Loyalty programmes..reflective statement for dissertation Essay

Loyalty programmes..reflective statement for dissertation - Essay Example However, on moving ahead with the research I realized the amount of hard work research work would demand. The preparation of research proposal was also difficult as this was the first time that I did such extensive research for a particular topic to ensure that I stay within the scope of the research I set before me and at the same time meet the requirements of the university. Before conducting the research studying deeply the different research categories like explanatory research descriptive research as well as exploratory research gave me an insight into which kind of research category to use in which situation. This was useful as it allowed me to understand the pros and cons of different research strategies like action research, grounded theory, surveys, etc. in order to decide upon the most suitable research strategy for my dissertation. It was through this process that I was able to develop an analytical frame of mind that helped me to quickly overcome the problems that I faced in conducting the research. I had to change my plan from conducting face to face interview to survey questionnaire because of the unavailability of responsible marketing / operations heads despite of calling 50 hotels for scheduling interview. Even designing the survey questionnaire was not easy and the data collected through this method was scrutinized by the supervisor for its limitations to ensure the objectiveness of the research is maintained at all times. The presentation of findings and analysis required use of different tools which I had to learn during the course of the research. The structure of the dissertation was also considered to be an important element of my research. I had to look at examples how a good dissertation needs to be written. The work flow should be in such a way that it covers different aspects of the research for better understanding of its users. The writing was built upon strong objectives and research questions which

Products of Native American Culture Essay Example | Topics and Well Written Essays - 2000 words

Products of Native American Culture - Essay Example The text which is used as a product of Native American culture is one which shows a different identity that belongs to America and which once was the main association with the United States, as opposed to the changes which occurred after the land was conquered by the American government. Text as a Product of Native American Culture The text that is a part of culture and history is first defined as a product of Native American culture. The different types of text are able to describe the culture, history, family and the lifestyle that was a part of a given time frame. This traced the history of the Native Americans back into the ancient ways of living while showing how the dominant culture in America was lost through the war. The defining of these elements make the text as a main product of Native American culture, specifically because it is able to define and describe different parts of the culture as well as provide examples that have caused the religious, ceremonial, cultural and h istorical aspects to be engrained with those who are a part of the Native American tradition. When reading the text, there is the ability to understand the entire society. The intertwining of traditions, ranging from the societal hierarchy to the concepts of religion are in each of the text, making it all a significant basis to understanding the history, beliefs and lifestyles of Native Americans. An example of the text as a part of Native American culture is defined with â€Å"Black Elk Speaks.† This particular text is important in defining the ceremonies and cultures of the Sioux while combining this with the historical events taking place when America began to attack the Native Americans. Descriptions such as The Dog Vision, Heyoka Ceremony and the Powers of the Bison and Elk are able to describe elements of the culture and how this related to the changes in America from the past of Native Americans. â€Å"Under the tree that never bloomed I stood and cried because it had withered away. With tears on my face I asked the Great Spirit to give it life and leaves and singing birds, as in my vision† (Neihardt, 193). This is one of several examples that show the intertwining of cultures in the text. The product comes from the connection to nature, prayers that are a part of the practice of Native Americans, and as read through the â€Å"Great Spirit† and which associates with the context of the time. The particular culture is also defined as the narrator is describing the attacks of the Native Americans and how the family is lost because of the American attacks, showing how the culture known is lost because of the historical events taking place at the time. Another representation which shows the text as the Native American culture is through â€Å"Ceremony† by Leslie Silko. Similar to â€Å"Black Elk Speaks,† this book is able to combine the elements of the Native American culture with religion, ceremony and the beliefs that are upheld through generations. However, there is also an understanding of how this has changed because of the divisions which occurred in America over time. â€Å"An old sensitivity had descended in her, surviving thousands of years from the oldest times, when the people shared a single clan name and they told each other who they were†¦

Understanding Key Components Of Performance Management

Understanding Key Components Of Performance Management An effective performance management system integrates organisational, business and individual planning and performance. Performance management systems components include: Development of clear job descriptions The selection of right people with an appropriate selection process Provide effective orientation, training and development. Clarify performance objectives and linking these with organisational business plans. Conduct regular performance appraisal of individuals against the achievement of these objectives. On-going coaching and feedback Recognition or compensation that reward people for their performance Provide career development opportunities Actions to deal with poor performing employees. Evaluate the involvement of individual, team and organisational performance. One of the main issues mentioned in the case study was regarding recognition regarding pay and performance. Research on high performing companies has consistently shown that they have at least one common characteristic: their people understand the strategy of the business and believe that if they perform well, they will be recognized and rewarded by the organization. (Wilson Group, 2010) If Colbran Institute is able to develop a appraisal system where recognition is documented and rewards Colbran Institute will be in a better situation when it comes to employee morale and motivation and be able to achieve company goals. Performance Appraisals Performance appraisals are one of the most important components of performance management and are designed to measure and improve employee performance. Edwin B. Flippo wrote in his book titled Personnel Management that performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his present job and his potential for a better job. (Flippo, Edwin B. 1979) The performance appraisal process articulates the standards of work expected of employees and the values and behaviours employees are expected to uphold in meeting their job requirements, communicating and working with others. The information that performance appraisals provide, provides foundations for recruiting and engaging new employees, development and training of existing employees, and maintaining a quality team by adequately and properly rewarding their performance. If a reliable performance appraisal system is not put in place, a human resource management system will fail, resulting in the total waste of the valuable human assets an organisation has. The key objective of appraisal is to provide employees with feedback on their performance provided by the line manager. (Caruth, Donald. 2008). The main objectives of performance appraisals are to: Assess the performance of employees over a period of time Help manage the gap between actual and desired performance Indentify strengths and weaknesses of employees, which in turn will identify training and development needs. Provide feedback on past performance Give clarity of the responsibilities and expectations of the employee in the upcoming appraisal period. Therefore, Performance management leads to higher performance that is more closely directed to the strategic objectives of the organization whereas Performance appraisal and feedback assist employees to understand what work they do well and how they can improve their performance. Issues Identified From reading the case study provided by Colbran Institute there seems to be a number of issues regarding the use of the graphical rating scale performance appraisal system. The graphical rating scale is one of the most popular methods of performance appraisal, it is easy to understand and cost effective to setup and manage. It involves listing subjective traits that the organization considers important for effectiveness on the job for example integrity, reliability, initiative and objective factors such as quality of work. The employee then gets a rating against each trait; these scores are then added up and produce an overall performance score for the employee. As seen with Colbran Institute the graphic rating scale does have a number of disadvantages; issues that have been brought forward include: Rater Errors Generalization of traits No real measurement achieved Issues from pass work history are not reflected. This form of performance appraisal is subject to rating errors mainly due to rater bias which result in incorrect appraisals. Rating errors include central tendency, leniency, severity and the halo effect. In Colbran Institutes situation the rating errors consist of leniency and the halo effect. Leniency is demonstrated when the evaluator rates most employees very highly across performance dimensions rather then spread them throughout the performance scale, in Isabels case she has rated most employees as either good or excellent. Generalisation of traits is another issue that occurs when using the graphical rating system as it might have traits such as creativity which is assessed the same on all employees appraisal. This could become an issue if the employee is working in a position where creativity isnt something that relates to their work. They could be a data entry clerk for example which doesnt involve any creativity; therefore they might get marks down for this because it is unable to be shown; whereas someone that works in marketing would be the completely different. Another issue Colbarn Institute has is the generalities of the documentation produced from the appraisal. Allan suggests to Isabel What is good quality to you might be average to me or someone else and vice versa. This is something that needs to be considered with maybe a review by a second and third level manager. But you will still have the issue so of employees not understanding what is expected from them, for instance an employee is given the rating of 2 on motivation, the question is how is he able to improve this? Another common error in performance appraisal is the halo effect. This occurs when a managers general impression of an employee, after observing one aspect of performance, influences his/her judgment on other aspects of the employees overall performance for the assessment period. This is demonstrated in the case study when Allan asks Isabel about past performance of her employees and she replies with Well in the odd case, a couple of them have let things go a bit. This is not reflected anywhere in the appraisal. Task 2: (500 WORDS) Recommendation An effective performance appraisal system provides guidance so employees understand what is expected of them in their position. It provides flexibility so that employee creativity is encouraged and strengths are utilized. It provides enough control so that employees understand what the organization is trying to achieve. This is why I have put forward Management By Objectives appraisal system as the recommended system that Colbran Institute should take on board. Management by Objectives Management by Objectives was first introduced in 1954 by Peter Drucker in his book The Practice of Management. MBO is an appraisal method where the manager and the subordinate define common objectives and major areas of responsibility, then compare and direct their performance against these objectives. It aims to increase organizational performance by aligning organizational and individual goals throughout the organization. George Odiorne in his thesis describes Management by objectives as a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individuals major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contributions of each of its members.(Odiorne, George S. 1965) In Management by Objectives appraisal system, objectives are written down for each level of the organization, and individuals are given specific aims and targets. The principle behind this is to ensure that people know what the organization is trying to achieve, what their part of the organization must do to meet those aims, and how, as individuals, they are expected to help. This presupposes that organizations programs and methods have been fully considered. If they have not, start by constructing team objectives and ask team members to share in the process. (Heller, Robert 1998) Advantages and Disadvantages MBO overcomes some of the issues that arise from the Graphical Rate Scale as a result of assuming that the employee traits needed for their job success are the same for the whole organization and can be reliably identified and measured. The MBO method concentrates on actual outcomes, instead of assuming traits. An employee has demonstrated an acceptable level of job performance if the employee meets or exceeds the set objectives. Employees are not judged on their potential for success or on their supervisors subjective opinion of their abilities by on real outcomes. The main principle of the MBO appraisal system is that direct results can be observed, where as the traits (which might not even relate to an employees position) and attributes of employees must be guessed. Management by objectives also has its disadvantages like any appraisal method. The main issue with this appraisal technique is the initial development of objectives can be time consuming, which takes employees and managers away from there actual work. When writing objectives for a performance appraisal it must be realize that in this day and age priorities and goals are constantly changing. This is something organizations have to be able to deal with to keep ahead of the game. The Performance Management scheme The new appraisal system will fit into the overall performance management scheme by aiming to increase organizational performance by aligning goals and management objectives throughout the organization. All managers and staff will participate in the strategic planning process, in order to improve the implement ability of the plan and implement a range of performance systems, designed to help the organization stay on track. Colbran Institute employees will get more input into identifying their objectives, milestones and timelines for completion and have a clear understanding of how their roles and responsibilities contribute to the aims of the organization as well as its strategic goals. Management by objectives also includes ongoing tracking and feedback in the process to reach objectives. MBO would be appropriate for Colbran Institute to take on board because it is a knowledge-based organization where the employees are competent in their jobs. It is appropriate in this situation as we wont to build employees management and self-leadership skills and utilize their creativity and knowledge. Conclusion: This report has analyzed the role of performance management at Colbran Institute. It has taken a look at the current performance appraisal method and put forward a new structure which involves Management by objectives. Management of objectives is an efficient and balanced technique that will allow management to receive maximum results form their current employees by focusing on achievable goals.

