Finding my father

My clothes felt like a cold, damp extension of my body, as I lay panting on the floor. Blood, water, sweat, I wasn't sure what it was. At this moment, I was just glad to be alive. As I attempted to pick myself up off the rough asphalt, I felt a warm liquid well up in the depths of my throat, as I retched onto the ground. Oddly, this wasn't how I normally felt at 11am on a Thursday morning. My name is Alex Watson. Alex was after my father, a man who I heard a great deal about, but never met. My mother was only a college girl when she met my father. He was dead before I was born. When I asked my mother about it, she got angry, or said she was tired, anything to avoid my questions. In the end, I just had to get on with my life. I moved to New York, into an apartment block which encapsulated the bleak misery of city life. You eventually learn to block out the sirens, gunshots and screaming. About a year ago, I got an urge to discover who my father was, beyond the facade of distorted facts my mother decided to disclose to me. For some reason, I needed to know. I needed to know the truth, and seeing as nobody was going to tell me, I decided to look for myself. The task turned out to be the proverbial needle in the haystack. The problem with my father was, he liked to keep a low profile. So much so that, until I was sixteen, I had no idea what he did for a living. Anything I did find out about him was on a need to know basis. Discovering my father wasn't going to be as easy as I first imagined. Home was not exactly an awe-inspiring. My roommates where cockroaches, and a stray cat who I had named Takeshi. These more than minor inconveniences allowed me some pleasures, such drowning my sorrows in â€Å"The Manhattan†, a bar so close to my apartment that I could wander out if it drunk and fall into my bed†¦or at least the floor. This was my escape, my salvation from the nine to five drudgery of my life. I was never good at working in boxes. I worked as a retail technician for a major electrical appliance company. I answered phone calls from people whose children had put jam sandwiches in their VCR's, or people phoning me asking why the cup holder on their new computer was broken. I was supposed to respond to them in a cheerful, knowledgeable manner, but most of the time I had to concentrate on not screaming and slamming the phone down. However, their phone calls did break the monotony of staring at a prefabricated cardboard wall, rules and codes of conduct staring at me in the face. I felt trapped. I felt like I needed to escape, a release from my life. It's probably normal to, at some point or other, question your existence on this planet. Why are you here? What's so special about you? In my case, I took a long hard look at myself, and found nothing. Nada. Jack shit. I could find no real reason for me to be on this earth. And to be completely honest, this didn't surprise me. I had always been decidedly average. My only sense of purpose was finding the truth about my father, but to do that I needed money, and to get money I needed to work. Unfortunately, as I've already stated, my job was like a nine to five lecture on the art of watching paint dry. What I needed was a miracle. What I got was a blessing in disguise. â€Å"Sir, you can't stay here, it's public endangerment!†. I can't say I ever heard these words, my drunken demeanour, as well the cacophony of the halted cars horns, prevented them from reaching my ears as I wandered down the middle of a road. I tripped over my own feet, and landed back first. â€Å"Back owf!† I warned, â€Å"I'm armsed!†. I swung my whiskey bottle wildly, until it flung off and hit the floor. â€Å"Crap† I murmured before passing out. Two hours later, conscious and sober, when I was informed of the events, I can't say I was surprised. My excuse? I was bored. However, when I told this to the police, they were less than impressed. I was expecting them to throw me into one of their first class, luxurious cells for the night, and maybe, if I'm luck, beaten to a pulp for saying I supported the wrong football team. But if I've learnt anything, it's that life's a bitch, and you never get what you want. Simply a clip round one ear and a â€Å"Don't do that again!† in the other. Jesus, my mother gave me better telling off than that when I was seven! Slightly disheartened at the state of the judicial and law enforcement services, I made my way towards the door, and the unbearable natural light of the afternoon. As I did this, I glanced over at the desk. She was there. The woman who arrested me last night, when I decided to take a walk on the wrong side of the road†¦figuratively and literally. Suddenly, I felt something I hadn't expected. I felt a twinge of guilt. It was a feeling I hadn't felt in a long time, not since before I started destroying my mind with drink. I felt guilty for what I had done, I felt like I needed to apologise. I crept over to the desk, unsure of what to say, but sure of what to do. â€Å"Excuse me miss. Er†¦I just..er†¦wanted to say that†¦er†¦I'm sorry about last night.† Normally I'm a little more articulate than that, but the effects of last night's binge hadn't quite worn off. â€Å"That's ok.† She said, as her face broke into a smile. It was at this point I noticed something that had escaped me last night, (possibly because my eyesight was in a less than perfect state). This woman, smiling at me from behind the desk, was beautiful, not in a catwalk super model kind-of-way, which had never appealed to me, but in a regular, every day kind of way. Her smile was kind and gentle, and her deep brown eyes sparkled in the hazy mid-day sun. She was stunning in a subtle way. I was falling for her, and I could feel it. Her smile broke as she spoke again, â€Å"Normally, I get a nasty sneer off people, and that's off the nice ones. But I could tell you were different, even when I first saw you.† Her face broke into a smile again, and I just hoped I wasn't staring at her. â€Å"I don't know†¦I just knew you where different.† I returned the smile, the first real smile I had had in months. â€Å"Thank you. Hopefully, I'll see you around.† She smiled at me, â€Å"Hopefully not under the same circumstances, but we can live in hopes otherwise.† As I walked out of the door, the painful brightness of the midday sun couldn't dampen my mood. I was no closer to finding my father, but maybe a step closer to finding myself.

