The Collection Of Images By Jane Austen - 2056 Words

Explanation of Image: The collection of images is a visual representation of the novel Pride and Prejudice, by Jane Austen. The themes of love, class, and reputation are hidden within the images. For example, the reader can visualize love within the group of people dancing at a nineteenth century dance. This represents the love between Elizabeth and Mr. Darcy. The background of both images is an interpretation of the large and glamorous ballrooms in which such dances were held. Diamond chandeliers and expensive dà ©cor can be seen by the reader and be interpreted as representing the theme of class. Both images can be viewed as also representing reputation. Only the high rank citizens were invited to these wondrous events. This can represent the high social rank of Mr. Darcy and Elizabeth, as they met and a dance like the one above. Everything in these images is very grand and is a great visual for one reading Pride and Prejudice. First, the theme of finding love is eminent in the first image. The Bennet s were always seeking a possible suitor for their daughters. It was encouraged in the nineteenth century for women to marry rich and prominent men at a young age. The men hoped to create an heir to carry on the family name. The women had little to no say in their marriages and most times did not care for them. Some of the women in the first image do not look delighted about being at the dance. The men look very stern and proper which is the way they are taught to behave.Show MoreRelatedFeminist Undertones in Pride and Prejudice2078 Words   |  9 PagesFEMINIST UNDERTONES IN ‘PRIDE AND PREJUDICE’ Introduction Jane Austen authored the novel ‘Pride and Prejudice’ in 1813, a period in the social history of England that saw most women as best equipped for the private and domestic realm. An ideal woman was the picture of chastity, innocence and compliancy. 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The Stressors that Come with Fame - 933 Words

â€Å" I want to be just like Miley when I grow up!† is something that many parents are hearing nowadays. This is obvious because the life of a celebrity is such great fun, or many not. Many times the thought of being famous and having someone recognize your name has crossed our minds. But the negative side of fame hasn’t. We don’t stop to ponder the scrutiny that comes with being a celebrity. Not even how this can cause depression and self esteem issues, which can lead to problems further down the road such as substance abuse and addiction. Brittany Spears was part of the original cast of cast of the Mickey Mouse Club, has had several meltdowns where she shaved her head, and smashed a car with an umbrella. Alongside Britney stars like Jodi Sweetin, who played Stephanie on the show Full House have struggled with drug addiction in her later years. However there are success stories such as Justin Timberlake, who also started on the Mickey Mouse Club and is now a world renowned artists, selling out shows around the world. Natalie Portman, who first appeared in her role in the movie The Professional, is a Harvard graduate and a two time golden globe award winning actress. Despite these rare success stories there are many struggles that come along with fame that most of society does not take into account. Many times these stresses are ones that most common people do not experience, therefore they cannot relate to many celebrities. Everyone secretly wants to be recognizedShow MoreRelatedDr. King And Her Nursing Process Theory1 453 Words   |  6 Pagesthe goals in the continuous adjustments to stressors†. Dr. King received her master’s degree in science in nursing from St. Louis University in 1957. She was a professor at the University of South Florida. 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Business Process Management Case Study of DTA

Question: Describe about the Business Process Management for Case Study of DTA. Answer: Introduction This study will mainly focus on a case study of DTA which is known as The Department of Transitional Assistance. The goal of DTA is to assist low-income personnel and families to meet their regular needs by increasing their incomes and enhancing their quality of life. DTA is situated within the Executive Office of Health and Human Services. This department mostly makes sure that the emergency and intermediary needs of the individuals and families of Commonwealth are met through an amalgamation of national and state funded programs. This department is divided into four areas which are field operations, change management, research-planning and evaluation and administration finance (Kerzner 2013). Therefore, it is evident that this organization regularly handles a huge amount of data of their customers. In order to maintain their operations more frequently and flawlessly, DTA was planning to improve their information technology system. The provided case study deeply sheds light on this process of the organization. However, through the case study, it was seen that the organization mostly took some worst decisions during the project. It not only hampered the progress of the project but also hurt the organization as most of the employees quit their jobs. Primary objective of this study is to analyze the case study and to find out in which areas the department took the right decisions and in which paths they took wrong decisions (Schwalbe 2015). Besides, the entire information about the project will also be mentioned in this study. Part 1 Organizational background The Department of Transitional Assistance or DTA is known as an Executive Branch agency that operates from the states Health and Human Service branch. This organization is located in the US in the North East region. Employees of this organization are responsible for developing procedure applications for welfare benefits, track beneficiary, inquiry policy rules, issuing cards for electronic benefits and scanning finger prints. With time, understanding federal social services and rules and regulations related to it have become extremely complex. Several policy changes are introduced by the federal government at least four times a year. These changes in turn affect most of the existing rules and regulations. In order to make possible the methods of eligibility determinations, social workers concentrate in some federal and state service programs administered by the organization. Those programs are aid to families with dependent children, child care, emergency shelter and services to home less individuals, employment services program and supplemental security income (Grefen, Pernici and Snchez 2012). Functional units and processes DTA mainly includes four important units that are Field and eligibility Operations, Administration and Finance, Management related to policy, procedure and programs and Management Information System (MIS). DTA also has forty domestic offices across the state (Chia 2013). Support is also provided through one or more than one programs to more than 500,000 state residents. Functions of each unit is hereby mentioned below, Field Operations and eligibility: This unit of the organization operates within the local offices and monitors services that are centralized and directly supports domestic operations. Those domestic offices are responsible to providing reimbursement and services to eligible families and persons (Binder 2016). Policy, procurement and program management: This division of the organization is responsible for interpreting, establishing and writing requests to Central Administrative