Reduced Budget Plan U2IP Research Paper Example | Topics and Well Written Essays - 1000 words

Reduced Budget Plan U2IP - Research Paper Example Lean production philosophy has also been covered in the research paper. Comparison has been done between accounting principles in lean production with that of typical production. The project basically throws light on the cost perspectives in an organization. Managerial Accounting Vs Cost Accounting Managerial accounting encompasses cost accounting and covers a broader scope than cost accounting. Highlights on the differences between managerial accounting and cost accounting are enumerated below: Managerial accounting includes cost accounting as well as financial accounting whereas cost accounting includes cost information only for managerial use. Managerial accounting is carried out for decision-making whereas cost accounting is used for the purpose of ascertaining cost and cost control. Managerial accounting deals with qualitative as well as quantitative aspects whereas it deals with only quantitative aspects. Cost accounting involves working out cost per unit whereas managerial acc ounting includes further comparative analysis of figures and statements. Managerial accounting has a more future-oriented approach whereas cost accounting is historical in approach and makes projections based on historical data. Managerial accounting cannot be installed without a proper cost accounting system whereas cost accounting does not require management accounting for its installation. Lean Production Philosophy It is manufacturing technique to boost profitability and efficiency. It aimed at reducing the time lag between customer order and delivery by elimination of wastages in the production system. The companies in order to have a successful lean production system in place should practice if not all most of the technical requirements: Kaizen: Kai means continuous and Zen means improvement. It relates to continuous improvement in cost, design, quality and delivery. Kanban: It needs to be in place. Step change: To eliminate waste there is a need to make radical improvements o f an activity. Supplier base reduction: Attempts to reduce engagement with large number of suppliers. Cellular manufacturing: In order to reduce process, waiting and transport time it is essential to group closely all the facilities in place to produce a product. Total productive maintenance (TPM): It is aimed at improving consistency, capacity and reliability of machines. Five S and general visual management: Aimed at reducing inefficiency and clutter of any office or production system. Value and the seven wastes: The notion of value shouldn’t be ignored ever. Supplier development: Focus is on developing links with suppliers and working closely with them. Single minute exchange of dies (SMED): It is necessary to eliminate delays in change-over times on machines in order to improve work flows and reduce lead time. Single piece flow needs to be in operation: One complete product should flow through stages of operation at a time (Bhasin, 2004, pp. 57-58). Accounting Principles in Lean Production and Typical Production Lean production follows the same Generally Accepted Accounting Principles (GAAP) as in typical production. Lean accounting enables value based pricing i.e. by value streams focussing on customer value whereas in typical accounting is cost based pricing. Both enable inventory valuation but lean accounting values inventory better and easier. Lean accounting enables value stream financial improvement and control to pursue perfection whereas

Introduction to Management Essay Example for Free

Introduction to Management Essay Panera bread Ronald Shaich, CEO and chair man of Panera bread made a phenomenal growth in revenue of the company from $350.8 million to $ 977.1 million in just 3 years from year 2000 to 2003. However the growth has continued slowing down from that year on so a strategy is being strategized to help Panera Bread survive. The objective is to make Panera a nationally dominating brand by following a corporate strategy of growth by the combination of company and franchise efforts. With a clear objective it would help the company and its staff to know their goal and what they are achieving for. The concept is to deliver against the key consumer trends; to present a fast casual dining experience but also providing varieties of new and healthier menus to cater for the market segments. Improvements are done not only the product but also improving the overall operating systems, design and real estates. For the company’s image participating in the local community charity for corporate social responsibility. See more: introduction paragraph example The policies are all franchisees are to follow the same standards for product quality, menu, site selection, and bakery cafà © construction as the company’s. The company believed that the employee was a critical part of successful product and a unique company so by entrusting the employees to the fresh dough and support center operations with skilled associates and invested in training programs to ensure the quality and its operations. Recommended strategy Panera is to adopt Growth strategy through horizontal integration and using franchising as its key component to Panera’s growth strategy. The reason for continuing the horizontal integration is because does not have the capabilities to employ full backward/ forward integration. Thus vertical integration is not suitable in this case. The horizontal integration matches with the Panera’s concept bakery-cafes and it is the way for Panera to be able to grow more rapidly. Competitive strategy used is Differentiation, employing the Differentiation strategy; Panera will be able to charge higher prices to cover the increasing fixed costs. However with higher quality products than of fast food chains’, tailored menus, upscale dà ©cor and Panera’s commitment to customer it is very possible to charge higher price. Improvements should be made in the Human Resource department in compensation benefits system. Salaried staffs get product discount, bonuses, incentive programs, training, and employee stock ownership plans however salaried worker should be rewarded too through recognition award system or giving out vouchers to the non salaried workers. Management team The management team would be lead by all the executives and presidents in the company who has and extensive experience in managing and executing the Panera business. Mainly to manage all the important sectors like the Concept, Development, Joint Venture, Franchise, Supply Chain, Operating, Financial and the Administrative. II. COMPANY BACKGROUND Panera bread has been around from 1976. Ronald Shaich, CEO and chairman of Panera bread was the person who created the company together with the master baker called Shaich who combined ingredients. The duo made the phenomenal growth of the company with the guidance of Shaich, the revenue of Panera bread rose from franchise of 419 shops, the average annualized unit volumes (AUVs) increased from 9.1% to 12% a well but in the consecutive year the increase slow down from 0.2% to 0.5%. Before it became a very successful company, there was Au Bon Pain which was purchased by Louis Kane in 1978. The bakery faced a $3 million in debt while struggling with 13 stores but 10 was shut down. Ronald Shaich came into the picture when Kane was about to declare bankrupt. Shaich who owned a bakery: Cookie Jar merged together with Au Bon Pain in 1981 these was to help the sell in the morning. The two expanded the business and decreased the debt between 1981 and 1984. In 1985 Au Bon Pain became a place for urban folk who were tired of fast food. By 1991 Kane and Shaich took the company public and had 200 stores and $183 million in sales. The duo continued expanding by buying over St. Louis Bread Company from Ken Rosenthal, which had 19-store bakery cafà © in St. Louis area. While Au Bon Pain was focusing on making St. Louis bread a national brand the expansion of the urban outlet had operational problems and had a debt of $65 million. Lacking of capital they sold Au Bon Pain and concentrated on Panera, which the name that was change to in May 16, 1999, being debt free the cash allowed expansion of the bakery cafe stores. III. CURRENT SITUATION III.A. CURRENT PERFORMANCE Panera has been experiencing rapid growth under the leadership of Ronald Shaich. Under his guidance, Panera ‘s total system wide revenue rose from $350.8 million to $ 977.1 million in just 3 years from year 2000 to 2003 respectively. This rapid growth is caused by the new unit expansion of 419 bakery-cafes from 1999 to 2003. However as the year passed by, the company’s system wide sales average annualized unit volumes began to decline. The growth rate has slows down for Panera. To continue growing, Panera will need to develop new strategies, initiatives and new unit growth. There are 2 classes of Common Stock ownership in the company: (1). Class A Stock with 28,345,754 shares outstanding and 1 vote per share. (2) Class B Stock with 1,761,521 shares outstanding and 3 votes per share. The company’s revenues were derived from company-owned bakery-cafà © sales, fresh dough sales to franchisees, and franchise royalties fees. The total company revenues rose 28.1% to $355.9million in 2003 compared to $ 277.8 million in 2002. The increase in revenue was due to the opening of 131 new bakery-cafes in 2003. From 2002 to 2003 the bakery-cafà © sales has increased by 25.1% from $212.6 million to $265.9 million. This is due to a full year’s operation of 23 company-owned bakery-cafes created in 2002, the opening of 29 company-owned bakery-cafes in 2003, and the 1.7% increase in comparable bakery-cafà © sales for 2003. III.B. STRATEGIC POSTURE †¢ Mission statement 1. To extend its franchise relationship beyond its current franchises. 2. To doing the best bread In America 3. Panera’s concept was designed around meeting the needs and desires of consumers, specially the need for efficient, time saving service and the desire for a high quality dining experience. †¢ Objectives 1. To make Panera a nationally dominant brand. †¢ Strategy 1. The concept is to deliver against the key consumer trends, to present a fast casual dining experience. 2. Following a corporate strategy of growth by the combination of company and franchise efforts. 3. Providing varieties of new and healthier menus to cater for the market segments. 4. Testing prototypes for product development. 5. Improving the overall operating systems, design and real estate. 6. Participating in the local community charity.

Future of Signals Analysis :: essays research papers

FUTURE OF SIGNALS ANALYSIS   Ã‚  Ã‚  Ã‚  Ã‚  Protocols for transferring data, information, or any other signals communication have dramatically changed. Breakthrough technology has changed the way signals are transmitted, collected, analyzed and distributed. Technology has exceeded well beyond first generation robust computers to third and forth generation supercomputers that are small enough to fit in a person’s shirt pocket. Signals analysts are expected to engage and explore the realms of the unknown and conquer it with decisive and accurate analysis. The future holds an extremely challenging problem for signals analysis. The conglomerate of highly skilled analysts is extremely small which poses a problem because as the global market gets larger, skilled signal analysts have a difficult time keeping pace. The Internet has long surpassed its expectations and survivability by at least three folds since the time of its creation. The Internet has provided the ability to process large quantities of data from anywhere in the world with corresponding communication bandwidth with a few simple mouse clicks. The Internet appears to be a conduit for up to 95% of the world’s communication transmissions. A state of the art desktop computer with Internet access is universally available to millions of anonymous individuals at affordable rates. Ingenious individuals constantly cover their footprints while pinging specific websites and e-mail addresses to avoid detection from the United States Intelligence Community.   Ã‚  Ã‚  Ã‚  Ã‚  Cryptology applications are becoming extremely advanced and more difficult to distinguish. Scientists and mathematicians are spending years developing indestructible encrypted codes, while also trying to decipher codes. Data is sometimes transmitted in such an unpredictable manner that analysts have difficulty understanding the chaotic system. Cryptology has proved its effectiveness through two World Wars. Combining legacy with state of the art technology has the potential to create an awesome defense. Less than  ½% of people will send crucial data or information through unsecured communications. Knowing the severity of decoding encrypted messages, signal analysts must remain aware of new trends and occurring patterns to make successful calls about intelligence.   Ã‚  Ã‚  Ã‚  Ã‚  AT&T and MCI telecommunication companies have laid enough fiber optic cables to reach the sun and back to the earth at least three times. There are many more smaller private and commercial companies that have also laid cable throughout the world. The advantage of fiber optic cables is that they do not emit external signals while transmitting. There are over 200 fibers within the cable, which can transmit data or information.