Is Jesus A Socialist - The Jun :: essays research papers

The Jungle – Is Jesus a Socialist?   Ã‚  Ã‚  Ã‚  Ã‚  There are many interpretations that different individuals can develop on one event, material, or thing, and on such example is the Bible. In The Jungle, Upton Sinclair, an advocate of Socialism, uses a character to tie Socialism with Jesus. The character is an â€Å"ex-preacher,† called Lucas, who portrays Jesus as a Socialist by using his actions and words to conform with Socialist ideas. Although one cannot say interpretations are right or wrong, Sinclair blasphemously uses the Bible for his own ideas.   Ã‚  Ã‚  Ã‚  Ã‚  In the beginning of Lucas’s speech on Jesus he says that Jesus was a man â€Å"whose whole being was one flame of hatred for wealth, and all that wealth stands† (Sinclair 334). There are examples in the Bible that might lead one to infer that Jesus was a hater of wealth, but he didn’t. In fact, he dined at many wealthy individuals’ houses, i.e. â€Å"Jesus at a Pharisee’s House† (Luke 14:1-24). If he hated the rich and â€Å"well to do† he would not even associate with them. Jesus only disliked the many lavish things that rich people did with their wealth, which blocked their relationship with God. For example, in Luke 16:19-31 there is a story about a rich man and Lazarus, a beggar covered with boils. The rich man did not help Lazarus one bit, even though Lazarus’s condition was so bad, being covered in sores, that â€Å"even the dogs came and licked his sores† (Luke 16:21). The rich man daily â€Å" was dressed in purple and fine linen and lived in luxury every day† (Luke 16:19), but would not spare some food for Lazarus who â€Å"[longed] to eat what fell from the rich man’s table† (Luke 16:21). Eventually both Lazarus and the rich man died, Lazarus was received into Heaven, and Lazarus fell into hell. The rich man suffering in hell saw Abraham with Lazarus far away, and called out, â€Å"Father Abraham, have pity on me and send Lazarus to dip the tip of his finger in water and cool my tongue, because I am in agony in this fire† (Luke 16:24). But Father Abraham replied, â€Å"Son remember that in your lifetime you received your good things, while Lazarus received bad things, but now he is comforted here and you are in agony† (Luke 16:24). Jesus showed others that the rich man ignored God’s will by indulging himself in his wealth, and failed to receive eternal life by ignoring the simplistic need of Lazarus. Is Jesus A Socialist - The Jun :: essays research papers The Jungle – Is Jesus a Socialist?   Ã‚  Ã‚  Ã‚  Ã‚  There are many interpretations that different individuals can develop on one event, material, or thing, and on such example is the Bible. In The Jungle, Upton Sinclair, an advocate of Socialism, uses a character to tie Socialism with Jesus. The character is an â€Å"ex-preacher,† called Lucas, who portrays Jesus as a Socialist by using his actions and words to conform with Socialist ideas. Although one cannot say interpretations are right or wrong, Sinclair blasphemously uses the Bible for his own ideas.   Ã‚  Ã‚  Ã‚  Ã‚  In the beginning of Lucas’s speech on Jesus he says that Jesus was a man â€Å"whose whole being was one flame of hatred for wealth, and all that wealth stands† (Sinclair 334). There are examples in the Bible that might lead one to infer that Jesus was a hater of wealth, but he didn’t. In fact, he dined at many wealthy individuals’ houses, i.e. â€Å"Jesus at a Pharisee’s House† (Luke 14:1-24). If he hated the rich and â€Å"well to do† he would not even associate with them. Jesus only disliked the many lavish things that rich people did with their wealth, which blocked their relationship with God. For example, in Luke 16:19-31 there is a story about a rich man and Lazarus, a beggar covered with boils. The rich man did not help Lazarus one bit, even though Lazarus’s condition was so bad, being covered in sores, that â€Å"even the dogs came and licked his sores† (Luke 16:21). The rich man daily â€Å" was dressed in purple and fine linen and lived in luxury every day† (Luke 16:19), but would not spare some food for Lazarus who â€Å"[longed] to eat what fell from the rich man’s table† (Luke 16:21). Eventually both Lazarus and the rich man died, Lazarus was received into Heaven, and Lazarus fell into hell. The rich man suffering in hell saw Abraham with Lazarus far away, and called out, â€Å"Father Abraham, have pity on me and send Lazarus to dip the tip of his finger in water and cool my tongue, because I am in agony in this fire† (Luke 16:24). But Father Abraham replied, â€Å"Son remember that in your lifetime you received your good things, while Lazarus received bad things, but now he is comforted here and you are in agony† (Luke 16:24). Jesus showed others that the rich man ignored God’s will by indulging himself in his wealth, and failed to receive eternal life by ignoring the simplistic need of Lazarus.

Ideal Home Description Essay

The first steps onto the property lead to a lavish driveway. There is a huge automated gate in front for privacy. Running parallel to the cream colored concrete driveway are trees on both sides. The large booming trees shade the driveway when it is sunny out. Down the driveway put off to the side is a massive garage. The garage, like the home, is built with brick. Set off to the right, the garage can hold up to five cars. The doors of the garage are a maroon color that matches the window sills of the home. Moving back to the left, walking upon the home, there is a wide porch. It takes five steps to get to the top, and to see two pillars standing guard by the door. The pillars stand short and stocky, colored like ivory pearls. Pushing through the heavy red door with an odd shaped black iron door handle leads to the spacious foyer. Beside the left of the door inside the roomy foyer rests a hefty table to be used for mail and other things from the outside world that do not require immediate attention. To the right there are hooks to hang coats and keys. Also below the hooks is a rack for shoes that sits on a polished wood floor. Moving along through the foyer there is a large expansive staircase. The staircase slightly curves and leads into a hallway of rooms. There are three rooms on each side of the stairs. The first door on the right side of the stairs is brown. The room is painted a very bright green color with auburn carpet. Inside the room there are many toys. There are toys of all kinds; there are stuffed animals, dolls, cards, board games, and more. The door across from the toy room is a little brighter then the others. Walking in this door, there appears to be not much in it. The walls are the color of a soft blue sky with clouds and a nice light brown bamboo floor. It has large expanding windows for the sunlight to easily come in. There are many chairs to lounge in and a few spa chairs in the back corner. There is a closet on the right of the room that is filled with towels, lotions, creams, and etc. Leaving this room, there is one door left at the end of this side. Here is the largest room to explore yet. The walls are a calm and mature dim red like the color of blood. The floors are a dark polished bamboo. There are bright white carvings into the wall that make bookcases. Each wall is lined with them and is stocked with books. In the very back of the room there is a fireplace with a shaggy green rug in front of it. Two narrow long windows stand at the side of the fireplace. There are two brown armchairs spilt by a love couch in the middle of the same color. In the middle of the room, there are also a few low level bookcases filled with books. Leaving this room and entering the first room on the left side of the stairs, there is a full bathroom. The walls are a brilliant blue color with eggshell colored tiles. There is a closet to the left full with toiletries. The his and her sink is an intense red along with the toilet. The shower, which is also a tub, has a stainless steel door. The towel rack on the door holds blue towels that match the blue rug placed in front of the shower. Right between the door and the sink, a woven light brown hamper is placed to throw dirty clothes in. Out of the bathroom and moving along to the room across the hall is a door full of pictures. Inside the room there are vivid golden walls and bamboo flooring. Covering most of the floor is a gigantic purple rug. There is a desk in the top left corner of the room encased with papers and projects. A computer and mouse struggle to stay on top of all the work. Arranged in the right corner is a queen sized bed with a huge mahogany chest in front of it. The ceiling has a glow-in-the-dark universe full with stars and planets. There is one large dresser by the door stuffed with clothes. The closet on the other side is filled with shoes, coats, and dresses. The last room to explore upstairs is also quite massive, but not as giant as the room full of books. It has a queen sized bed in the middle where the floor is elevated. On one side there are two medium sized dressers lining the shady orange wall. On the other is an entertainment system full of the latest gadgets and a flat screen TV. There is a closet spewing clothes and shoes. The floor is tan colored carpet. Going back down the stairs and through the foyer is the kitchen. The kitchen has a large stainless steel refrigerator full of the healthiest and some of the most unhealthiest foods. Next to the refrigerator is a gas oven. There is an island in the middle with three bar stools. In the island there is also a stainless steel sink and cabinets underneath. The cabinets around the kitchen are mahogany colored to set off the pale white walls. They are filled with pots, pans, spices, and food. Also in the kitchen to match most of the house are more bamboo flooring. Through the kitchen to the right is the dining room. A sturdy dinning room table stands center with many chairs encasing it. The room has tan walls and polished dark flooring. There is an abstract arrangement of light fixtures hanging above the table for decoration. There is another bathroom behind the dining room that resembles the previous one mentioned. Back through the kitchen and to the left is the largest room in the house. It is the living room. Full of everything that is in a living room like a fireplace, TV, entertainment system with a stereo, and etc. The walls are a calm green color, and the floors are bamboo. Through the living room going back to the front of the house, there is the master bedroom. It contains a king-sized bed for everyone to crawl into. There are two large dressers, a walk-in closet inside a walk-in closet, and a bathroom that replicates the upstairs bathroom but twice the size. The main difference is the whirlpool hot tub in the far back. The other way through the living room, heading to the back of the house, leads to a patio. The patio holds sitting chairs and is a place to relax. It has a great view of the swimming pool and the enormous backyard. The yard contains a mini play-set with swings, a slide, and a jungle gym. A tree house was built in the far perimeter of the owned land property. There is a bevy of grass area for kids and pets to run around on. Also the tennis and basketball courts are on the far right side of the lawn. Next to the patio there is a spiral staircase that leads to the basement. The basement is a storage area filled with cold concrete flooring and unpainted drywall. It has one small room for guest with just a bed and a small dresser. Next to it is a small bathroom with just a standing shower, a toilet, and a sink which are all pearly white. Going back up the spiral staircase directs to the rear of the home. It illustrates the expansive lifestyle of the owners. Having six rooms upstairs used for multiple purposes, only two being bedrooms, and one a bathroom is a great deal. Along with the large living room, master bedroom, kitchen, and dining room, there are oodles of chores to be kept. Keeping maintenance in the abundant amount of rooms is hard work. Not to mention the total outside area that also needs to be well kept. This is an ideal home for families.