agencies. Administrative and Finance: This unit of the company oversees all fiscal and managerial functions within the organization (Meng 2012). MIS: This unit monitors all computerized functions within the department that includes essential technical infrastructure that can support those functions. MIS unit of DTA is also divided in five groups including team of analysts, team for development, team of telecommunication, team for providing support in production and the project (Teller, Kock and Gemnden 2014). In this structure, the analysis team is responsible for responding to requests that are generated by the business groups within that department. This team also translates requirements of the business into technical specifications for the team of development (Braglia and Frosolini 2014). The team of development mainly develops, maintains and designs applications. These applications contain a total of 27 mainframe systems and 35 personal computer systems. In order to maintain all the hardware and software communications the department mainly spends just about $1 million (Too and Weaver 2014). Production assistance unit includes control of manufacture, help desk of MIS, center for consumer support and unit of security services. This unit also oversees the processing of the departments nightly production of 275 jobs and the jobs that are processed off-site at the state data processing center. On the other hand, help desk of MSI supports all systems users by providing technical solutions. According to Svejvig and Andersen (2015), in the year of 1995, MIS help desk was responsible for responding to more than 8,000 telephone calls and nearly 500 in store requests. Consumer support centers mainly give away training and support related to personal computers to all departmental employees. Unit of security services provides safety clearance to the departments WAN and LAN (Menzies et al. 2013). Organizational structure and design The department works under the supervision of the commissioner who is appointed by the state governor. When a project begins, deputy commissioner reports to the commissioner who also belongs from the field of Eligibility Operations just like the commissioner. All other four divisions of the department that are mentioned above are the responsibility of assistance commissioners. Assistance Commissioners report to deputy commissioner. However, some times, assistant commissioners also report to the commissioner directly. Commissioners and deputy commissioners are normally appointed within the organization itself. However, assistant commissioners are appointed from outside of the organization and have no previous experience in social services (Pitsis et al. 2014). In the year of 1993, the organization recruited a tiny group of contractors to help plan the project. In case of the department side, the group that was responsible for the planning for planning included senior managers and project managers. The CASE tool was utilized in order to capture the goal of the project, critical factors for achievement and organization-wide data and process model. The scope of the project was described; however, it did not take into account any projected costs or comparisons with the approved budget. On the other hand, the Assistant Commissioner did not even hire software architects and data architects and for this reason the preliminary data model was never tested properly or never undergoes any quality assurance process (Unger et al. 2012). Need for redesign With the initial structure the social workers faced tremendous dilemmas in their operational activities. The major issues that have been identified are the repeated cultivation of the ever changing policies so that they can efficiently identify the eligibility of any individual in terms of receiving benefit. Therefore, it can be observed that the initial structure was immensely time consuming as well as tiring for the social workers (Bowers and Khorakian 2014). The case study effectively identifies that the initial problems with the structure critically limited the ability of the social workers with regards to service provision to general populace. With the ever rising complexities of the policies, the significance of the initial structure gradually became obsolete. In this context, the service providers exclusively needed a certain degree of automation. Considering this particular facet the division required to make the system more capable. This particular stress-free environment would be highly helpful for them as they would be able to track client contacts with more easily. In addition to that, the system needed to be able to calculate the financial benefit with less support and greater efficiency. Although the effort of the division came fruitful as they got access of bridging networks of systems, the systems were highly backdated and difficult (Teller and Kock 2013). The basic programs of the system was designed and documented in a very poor fashion. Therefore, the social worker came to face similar problems with the existing system. In addition to that, the updating activity with the simple policy change along with the continuous maintenance became another major issue of the social workers. Therefore, it is evident that the division was in dire need of redesigning of the structure. Part 2 Project vision The main vision of the project was to put into practice a multilevel client-server architecture that would not depend on the mainframe computers of the state. The organization wanted to develop multi level client-server architecture in order to develop an approach that includes a client and a number of servers that are connected with each other through a single network and special software. As this architecture is extremely helpful in developing a communication between client and server, the organization expected that it would provide the most flexible framework for using technologies. In figure 3, an example of multi level server where the server includes Database Management System (DBMS) sever and application server (Zeng et al. 2015). Project goals The project was executed to meet some requirements of the organization. Those requirements or goals are hereby mentioned below, It was expected that after the successful completion of the project, all beneficial calculations related to the departments policies and procedures will be done. DTA also expected that it would minimize or eliminate the risk of errors substantiality (Reich, Gemino and Sauer 2012). The project was also expected to allow the social workers to provide single point of contact to clients. Social workers would be able to do that as they would be able figure out eligibility of all programs. It was also expected that reporting would be enhanced by allowing the department to access important information that could implement cost savings and maximization of revenue. After the project, the department was expected to provide a better financial accountability along with improved knowledge in response to advocate challenges and court reviews. Through the project, the organization wanted to have an improved and enhanced boundary with the states Medical Agencys knowledge system along with the states Revenue Departments Child Support System (Chih and Zwikael 2015). Another foremost goal of the project was to make possible direct deposits and electronic advantage relocate. Project scope The project scope was to automate more than 60% o the departments processes and implementing an upgraded database that can include more than 70% of the departments data. Another scope of the project was to deliver