My Interpretation of the Chrysanthemums

My Interpretation of â€Å"The Chrysanthemums† â€Å"The Chrysanthemums† is one of John Steinbeck’s popular short stories. â€Å"The Chrysanthemums† represents inequality of gender, limitations, and feminism. The story is about a married woman living in the early 1900s who longs for a more exciting, meaningful existence. Elisa Allen is intelligent, accomplished, attractive, and ambitious. Yet she feels confined in her life and marriage. Steinbeck uses the world around Elisa to give the reader a comparison to her life. The story takes place in the Salinas Valley at her husband, Henry Allen’s, ranch in the foot-hills.Steinbeck opens the story up by describing to us how the fog closes off the Salinas Valley from the sky and from the rest of the world. â€Å"The high grey-flannel fog of winter closed of the Salinas Valley from the sky and from all the rest of the world† (438). This comparison shows how Elisa feels inside. Even her house compares to a prison. â€Å"Behind her stood the neat white farmhouse with red geraniums close-banked around it as high as the windows† (439). Elisa spends most of her days alone, behind her wire fence. She feels cut off from society.Elisa’s husband works as a successful rancher but doesn’t involve the smart and interested Elisa with the business of the ranch. In his eyes she belongs in the house or the garden. They don’t have an intimate relationship and it lacks any kind of romance. In the beginning of the story, she watches from a distance behind the wire fence as her husband talks with the men in suits but Henry does not invite her over. Elisa wants to travel and be free to do as she pleases but is suppressed by society because of her gender. She becomes intrigued when she meets a traveling repairman by his way of life.When Elisa expresses interest to him about his life, â€Å"It must be very nice. I wish women could do such things. † The wanderer tells her, â€Å"It ain’t the right kind of life for a woman† (445). Elisa feels a little off-put by his response and tries to argue with him. Elisa asks â€Å"How do you know? How can you tell? † He protests â€Å"I don’t know ma’am, of course I don’t know† (445). We are given the impression of strength and capability in Elisa. We can tell Elisa’s a good nurturer because of the way she tends her garden and keeps a clean organized home.Her chrysanthemums are the biggest healthiest chrysanthemums around. Despite all that she has no children. Elisa puts all of her motherly energy into her flowers to fill the void of childlessness. Henry makes the statement to Elisa how she could make anything grow. â€Å"You’ve got a gift with things, some of those yellow chrysanthemums you had this year were ten inches across. I wish you’d work out in the orchard and raise some apples that big† (439). I believe this represents El isa’s fertility and Henry’s lack thereof. Steinbeck describes Elisa’s clothing in the beginning of the story as masculine. A man’s black hat pulled low down over her eyes, clod-hopper shoes, a figured print dress almost completely covered by a big corduroy apron with four big pockets to hold the snips, the trowel and scratcher, the seeds and the knife she worked with. She wore heavy leather gloves to protect her hands while she worked† (438-439). This description reflects her lack of sexuality. Shortly after she meets the traveler she begins to shed some of these items, like the gloves and hat. At first she feels irritated by the insistency of the man because she had no need for someone to repair her pots or sharpen her scissors.Her attitude changes toward him when he expresses interest in her flowers. The thought of her chrysanthemums shared with another part of the world makes Elisa feel like a little part of her might escape. Her demeanor suddenl y changes. He makes her feel intellectually and physically stimulated. Her feminine sexuality awakens. She turns the conversation of the chrysanthemums into something sexual. â€Å"When the night is dark-why, the stars are sharp-pointed, and there’s quiet. Why, you rise up and up! Every pointed star gets driven into your body.It’s like that. Hot and sharp and lovely† (444). She completely surrenders herself to him as manifested by her kneeling before him â€Å"like a fawning dog† as she hands him the chrysanthemum shoots. But despite all that, the traveler holds no interest in her or her flowers. This symbolizes society’s rejection of women in the workforce no matter their talents. Elisa has hope of a more interesting life. She takes special care in dressing for dinner. She stares at herself naked in the mirror. She pokes her chest out and tightens her stomach.She puts on sexy lingerie and a dress that brings out her beauty. She puts make-up on. By Elisa looking more like a beautiful sexy woman, she is stepping into her femininity. When Henry gets home and starts dressing for dinner Elisa nervously waits on the porch for a reaction on her appearance from her passionless husband. â€Å"She looked toward the river road where the willow-line was still yellow with frosted leaves so that under the high grey fog they seemed a thin band of sunshine† (447). Sunshine symbolizes happiness, she’s slightly hopeful for some happiness in her life.When Henry walks out onto the porch he feels off-put by her appearance. She fishes for a complement. Henry tells her she looks strong and she comments back to him â€Å"I am strong. I never knew before how strong† (447). Before they leave Elisa goes into the house and takes extra care in putting on her hat and her coat, which I think is interesting because she doesn’t put on gloves so there is still a feeling of feminine sexuality there. She isn’t hiding herself like in the beginning of the story. As Elisa and Henry drive to town she sees a black speck in the road.She immediately knows what it is, her chrysanthemum shoots she had given the traveler. He tossed them out on the road. She feels betrayed by this man. He didn’t care about her flowers, he only wanted her money. Her hope dwindles. Elisa starts to step back into herself. This act symbolizes how society deems woman as unimportant just as how the traveler sees her flowers as unimportant. She then asks her husband if they could have wine with their dinner. She tries to satisfy some of her needs through this small act of abnormality. She then asks her husband about going to watch the men fight.Henry says he will take her but doesn’t think that she will like it and was unaware that she was interested in such things. Elisa asks if any women go to the fights, Henry tells her there are some that go. Elisa changes her mind because she understands that it is not acceptable for a lady in those times to watch such things. Now she could have gone to the fights, of course, but fear holds her back. I believe in that moment she loses hope for a brighter, more exciting existence. â€Å"She turned up her coat collar so he could not see that she was crying—weakly like and old woman† (448).Notice how she covers her body again. I think the assumption can be made by the last sentence in the story that Elisa’s life doesn’t become what she subconsciously hoped. She realizes her closed off, uneventful, lonesome way of living will continue. She grows old with this same unsatisfactory life, no children, passion, or exploration. â€Å"The Chrysanthemums† is an interesting story because it was published in 1937 when a married woman’s only place in society was at home, yet it is unashamedly written in the point of view of the woman.This story was carefully written by Steinbeck so we as readers don’t condemn her for her actions. We could have felt that she was betraying her husband in a way by flirting with the wanderer. Instead we sympathize with her and understand her feelings, and why she does the things she does and feels the way she feels. It is almost like John Steinbeck could see into the future and what was to come. Did he see society’s unequal treatment of women and men? Did he feel that it was wrong to treat women as if they had no other use in society?I believe he did. He uses this story to show the society of that time the inequality of men and women, and the way it makes a woman feel. The reader reads this story and doesn’t even realize that what they are feeling is compassion for Elisa Allen because of limitations that are set on her and every other woman at that time. This story could have been a very strong political tool in its time for feminism. Bibliography Steinbeck, John â€Å"The Chrysanthemums† The Seagull Reader Stories. Ed. Joseph Kelly. 2nd ed. New York: W. W. Norton, 2008. 437-448. Print

By night in chile

This is the story of a boy who yearned to be a poet but became an Opus Dei priest Father Sebastian Urrutia. His love is for the literary arts and continues writing poems even as he continues his work as a priest. He is challenged to preserve churches in Europe and encounters odd priests who have a prejudice for pigeons, maintaining falcons in order to keep the pigeons away. One of the priests posits that falconry is the destruction of the symbol of the Holy Spirit. Father Urrutia is sent to teach Marxism to General Pinochet and his Junta secretly.He occasionally goes to the house of a literary lady Maria Canales who has a penchant for hosting parties to artists and authors. As the story progresses, it is revealed that the American husband of the hostess collaborates with the Chilean secret service so that they can detain and imprison suspected subversives. They are kept in the basement of the house where his Chilean wife had these parties. The author masterfully weaves the story and exudes the creative and destructive forces of Chilean politics and literature. He uses magical realism in order to stimulate readers’ minds using graphic style of writing as well as satire and sarcasm.This paper looks at the entity of Urrutia who remains indifferent of the plight of man as well as the destructive apathy of Chilean literature amidst corruption and literary collapse. Bolano uses this narrator to point out the air of complacency that pervades the artists, officials and other people who are accountable to history because of the show of indifference. Father Urrutia is not interested in politics at all since he is basically a priest and literary critic and a priest first and foremost but the political events at that present time seem to get a hold at the upper class circles of literati whom he associates with.His has a comical reaction to the election of Allende (and Pinochet's subsequent coup) since as the people of Chile march to the streets in sweeping social ch ange, Urrutia indulges himself in classical Greek literature so that he is able to escape the political confusion that may derail him from his own personal pursuits. Pinochet succeeds and restores some kind of order. Urrutia is able to breathe as he senses peace at hand. Thus the priest seemingly has distantiated himself from this kind of responsibility and escapes in his own world.He thinks that it distracts him from his art. He is of the thinking that he needs to find something if he does indulges in the confusion of politics if he is to pursue it at all. Thus, he is alienated from the times. Basic to being an effective person is the fact that we are able to make decisions and freely choose from among alternatives. One’s likes and dislikes are partly the wisdom of one’s organism, partly the result of helpful learning that protects one and keeps one out of trouble, and partly the result of harmful learning.Harmful learning includes certain kinds of accidental learning brought about by chance circumstances, as well as conditioned responses that were once appropriate but are no longer so. These obsolete ways of thinking and feeling make it hard for one to act in healthy and satisfying ways now. But when one pays attention to one’s liking and disliking, one naturally becomes more fully aware of likes and dislikes of what one wants to do and do not want to do. One discovers that these sometimes contradict with what one should like and dislike, if one is aware of what is happening inside him.As Urrutia refuses to recognize the kind of apathy that he has for being involved with the exigencies of the times then, he cannot identify with the people around him. The author states that Urrutia maintains that â€Å"One has a moral obligation to take responsibility for one's actions, and that includes one's words and silences, yes, one's silences, because silences rise to heaven too, and God hears them, and only God understands and judges them, so one must be very careful with one's silences. I am responsible in every way. My silences are immaculate. Let me make that clear. Clear to God above all.† (Bolano, 1) Thus, his silence can be a kind of cowardice and stubbornness that characterize his motives. Maria Canales’ house is the host of a soiree and a few of Chile’s well-bred and worldly poets gather to drink cocktails. There is a kind of denial about the urgency of the times as one guest accidentally discovers man manacled who has been tortured because he was an anti-Pinochet dissident. The guest discovers this was done by Canales' husband, Jimmy Thompson. Urrutia thus looks deeply at the implications of this and how it reflects on the inappropriate choice of Canales as the party is done in the same house.â€Å"Because, normally, when she had a soiree, the basement was unoccupied. I asked myself the following question: Why then, on that particular night, did a guest who lost his way find that poor man? The answer was simple: Because with time, vigilance tends to relax, because all horrors are dulled by routine. I asked myself the following question: Why didn't anyone say anything at the time? The answer was simple: Because they were afraid. I was not afraid. I would have been able to speak out but I didn't see anything, I didn't know until it was too late. Why go stirring up things that had settled down after a few years? † (Bolano, 122).Every guest in the party ignores and dismisses this as people get to know about the tortured man at the basement of the house where the party was being held. It is a pity that a priest like Urrutia could justify this inhumanity saying that this is some sort of a goal of literary history, â€Å"That is how literature is made, that is how the great works of Western literature are made. You better get used to it. † (Bolano, 128). Urrutia as an indifferent man is like that of the tortured man and the symbolism that this entails is replete all throughout the story because other people are also indifferent to the plight of the people.Bolano is able to create Urrutia as a pessimistic embodiment of the moral apathy of the writers during the regime of Pinochet. The kind of true responsibility is lacking in Urrutia because response-ability according to Perls, is often a misused word that refers to â€Å"the ability to respond: the ability to be alive, to feel, to be sensitive. † (GTV, 100). It does not mean â€Å"obligation. † It does not mean â€Å"duty. † It is actually a trait that directs a person to do a task without asking why. One does it automatically and because he has been committed to doing that no matter what happens.Discretion is a trait that characterizes the career of Urrutia and his views become distorted as guilt overwhelms him. Author Eder of The New York Times maintains that â€Å"His avowals fall suddenly mute; his omissions blare revelation. † (Eder). WORKS CITED Bolano, Robert o. By Night in Chile. New Directions Publishing Corporation (December 2003) Eder, Richard. Books of the Times: A Priest who Lived Trhough the Grim Pinochet Era. The New York Times. Retrieved June 5, 2008 at: http://query. nytimes. com/gst/fullpage. html? res=9B00E2DB1030F935A25752C0A9629C8B63&n=Top%2FFeatures%2FBooks%2FBook%20Reviews

