Project management principles

Venture the executives standards Presentation of undertaking the executives Task the executives is an arranged and organized exertion to accomplish a target or is the way toward overseeing, assigning, and timing accessible assets to accomplish the ideal objective of a venture in an effective and practical way, for instance, making another framework or developing an undertaking. Task the executives is broadly perceived as a commonsense method of guaranteeing that activities meet destinations and items are conveyed on schedule, inside financial plan and to address quality particular, while simultaneously controlling or keeping up the extent of the undertaking at the right level. Venture the board incorporates building up an undertaking plan, which incorporates characterizing and affirming the undertaking objectives and targets, recognizing assignments and how objectives will be accomplished, measuring the assets required, and deciding financial plans and courses of events for consummation. It likewise incorporates dealing with the execution of the undertaking plan, alongside working standard controls to guarantee that there is exact and target data on execution comparative with the arrangement, and the instruments to actualize recuperation activities where essential. Undertakings generally follow significant stages or stages (with different titles for these), including achievability, definition, venture arranging, execution, assessment and backing/support History Task the board has been drilled since the early development. Until 1900 structural designing tasks were commonly overseen by imaginative planners and architects by their selves, among those for instance Christopher Wren (1632-1723) , Thomas Telford (1757-1834) and Isambard Kingdom Brunel (1806-1859) It has been since the 1950s, that associations began applying fundamental venture the executives apparatuses and strategies to complex undertakings. Henry Gantt (1861-1919), the dad of arranging and control methods. As a control, Project Management created from various fields of use including development, designing and guard. In the United States, the two progenitors of undertaking the executives are Henry Gantt, called the dad of arranging and control strategies, who is broadly recognized for his utilization of the Gantt graph as a venture the executives instrument, and Henri Fayol for his formation of the 5 administration capacities, which structure the reason for the assemblage of information related with task and program the board. Both Gantt and Fayol were known as being understudies of Frederick Winslow Taylors hypotheses of logical administration. His work is the harbinger to present day venture the executives instruments including work breakdown structure (WBS) and asset designation. Standards of task the board The Success Principle The fundamental objective of venture the executives is to make a fruitful item. Without making an effective item there is nothing but bad point in bringing about the undertaking Management overhead expense. contradicting to customary way of thinking, there have been numerous Projects that have been â€Å"On time and inside budget† yet the item has not been effective, and comparatively numerous that have not been â€Å"On time and inside budget† yet the item has been exceptionally fruitful. The Commitment Principle A commonly satisfactory confirmation between an undertaking support and a task group must exist before a feasible venture exists. A task support is a proficient individual instead of the possible proprietor of the result of the venture and who is liable for giving the important assets (cash, products, administrations, and general bearing, as proper.) A venture group is a learned and qualified gathering competent and ready to attempt crafted by the undertaking. A commonly satisfactory affirmation is one in which there is concession to the objectives and goals of the venture regarding the items scope, quality evaluation, time to fruition and last expense. The Tetrad-Tradeoff Principle The center factors of the undertaking the board procedure, in particular: item scope, quality evaluation, time-to-create and cost-to-finish should all be commonly steady. The center factors of degree, quality, time and cost are interrelated somewhat like a four-cornered edge with adaptable joints. One corner can be tied down and another moved, however not without influencing the other two. The Primary Communication Channel (or Unity-of-Command) Principle A solitary channel of correspondence must exist between the undertaking support and the venture group pioneer for all choices influencing the aftereffect of the task. This guideline is basic for the viable and productive organization of the task Commitment. The proprietor of the inevitable item, whenever spoke to by more than one Person, should by the by talk with one voice. Thus, at some random time, the undertakings group must have a solitary purpose of obligation, a venture supervisor, for crafted by the task. Such individual must have what it takes, understanding, devotion, responsibility, authority and relentlessness to lead the task to progress. The Cultural Environment (or Suitability) Principle An educated administration must give an accommodating social condition to empower the Project group to create its best work. An educated administration is one which comprehends the task the board procedure. A strong social condition is one in which the venture is unmistakably supported by the executives, and plan colleagues are empowered to create their best work without pointless bureaucratic impediment. This standard incorporates the requirement for the board to guarantee that the administration profile and the executives style are fit to both the kind of task and its stage in the undertaking life-cycle. The Process Principle Compelling and effective approaches and strategies must be set up for the lead of the undertaking responsibility. Such arrangements and systems must cover, at any rate, clear jobs and duties, appointment of power, and procedures for dealing with the extent of work, including changes, support of value, and calendar and cost control. The Life-Cycle Principle Plan first, at that point do. A fruitful task the board procedure depends on two exercises arranging first, and afterward doing. These two successive exercises structure the premise of each task life-cycle, and can be extended to suit the control prerequisites of each kind of undertaking in each zone of venture the executives application. The task life-cycle, portrayed by a progression of ‘milestones decides when the undertaking begins, the ‘control doors through which it must pass, and when the venture is done. Evaluate the suitability of undertakings and create achievement/disappointment rules Presentation There are a couple of elements to consider before any genuine activities start. The venture engineers must contain steps or task stages, in particular, the first idea must be resolved, thus as attainability study, field-tested strategy, hazard evaluation, open enquiry, consent, association, arranging, plan, obtainment, satisfaction, test, handover, monetary life. Venture directors has the errand of checking tasks to be guided into a triumph, sadly, there are a few undertakings that were not finished on schedule, over spending plan or being dropped during the time spent structure it. All in all, there are normal reasons that are typically found for venture disappointments, these are a couple of reasons: absence of client inclusion, mistaken arranging or absence of arranging, deficient necessities, absence of assets, off base estimations. As indicated by the 1994 Standish CHAOS explanation there are top 10 components found in effective ventures. These variables are recorded in Table un derneath Venture achievement factors Venture Success Factors % of Reactions Client Involvement 15.9% Official Management Support 13.9% Away from of Requirements 13.0% Legitimate Planning 9.6% Practical Expectations 8.2% Littler Project Milestones 7.7% Able Staff 7.2% Possession 5.3% Clear Vision and Objectives 2.9% Persevering, Focused Staff 2.4% A few factors that added to extend will be talked about beneath: Client Involvement †¢ One of the way to achievement in an undertaking is client inclusion, without the clients contribution, it might reason for inability to the whole venture. Regardless of whether the undertaking was conveyed on schedule, and on spending plan, a task has a high pace of coming up short if the venture doesn't address clients issues. - Executive Management Support †¢ This impacts the procedure and progress of a Project and absence of official info can put an undertaking at an extreme inconvenience. - Clear Statement of Requirements - Proper Planning †¢ Proper arranging is one of the most significant pieces of building up a venture, having ill-advised arranging of the undertaking may make a serious inconvenience the task and result to a disappointment. - Realistic Expectations †¢ Expectations of the task improvement result must be sane. In the event that desires in building up an undertaking are not precise, it might cause to a disappointment in building the task itself. - Smaller Project Milestones †¢ One of the things to be required for a total accomplishment of an undertaking is finishing littler task grindstones, the little subtleties of a venture ought not be ignored for it might result to a minor disappointment. In the event that these littler achievements are not being accomplished, it might cause a significant issue in the culmination of the undertaking. - Competent Staff †¢ Staff individuals assume the greatest job in an undertaking improvement, without the correct information or aptitude of a staff part may make a poor result an advancement of a venture. Staff individuals ought to be appropriate prepared and have the best possible experience before engaging with the assignment that they will deal with during the task improvement. - Ownership - Clear Vision and Objectives - Hard working †¢ Every staff of individual that is associated with a task improvement must be energetic and dependable in accomplishing goals. Uncertain staff individuals may cause an inappropriate result in the structure procedure As a matter of first importance Figure out what business you are in, and afterward mind your o

