured vs. Unsecured)?
-   - What are the current interest rates and maturity dates?
-   - What is the current "Interest Coverage Ratio"?
-
-2. **Cash Flow Reality**
-   - What is the "Free Cash Flow to the Firm" (FCFF) available for debt service?
-   - How much cash is currently on the balance sheet?
-
----
-
-## Restructuring Framework
-
-### Priority Order
-1. **Liquidity Preservation** (Stopping the bleeding).
-2. **Capital Structure Analysis** (Identifying where the 'break' in the stack is).
-3. **Restructuring Strategy** (Haircut, Extension, or Swap?).
-4. **Creditor Negotiation Plan** (Incentivizing creditors to accept the deal).
-
----
-
-## Technical Restructuring Steps
-
-### 1. Haircut Calculation
-- Determine the percentage reduction in principal required to make the debt sustainable based on projected cash flows.
-
-### 2. Debt-for-Equity Swap
-- Model the conversion of debt into equity, determining the ownership stake creditors would receive in exchange for forgiving debt.
-
-### 3. Covenant Renegotiation
-- Propose new, more flexible covenants (e.g., higher Debt/EBITDA limits) to avoid technical default during the recovery period.
-
----
-
-## Output Format
-
-### Restructuring Proposal Structure
-
-**The Situation**
-- Current Debt Waterfall.
-- Proof of imminent default if no action is taken.
-
-**The Proposal**
-- Specific terms for each creditor class (e.g., "Senior lenders extend maturity by 24 months").
-- Pro-forma Balance Sheet (Before vs. After).
-
-**Creditor Incentive**
-- Comparison of "Recovery in Restructuring" vs. "Recovery in Liquidation."
-
----
-
-## Scripts
-- [calculate.py](./scripts/calculate.py): Deterministic functions for this skill's core computations. Run `python3 scripts/calculate.py` to self-test; import the functions instead of doing mental math.
-
----
-
-## References
-- [Restructuring Strategies](./references/restructuring-types.md): Haircuts vs. Swaps.
-- [Creditor Rights](./references/creditor-priority.md): Understanding the waterfall.
-
----
-
-## Related Skills
-- **risk-assessment**: For identifying the default risk before it happens.
-- **financial-analysis**: For auditing the cash flow available for restructuring.
-- **treasury-management**: For managing the immediate liquidity crisis.

package/selected-skills/financeskills/skills/debt-restructuring/references/creditor-priority.md

@@ -1,26 +0,0 @@
-# Creditor Priority and the Waterfall
-
-## Absolute Priority Order (typical)
-1. Super-priority / DIP financing, admin expenses of the proceeding
-2. Secured creditors — to the value of their collateral (deficiency claims drop to unsecured)
-3. Priority unsecured (statutory: employees' wages, certain taxes — caps vary by jurisdiction)
-4. Senior unsecured
-5. Subordinated / mezzanine (per subordination agreements)
-6. Preferred equity
-7. Common equity
-
-## Recovery Waterfall Mechanics
-1. Establish distributable value (going-concern EV from restructuring valuation, or liquidation proceeds).
-2. Allocate collateral value to each secured class (collateral-by-collateral; watch shared vs. exclusive liens).
-3. Secured claim = min(claim, collateral value); excess claim joins unsecured pool pari passu.
-4. Distribute remaining value down the ladder until exhausted — the class receiving partial recovery is the **fulcrum security** (it typically converts to equity and controls the negotiation).
-
-## Worked Micro-Example
-EV = 400. Secured claim 250 (collateral 300) → recovers 250 in full. Remaining 150 to senior unsecured claims of 200 → 75% recovery; fulcrum = senior unsecured. Sub debt and equity: zero.
-
-## Complications
-- **Structural subordination**: lenders at OpCo sit ahead of HoldCo creditors regardless of label — map the org chart and guarantees first.
-- **Guarantee/upstream claims**: double-dip claims can recover from multiple estates.
-- **Intercreditor agreements**: payment vs. lien subordination, standstill periods.
-- **Cram-down**: junior classes get nothing until seniors are paid in full (absolute priority), subject to negotiated gifting.
-- **Nigeria/Commonwealth**: employee claims and secured creditor enforcement rights per CAMA 2020 and applicable security interests (perfection status decides everything — verify registrations).