Project Risk Management – Holyrood Project

Project Risk Management| M3N313401-12-B| Group report    Jenna McCall : S1O21235 Adelle Kelly : S1023858 Angela Mitchell : S1034517 Luciano Farias : S1306729 Iaponaira de Abreu : S1306726| | | 5103 words Contents 1. Introduction 2. 1 Executive summary 2. Case study . What is project management 4. 2 Successful project management 4. 3 Risk management in projects 4. Project Scope 5. 4 Cost management 5. 5 Time management 5. 6 Project management tools 5. Stakeholder management 6. Conclusion 7. Recommendations 8. References 1. Introduction After the identification of the requirements of the Holyrood parliament building, responsibility for the construction of the project was handed over to the Scottish Parliamentary Corporate Body in June 1999 which took place over the course of 5 years.A project goes through many phases throughout its lifecycle and can be deemed successful if implemented efficiently against initial objectives. This includes cost effective, quality management and co mpletion within the required time scale with the overall aim being to meet stakeholder’s objectives. A project that fails is said to be one that lacks quality, control and management. In order for project management to be effective, both strategic and operational strategies must be incorporated. 1. 1 Executive SummaryProject risk management is a systematic process concerned with reducing the risks and uncertainties involved in business activities, essential if a project is to achieve its objectives which typically include scope, time and cost. It is based on managing people so that a project can be actively managed reducing the risks that could occur. After the objectives have been defined, in order for appropriate risk management to be exercised, a traditional SWOT analysis should be conducted to identify strengths, weaknesses, opportunities and threats involved in the project.This report discusses the foundations of project management and indentifies the Political, Economic al, Social, Technological, Environmental and Legal drivers that can influence project management. In order for the project team to achieve successful completion of the project against delivery time and budget they should follow four steps- identifying the objectives, the projects deliverables, and the schedule and supporting plans. Overall project risk management forms the basis of any successful project. It is used to identify the challenges that the project is particularly vulnerable to in order to ensure impact is minimised.It is vital that the project team makes effective use of risk management in order to manage unforeseen complication which could arise. The biggest challenge that projects face is the inadequate management of planning. Failed projects tend to be ones which over stretch budget, schedule and do not accomplish its desired purpose. 2. Case study The construction of the ‘Holyrood Parliament Building’ first began in June 1999, and the Scottish Parliament held their first debate in the building on 7th September 2004. The official opening of the new building was on 9th October 2004 and was opened by Queen Elizabeth.From when construction began in 1999 until the opening of the parliament building in 2004, the committee rooms and the debating chamber of the Scottish Parliament were forced to hold their meetings in the General Assembly Hall of the Church of Scotland. Office and administrative accommodation which were supporting the Parliament were located in buildings leased from the City of Edinburgh Council. However, the new Scottish Parliament Building allowed the different sectors within the Parliament to amalgamate into the one parliament building. According to The BBC (2004), in the initial planning stages the predicted ? 0 million was set aside by the government to fund the project. This amount remained fixed until additional uncontrolled construction costs resulted in the project cost to increase to ? 109 million in June 1999 to a total cost of ? 414. 4 million which in turn resulted in a 20 month delay to the initial schedule. The BBC (2004) also suggested that the main cause of the delay in the project finalisation was due to the â€Å"production of detailed designed variations and the late supply of information during the construction process†. The deadlines which the project manager provided for the construction of the parliament building were very tight.The BBC (2004) argues that these deadlines did not reflect the complexity of the building which resulted in both architects and trade contractors failing to deliver critical foundations of the project therefore meaning the project timescale overrun. The project manager failed to realise the unlikelihood of the targets set being achievable and therefore failed to alter the timeline to reflect this. Also the project manager should have completed steps which would allow the realisation of the key problems which were in turn causing the negative eff ect on the project’s performance in both cost and time.The project manager should have never relied on assumptions when producing construction programmes which would have resulted in the estimations of cost and time to have been realistic and therefore would have prevented the project running over time and budget. 3. What is project management Project management â€Å"provides an integrated framework for project organisation, planning and control which is designed to: ensure the timely and cost effective production of all end products†. (Project Smart, 2013) It should be delivered within the defined scope, time, and budget.Overall, â€Å"at its most fundamental, project management is about people getting things done† (Barnes, APM President, 2013). The project management lifecycle goes through various stages before it is completed where each phase is measured against checklists to ensure operations are running according to plan. The initiation phase is the beginn ing of a projects lifecycle. This is a vital stage where ideas are explored and plans elaborated, allowing feasibility and resource requirements to be examined. This stage also allocates who will take charge of the process.This involves entrusting the entire project with the project manager where they will â€Å"cultivate the  people skills  needed to develop trust and communication among all of a project's stakeholders†. (PMI, 2013), coordinating the task against budget and delivery time. Once the project plan has been reviewed and approved by sponsors, the project enters the second stage: definition. This involves the identification of the expected outcome of the complete project. Typically, the execution phase is when resources are applied to the task.A list of requirements is drafted; suppliers and contractors are brought in alongside a schedule detailing the materials and resources needed. Followed by the monitoring and control process which involves the construction of the task measured against plans. The final stage in closing the project involves carrying out an evaluation which is vital as it â€Å"compares what has been accomplished (evidence) with what should have been accomplished (criteria) and then makes a judgment about how well it was done. † C. L. Taylor (1998). 