an incorporated process and data model that can become handy for issuing a Request for Proposal (RFP) for the purpose of design and establishment of the project within a certain period which is eleven months (Pritchard and PMP 2014). Project structure and staffing The project structure was developed in a way that before Broad Agency Announcement all the project members can be trained in the information method by using ADW (Active Data Warehousing) CASE tool. However, the structure of the project had some flaws and as a result the project did not have required staffing. It was required to have an encyclopedia manager to monitor and manage the nine BAA CASE tool encyclopedias and to establish an organization wide encyclopedia. Later in the year of 1993, first encyclopedia manager was hired. However, until 1994, data architect was not hired (Valitov and Sirazetdinova 2014). The organization made sure that the data architect who was hired had ample amount of experience in data modeling. However, it was required to hire another second data architect. Thus, the organization recruited another data architect who had MBA in MIS and worked for the department in the past. This second data architect was trained about data modeling in a very short period of time. Later in November of 1994, an application architect was hired. However, just like the other applicant, he also realized that the process model was a muddle. The project was such a mess that contractors who were hired as facilitators ran the BAAs. Only the facilitator got the opportunity to work on a project that was somehow similar near the scale of the project (Fernndez-Diego 2013). Part 3 Process analysis People who were working to monitor the BAAs were expected to deliver CASE tool encyclopedias that included an integrated process and data model. Besides, a number of sub-phases were also expected to publish as formal documents. The organization added lots of documents such as pre-scope document, document related to data model, document for final evaluation, an introduction design capacity document and a preliminary design document. Documentation amenities related to the CASE tool were extremely cumbersome and slow. Normal documents were from about 50 pages to 100 pages which were evidently quite big. However, some other documents were even bigger and as a result; users were unable to read them properly. In spite of being lengthy and big, the staff was pressured to develop all the documents within the time which was only 1 day for each document. As a result, contractors had to extra 10-20 hours a week in order to develop all the models and documents. On the other hand, the assistant c ommissioner absolutely refused to provide any overtime for extra payment for during the project (Hillson and Simon 2012). Encyclopedias inspected and revealed documents that included the models according to their quality. Those models were mainly ranged from completely unusable to partially usable for design. Technical director of the organization asked that the models must be fixed between a certain times which was another hectic job to do. On the other hand, BAA02 which was the Eligibility Determination business area constantly made a poor progress. As a result, the project management team became concerned as this part of the business was the root of the project. The project management team thought that as the main portion of the project is going slow, the entire project will be affected (Marcelino-Sdaba et al. 2014). When the project progressed it became evident that the estimations that were taken were actually far from reality. However, when the schedules were offered to the executive staff it exhibited that all the tasks except BAA02 was completed within the schedule. Besides, on the other hand, the quality of the models and impractical estimations started to impact negatively on most of the project staff. Motivation of the employees started to fall down. In the end, it was seen that the organization lost almost 30% of its staff within one and half year. These challenges and problems of the project mostly affected the newer project members. These newer project members were comparatively new and most of them had a normal and formal education in system development process (Teller, Kock and Gemnden 2014). Role of request for proposal Request for proposal (RFP) was released in 1994 with a purpose of choosing a vendor who will sign a contract in order to provide a pilot application by November 1996. In the RFP, it was mentioned that a fixed-price contract will be signed by the winning vendor. However, later it was revealed that this fixed-price contract was only the two third portion of the total procedure. The winner had to undergo a scoring mechanism. This scoring mechanism was mostly based on whether the contractor had any previous FAMIS development experience or not. This system was also implemented to understand whether this vendor have done this type of architecture in the past or not (Karlsen et al. 2015). On January 31, 1995, the organization received two proposals, where both of the vendors were two of the largest IT consulting firms in the world. Both those farms had the experience of delivering FAMIS system recently. On the other hand, one of those vendors suggested absolutely same solution that the organization was looking for. However, the other vendor suggested that changes must be done in mainframe system. Both the departments knew that the organization will spend a fix amount of $32 million for the project. Vendor who had a slightly lower bid won the contract. However, during official communication with the winning vendor, the project management team of the organization decided to hide that the analysis models were being changed for that the vendors bid for. As result, the winning vendors lost their room for interpretation. The project management team also made sure that no project personnel can communicate with the winning vendor in order to keep the information secret (Telle r and Kock 2013). Process design and rectifications As a first step of the project, a project office was leased near the main office of the department. Design process was started to develop in August 1995. Right after the beginning of process design, contractor of information technology realized that he is working on a changed data model and a poor quality method model. Therefore, the project manager of the department and technical director asked the application architect of the department to figure out a fix for the process model. It was estimated that to fix the current model it would take nearly thousand hours. However, all the senior management personnel of the department expected that the winning vendor will use their own analysts in the fixing method (Cagliano, Grimaldi and Rafele 2015). Measuring progress/benchmarks The entire project has been conducted through lots of ups and downs as well as several major phases. The entire progression of the project has marked several benchmarks, which are most crucial for the success of the project. First of all the initial step was the declaration of Federal Government to be spending a prestigious amount of funding on FAMIS system in the year of 1992. The next major step was employing small group of contractors to facilitate a robust planning of the project including significant set of goals, assumptions as well as scope of the project (Pekkinen and Aaltonen 2015). After that, the project has been staffed with trained employees including encyclopedia manger, data architect as well as application architect. The next step was the analysis