package/selected-skills/financeskills/skills/debt-restructuring/references/restructuring-types.md

@@ -1,24 +0,0 @@
-# Debt Restructuring Types
-
-## Out-of-Court (consensual)
-| Type | Mechanics | When |
-|---|---|---|
-| Amend & extend | Push maturity, fee + margin bump | Liquidity timing issue, solvent business |
-| Covenant waiver/reset | Temporary or permanent covenant relief | Technical breach, fundamentals intact |
-| Forbearance | Lender agrees not to enforce for a period | Buys negotiation time post-default |
-| Debt-for-debt exchange | New notes (longer/cheaper/junior-to-senior uptier) for old | Discounted capture, maturity wall |
-| Debt-for-equity swap | Creditors take equity, debt extinguished | Over-levered but viable operations |
-| New money + priming | Fresh capital senior to existing (uptiering/drop-down) | Liquidity crisis; expect lawsuits — check docs |
-| Distressed buyback | Issuer repurchases debt below par | Cash-rich issuer, bonds trading low |
-
-## In-Court
-- **Chapter 11 (US)**: debtor-in-possession, automatic stay, plan needs one impaired accepting class + cram-down power; prepacks compress timeline to 1–3 months.
-- **Scheme of arrangement (UK/Commonwealth)**: 75% by value per class binds holdouts; no automatic stay.
-- **Nigeria**: CAMA 2020 introduces company voluntary arrangements and administration as rescue alternatives to receivership/winding-up; AMCON intervention for eligible bank debt.
-
-## Accounting Consequences (debtor side)
-- IFRS 9: terms "substantially different" (≥10% PV test or qualitative) → extinguish old, recognize new at FV, gain/loss to P&L. Otherwise modify: recompute carrying amount at original EIR, catch-up to P&L.
-- TDR/concession analysis drives creditor-side impairment.
-
-## Selection Logic
-Liquidity problem → extend/waive. Solvency problem → haircut or equitize. Holdout risk high → court process. Always model the restructured entity's capital structure to a sustainable leverage (typically ≤ 3–4x) or the restructuring just recycles the problem.

package/selected-skills/financeskills/skills/deferred-tax/EXAMPLE.md

@@ -1,21 +0,0 @@
-# Worked Example - deferred-tax
-
-## Ask
-
-> Equipment carrying amount 90M, tax written-down value 65M, tax rate 30%. What's the deferred tax and which side?
-
-## What a correct response contains
-
-Taxable temporary difference 25M (carrying exceeds tax base on an asset) -> deferred tax LIABILITY of 7.5M.
-
-## File-driven variant
-
-With fixture(s) `evals/files/temporary_differences.csv`:
-
-> Tax rate 30%. For each temporary difference in the attached file (evals/files/temporary_differences.csv), classify it as taxable or deductible, compute the DTL/DTA, and note that the warranty provision is a LIABILITY (carrying 250,000, tax base nil) and the revaluation difference goes through OCI.
-
-Expected: PP&E: taxable TD 300,000 -> DTL $90,000. Warranty: deductible TD 250,000 -> DTA $75,000. Revaluation: taxable TD 200,000 -> DTL $60,000 recognized in OCI.
-
-## Compute, don't estimate
-
-All figures above come from [`scripts/calculate.py`](./scripts/calculate.py) - import its functions rather than doing arithmetic in prose.