4. Successful project management Successful projects are typically ones which are executed within the required time scale and do not exceed allocated resources. Therefore, a project will be deemed successful if it: delivers the outcome within required time and quality, remaining within cost of resources. There are 5 stages that contribute to project success: 1. Objectives 2. Stages 3. Organisation 4. Planning ; Control 5. Leadership ; Management Objectives – They truly define a project and make it something concrete rather than abstract.Stages – Projects step through different phases, such as the research and exploration phase, a decision phase, a planni ng and organising phase, an implementation phase, and then a closure phase. Organisation – Since projects naturally operate outside of normal hierarchy, perhaps even crossing boundaries, it is the Project Manager’s duty to set organizational foundations for it, or rather, a â€Å"chain of command†. Planning and control – No matter the project, whether a new building or a cultural change project, are always moving into uncertain regions through uncertain paths.Leadership and management – Required for a project to reach successful team development, by allowing negotiations and influences to occur. Successful project execution is also based largely on the role that the parties involved play in the management of operations. The relationship between the project team manager and how information is communicated, both internally and externally, to stakeholders is vital to its success including team members, sponsors and senior management.There is a great d eal of risk associated with the management of any project, organisations will often gain from the benefits when the project is completed. Increased risk management as risks will be defined and identified which can â€Å"promote an uninterrupted progression of the activities within the project and, by implementing the appropriate measures, remove any interruptions as quickly as possible†. (Well-Stam, 2004) 3. 2 Risk management in projects The bigger the project, the more complex it becomes to manage, accompanied with increased risk.Project risk management â€Å"is a structured process that allows individual risk events and overall project risk to be understood and managed proactively optimising project success by minimising threats and maximising opportunities. † (APM Body of Knowledge, 5th edition section 2. 5) To be fully effective, risk management in projects requires an understanding of how risk is managed as â€Å"the need to manage uncertainty is inherent in most projects that require formal project management. † (Chapman, et al. , 2003)It is essential to conduct a swot analysis 4. Project scope â€Å"A projects scope is the sum of the work content of a project† (Murray-Webster. R, and Simon. P, 2007). This suggests all the necessary elements which have to be completed in order to achieve the projects time, cost and quality objectives and success criteria. It is crucial that a project manager has a clear understanding of the projects initial scope. They would also be required to communicate this to the organisations team and all of their stakeholders.Any consequential changes can be managed which will allow the avoidance of ‘scope creep’. According to Cupe (2010), scope creep is when continuous growth occurs in a projects scope. This is initiated when project management fails to control changes in their necessary elements. Scope Management Scope management involves the identification and defining of all of the elem ents of the project scope and to ensure that the scope is continuously up-to-date. In turn this will help manage scope creep in a project.It is a project manager’s responsibility to protect scope and prevent the occurrence of scope creep. For effective scope management, project managers must control what is and what is not in the scope of the project (Project Smart, 2013). After a review of the project scope and in the event that it is no longer effective, a project manager may decide to implement changes into the process using a â€Å"change control process† (Murray-Webster. R, and Simon. P, 2007). 4. 1 Cost management â€Å"Cost management is the process by which companies control and plan the costs of doing business.Individual projects should have customised cost management plans, and companies as a whole also integrate cost management into their overall business model†. (wiseGeek, 2013). If applied correctly, cost management reduces costs of production for p roducts and services, as well as delivering products with increased value to the customer. For a project's management to be effective in general, cost management needs to be a prime feature. For instance, in the initial stages of a project, the predicted costs need to be identified and measured.It is imperative that these expenses are then approved before any purchasing occurs. Throughout the completion of a project, all incurred costs should be made note of and kept in record, thus ensuring that costs are under control and maintained in line with initial expectations, to the extent that this may be feasible. The major challenges involved in the Holyrood project arose from the failure to identify the scope of the project when initial plans were undertaken, ensued by scope creep in cost.The earliest cost estimates for the Scottish Parliament building, in 1997, initially stated that â€Å"Overall the capital costs of establishing the Scottish Parliament – purchasing and refitt ing the New Parliament House and other buildings – are estimated to be between ? 24. 5 and ? 34 million. † (White Paper on Scottish Devolution, April 1997. Section 11. 6) This amount remained static until June 1999 when it increased to ? 109 million due to additional uncontrolled construction costs, which escalated again in April 2000 to ? 97 million with the impact of inflation. In 2003, the cost had crept again to ? 359 million and to ? 414. 4million in 2004 resulting in a 20 month delay in schedule In May 2003, after the costs had skyrocketed and the public opinion of the project was very low, Jack McConnell, the First Minister, announced a public inquiry into the handling of the building project. He mentioned how he was â€Å"astonished that year after year the ministers who were in charge were kept so much in the dark over the increases in cost estimates. † (Isobel White; Iqwinder Sidhu, 2005).He also stated that â€Å"a Parliament building of sufficient sc ale could never have been built for less than ? 50m, and was ‘amazed’ that the belief that it could be was perpetuated for so long. † (Isobel White; Iqwinder Sidhu, 2005). Furthermore, â€Å"? 150m of the final cost was wasted as a result of design delays, over-optimistic programming and uncertain authority. † (Isobel White; Iqwinder Sidhu, 2005) According to (Isobel White; Iqwinder Sidhu, 2005), by early 2004, close to its inauguration, the estimated cost of the project was around ? 