They Will Be Proud free essay sample

I lived in a modest community in Mexico named Tepalcingo. The boulevards made of little shakes, the streets self-destructing a lot of like the houses. Children would go around playing with old toys and mud. I was that youngster, my family battled. We lived in a little house made of tree limbs with mud that helped them keep awake; and the wet earthy colored mud was our floor, one bed for five individuals; my folks, my two more established sisters and myself. We didn’t have a spot to shower, and we utilized a huge canister with a little compartment to pour water over ourselves and warmed water over a carefully assembled chimney. My father was rarely home, he was away working in an industrial facility, while my mother remained at home and dealt with us.My sisters and I generally trusted that my father will get back home he would present to us our preferred yogurt, until one day he didn’t appear. We will compose a custom paper test on They Will Be Proud or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page I didn’t know why at the time nor would I comprehend: I was just 2, yet my mother did, so did my sisters. After a year I was on a plane made a beeline for the U.S. The whole time I thought my father hadabandoned us; he was striving to get us to a greener, better spot. As I grew up, we moved around a great deal. Cash was tight, when I was seven we imparted a two room condo to my uncle and his companion. They had one room, and we had the other. Living in Oregon was distinctive contrasted with Mexico. Rather than remaining at home with my mother and aiding around the house, I never observed my mother or father. My more established sister Marlen resembled my mom. Each morning for school she’d wake me up, we would eat our grain half sleeping. I would sit on a seat before my television watching music recordings, my eyes half shut and my body eager. I have to wake up I can’t miss school. It was uncommon to have my mother home when Id wake up for school. I was use to it. To see her there one morning it was bizarre, and I proceeded with my morning schedule. While I was eating my oat with my sisters, my mother revealed to me she would take me to my bus station. I had never been so cheerful I immediately got up and raced to get my knapsack. We hurried out the entryway and advanced toward the bus station, most of the way there we heard a humming sound; it was her supervisor. All I heard was â€Å"Ill be prepared in 5 minutes† she cleaned condos with different women so her getting called arbitrarily was nothing unexpected. My mom bowed down and kissed me and said sorry. She strolled back home, and I strolled to my bus station. The whole transport ride I hushed up. No words no outward appearances just tears gradually advancing down my face. Do my folks detest me? Is that why they never need to be near. Some time passed by, and I started to get everything. My folks didn’t loathe me, truth be told, they adored me so much they buckled down throughout each and every day to accommodate our family. They may have been depleted, however they never surrendered. When I was ten my folks were maintaining two sources of income. I saw them both return home late around evening time. Drained, exhausted and focused on, they never realized I saw them along these lines in light of the fact that when I exited to embrace them, they would grin and imagine they were alright. I’d embrace them and kiss them goodnight. I trust they’re alright. They appear to be so worn out please God let them rest.I grew up, and things were improving. We got our own loft, and my folks were home all the more regularly now, not as focused yet at the same time tired. My folks have endeavored to get our family to where we are currently. No, we dont have a ton of cash, however we are wealthy in affection. They instructed me numerous significant exercises I despite everything convey with me right up 'til the present time. Exercises that I attempt to utilize each day, in circumstances that are esteemed appropriate. In a large number of my classes in secondary school, I have made some unpleasant memories understanding what is happening or what I need to do. I sit in class my folks experienced so a lot and traversed it I can as well. It propels me to connect and take a stab at something new. Im pleased to have guardians like mine. I may not live in an immense house and have every one of these extravagances, however theyve given me what I need if not more, my family under one rooftop sound and that to me is precious. I need to make my folks glad, I challenge myself and will keep on moving myself to arrive at my objectives to show my folks that their dif ficult work has paid off also.

Common Myths Associated With PTSD

Common Myths Associated With PTSD PTSD Print Common Myths Associated With PTSD PTSD is a relatively young diagnosis By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Updated on June 24, 2019 Post-Traumatic Stress Disorder Overview Symptoms & Diagnosis Causes & Risk Factors Treatment Living With In Children PeopleImages/Getty Images PTSD facts and fiction are often hard to tell apart. This may be due to the fact that PTSD is a relatively young diagnosis. Throughout history people have recognized that the experience of extreme stress can have a profound impact on the mind and body; yet, it was not until 1980 that the diagnosis of PTSD as we know it today came to be. Because of this, there are many myths surrounding the diagnosis. Here we will try to debunk some of these myths: Having PTSD Means I am Going to Go Crazy. This is definitely not true. Now, the symptoms of PTSD can be very disruptive. You may feel constantly on edge or as if danger is lurking around every corner. You may feel cut-off from people and your own feelings. You may have difficulties concentrating or find that you get angry at the drop of a hat. These are not signs of going crazy. They are simply your bodys attempt to cope with an extremely stressful or traumatic occurrence. Remember, the bodys main goal is to survive. When you experience a stressful event, your body responds by preparing to either fight or flight. That is, your body will prepare for some kind of action. You may experience tunnel vision, your muscles may get tense, and you may begin to sweat. Normally your body is able to recover from this fight or flight syndrome. However, after experiencing extreme and traumatic stress, your body may stay in this mode, always being prepared for action in case that danger happens again. You may also expect that danger will definitely happen again. The world may no longer appear safe, and this is a very reasonable response depending upon what you have experienced. You are not going crazy. Your body is just trying to cope. Ill Never Get Better. Again, this is not true. In fact, there have been many recent advances in the treatment of PTSD, and people are definitely being helped by these treatments. You can learn more about some of these specific treatments. If I Get PTSD, it Must Mean that I Just Wasnt Strong Enough. There could be nothing farther from the truth. True, not everyone develops PTSD after experiencing a traumatic event, and we are still learning about what factors may make one person more likely to develop PTSD over another. However, we have no evidence that PTSD stems from not being strong enough. Some risk factors for PTSD include having experienced other traumatic events, having a history of mental illness, a family history of mental illness, and the severity of the trauma experienced. Many people may feel shame or embarrassment after experiencing a traumatic event. It is important to remember that developing PTSD is not your fault. However, it is up to you to seek out help. Fortunately, there are many resources available that can help you in coping with your traumatic experience and PTSD symptoms. Why Do I Have PTSD? I Wasnt in a War. Many different traumatic experiences have been linked to the development of PTSD. PTSD was originally viewed as a soldiers illness, being called combat fatigue or shell shock. However, we now know that a whole host of traumatic experiences can lead to PTSD, although some are more likely to lead to PTSD than others. In diagnosing PTSD, a traumatic event must meet these criteria: The person experienced, witnessed, or was confronted with an event where there was the threat of or actual death or serious injury. The event may also have involved a threat to the persons physical well-being or the physical well-being of another person.The person responded to the event with strong feelings of fear, helplessness, or horror. The goal of these criteria is to differentiate traumatic events from those that are just really stressful. I am Never Going to Get Over This.  No treatment is ever going to make you forget what happened to you, and you will likely always have some memories and thoughts about your traumatic event. However, treatment can limit the extent with which this event and the symptoms connected to it interfere with your life. Following a traumatic event, some people even feel as though positive growth and change occurs. Of course, this may take some time. You do have the potential to get over it in regard to being able to lead a meaningful and fulfilling life despite the experience of a traumatic event and PTSD. There are likely many other myths out there on PTSD. Hopefully, weve been able to address a few of the major ones. Remember, if you have experienced a traumatic event and/or have PTSD, you are not alone. Recovery is possible. There are many people and resources out there waiting to help you on the path to recovery and healing.

Elizabeth s Council s Attitude - 2063 Words

The argument has been put forth that Elizabeth failed to marry due to her council’s attitude. While her council played a vital role, they weren’t the only contributing factor; unsuitable candidates and the political advantage that came with negotiations also resulted in her failure to marry. Elizabeth was ultimately in control of the matches, however relied on the support provided by her councillors. Doran puts forward the view that the Queen failed to marry as a result of the council’s attitude towards her suitors, as she writes, â€Å"without strong conciliar backing Elizabeth would not or could not marry a particular candidate. † This appears to be valid when it is remembered that Elizabeth attempted to replace some of the council with†¦show more content†¦Indeed, it has been suggested the content of John Stubbs’ publication against the match was influenced by Leicester and Walsingham, as it coincided with Privy Council debates. However the validity of this is questionable as the tone of the pamphlets is different from council discussions, and as Streitberger writes, it was â€Å"filled with hysterical Puritan rhetoric and virulent xenophobia .† Furthermore Cecil, as Haigh writes, was â€Å"well placed to manipulate Elizabeth ,† he would raise issues with her depending on her mood, and would massage information for his own purposes, this can be seen from the fact that Cecil sabotaged the Queen’s match with Dudley by whipping up an anti-papal scare, destroying any support Phillip II had for the marriage. Similarly, with negotiations over the marriage to Archduke Charles, anxieties over religion arose and Robert Dudley as a council member urged Elizabeth to reject the suit. It is credible to assume Elizabeth wished for encouragement and support from her council, and an assurance that they would stand behind her if faced with public opposition. Overall, the attitude of the council and its members did play a large role in Elizabeth’s failure to marry. It can be argued that Elizabeth did have intentions to marry, however was prevented from doing so as her suitors never matched all of her