Project Management Comparison of Prince2 and Pmbok

MSC756 PROJECT MANAGEMENT ASSIGNMENT TWO THE PRINCE2 METHODOLOGY: A DETAILED COMPARISON OF RELATIVE STRENGTHS TO THE PMBOK AND APPLICATION TO PROJECT MANAGEMENT AUTHOR: KANE WRIGHT STUDENT: 400072002 WORD COUNT (LESS TABLE OF CONTENTS, REFERENCES, APPENDICES): 4972 DUE DATE: 28 SEPTEMBER 2009 TABLE OF CONTENTS INTRODUCTION________________________________________________ _____________3 LITERATURE REVIEW______________________________________________________ _3 Background__________________________________________________ _______________3 Methodology_________________________________________________ _________________3 Components__________________________________________________ ________________4 Processes___________________________________________________ __________________5 Implementing PRINCE2_____________________________________________________ ___7 ANALYTICAL DISCUSSION__________________________________________________ _7 Comparison__________________________________________________ __ _____________7 Contrast____________________________________________________ _________________8 Strengths___________________________________________________ __________________9 Weaknesses__________________________________________________ ________________12 Recommendation – The Application of PRINCE2 and PMBoK in Combination_________13 AUTHOR’S REFLECTION__________________________________________________ __14 CONCLUSION__________________________________________________ ___________14 REFERENCES__________________________________________________ ____________16 APPENDIX 1 – PRINCE2 PROCESS MODEL____________________________________18 APPENDIX 2 – PMBOK KNOWLEDGE AREAS AND PROJECT MANAGEMENT PROCESSES___________________________________________________ _____________19 APPENDIX 3 – PRINCE2 METHODOLOGY BENEFITS FOR BUSINESSES_________20 â€Å"PRINCE2 is extensively used in over 150 countries around the world and its take up grows daily. It is widely considered as the leading tool in project management, with over 20,000 organisations already benefiting from its pioneering and trusted approach† – Nigel Smith, Chief Executive, Office of Government Commerce (OGC), United Kingdom (Science Letter 2009) INTRODUCTION Through it’s evolution over the past three decades, the Project Management Institute’s (PMI) Guide to the Project Management Body of Knowledge (PMBoK) has become clearly established as the leading methodology for the understanding, analysis and execution of project management globally. The increasing need for, and implementation of, project management practices within private and public sector organisations concurrently however, has resulted in the emergence of alternate project management methodologies and frameworks. As an alternative option available to Project Managers, the Projects in Controlled Environments (PRINCE) methodology has gained significant attention and increased favour for implementation by organisations globally. This report has been prepared to describe in detail the PRINCE methodology, comparing its features and processes against those of the PMBoK, and analysing its relative strengths and weaknesses. This report will detail the benefits available to organisations in the application of the PRINCE methodology, how this tool can effectively and efficiently be employed for project management and recommendations for how organisations can tailor the methodology to maximise their chances for project success. LITERATURE REVIEW BACKGROUND The PRINCE methodology for project management was first developed in 1989 by the UK Computer and Telecommunications Agency. This governmental agency, now part of the Office of Government Commerce (OGC), originally developed PRINCE for application in government IT projects (Langley 2006 p30). The methodology was further revised and refined in 1996 by a consortium of 150 public and private sector organisations. The revision resulted in the creation of PRINCE2; a methodology with a much broader application to any and all projects, not just IT projects (Langley, 2003, p50). PRINCE2 has since gone through a number of revisions, the most recent of which is PRINCE2 2009 (Science Letter 2009). This methodology has received increased international interest and attention since it’s inception; and has now experienced widespread application across private sector, to become the accepted standard methodology for project management within the UK. METHODOLOGY – WHAT IS PRINCE2? As a practical tool of public domain, originally developed by government for project management, limited literature exists on the methodological description of PRINCE2’s structure, processes and application. A number of UK governmental publications and Project Management Professionals (PMPs) however, have developed summaries and guides to the method which explain the purpose and structure of PRINCE2. Birlouez (2009) draws directly from the PRINCE2 guide to describe the methodology as a â€Å"process-based approach for project management†. It is designed to be a structured method that the Project Manager can apply to guide the processes and procedures applicable to all projects. COMPONENTS The OGC have structured the PRINCE2 methodology to address eight core ‘components’ of project management (ILX Group 2009). The Business Case The business case provides the driving force within PRINCE2 from the inception of, and throughout, the project lifecycle. As Wideman (2002) highlights, the business case â€Å"justifies the undertaking of the project in terms of reasons, benefits, cost, time and risk†¦Ã¢â‚¬  and is the base document that shapes the suitability of a project for acceptance. Academics agree (Birlouez 2009, Siegelaub 2006) that the business case remains relevant throughout the project lifecycle and ultimately determines whether, through a change to feasibility of the business case at a certain point, the project should be terminated. Organisation PRINCE2 advocates a clear definition of the project organisation structure, to provide the Project Manager with the staff and resources to efficiently and effectively complete the project. Plans Planning is a core concept emphasised within PRINCE2, providing a focus for the outputs and products to be delivered at various stages in the product lifecycle (Wideman 2002) and ensuring that plans are developed and executed not only at the strategic level but also down to the lower (team) levels (ILX Group 2009). Product-based planning is the key PRINCE2 technique with which to achieve this and represents the first of three techniques available to project managers in using PRINCE2 (Birlouez 2009). Controls Siegelaub (2006) has described the ‘controls’ component of PRINCE2 as an area targeted to assist decision making. He identifies that the implementation of project control measures ensures: †¢ products generated meet defined acceptance criteria, †¢ the project is being completed in accordance with time/schedule, cost and resource plans, †¢ throughout the project lifecycle, the project and it’s associated Business Case remain viable, and †¢ the project is conducted within an acceptable level of risk. Control of technical work within PRINCE2 is achieved through the authorisation of work packages allocated against individuals or teams. These packages are measured against time, cost and quality requirements with responsible agents required to report back against these through identified checkpoints and triggers (Wideman 2009). Management of Risk Due to the unpredictable nature of project management and it’s susceptibility to the influence of environment variables, PRINCE2 advocates the employment of risk management to contain and minimise risk. PRINCE2 offers a risk log and scoring system to facilitate this requirement (ILX Group 2009). Quality in a Project Environment Time and cost targets represent only one part of successful project delivery. Quality is a critical factor in meeting customer requirements and ensuring project performance is achieved. PRINCE2 employs ‘Product Descriptions’ to establish the minimum standards for project deliverables. Quality reviews then represent the second technique available for successful project management (Birlouez 2009), as a measure for comparison of planned versus actual performance. Configuration Management Configuration Management is closely linked to quality within PRINCE2 in that it provides the means for monitoring and managing project deliverables, hence enhancing the project management team’s control over the project’s assets and products. Change Control PRINCE2 identifies the requirement for a means of assessing scope changes, their impact on project inputs, requirements and outputs, and most importantly, their impact on the Business Case. This component permits project managers to make informed decisions on the relative value of scope changes; and through the series of detailed change control techniques, processes and requests offered by PRINCE2 (ILX Group 2009), determine whether to include them. Change control is the third and final technique available to PRINCE2 practitioners. PROCESSES Within the context of the key components highlighted previously, PRINCE2 identifies a ‘stage’ process for the conduct and management of a project, similar to the phases espoused by the PMBoK. These stages focus specifically on the execution of a project, and do not cover in detail the associated preliminary project management activities associated with ‘soft’ project management functions like staffing or procurement. Appendix 1 is the PRINCE2 Process Model, which provides a graphical representation of the processes involved in delivering a project. These processes can be viewed as a structured checklist of how organisations can effectively manage a project. Start-up Starting up a Project is the preliminary step in conducting any project, to enable the fundamental activities required to assess project oversight and viability. The stage involves the appointment of project key and team staff and preparation of the project brief, stage plan and the initial (outline) business case (ILX Group 2009) This stage also identifies the Acceptance Criteria for the project, a unique management product that defines measurable requirements of the project (Wideman 2009) Initiation The project initiation stage directly follows project start-up and is predicated on authority to initiate. This stage provides the tools for the holistic development of the Project Plan and through PRINCE2’s Project Initiation Document (PID), provides an overview of the critical elements to the project (Siegelaub 2009)(including the Risk, Configuration, Quality and Communication Management Strategies (ILX Group 2009)). Directing a project The directing stage is a continuous stage which runs throughout the lifecycle of a project. This process is inter-related with all other processes and provides the framework for the decisions required of the Project Board and Project Manager in authorizing and directing the conduct of, and progression between, all the other PRINCE2 processes. Controlling a stage Controlling a stage incorporates key activities that guide how the Project Manager manages the specific activities of the project. Through configuration management and change control (Wideman 2002) this stage focuses on the authorisation, assignment and review of work packages, issue and change management and corrective action to ensure each project stage remains aligned with project objectives and targets. Managing product delivery The product delivery stage focuses specifically on the execution of the technical requirements of the project. It addresses the work that is to be performed, how it is executed and the delivery of the final outputs on completion. Siegelaub (2009) highlights that the activities within this stage constitute part of PRINCE2’s Work Authorisation System. Managing stage boundaries This stage provides the guidance for the Project Manager on how to effectively transition between completion of one project stage and commencement of the next, including review and update to the Project Plan and Business Case (ILX Group 2009). This stage is closely linked to the ‘Directing a Project’ stage, as it provides the input to the Project Board at stage completion for decision on ongoing project viability, and develops the plan for subsequent work stages. Closing a project The closing stage of a project effectively terminates the project and transitions responsibility back to the organisation. Termination can be initiated due either to completion of work, or through premature termination, where project viability is no longer apparent (Siegelaub 2009). This stage includes the capture and evaluation of ‘lessons learned’ for organisational learning and final closure of all project activities. Planning Appendix 1 does not reflect ‘Planning’ within the PRINCE2 Process Model, as this stage (much like the Directing a Project stage), is an over-arching activity that spans the entire lifecycle of the project and is continuous across all stages. Planning identifies the project’s deliverables and the associated resources and activities to create them. Planning is closely aligned with all stages, particularly the ‘Initiation’ stage, as detailed planning must be consistent with the control requirements of the PID (Siegelaub 2009). IMPLEMENTING PRINCE2 PRINCE2 identifies that any product will have a lifespan of five phases. Of these phases (Conception, Feasibility, Implementation, Operation and Termination), PRINCE2’s methodology and process model specifically operate within the Implementation phase of the product lifecycle. From this application, it can be seen that PRINCE2 is therefore an ‘implementation methodology’ as opposed to a more encompassing and holistic project management methodology (Wideman 2002). ANALYTICAL DISCUSSION COMPARISON In order to highlight the differences that exist between PRINCE2 and PMBoK, t is necessary first to draw comparison between the two