30 million. This generated great controversy, as one would expect, concerning possible waste of public money. The building was audited, following its completion, after which it was stated that â€Å"the main reasons for construction cost increases after 2000 were design development and delay in the construction process. The design development was entirely related to realising the detail of the building and aspects such as the quality of finish and the palette of materials that were used, in accordance with the client’s requirements. (The Auditor General Report June 2004, paragraph 10) One of the main conclusions found in the Holyrood Inquiry was that â€Å"whenever there was a conflict between quality and cost, quality was preferred. † (The Holyrood Project, p240). The project showcased what lack of proper project management and control will achieve. On the same audit as above, it was stated that â€Å"Although it is likely that a high quality building is being delivered, the time and cost objectives have not been met. The same quality could have been achieved for less if the whole design and construction process had been better executed. (The Auditor General Report June 2004, paragraph 10) The Scottish Office decided to â€Å"procure the construction work under a ‘construction management contract', rather than under a Private Finance Initiative, in order to speed construction, but without properly evaluating the financial risks of doing so, and – in a decision that Fraser stated ‘beggars belief' – without asking Ministers to approve it. † (Isobel White; Iqwinder Sidhu, 2005). This was one of the two most flawed decisions which the report singled out.The other was the insistence on a rigid programme: officials decided that rapid delivery of the new building was to be the priority, but that quality should be maintained. It was therefore inevitable that the cost would suffer. â€Å"In the Holyrood project the general approach was to accept cost increases and include them in the forecasts as the risks materialised. Since there was no agreed planned budget after June 2001, there was little evidence that forceful action was taken to prevent or reduce the increases in cost.Project management could have taken more action at an earlier stage to control expenditure on consultants. † (Audit Scotland, 2004). Before having consultants appointed, management of the project could have explore d alternative fee arrangements more carefully including financial incentives linked to delivering value for money. There was a limit placed on increases in consultants’ fees in 2003, but this was very late in the programme, after the fees had increased significantly. The agreement to the fee capping at this late stage in the project did not provide a timely incentive to onsultants to control costs and programme. Prior to fee capping in July and August 2003, there was no regular reporting of the significant expenditure on the Holyrood project. 4. 2 Time management Time management is also known as project planning and scheduling. Haugan (2002) defines this term as the planed date for performing activities, organized chronologically according to the phases of the project and with start and completion date established. He also states that it is not possible to control costs if the schedule is not met, which was a serious problem in the Holyrood project.According to BBC (2004) the initial estimative of cost and time for the construction of the Scottish Parliament at Edinburgh took place in 1997 with delivery estimate for 2001, even without a project or defined location. However, in 1998 the Holyrood site was chosen to be the actual location and a designer competition was opened based on the criteria of quality, time and cost, after which the Spanish architect Enric Miralles in conjunction with the Scottish company RMJM were chosen to design the parliament. With the delay in such definition, the time factor had become an even greater limitation for the execution of the project.According to White & Sidhu (2005) the president of the Royal Incorporation of Architects in Scotland (RIAS), Mr George Wren, even wrote to the Prime Minister Donald Dewar calling attention to this issue and the consequences of this reduction in availability of design time and in the final product quality, besides the need for faster methods of construction. He also suggested the extensi on of the deadline to complete the building and later, RIAS published a note considering that the process was being quite rushed.Also in 1998, Mr. Armstrong, project manager at this time, established the project schedule, where the construction of the building would start in July 1999 and the initial deadline at autumn 2001 was kept (Lord Fraser, 2004). Lord Fraser, responsible for the inquiry, also commented in his report that it was ironic that factors such as sufficient time for the phases of planning and design were not included in the timeline because of political objectives to meet the deadline.Besides, he also highlighted, in a workshop of risk management conducted by the company Davis, Langdon and Everest (DLE), that the design of the parliament was considered affordable despite of its complexity. Such issues, along the differences between Enric Miralles and the RMJM and the archaeology work at the location were the main causes of delay in progress of the project at its begi nning. Therewith, Mr. Armstrong resigned from his position and a construction management company was hired in his place.White & Sidhu (2005) described that in 1999, after controversies concerning the project and its handover by the former Scottish Office to the Scottish Parliamentary Corporate Body (SPCB), it was decided by the parliament that the current project would continue, increasing costs and maintaining the deadline for autumn 2001. Although at that point it had been suggested to pursue the project more slowly due to time constraints, it was alleged by Donald Dewar that delays of around two months could raise the cost of construction in about ? 2 to ? 3 million yet this deadline remained the same.Thus, the construction started in July 1999 and after this, many design changes were required in that year, which further delayed the progress of the project. In 2000, finally, as Lord Fraser (2004) mentioned, after a lot of reports pointing to the necessity of a new estimate of cos ts and time, an amendment presented by Gordon Jackson MSP was accepted by the parliament and the delivery of the building was rescheduled to the end of 2002. However, other factors slowed the work even more in that year, such as the illness and subsequent death of the architect Enric Miralles and then Donald Dewar.In the end of that year, the Audit Committee published a report, where it was highlighted that the building could only be occupied in April 2003, extrapolating the deadline again. As published in the newspaper Scotsman (2004), the year of 2001 was marked by problems in construction, and security issues delayed the progress, hence the delivery of the parliament in May, 2003 became a priority over costs and the construction was accelerated. However in 2002, the deadline was extended again to September 2003 due to further delays, among the causes were cited bomb proofing measures and even the Inquiry of Lord Fraser.Later on, because of problems in the construction of the inte rior and the most complex parts of the project, the deadline was changed to August 2004. The building was eventually delivered in October 2004, with a time span of three years from the initial deadline. On that note, considering the time management in this project, it is possible to highlight that the main problems were the non-inclusion of enough time to design and plan in the first schedules. This was due to the rush to deliver the building for political reasons and the insistence on keeping the deadline even with the problems faced.The failure to analyse the very high degree of complexity of the chosen design therefore resulted in the project running over schedule. Such factors are mentioned in the Holyrood Inquiry as well. 4. 