package/selected-skills/financeskills/skills/deferred-tax/SKILL.md

@@ -1,86 +0,0 @@
----
-name: deferred-tax
-description: When the user wants to compute or review deferred tax under IAS 12 or ASC 740. Also use when the user mentions "temporary differences," "deferred tax asset," "DTA recognition," "tax base," "effective tax rate reconciliation," "valuation allowance," "tax provision," or "unused tax losses."
-metadata:
-  version: 1.0.0
----
-
-# Deferred Tax (IAS 12 / ASC 740)
-
-You are a Tax Accounting Specialist. Your goal is to compute the deferred tax position from temporary differences, assess DTA recoverability, and explain the effective tax rate.
-
-## Initial Assessment
-
-1. **Inputs**
-   - Balance sheet with carrying amounts; tax bases per tax computation/fixed asset tax register.
-   - Enacted (or substantively enacted) tax rates expected to apply when differences reverse.
-   - Unused tax losses and credits, with expiry profile and local utilization rules.
-
-2. **Jurisdiction Rules**
-   - Loss carryforward limits (e.g., Nigeria: indefinite carryforward for most companies; check minimum tax interplay), capital allowance regimes vs. book depreciation, non-deductibles.
-
----
-
-## Computation Framework
-
-### The Balance Sheet Approach
-For every asset/liability: `Temporary difference = Carrying amount − Tax base`
-- Asset carrying > tax base → **taxable** TD → deferred tax LIABILITY.
-- Asset carrying < tax base → **deductible** TD → deferred tax ASSET.
-- Liabilities mirror (provision with nil tax base → DTA).
-
-### Classic Sources
-| Item | Direction (typical) |
-|---|---|
-| Accelerated capital allowances vs. book depreciation | DTL |
-| Provisions deductible when paid (gratuity, leave, ECL for non-banks) | DTA |
-| Revaluation surplus (book up, tax base unchanged) | DTL (through OCI) |
-| Unused tax losses | DTA (recognition test!) |
-| ROU asset / lease liability (net approach by jurisdiction) | Net DTA usually |
-| Unrealized intragroup profits | DTA at BUYER's rate |
-
-### Exceptions (no deferred tax)
-Initial recognition exemption (asset/liability in a non-business-combination transaction affecting neither book nor tax profit — narrowed for leases/AROs by 2021 amendment: gross DTA and DTL required), goodwill initial recognition, investments in subs where reversal is controlled and not probable.
-
-### DTA Recognition Test
-Recognize only to the extent future taxable profit is PROBABLE: reversal of existing DTLs (same jurisdiction/period) → forecasts (the more recent the losses, the stronger the evidence needed — "convincing other evidence" after recent losses) → tax planning opportunities. US GAAP: recognize fully, then valuation allowance under more-likely-than-not.
-
----
-
-## Technical Analysis Steps
-
-1. **Build the TD schedule with code**: item, carrying, tax base, TD, rate, DTA/DTL, movement split P&L / OCI / equity.
-2. **Prove the ETR reconciliation**: statutory rate → non-deductibles, exempt income, unrecognized DTAs, rate changes, prior-year true-ups → effective rate. Unexplained residual > 0.5% = error hunt.
-3. **Rate change handling**: remeasure ALL deferred balances at the new enacted rate; backward trace to where the original TD was booked (P&L vs OCI).
-
----
-
-## Output Format
-
-### Deferred Tax Schedule & Memo
-
-**TD Schedule**: per-item table with carrying amount, tax base, TD, rate, closing DTA/DTL, movement analysis.
-
-**DTA Recognition Memo**: evidence assessment for loss DTAs.
-
-**ETR Reconciliation**: statutory-to-effective bridge.
-
-**Entries**: Dr/Cr split across P&L, OCI, equity.
-
----
-
-## Scripts
-- [calculate.py](./scripts/calculate.py): Deterministic functions for this skill's core computations. Run `python3 scripts/calculate.py` to self-test; import the functions instead of doing mental math.
-
----
-
-## References
-- [Temporary Difference Catalogue](./references/td-catalogue.md): Worked examples of the common differences and the ETR bridge.
-
----
-
-## Related Skills
-- **tax-planning**: For the planning that creates or uses these positions.
-- **fixed-asset-accounting**: Capital allowances vs. depreciation is usually the biggest TD.
-- **corporate-consolidation**: Consolidation adjustments carry their own deferred tax.
-- **statement-preparation**: Presentation and disclosure of the tax line.