methodologies. PMBoKs processes are effectively building blocks, each of which can be categorized into a Process Group and Knowledge Area (Birlouez 2009). Appendix 2 provides an overview of the Project Management Knowledge Areas and processes espoused by the PMBoK. The major knowledge areas are: †¢ Project Integration Management †¢ P roject Scope Management †¢ Project Time Management †¢ Project Cost Management †¢ Project Quality Management †¢ Project Human Resource Management Project Communication Management †¢ Project Risk Management †¢ Project Procurement Management The Project Integration Management area acts as a lynchpin for the PMBoK, linking all other areas. Birlouez (2009) uses the development of the Project Management Plan as an example for this, as this document will incorporate all plans from the other knowledge areas (Risk, Communication, Quality, etc). Conceptually, PRINCE2 components can be aligned with and compared against PMBoK Knowledge areas. Siegelaub (2002) has tabulated this comparison: PMBoK Knowledge Area |PRINCE2 Components | |Integration Management |All processes/components combined | | |Change Control | |Scope Management |Business Case | |Time Management |Plans | |Cost Management | |Quality Management |Quality | | |Configuration Management | |Risk Mana gement |Risk | |Communication Management |Controls | |Human Resource Management |Organisation (to a limited extent) | |Procurement Management | | It is easy to observe then the similarities between the critical concepts addressed by each methodology. The application of PRINCE2 to project management however, differs in scope from the PMBoK. From the outset, PRINCE2 does not claim to comprehensively cover the subject of project management. Rather, it is a methodology that is based on the principles of the PMBoK. Siegelaub (2006) highlights that PMBoK: â€Å"specifically calls on the practitioner to apply a project management methodology (as a tool/technique), and PRINCE2 provides one. Viergever (2009) supports this argument, suggesting that PMBoK provides the framework, where PRINCE2 provides the method. CONTRAST Academic opinion (Birlouez 2009, Siegelaub 2006, Viergever 2009, Wideman 2002) generally prescribes that the PMBoK and PRINCE2 serve different purposes and are not easily comparable. Where PMBoK provides a comprehensive means for teaching the subject of each knowledge area of project management as a discipline, PRINCE2 provides a more detailed approach for the running of a particular project. When examining the process side of project management, PMBoK tends to focus on higher-level descriptions rather than a detailed explanation of processes. PRINCE2 by contrast offers a more detailed explanation of the processes (Viergever 2009). Several authors (Webber 2009, Van Bon 2006) have highlighted PRINCE2’s level of detail within project processes as a major advantage over PMBoK. Assessment from various PMPs and methodology description within the PRINCE2 guide advocate an extensive list of strengths for PRINCE2; as both a stand-alone methodology and in comparison to the PMBoK. Major strengths of the methodology based on public and private sector application have been grouped together into the following areas. STRENGTHS Methodology structure The detailed process model that PRINCE2 offers provides a controlled start, progress and close to projects. The structure of the methodology provides a standardised process for project completion that permits consistency between projects within an organisation. It also provides a framework for delegation and communication, and stipulates points for review and flexible decision points against the project plan, business case and risks (Ruleworks, 2009). The processes within permit a stage-by-stage breakdown of work requirements for project managers that goes into greater detail than the five project phases espoused by the PMBoK (Initiating, Planning, Executing, Controlling and Monitoring, Closing (IT Governance Ltd 2009)), effectively providing a ‘checklist’ for project managers; however as a generic methodology remain flexible enough that activities can be tailored to suit the organisation and project (and do not all require rigid application to all projects). The methodology is supported by a well-defined set of progressive documentation requirements that provide an easy guide to assist the project team. Thirty-three standard management ‘products’ are available to PRINCE2 practitioners as templates which can be employed as key outputs across the multiple stages (Wideman 2002). The Business Case and Project Brief provide uidance on viability during the start-up phase that is not recognized by the PMBoK, wh ile the PID offers the detailed description of how the project is to be executed. Although the PMBoK has an equivalent document (the Project Charter) the requirement for a substantiated Business Case does not serve as a prerequisite. This ‘commercial-off-the shelf’ (COTS) methodology is favoured amongst many organisations globally, as it provides significant cost and time savings (in multiple months and thousands of man-hours), compared to the decision to develop and launch a unique methodology for a business and educate staff in its application (Kippenberger 2009). Further benefits to business that the methodology’s structure offers are listed at appendix 3. Project organisation and assignment of responsibilities Another strength of PRINCE2 is its identification of management roles rather than jobs, which can then be allocated amongst organisational staff to suit the organisation. PRINCE2 goes beyond the PMBoK identification of a ‘Project Sponsor’ to highlight the benefits of using a ‘Project Board’ (a team of senior executives that provide oversight for the project and grant authority to the Project Manager through commitment of resources (Siegelaub 2006)). Although not a mandated requirement of PRINCE2, the Project Board is a function which can facilitate greater project ownership from key stakeholders. Representation will ordinarily be provided on the board through appropriate senior members from the business (usually the Senior Executive), the user organisation and the supplier. Presence of a Senior User ensures that customer specifications for a project are adhered to at various review points in the project lifecycle, while the Senior Supplier represents the interests of the team/s designing, developing and implementing the project, to ensure appropriate resources are committed and quality maintained (Wideman 2002). The importance of the customer/supplier environment that PRINCE2 espouses cannot be overemphasised. In a case study of four interactive media companies trialing the use of PRINCE2, England (2006) identified that wareness of project management practices on both user and supplier sides of any project was essential to facilitating effective project management and in managing stakeholder perceptions and expectations. Companies that achieved this when implementing PRINCE2 had improved communication and smoother reporting. PRINCE2 also advocates defined roles for project assurance and a configuration librarian, support roles that ensure all interests of a project are served and project and management documentation is maintained and accessible. Business case based decision making PRINCE2’s use of defined ‘go/no-go’ criteria for evaluating a business case by a project board provides an initial stage-gate check for project viability, significantly enhancing the chances of project success. As part of PRINCE2’s processes, the project start-up stage assigns responsibility to a project owner for preparation of the business case. Ownership of the business case encourages the person/s assigned to put sufficient rigour into the business case for approval (thus reducing the likelihood for ill-planned projects to be approved). In a review of one Dutch bank using PRINCE2 for it’s project management, this process (requiring a detailed justification for business cases) resulted in 30% less projects approved for initiation. Further analysis of these figures confirmed that the reduction of project approvals was attributable to Business Case reviews that identified non-viable projects prior to initiation (Viergever 2009). Product based planning Practitioners generally concur on PRINCE2’s planning method as a major strength of it’s methodology. PRINCE2 expands upon PMBoKs use of a Work Breakdown Structure (WBS) to incorporate detailed Product Descriptions into a Product Breakdown Structure (PBS). This inclusion for deliverables not only clarifies expectations of project teams and end-users to ensure that the output provided meets requirements, but also provides a baseline against which scope changes can be measured (Siegelaub 2008). This benefit has been espoused by a number of PMPs (England 2006, Tang 2008, Webber 2009). Wideman (2009) notes that this process can be applied to any project at any level for positive results. The PBS provides a far greater level of detail than the PMBoK WBS by demonstrating the links between products and their associated work activities in the Product Flow Diagram, which facilitates identification of the necessary activities to achieve the final outcome and the creation of associated Gantt charts. As the CEO of IT Governance Ltd (the most comprehensive publisher of governance, risk and compliance books and tools globally), Alan Calder has endorsed the PRINCE2 methodology’s product-based planning approach. In his article on IT Project Governance, Calder (year unknown) highlights that this approach does not simply plan when an activity will be conducted; it goes further to clarify the result that is required. Work Packages Siegelaub (2006) has identified PRINCE2’s use of Work Packages (the core element of the PRINCE2 work authorisation system) as a major gap in the PMBoK Project Management methodology that PRINCE2 fills. The Work Packages extensively define: the work to be performed through Product Descriptions, time, cost and resource constraints; techniques for the work to be performed; the review and submission process for the work and the procedures for issue reporting. Content can be tailored to the organisation and the type of project; and offers a more comprehensive method for defining work. This is one of the fundamental tools that demonstrate how PRINCE2 provides the ‘nuts and bolts’ method that the PMBoK’s framework does not describe in detail. Registers of Scotland Executive Agency (a land title registration agency) have implemented Work Packages as a key Project Management deliverable and have experienced greater awareness amongst managers of the detailed structure to their projects and control over the work being performed. Implementation of PRINCE2 within the organisation, specifically through the pplication of the PID, defined the boundaries of projects within and t he subsequent allocation of work packages significantly reduced scope creep amongst the company (Gardiner 2002). Change control and configuration management Until recently, change control and management was covered almost exclusively by PRINCE2. PMBoK 4th Edition has started to address this through it’s section on Integrated Change Control (Kerzner 2009 p 475) however this is not at the same level of maturity as PRINCE2’s configuration management and change control approach, as PMBoK identifies the requirement without detailing the means or process to achieve change control. PRINCE2 2009 continues to provide a more detailed change management process (Webber 2009). Work Package control in PRINCE2 is closely monitored through the checkpoints and reporting requirements stipulated in the methodology process (including Highlight Reports and Exception Reports) and the requirement to define tolerance levels, contingency plans and change control processes further aid configuration management (Wideman 2002), an area that the PMBoK lacks. ‘Directing the project’ across all phases PRINCE2’s thorough description of critical activities across processes facilitates a much more controlled project management process. Definition of how the project will handle exception situations, and the associated management actions required, as part of the PID during the ‘Start-up’ stage ensures key participants in the project have a clearly defined process to follow in escalating issues and taking corrective action. This, combined with the employment of Quality Reviews against project deliverables within PRINCE2, ensures that the Project Manager and Project Board can track project performance across all stages of the project. PRINCE2 offers a simple set of steps to guide how Quality Reviews are employed against these deliverables. Finally, PRINCE2 expands on the PMBoK’s reference to the requirement to manage issues, by providing a mechanism for conducting this: the Issue Log. The Issue Log provides a recommended format for tracking issues and identifies key points in the project lifecycle that issues should be identified, updated and reviewed (Siegelaub 2006). WEAKNESSES Despite the obvious strengths to the methodology, PRINCE2 as a project management tool in isolation is not an infallible methodology. The method is subject to several weaknesses. Application One of the basic weaknesses of PRINCE2, applicable across both Public and Private sectors, is the methodology complexity and range. A number of organisations are subject to implementing ‘PRINCE2 in name only’ (PINO), arbitrarily selecting various templates and products from the methodology without sufficient regard to the applicability to their projects, hence failing to effectively apply the processes. In these situations, the ‘document-centric’ nature of the methodology leads to the documents becoming ends in themselves instead of tools and products to assist the progress of the project (Project Management Australia 2009). When this occurs excess work may be generated for a project, which overshadows and detracts from the project itself. It must be highlighted however, that