step which included developing numerous sub-phase oriented lengthy documents such as pre-scope document, pre-design scope document, as well as pre-design document. The final step of the analysis phase was entailed with the submitting a request for proposal (Dey 2012). The contractor has been employed to provide a FAMIS certified certificate in 20 million dollars. However, due to misleading activities of department the working relationship between the vendor and the department got poisonous. As a result, the vendor nullified the contract after a long negotiation as well as bitterness. After nullification of these contracts the department made a second contract with new contractors in the year of 1996. The core application of the department is being developed by Forte at the current date. Part 4: Dealing with failure and external IT firms It has been effectively identified from the case study that the department had no contingency plan in case of dealing with the external IT firms. The department had no prior experiment to work with the external solution firm. In addition to that, it has been also identified that the management of the project has been downright misleading from the very beginning of the contract with the external IT vendor. As the project development process had no transparency the confusion as well as bitterness started to rise from very early period. The long period of working eventually reduced the employee strength up to 30% of the initial strength. In response to the departments misleading activities, the vendors also stopped to cooperate with the department. As an end result, the entire project developing activity turned out to be a battlefield of ego between the departments and vendors. Both the parties are least interested to resolve the issues. In addition to that, the department intentionally did not cooperate to produce an effective communication channel (Hopkinson 2012). Therefore, after long bitterness the contract development project had been nullified and the department faced severe challenges of low morality. In this context, the department has wasted a long time to employ second contractors. In addition to that, they were not also interested to stay on their previous goal. They did not identify the major problem which was lack of transparency as well as the communication channel (Kendrick 2015). They attempted to initiate their system issue with second graded reusable solution. It can be easily observed that the activities considering the interaction with external firms as well as crucial challenges were immensely unprofessional and irrelevant. Barriers and enablers of effective process analysis and design It was expected that, when the system would be fully developed, it will automatically shut down the old mainframe computers and will be able to use the system to respond to the changes of the policy. However, the main barriers of this project management system will be seen when staffs will be unable to use this new system as they have no training related to it. Therefore, it is important that the contractors should deliver a recognized and maintainable design and accomplishment. However, it is also true that it will not be easy to maintain the system unless MIS staff is not trained in object-oriented designs with the help from outsourcing organization. Therefore, the risk is high that the organization is going to replace an old maintainable system with an unmentionable new system (Bowers and Khorakian 2014). Lessons learnt and path for future From the entire project which is learnt through the case study, it is evident that the organization had no contingency plans for enduring the project after division of the relationship with the first contractor (Hopkinson 2012). All the project work was stopped while the departments management pondered the next step. The situation was extremely critical; however, the organization continued to give pressure to resume the project growth. In the end of the project, a lot of information was found from where the organization can learn a lot of things and can clear their path for future project (Zhao, Hwang and Phng 2014). Those things are hereby mentioned below. It was found that the process that was used for the project was extremely undependable. The project was committing to a budget based only on superficial look atadditional state systems. On the other hand, most of the budget was exhausted in the early stage of the project and there was no plan B to deal with such troubles. In the future, if the organization wants to redevelop this project, then they will have to establish a risk management plan initially to deal with unexpected problems. It will not only allow the company to save time and money but will also help the project management team to execute the project without any worry (Dey 2012). On the other hand, the eleven months schedule was extremely unrealistic. The MIS group was true forced to complete a task under an extremely aggressive schedule where they had no experience at all about how to use information engineering methodology. If the organization could implement an independent assessment of the schedule then they could identify many tasks that were not possible to complete within the given schedule (Tysiak 2014). Besides, it was also seen that the department had serious problems while retaining qualified technical people. However, it is known that this type of situation is extremely common in the Government. However, the department took several actions to deal with this situation that exacerbated the retention problem (Manotas-Nio et al. 2015). On the other hand, department stopped to recruit system architect and data architect that caused more issues in the project. In order to make the project a successful one in the future, the department will have to upgrade their recruitment system so that qualified and experienced people can join the organization for the purpose of the project (Alhawari et al. 2012). For any project the most important method is risk management process. Through the case study, it is seen that the department absolutely had no risk management plan in their project management. On the other hand, the users received no warnings about any potential downfall (Kendrick 2015). In the project, problems related to RFP evaluation criteria also existed. RFP tried their best to gather past information o the vendors whoever, this principle was not enough to achieve the goals. The goal was to figure out whether the key personnel were actively connected to the similar project or not and whether those projects were a success or not. However, they could only figure out the participation and could not figure out whether it was a success or not. This must be changed in the future by collecting more information about the vendors. The department will have to find out that participating vendors have worked under a successful project or not (Pekkinen and Aaltonen 2015). The project was never given an administrator permission to put an industry reengineering course in place. In place of that, the project actually got do what you can do type of orders from the commissioner. The most negative factor in the process was its informality. No one was there to monitor the enterprise-wide level of business methods that were paramount for an optimal reengineering effort. As a result, a lot of time was lost while doing negotiations between different business functions (Rabechini Junior and Monteiro de Carvalho 2013). Conclusion In the end, it can be concluded that the organization while doing the project took everything for granted