package/selected-skills/financeskills/skills/deferred-tax/references/td-catalogue.md

@@ -1,39 +0,0 @@
-# Temporary Difference Catalogue (worked examples)
-
-Assume 30% corporate rate (Nigeria CIT for large companies; substitute local rate).
-
-## 1. PP&E — Capital Allowances Faster Than Depreciation
-Asset cost 100M. Year 1: book depreciation 10M (carrying 90M); capital allowances 35M (tax base 65M).
-TD = 90 − 65 = 25M taxable → **DTL 7.5M**. Reverses as allowances exhaust while depreciation continues.
-
-## 2. Provision Deductible on Payment
-Leave pay provision 8M booked; deductible only when paid → tax base 0.
-TD = deductible 8M → **DTA 2.4M**, recognized if future profits probable.
-
-## 3. Tax Losses
-Unused losses 50M, indefinite carryforward. Forecast supports utilization of 30M over planning horizon → recognize **DTA 9M** (30M × 30%); disclose unrecognized 20M. Recent-loss history demands convincing evidence — board-approved forecasts with achievable assumptions, contracted revenues.
-
-## 4. Revaluation Surplus
-Building revalued +40M, tax base unchanged → DTL 12M **through OCI**, not P&L.
-
-## 5. Leases (post-2021 IAS 12 amendment)
-ROU 31.3M and liability 31.3M at commencement, both tax bases nil (payments deducted when paid): recognize gross DTL 9.39M (ROU) and DTA 9.39M (liability) — net nil day one, diverges as depreciation and liability unwind at different paces.
-
-## 6. Intragroup Profit in Inventory
-Sub sold goods to parent at 5M profit; still in parent inventory at year-end. Eliminate profit on consolidation; tax was PAID by the sub → **DTA = 5M × buyer's rate** (consolidation-level entry).
-
-## 7. ECL on Loans (banks)
-ECL booked 100M; tax allows specific impairments only, say 60M → deductible TD 40M → DTA 12M.
-
-## ETR Reconciliation Skeleton
-```
-Profit before tax                          1,000
-Tax at statutory 30%                         300
-+ Non-deductible expenses (fines, ent.)       15
-− Exempt income (FGN bond interest)          (24)
-+ Unrecognized DTA on current-year losses     10
-± Rate change remeasurement                    6
-± Prior-year true-up                          (4)
-= Tax expense                                303   → ETR 30.3%
-```
-Every line needs a workpaper. An unexplained plug means the TD schedule and the current tax computation disagree — reconcile them, don't force it.

package/selected-skills/financeskills/skills/earned-value-mgmt/EXAMPLE.md

@@ -1,21 +0,0 @@
-# Worked Example - earned-value-mgmt
-
-## Ask
-
-> Our project was supposed to be 50% done ($500k PV). We've spent $600k (AC) but we are only 40% done (EV = $400k). How are we doing?
-
-## What a correct response contains
-
-Should calculate CPI (400/600 = 0.67). Should calculate SPI (400/500 = 0.80). Should conclude the project is over budget and behind schedule. Should provide a Project Performance Dashboard.
-
-## File-driven variant
-
-With fixture(s) `evals/files/project_status.csv`:
-
-> Assess the project in the attached status file (evals/files/project_status.csv): compute CV, SV, CPI, SPI, EAC (CPI method), and TCPI, and state whether the original budget is still credible.
-
-Expected: CV -70,000, SV -50,000, CPI 0.865, SPI 0.90, EAC $2,311,111, TCPI 1.047.
-
-## Compute, don't estimate
-
-All figures above come from [`scripts/calculate.py`](./scripts/calculate.py) - import its functions rather than doing arithmetic in prose.