The Invention Of The First Rotating Camera - 1216 Words

Some of the first films were produced in the 1890s. They were under one minute and did not have sound until after 1927. What started out as a novelty is now a huge industry. Panning shots came about with the invention of the first rotating camera in 1897. Most films during these early years were called chase films. Starting in 1899, animation in movies was born. The first feature length film was a 1906 Australian production. It wasn’t until about 1910, that actors would receive screen credit for having appeared in a film. From 1910, the American films had the greatest share of the market in all of the European countries except France. Up until the 1913, most American films were still produced around New York, but due to the monopoly of Thomas A. Edison, Inc. s film patents and the controversial attempts to preserve it, many filmmakers moved to Southern California. The warm sunshine and great scenery were important features for the production of Westerns, a major American film genre during that time. The onset of US involvement in World War II brought an explosion of films as both patriotism and propaganda. The history of film making is a long one but all throughout its past there have been several aspects that go into what a film will be about. Some of those aspects include social and cultural ideas, religion, psychology, and the economy. Some older films force us to recognize that they can be radically different from what we are used to. When studying how films wereShow MoreRelatedThomas Edison s Greatest Patents1536 Words   |  7 Pagescore and made him realize that he needs to get back out there and take his business approaches and financial management more seriously. 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The outsourcing of the Canon Europe Free Essays

The outsourcing of the Canon Rupee’s finance and accounting management to Accentuate Total words: 2772 Contents l. Introduction In 2006, the Canon Europe decided to outsource its finance and accounting business to the Accentuate consulting company. As a well-known imaging solution company, Canon Europe confronted with fierce competition in 2006. We will write a custom essay sample on The outsourcing of the Canon Europe or any similar topic only for you Order Now Although Canon Europe is a subsidiary of Canon Inc. Of Japan, the company contributes about one-third of Canon Inc. ‘s worldwide sales revenue. At the initial stage of transforming, to focus on those activities which are significant to its competitive positioning, the executive of Canon Europe determined to establish a shared-service center to centralize the company’s finance operations. After a series of testing and analysis, Canon Europe found out that cooperating with the right outsourcing partner is the only way to achieve greater effectiveness. This measure not only can be used to reduce costs of their finance processes and improve the efficiency of them, but also to create powerful differentiating relationships with supplier. After the careful review of the proposals of all the candidates of vendors, Canon Europe finally decide outsource the finance and accounting business operation to Accentuate. The contract duration is seven years, and Accentuate provided Canon Europe with a range of finance processes through the management of the Accentuate Delivery Center in Prague. II. Outsourcing Project Overview By the reason of Cannon Europe was constantly confronted with increased completion and tighter, the executives of Canon Europe decided to create a powerful, differentiating relationships with suppliers by improving finance processes to reduce he costs. They also determined to improve the finance and accounting, like ordering from approved suppliers using standardized purchase orders, could increase their compliance . Initially, the executives thought that centralizing the company’s finance operations would be the right way to achieve the goals which were mentioned above. But by 2006, they found out that the only way to further savings and greater process effectiveness is through outsourcing. In the autumn of 2006, Accentuate submitted a proposal to Canon Europe that included significant details about its research on high performance. Subsequently, Canon Europe executives recognized Accentuates capabilities are relevant to their company’s own strategic direction, and they also initiatives to achieve world-class finance operations, following detailed conversations with Accentuate leaders, the executives finally decided to outsource the company’s European shared-services operation to Accentuate. Canon Europe signed a seven-year business process outsourcing contract with Accentuate, focusing on finance and accounting. Managed through the Accentuate Delivery Center in Prague, Accentuate provides Canon Europe with a range of finance recesses, including accounts payable, cash posting and fixed assets administration, as well as travel expense processing. Services are provided in 12 languages to Canon Europe businesses in 14 European countries. Ill. Client Perspective The experience of client Canon Europe had a good experience in this whole outsourcing process. Accentuate helped Canon achieve the objectives because running finance and accounting back offices is teacher business of them. Accentuate were able to deploy their economies of scale, and their expertise and process focused to help Canon achieve world-class performance. In fact, within the outsourcing activities, the Canon Europe reached the goal of improving their productivity baby percent in three years. Sourcing model The model that Canon Europe used is sole supplier model, which means Accentuate provides the entire finance accounting service to them. To the Canon Europe, the outsourcing model they chose is appropriate. Outsourcing finance and accounting presents a series of unique challenges that require deep expertise and sophisticated toolkits. Furthermore, the vendor corporations need the right resources, innovation and talent to positively impact their business. The main benefit of this model is the sole accountability of the supplier, which makes the governance of the venture easier relative to other configuration models. Briefly speaking, it is a wise decision for Canon Europe outsourcing its whole finance and accounting process to an onshore vendor. Canon Europe selected a offspring outsourcing model to cooperate with Accentuate. According to the Decision-making matrix on outsourcing which was suggested by Hillocks (2002), the Canon Europe outsourced their â€Å"Qualifiers†, which means the organization outsourced their finance and accounting department-?the radical activity for business operations, but do not contribute to the company’s competitive positioning in a major way. Strengths and weaknesses The company intended to invest more in their core competitiveness such aspirator marketing, customer service and looking after their channel partners. Therefore they are realistic in paying vendors, and recognized back office administration as a secondary activity and do not wish to invest in back office innovations. Secondly, â€Å"thereat a number of strength that Canon has realized through the relationship with Accentuate. â€Å", said by Chris Poppa(Accentuate Senior Executive). For instance, this outsourcing activity increased visibility and transparency on the finance processes, more responsive service from the Prague Deliver Centre improved management control through the formal discipline. And finally, Canon Europe can focus on their core business and not worry about the back-office processes. The Canon Rupee’s outsourcing weakness lies in that they are a large company, this fact results to the difficulties when they selected vendors. There are so many factors they need to consider, for instance, the reputation, the capability of handle massive ATA and the technology innovations of the suppliers. The organization’s own characters decide that the number of vendors they can choose from is limited, and it due to the cost controlling becomes even more difficulty. Retained capabilities The capabilities that developed by Canon Europe through the outsourcing activities are as following: First, relationship building. Creating a powerful, differentiating relationship with supplier is one of the aims of Canon Europe. Actually,building a relationship involves helping users understand developmental of finance and accounting for the business ND the improvement of productivity, helping users and financialexpertscollaborate, and ensuring users’ ownership and satisfactions. The second capability is informed buying. Generally, this capability related to the challenge of managing the finance and accounting outsourcing strategy in a way that meets the interests,priorities, and goals of the business. For example, the transition from a shared-services model to the Accentuate Delivery Center in Prague was completed in only four months, furthermore, there was no reengineering needed and all finance activities were quickly stabilized. Thirdly, to protect the current and future contractual position of the firm, Canon Europe also had the contract monitoring capability. It is important to note that the contract monitor ensures that the business position is contractually protected at all times while the contract facilitator is mainly involved in the day-to-day operational 1 . Furthermore, as a contract monitor, Canon Europe needs to ensure that their business position is contractually protected at all the timely 2. Risks in outsourcing deal The Canon Europe also met several risks. First of all, considering that Canon Europe ND Accentuate are both influenced organizations in the world, they both have the differentiations culture. Provided that during the process of outsourcing, both parts have limited opportunities for interactions, hence it will cause misunderstandings and poor change management controls 3. The structural risk may also exist in the process of the duration of outsourcing. Structural risk refers to the danger that the relationship between clients and suppliers may not work as expected. Whatever, transaction preprocessing insurance claims processing are happily easy to monitor using preciseness’s to measure their quality 5. Therefore these activities present low structuralism. Lastly, if an organization decides to outsource some business which includes sensitive data, then a carefully managed outsourcing contract may be preferable. This is because large established clients are probably more careful about protecting their reputation. Expected value Within Canon Rupee’s new finance and accounting outsourcing environment, there is now greater assurance that activities are being executed effectively with maximum efficiency, and that productivity and continuous improvement are daily priorities. Such advancements demonstrate why the goal to improve productivity within the outsourced activities by 25 percent in three years is well within reach. To sum up the foregoing, the business achieving performance continually. To keep the relationship between Canon Europe and Accentuate getting better is also the value that this outsourcing activity brought. Actually, Canon Europe paid careful attention to the levels of relationship competency of the supplier, without they wish to maintain a close long-traineeships. Whatever, they found out that Accentuate has the ability to support the future changes in their business direction, and the needs of their innovations the supplier, so the long-term relationship would be a potential value they wish to obtain. ‘V. Supplier Perspective Good pick for supplier From the perspective of Accentuate, this contract was a good pick undoubtedly. First and for most, Accentuate built the partnership with Canon through this outsourcing process, this laid the foundation of theorization’s of strategic partner in the future. Actually, in 2010, Canon enters $9. Ban to launch in collaboration with Accentuate to deliver customized information and media management solutions for large European organizations. Given these facts, we can make a conclusion of both parts already built good relinquishment’s the finance and accounting outsourcing process. Advantages and disadvantages The vendor selected in this outsourcing case possessed plenty of advantages. First of all, finance and accounting (F) was one of the first processes that Accentuate start to outsource, henceforward have more than 15 years operational experience in Finance and Accounting business process outsourcing. Secondly, Accentuate was also en of the best consultant companies in that time, which means they had better reputation and lower risk than other companies. Last but not least, Accentuate has their own R teams, which maximize the efficiency and increase the possibilities of reaching the goal successfully. While outsourcing, three technology innovations of Accentuate play an important role. For example,the first of these is an Accentuate- developed self-service portal that is updated daily to help Canon Rupee’s suppliers control, access and monitor invoicing and payment activities. As for the disadvantages, one of them is the technology solutions growth in Accentuate is much slower than consultancy roles in the fierce competition of the consultant industry. Therefore, once Canon encountered some technique problems in the outsourcing process, Accentuate may not provide powerful supports to them efficiently. Risks to vendors Like most of devotedness, Accentuate also had risks in this outsourcing process. One of them is reputation loss, it would happen as the venture failed. No matter what the real reason is, the supplier always should take the responsibility for the failure first. Another risk is the security of techniques and intellectual property. Elementally repertory rights are also one of major concerns to both the client and the supplier 19. Thus, companies should be particularly careful, because the absence of suitable contractual safeguards can put at risk the firms’ rights to its own intellectual property. For example, the development and the application of Accentuates technology innovations are belong to the core competence of the organization. And the Accentuate-developed self-service portal also has key function to the completeness of the whole outsourcing project. Expected value As an outstanding consulting company, Accentuate expects not only to manage the entire successfully, but also to develop the partnership with the Canon Europe. Cooperating with some well-known companies successfully, like Canon, will expand the influence of itself. Furthermore, building the partnership with those companies will also bring plenty of opportunities to the future development to Accentuate. Hillocks suggests that enterprise partnership’s involves risk-reward and Joint ownership arrangements, offers promising way to leverage cost and quality gains as well as knowledgeableness and exploitation. V. Recommendations Safeguard of client’s position To mitigate the risk that Canon Europe may face, the organization interacted on a daily basis with Individual Accentuate teams (one for each process such as accounts payable and cash posting). Besides, to increase the visibility of the clients, the Accentuate Planning and Control enables management and process owners to capture and track critical path activities and issues in real time. The extraction of value for supplier For the supplier, provided atone of their targets is obtaining extraction of value from the contract, then the following factors are important: firstly, Accentuate should ensure they provided the desired services according to the contract. Secondly, manage to protect the safety of the sensitive data, like ensure the data to be used in appropriate ways, and periodically check that authorized personnel are following designated procedures. Win-win situation As the contract manager of insubstantial public sector agency noted â€Å"Suppliers have to make a reasonableness’s to stay in business. You don’t want them to lose moneybags the worse their business gets, the worse your business gets. â€Å"Theodosius uncovers that both parts in the outsourcing process are interest- elated. Creating a win-win situation’s the client receives increased value- adding services and disruptive generates better revenues and obtaining more opportunities. When Accentuate completed the outsourcing project, the Canon Rupee’s employees were free from time-consuming finance transactional tasks, and they are now able to focus on strategic activities to add value to the businesses. Improvement or changes In the next five years, the organizations recognize back office administration as a secondary activity and do not wish to invest in back office innovations, whereby the equines process outsourcing will overshadow IT outsourcing. The clients should invest much more in contract value due to the contract management is a major determinant of outsourcing successes. Second, to avoid the outsourcing failure, the thing that Canon Europe should considerately suppliers other than sole supplier model, as a large company, the outsourcing process of Canon Europe would be more complex than others, therefore continue with only one vendor would carry high amount of risk. In the future, selective sourcing with multiple suppliers will remain the dominant trend. How to cite The outsourcing of the Canon Europe, Papers