Why Im Writing The Book On 10x Marketing - CoSchedule Blog

Why Im Writing The Book On 10x Marketing Blog Many of you have asked when  (not if) I’d write a book. Answer: Now! So for those of you who are already totally on board with getting the book on marketing from your friends at †¦ †¦subscribe to this exclusive email list to get the first chapter for FREE right now. You’ll also stay up to speed on its progress and get early access for pre-ordering. And youll get access to the 10x Marketing LinkedIn Group to bounce ideas off other 10x marketers (including your friends at ). Do it now! Now: If the fact that so many marketers have asked me to write this book isn’t enough reasoning behind its creation†¦ read on (or watch) to learn why  Ive decided to write the  book on The 10x Marketing Formula. Yet Another  Marketing Book? The world doesn’t need another â€Å"copycat† marketing book. In fact, the world doesn’t need any more â€Å"copycat† content whatsoever. So†¦ what sets this  book apart? And more importantly†¦ why do marketers like you need this  book? Why Im Writing The Book On 10x MarketingContent Marketing Isn’t Living Up To Its Promises For the past several years, content marketing has been all the rage. There are current success stories seemingly everywhere. But even though content marketing has been a successfully established tactic for more than a century, lately†¦ it’s not living up to the hype. The thing is, you’ve already petitioned your boss to try this. You have the software. You have the processes. But actual results? Crickets. As marketers, we’re struggling more than ever before to prove that what we’re doing is really working. And even with all of the promises of content marketing†¦ we’re hitting what Gartner calls the trough of disillusionment. Gartner has discovered a pattern in technology adoption for business use they call the â€Å"Hype Cycle†. Essentially, it looks like this: Something new emerges (new channels, tactics, technology, etc.). Early adopters embrace the new. Expectations soar due to a few success stories. Way more people jump on board expecting the same success. Then†¦ crushing defeat. Does that sound like your  content marketing? ^^^ It was feeling that way to us at . That is†¦ until we embraced The 10x Marketing Formula. Heres why @embraced the 10X marketing formula.The Solution To Actually  Generate Results = The 10x Marketing Formula Like I imagine so many of you have experienced, we adopted content marketing with high hopes here at . When we started up, we needed the traffic†¦ we needed the success story to be our  story†¦ but we weren’t getting it. Instead, we found quality + consistent content wasn’t- and couldn’t- be the promised driver of ROI. It just wasn’t enough. What we discovered was the need to develop and refine the content marketing process. All of that with the goal of driving real growth, measurable return, and 10x results. Since then, we’ve honed The 10x Marketing Formula to grow from zero customers to 9,000+, zero email subscribers to 250,000+, and pageviews from zero to 1.5 million every single month. And we did it all in less than four years. This book gives away everything we’ve learned along the way. It’s the secret to unlocking results, getting your boss off your back, and justifying better resources. When we started, we looked for books like this. They just didn’t exist. But we needed this  book- this  10x Marketing Formula- to get our own marketing team out of content marketing’s trough of disillusionment. That’s why Im writing it now. This book shares the growth levers we’ve discovered as we matured. We’ve reached some major growth numbers. And this book teaches you how to blow up your numbers, too. Because in the end†¦ it’s not publish or die. It’s results or die.

WAS IRV

WAS IRV Intro In all of Washington Irving's short stories he has a negative view on women he is not a man whom has seen women in the best of ways. All of the women in his stories are some how miss treated. He shows this by giving them bad "appearances"‚ . He makes the women seem that they are always nagging and always annoying.Rip van winkle In Rip Van winkle his wife is rude to him. She is always nagging about him helping others and not Her. He writes as if he is disgusted with all women when he writes his stories. In the book it shows that Rip does not care about his wife he is just happy he is alive. This viewpoint is shown in the quote "From even this stronghold the unlucky Rip was at length routed by his termagant wife"‚ . He shows a hate towards his wife in Rip van Winkle.Wife.

Bad education, The Guardian - Emphasis

Bad education, The Guardian Bad education, The Guardian Recruiters say grammatical sloppiness is depressingly common among young job seekers but could you do any better? By Emma-Jayne Jones and Robert Ashton Rhythm really has your two hips moving. The car was stationary. Paper is stationery. Sound like gobbledygook? Some people feel that mnemonics like these to remember simple spelling rules can be the difference between getting a job and losing it. Around half of all CVs received by recruitment consultants, says the Recruitment and Employment Commission, contain spelling or grammatical errors, and these are most likely to be made by those aged between 21 and 25. In this age group, graduates are twice as likely to make mistakes as those who did not go on to university. The feedback we have received from recruiters is that there are worrying shortcomings in the written communication skills of this age group, says Tom Hadley, director of external affairs at the REC. You would expect that by the time students reach universities they would have good basic written skills, but the results show that this isnt the case. Formal written communication is, in part, being eroded by our text and email culture. These methods of communication are instantaneous, so no time is taken to proofread messages before they are sent. CV errors give the impression that university qualifications may not meet the standards demanded in everyday work, says Hadley. Having a degree is one thing but it is no substitute for basic skills. If people can get into university and graduate without needing them, it is a bad sign for the future. In the workplace, todays graduates are not alone in their literacy shortcomings. Anyone who went to school between the late 60s and the late 90s is part of a lost generation when it comes to any kind of formal education in grammar and punctuation. Both were missing from the UK school curriculum for more than 30 years. Writing sentences with different verb tenses, or no verb at all; using nouns and verbs that dont agree; leaving out apostrophes, or putting them in when they are not needed; punctuating quotes incorrectly; forgetting commas or using too many: all of these are common failings in peoples writing. Spelling tends to be less of a problem, thanks to spellcheckers. But how would the average office worker fare if those were taken away? There is no doubt that, both inside and outside the workplace, people are gaining a more acute awareness of language and are irritated by its misuse. Companies are responding by seeking out help with grammar and punctuation for employees at every level. Test your knowledge So how does your knowledge stack up in this new literacy-sensitive era? You may have received a copy of Lynne Trusss Eats, Shoots Leaves as a Christmas stocking filler, but have a look at the following extract from a change consultants report to management and see if you can spot the grammar, punctuation and spelling mistakes. Management wants to introduce new measures to combat the noticable increase in sick leave. The average annual number of sick days has risen from five to 10 which is seen as a considerable embarassment to the new HR director. But I wonder if the responsibility should lay solely with her? And even if management does agree whos responsibility the problem is they also have a seperate and justified concern that any action taken should be carefully-considered. Meanwhile, although the employees are hoping for a decent pay rise its likely that their going to be disappointed. The CEOs arguement is that they got one last year and theres been no corresponding improvement in performance so hes not prepared to consider another rise. He said The pay rise has had the opposite affect. People have become more lethargic, since we started paying them more. However other board directors might feel that higher pay will accelarate performance, although it will take time. Whatever happens with regards to pay rises, the principle point here is that its time the Board announced its decision. The uncertainty is effecting staff morale, less people than expected are supporting company events, as theres a general feeling that the responsibility for making these events a success is not theirs. So how did you get on? Heres a breakdown of the errors. MISSPELLINGS noticable noticeable embarassment embarrassment seperate separate arguement argument accelarate accelerate GRAMMAR AND PUNCTUATION Paragraph one, second sentence: There should be a comma before which. Third sentence The responsibility should lie solely with her, not lay solely with her?. Lay is a transitive verb, so it must be followed by an object for example: She lays the table. The question mark is unnecessary here as it is not a direct question. Final sentence There should be a comma before even if and the one after problem is to denote that this clause is extra to the main idea. The first part says management does agree, whereas the second part says they also have a concern (strictly speaking, management is singular, but avoid mixing singular and plural). It should be whose, not whos. Whos is short for who is or who has; whose is about possession. Add another dash after and justified to show that this is an aside. Also, never use a hyphen after adverbs ending in -ly Paragraph two, first sentence A comma should follow pay rise to denote that this clause is extra to the main idea. Its likely, not its likely. Use an apostrophe only when its is short for it is or it has Theyre going to be, not their going to be, because the meaning is they are and is not possessive. Second sentence There should be an apostrophe for CEOs because it is possessive; and a comma between performance and so to denote a natural pause. Third sentence A comma or colon is needed to introduce the quote. Effect, not affect. A person can be affected by an incident, whereas an effect is the result of an incident. The comma between lethargic and since should not be used, as there is no natural pause here. A comma should come after the However, to give the reader the correct sense of the sentence. Paragraph three, first sentence Principal, not principle. A principle is a fundamental truth or a standard of personal conduct. Principal denotes something which is most important. Its decision, not its decision (see above). Second sentence Affecting not effecting (see above). Two separate sentences. Ideally, use a semicolon as the two sentences are very closely linked, but you could get away with a full stop. Fewer, not less. Fewer refers to a smaller number of something; less refers to a smaller quantity. For example: There was less milk in the bottle than before. Theres, not theres, as its an abbreviation for there is. Theirs, not theirs. The word theirs does not exist (other than in the headline on page nine of one tabloid newspaper last month: Hell family banned from all 900 homes apart from theirs).

SWOT Case Study Example | Topics and Well Written Essays - 250 words

SWOT - Case Study Example To sustain future growth; Wal-Mart should increase its presence in these markets that include Brazil, India, China and Mexico. The rise in acceptance of the company’s label products, which has experienced an increase of over 40% for the past ten years or so, is another opportunity. Therefore, to earn higher profit margins, Wal-Mart should hike the number of private label products, which are sold at the company’s store. Another opportunity that Wal-Mart has is to expand the grocery stores in order to earn more income since there is a current trend of consuming a healthier food thus increasing the demand of grocery products. Growth of online shopping is also an opportunity. Wal-Mart should seize this opportunity to increase its profits; considering that, Wal-Mart is the largest offline retailer and in 2001, the retail sector of online grew by 4.7% in the US, hitting $197 billion. The company can reach plenty of customers using this technique thus increasing its

Modern Science Fiction Films Term Paper Example | Topics and Well Written Essays - 2500 words

Modern Science Fiction Films - Term Paper Example In modern science fiction films, man's power to control his environment has increased, especially through the applications of science, fiction moves from the heroic dimension to concern itself with the relationship between man and the power that is man's most important creation. Science fiction is the literature that takes technology seriously. It must deal with the relationship of man to his creation and with the combined power and responsibility that ensues. In Fritz Lang (1927) Metropolis, Joh Fredersen serves as an instructive paradigm: Joh Fredersen not only arrogates to himself the role of creator, but also botches his responsibility towards his creation, paying an enormous personal price for his hubris. From its generic inception, so has been a literature questioning man's ability to use effectively the power he is so capable of creating (Gibson 1986). Very often this power is symbolized by some terrible weapon of destruction. If people are to change our sociopolitical behavio r, they need to know the assumptions it rests upon, not what we "believe" to be true but what we actually do when we are not looking. Then, since the one thing that humans cannot do is not assume, we need to devise new assumptions to live by. As we have encoded the current assumptions in fiction, so we need to encode the new ones, to try them out as thought experiments, to make them "real" in our imagination, and then to adopt or reject them. This is not a call for "uplifting" or "moral" fiction, for self-conscious myth-making, but for creative exploration of new possibilities in human relations. Following Robertson (2000),Science fiction's tendency to fetishise technology, particularly military technology, and its reliance on stock types of character and plot that are often flat and caricaturing, surely limits its engagement with any meaningful comprehension of the marginal, of Otherness (p. 29).Science fiction films show that if the invention is a weapon, the threat must come from an enemy, and a superweapon requires a super enemy. Human "progress" comes from a combination of scientific curiosity and hard work; it can be measured by technology.