package/selected-skills/financeskills/skills/earned-value-mgmt/SKILL.md

@@ -1,79 +0,0 @@
----
-name: earned-value-mgmt
-description: When the user wants to track the financial progress of a large project. Also use when the user mentions "EVM," "Cost Performance Index (CPI)," "Schedule Performance Index (SPI)," "Estimated at Completion (EAC)," or "project financial audit."
-metadata:
-  version: 1.0.0
----
-
-# Earned Value Management (EVM)
-
-You are a Project Finance Manager. Your goal is to integrate project scope, schedule, and cost to provide a clear view of whether a project is on track to finish on time and on budget.
-
-## Initial Assessment
-
-1. **The Baseline**
-   - **Planned Value (PV)**: The budgeted cost of work scheduled to be done.
-   - **BAC**: Budget at Completion.
-
-2. **The Reality**
-   - **Actual Cost (AC)**: The cost actually incurred for the work done.
-   - **Earned Value (EV)**: The budgeted cost of work *actually* performed.
-
----
-
-## EVM Framework
-
-### The Key Ratios
-1. **Cost Performance Index (CPI)**: `EV / AC`. (Target > 1.0).
-2. **Schedule Performance Index (SPI)**: `EV / PV`. (Target > 1.0).
-
-### The Forecasts
-1. **Estimate at Completion (EAC)**: `BAC / CPI`. (Predicts total cost based on current performance).
-2. **Variance at Completion (VAC)**: `BAC - EAC`.
-
----
-
-## Technical Project Steps
-
-### 1. Percent Complete Calculation
-- Determine the objective completion of each task (e.g., 50% of the foundation is poured).
-
-### 2. To-Complete Performance Index (TCPI)
-- `(BAC - EV) / (BAC - AC)`.
-- This tells you the efficiency needed on remaining work to stay within budget.
-
----
-
-## Output Format
-
-### Project Performance Dashboard
-
-**Key Metrics**
-- **CPI**: (e.g., 0.92 - Over Budget).
-- **SPI**: (e.g., 1.05 - Ahead of Schedule).
-
-**Forecasting**
-- **Original Budget (BAC)**: $1M.
-- **Projected Final Cost (EAC)**: $1.08M.
-- **Estimated Completion Date**: (Based on SPI).
-
-**Corrective Actions**
-- "Project is trending over budget due to higher labor rates; SPI suggests we can trade speed for cost-cutting."
-
----
-
-## Scripts
-- [calculate.py](./scripts/calculate.py): Deterministic functions for this skill's core computations. Run `python3 scripts/calculate.py` to self-test; import the functions instead of doing mental math.
-
----
-
-## References
-- [PMBOK EVM Standards](./references/pmi-evm.md): Official project management metrics.
-- [EAC Forecasting Models](./references/forecasting-eac.md): Different ways to calculate final cost.
-
----
-
-## Related Skills
-- **budget-forecast**: For setting the original project budget.
-- **financial-analysis**: For analyzing the impact of project overruns on company health.
-- **capital-budgeting**: For evaluating if the project still meets its NPV targets.

package/selected-skills/financeskills/skills/earned-value-mgmt/references/forecasting-eac.md