The emergence and growth of multinational enterprises Essay Example

The emergence and growth of multinational enterprises Paper Among the many existing economic and social theories on the emergence of the multinational enterprise (MNE) and its relationship with foreign direct investment (FDI), internalisation theory has room for further development in a present day context, thus is the subject of this study. An MNE is an enterprise that engages in foreign direct investment (FDI) and owns or controls value-adding activities in more than one country (Dunning, 1993, p. 3). Several schools of thought exist in business literature that explain the internationalisation process of firms, such as market imperfection theory (Hymer, 1976; Kindleberger, 1969), product life-cycle theory (Vernon, 1971), internalisation/transaction costs analysis (Buckley Casson, 1976; Williamson, 1977, 1993) and OLI paradigm (Dunning, 1980). This study focuses on internalisation theory due to its great contribution to development of MNE theory. The main objective of this study is to explore the framework of internalisation theory using a case of video game industry in Japan,to further refine the theory. In the first section, the relevant literature on internalisation theory are critically reviewed. In particular, two empirical research projects are highlighted in order to determine which research method is appropriate to this area of study. Further questions are subsequently discussed in the second section. In the last section, the research design is described. 1. Literature Review 1.1 Internalisation Theory We will write a custom essay sample on The emergence and growth of multinational enterprises specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The emergence and growth of multinational enterprises specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The emergence and growth of multinational enterprises specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The main concept of internalisation theory is that firms grow by internalising markets through foreign direct investment (FDI) to minimise transaction costs (Buckley, 1988). If the cost of using arms-length markets are low, some form of arms-length arrangement (licensing, exporting, franchising, joint venture (JV)) would occur (Buckley Casson, 1976, 1988). Internalisation theory developed by Buckley and Casson (1976) is based on the empirical evidence obtained from their survey research. For the sample they chose 434 large manufacturing firms and collected each firms data including growth rate, profitability, size and capital-intensity in order to examine the relationship between multinationality, growth and profitability which stems from the internalisation. Through the statistical analysis, Buckley and Casson confirmed their postulate that internalisation of markets generates MNEs. Buckley and Casson (1976)s approach to research can be categorised as positivistic approach. There are mainly two different ways of approaching research which are positivistic approach and phenomenological approach (Saunders, Lewis Thornhill, 1997). As a definition of positivism, Benton and Craib (2001) state that in social science it can be seen as an attempt to put the study of human social life on a scientific footing by extending the methods and forms of explanation which have been successsful in natural science (Benton Craib, 2001, p. 28). On the other hand, phenominology is concerned with understanding human behaviour from the participants own frame of reference (Hussey Hussey, 1997, p. 52), PAs Hussey and Hussey (1997) explain, positivistic approach is objective in nature and uses deductive process, while phenomenological approach is more subjective in nature and inductive in the research process. The advantage of positivistic approach is that research findings possess a high level of reliability. The data produced from positivist research is usually quantitative data which refers to all data that is collected in numerical form (Hussey Hussey, 1997, pp. 150). Therefore, if research findings yielded from quantitative data were repeated by another researcher, (s)he could obtain similar results (Hussey Hussey, 1997). In the case of Backley and Casson (1976)s research, large cross-sectional samples and numerical company data made their findings reliable. The disadvantage of positivist research is that validity will likely be low (Hussey Hussey, 1997). Validity is concerned with whether the findings are really about what they appear to be about (Saunders, Lewis Thornhill,1997). According to Hussey and Hussey, because positivistic research focuses on the precision of measurement, often the measure does not reflect the phenomenon which the researcher investigates. Regarding Backley and Casson (1976)s research method, Kobrin (1977, pp. 138) criticised as follows: difficulties of their research are unnecessarily compounded by a very partial reporting of results; for example, statistics rather than coefficients are reported as measures of the strength of association. From a different viewpoint, Backley and Casson (1976)s research has another weakness in terms of data collection. They mention two short-comings of the data: firstly, information on RD expenditure is available only by industry and not by firm, and secondly, an international and interregional breakdown of operations by host country is available only for a very limited number of firms (Buckley Casson, 1976, pp. 84). In quantitative research, such lack of data would be a severe disadvantage. 1.2 Application of Internalisation Theory Considerable amounts of research have been undertaken in order to test the application of internalisation theory. A case study of Coca-Cola in China conducted by Mok, Dai and Yeung (2002) is an empirical tests. In their research, internalisation theory was used to explain Coca-Colas experience and success by changing modes of entry from franchising to JVs. Mok et al. concluded a key of Coca-Colas success in the Chinese market was the internalisation of its market transactions through establishment of JVs rather than wholly owned subsidiaries. The contribution of Mok et al. (2002)s research was they not only provided implications of internalisation theory but also insight into the market expansion strategy of a global soft drink manufacturer in China. For research methodology, Mok et al. (2002) employed case studies in addition to general data collection. The case study is a research strategy which focuses on understanding the dynamics present within single settings (Eisenhardt, 1989, p. 534). It involves gathering detailed information about the unit of analysis with a view to obtaining in-depth knowledge (Hussey Hasse, 1997). There would be three strengths in Mock et al.s case study. First, Mok et al.s choice of sample fully matches their objective of research. Since Coca-Cola is undoubtedly one of the biggest MNEs and has long history of investment in China since 1979, it is a good sample with which to explain the growth of MNE and FDI. In addition, China is a preferable location because its market was a typical imperfect market (Mok, Dai Yeung, 2002). Secondly, Mok et al. (2002) took advantage of qualitative data gained from interviews. Qualitative data is concerned with qualities and non-numerical characteristics (Hussey and Hussey, 1997, pp. 150). Mok et al.carried out interviews with high-level management of Coca-Cola. Their main purpose of the interviews was to obtain information about the companys business operations, especially its relationship with local partners (Mok et al., 2002). They emphasis the importance of interviews as follows: only rarely was this type of information obtainable from any other publicly available sources (Mok et al., 2002, pp. 40). According to May (1997), the advantage of interviews is that they yield rich insight into peoples experiences, opinions, aspirations, attitudes and feelings. In the case of Mok et al.s research, companies entry mode choices were made clear by examining managerial perception revealed in the interviews. Such evidence would not be found sufficiently in official data. However, there are limitations of Mok et als case study. First, since the sample came from a single industry, thus the generalisability of the results is restricted (Mok et al., 2002). Second, as Dunning (1993) claims, the information obtained by field questionnaires and/or interviews with MNEs represents the subjective judgment of the responders to questionnaires or the interviewees. 1.3 Discussion After establishment of its basic concepts, the internalisation theory was confirmed by many researchers as a general explanation for the MNE trend. However, it is questionable that internalisation theory can sufficiently explain the recent variety of activities of MNE. The emergence of global E-commerce companies could be cited as a prime example. For these companies, internalising advantage would be less of a factor since the Internet reduces both internal coordination and market transaction costs (Dunning Wymbs, 2001). Another example is Japanese video game companies which are multinationalised but less internalized to their market. Nintendo and Sony have great share in the video game industry both domestically and internationally, but they seldom have a joint venture or partnership with foreign partners and their almost all production takes place in Japan1. Their overseas subsidiaries are mainly only responsible for sales and marketing. Unlike with E-commerce, the video game industry requires a certain physical space to manufacture and convey its products, similar to other mass-production industries. Nevertheless, the fact that internalisation rarely occurs in Japanese MNEs in video game industry is problematic. It can be supposed that unique characteristics of this industry cause this phenomenon. Thus, further study is needed to examine whether internalisation theory can apply to the video game industry in Japan. 2. Research Method The purpose of this research is to test the applicability of internalisation theory and reconsider the theoretical framework of the theory. Finally, suggestions are made with regards to further research that could be carried out in relation to the discoveries made in this study. 2.1 Research Design This research takes a positivistic approach. As noted above, while phenomenological approach is concerned with generating theories, positivistic approaches focus on hypothesis testing (Hussey Hussey, 1997). In this research, the data collection is concerned with testing a theory rather than generating new theories. The research approach can also devided inductive or deductive (Hussey Hussey, 1997). Deductive research is defined by Hussey Hussey as a study in which a conceptual and theoretical structure is developed and then tested by empirical observation. Hussey Hussey describes inductive research as a study in which theory is developed from the observation of empirical reality. It is this former approach that applies to this study. As a research strategy, this research uses a case study. The research strategy is a general plan of how you will go about answering the research questions (Saunders et al, 1997) The different strategies are experiment, survey, case study, grounded theory, ethnography and action research. As Saunders et al. (1997) mentioned, case studies can be a very worthwhile way of exploring existing theory. It is the main aim of this research. In addition, a case study will be of particular interest to a researcher if (s)he wishes to gain a rich understanding of the context of the research and the process being enacted (Morris and Wood, 1991, cited in Saunders et al., 1997). This research will be effective by gaining rich and detailed information in a particular setting. 2.2 Data collection method This research utilises methodological triangulation both a quantitative and qualitative data collection method (Easterby-Smith, Thorpe Lowe, 1991, cited in Hussey Hussey, 1997). According to Hussey and Hussey (1997), triangulation is advantageous in understanding a research problem and can overcome the potential bias and sterility of a single-method approach. In this research, quantitative data are collected by survey, and qualitative data are gathered through interviews. Mail-in survey questionnaires will be sent to the Japanese video game companies that expand their business overseas including hardware makers and software providers. The objective of questionnaire is to obtain general information on MNEs profiles and performances and to explore their strategy for market entry mode. In order to complement the survey data, secondary data will also be used such as annual reports of companies and government publications The collected data will be analysed using appropriate measuring. At the same time, interviews will carried out with management level staff in a Japanese video game company or those who have knowledge about this area of study. Such qualitative interviews will be used to provide significant quantitative results.

Le Tour Eiffel essays

Le Tour Eiffel essays The Sheer excitement hit me like a speeding bullet. The anticipation was shattered, and the moment had finally come. I waited for the long, rapid, white object to come peeking out of the dark, dreary, damp cave. It came. All of a sudden, it shot out of the hole so quick, my eyes could barely focus on it. It came to a screeching halt. We boarded the Parisian Metro. The ride was filled with a sense of anticipation. Thump! Thump! Thump! The rails went on the lines. We stopped. Thump! Thump! Thump as the subway started up again. Another stop. This cycle remained in effect for at least four more stops. Each time the train would stop to pick up and drop off bustling passengers. More and more people piled into the narrow doorway. By the time our stop came, it was jammed packed like a cattle car. Our stop is next, yelled the tour guide. Just then, a sense of enthusiasm, a sense of deep exhilaration came over me. The train again came to a jerking halt. All thirty-eight of us stepped off the train onto the platform. We walked down a flight of concrete stairs onto a busy sidewalk. People walking by, cars honking and zipping by. I made a quick glance to my right, and saw it gleaming in front of me. My first glance was mind-boggling. My eyes kept leading me farther up and up and up until, at last, my eyes wandered to the top. It was amazing. Its steel, golden structure reflected off the platform lights like a star gleaming in the night sky. Each of the four bases running proportionally to the ones beside and across from it until the apex at the top came to a single point. The Eiffel tower was gargantuan, bigger than any picture seen in a book or on television. At last, our tickets were purchased and we were ready to ascend to the third platform where Paris can be seen for miles on end. First we boarded the overcrowded elevator and were dropped off at the second level. From there, we board...