Reflection paper Essay Example | Topics and Well Written Essays - 1250 words

Reflection paper - Essay Example One of my married friends often finds faults in the actions of his wife such as being a nagger when he himself drinks a lot. Most likely, marriage counselors hear the social exchange theory most of the time when a spouse says that â€Å"I am tired of doing all the work in this marriage†. It is but typical for couples to present themselves socially desirable especially when they are faced with counselors. They never want to be blamed for a failed relationship in the first place. On larger groups such as sports teams, a coach is needed who can objectively assess the game since the players would have a tendency to blame each other. Anchors would often be used to categorize team members who made the team win last season as against who made it lose this time. Although social psychology is basically ordinary psychology, it can contribute a lot in analyzing organizational behavior. It is not just interesting but very educational as well. â€Å"The self† is what we refer to as our own selves; our own separate identities. People see themselves in different cognitive dimensions called self-concepts. A self-concept is one’s definition of his or herself whether it is positive or otherwise. Many people see themselves in different forms of self concept. These concepts are manifested by the choice of clothes a person wears and the way they speak to others. This can give access to knowing a person’s self-esteem. Self-esteem is an emotional dimension of self-awareness that is given by one’s self-value. There are people with high self-esteem who generally get along with other people and enjoy being in the spot-light. In contrast, those with low self-esteem tend to be more self-centered and timid. Self-conscious people tend to fall victim to the spotlight effect. The spotlight effect is when a person feels like they are being given more attention than they are being given in reality. In my experiences, I often feel the effects of the spotlight e ffect. The spotlight effect tends to intimidate me from my surroundings but other times it makes me feel like a star. The social self feels a yearning to belong. People will always try to find a niche for themselves in society. This is where they can find like-minded people with similar interests. The social self is the sense of self that takes over when in a social environment. Group standings also influence the actions of the social self whether it is conscious or sub-conscious. Some social selves are expressed through supplication. These people want to be seen as pathetic. Relatively, there are people who express themselves through ingratiation. These people try to gain others’ attention in order to satisfy their own petty. People who express themselves through self-promotion try to make themselves look good to others. These people tend to be show-offs and there are those who present themselves with exemplification. These people try to put on a mask to satisfy themselves o r others. I find this information to be interesting because I meet people who fit these characteristics every day. Social cognition is our perception of others. Social cognition can be shaped by external as well as internal influences. My expectations of others require that people must be fair to others treat everything and everyone with respect, but I know

Objects of significance Essay Example | Topics and Well Written Essays - 250 words

Objects of significance - Essay Example Nevertheless, when we shared special moments during our school life with my best friends, some of them gave me these objects as a reminder of our friendship. In fact, I only get a chance to meet my best friends during the summer and winter break. My prime objective to attend CCQ was to study and leave this place; thus, I never had any intentions to socialize with other students. Instead, I had chosen to spend all recreational time on my phone since I get the chance to chat with my high school friends. However, one of them has recently decided to join CCQ, but we barely get a chance to spend quality time together due to our inflexible schedules. Once I read a quote by Edna Buchanan, â€Å"friends are the family we choose for ourselves." I realized the true meaning of this quote, when my friends, whom we had spent years together, are beyond my reach. These friends are my chosen family; in fact, they were even becoming very close to my mother. Therefore, with this background information, I hope it will be easy to make you understand what this bracelet and necklace mean to me. The bracelet was a gift from one of my oldest friends in NYC, though time difference has taken a toll on our friendship we have still managed to remain close friends. In fact, it is a gift with more psychological effects than sentimental value. Moreover, it keeps me closer to my friend despite the distance between us. On the other hand, this necklace was a gift on my birthday by another friend, who currently lives in Lebanon, and the necklace has the same value as the bracelet; thus, this gives a reason why these objects are of significance to me. Thank

Michelangelos Sistine Chapel Ceiling Essay Example | Topics and Well Written Essays - 500 words

Michelangelos Sistine Chapel Ceiling - Essay Example The project was based on fresco, which was a contemporary complex form of painting. Frescos sometimes required carving and minor sculptures as well. Although the medium was thus a very challenging one, Michelangelo was a versatile genius. He was well acquainted with designing and crafting frescos and he was an expert in this field. However, the main complexities in this project involved altitude and complexity of the subject itself. In order to complement the twelve apostles to be painted across the ceiling, Michelangelo had to create over 300 figures. â€Å"The rectangular panels in the centre depict episodes from the book of Genesis. They are surrounded by prophets and other biblical figures†.What is more, the ceiling was at a height of approximately 68 feet from the floor. The surface of the ceiling was considerably curved. So Michelangelo might have wondered that how exactly his painting was going to be viewed and understood from below. Now on a curved surface, any proport ional two dimensional representations would probably look awkward. For example, if a human figure is made across a curved surface, then some of its portions would emerge nearer to the viewer creating disproportions. Michelangelo apprehended this enormous challenge of visual illusions even before he actually began the work. Consequently, Michelangelo started to create disproportional human figures. For example, if the middle portion of a human figure was to be created across the distal concave part of the ceiling, Michelangelo magnified it.

Distribution Models in Emerging Countries Essay

Distribution Models in Emerging Countries - Essay Example In the past nine years, the last-mile submission problem has been an issue for many, 139 public business owners who have joined the Santa Clara School International Social Benefit Incubator.   The cost of transport and middlemen often make it uneconomic to provide essential goods and services to under reserved areas.We have observed that the key issues seem to be:†¢ Build or partner with a channel,†¢ Product mix†¢ Retention, and compensation.With respect to the channel, there are three common alternatives (listed here in order of increasing capital and operating costs): Make use of current route and facilities. Microventures’ Hapinoy expanded in a wide horizon from dinner to remedies by increasing the buying power of current stores in inadequate areas in the Malaysia. They also lease transport from popular â€Å"Jeepney† vehicles to avoid the costs of pickups and individuals.Establish a route using existing social categories or organizations. Solar Sist er works with ladies categories to select well-connected sales-agents to spread solar products in non-urban Africa.Complicated goods and services may require creating techniques to incorporate customers. Husk Energy Systems has used a â€Å"micro-franchising model† to supply equipment and training to local business owners to set up and work town power-systems in India.Choosing the right product mix and determining if service and support are required is not prioritized a decision for all three programs.... Establish a route using existing social categories or organizations. Solar Sister works with ladies categories to select well-connected sales-agents to spread solar products in non-urban Africa. Complicated goods and services may require creating techniques to incorporate customers. Husk Energy Systems has used a â€Å"micro-franchising model† to supply equipment and training to local business owners to set up and work town power-systems in India. Choosing the right product mix (which impacts exercising, strategies and margin) and determining if service and support are required (which impacts abilities and training) is not prioritized a decision for all three programs. To increase and complement income from purchase of solar illumination systems in non-urban Indian, ONergy also provides â€Å"energy review,† individual exercising, fix, and update services.(Genuario, 2006) Business Significance: There are indications of advancement, however, with the restrictions on fore ign-investment companies with store passions in Chinese suppliers being put overdue in 2004, and the government’s latest contract with Avon to fight its 1998 ban on network marketing, starting the way for Avon to begin using its international business in Chinese suppliers. Avon was one of the first newcomers to Chinese suppliers, having designed regional research ability and a collection that involved 30 % products designed for regional customers before the 1998 law. Up to now they have created a multiple style of 6,300 shops with immediate sell employees and 1,600 surfaces in shops, according to The NPD Team. Avon earnings are approximated to have started 24 % last year and the company desires Chinese suppliers to be a $1 million market for them in the next few years. Procter &

Michelangelos Sistine Chapel Ceiling Essay Example | Topics and Well Written Essays - 500 words

Michelangelos Sistine Chapel Ceiling - Essay Example The project was based on fresco, which was a contemporary complex form of painting. Frescos sometimes required carving and minor sculptures as well. Although the medium was thus a very challenging one, Michelangelo was a versatile genius. He was well acquainted with designing and crafting frescos and he was an expert in this field. However, the main complexities in this project involved altitude and complexity of the subject itself. In order to complement the twelve apostles to be painted across the ceiling, Michelangelo had to create over 300 figures. â€Å"The rectangular panels in the centre depict episodes from the book of Genesis. They are surrounded by prophets and other biblical figures†.What is more, the ceiling was at a height of approximately 68 feet from the floor. The surface of the ceiling was considerably curved. So Michelangelo might have wondered that how exactly his painting was going to be viewed and understood from below. Now on a curved surface, any proport ional two dimensional representations would probably look awkward. For example, if a human figure is made across a curved surface, then some of its portions would emerge nearer to the viewer creating disproportions. Michelangelo apprehended this enormous challenge of visual illusions even before he actually began the work. Consequently, Michelangelo started to create disproportional human figures. For example, if the middle portion of a human figure was to be created across the distal concave part of the ceiling, Michelangelo magnified it.