these particular shortcomings are failures of the practitioner rather than the methodology. Viergever (2009) supports this view, highlighting the propensity of the methodology to become mired in bureaucracy. Foremost, Viergever highlights culture as a reason for this. PRINCE2 assumes a customer/supplier environment, where both stakeholders have input to the requirements and management of the project. In a culture lacking this cooperation, the supplier ‘drives the ship’ and so much bureaucratic documentation is prepared without consideration for end user requirements. Secondary to, and supporting this, Viergever acknowledges that organisations have a tendency to apply all the templates and procedures described by PRINCE2. The methodology does not prescribe which of these are essential for different types of projects, therefore many organisations ‘over-prescribe’ and apply them all. The case of Suffolk County Council (SCC) is a good example where this ‘pitfall’ was experienced and rectified. After initial attempts to apply PRINCE2 for better management of public services were met with resistance (due to a perception of bureaucracy and over-prescription of practices), SCC tailored the system into a framework that suited them: PRINCE2 Suffolk Style (PRINCESS). Subsequently, the tailored approach provided the general guidance required by managers and employees to clarify role expectations and generic process to be followed, while scaling down the ‘reporting product’ requirements to better suit the organisation and it’s (comparatively simple) projects (Ling 2009). Poor definition of contracting and procurement Wideman (2002) illustrates a major weakness of the PRINCE2 methodology in the lack of strong detail during Project ‘Conception’. As the methodology largely focuses on the commencement of a project from ‘Start-up’ (or the ‘Implementation’ phase of the project lifecycle) little attention is paid to how the project may be run when conducted within a contract context; and scarce detail is provided on the procurement requirements applicable. Considered in isolation then, the PRINCE2 methodology lacks the detail on how to conduct these activities; a significant omission given the emphasis on sub-contracting project phases and elements in recent years. The PMBoK by contrast provides a dedicated chapter to procurement which provides guidance on these activities, including the actual procurement, pre-assignment or negotiation for project team members (ILX Group 2009). Lack of Human Resource focus PRINCE2 does not explore in significant detail the management issues associated with human resources (including team acquisition planning, training, team-building and recognition) despite the importance placed on human assets in various management disciplines (Webber 2009). Van Bon and Verheijen (2006) support this view, arguing that PRINCE2 lacks any real detail on the soft skills of Project Management, where PMBoK does address these issues through a detailed section human resource management. RECOMMENDATION – THE APPLICATION OF PRINCE2 AND PMBOK IN COMBINATION Notwithstanding the aforementioned weaknesses of PRINCE2, the methodology remains a very effective project management tool. Noting the obvious ‘conceptual’ areas that PRINCE2 fails to address in detail, these areas are captured and expanded upon in the PMBoK. Consideration must be given therefore, to the application of both methodologies in concert. Many academics emphasise how each methodology can be used to complement the other (Siegelaub 2006, Wideman 2009, Yeong 2007). PRINCE2’s lack of focus on Communications, Human Resource and Procurement Management are areas that are complemented by PMBoK. Alternatively, PRINCE2’s strengths in process and documentation, coupled with its business case approach, provide a stronger focus on the strategy aspects that PMBoK addresses only at higher levels. At the work unit level, the WBS of the PMBoK can be combined with PRINCE2’s PBS for a more comprehensive means of structuring project deliverables. Using PMBoK and PRINCE2 as an ‘integrative project management methodology’ (Yeong 2007) permits organisations to complement the strengths of each while mitigating their individual weaknesses. Ideally, the procedural and product concepts unique to PRINCE2 (Business Case, Project Boards, Issue Logs, Tolerance and Exception Plans, Configuration Management, etc) should be used to ‘flesh out’ and strengthen the PMBoK’s knowledge areas. The case of Getronics (a leading vendor of Information Communication and Technology solutions) provides an interesting example for the combination of both the PMBoK ‘framework’ and the PRINCE2 ‘method’. Following its adoption of PRINCE2, Getronics commenced a review of internal methodology to combine both methods. The company had drawn upon its PMP experience to apply the principles of Project Management advocated in the PMBoK; including project management ‘soft skills’ (communication management and people management) as well as other critical areas such as contract (procurement) management and the incorporation of an earned value system. Concurrently, Getronics grounded these aspects in a business case driven environment (one of the hallmarks of the PRINCE2 methodology), with a clearly defined process model for specific activities that were required throughout the project; and product based planning that was deliverables driven. This combination evolved into the Getronics Global Project Management Methodology and has been successfully applied by the company across 30 countries (APM Group 2003). At the individual level, the complementary nature of both methodologies means that the method-based certifications of PRINCE2 practitioners, combined with the PMI accreditation provided to PMPs, allows for a more ‘well-rounded’ PMP with a holistic understanding of Project Management. At the same time, these skillsets are complemented by technical skills for selecting and applying techniques. The combination makes for a more comprehensive approach that is easily obtained and adopted, based on public domain elements. Essentially, PRINCE2 can provide the depth the PMBoK lacks, while the PMBoK can address the broader elements of project scope not covered by PRINCE2. AUTHOR’S REFLECTION An obvious limitation of the research conducted within this report was the lack of quantitative data for analysis. Analysis of case studies is based largely on anecdotal evidence from participating organisations. Whilst the documentation available on PRINCE2’s application in business is not propagandistic, there is a notable prevalence of favourable literature and examples published, while examples of failed applications of PRINCE2 appear to be limited. Further quantitative analysis into unsuccessful trials of the methodology (incorporating productivity figures, schedule and cost variances) may provide an interesting counterpoint to the analysis conducted within this report. CONCLUSION As a project management methodology, PRINCE2 represents an alternative option to the PMBoK. PRINCE2 is a more detailed, process-based approach that provides thorough guidance on the management of a particular project. PMBoK by comparison is a more generic methodology that addresses the core knowledge areas of the project management discipline, establishing the framework within which PRINCE2 functions. PRINCE2 has a number of strengths that lie in its detailed processes, however the multiple products and deliverables that the methodology advocates can be incorrectly applied by practitioners if not appropriately adapted to suit the organisation. Despite the widespread support for this methodology across both public and private sector organisations, the methodology is not infallible. Through application in conjunction with the PMBoK however, the relative strengths of each methodology can be applied to counter and reduce the associated weaknesses of the other, for a combined and comprehensive project management methodology. Organisations that embrace the combination of these two approaches and careful application to their project environment are far more likely to experience effective project management and project success. REFERENCES †¢ APM Group 2003, PRINCE2 Case Study – PRINCE2 and PMI/PMBOK A Combined Approach at Getronics, ILX Group, retrieved 15 September 09 http://www. prince2. com/prince2-downloads. asp †¢ Birlouez, V 2009, PMBOK 4th Edition vs Prince 2: Comparison (Part 1), PMinFOCUS, retrieved 14 September 09 http://www. pminfocus. com/story/pmbok-4th-edition-vs-prince-2-comparison-part-1 Calder, A (Year unknown), IT Project Governance and PRINCE2 Project Management: How to Keep Major IT Investments on the Rails, Article Dashboard, retr ieved 15 Sep 09 www. articledashboard. com/Category/Business/54/pdate/asc/33 †¢ England, E 2006, Prince 2 Project Management and Interactive Media: Is there a fit? , ILX Group, retrieved 14 September 09 http://www. prince2. com/prince2-downloads. asp †¢ Gardiner A 2002, Registers of Scotland Executive Agency – Implementing PRINCE2 in a Business Change Environment, ILX Group, retrieved 14 September 09, http://www. prince2. com/prince2-downloads. asp †¢ ILX Group 2009, PRINCE2 Process Model, ILX Group Homepage, retrieved 15 September 09 http://www. prince2. com/prince2-downloads. asp IT Governance Ltd 2009, PMBOK ®Ã‚  Ã¢â‚¬â€œ The Project Management Body of Knowledge from PMI, IT Governance LTD, retrieved 14 September 09 http://www. itgovernance. co. uk/pmbok. aspx †¢ Kerzner, H 2009, Project Management: A Systems Approach to Planning, Scheduling and Controlling, John Wiley & Sons Ltd, New Jersey. †¢ Kippenberger, T 2009, PRINCE2 Goes to China, Best M anagement Practice Homepage, retrieved 15 September 09, http://www. best-management-practices. com/Knowledge-Centre/Guest-Writer/PRINCE2-Managing-Successful-Programs-and-Management-of-Risk/? DI=571314 †¢ Langley, N 2003, ‘A Prince among project managers’, Computer Weekly, 24 June 2003, p50, retrieved 14 September 09, Business Source Complete Database. Langley, N 2006, ‘Make the most of project challenges with PRINCE2’, Computer Weekly, 29 August 2006, p30, retrieved 14 September 09, Business Source Complete Database. †¢ Ling, K 2009, Suffolk County Council – PRINCE2 2009 Pilot Case Study, ILX Group, retrieved 14 September 09 http://www. prince2. com/prince2-downloads. asp †¢ Project Management Australia 2009, PRINCE2 Weaknesses, Project Management Australia Homepage, retrieved 15 September 09 http://www. projectmanagement. net. au/prince2_weaknesses †¢ Ruleworks 2009, Benefits of PRINCE2, Ruleworks Knowledge Management, retrieved 15 September 09, http://www. ruleworks. co. uk/prince2/benefits. htm Science Letter 2009, ‘PRINCE2 2009 Launched’, Science Letter, 30 Jun 2009, retrieved 14 September 2009, Expanded Academic ASAP Database. †¢ Siegelaub, J 2006, How PRINCE2 Can Complement PMBOK and You PMP, PMI Global Congress Proceedings, Watermark Learning, retrieved 14 September 09 http://www. watermarklearning. com/enews/March08_Article. pdf †¢ Tang, Y 2008, Lecture – The Other Side of PRINCE2, delivered at the BCS Swindon Branch Meeting, Bryanbarrow. com, 25 September 08, retrieved 15 September 09 http://bryanbarrow. com/the-other-side-of-prince2. htm †¢ Van Bon, J and Verheijen, T 2006, Frameworks for IT Management, Van Haren Publishing, Amersfoort, p. 203. Viergever, N 2009, Comparing PMBOK and PRINCE2, NVi Homepage, retrieved 14 September 09 http://www. viergever. info/en/pmbokp2. aspx †¢ Webber, L 2009, IT Project Management Essentials 2009, Aspen Publishers, USA pp18- 19 – 18-22. †¢ Wideman, R 2002, Comparing PRINCE2 with PMBoK, AEW Services, Vancouver. †¢ Yeong, A 2007, The Marriage Proposal of PRINCE2 and PMBoK, AnthonyYeong. com, retrieved 15 September 09 http://www. anthonyyeong. com/The%20Marriage%20of%20PRINCE2%20and%20PMBOK. pdf APPENDIX 1 – PRINCE2 PROCESS MODEL [pic] (Source: ILX Group 2009) APPENDIX 2 – PMBOK KNOWLEDGE AREAS AND PROJECT MANAGEMENT PROCESSES [pic] (Source: Wideman 2002, p2) APPENDIX 3 – PRINCE2 METHODOLOGY BENEFITS FOR BUSINESSES Detailed below is a succinct ‘checklist’ of the benefits that the PRINCE2 methodology can offer to businesses when applied correctly, based on the methodology’s structure for managing projects. These benefits are experienced when PRINCE2 is applied in the absence of any other project management framework or methodology, and do not take into consideration or compare against the benefits that alternative methodologies may offer. Benefits have been taken from the Ruleworks Knowledge Management website (2009): [pic]PRINCE2 provides  a controlled start, controlled progress, a controlled close. pic]Regular reviews against plan, business case and risks. [pic]PRINCE2 provides flexible decision points. [pic]Automatic management control over deviations. [pic]Stakeholder involvement at the right times. [pic]Clear  communication channels. [pic]Project managers using PRINCE are able to establish terms of refer ence before the project start. [pic]There is a defined structure for delegation & communication. [pic]Project managers divide a project into manageable stages for more accurate planning. [pic]Resource commitment from management is part of any approval to proceed. [pic]Regular but brief management reports are available (checkpoint reports, highlight reports and exception reports). pic]Meetings with management are kept to a minimum, but at vital points in the project. [pic]End product users are able to participate in the decision-making. [pic]End users are involved in project progress. [pic]End users participate in quality checks throughout the project. [pic]User requirements are specified. [pic]PRINCE2 is Free (other then any training or support you want to pay for). [pic]PRINCE2 has a strong User Group. [pic]PRINCE2 is supported by (UK) Government and organisations such as APM and ISEB. [pic]Training courses are available from many accredited training organisations. [pic]PRINCE2 is flexible and can be applied to any kind of project.