How to Be a Successful Marketing Project Manager Without Experience

How to Be a Successful Marketing Project Manager Without Experience Even if you’re not a project manager by trade, sooner or later as a marketer, you’ll likely need to develop project management skills. For example, you may get promoted from a creative role  into a leadership position where you switch from executing projects to managing them. Or, you might need to take the lead on an initiative you’re spearheading, coordinating tasks across teams to get your vision implemented. Fortunately, you don’t need a ton of experience to pick up the basic knowledge and skills needed to plan your team’s projects and keep them on track. While project management is a deep and complex professional field, as a marketer, you can get by with simply knowing how to implement basic concepts. And if you are an experienced project manager, marketing teams have specific needs and requirements (which you might not be aware of, especially if your previous experience was in a different industry). This post will cover what marketers need to know to keep projects on track (even without prior experience), and provide some insight into what marketing teams  need from project managers (even if you have experience outside this specific industry). How to Be a Successful Marketing Project Manager (Even Without Experience) via @You’re Gonna Need Some Templates †¦ This post is packed with information you’ll need to get your project up and running. But, it’s not about to tell you a bunch of stuff to do and then leave you to your own devices to figure out how to actually get it done. Instead, to help you implement each step, it includes several templates (many of which are the exact same as the ones used internally at ). Download them below and then put them to use where they’re mentioned throughout the post: Struggling with #marketing #project #management? Get started on the right track here:What Does a Marketing Project Manager Do, Exactly? In simplest terms, anyone tasked with this role needs to fulfill a few basic things: Guiding projects from start to finish. Determining scope, assigning tasks, setting deadlines; everything involved in setting up projects for execution. Ensuring everyone has what they need to get their work done. And if they don’t, figuring out what’s need to get them what they need and remove roadblocks. Facilitate communication between stakeholders. Project managers make sure everyone has all the information they need too, and ensures team members are communicating clearly with one another. Whether you're looking to break into a project management role, or you're already responsible for project management tasks (and just need some direction), this video from PM Perspective explains quite a bit about what work the job entails (starting around the 5:27 mark): Of course, there’s a lot more to getting the job done, but this bullet-point version gives you a high-level understanding of the role. Later in this post, you’ll learn in more detail how to actually achieve these aims (and more). 10 Vital Project Management Skills You’ll Need If you’ve never managed a project before, it’s easy to quickly feel like you’re in over your head. So, the easiest place to start might be to understand what skills you need, so you can identify gaps in your skillset and know where you need to grow your capabilities. What Soft Skills Will You Need to Succeed? Before digging into the technical skills required to manage projects effectively, it’s worth understanding the general and interpersonal skills you’ll need first. Each of these are worth a blog post unto themselves, and so this post includes links for further reading per skill. Interpersonal Communication: If you’re leading a project, you’ll need to be able to communicate with everyone involved (both verbally and in writing). It’s a good thing those should be things that come naturally as a marketer, but if not, this concise list from Lifehacker  is a great place to start. Negotiation and Conflict Management: Not everyone on the team is likely to agree on everything all the time. When conflicts arise, it’ll be your job to resolve them to keep the project moving forward. Here’s how to do just that. Time Management Skills: Everyone on the project will need to know how to management their time effectively (including you). If you need help in this area, here are 101 time management tips (specifically for marketers). Basic Leadership: If you didn’t consider yourself a leader before, it’s time to change that. Even if you’re not a team lead, there will be times where you need to spearhead a project. This piece from Fast Company  offers some useful tips and starting points for developing leadership traits. Subject Matter Expertise: If you’re a marketer looking to build project management skills, odds are you already have deep subject matter expertise both in A) marketing and B) your clients or company’s industry. But, if you’re a project manager by trade working with marketing teams, this is something you’ll need to develop. Even if you’re on the introverted side, developing these skills (and learning to be at least somewhat of a â€Å"people person†) will go a long way toward your success here. Which Technical Skills Will You Need, Too? Now, it’s time to dig into the hands-on skills you’ll need to actually manage projects. This isn’t necessarily a complete list, but it covers the major competencies you’d do well to develop. Consider this a short list of what you need to get by (which is really what we’re going for here). Resource Allocation: Any project will be subject to constraints on available resources (whether that means time, budget, or people to carry out the work). You’ll need to understand how to make the most of what you have. Task Management: Helping the team develop workflows and understanding what needs to be done at each step in the project is another important responsibility. Timeline Planning: On any given project, you’ll likely have multiple people working on different pieces of the greater whole. Before anyone starts anything though, you’ll need to make sure clear timelines are set for who is doing what, and when. Ability to Set Deadlines: Add two or three days to whatever deadline someone says they can give you, and up to two weeks on a project as a whole. Building buffer time into project deadlines this way helps you ship on time, even when the unexpected happens (and this is speaking directly from experience). Familiarity With Project Management Tools: There are a lot of different tools you can use to manage projects (including ), but whatever you choose to use, make yourself an expert in all its features and capabilities. This isn’t an exhaustive list of skills, but for your purposes as a marketer-turned-accidental-project-manager, these will cover most of what you need. A Simple â€Å"Accidental† Project Management Framework for Marketers What does this post mean by â€Å"accidental† project management? Think about one of the following possible scenarios: You pitch an idea for a new tactic or project and it turns out that not only does your boss love it, but they want you to run the show (which you probably weren’t expecting). You’ve been promoted into a managerial role (but have never led projects from start to finish before). Managing projects is just part of a broader set of responsibilities on your plate (regardless of your formal title or actual role). In any of these cases, pivoting toward a new life as a project manager probably isn’t necessary. You just need to develop enough skills to effectively see projects through to completion. Above all, you just don’t want to be caught flat-footed when the time arrives for you to take the lead on a project. With this simple framework, you can ensure that doesn’t happen. Step 1: Identify the Project or Campaign This is where everything starts. You’ve likely conducted some sort of brainstorming process or otherwise determined loosely what the given project will be. Whatever it is you’re working on, you need to make sure you’re crystal-clear on its purpose and intended outcomes. Recommended Reading: 100 Awesome Marketing Ideas You Can Use Right Now Step 2: Write a Project Brief Next, buckle down and write a project brief (otherwise known as a creative brief- they’re essentially the same thing). This is a simple outline of everything the project will entail, including: A project summary. One or two sentences describing the project at a high level. Some basic details. Who is the project for (ex: who is your audience)? What problems will it solve? How will it be measured and how soon do you expect to see results? The goal. What is the desired aim for the project? It’s helpful if you can nail down some hard numbers, but that can be determined later if necessary. An outline for the process that’ll be implemented to execute the project. A high-level summary of steps and handoffs between team members is sufficient for now. Who will be involved. Which team members need to be on the project? Be careful only to include necessary staff in order to make the best use of everyone’s time. Required resources. Which tools and other assets will be needed to complete it? Deliverables. What tangible assets will be created as a result of this project? A rough timeline. When would you like the project to actually ship? The form this document takes doesn’t need to be overly complex. Generally, a Word doc or PowerPoint slidedeck is all you need. Here’s an example of what a creative brief might look like (based on the actual template uses internally): Recommended Reading: The Best Way to Write a Creative Brief (With Templates) Step 3: Develop Goals A project should always have a goal. Otherwise, you run the risk of falling into the trap of doing stuff just to do stuff, mistaking activity for results. It helps to have a repeatable process in place for setting goals too. Try following the SMART Goals framework: Specific: The goal is tied to a specific number or well-defined objective. Measureable: Progress toward the goal can be quantified with data. Aspirational: It stretches your capabilities and will make a major impact. Realistic: But it’s also within your reach and could reasonably be achieved. Time-Bound: It’ll be attained within a set period of time. Every goal you set should meet this criteria. If you determine it doesn’t make sense to set goals for the project at this point, instead determine who will set goals for the project in the next step. Step 4: Host a Team Huddle Meeting to Gather Team Input Implementing these meetings have been transformational for project management at . No joke. There’s not much to them, either. You simply gather everyone together who’s going to be working on a project, discuss availability and requirements, and then start mapping out how much time everyone needs and putting together loose timelines. How can you run such a meeting yourself? Start with a simple PowerPoint presentation (like the one in the template kit included in this post). The first thing you’ll need to do is summarize your project: Here are some hypothetical examples for a website redesign project: This project will: Establish content requirements for our new website. Ensure all steps for SEO best practices are followed. Manage communication between marketing and development. This can be as simple and high-level as this. Next, list all the deliverables the team will need to produce for this project. This means all the tangible assets that will be created (ex: blog posts, landing pages, videos, social content, emails, etc.): Then, list which teams will need to be involved in the project. This means which specific marketing teams in your company, plus other departments (like development or accounting) that need to be involved: Finally, describe the goal