and did not implement proper strategies. The organization did not hire qualified and experienced employees and architects in the company for managing the project. They hired vendors for managing the projects also; however they decided not to reveal system problems that existed in the organization. Their systems were flawed and they changed the system without telling anything about it to the vendors and this created more problems. On the other hand, the schedules that were created as estimated time for completing each work in a project were too narrow to complete. It was impossible for the project team to complete the tasks within that time frame. Besides, the management of the organization never thought that the new system will be a headache for the employees as they had no idea about this new system. The management did not implement any training session in the organization to ed ucate the staffs about the new system. They also did not ask any external organization to do the same for them. Therefore, it was inevitable that the employees will not be able to maintain the system in the initial stages and in turn the management will face several issues related to it. Therefore it can be said that DTA could not implement proper strategies and support to its vendors to complete the project in a successful manner. References Alhawari, S., Karadsheh, L., Talet, A.N. and Mansour, E., 2012. Knowledge-based risk management framework for information technology project.International Journal of Information Management,32(1), pp.50-65. Binder, J., 2016.Global project management: communication, collaboration and management across borders. CRC Press. Bowers, J. and Khorakian, A., 2014. Integrating risk management in the innovation project.European Journal of Innovation Management,17(1), pp.25-40. Braglia, M. and Frosolini, M., 2014. An integrated approach to implement project management information systems within the extended enterprise.International Journal of Project Management,32(1), pp.18-29. Cagliano, A.C., Grimaldi, S. and Rafele, C., 2015. Choosing project risk management techniques. A theoretical framework.Journal of Risk Research,18(2), pp.232-248. Chia, R., 2013. Paradigms and perspectives in organizational project management research: implications for knowledge creation.Novel Approaches to Organizational Project Management Research: Translational and Transformational. Copenhagen Business School Press, Copenhagen, pp.33-55. Chih, Y.Y. and Zwikael, O., 2015. Project benefit management: A conceptual framework of target benefit formulation.International Journal of Project Management,33(2), pp.352-362. Dey, P.K., 2012. Project risk management using multiple criteria decision-making technique and decision tree analysis: a case study of Indian oil refinery.Production Planning Control,23(12), pp.903-921. Fernndez-Diego, M., 2013. Project Risk Management. InProject Management for Environmental, Construction and Manufacturing Engineers(pp. 75-90). Springer Netherlands. Grefen, P., Pernici, B. and Snchez, G. eds., 2012.Database support for workflow management: the WIDE project(Vol. 491). Springer Science Business Media. Hillson, D. and Simon, P., 2012.Practical project risk management: The ATOM methodology. Management Concepts Inc.. Hopkinson, M.M., 2012.The project risk maturity model: measuring and improving risk management capability. Gower Publishing, Ltd.. Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment.International Journal of Project Management,33(1), pp.126-139. Karlsen, J.T., Folke-Olsen, O. and Torvatn, T., 2015. Project risk management: use and benefit of various tools.Transportation Systems and Engineering: Concepts, Methodologies, Tools and Applications, IGI Global, Hershey, Pennslyvania, pp.250-271. Kendrick, T., 2015.Identifying and managing project risk: essential tools for failure-proofing your project. AMACOM Div American Mgmt Assn. Kerzner, H.R., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Manotas-Nio, V., Clermont, P., Geneste, L. and Halabi, A.X., 2015, October. Towards a model of integration between Risk Management and Lesson Learning system for Project Management. InIndustrial Engineering and Systems Management (IESM), 2015 International Conference on(pp. 1179-1185). IEEE. Marcelino-Sdaba, S., Prez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms.International Journal of Project Management,32(2), pp.327-340. Marcelino-Sdaba, S., Prez-Ezcurdia, A., Lazcano, A.M.E. and Villanueva, P., 2014. Project risk management methodology for small firms.International Journal of Project Management,32(2), pp.327-340. Meng, X., 2012. The effect of relationship management on project performance in construction.International journal of project management,30(2), pp.188-198. Menzies, T., Brady, A., Keung, J., Hihn, J., Williams, S., El-Rawas, O., Green, P. and Boehm, B., 2013. Learning project management decisions: a case study with case-based reasoning versus data farming.IEEE Transactions on Software Engineering,39(12), pp.1698-1713. Pekkinen, L. and Aaltonen, K., 2015. Risk management in project networks: an information processing view.Technology and Investment,6(1), p.52. Pitsis, T.S., Sankaran, S., Gudergan, S. and Clegg, S.R., 2014. Governing projects under complexity: theory and practice in project management.International Journal of Project Management,32(8), pp.1285-1290. Pritchard, C.L. and PMP, P.R., 2014.Risk management: concepts and guidance. CRC Press. Rabechini Junior, R. and Monteiro de Carvalho, M., 2013. Understanding the impact of project risk management on project performance: an empirical study.Journal of technology management innovation,8, pp.6-6. Reich, B.H., Gemino, A. and Sauer, C., 2012. Knowledge management and project-based knowledge in it projects: A model and preliminary empirical results.International Journal of Project Management,30(6), pp.663-674. Schwalbe, K., 2015.Information technology project management. Cengage Learning. Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world.International Journal of Project Management,33(2), pp.278-290. Teller, J. and Kock, A., 2013. An empirical investigation on how portfolio risk management influences project portfolio success.International Journal of Project Management,31(6), pp.817-829. Teller, J., Kock, A. and Gemnden, H.G., 2014. Risk management in project portfolios is more than managing project risks: A contingency perspective on risk management.Project Management Journal,45(4), pp.67-80. Teller, J., Kock, A. and Gemnden, H.G., 2014. Risk management in project portfolios is more than managing project risks: A contingency perspective on risk management.Project Management Journal,45(4), pp.67-80. Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance.International Journal of Project Management,32(8), pp.1382-1394. Tysiak, W., 2014. A deeper insight in some effects in project risk management.International Journal of Computing,13(4), pp.214-220. Unger, B.N., Kock, A., Gemnden, H.G. and Jonas, D., 2012. Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement.International Journal of Project Management,30(6), pp.675-685. Valitov, S.M. and Sirazetdinova, A.Z., 2014. Project risks' management model on an industrial entreprise.Asian Social Science,10(21), p.242. Zeng, S.X., Tam, C.M. and Tam, V.W., 2015. Integrating safety, environmental and quality risks for project management using a FMEA method.Engineering Economics,66(1). Zhao, X., Hwang, B.G. and Phng, W., 2014. Construction project risk management in Singapore: resources, effectiveness, impact, and understanding.KSCE Journal of Civil Engineering,18(1), pp.27-36.