NASA and Project Juno Essay Example

NASA and Project Juno Essay Example NASA and Project Juno Essay NASA and Project Juno Essay Introduction Jupiter is the fifth planet from the sun and is the largest planet in all of our solar system. Jupiter is more than twice as massive as all of the other planets combined and is made from about 90% hydrogen and 10% helium. Despite having sent different spaceships and orbiters to observe Jupiter there is a lot more to learn about the planet. That is why from Cape Canaveral Air Force Station on August 5, 2011, NASA New Frontiers mission launched a spacecraft named â€Å"Juno† to study and find out more about Jupiter. More specifically, Juno will map Jupiter’s gravity field, magnetic field and its atmospheric structure from a polar orbit. The whole purpose of this mission is to have a better understanding of the formation of our solar system and planetary systems discovered around the stars. Why Jupiter? The primary scientific goal of the NASA space mission Juno is to drastically improve our understanding of the planet Jupiter. Jupiter, which is considered, as the â€Å"Gas Giant Planet† and scientists believe that Jupiter can show the secrets to the fundamental processes of the formation of our solar system. Scientists at NASA have developed different theories as to how Jupiter was formed. Some believed that it began as a solid chunk of heavy material, like rock or ice. As gravity gathered debris, its gravitational pull increased and eventually it became big enough to attract light gases. Another theory is that Jupiter was formed when a small region of the gas disk around the sun collapsed on its own. Whatever the case is, they are all theories. They are all ideas of how Jupiter was formed, and no one really knows how Jupiter was made for sure. Which is why the Juno mission was launched. If we can find out what makes Jupiter’s core and exactly how much water the planet contains we can narrow down the number of theories that were developed by the scientists. Jupiter has long intrigued scientists since Galileo’s time.

Applying Models of Health Promotion to Improve Effectiveness of Pharmacist-Led Campaign in Reducing Obesity in Socioeconomically Deprived Areas The WritePass Journal