3 Project management tools Project management tools assist in keeping track of all components of a project, ensuring each stage runs smoothly and is completed on time. As well as the smooth running and time keeping of a project, management tools also help m onitor the projects progress against planned budget. Every project is unique, encompassing all the stakeholders and the internal and external influences.Effective project management should include elements of PESTLE analysis including, Political, economic, sociological, technological and environmental, as a method of identifying potential pitfalls in the process. A SWOT analysis is typically completed in the primary stages of a project. This would be carried out during the planning phase and revisited when any complications arise in a project such as; budget or time management. In turn this would allow the project manager to ensure the project is being completed effectively.A SWOT analysis takes into account the strengths, weaknesses, opportunities and threats. These are then used to control areas of planning and risk management in a project. A SWOT analysis may also be used to highlight particular areas within the project which could be maximised to result in a benefit to either th e project as a whole, or certain areas of the project. A project manager could implement a SWOT analysis to evaluate certain activities within their project to analyse their progress or determine if they could improve such activities to expand their potential.A SWOT analysis may also be used to evaluate any risks in a project or particular areas of a project and therefore define the most appropriate and effective way of controlling and mitigating any risk which may negatively affect the project’s completion (Project Smart, 2013). Henry Laurence Gantt was an American mechanical engineer, recognised for the development of the Gantt chart in 1017. A Gantt chart is a type of bar chart showing the starting and finishing dates of the different stages of a project. They are a method of tracking tasks across time and also show the elationship between the different stages. Haughey, D. (2013) describes Gantt charts as, â€Å"an important project management tool used for showing the ph ases, tasks, milestones and resources needed as part of a project. † Gantt charts have become an industry standard since their first use in the Hoover Dam project of 1931. They can be useful in planning a time frame of a project and help by categorising events and organising them into an order in which they have to be completed. They also work by showing the tasks which are to be completed on the vertical axis, with the time scale on the horizontal axis.Each task then has a bar showing the time required for each task and a percentage of how complete each task is. Critical Path Analysis (CPA) is a project management technique similar to Gantt charts in the way that it lays out the activities needed to complete a task, the time it will take to complete each activity and the relationship between these activities. CPA is a planning and managing tool, its purpose is to help predict whether or not a project can be completed on time. It is a way of managing a project and ensuring the project timing is on track and that things are completed on time.Santiago, J. and Magallon, D. (2009) state that, â€Å"The Critical Method or Critical Path Analysis, is a mathematically based algorithm for scheduling a set of project activities. † And, â€Å"is an important tool for effective project management. † Therefore this would be a necessary tool to use in project management as it allows activities to be planned so that the job can be completed in the shortest time and allows project managers to see if remedial action is necessary to place a project back on course. Another tool used in project management is the Program Evaluation and Review Technique (PERT).Haughey, D. (2013) describes this as, â€Å"a method for analysing the tasks involved in completing a given project, especially the time needed to complete each task and identifying the minimum time needed to complete the total project. † Pert charts are usually used alongside Gantt charts. However, Rouse, M. (2007) argues that, â€Å"The PERT chart is sometimes preferred over the Gantt chart, because it clearly illustrates task dependencies. On the other hand, the PERT chart can be much more difficult to interpret, especially on complex projects.Frequently, project managers use both techniques. † Therefore, by using a wide range of tools such as PERT charts, Critical Path Analysis and Gantt charts a project can be better monitored ensuring that all activities are running smoothly, according to schedule. 5. Stakeholder management Stakeholders are the individuals who are involved in a project and are affected by its activities. Essentially, stakeholders cover everyone: project sponsors, project managers, the project team, support staff, customers, users and even suppliers and opponents to the project.Understanding the needs of each of these stakeholders is vital; each of the stakeholders have different needs and expectations which have to be met. In order to do this, nee ds and expectations must firstly be identified. Exceeding these needs involves balancing competing demands to ensure the smooth running of a project. Stakeholder management is a process by which a positive relationship is created between the stakeholders and project managers of a project, through the appropriate management of expectations and agreed objectives. Kangas, P. 2011) states that: â€Å"Stakeholder management begins by identifying individuals and groups the project affects. To identify a comprehensive list of stakeholders, the project team should evaluate individuals or groups who contribute to or receive value from the project. The team should assess stakeholders for their influence, the extent to which they are affected and their attitudes toward the project. † Therefore it is clear that for a project to run smoothly a good stakeholder relationship is vital. Thompson, R. (2012) refers to stakeholder management as being, â€Å"critical to the success of every proj ect in every organisation. Before the establishment of any project, one of the most important starting points is to have full commitment of all management and stakeholders as these are the people who will benefit from the completed project. If there is not full commitment, this increases the probability of project failure. Lawlor, J. (2010) states that for the completion of an effective project, an organisation must: â€Å"Have a strong sponsor, someone who is sufficiently high up in the organisation to sustain commitment to the project and who will fight for it at senior management level.It is not enough simply to gain management and stakeholder commitment at the start of a project, they must work to sustain it throughout. † This can be achieved by keeping the sponsor firmly in the communication loop and continuously update them on all major developments, successes and all potential issues and risks that may be faced in any upcoming projects. Due to stakeholders including ev eryone involved in the project such as suppliers, sub-contractors and other external resources this introduces further risks.To overcome the majority of these risks, organisations must clearly communicate to the stakeholder exactly what is expected of them. Clear instructions should be set out along with an expected time scale that these activities should be completed by. Lawlor, J. (2010) suggests that to avoid certain risks an organisation should, â€Å"Base agreements with suppliers and other external parties on clearly specified requirements that identify the performance standards expected and the products or systems to be designed, developed, and delivered. Regular meetings with these suppliers and sub-contractors are an essential part to the on-going project, for project managers to ensure stakeholders are performing as expected. When looking at the construction of the Holyrood building, it is clear that problems occurred. A possible reason for this was the vast amount of dif ferent stakeholders who were involved in the construction of the project. Due to the numbers of different contractors and subcontractors, communication and coordination was one of the main issues which added to problems associated with the time issues.Fraser (2004) reported, â€Å"there was a lack of communication, coordination and understanding between stakeholders, for example, resolution of many design issues was delayed due to misunderstanding and lack of communication between RMJM & EMBT. † Therefore, delays occurred in the project from bad stakeholder relationships and poor communication. 