Market Structure and Technological Change

Question: Discuss about the Market Structure and Technological Change. Answer: Introduction PLX Devices, an organization based in California produced a device named PLX Solar Legion that is used to develop free natural electricity from the excessive heat of the sun (Mester 016). As the product is allowed to enter the market of Australia, marketing objectives, strategies and action programs are needed to be developed that will help the organization to launch the product in the market successfully. Further, a set of goals and objectives laid down by the company helps its stakeholders to perform and connect with the enterprise effectively. Policies and action plan are designed for the next six months of the launching of the product. The marketing mix for the PLX device is performed with the help of the 4 P's tool that contributes to understanding the market for the device. Additionally, the action program for the device helps the managers of the brand to know the steps and the activities that are needed to be followed in order to launch the product successfully. Thus, the project sheds light on the effective launching process of the PLX device in the market of Australia. Marketing objective According to Kotler et al. (2015), it is important for the company to develop objectives that will help the company to sustain in the market even after the launching of the product. The three most important goals of PLX Devices that are achievable within the first three months of the product launch are as follows: Sustainable revenue generation: One of the principal objectives of the company is to achieve huge sales and market share that will help the company to earn a higher profit. The higher sales can be accomplished within the first six months of the product launching if the company is able to provide high quality product and services to the customers (Kickstarter 2016). Enhanced growth: The more the company promotes the PLX device, the more will be the customers able to know about the product. Thus one of the objectives of the company is to adopt active promotion to increase the product awareness among the clients who helps to grow sales. Societal welfare: Creating a brand image is an important activity of PLX Devices. To survive in the highly competitive Australia, the company targets to benefit the people (Plxdevices.com 2016). Brand management increases the brand image through gaining customer satisfaction and customer retention. PLX Devices Marketing PLX Devices divides the market in order to carry out an enhanced marketing mechanism. According to Baldwin and Scott (2013), the company divides the market into various segments based on the demographic, geographic and psychographic conditions of Australia. In the demographic segmentation, the market is divided based on the religion, sex, education and the occupation of the individuals. The company focuses on the people who have occupation relying on the use of computer and technology. Geographical segregation helps the company to focus on the individuals of a particular market, which helps them to understand the market need in details (Wedel and Kamakura 2012). Psychographic divisions are performed by PLX Devices by determining the interest, activities and the opinion of the customers. Targeted customers With a launch of the solar device in Australia, PLX Devices primarily focus on the household and office areas that require an excessive amount of energy to carry out their daily functions. An objective of serving towards the wellbeing of the society, the company takes a deep interest in maximizing the idea for a need of the environmental friendly device among every possible corner of the country. In addition to targeting schools and universities, the managers also aim to deliver the product in governmental departments. According to Griggs et al. 2013, the increase in knowledge for a sustainable environment would lead to a considerable increase in target market policies. Market positioning The management board of PLX Devices carries out a detailed study of the Australian market for an efficient positioning of its goods. Recognizing Sydney and Melbourne as the most dynamic regions, the company majorly focuses on the two areas to position its goods for the few beginning months. Additionally, an expansion of demands in NSW and the northern territory would also contribute towards the revenue generation of the business (Rahman Shahbaz and Farooq 2015). Along with profitability, a need for public welfare would let supervisors intervene in Victoria, Tasmania, Queensland and parts of South Australia as well. Marketing Mix The Solar Legion device of PLX is an adaptable and self setting solution that is not only easy to install but also an efficient energy producing system. The introduction of the product in the era of the developing world would lead to an enormous growth of the company. Further, the diversification of the commodity based on the requirements of the people is one of the most efficient decisions taken by the management (Goi 2015). A production of solar hub and panels is an addition to the basic solar kit of the company. Power inverters, mounting screws, harness, plugs, stronghold wires, nuts and washers for the machine can be bought separately if lost. Along with all these goods, the most active which comes handy is the monitoring app developed by an expert of the organization. With a need for expansion in power generating system, PLX Devices provide the people of Australia with two 100 watt panels that can be increased by the install team. The 160-watt inverter proves to be efficient and also can be expanded with a little pocket pinch. Not only does the company provide its people with material products but also a ready after sales service team who serve six days in a week. Price With an intervention in the Australian market, the company sets a reasonable and affordable price for the exceptional product. The most basic starter pack that includes all necessary goods costs $449.99. Legion solar is just a plug and operates machinery that performs three times faster as compared to any other device. A onetime investment for the product is priced to suit not only the needs but also the budget of the Australian people. The further expansion kit is set at the cost of $379.99 that specifically includes 8-z brackets, extra 1t harness, panels, inverter and several other parts (Plxdevices.com 2016). Installing the simple frame is facilitated with an additional payment to the service employees of the company. Though the cost of all the arrays might look like a big investment but in reality saves the people from an extra burden of the current use of electricity sources. Furthermore, the 11,000MAH battery will be sold at $39.99 instead of its original price $69.99 to attract customers. Concerning the Legion Meter, the price level is set at $29.99 giving a $40.00 discount. PLX Devices strongly