Applying Models of Health Promotion to Improve Effectiveness of Pharmacist-Led Campaign in Reducing Obesity in Socioeconomically Deprived Areas Abstract Applying Models of Health Promotion to Improve Effectiveness of Pharmacist-Led Campaign in Reducing Obesity in Socioeconomically Deprived Areas ). The multi-factorial nature of obesity suggests that management of this condition should also take a holistic approach and should not only be limited to health promotion models designed to promote individual health. Hence, identifying different models appropriate for communities would also be necessary to address obesity amongst socio-economically deprived families. One of models that also address factors present in the community or environment of the individual is the ecological approaches model (Goodson, 2009). Family, workplace, community, economics, beliefs and traditions and the social and physical environments all influence the health of an individual (Naidoo and Wills, 2009). The levels of influence in the ecological approaches model are described as intrapersonal, interpersonal, institutional, community and public policy. Addressing obesity amongst socio-economically deprived individuals through the ecological approaches model will ensure that each level of influence is recogn ised and addressed. Pharmacist-led Campaigns in Reducing Obesity The health belief, stages of change and the ecological approaches models can all be used to underpin pharmacist-led campaigns in reducing obesity for communities that are socio-economically deprived. Blenkinsopp et al. (2003) state that community pharmacists have a pivotal role in articulating the needs of individuals with specific health conditions in their communities. Pharmacists can lobby at local and national levels and act as supporters of local groups who work for health improvement. However, the work of the pharmacists can also be influenced by their own beliefs, perceptions and practices. Blenkinsopp et al. (2003) emphasise that when working in communities with deprived individuals, the pharmacists should also consider how their own socioeconomic status influence the type of care they provide to the service users. They should also consider whether differences in socio-economic status have an impact on the care received the patients. There should also be a consideration if th ere are differences in the culture, educational level and vocabulary of service users and pharmacists. Differences might influence the quality of care received by the patients; for instance, differences in culture could easily lead to miscommunication and poor quality of care (Taylor et al., 2004). Bond (2000) expresses the need for pharmacists to examine the needs of each service user and how they can empower individuals to seek for healthcare services and meet their own needs. In community settings, it is essential to increase the self-efficacy of service users. Self-efficacy is described as the belief of an individual that they are capable of attaining specific goals through modifying their behaviour and adopting specific behaviours (Lubkin and Larsen, 2011). In relation to addressing obesity amongst socio-economically deprived individuals, pharmacists can use the different models to help individuals identify their needs and allow them to gain self-efficacy. For example, pharmacists can use the health belief model to educate individuals on the consequences of obesity. On the other hand, the stages of change model can be utilised to help individuals changed their eating behaviour and improve their physical activities. Uptake of behaviours such as healthy eating and increasing physical activities are not always optimal despite concerted efforts of communities and policymakers (Reilly et al., 2006). It is suggested that changing one’s behaviour require holistic and multifaceted interventions aimed at increasing self-efficacy of families and allowing them to take positive actions (Naidoo and Wills, 2009). There is evidence (Tucker et al., 2006; Barkin et al., 2012; Davison et al., 2013; Zhou et al., 2014) that multifaceted community-based interventions aimed at families are more likely to improve behaviour and reduce incidence of obesity than single interventions. Community-based interventions can be supported with the ecological approaches model. This model recognises that one’s family, community, the environment, policies and other environment-related factors influence the health of the individuals. To date, the Department of Health (2010) through its Healthy Lives, Healthy People pol icy reiterates the importance of maintaining an active and healthy lifestyle to prevent obesity. This policy allows local communities to take responsibility and be accountable for the health of its community members. Pharmacists are not only limited to dispensing advice on medications for obesity but to also facilitate a healthier lifestyle. This could be done through collaboration with other healthcare professionals in the community (Goodson, 2009). A multidisciplinary approach to health has been suggested to be effective in promoting positive health outcomes of service users (Zhou et al., 2014). As discussed in this essay, pharmacists can facilitate the access of service users to activities and programmes designed to prevent obesity amongst members in the community. Finally, pharmacists have integral roles in health promotion and are not limited to dispensing medications or provide counselling on pharmacologic therapies. Their roles have expanded to include providing patients with holistic interventions and facilitating uptake of health and social care services designed to manage and prevent obesity in socio-economically deprived individuals. Conclusion In conclusion, pharmacists can use the different health promotion models to address obesity amongst individuals with lower socioeconomic status. The use of these models will help pharmacists provide holistic interventions to this group and address their individual needs. The different health promotion models discussed in this essay shows that it is crucial to allow service users gain self-efficacy. This will empower them to take positive actions regarding their health. Finally, it is suggested that a multi-faceted, community based intervention will likely lead to a successful campaign against obesity. References Adams, J., Tyrrell, R., Adamson, A. White, M. (2012). Socio-economic differences in exposure to television food advertisements in the UK: a cross-sectional study of advertisements broadcast in one television region. Public Health Nutrition, 15(3), 487-494. Barkin, S., Gesell, S., Poe, E., Escarfuller, J. Tempesti, T. (2012). Culturally tailored, family-centred, behavioural obesity intervention for Latino-American Preschool-aged children. Pediatrics, 130(3), 445-456. Blenkisopp, A., Panton, R. Anderson, C. (2000). Health Promotion for Pharmacists, 2nd ed. Oxford: Oxford University Press. Blenkisopp, A., Andersen, C. Panton, R. (2003). Promoting Health.   In: K. Taylor G. Harding (Eds.), Pharmacy Practice (pp. 135-147). London: CRC Press. Bond, C. (2000). An introduction to pharmacy practice. In: C. Bond (ed.), Evidence-based pharmacy (pp. 1-21). London: Pharmaceutical Press. Davison, K., Jurkowski, J., Li, K., Kranz, S. Lawson, H. ((2013). A childhood obesity intervention developed by families for families: results from a pilot study. International Journal of Behavioral Nutrition and Physical Activity, 10(3). Retrieved November 21, 2014 from ijbnpa.org/content/10/1/ De Silva-Sanigorski, A. (2011). Obesity prevention in the family day care setting: impact of the Romp Chomp intervention on opportunities for children’s physical activity and healthy eating. Child Care, Health and Development, 37(3), 385-393. Department of Health (2009). Change4Life. London: Department of Health. Department of Health (2010). Healthy Lives, Healthy People. London: Department of Health. Department of Health (2011). The Eatwell Plate. London: Department of Health. Goodson, P. (2009). Theory in health promotion research and practice: Thinking outside the box. London: Jones Bartlett Learning. Jones, S., Mannino, N. Green, J. (2010). Like me, want me, buy me, eat me’: relationship-building marketing communications in children’s magazines. Public Health and Nutrition, 13(12), 2111-2118. Lubkin, I. Larsen, P. (2011). Chronic illness: impact and intervention. London: Jones Bartlett Publishers. Levin, B., Hurd, P. Hanson, A. (2008). Introduction to public health in pharmacy. London: Jones Bartlett Publishers. Naidoo, J. Wills, J. (2009) Foundations for health promotion. London: Elsevier Health Sciences. Public Health England (2014). Trends in Obesity Prevalence. Retrieved November 21, 2014 from noo.org.uk/NOO_about_obesity/trends Reilly, J., Montgomery, C., Williamson, A., Fisher, A., McColl, J., Lo Conte, R., Pathon, J. Grant, S. (2006). Physical activity to prevent obesity in young children: cluster randomised controlled trial. British Medical Journal, doi: 10.1136/bmj.38979.623773.55 Retrieved November 21, 2014 from bmj.com/content/333/7577/1041.full.pdf+html Taylor, K., Nettleton, S. Harding, G. (2004). Sociology for pharmacists: An introduction. London: CRC Press. Tucker, P., Irwin, J., Sangster Bouck, L., He, M. Pollett, G. (2006). Preventing paediatric obesity; recommendations from a community-based qualitative investigation. Obesity Review, 7(3), 251-260. Zhou, Z., Ren, H., Yin, Z., Wang, L. Wang, K. (2014). A policy-driven multifaceted approach for the early childhood physical fitness promotion: impacts on body composition and physical fitness in young Chinese children. BMC Pediatrics, 14: 118 Retrieved November 21, 2014 from ncbi.nlm.nih.gov/pubmed/24886119

Get Over a Bad Break Up With These Lost Love Quotes

Get Over a Bad Break Up With These Lost Love Quotes Coping with a bad breakup? Has your boyfriend dumped you for greener pastures? Sure, love hurts. You knew that even before you got into the relationship. Love is not a garden of roses. Sometimes there are thorns too. Love is good; love is bad. You have to accept the whole package. Are you asking yourself right now: why me? You did not deserve this cold shoulder treatment, but you got it. You did everything possible to make the relationship work. Yet, you were dropped like a hot potato. Instead of beating yourself up, take a deep breath and calm down. Maybe, this was not meant to be. Everything happens for a good reason. Now, pull yourself together. You will come out of this mess unscathed. You will emerge stronger and wiser, after you have swallowed lifes bitter pills. So what now? Do you go back to your boyfriend, begging him to take you back? If that works for you, do it. However, ask yourself whether you would be happy to reconcile with your ex, after having lost your self-esteem during the process. If your boyfriend has dumped you, you should not be the needy, desperate lover who is willing to sign on a blank sheet of paper. The desperation to get back together should be mutual, if a healthy reconciliation has to occur. Instead, spend some time in quiet contemplation. Use this occasion to learn a few things about yourself. Reinvent yourself, not because you want your lost love to come back, but because you want to improve. Here are some lost love quotes for him. They work like a soothing balm on an aching heart. Release the venom inside you, and rebuild your life. As Alfred Lord Tennyson famously said, Tis better to have loved and lost, than never to have loved at all. Henry Ward Beecher What the heart has once owned and had, it shall never lose. Anais Nin Love never dies a natural death. It dies because we dont know how to replenish its source. It dies of blindness and errors and betrayals. It dies of illness and wounds; it dies of weariness, of withering, of tarnishing. My Best Friends Wedding If you love someone, you say it, you say it right then, out loud, or the moment just passes you by. Mignon McLaughlin In the arithmetic of love, one plus one equals everything, and two minus one equals nothing. Dorothy Parker Love is like quicksilver in the hand. Leave the fingers open and it stays. Clutch it, and it darts away. Kahlil Gibran Ever has it been that love knows not its own depth until the hour of separation. Ian McEwan When its gone, youll know what a gift love was. youll suffer like this. So go back and fight to keep it. La Bruyere We perceive when love begins and when it declines by our embarrassment when alone together. William Shakespeare So dear I love him that with him,All deaths I could endure.Without him, live no life. David Grayson Looking back, I have this to regret, that too often when I loved, I did not say so. Anonymous You will never know true happiness until you have truly loved, and you will never understand what pain really is until you have lost it. John Greenleaf Whittier For all sad words of tongue and pen, the saddest are those It might have been. G. K. Chesterton The way to love anything is to realize that it may be lost. Barbara DeAngelis You never lose by loving. You always lose by holding back. Alfred, Lord Tennyson Tis better to have loved and lost than never to have loved at all. Edgar Allan Poe We loved with a love that was more than love. Michel de Montaigne If a man should importune me to give a reason why I loved him, I find it could no otherwise be expressed, than by making answer: because it was he, because it was I. William Thackeray It is best to love wisely, no doubt; but to love foolishly is better than not to be able to love at all. The Beatles Who knows how long Ive loved you,You know I love you still.Will I wait a lonely lifetime?If you want me to I will. Gretchen Kemp Theres this place in me where your fingerprints still rest, your kisses still linger, and your whispers softly echo. Its the place where a part of you will forever be a part of me.