of the project. Keep it as concise as possible, but do include specific statistics and numbers you’d like to achieve (if possible): A note on setting goals: Establishing goals will require some additional legwork before you can present the project to the team. You can start learning how to set goals here, or you can set a line item for another team member (one who might be responsible for analytics or goal-tracking) to set goals as a phase for the project later. Then, schedule a date for the meeting, and send a calendar invite letting everyone know about the meeting. Once you kick off the meeting, run through the following: A basic explanation of the project. Share your creative brief with everyone too. Ask what steps each team member will need to take. Especially if you aren’t sure. And how much time they’ll need for each phase of the project. To repeat a point made earlier in this post, always add a couple days. This helps provide flexibility in case something comes up. You can safely assume something will come up, too. Then, you can complete a rough timeline as the meeting progresses, and leave with a good idea of what everyone will need to make what you’re working on a success. You can use the last slide in the template to document the timeline: There are a few things to know about this slide to use it effectively: Team member names  on the left are self-explanatory, but it’s helpful to list everyone in the order they’ll need to step into the project. If you’re unsure about this, you can use some time during your team huddle to work this out within the team. The Phase column  refers to which pieces or steps in the project each team member will be responsible for. Size  refers to the level of effort required for each phase. You can denote this in several different ways. One method is called â€Å"t-shirt sizing,† where level of effort is denoted as S, M, L, or XL. Each â€Å"size† correlates with a set length of time (for example, S might mean one day, M might be three days, and so forth, based on what you decide). The timelines column should be used to list how many days or weeks each phase will take. This is useful in addition to the Size column because when people are working on multiple things at once, saying a phase will take three days (in total work time) doesn’t mean it’s going to get done three days from right now. So, use this column to list the total number of days the team member will need (then add two days for buffer). By the time you’re done, you’ll have the raw information you need from the team to actually start mapping out the project in your project management software. Step 5: Map Out Timelines and Tasks With that in hand, it’s time to get granular in planning out the individual tasks that will need to be completed throughout the project. Ideally, your team members will be able to tell you which tasks they’ll need to tackle, and all you need to worry about are the deadlines for each team member’s phase in the project. Jump into your project management platform (whichever you’re using is fine, but for demonstration purposes, this post is going to use ) and start creating entries for each phase and mark off deadlines. To do this in , start by creating a Marketing Campaign: Next, start adding relevant content types for each piece of the project onto the calendar by clicking each day a phase is due: Then, select the relevant content types you need to add to the project: Once have everything placed, you’ll be able to switch between viewing your projects and campaigns on the marketing calendar: Or using the Kanban Project Dashboard view if you prefer a more traditional kanban approach: Now, ideally the tool you’re using will allow you to set up tasks, with deadlines for each one. At this point, each team member should be able to add their tasks (Task Templates can make this extremely easy, by allowing you to create and save task lists). Here’s what tasks look like when you click into an item on the calendar in : Otherwise, you can sit down with each team member to help them walk through all the tasks they’ll need to add. If tasks need to be approved by another team member or manager (such as yourself, possibly), you can use Task Approvals  (this way, a team member will not be able to check off something complete until you’ve confirmed it’s done: If certain tasks require other tasks to be completed before being assigned, you can use Task Rules  too (this allows you to set up triggers where when one task is complete, another is added to the list). Team members can use the Team Management Dashboard to view all their tasks in one place too (this also allows team members to see what each other are working on as well): By the time you’re done, you’ll have all your deadlines for each phase, and all of the tasks everyone needs to complete all planned out in one place. Alternately, you can use the marketing project management calendar template (included in this post- you can find the download shortly after the introduction of this post). It looks like this: To use this template, do the following under the Sprint Backlog tab: Label all your projects in the Sprint column. List the level of effort (number of hours) each team member will need to complete their tasks or phases (ex: Bill, Designer, 10 Hours). Then, in each Week column, name the step or task that’s due, along with some notes or additional context. Then, to manage workflows for each project, create a checklist using another app (such as Evernote or another note-taking app). This is the quick and dirty, lower-cost approach. Use Daily Standup Meetings to Check In on Project Progress If your marketing team is using agile project management, you’re probably already familiar with the concept of a standup meeting (sometimes called a scrum meeting). Essentially, they’re morning meetings held each morning where everyone on the team shares: What they did yesterday. What they’ll do today. What’s preventing them from getting their work done. That’s about it. If you run these meetings in the purist sense, everyone stands up during the meeting to discourage it from running too long. You get to the point, and if anyone needs to have a discussion about anything, you find who you need to talk to afterwards. You can also run these meetings simply by sharing status updates over Slack or your other internal chat app. The marketing team at has experimented with both approaches. You can feel free to do the same and find what works best in your situation. Recommended Reading: How to Run Effective Daily Standup Meetings With Busy Marketers Measure Productivity and Hitting Deadlines As a manager (even just as an ad hoc project manager), your success is determined by your team’s success. Of course, the actual success of any project is somewhat independent of how well it was run. You could be extremely effective in running a project or campaign that simply doesn’t deliver results (and as much as it stings to admit sometimes, not every project can be successful every time). But, from a project management perspective, you can gauge the success of your efforts based on whether team members are hitting their deadlines, and you’re able to ship on time. To measure this, simply track task completion using your project management tool. If you’re a user, this is easy to do using the marketing calendar (which shows completion status for every project at a glance): Now, what makes tasks even more powerful is the Team Performance Report. It calculates all task completion and shows you who is getting their work done on time, and who is lagging behind:Together, this makes it extremely easy for you to see how projects are progressing, know when deadlines are getting met, and actually quantify your team’s productivity. That means you can follow up with your team only when you need to, because you can see very quickly when deadlines are coming up, and know when it’s time to have a discussion about a task’s status. You can achieve similar goals with other tools too, or even do this work manually by planning and tracking tasks and projects using spreadsheets. Now, working with endless spreadsheets contributes to a problem dubs â€Å"makeshift marketing,† but they’re also free, and using what you have available is better than doing nothing at all. With that in mind, you can use the downloadable project time tracking template (included in this post- scroll up near the introduction to find the downloadable template bundle if you haven’t gotten it yet) to manage projects and see how things are going. Under the first tab labelled Project Type 1, you’ll see this: Have each team member create a copy of the sheet and add what they’re working on and log their time spent on the project. Then, on the tab labelled Time Tracking, they can add all their projects and hours logged for the month: This helps visualize what work is actually getting done (provided everyone completes their time sheets accurately). Again, some sort of software (whether that’s or something else) is vastly preferable for tracking work completion, but this approach can work too in the absence of more advanced options. What to Do When Deadlines Can’t Be Met Or something just might not go as planned. When conflicts arise, it’s important to remember it’s not the end of the world. You just need to get to the root of the issue, remove the source of contention, and keep the project moving along. Are Deadlines Actually the Issue? The most common concern you’re likely to face is something comes up and someone can’t get something done when they initially promised. If you built in some buffer time into your project, you should be able to move their deadline a bit without delaying the project as a whole. This has proven to be a lifesaver a time or two internally at . However, if someone is constantly blowing deadlines, you may need to help them better estimate how much time they’ll actually need to get work done. Estimating is tough to get right and takes some time and practice to really understand how much time you should actually set aside for a given task. If that fails, the next step is to discuss the issue with a manager. Or, if you are the manager, take corrective action, which is a topic for another time and post. Recommended Reading: How to Meet Deadlines When You're Sick and Tired of Missing Them Additional Training Resources to Consider Say you want to take your project management capabilities to the next level. Where can you go for further training or what should you read to learn more? Here are some suggestions. Blog Posts and Guides: How to Get Started With Agile Marketing and Do Your Best Work The Complete 16-Step Marketing Project Management Process That Will Get You Organized 19 of the Best Project Management Training Opportunities for Marketers Free Resources: Free Training Videos from Project Manager Introduction to Project Management from EDX Paid Resources: Project Management courses from LearningTree Training and development resources from Project Management Institute That should be plenty to get you started, though a quick Google search can yield many more options. Manage Any Marketing Project With You’ve seen mentioned throughout this post, and even saw some high-level examples of how it works. If you’re interested in learning more about how it can help you get project management under control, then get all the information you need to get started below: Believe It or Not, You Can Successfully Manage Projects This isn’t a complete guide to managing projects, and there’s plenty more you can learn about its ins and outs. But, for most marketers, this post may well include as much as you’ll practically need to know to manage projects and campaigns day to day. It might seem overwhelming at first, but with a little bit of practice, it’ll start to feel like second nature. Best of luck.