relies on the nature and lifestyle of the people to build up its pricing strategies. A customer oriented product costing would attract more clients and result in a stable revenue generation for the business. Place In order to flourish in Australia, PLX Devices greatly emphasizes on a broad distribution plan. Australia being a developed country possesses an enormous amount of resources, the use of which would decide the brand's future in the country. Managers target the busiest cities to create a placement order of the device. An accessibility of the product in the market relies on the positioning and distribution strategies of the company. The brand makes use of the available agents and middlemen to carry out circulation of the good. Further, setting up franchises, hubs, and subsidiaries in parts like Sydney, Western Australia, NSW will set up a strong base for business. As stated by Williams (2016), to survive in the highly competitive country, supervisors also focus on a selective distribution system to meet the needs of their targeted customer segments. PLX Devices also take a sincere interest in participating in social welfare and sustainable future programs organized by the government. Further, the enterprise takes a keen interest in exhibitions and seminars that focus on a development of a bright future for Australia. As stated by Gordon (2012), with the growth of the internet and online shopping websites, managers distribute goods through their little cache online site that can be accessed from anywhere at any point of time. Promotion The management structure of PLX Devices seeks to understand and intervene in Australia with an impacting promotional plan. In order to attract customers, the advertisement is largely needed to increase brand awareness and sales. Concerning the competition in the country, managers invest and promote the necessity of an extensive strategy to drive and retain consumers in the company. Supervisors maintain a direct relationship with their clients to know about their needs and also to provide them with information on the launch of new products. Policies like door to door selling, word of mouth and public programs are the core procedures practiced by the business in this regard. Furthermore, providing of samples will also lead to sufficient rise in sale amounts in the coming three to six months (De Mooij 2013). With a rapid growth in social media and the internet, PLX managers recognize economies of scope in promotion through networking and high rated websites. As stated by Pavlou and Stewart (2015), ads on televisions, newspapers and posters will also contribute towards building up of a potential audience in Australia. The skilled supervisors in the company focus on the use of a promotional mix policy that best suits the country rather than concentrating on a single technique. Action Programs A flourishing prosperity of PLX Devices greatly depends on a detailed action plan. A sustainable revenue generation is directly related to the company`s motives for societal welfare and growth enhancement. In order to benefit Australia, managers emphasize on an ethical code of conduct to carry out transactions. Moreover, opening up hubs and subsidiaries in the nation creates job opportunities for the unemployed. As opined by Urwin and Buscha (2012), back to work programs and environmental advancement schemes will increase the ecological conditions in the country. The concept of collaboration with competitors would also open up scopes for the brand. Use of modern technology, trained workers, and capital advertisement policies will enhance the growth of the organization in the foreign country (Bravo-Biosca Criscuolo and Menon 2013). Conclusion Marketing strategies of PLX Devices are what seatbelts are to human lives. The goals and objectives of the brand to help the society is the key to its success. Like every other firm, PLX also focuses on business growth and high revenue generation in the foreign country. Australia being a country of its kind owns a market like no other. The rapid development of the nation will open up chances for the prosperity of the organization. Furthermore, an exercise of the 4P marketing strategy by the high skilled internal stakeholders plays a major role in advancement of the brand. Concerning a six-month period from its establishment, PLX Devices focus and check the implementation of the target program. Scrutinizing the above report it can be concluded that though intervening in Australia is hard, with proper management the company can emerge among the leaders in a few years. References Baldwin, W. and Scott, J., 2013.Market structure and technological change(Vol. 18). Taylor Francis. Bravo-Biosca, A., Criscuolo, C. and Menon, C., 2013. What drives the dynamics of business growth?. De Mooij, M., 2013.Global marketing and advertising: Understanding cultural paradoxes. Sage Publications. Goi, C.L., 2015. Marketing Mix: A review of'P'.The Journal of Internet Banking and Commerce,2005. Gordon, R., 2012. Re-thinking and re-tooling the social marketing mix.Australasian Marketing Journal (AMJ),20(2), pp.122-126. Griggs, D., Stafford-Smith, M., Gaffney, O., Rockstrm, J., hman, M.C., Shyamsundar, P., Steffen, W., Glaser, G., Kanie, N. and Noble, I., 2013. Policy: Sustainable development goals for people and planet.Nature,495(7441), pp.305-307. Kickstarter. (2016).Legion Solar - A Better Way to Energy Independence. [online] Available at: https://www.kickstarter.com/projects/plxdevices/legion-solar-a-better-way-to-energy-independence [Accessed 26 Sep. 2016]. Kotler, P., Burton, S., Deans, K., Brown, L. and Armstrong, G., 2015.Marketing. Pearson Higher Education AU. Mester, L.J., 2016.The US Economic Outlook and Monetary Policy 07.13. 16 Australian Business Economists, Sydney, Australia(No. 74). Pavlou, P.A. and Stewart, D.W., 2015. Interactive Advertising: A New Conceptual Framework Towards Integrating Elements of the Marketing Mix. InNew Meanings for Marketing in a New Millennium(pp. 218-222). Springer International Publishing. Plxdevices.com. (2016).Legion Intelligent Energy. [online] Available at: https://www.plxdevices.com/shop-legion-intelligent-power-solar-batteries-charging-s/202.htm [Accessed 26 Sep. 2016]. Plxdevices.com. (2016).Legion Portable Batteries Charge Accelerators Android iPhone. [online] Available at: https://www.plxdevices.com/Legion-Portable-Batteries-Charge-Accelerators-Android-iPh-s/123.htm [Accessed 26 Sep. 2016]. Rahman, M.M., Shahbaz, M. and Farooq, A., 2015. Financial development, international trade, and economic growth in Australia: new evidence from multivariate framework analysis.Journal of Asia-Pacific Business,16(1), pp.21-43. Urwin, P. and Buscha, F., 2012. Back to Work. Wedel, M. and Kamakura, W.A., 2012.Market segmentation: Conceptual and methodological foundations(Vol. 8). Springer Science Business Media. Williams, J., 2016. Economic insights on market structure and competition.Addiction.