6. Conclusion With an unrealistic estimated budget, the Holyrood project was destined to fail from the beginning. Despite this, and the many challenges the team faced, it can be argued that the completion of the building has been a major success.Therefore, it is evident that there are many factors that contribute to the success of a project. Undoubtedly, this depends on how efficiently the given task was managed, measured against time and budget. Failure to meet any pre-determined deadlines or budgets would indicate significant problems in the management and structure of initial plans. Achievement of projects strategic objectives is crucial to its success. This should be supported by a realistic plan that identifies critical success factors.An effective project risk management strategy should be embedded in the project lifecycle and provide a degree of certainty to all stakeholders involved. The effectiveness of this strategy should be regularly monitored alongside the other elements of the project in order to ensure total control. The grounds of project failure have been identified as running over budget, over schedule or lack of engagement with stakeholders to meet desired goal. Unrealistic timescales, poor leadership and poor communication also lead to project failure, which highlights the value that efficient project management has on the running of a project . . Recommendations The following recommendations should be considered by senior management when seeking to improve the effectiveness of project management. * Set realistic objectives, including a clearly defined scope, time and budgetary requirements * Consider the complexity and constraints of the project before implementation * Incorporate appropriate time management, allocating time for disruption * Ensuring effective communication between stakeholders at all times * Make appropriate use of all management tools in the planning and development stage 8. ReferencesAPM. 2013. Association for Project Management: What is risk management [online] Available at: http://www. apm. org. uk/WhatIsPM [Accessed 9 March 2013] Audit Scotland, 2004. Management of the Holyrood building project [pdf] Available at: http://www. audit-scotland. gov. uk/docs/central/2004/nr_040629_holyrood_project. pdf> [Accessed 3 March 2013] BBC News. Timeline. ,2004. Holyrood. news. bbc. co. uk. [online] Available a t : http://news. bbc. co. uk/1/hi/scotland/3210729. stm [Accessed on 10th March 2013] Fraser, R. H. L. , 2004. Construction Management. Available at: http://www. cottish. parliament. uk/vli/holyrood/inquiry/sp205-07. htm [Accessed 13th March 2013] Haugan, Gregory T. , 2002. Project Planning and Scheduling. Vienna: Management Concepts. [online] Available at: http://books. google. co. uk/books? id=evSThe6mUkMC&printsec=frontcover&dq=project+planning&hl=en&sa=X&ei=GMQ_UbbzCsqb0QW-4YDQDQ&sqi=2&ved=0CEkQ6AEwAw [Accessed on 1 March 2013] Haughey, D. , 2013. Project Management Tools [online] Available at: http://www. projectsmart. co. uk/project-management-tools. html . [Accessed 13th March 2013] HSE, 2013.Health and Safety Executive: Five steps to risk assessment [online] Available at: http://www. hse. gov. uk/risk/fivesteps. htm [Accessed 9 March 2013] Isobel White; Iqwinder Sidhu, 2005. Building the Scottish Parliament, The Holyrood Project [pdf] Available at: < http://www. parliament. uk/commons/lib/research/briefings/snpc-03357. pdf> [Accessed 27 February 2013] John J. Lawlor. , 2010. Successful Project Management: Eight Simple Steps to Follow. Available at: http://www. projectsmart. co. uk/successful-project-management-eight-simple-steps-to-follow. html. Accessed 12 March 2013] Lord Fraser. ,2004. Holyrood Inquiry. [online]. Available at: http://www. holyroodinquiry. org/FINAL_report/report. htm [Accessed on 11 March 2013] Philip J. Kangas. , 2011. Back To Basics Stakeholder Management. [online] Available at: http://asq. org/quality-progress/2011/03/back-to-basics/stakeholder-management-101. html [Accessed 13 March 2013] Project Smart. 2013. Swot Analysis in Project Management [online] Available at: http://www. projectsmart. co. uk/swot-analysis-in-project-management. html [Accessed 10 March 2013] Thompson, R. 2012.Stakeholder Management Planning Stakeholder Communication. Available at: http://www. mindtools. com/pages/article/newPPM_08. htm . [Accessed 12 Marc h 2013] Rouse, M . 2007. PERT chart (Program Evaluation Review Technique) Available at: http://searchsoftwarequality. techtarget. com/definition/PERT-chart. [Accessed 13 March 2013] Santiago, J. , Magallon, D. 2009. Critical Path Method. [online] Available at: http://www. stanford. edu/class/cee320/CEE320B/CPM. pdf. [Accessed 13 March 2013] Scotsman. 2004. Holyrood timeline. news. scotsman. com. [online]. Available at: http://www. cotsman. com/news/scottish-news/top-stories/holyrood-timeline-1-464525 [Accessed on 10th March 2013] Well-Stam, D. , Lindenaar, F. , Van Kindere, F. ,2004. Pg3-4 Project Risk Management: An Essential Tool For Managing And Controlling Project. s. White, Isobel and Sidhu, Iqwinder. , 2005. House of Commons Research Paper – Building the Scottish Parliament, The Holyrood Project. House of Commons Library, 2005-01-12. Retrieved 2006-10-29. [online]. Available from: http://www. parliament. uk/commons/lib/research/briefings/snpc-03357. pdf [Accessed on 10 March 2013]

Pest Brazil

BRAZIL PEST Political environment †¢Greed and Corruption †¢Increase in government expenditures †¢Political stability and emphasis on consistent economic policies and growth †¢Position of international influence and power (BRIC) †¢Many environmental restrictions and regulations (Protection of Amazon) †¢Going into business: High bureaucracy, lack of transparency of rules and slow legal procedures (are hurdles to overcome and make brazil a difficult country to do business in) †¢The huge opportunities for foreign companies in Brazil's growing economy have to be weighed up against the country's relatively high taxes and labor costs // labour rules are generous to workers †¢Foreign exchange rules are in favour for investors outside the country but with some restrictions by certain states (freely allow dividends and capital to be repatriated to investors outside the country, but some restrictions are imposed by certain states // differences in risk be tween its 27 states) Economic environment †¢The world’s sixth largest economy (GDP: $2. 089) †¢Poor GDP growth of 3. % in 2011,(was high in 2010 but dicreased due to measures to decrease inflation) the economy is expected to grow strongly. †¢inflation 5% †¢expanding its presence in world markets. ($256 billion (2011 est. ) – 24th worldly) †¢ high interest rates make it an attractive destination for foreign investors. explain †¢Imports: $226,2 billion (2011 est. ) – 23rd world – cost to import/per container:1. 