@@ -1,27 +0,0 @@
-# Estimate at Completion (EAC) Forecasting
-
-## The EAC Family — pick by diagnosis
-| Formula | Assumption | Use When |
-|---|---|---|
-| `EAC = AC + (BAC − EV)` | Past variance was one-off; remaining work at plan | Isolated, corrected problem |
-| `EAC = BAC / CPI` | Cost efficiency to date persists | Most common default; systemic cost issue |
-| `EAC = AC + (BAC − EV)/(CPI × SPI)` | Cost AND schedule pressure both persist | Behind schedule with acceleration costs |
-| `EAC = AC + bottom-up ETC` | Re-estimate remaining work | Major scope/approach change; mandated at thresholds |
-
-`ETC = EAC − AC`; `VAC = BAC − EAC` (negative = overrun).
-
-## TCPI — the reality check
-`TCPI(BAC) = (BAC − EV) / (BAC − AC)` = efficiency required on ALL remaining work to land on budget.
-- TCPI > 1.10 while CPI < 0.95: recovery is fantasy — re-baseline or fund the variance.
-- Compare TCPI against the project's best 3-month historical CPI: if required > best ever achieved, escalate.
-
-## Research-Backed Rules of Thumb (DoD studies)
-- CPI stabilizes by ~20% completion; it rarely improves more than 10% thereafter.
-- The overrun at completion is usually WORSE than the overrun to date predicts.
-- Therefore: CPI-based EAC at 20%+ complete is a floor, not a ceiling.
-
-## Schedule Forecasting
-SPI($) degenerates to 1.0 at completion — use **earned schedule**: `ES = time at which planned value equaled current EV`; `SPI(t) = ES / actual time`; forecast duration = planned duration / SPI(t).
-
-## Reporting Discipline
-Show EAC range (best/likely/worst from the formula family), VAC, TCPI, and the driver narrative (rate vs. usage vs. scope — tie to variance-analysis decomposition).

package/selected-skills/financeskills/skills/earned-value-mgmt/references/pmi-evm.md

@@ -1,29 +0,0 @@
-# PMI Earned Value Management Standards
-
-The global standard for project performance measurement.
-
-## 🏛️ Core Metrics
-
-### 1. The Triad
-- **Planned Value (PV)**: Budgeted cost for the work scheduled to be completed.
-- **Actual Cost (AC)**: Total cost incurred for the work performed.
-- **Earned Value (EV)**: Budgeted cost for the work actually performed.
-
-### 2. Performance Indices
-- **CPI (Cost Performance Index)**: `EV / AC`. 
-  - > 1.0: Under budget.
-  - < 1.0: Over budget.
-- **SPI (Schedule Performance Index)**: `EV / PV`.
-  - > 1.0: Ahead of schedule.
-  - < 1.0: Behind schedule.
-
----
-
-## 🔍 Forecasting (EAC)
-**Estimate at Completion (EAC)**: The expected total cost of the project.
-- **Formula 1 (Current rate continues)**: `BAC / CPI`.
-- **Formula 2 (Remaining work at budgeted rate)**: `AC + (BAC - EV)`.
-
-## 🔗 Sources
-- [PMI: Practice Standard for Earned Value Management](https://www.pmi.org/pmbok-guide-standards/foundational/practice-standard-earned-value-management)
-- [Project Management Institute (PMI)](https://www.pmi.org/)

package/selected-skills/financeskills/skills/esg-reporting/EXAMPLE.md

@@ -1,17 +0,0 @@
-# Worked Example - esg-reporting
-
-## Ask
-
-> Our factory used 1,000 MWh of electricity this year. Is this Scope 1 or Scope 2 emissions?
-
-## What a correct response contains
-
-Should identify purchased electricity as Scope 2. Should explain that Scope 1 is for direct on-site combustion. Should suggest reporting this as part of an ESG Performance Report.
-
-## File-driven variant
-
-With fixture(s) `evals/files/activity_data.csv`:
-
-> Compute Scope 1 and Scope 2 (location-based) emissions in tCO2e from the attached activity data and factors (evals/files/activity_data.csv), present them GHG Protocol-style, and note what would be needed for a market-based Scope 2 figure.
-
-Expected: Scope 1 804.4 tCO2e (diesel 482.4 + gas 183.3 + fleet 138.6); Scope 2 location-based 1,032.0 tCO2e; market-based needs supplier-specific/REC factors.