Blue ocean strategy is simply a repackaged version of Bowmans hybrid Essay

Blue ocean strategy is simply a repackaged version of Bowmans hybrid strategy - Essay Example value creation in order to be differentiated in the industry. Blue Ocean’s strategy is an echo of bowman’s theory since they both base on cost and value addition in order to create new demands. Blue Ocean theory explains that for companies to create value innovation, the companies must employ lower costs and differentiation measures. Wiley 2015 adds Bowman’s theory involves product differentiation and cost leadership as some of its main strategies. In cost leadership, companies thrive to offer commodities at a lower cost but with a high value than the other low costs rivals. In product differentiation, volume forms a vital component in its differentiation. The organizations offer low prices with high volume hence value creation. Blue Ocean’s theory uses the same Bowman’s theory principles, to acquire the new markets. Blue ocean theory achieves value innovation through costs cutting and differentiation to facilitate new markets. There is no added principle which distinct it from Hybrid theory, hence making it a replicate of Bowman’s theory. The renowned Tata Motors developed the world’s cheapest car Tata nano in order to create a new demand and value. The car is unique as it offers the same benefits of passenger vehicle but at a very cheap cost. The car costs $2,500 which was set basically for customer’s affordance. The price was set without consideration of the company’s production costs and margin. The company created a new demand which was initially unavailable within the market at a cheap price, and affordable by a majority all customers. With the help of its partner and engineers, Tata Motors developed the car’s features anew with its target customers in mind. The car was developed with a smaller engine than the current vehicles in order to minimize horsepower wastage within India’s cities which are over congested with traffic jam. The company lacks competition due to its economies of scale. The company brought in renowned supplies,

Member of the wedding notes Essay Example for Free

Member of the wedding notes Essay Stuck between being to young for adolescence and to old to be a child, the protagonist Frankie Addams, has the desire to be the child and the adult. Within herself shes confused and lost, her body is to big, yet her mind is broken. Through the journey of Carson McCullers novel The Member of the Wedding, Frankie clenches on to the ridiculous idea of belonging to the wedding and even going off with the honeymooners after. This concept developed by her, is what she believes is a way in which she can develop a sense of belonging. Although this idea preposterous and highly immature it highlights that Frankie wants an adult dream at her young age. Her confused desires between child and adulthood are depicted again, when she almost experiences her first sexual encounter with a solider. Although being inquisitive and interested in what would go on between the two of them and although Frankie enjoyed being treated like an adult, it was all to much for her to handle and she fled from the solider. It is difficult to posses a sense of belonging when we are unsure of our own identity. Why? In having a sense of belonging, one must always have a clear understanding of their identity. This is because the groups we attach ourselves with throughout the journey of life resemble features of our own personality. So when one lacks the knowledge of their own self, in finding somewhere or something to belong to which suites and allows them to be comfortable, it is almost impossible. Evidence Through Carson McCullers novel The Member of the Wedding (1946 ) the confused protagonist Frankie Addams reflects how her own frail understanding of her identity impacts and makes it difficult for Frankie to develop a sense of belonging. This â€Å" unjoined â€Å" from society feeling that the protagonist feels is partly formed from different experiences she endures. From growing too old for sharing a bed with her father to being rejected from the club house for being â€Å" too young â€Å". Frankies self perception of her physical aspect also adds to this unsettled identity, as she is entering the stages of puberty and feels as if she is a â€Å" freak â€Å" due to her tall height. With both her experiences and her appearance shattering her identity in to an unsettled state, Frankie finds it difficult to belong to something more then the people she lives with. Leaving the protagonist to clench on to the ridiculous idea of being a member of her brothers wedding. Although this concept that Frankie desires so much, of belonging to a wedding, is preposterous it proves how much of an impact having a weak identity can play it finding a sense of belonging.