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MGMT455 U1 IP Theory X & Y - Research Paper Example This theory tends to adopt the authoritarian style of management. Whereas, Theory Y assumes that individuals take responsibility and they do not need control and direction on each step, they are active, motivated and consider the work as the natural part of their lives, and are capable of achieving higher goals in their jobs. This theory is considered is the participative style of management. One style cannot be used in all situations. It totally depends on the circumstances and conditions of the environment and employees. The management can be authoritative in some cases and can also be practical in other cases while a mix of both the theories can result better. The practices of Theory Y can turn out with better results as this will develop confidence and courage among the employees to work in a relaxed and a comfortable environment. For-example, well and high structured call center operations can get a certain amount of benefits by allowing their employees to perform and respond to customers on their comfort and knowledge level. So, by adapting to Theory Y practices they can appreciate and encourage the overall knowledge sharing processes. The difference between Theory X and Theory Y management is quite noticeable. In my opinion, the management of Theory Y is much more effective and productive than Theory X, as the authoritarian management of Theory X is much adopted in most of the huge firms and organization and leaves less comfortable environment for the employees, whereas most of the organizations allow participative management of the employees which prefer self motivation and appreciate new ideas from the individuals. Considering Theory Y management, many of the organizations use decision making processes, in which each employee has the opportunity to share his thoughts and ideas. There are basically two major types of democratic decision making, including, persuasive democratic management and consultative

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Jesus, Antigone and Augustine - Essay Example This paper shall seek to look at the figures of Antigone, Jesus Christ and Augustine. These three figures fought against established forms of authority. What is significant about this collection of revolutionaries is that all three of them adopted methods that were not violent. All three of them were however, practitioners of very different methods and controversies remain as to the reasons as to why these three employed the methods of resistance that they employed. Antigone is a fictional character created by the great playwright Sophocles. His characterization of Antigone was meant to evoke strong reactions. On the other hand are Jesus and Augustine, both of whom are historical characters about whom most information is present, however, in the form of legends. Augustine is more of a historical character than Jesus, since information regarding him survives in the form of his writings. Jesus Christ was a person who lived during the times of the Roman Empire was a Jew who was consider ed to be the messiah of the Jews. The Jews in the Roman Empire lived under the control of the Roman Empire and were resentful of the control of whom they considered to be foreigners. Jesus, according to the Bible, was the Messiah (Mark 8: 27-32). He claimed to be the son of God and thus divine. He, according to the Bible, was the person who had taken on the form of man in order to wash off the sins of mankind and provide him with redemption. According to writers like John Milton, he was to be considered to have volunteered to save man from eternal perdition by laying down his own life voluntarily. By voluntarily undergoing a gruesome death at the cross, Jesus would act the role of the sacrificial lamb and thus free mankind from the original sin. Milton talks of the beginning of this story in his great work Paradise Lost (Milton). This account of the life of Jesus is however, not a strictly historical one. Historically, he is considered by many to have been a member of the Jewish com munity that was oppressed by the Roman Empire. He was a religious leader who sought to change the dynamics of power as they existed between the Roman officials and Empire and the Jews and the other original inhabitants of what is known today as Israel. Jesus’ contribution to the liberation of the people f Israel is considered to be seminal and this is considered by some to be the reason as to why he was deified by some. Antigone, on the other hand, is an almost completely fictional character. She is present in the work Antigone, by Sophocles. The importance of the character can be gauged from the fact that she is the titular character in the play. She also is the character who provides the play with its thematic thrust with an emphasis on the resistance to the established powers of the state. She is the daughter of Oedipus, who was once the king of Thebes and Jocasta, who was also the mother of Oedipus. The Oedipal tale is one of how man is unable to change his own fate. The tale of Antigone is however, that of one who makes an effort despite this knowledge, to change her fate. The very existence f Antigone is a challenge to the traditional social structures of her time, since she is the product of incest. Hers is a situation where her mother and her grandmother are the same person. This situation is according to conventional understandings of events, an unnatural one and Antigone is thus, a challenge to the

Promtional Activities of Hobbs Essay Example | Topics and Well Written Essays - 1750 words

Promtional Activities of Hobbs - Essay Example ance of one to one marketing, more personal promotions, word of mouth and the emerging technologies like the internet and mobile based marketing that are less expensive to launch and more efficient when it comes to delivering results. The majority of the Hobbs customers are located in London as however the company has significant customers in Ireland and the rest of the UK as well. The marketing plan depicted below however is targeted towards the current and the prospective customers of the company in Birmingham. The Mosaic for Birmingham depicted that fashion consumers in the region are very versatile with people taking cues for their seasonal fashion trends from those generated by the Milan, Paris and the New York fashion weeks. The customers are highly influenced by the fashion trends generated from these fashion capitals of the world and seek to go to retailers that can provide such fashion to them in an accessible and more affordable manner. These target markets are dominated by the South Asian Families, settled Majorities, Upper Floor families and urban youth and professionals. The analysis of the various types of customers that tend to shop at Hobbs depicted that the customers consider store ambiance, its environment, theme and layout. The Hobbs retail company has realized this and an effort has been made by the management to change the look and the feel of the store by employing a walnut and white interior in their stores to make them more fashionable and trendy. â€Å"When retail organizations make a major shift from an old-fashioned merchandise management orientation to a strategic marketing orientation, the development of a functional marketing plan for the implementation of strategic plan gains in importance† (Samli, 1998, p2) Other retailers in their business have also taken to store management and the management of store ambiance to further foot traffic in their stores and increase profits through sales revenue. â€Å"Starbucks, Pottery Barn, Eddie

Technology in My Life Essay Example | Topics and Well Written Essays - 250 words

Technology in My Life - Essay Example Similarly, I use kitchen appliances for cooking and baking. I also make use of mobile phone to communicate with my friends and relatives. I get information about new technologies through internet research and buy the products, which I consider useful for me. For example, a couple of weeks ago, I planned to buy some new television technology to enjoy good pixel quality. I explored internet sources and came to know about light emitting diode (LED) sets, which provide excellent picture quality and enhanced view of dark scenes. Therefore, I bought a LED set, which proved to be a good choice for me to view movies and other programs. In my professional life, I make use of a range of technologies, which include laptop, iPad, fax machine, scanner, printer, and mobile phone. My company has provided all of these products to me to make me show improved productivity and efficiency. I believe that in the present age, use of technology has become critical for the success of a person in his/her professional life. Therefore, I try to make a great use of all of available technologies to show improvement in my job efficiency and

Algebra Essay Example | Topics and Well Written Essays - 1000 words - 1

Algebra - Essay Example After doing the calculations (shown above), the answers to the first two expressions turned out to be identical. This is because both the expressions are identities as shown below: The third expression consisted of a fraction, and both were solved simultaneously. After all the values were plugged in the fraction and the final fraction was obtained, it was reduced to its lowest terms by dividing the numerator and the denominator by a common divisor which in this case was 3. Incorporate the following five math vocabulary words into your discussion. Use bold font to emphasize the words in your writing (Do not write definitions for the words; use them appropriately in sentences describing your math work.): The formula to calculate dose for a child is where D is the adult dosage and a is the child’s age. In order to solve the equation, the given values should be substituted in place of the variables. For part a, D = 75 and a = 5. Incorporate the following five math vocabulary words into your discussion. Use bold font to emphasize the words in your writing (Do not write definitions for the words; use them appropriately in sentences describing your math work.): To specify the equation of a line, gradient and the y-intercept is required. A parallel line has the same slope as the original line but do not pass through any point of the original line. In the case of y = x + 4, the slope is 1, therefore a parallel line would also have the same slope. The y-intercept is found by plugging the values in the ordered pair. The equation of the parallel line is y = x+8. On the other hand, a perpendicular line cuts the line in such a way that a right angle is formed at the point of intersection. The product of the gradients of the perpendicular lines is equal to -1, which means that the gradient of the perpendicular line is negative reciprocal of the gradient of the original line. In the case of the given equation, the perpendicular line

Acer case about real strategic decisions Essay Example | Topics and Well Written Essays - 500 words

Acer case about real strategic decisions - Essay Example The company ensured that they occupy space just as they needed. They guaranteed quick turnover by making sure their products are priced with low profits and evaded tying up their income with debt. The company wanted to evade redundant costs and able to take full advantage of their capital. Thus, their operations department ensured that cash collected are directly reinvested into the production. Shih gave importance to employee education and development by promoting that their employees should learn, train and develop and the managers are responsible in teaching their subordinates. Shih also encourage his employees to participate in the process of decision making. He believed that his employees will help him improve the company. The company ensured that their employees exert their best effort by offering them ownership. Lastly, Acer’s sales were increased without investing an enormous amount of capital through joint projects. With this, the company does not have to be anxious about losing its capital. As soon as the company decided to venture abroad, Shah opened in small markets to study and gain international experience first. 2. After a strong decade, why did Acer’s growth and profitability tumble in the late 1980s? How appropriate was Stan Shin’s response to the decline? How do you evaluate Leonard Liu’s performance? The major reasons why Acer’s profitability declined in the late 1980s are overexpansion and the deficiency of professional management. Many of the new employees applied to gain Acer’s ownership without considering and understanding the culture of the company. Because of this, these new employees had difficult time managing the company. Aside from these reasons, the competitive dynamics in the market of personal computers is one of the external factors that helped pull down the company’s profitability. In response to the decline, Shin decided to step down as CEO and hired