Review Essay Example

Review Essay Questions 1. What is forensic science? The application of science to the criminal justice system 2. What three tasks or responsibilities does a forensic scientist have? Three responsibilities of a forensic scientist are collect and analyze evidence, and train other law enforcement or officials in how to record and collect evidence 3. What criteria might be used to establish someone as an expert witness? Criteria used to establish an expert witness might be the person’s degrees, and the number of years of experience that that person has in the field 4. What are two of the ways that a forensic pathologist might use to help determine the time of death? Two ways a forensic scientist can determine the time of death are algor mortis and liver mortis 5. What does a forensic anthropologist do? Specializes in the identification and examination of skeletal remains Critical Thinking Questions 1. Why do you think it is so important to use proper methods when collecting evidence from a crime scene? The criminal could get away because you didn’t use proper methods to collect evidence, which could lead to another crime 2. Why do you think forensic science has been increasingly used by the criminal justice system? They use science in an investigation so on a court system it isn’t â€Å"person A† against the criminal, there would be proof and evidence 3. Which of the forensic scientist’s responsibilities do you think would be the most challenging? Why? I feel like the hardest responsibility would be finding evidence at a scene. Sometimes criminals wear gloves so there would be no finger prints, so you would have to look for tire tracks or foot prints, making the investigation even harder. . Which of the forensic scientist’s responsibilities do you think would be the most interesting to you? Why? I feel that the most interesting responsibility would be gathering and examining the evidence because I am one to wonder how things work and how things fit together like a puzzle. An investigation is similar to a puzzle. 5. Which of the specialty areas do you think you would most like to work in? Why? I would want to specialize in forensic pathology because determining the time and cause of death you be really interesting to me We will write a custom essay sample on Review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Review Essay Example Review Essay Questions 1. What is forensic science? The application of science to the criminal justice system 2. What three tasks or responsibilities does a forensic scientist have? Three responsibilities of a forensic scientist are collect and analyze evidence, and train other law enforcement or officials in how to record and collect evidence 3. What criteria might be used to establish someone as an expert witness? Criteria used to establish an expert witness might be the person’s degrees, and the number of years of experience that that person has in the field 4. What are two of the ways that a forensic pathologist might use to help determine the time of death? Two ways a forensic scientist can determine the time of death are algor mortis and liver mortis 5. What does a forensic anthropologist do? Specializes in the identification and examination of skeletal remains Critical Thinking Questions 1. Why do you think it is so important to use proper methods when collecting evidence from a crime scene? The criminal could get away because you didn’t use proper methods to collect evidence, which could lead to another crime 2. Why do you think forensic science has been increasingly used by the criminal justice system? They use science in an investigation so on a court system it isn’t â€Å"person A† against the criminal, there would be proof and evidence 3. Which of the forensic scientist’s responsibilities do you think would be the most challenging? Why? I feel like the hardest responsibility would be finding evidence at a scene. Sometimes criminals wear gloves so there would be no finger prints, so you would have to look for tire tracks or foot prints, making the investigation even harder. . Which of the forensic scientist’s responsibilities do you think would be the most interesting to you? Why? I feel that the most interesting responsibility would be gathering and examining the evidence because I am one to wonder how things work and how things fit together like a puzzle. An investigation is similar to a puzzle. 5. Which of the specialty areas do you think you would most like to work in? Why? I would want to specialize in forensic pathology because determining the time and cause of death you be really interesting to me We will write a custom essay sample on Review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer

President Ford essays

President Ford essays When researching my option on a president who I should evaluate, I decided to choose President Gerald R. Ford. Ford had served as president from 1974 to 1977, after the unprecedented resignation of Nixon on Aug. 9, 1974. President Ford was president when I was brought to this world in 1976, so this gave me all reasons to evaluate his performance as president of the United States. To give you an understanding view of my personal assessment of President Fords performance, I rate base on his personality and his political history. Symbol of the country and the presidency When voting for a president we always look at there character and leadership skills. We see what type of leader He/She is based on, from there past and how they do during their run for presidency. In the case of President Ford, he was only known as the political figure that came into the vice-presidency of President Nixon after Agnews resignation. I at first believed it would be hard to grade a person who came into office by default and by that a person who served under a president who at the time was going to be impeached, and probably prosecution. Through all the writings of past and present I found that I personally would give President Ford a scale of, B. President Ford would become president when all of the people of the United States had lost trust in the leadership of our country. President Ford assured that when he took office that our long national nightmare is over and pledged openness and candor. Well during that time I personally believed that the openness Ford proclaimed took courage and proved to our country the type of leader that was to come. In the excerpt from the essay by James Cannon, said that President Fords character had come from the teaching of President Fords mother Dorothy Gardner Ford. Ford was chosen by his peers in Congress, for his integrity and trustworthiness. Fords forceful lead...

Economics Essay Example | Topics and Well Written Essays - 1000 words - 20

Economics - Essay Example In this context, it is proposed to study the case of Aer Lingus, the national carrier of Ireland, whose existing promotional mix shall be analyzed thereby helping provide a foundation to devise an improved marketing and communication plan that can be used to enhance the brand awareness thereby increasing the number of customers in the long run. Travelling to Ireland has never been cheaper. Be it travelling from North America across the transatlantic route or from any destination in Europe, the price disparity between destinations in Ireland and neighboring England is bewildering and more often than not the so called ‘budget’ airlines that promote a no frills offer have often left customer paying more than what they would have spent on a regular flight. Besides, all this is without the regular refreshments on offer. The most prominent form of advertising strategy currently followed by Aer Lingus relies extensively on the Internet wherein the primary emphasis is on flights to and from Ireland. The company has grown from a small carrier to Ireland’s principal carrier by thriving on the idea of the ‘no-frills airline’ concept, a business model that has been adopted by several European airlines such as Ryan air and Easyjet. Additionally, Aer Lingus offers inter - continental flights to and from the United States in addition to the newly opened route to Dubai in the United Arab Emirates. Most of Aer Lingus’ branding is based on web based advertising wherein it has adopted a bidirectional approach. For customer hailing from within Ireland, the company has used the local print and mass media through newspapers and television in order to keep the brand name afresh among the people. Secondly, in order to generate business from overseas customer flying into Ireland, the airline has established partnerships with several airline booking websites such as www.momondo.com,