Minimising IT Project Management Failure

Minimising IT Project Management Failure 2.0 REVIEW OF EXISTING KNOWLEDGE The following sections will provide a critical review of the research work that had been undertaken. This information is relevant to the project and most importantly is associated with the project aims and objectives. A variety of sources were analysed in order to achieve a better understanding in some of the areas considered for this research project. 2.1 Project Management The fundamental aspect of this research is project management as it focuses on how IT project management failure can be minimised. There are numerous definitions of project management; one definition given by (The Project Management Institute, 2009) states; â€Å"The application of knowledge, skills, tools and technique to project activities to meet project requirements† According to (Lewis, 1995) however, project management is the planning, scheduling, and controlling of project activities to achieve project objectives. The first definition of project management focuses more on the soft skills of project management. The definition of soft skills given by the (Oxford Dictionary, 2010) is â€Å"Personal attributes that enable someone to interact effectively and  harmoniously with other people† In comparison to Lewis this is more specific to what actually is required. Although Lewiss description is not invalid, it gives a more generalised approach to project management highlighting the fundamental points. These two definitions contain different characteristics that are important to project management but what both of these definitions have in common is completion of the project requirements or activities. To generalise project management is to apply certain personnel management skills and the application of knowledge, planning and scheduling to achieve a desired objective. 2.2 Project Methodologies and Frameworks Yardley (2002) identifies it is overwhelming why many IT projects fail. Yardley (2002) states that if something was to fail and keep on failing then at some point there would be gradual improvements to why failure occurs so often in the particular area. Gradual improvements should have been made from the lessons learnt from the failure of IT projects over a period of time. However this has not been the case as there have been many failures in IT, with the same problems reoccurring. For example, common reasons for IT failure given by (Computer Weekly, 2010) are; Commencing work too early Ambiguous contracts Inadequate estimation of work Breaking the contract Lack of engagement Al-Ahmed et al (2009) suggests that the IT industry is still young compared to other industries such as manufacturing but still attributes failure to the project management methodologies. Therefore the IT industry is still yet to formulate the needed operational standards and procedures. However as the following sections will clarify, there are â€Å"guidelines, frameworks, rules, methods† in place to counter such argument. These will be identified and critically evaluated in the following. With all these clarification in place it is overwhelming to understand the amount of failure in IT as stated by (Yardley, 2002). 2.2.1 Managing a project Lewis (2007) in his book, Fundamentals of Project Management, gave a generalised approach to what a project contains. At each relevant step, questions are to be asked by a project manager for them to consider. Lewis gives a brief indication on these steps that are considered for managing a project as illustrated below in Fig.1 Figure 1 above illustrates a general approach to project management which consists of six main areas. The illustration identifies how the project is to be started up, planned, controlled and how the project is to close. On this basis of managing a project can seem simple enough however the accomplishment of each area is a different matter, hence the number of failures within IT. Al Neimat (2005) identifies the reason for failure is due to project management processes and the aligning of IT within the organisational structure. This view is also agreed by (Al-Ahmad et al.,2009) as project management discipline in most organisations are minimal they do not have the infrastructure to provide; education, training, or management disciplines in order to allow projects to achieve successful completion. Both these authors views are correct to some extent; this is because the project management processes are not followed exactly. For example, the reasons for failure as previously mentioned by (Computer Weekly, 2010) states project work is commenced too early and highlighting some do not plan the project effectively. Al-Ahmad et al (2009) view is correct to some degree. This is because some companies may not have sufficient resources to provide training and education in project management. However (Archbold, 2008) states that over the past ten years there had been a rise in interest in project management. Archbold (2008) states the reason for the rise in interest is because there are more projects then there were ten years ago. Archbold (2008) goes on to state organisations are becoming more successful and growing very quickly and recognising that staffs are managing projects without having the project manager title. 2.2.2 Project Management Body of Knowledge (PMBOK) The PMBOK guide provides the fundamental framework which is an industry standard to managing a project. Saladis and Kerzner (2009) state the real use of the PMBOK guide is to provide companies how to manage project irrespective of the characteristics. It provides the minimum knowledge that is required of a manager in order for the manager to be effective. Stackpole (2010) agrees that the PMBOK is a standard but also goes on to say it defines what is to be best practice on most of the project most of the time. The PMBOK guide is created from individuals who are affiliated with the Project Management Institute (PMI). The members of the PMI meet every few years to update and input their intellectual knowledge into the PMBOK Guide. There have been a number of guides produced over the years with the latest version in 2008. The following sections are a brief description of the two subject areas of PMBOK which are project processes and knowledge areas adapted from (The PMBOK Guide, 2008). This is to provide managers an overview and critical review of these areas; Project Processes There are five main processes to the PMBOK that are used to manage projects. In comparison to the general guideline mentioned in 2.2.1 the PMBOK covers five out of the six areas already identified; Initiating The initiating process is where the project is defined, project sponsor is on board, project manager, the team and the requirements are identified. Planning Times scales are drawn up, scope of the project is defined in detail, risks and resources are also identified. Executing The team executes the work that needs to be done in order to achieve its objectives. The project manager in this process co-ordinate the activities within the project, some of these include managing the resources and contractors. Monitoring and Controlling Monitoring the situation and analysing what stage it should be against the project plan. The controlling of the project is achieved by comparing what the project has achieved against what was outlined in the project plan. If it not according to plan then corrective actions is taken to bring it back to target if not going according to plan. Closing Ensure all objectives are met and stakeholders are happy with a review for lessons learnt for future projects. Knowledge Areas Project managers should also be familiar with the following knowledge areas to be considered as a professional. Each knowledge area contains a set of project management processes (Abdomerovic, 2008). Knowledge Areais aimed at promoting and sharing with some of the best scholarly literature material and available tools in the management, executive education, organizational behaviour and organizational psychology fields (Delegate Management Services, 2010). Project Integration Management Integration ensures that the project is planned properly, executed and controlled. The project manager must co-ordinate and integrates each activity in order to achieve the objectives of the project. Saladis and Kerzner (2009) agree with the definition given by (The PMBOK Guide, 2008) but also add the project manager must have overall vision of the project and must understand the technical as well as the human side of planning. Project Scope Management Schwalbe (2009) definition of project scope is to define in detail the scope or work required for the project, a view also shared by (Phillips, 2007; Nokes and Kelly, 2007). Phillips (2007) states the project manager and the project team must have clear vision of what is expected from the project. This is where one of the key components of project failure arises when people on the project team are not striving for the same goals, which includes the stakeholders of the project. However Phillips agrees with the PMBOK guide but also adds to create a scope, several inputs are required. The PMBOK Guide (2008) defines project scope management to include the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Scope management as identified, only focuses on the output of the project and what is required to achieve the project deliverables. It does not have any concerns as to the time it takes to achieve the objectives or how much it costs (Phillips, 2007). For example, The National Insurance Recording System (NIRS2) was to be developed to replace the previous system in 1997. However one of the underlying problems was as the project commenced it became clear the system size and project scope was bigger and more complex than originally thought. This eventually led to the delay of the system at a cost of  £38 million (www.parliament.the-stationery-office.co.uk, 2010). PMBOK identifies there to be 5 areas of project scope which are: collecting the requirements, defining the scope, creating a Work break-down structure (WBS), verifying the scope and control or monitoring the scope. WBS is the process of subdividing project deliverables and project work into smaller and more manageable tasks (The PMBOK Guide, 2008). Haugan (2002) gives a detailed explanation of WBS as follows; â€Å"A deliverable-orientated grouping of project elements that organises and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work† WBS allows the project manager to integrate each activity and prioritise certain tasks over others. An example of a WBS is given below in Fig. 2 Project Time Management A schedule is developed to achieve the objectives, estimating the time for each task, determining the critical path and then controlling the work actually does happen. There are a number of project management tools that could be used to manage time. OConchuir (2011) identifies the simplest form of time management would be to use Milestone List which illustrate when each stage is to be completed. OConchuir (2011) also identifies that The Gantt Chart to be a widely used tool to display the milestones in a visual format. Figure 3 illustrates a Gantt Chart. Marmel and Muir (2011) state the Gantt Chart was developed by Henry Gantt in 1910, however (Parviz and Anantatmula,2005; Schwalbe, 2009; www.ganttchartmac.com, 2011) state it was developed in 1917. Chiu (2010) does not specify a specific year, however states that it was developed during the First World War. Therefore it can be assumed it was produced in between the years of 1910 to 1918. The Gantt Chart is easy to understand, modify and is a simple way to depict progress status (Westcott, 2006). However as a planning tool, there are some notable limitations as described by (Springer, 2004). The limitations are that the chart is potentially subjective, interrelationships among the schedule activities are not depicted and no follow-on implications from schedule movement. Project Cost Management Schwalbe (2009) states project cost management includes the processes required to ensure that a project team completes a project within an approved budget. Schwalbe (2009) also states it is the project managers duty to satisfy stakeholders of the project as well as striving to reduce and control costs. It is here the costing of the project is calculated: this involves estimating the resources needed, staff and materials. As the project is conducted, costs are controlled and kept on track to make sure it is kept under or on budget. There have been many projects that have been completed but failed to meet the budget due to the project spiralling out of control. A notable IT project failure was the Wessex Regional Health Authoritys (WRHA) Regional Information Systems Plan (RSIP) in 1984. This project was an initiative to improve the provision of clinical and health services. It was to cost  £25.8 million and be completed in five years. However the project was not even completed and ab andoned with the eventual cost rising to  £43 million. The reason for this high increase was because of overspending, high cost of implementation and lack of funds (Chua, 2009). Project Quality Management Saladis and Kerzner (2009) identifies the main objective of quality management is customer satisfaction. However (Stackpole, 2010) states quality management is applied to the project and product. Although in essence both these authors are correct, as providing quality throughout the project and the products will provide customer satisfaction. Schwalbe (2009) argues project quality management is a difficult knowledge area to define. This is because there are many definitions to quality management and the definitions are still vague. Schwalbe (2009) also identifies some that experts base quality on â€Å"Conformance to requirements† which means project processes and products meeting written specification. In relation to these views of the authors (The PMBOK Guide, 2008) defines project quality management as the degree to which a set of inherent characteristics fulfil requirements. Below Fig. 4 is the PMBOK guides quality management process. The PMBOK Guide (2008) identifies managers have to grasp three aspects of quality management which includes processes and activities as shown in Fig. 4; 1) Plan Quality Schwalbe (2009) states in the planning aspect of quality it involves identifying the standards that are relevant to the projects and how to satisfy these standards. Saladis and Kerzner (2009) agrees and identifies a few standards that can be used; ISO 9000/2000: The International Organisation of Standardisation (IOS) this is to provide a framework around which a quality management system can effectively be implemented www.bsi-emea.com, 2011. Saladis and Kerzner (2009) agree and explain adhering to the processes approved by the IOS will produce a consistent output. Six Sigma: Pyzdek and Keller (2009) define six sigma as a rigorous, focused, highly effective implementation of proven quality principles and techniques. Its aim is to have virtually error-free business performance. Saladis and Kerzner (2009) state the methodology for meeting these performance levels is to follow a procedure referred to as DMAIC: define, measure, analyse, improve, control. Total Quality Management (TQM): a comprehensive and integrated way of managing any organisation to meet the needs of customers consistently and continuous improvement in every aspect of the organisations activities (Evans et al.,1996). It is an approach where everyone is responsible for quality. It is designed to enable an organisation to gain competitive advantage by striving to meet 100% customer satisfaction (Yardley, 2002) 2) Perform Quality Assurance The PMBOK Guide (2008) defines quality assurance as the process of regularly evaluating the overall performance of the project to ensure the project will satisfy quality standards. Francis and Horine (2003) agree and explain quality assurance involves making sure everything is done correctly and fulfils the requirements of the project. 3) Perform Quality Control Monitoring and recording the results to see if they meet the requirements (The PMBOK Guide, 2008). This is to be achieved by statistical process control and Pareto analysis as stated by (Barkley and Saylor, 2001) and identify that this an important factor of quality even though these tools are inspection based. For example in 1992 BAE Automated System was awarded a $175.6 million contract by the city of Denver to build an airport with an integrated baggage handling system for the new Denver International Airport (DIA). This system was supposed to route and deliver luggage in the airport using unmanned carts. However it was a catastrophic failure due to the following reasons as stated by (Chua, 2009); One of the reasons for failure was the sheer expanse of the DIA it was twice the size of Manhattan, New York. Overly ambitious, as it was asked to be built in one year, but was estimated to take four years. No experience of dealing with such a large project, Conflicts with contractors, Poor management of user expectation, Continuous changes. Eventual cost was close to $2 billion over budget and sixteen months behind schedule. This example stipulates the importance of having quality aspects imbedded into the project. The project should have followed some quality guidelines such as TQM where this approach identifies everyone responsible for the quality. Project Human Resource Management Identifying the personnel needed to do the job by giving their roles and responsibilities within the team, managing and motivating that team. Also the identification of key stakeholders within the project is made here. Project Communications Management Communication is vital to any project; (The PMBOK Guide, 2008) acknowledges that the communication knowledge area involves planning and disseminating information relevant to the project. Project Risk Management Kerzner (2009) defines risk management as the act or practise of dealing with risk. This includes planning for risk, identifying potential project risk, analysing and prioritising risk, developing risk response strategies and monitoring and controlling risks to determine how they have changed. Dinsmore et al (2010) agrees and makes a valid point identifying that all projects will have a certain element of risk. This is because no two projects are the same as some are characterized by the following: Uniqueness, Complexity, Change, Assumptions, Constraints, Dependencies and most importantly People. Project Procurement Management Determining which goods and services are necessary for the project and how they are to be acquired. The PMBOK provides a great platform for understand how to manage a project. The PMBOK is a framework that covers proven techniques and practices given by existing project managers. The framework is used in major organisation such as Fujitsu and Boeing Aircraft (Blokdijk, 2008). It is more associated as knowledge based framework as it identifies â€Å"What† the project might require rather than â€Å"How† to manage a project. It does not show in great detail exactly how to go about managing a project which is why it is mentioned also as a framework and more as a guideline. The reason for identifying the method as knowledge based is because every few years PMI meet to update and input their intellectual knowledge. This can be an advantage as members input the knowledge of successful proven practices needed to manage the life-cycle of a project. For each process it outlines which necessary tools and techniques are needed. The PMBOK however has its disadvantages; PMBOK poin ts out human resource management as important but fails to miss out the need to document the processes. The reason why it is a disadvantage is because by not documenting the process, it fails to provide information for anyone else to come into the project at a later date, or when re-evaluating the project at the end why such action was taken or needs to be taken. Another disadvantage is it provides minimal amount of coverage of various project management techniques such as WBS or Gantt Chart. Managers would therefore need to consult specialised texts to grasp the subject further. It is also complex for smaller projects and has to be adapted specifically to the industry area (www.theprojectmanagement.com, 2008). 