730 †¢large and well-developed agricultural, mining, manufacturing, and service sectors, †¢capital inflows over the past several years have contributed to the appreciation of the currency, hurting the competitiveness of Brazilian manufacturing and leading the govern (exchange rates: 1,6728 (2011 est. – 2(2009) †¢Stock of direct foreign investment – abroad: ? 171,7 (2011 est. ) †¢foreign direct investment unflows:31 †¢still has a relatively high debt burden †¢Several Brazilian companies ranking of the world’s largest companies. †¢unemployment (6,7%) – high rate o job creation †¢South America's leading economic power and a regional leader, one of the first in the area to begin an economic recovery. †¢Brazil managed to go from a net importer of food to one of the world’s leading exporters of agricultural products. †¢ease of doing business (ranked 124th) – corruption major business constraint (67% of managers believe that) Socio – cultural environment world’s fifth largest country by both population and total area. (Large and growing population (191mn in 2010, 1,5% growing, 5th in the world) ) †¢Large % of youth population (51,3% of population is under 30 †¢Urban population: 84,3% †¢increase in living standards. From 1980 to 2010, Brazil’s Human Development Index (HDI) increa sed by 30. 8 percent from 0. 549 to 0. 718. but bad gini index †¢Poverty / inequality (21,4% of population is below poverty line + Gini index:56. 99, equality of distribution of income 0-100 †¢Consumer expenditure per capita is low ($6. 619,8) †¢ Consumers rapidly adopting spending habits that are more characteristic of consumers in developed countries.According to Credit Suisse Research’s Emerging Consumer Survey 2011, Brazilians’ devote a considerably larger share of income to discretionary spending than consumers in other BRIC countries. †¢Brazilian respondents reported saving a relatively modest 10 percent, and more than half (52 percent) were not able to set aside any income for savings. (high inflation – uncertain environment) †¢favelas or shanty towns stand in striking proximity and sharp contrast to the city’s upscale environs and stunning scenic backdrop. Fortunately, some have seen fit to aid the residents of Brazil†™s favelas. The plight of Brazil’s large population of urban poor has given rise to a number of innovative social programs. increasing number of consumers attaining middle-class status (more than 32 million the past 7years) while another 20 million have escaped a state of poverty. (reach a low-income market segment of new consumer) †¢Sharing borders with 10 neighbours in Latin America †¢troubled and combative social situation †¢ illegal narcotics trafficking / border disputes Urugua-Brazil border – 1st country of number of murders by youth: 20. 386 †¢education level low 9average education 14 years old) – education spending: 4,2%of GDP Technological environment †¢Energy independent / rich in natural recourses †¢Strengths in agricultural research, know-how and technology. (Much of the credit goes to Embrapa, Brazil’s highly accomplished, public agricultural research organization. †¢Initiatives on R( that promote South-So uth cooperation in several arenas, including science and research collaboration in fields such as nanotechnology, oceanography and Antarctic research. ) †¢Many transportation routes and infrastructures ( ports (atlantic ocean) ) †¢Transportation note : the International Maritime Bureau reports that the territorial and offshore waters in the Atlantic Ocean remain a significant risk for piracy and armed robbery against ships; 2010 saw an 80% increase in attacks over 2009; numerous commercial vessels were attacked and hijacked both at anchor and while underway; crews were robbed and stores or cargoes stolen †¢Growing Infrastructure programs due to world cup / olympics (government’s Growth Acceleration Program has pumped $250 billion into infrastructure projects. †¢Recent discovery of huge offshore oil deposits near Rio de Janeiro will further promote future growth, transforming Brazil into one of the world’s biggest oil producers †¢creativity and flair for design and innovation that are ingrained in the Brazilian national character and enhanced by the country’s newfound financial fitness, telecoms talent and entrepreneurial energy. DATA SOURCES †¢Euromonitor: https://www. portal. euromonitor. com †¢IMF website: http://www. imf. org/external/country/BRA/index. htm †¢CIA website: https://www. cia. gov/library/publications/the-world-factbook/geos/br. html †¢UNCTAD: http://unctadstat. unctad. org †¢World Bank World Development Indicators: http://data. worldbank. org/data-catalog/world-development-indicators. †¢United Nations Development Programs: http://www. undp. org/content/undp/en/home. html †¢CEBR website: http://www. cebr. com/ †¢Forbes magazine website: http://www. forbescustom. com/index. html †¢CNN Money website: http://money. cnn. com/

Discuss the contributions of iron technology to the process of state Essay - 1

Discuss the contributions of iron technology to the process of state formation in Bantu Africa - Essay Example The Bantu community had the notion of a ‘big man’ who was enchanted with grasping of new opportunities. Such an idea led to the development of political establishments as chiefdoms regrouped. It is believed that three main kingdoms that inhabited the western savannas came into being through this method. They include the Kongo, Luango, and the Tio. Importantly, copper trade in the contributed to the development of major commercial market routes and major markets that expanded the territories of the existing political establishments. For instance, the Malebo Pool along River Zaire began through such a process. Furthermore, copper rich areas were regarded as ‘capitals’ headed by a ‘paramount chief’. The paramount chief was surrounded by a close circuit of a court of title holders who performed rituals and emblems within certain principalities. Archeologically, along the Zaire valley iron and copper deposits had been discovered. In areas such as Bok o Songho-Mindouli area, political establishments were related to the large deposits of iron and copper (Alimen). The emergence of these kingdoms in the 14th to 17th the century occurred more or less simultaneously as a result of iron technology. To begin with, the Mbundu Kingdom was established in the 16th century, and it controlled most economic resources and commercial routes in the south of the Kongo. As a sign of the political power they wielded, the Mbundu Kingdom used a piece of iron as an emblem and mark of their authority. This piece of metal was known as ‘ngola’. It is known that towards the end of the 15th century a holder of that emblem established a major kingdom. In subsequent centuries, the emblem played a significant role in the slave trade (Alimen). Towards the end of the 18th century, the Mbundu had organized a large commercial network of together with Portuguese immigrants whose trading caravans reached as far as the Lozi and Lunda Kingdoms. The kingdoms developed a royalty form of a

Over exceeding nutrients Research Paper Example | Topics and Well Written Essays - 1500 words