The Doctrine of Acte Clair in the Context of National Courts Research Paper

The Doctrine of Acte Clair in the Context of National Courts - Research Paper Example A national court can ask the CJ questions pertaining to the interpretation of the EU charter. It can also ask the CJ to give rulings on the interpretation of the Treaty and Acts of the EU institutions. The CJ can be asked questions on the validity of Acts of the EU institutions - not on the validity of the Treaty through, or be asked to give rulings on such Acts. In practice, as only the CJ can rule on the invalidity of EU law, any such question must be referred to it by the concerned national court. This function of the CJ is enshrined in the EU charter. Art 256(3) TFEU (Art 225(3)EC: Art 168(a) EEC) specifies the General court’s authority that it shall have the ‘†¦jurisdiction to hear and determine questions referred for a preliminary ruling under Art 267 TFEU, in specific areas†¦Ã¢â‚¬â„¢ Moreover, CJ can only interpret EU law. It cannot interpret national law nor pass comment on the compatibility of national law with EU law. A good example can be found in th e case of 6/64 Costa v ENEL [1964] ECR 585. If CJ is asked a question raising the compatibility of national law with EU law, it has the duty to reformulate the question into one just of EU law – see eg26/62 Van Gend en Loos [1963] ECR 1. In C221/89 ex p Factortame [1992] QB 680. Nevertheless, even though expressed in abstract terms, the CJ gives a clear ruling that UK law is incompatible with EU law. Additionally, the CJ can only rule on the interpretation of EU law, not on the application of it by the national court in the particular case. However, often the guidance given by the CJ is so specific that it equates to the application, for example as seen in C392/93 R v HM Treasury ex p BT[1996] ECR I 1631.