2.2.3 PRINCE2 Methodology Hedeman et al (2010) identifies PRINCE2 as an acronym for PRoject IN Controlled Environments and is a structured method for managing projects. Hedeman et al (2010) also states that PRINCE2 is a de facto standard that is used by the United Kingdom (UK) Government and is widely recognised in the private sector. Van Bon and Verheijen (2006) also agree the PRINCE2 methodology as a de facto standard in the UK and widely used in the Netherlands and Australia. Lock (2007) identifies that the PRINCE2 methodology was at first intended for use on IT projects, however it has since emerged to be effective in any given project. PRINCE2 is a set of activities to achieve its business product with the organisation structure defining responsibilities to manage the project. PRINCE was established and launched in 1989 and was based on an earlier model called PROMPT; PRINCE took over from PROMT within Government projects. PRINCE2 was published in 1996 and is the trade mark of the Office of Government Commerce (OGC) PRINCE2 Process Model In the following section is a brief overview of the process model which has been summarised from the (Managing Successful Project with PRINCE2, Office of Government Commerce, 2002) The PRINCE2 Process model consists of a number of distinctive management processes. Graham (2010) states most people fall into the trap of following this model exactly as a standard approach. It is therefore in the best interest of the project manager not to blindly follow the exact approach stated in the model. Depending on the experience of the project manager and what the project needs elements of the model can be taken and applied to a particular project. Figure 5 shows the different levels of management; Directing a Project (DP) DP is aimed at the Project Board: the board manage and monitor the projects by reports and controls through a number of decision points. Key decision points are initiating the project on the right track, commitment of more resources after checking results and project closure. This process does not cover the day to day activities of the project manager. Starting up a Project (SU) A pre-project process designed to ensure the basic elements are in place. In this process the project team is assembled and a project brief is prepared. This process also brings out the Project Mandate which defines the reason for the project and what the outcome is to be. Initiating a Project (IP) The team decides whether it is feasible for them to proceed with the project and if feasible then a business Case is produced. Other key activities here are setting up project files, encouraging the Project Board to take ownership of the project, assembling the Project Initiation Document (PID), ensuring the investment and time required is considered wisely. Portman (2009) identifies different steps to this process in comparison to (Managing Successful Project with PRINCE2, Office of Government Commerce, 2002). Portman (2009) focuses more on the people aspect as it states that all parties are to be aware of the product that is to be delivered, at what time, and quality aspects. Also management and responsibilities are made clear. Both these texts identify valid points which will enable a project manager to clarify what is to happen at this stage. But raises questions as to why the people aspects are not covered or examples given as it only states a large portion of documentation in the Managing Successful Project with PRINCE2. It gives indication that theory and actual practise is different. Controlling a Stage (CS) The Project Manager monitors and controls the day to day activities and forms the core role of the Project Manager. Other key activities include authorising, gathering progress information, reviewing stages and reporting. Managing Product Delivery (MP) Ensure planned products are created and delivered by the project. The process makes sure that the work is being done, ensuring that products meet quality criterias set. It makes sure that the work on products allocated to the team is effectively authorised and agreed. Other key activities include assessing work progress and forecasts regularly, obtaining approval for the completed products. Managing Stage Boundaries (SB) This process dictates what should be done towards the end of the stage. The objectives for this process are to assure the Project Board that all deliverables have been completed for the current stage plan, provide information for the Project Board to asses on whether to continue with the project or not, provide enough information to approve the current stage and authorise the start of the next stage and record any lessons to be learned for later projects. Closing the Project (CP) Portman (2009) states this process are the activities required to close the project and release the project manager. The project could either be the actual project end or a premature end. Objectives here are to check to see if the PID objectives or aim have been met, confirm acceptance of the product, and make recommendation for future work. Resources are freed up for allocation to other activities and prepare end project report. Planning (PL) Planning is a repeatable process and plays an important role in other processes. A few are mentioned below: Planning for an Initiation Stage Planning for a Project Planning a Stage Producing an Exception Plan As previously stated PRINCE2 is the de facto standard for the UK Government and the reason for this is the attention to detail, documentation, business justification and emphasis on dividing the project into manageable and controllable stages (www.prince2.com, 2011). There are many documentation points which enable everyone to know what has happened and how they can improve for the future. Although this methodology may be unsuitable for smaller projects, elements of this methodology can be taken out such as area of control (Bentley, 2005) and implemented into managing a project. However, the question is that if this is such a widely used methodology and is the de facto standard used by the Government, then why are IT projects still failing? And why do IT projects really fail or is it just a widely used perception of IT always failing? These are some of the questions which are going to be explored as the literature review is conducted. Analysing PRINCE2, it is evident why managers and the UK Government use this methodology. This is because it allows the manager to build on experience and the manager to be proactive and not reactive (Harris, 2010). It ensures the project process is viable to senior management (Yardley, 2002). By identifying early warning signs of potential problems and allowing proactive measures to be taken to help alleviate them. The advantages and disadvantages are identified in Table 2. The key point to consider is some project managers fail to differentiate that this is a methodology and does not need to be followed exactly to each and every point, process or technique. Project managers become too inflexible and fixed on the idea that they have to follow each and every step which can make the project long and with unnecessary processes (Charvat, 2003). Another key point regarding PRINCE2 in comparison to the Project Management Body of Knowledge (PMBOK) is the PRINCE2 misses the importance of th e need of soft skills (Charvat, 2003). PRINCE2 also misses out on areas such as human resources, leadership and management techniques, health and safety. This is different to the PMBOK which focuses on soft skills such as people management. There are numerous benefits for using a structured approach to managing a project. Below are the advantages and disadvantages given by (Office of Government Commerce (OGC), 2002) are; 2.2.4 Waterfall Methodology The waterfall method was developed by Winston W. Royce in the 1970 and is considered to be a traditional approach. This was one of the first formal approaches for information system analysis and design as stated by (Johns, 2002; Carkenord, 2009). The method is a process followed in a sequence where a task is completed before moving on to the next in a sequential manner. Figure 6 shows the waterfall methodology, (Rainardi, 2007) illustrates the approach of the waterfall when one task is completed after another. The advantages and disadvantages to the waterfall methodology according to Charvat (2003) are illustrated in Table 3 Although this is for a software development or information system methodology, the same approach can be applied to a project in completing one section and then moving on to the other. The waterfall however does not always reflect on how a project is undertaken and is rarely done in such a sequential manner. However as (Charvat, 2003) identifies, it does produce a phase by phase checkpoint. This will allow the project to stay on the right track in meeting its objectives. 2.2.5 Structured Systems Analysis and Design Method (SSADM) SSADM is a structured approach into the analysis and design of developing an Minimising IT Project Management Failure Minimising IT Project Management Failure 2.0 REVIEW OF EXISTING KNOWLEDGE The following sections will provide a critical review of the research work that had been undertaken. This information is relevant to the project and most importantly is associated with the project aims and objectives. A variety of sources were analysed in order to achieve a better understanding in some of the areas considered for this research project. 2.1 Project Management The fundamental aspect of this research is project management as it focuses on how IT project management failure can be minimised. There are numerous definitions of project management; one definition given by (The Project Management Institute, 2009) states; â€Å"The application of knowledge, skills, tools and technique to project activities to meet project requirements† According to (Lewis, 1995) however, project management is the planning, scheduling, and controlling of project activities to achieve project objectives. The first definition of project management focuses more on the soft skills of project management. The definition of soft skills given by the (Oxford Dictionary, 2010) is â€Å"Personal attributes that enable someone to interact effectively and  harmoniously with other people† In comparison to Lewis this is more specific to what actually is required. Although Lewiss description is not invalid, it gives a more generalised approach to project management highlighting the fundamental points. These two definitions contain different characteristics that are important to project management but what both of these definitions have in common is completion of the project requirements or activities. To generalise project management is to apply certain personnel management skills and the application of knowledge, planning and scheduling to achieve a desired objective. 2.2 Project Methodologies and Frameworks Yardley (2002) identifies it is overwhelming why many IT projects fail. Yardley (2002) states that if something was to fail and keep on failing then at some point there would be gradual improvements to why failure occurs so often in the particular area. Gradual improvements should have been made from the lessons learnt from the failure of IT projects over a period of time. However this has not been the case as there have been many failures in IT, with the same problems reoccurring. For example, common reasons for IT failure given by (Computer Weekly, 2010) are; Commencing work too early Ambiguous contracts Inadequate estimation of work Breaking the contract Lack of engagement Al-Ahmed et al (2009) suggests that the IT industry is still young compared to other industries such as manufacturing but still attributes failure to the project management methodologies. Therefore the IT industry is still yet to formulate the needed operational standards and procedures. However as the following sections will clarify, there are â€Å"guidelines, frameworks, rules, methods† in place to counter such argument. These will be identified and critically evaluated in the following. With all these clarification in place it is overwhelming to understand the amount of failure in IT as stated by (Yardley, 2002). 2.2.1 Managing a project Lewis (2007) in his book, Fundamentals of Project Management, gave a generalised approach to what a project contains. At each relevant step, questions are to be asked by a project manager for them to consider. Lewis gives a brief indication on these steps that are considered for managing a project as illustrated below in Fig.1 Figure 1 above illustrates a general approach to project management which consists of six main areas. The illustration identifies how the project is to be started up, planned, controlled and how the project is to close. On this basis of managing a project can seem simple enough however the accomplishment of each area is a different matter, hence the number of failures within IT. Al Neimat (2005) identifies the reason for failure is due to project management processes and the aligning of IT within the organisational structure. This view is also agreed by (Al-Ahmad et al.,2009) as project management discipline in most organisations are minimal they do not have the infrastructure to provide; education, training, or management disciplines in order to allow projects to achieve successful completion. Both these authors views are correct to some extent; this is because the project management processes are not followed exactly. For example, the reasons for failure as previously mentioned by (Computer Weekly, 2010) states project work is commenced too early and highlighting some do not plan the project effectively. Al-Ahmad et al (2009) view is correct to some degree. This is because some companies may not have sufficient resources to provide training and education in project management. However (Archbold, 2008) states that over the past ten years there had been a rise in interest in project management. Archbold (2008) states the reason for the rise in interest is because there are more projects then there were ten years ago. Archbold (2008) goes on to state organisations are becoming more successful and growing very quickly and recognising that staffs are managing projects without having the project manager title. 2.2.2 Project Management Body of Knowledge (PMBOK) The PMBOK guide provides the fundamental framework which is an industry standard to managing a project. Saladis and Kerzner (2009) state the real use of the PMBOK guide is to provide companies how to manage project irrespective of the characteristics. It provides the minimum knowledge that is required of a manager in order for the manager to be effective. Stackpole (2010) agrees that the PMBOK is a standard but also goes on to say it defines what is to be best practice on most of the project most of the time. The PMBOK guide is created from individuals who are affiliated with the Project Management Institute (PMI). The members of the PMI meet every few years to update and input their intellectual knowledge into the PMBOK Guide. There have been a number of guides produced over the years with the latest version in 2008. The following sections are a brief description of the two subject areas of PMBOK which are project processes and knowledge areas adapted from (The PMBOK Guide, 2008). This is to provide managers an overview and critical review of these areas; Project Processes There are five main processes to the PMBOK that are used to manage projects. In comparison to the general guideline mentioned in 2.2.1 the PMBOK covers five out of the six areas already identified; Initiating The initiating process is where the project is defined, project sponsor is on board, project manager, the team and the requirements are identified. Planning Times scales are drawn up, scope of the project is defined in detail, risks and resources are also identified. Executing The team executes the work that needs to be done in order to achieve its objectives. The project manager in this process co-ordinate the activities within the project, some of these include managing the resources and contractors. Monitoring and Controlling Monitoring the situation and analysing what stage it should be against the project plan. The controlling of the project is achieved by comparing what the project has achieved against what was outlined in the project plan. If it not according to plan then corrective actions is taken to bring it back to target if not going according to plan. Closing Ensure all objectives are met and stakeholders are happy with a review for lessons learnt for future projects. Knowledge Areas Project managers should also be familiar with the following knowledge areas to be considered as a professional. Each knowledge area contains a set of project management processes (Abdomerovic, 2008). Knowledge Areais aimed at promoting and sharing with some of the best scholarly literature material and available tools in the management, executive education, organizational behaviour and organizational psychology fields (Delegate Management Services, 2010). Project Integration Management Integration ensures that the project is planned properly, executed and controlled. The project manager must co-ordinate and integrates each activity in order to achieve the objectives of the project. Saladis and Kerzner (2009) agree with the definition given by (The PMBOK Guide, 2008) but also add the project manager must have overall vision of the project and must understand the technical as well as the human side of planning. Project Scope Management Schwalbe (2009) definition of project scope is to define in detail the scope or work required for the project, a view also shared by (Phillips, 2007; Nokes and Kelly, 2007). Phillips (2007) states the project manager and the project team must have clear vision of what is expected from the project. This is where one of the key components of project failure arises when people on the project team are not striving for the same goals, which includes the stakeholders of the project. However Phillips agrees with the PMBOK guide but also adds to create a scope, several inputs are required. The PMBOK Guide (2008) defines project scope management to include the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Scope management as identified, only focuses on the output of the project and what is required to achieve the project deliverables. It does not have any concerns as to the time it takes to achieve the objectives or how much it costs (Phillips, 2007). For example, The National Insurance Recording System (NIRS2) was to be developed to replace the previous system in 1997. However one of the underlying problems was as the project commenced it became clear the system size and project scope was bigger and more