Over exceeding nutrients - Research Paper Example Moreover, high-saturated fat content have some side effects on the heart. Hunter avers that taking a balanced diet while being pregnant is important, but over exceeding or lack of nutrients causes severe damage and complications. Underweight or obese expectant women experience numerous difficulties while conceiving. Some of the nutrients that should be included in the diet in sustainable amounts include energy, protein, fibre, Folic acid, iron, vitamin A, C, D and calcium. Iannotti, Lora, Kenda Cunningham, and Marie Ruel. Improving Diet Quality and Micronutrient Nutrition: Homestead Food Production in Bangladesh. Washington, D.C: International Food Policy Research Institute (IFPRI), 2009. A home gardening program, Homestead Food Production (HFP), is described by the authors. The article indicates that the program has lead to an increase in the production of the macronutrient food and reduces the rate of nutritional diseases. According to Kohler, heat does not reduce the rate of nutrition unless it exceeds the optimum levels. Additionally, oxidation makes nutrition a bit less. For example: an apple that was cut in half and oxidized for an hour is different than if it was cut for about 2 hours. Martinez asserts that most people are oblivious about lack of enough nutrients in the body while ignoring the fact that excess of the nutrients in the body has profound detrimental impact on the health of the body. Consumption of excess calories leads to the accumulation of high amounts of fats leading to disorders such as heart disease, depression, cancer, sleep apnea, type 2 Diabetes and stroke. Excess proteins increase the risk of osteoporosis. Excess vitamins can lead to various defects such as birth defects in the unborn babies in the case of excess vitamin while excess vitamin B-6 can cause excess nerve damage. Some of the disorders

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Consumer behavior - Article Example The consumers tend to involve themselves in the products and follow up on the progress of the offers. An example of enduring involvement is a motorcycle enthusiast who constantly researches about motorcycles to find the best models. Further, enduring involvement is characterized by substantial interest in activities that boost the enthusiasm. Such activities include going to motor showrooms to check the models in the market. Situational involvement occurs when a consumer is interested in a product for a short time. The situation happens mostly as a result of need or demand for a certain commodity. The consumer may not have information or necessarily be interested in a long term involvement and looks for information to enable him make a purchase decision. For example, a consumer may get involved in smartphones when he or she wants to buy a phone. However, the interest on smartphones fades when the consumer purchase a smartphone of his choice. There are instances where consumers report their interest towards a certain offering or decision. In such instances, the consumer exhibits felt involvement and feels motivated towards making decisions regarding certain offerings. A consumer gets involved in offerings that he or she has had a psychological experience with (Samli 131). Thus, felt involvement arises from a historical perspective of the consumer about a product. For example, a consumer may form a positive opinion about a car that he or she has witnessed winning car races. Cognitive involvement occurs when a consumer is keen on understanding the offers in the market before making a purchase decision. The consumer then compares the information against his goals and makes a wise decision. In essence, cognitive involvement treats information gathering as part of the objectives off the consumer. For example, a consumer interested in a Ford

What is Customer Service Quality Essay Example | Topics and Well Written Essays - 2250 words

What is Customer Service Quality - Essay Example For Lucas (2005, p.4), customer service means the employees’ capacity to provide both their external and internal clients such satisfactory products and services. Once customers are satisfied by the products and services of the company, Lucas (2005, p.4) added that it leads to convincing word – of – mouth which then causes a good business return. In terms of having a customer service of quality, quality of service is defined by Parasuraman et al. (1985) as a satisfaction outcome between the actual service rendered by a certain organization and the expected desired service of the customer from the company. In the event of assessment of the quality of service, Parasuraman et al. (1985) added that this is subjected not only on the final outcomes of actual service but it also depends during various operations of the company’s service. Meanwhile, from the point of view of the customers, the service quality is shaped by five elements namely service delivery, phy sical aspects of service, service delivery system, service product or primary service, and social responsibility (Sureshchandar et al., 2001, p 113). 2.2 Examining the Notion of Service Quality The important outcome of different elements like customer retention, performance as well as cost – effectiveness is what we know as quality of service. According to Parasuraman et al. (1988), the quality of service is one among the different mechanisms applied by a lot of institutions to achieve success. Given the satisfaction of the customer with the company, it is more likely that that particular customer will transact with that specific company once more. In particular, it is the case that companies may possibly apply the parameter of quality of service as a defensive marketing scheme through lowering costs which results to customer retention (Parasuman & Grewal, 2000, p14). Apart from that, service quality can also be used by businesses as an offensive marketing approach through ga ining bigger market share (Parasuman & Grewal, 2000, p14). Service quality is the end product of competition among companies to fulfill customers’ needs successfully. It is suggested that how quality of service is perceived by customers is more often that the not, the major cause for his or her return (Lucas, 2005 p. 342). Given this, companies should create a quality system to attend the needs of customers in order to yield success in the market competition (Berry & Parasuraman, 1997, p.66). Meanwhile, in terms of quality of service, there are three kinds of customers which are internal, external and competitors’ customers (Berry & Parasuraman, 1997). They have engaged in a debate that an integrated information system based on all three customer categories helps in achieving high quality service and facilitates decision - making activities of different organizations. On the one hand, Berry and Parasuraman (1997, p.66) claimed that measuring the expected service, empha sis on the quality of information, describing the words of clients, connecting the performance of services to the business results, and also reaching all staff members of the company are the parameters to meet the prerequisites of quality of service. On the one hand, Parasuraman et al. (1985, p.7) stated that goods are easier to evaluate than the service quality because it is heterogeneous and intangible and same with the fact that product and consumption are two inseparable entities. Berry (1980) agreed with Parasuraman et al. (1985). As Berry (1980) pointed out, the difficulty of measuring services is due to work environment that renders service like building and office decor. Meanwhile, the most significant key determining factors of quality of service are identified by Parasuraman et al