Productivity within Allstate Insurance Corp Research Proposal

Productivity within Allstate Insurance Corp - Research Proposal Example That was one conclusion drawn from a study carried out recently by Benjamin Waber and Sandy Pentland of the Massachusetts Institute of Technology.† (2) Although the methods for achieving the same or better outcomes with fewer resources may vary, improved productivity will not occur unless it is pursued actively. Ineffective searches and wasting time looking for information is a cost of a company. Many service economy jobs could enjoy substantial productivity growth through better application of information technology. For example, every time you check in at the airport, you wait several minutes as the agent frantically taps away at a hidden computer. Most of this time is wasted due to airline softwares horrendous usability. With a better user interface, agents could process passengers much faster, which would immediately increase their productivity and save time for customers. The answer, according to Nick Bloom, Raffaella Sadun and John Van Reenen, researchers at the Center for Economic Performance at the London School of Economics, is that American companies make much more effective use of information technology than European companies.† (4) The importance of incentives to employees on the productivity is well known fact. Even socialism has admitted it. As Gerard Roland says â€Å"Prior to the privatization, It was China that went the farthest in trying to give managers better profit incentives. Data on 769 Chinese enterprises between 1980 and 1989 in four provinces (Sichuan, Jiangsu, Jilin, and Shanxi) analyzed by Groves and colleagues (1994) showed that increased autonomy to managers led them to give more incentives to workers by increasing the shares of bonuses in total wages payments and the share of contract workers relative to permanent workers. Increased incentives also had a positive effect on productivity.† (5) Companies can increase productivity in a variety of ways. The most obvious methods involve automation and

Corporate Social Responsibility At British Petroleum Commerce Essay

Corporate Social Responsibility At British Petroleum Commerce Essay According to Mohr (1996), corporate responsibility is supported by the concepts of multidimensional definitions and social marketing. In the multidimensional definitions concept, the focus is on the major responsibilities expected from companies. These major responsibilities include economic, legal, ethical and philanthropic dimensions (Carroll, 1991). These responsibilities must be performed in order to benefit not only the company operators but also their employees, customers, the community and the general public. Kotler (1991) notes that the social marketing concept of corporate responsibility stresses that companies should operate in a way that maintains or enhances the well-being of its customers as well as its society. Petkus and Woodruff (1992) supported this concept further by stating that CSR is the avoidance of harm and the provision of good services. The definition given by the authors on corporate social responsibility may vary to a certain degree. However, the meanings of these definitions emphasize on one matter, and that is, a socially responsible organization must have priorities other that short-term profitability (Mohr, 1996). A study has been conducted with regards to the significance of corporate social responsibility to profitability (Mohr Webb, 2001). Although, further studies are still necessary in order to analyze the correlation of these factors, the findings of Mohr and Webb showed that social responsibility plays a significant role in consumer appeal. The perceptions of consumers however, tends to vary with regards to this aspect. Nonetheless, this stresses the importance of corporate responsibility not only on benefiting the stakeholders but also in achieving the goals of the companies towards growth and profitability. Primarily, the main goal of this report is to analyse the corporate social responsibility of British petroleum. Herein, the analysis will discuss how the company has been able to adhere to their responsibilities in the society which they operate. In addition, this paper will also discuss the comparison on the CSR approach of BP and The CO-OP. Overview of the Company British Petroleum known today as BP Amoco is a petroleum industry based in London. It is recognized as one of the top four oil and petroleum companies throughout the world. The company started in 1901when William Knox DArcy was given the permission by the Shah of Persia to explore the land for oil and founded one in May 1908. Because of this discovery, the Anglo-Persian Oil Company was established so as to expose these findings. The company has grown gradually because of this as World War I is happening; the British Government shows intense interest to the company which became the source of fuel oil of Royal Navy during WWI. In 1917, the war gives permission to the British Government to have full control of the company and named it British Petroleum. The company has continued to become one of the largest oil companies in Europe and because the company wanted to expand its market, BP merged wit the American Oil Company (AMOCO). Today, the company operated in more than 100 states in 6 continents including China. The main goal of this company is to drill and find oil. The major activities of BP Amoco is exploration and production of natural gas and crude oil; refining or decontamination, marketing, supply and transportation and production and marketing or petrochemicals. In addition, the company also engaged itself in solar power. The strategic use technology and strategic management can be considered as a factor for this achievement. The company also acquires Burmah Castrol and Atlantic Richfield Corporation (Arco) and has been able to launch a combined global branding. The company offers products and services which are divided into three categories; on the roads which include fuels and stations, fuel cards, Liquified Petroleum Gas (LPG), lubricants, roadside assistance and route planners, for the home which consists of products like LPG, online store and solar and renewable; and for business which include a ir BP, Bitumen, BP Marine, BP open books, BP shipping, petrochemicals, power, natural gas, lubricants liquified natural gas (LNG) and LPG, fuels, fuel cards and solar and renewable. In order to easily reach their customers, BP also uses the internet through its website. Corporate Social Responsibility of BP A facet of corporate social responsibility is the companys responsibility in the preservation and care of the environment. Oil companies, particularly the British Petroleum have battled issues coming out against them in relation to environmental issues. In fact, some environmental organisations have expressed dismay over the indiscriminate company performance of BP that resulted to harm in the environment. In August 1991, based on its analysis of Environmental Protection Agency (EPA) toxic release inventory data for 1990 (the most recent available), the Washington, D.C.- based public interest group Citizen Action named BP among the top 10 polluters in the United States (BP: A Legacy of Apartheid, Pollution and Exploitation 2006). The findings brought out by environmental agencies and concerned environmentalist groups have caused the firm to take measures regarding the issue. Two years after Lord John Browne took over the BP administration, the firm rolled out a new marketing strategy that involved emphasis on environmental responsibility. In 1997, the British Petroleum supported the Kyoto Protocol, a worldwide agreement that seeks to prevent global warming by reducing greenhouse emissions. Subsequent efforts to minimise their business impact to the natural environment (providing cleaner burning fuels, reducing emissions, ending all facilitation payments (bribes) and political contributions) were also much publicised by the company, not only in observance of their corporate social responsibility, but also as a way of maintaining their stakeholders trust. These attempts on the part of the firm were questioned for their real intention, particularly the question will it lead the world in a sustainable energy revolution, truly moving beyond petroleum, or will it be content to profit from the exploitation of an increasingly taxed planet while draping itself in green? (Assadourian, 2004). Having been able to realize their corporate social responsibilities, the British petroleum has been able to solve the issue and attempt to have an enormous reinvention in 2000. The main goal of this reinvention is to alter the perception the people regarding BP in terms of its business operation and its role in the society. This reinvention is also a part of the adherence of the company to their social responsibilities and which costs $200 million. British petroleum was the first oil industry which started to address the issue of global climate change. It can be said that the corporate social responsibility challenge for the British petroleum has been threefold. The first one is to the challenge of translating the social responsibility commitment into an efficient and consistent approach in the global market. The next is to be able to meld the BP its subsidiaries like Arco and Amoco to social investments and the last is to satisfy and meet the external expectations from the society. These CSR commitment has been strengthened through the changes or reinvention mentioned above which include their advertisement of the Beyond Petroleum. In doing and meeting their organisational goal of being committed to social responsibilities, the company had been able to conduct rigorous planning with more than 130 fully functions Business Units. In this regard, each of the each of the Business Units has largely autonomous business operations with its own identity, history, imperatives and relationships. The Corporate social responsibility strategy of BP has also been able to give importance to three performance measures which include the social, environmental and financial which are known as the triple bottom line. The commitment of the BP with their social responsibility ensures that wherever they operation, their activities should be able to establish economic benefits and opportunities by enhancing the quality of life of individually, specifically those who are directly influenced by the company. The CSR commitment of the British Petroleum focuses on five aspects which include the employee relationships, ethical conducts, health safety and environmental performance, financial aspect and control (British Petroleum, 2008). In order to ensure that they are able to get affiliated with different international and global organisations for Human rights such as the United Nations, US-UK Voluntary Principles and others, for the labour relationships they follow the standards of the ILO Tri partite Declaration of Principles Concerning Multinational Enterprises and Social Policy and for environmental accountabilities they are linked with the GHG emissions reduction, ISO14000 and Clean Fuels Programs. Just like British Petroleum, other organisations are also able to adhere to the concept of being socially responsible and THE CO-OP is never an exemption. The corporate social responsibility of this company works in various stakeholders such as individual members, employees, customers, corporate members, suppliers, the wider community, and the cooperative members. In doing so, the company has provide community investment of  £7.3m, which is equal to 3.2% pre-tax profit, up from 2.5% in year 2003.