complex than originally thought. This eventually led to the delay of the system at a cost of  £38 million (www.parliament.the-stationery-office.co.uk, 2010). PMBOK identifies there to be 5 areas of project scope which are: collecting the requirements, defining the scope, creating a Work break-down structure (WBS), verifying the scope and control or monitoring the scope. WBS is the process of subdividing project deliverables and project work into smaller and more manageable tasks (The PMBOK Guide, 2008). Haugan (2002) gives a detailed explanation of WBS as follows; â€Å"A deliverable-orientated grouping of project elements that organises and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work† WBS allows the project manager to integrate each activity and prioritise certain tasks over others. An example of a WBS is given below in Fig. 2 Project Time Management A schedule is developed to achieve the objectives, estimating the time for each task, determining the critical path and then controlling the work actually does happen. There are a number of project management tools that could be used to manage time. OConchuir (2011) identifies the simplest form of time management would be to use Milestone List which illustrate when each stage is to be completed. OConchuir (2011) also identifies that The Gantt Chart to be a widely used tool to display the milestones in a visual format. Figure 3 illustrates a Gantt Chart. Marmel and Muir (2011) state the Gantt Chart was developed by Henry Gantt in 1910, however (Parviz and Anantatmula,2005; Schwalbe, 2009; www.ganttchartmac.com, 2011) state it was developed in 1917. Chiu (2010) does not specify a specific year, however states that it was developed during the First World War. Therefore it can be assumed it was produced in between the years of 1910 to 1918. The Gantt Chart is easy to understand, modify and is a simple way to depict progress status (Westcott, 2006). However as a planning tool, there are some notable limitations as described by (Springer, 2004). The limitations are that the chart is potentially subjective, interrelationships among the schedule activities are not depicted and no follow-on implications from schedule movement. Project Cost Management Schwalbe (2009) states project cost management includes the processes required to ensure that a project team completes a project within an approved budget. Schwalbe (2009) also states it is the project managers duty to satisfy stakeholders of the project as well as striving to reduce and control costs. It is here the costing of the project is calculated: this involves estimating the resources needed, staff and materials. As the project is conducted, costs are controlled and kept on track to make sure it is kept under or on budget. There have been many projects that have been completed but failed to meet the budget due to the project spiralling out of control. A notable IT project failure was the Wessex Regional Health Authoritys (WRHA) Regional Information Systems Plan (RSIP) in 1984. This project was an initiative to improve the provision of clinical and health services. It was to cost  £25.8 million and be completed in five years. However the project was not even completed and ab andoned with the eventual cost rising to  £43 million. The reason for this high increase was because of overspending, high cost of implementation and lack of funds (Chua, 2009). Project Quality Management Saladis and Kerzner (2009) identifies the main objective of quality management is customer satisfaction. However (Stackpole, 2010) states quality management is applied to the project and product. Although in essence both these authors are correct, as providing quality throughout the project and the products will provide customer satisfaction. Schwalbe (2009) argues project quality management is a difficult knowledge area to define. This is because there are many definitions to quality management and the definitions are still vague. Schwalbe (2009) also identifies some that experts base quality on â€Å"Conformance to requirements† which means project processes and products meeting written specification. In relation to these views of the authors (The PMBOK Guide, 2008) defines project quality management as the degree to which a set of inherent characteristics fulfil requirements. Below Fig. 4 is the PMBOK guides quality management process. The PMBOK Guide (2008) identifies managers have to grasp three aspects of quality management which includes processes and activities as shown in Fig. 4; 1) Plan Quality Schwalbe (2009) states in the planning aspect of quality it involves identifying the standards that are relevant to the projects and how to satisfy these standards. Saladis and Kerzner (2009) agrees and identifies a few standards that can be used; ISO 9000/2000: The International Organisation of Standardisation (IOS) this is to provide a framework around which a quality management system can effectively be implemented www.bsi-emea.com, 2011. Saladis and Kerzner (2009) agree and explain adhering to the processes approved by the IOS will produce a consistent output. Six Sigma: Pyzdek and Keller (2009) define six sigma as a rigorous, focused, highly effective implementation of proven quality principles and techniques. Its aim is to have virtually error-free business performance. Saladis and Kerzner (2009) state the methodology for meeting these performance levels is to follow a procedure referred to as DMAIC: define, measure, analyse, improve, control. Total Quality Management (TQM): a comprehensive and integrated way of managing any organisation to meet the needs of customers consistently and continuous improvement in every aspect of the organisations activities (Evans et al.,1996). It is an approach where everyone is responsible for quality. It is designed to enable an organisation to gain competitive advantage by striving to meet 100% customer satisfaction (Yardley, 2002) 2) Perform Quality Assurance The PMBOK Guide (2008) defines quality assurance as the process of regularly evaluating the overall performance of the project to ensure the project will satisfy quality standards. Francis and Horine (2003) agree and explain quality assurance involves making sure everything is done correctly and fulfils the requirements of the project. 3) Perform Quality Control Monitoring and recording the results to see if they meet the requirements (The PMBOK Guide, 2008). This is to be achieved by statistical process control and Pareto analysis as stated by (Barkley and Saylor, 2001) and identify that this an important factor of quality even though these tools are inspection based. For example in 1992 BAE Automated System was awarded a $175.6 million contract by the city of Denver to build an airport with an integrated baggage handling system for the new Denver International Airport (DIA). This system was supposed to route and deliver luggage in the airport using unmanned carts. However it was a catastrophic failure due to the following reasons as stated by (Chua, 2009); One of the reasons for failure was the sheer expanse of the DIA it was twice the size of Manhattan, New York. Overly ambitious, as it was asked to be built in one year, but was estimated to take four years. No experience of dealing with such a large project, Conflicts with contractors, Poor management of user expectation, Continuous changes. Eventual cost was close to $2 billion over budget and sixteen months behind schedule. This example stipulates the importance of having quality aspects imbedded into the project. The project should have followed some quality guidelines such as TQM where this approach identifies everyone responsible for the quality. Project Human Resource Management Identifying the personnel needed to do the job by giving their roles and responsibilities within the team, managing and motivating that team. Also the identification of key stakeholders within the project is made here. Project Communications Management Communication is vital to any project; (The PMBOK Guide, 2008) acknowledges that the communication knowledge area involves planning and disseminating information relevant to the project. Project Risk Management Kerzner (2009) defines risk management as the act or practise of dealing with risk. This includes planning for risk, identifying potential project risk, analysing and prioritising risk, developing risk response strategies and monitoring and controlling risks to determine how they have changed. Dinsmore et al (2010) agrees and makes a valid point identifying that all projects will have a certain element of risk. This is because no two projects are the same as some are characterized by the following: Uniqueness, Complexity, Change, Assumptions, Constraints, Dependencies and most importantly People. Project Procurement Management Determining which goods and services are necessary for the project and how they are to be acquired. The PMBOK provides a great platform for understand how to manage a project. The PMBOK is a framework that covers proven techniques and practices given by existing project managers. The framework is used in major organisation such as Fujitsu and Boeing Aircraft (Blokdijk, 2008). It is more associated as knowledge based framework as it identifies â€Å"What† the project might require rather than â€Å"How† to manage a project. It does not show in great detail exactly how to go about managing a project which is why it is mentioned also as a framework and more as a guideline. The reason for identifying the method as knowledge based is because every few years PMI meet to update and input their intellectual knowledge. This can be an advantage as members input the knowledge of successful proven practices needed to manage the life-cycle of a project. For each process it outlines which necessary tools and techniques are needed. The PMBOK however has its disadvantages; PMBOK poin ts out human resource management as important but fails to miss out the need to document the processes. The reason why it is a disadvantage is because by not documenting the process, it fails to provide information for anyone else to come into the project at a later date, or when re-evaluating the project at the end why such action was taken or needs to be taken. Another disadvantage is it provides minimal amount of coverage of various project management techniques such as WBS or Gantt Chart. Managers would therefore need to consult specialised texts to grasp the subject further. It is also complex for smaller projects and has to be adapted specifically to the industry area (www.theprojectmanagement.com, 2008). 2.2.3 PRINCE2 Methodology Hedeman et al (2010) identifies PRINCE2 as an acronym for PRoject IN Controlled Environments and is a structured method for managing projects. Hedeman et al (2010) also states that PRINCE2 is a de facto standard that is used by the United Kingdom (UK) Government and is widely recognised in the private sector. Van Bon and Verheijen (2006) also agree the PRINCE2 methodology as a de facto standard in the UK and widely used in the Netherlands and Australia. Lock (2007) identifies that the PRINCE2 methodology was at first intended for use on IT projects, however it has since emerged to be effective in any given project. PRINCE2 is a set of activities to achieve its business product with the organisation structure defining responsibilities to manage the project. PRINCE was established and launched in 1989 and was based on an earlier model called PROMPT; PRINCE took over from PROMT within Government projects. PRINCE2 was published in 1996 and is the trade mark of the Office of Government Commerce (OGC) PRINCE2 Process Model In the following section is a brief overview of the process model which has been summarised from the (Managing Successful Project with PRINCE2, Office of Government Commerce, 2002) The PRINCE2 Process model consists of a number of distinctive management processes. Graham (2010) states most people fall into the trap of following this model exactly as a standard approach. It is therefore in the best interest of the project manager not to blindly follow the exact approach stated in the model. Depending on the experience of the project manager and what the project needs elements of the model can be taken and applied to a particular project. Figure 5 shows the different levels of management; Directing a Project (DP) DP is aimed at the Project Board: the board manage and monitor the projects by reports and controls through a number of decision points. Key decision points are initiating the project on the right track, commitment of more resources after checking results and project closure. This process does not cover the day to day activities of the project manager. Starting up a Project (SU) A pre-project process designed to ensure the basic elements are in place. In this process the project team is assembled and a project brief is prepared. This process also brings out the Project Mandate which defines the reason for the project and what the outcome is to be. Initiating a Project (IP) The team decides whether it is feasible for them to proceed with the project and if feasible then a business Case is produced. Other key activities here are setting up project files, encouraging the Project Board to take ownership of the project, assembling the Project Initiation Document (PID), ensuring the investment and time required is considered wisely. Portman (2009) identifies different steps to this process in comparison to (Managing Successful Project with PRINCE2, Office of Government Commerce, 2002). Portman (2009) focuses more on the people aspect as it states that all parties are to be aware of the product that is to be delivered, at what time, and quality aspects. Also management and responsibilities are made clear. Both these texts identify valid points which will enable a project manager to clarify what is to happen at this stage. But raises questions as to why the people aspects are not covered or examples given as it only states a large portion of documentation in the Managing Successful Project with PRINCE2. It gives indication that theory and actual practise is different. Controlling a Stage (CS) The Project Manager monitors and controls the day to day activities and forms the core role of the Project Manager. Other key activities include authorising, gathering progress information, reviewing stages and reporting. Managing Product Delivery (MP) Ensure planned products are created and delivered by the project. The process makes sure that the work is being done, ensuring that products meet quality criterias set. It makes sure that the work on products allocated to the team is effectively authorised and agreed. Other key activities include assessing work progress and forecasts regularly, obtaining approval for the completed products. Managing Stage Boundaries (SB) This process dictates what should be done towards the end of the stage. The objectives for this process are to assure the Project Board that all deliverables have been completed for the current stage plan, provide information for the Project Board to asses on whether to continue with the project or not, provide enough information to approve the current stage and authorise the start of the next stage and record any lessons to be learned for later projects. Closing the Project (CP) Portman (2009) states this process are the activities required to close the project and release the project manager. The project could either be the actual project end or a premature end. Objectives here are to check to see if the PID objectives or aim have been met, confirm acceptance of the product, and make recommendation for future work. Resources are freed up for allocation to other activities and prepare end project report. Planning (PL) Planning is a repeatable process and plays an important role in other processes. A few are mentioned below: Planning for an Initiation Stage Planning for a Project Planning a Stage Producing an Exception Plan As previously stated PRINCE2 is the de facto standard for the UK Government and the reason for this is the attention to detail, documentation, business justification and emphasis on dividing the project into manageable and controllable stages (www.prince2.com, 2011). There are many documentation points which enable everyone to know what has happened and how they can improve for the future. Although this methodology may be unsuitable for smaller projects, elements of this methodology can be taken out such as area of control (Bentley, 2005) and implemented into managing a project. However, the question is that if this is such a widely used methodology and is the de facto standard used by the Government, then why are IT projects still failing? And why do IT projects really fail or is it just a widely used perception of IT always failing? These are some of the questions which are going to be explored as the literature review is conducted. Analysing PRINCE2, it is evident why managers and the UK Government use this methodology. This is because it allows the manager to build on experience and the manager to be proactive and not reactive (Harris, 2010). It ensures the project process is viable to senior management (Yardley, 2002). By identifying early warning signs of potential problems and allowing proactive measures to be taken to help alleviate them. The advantages and disadvantages are identified in Table 2. The key point to consider is some project managers fail to differentiate that this is a methodology and does not need to be followed exactly to each and every point, process or technique. Project managers become too inflexible and fixed on the idea that they have to follow each and every step which can make the project long and with unnecessary processes (Charvat, 2003). Another key point regarding PRINCE2 in comparison to the Project Management Body of Knowledge (PMBOK) is the PRINCE2 misses the importance of th e need of soft skills (Charvat, 2003). PRINCE2 also misses out on areas such as human resources, leadership and management techniques, health and safety. This is different to the PMBOK which focuses on soft skills such as people management. There are numerous benefits for using a structured approach to managing a project. Below are the advantages and disadvantages given by (Office of Government Commerce (OGC), 2002) are; 2.2.4 Waterfall Methodology The waterfall method was developed by Winston W. Royce in the 1970 and is considered to be a traditional approach. This was one of the first formal approaches for information system analysis and design as stated by (Johns, 2002; Carkenord, 2009). The method is a process followed in a sequence where a task is completed before moving on to the next in a sequential manner. Figure 6 shows the waterfall methodology, (Rainardi, 2007) illustrates the approach of the waterfall when one task is completed after another. The advantages and disadvantages to the waterfall methodology according to Charvat (2003) are illustrated in Table 3 Although this is for a software development or information system methodology, the same approach can be applied to a project in completing one section and then moving on to the other. The waterfall however does not always reflect on how a project is undertaken and is rarely done in such a sequential manner. However as (Charvat, 2003) identifies, it does produce a phase by phase checkpoint. This will allow the project to stay on the right track in meeting its objectives. 2.2.5 Structured Systems Analysis and Design Method (SSADM) SSADM is a structured approach into the analysis and design of developing an