Enterprise Architecture Assignment Example | Topics and Well Written Essays - 250 words

Enterprise Architecture - Assignment Example n EA needs to be modified in order to react to opportunities in an agile way since EA ensure quick translation of strategic decision on both tactical and operational levels (EAI2N, Bernus, Doumeingts, Fox & IFIP World Computer Congress, 2010). EA frameworks offer a detailed description of the prevailing and future architecture and enable articulation of relations in discussion with executives, support staff and other EA stakeholders because each area in EA framework signifies a functional area within an enterprise (Bernard, 2012). In business, benefits of maintaining an EA include supporting the corporate governance through offering insight of the entire value chain and reflect reality of an acknowledged and organized extent (Land, 2009). Moreover, maintaining enterprise architecture offers an organization a competitive edge and shows the way the various components of the system fit together in effectively utilizing the enterprise systems and resources (Giachetti, 2010). The use of cloud computing in businesses is highly attractive because of its reduced operating costs, agility in service development and its ability to allow scalability. However, for an organization to achieve full functionality in cloud computing, enterprise applications need to be developed in a manner that is suitable for distributed environments using the correct EA (Raj, 2012). EAI2N 2010, Bernus, P., Doumeingts, G., Fox, M., & IFIP World Computer Congress. (2010).  Enterprise architecture, integration and interoperability: IFIP TC 5 International Conference, EAI2N 2010, held as part of WCC 2010, Brisbane, Australia, September 20-23, 2010 proceedings. Berlin:

The rhetoric and reality of employee involvement Essay Example for Free

The rhetoric and reality of employee involvement Essay Introduction – The acceptable business paradigm changed over time. There was a time when the accepted concept of effective management relied largely on what the top management thinks best for the company, leaving the rest of the company especially blue collar workers with little or no participation at all in how a company grows and changes over time. As what Gupta and Sharma (2004) wrote, â€Å"The old fashioned view of employee involvement employee following the employers instruction in return for wage encourages employees to be passive, take a little initiative and often view themselves as adversaries of the enterprise and its management (Gupta and Sharma, 2004, p. 203).† But today, many business analysts believe in the concept of employee involvement and participation. This is a broad concept which includes many things (i.e. employee empowerment, proactive approach towards policy assessment, etc), but the basic precept of employee involvement is the conscious effort of the management to design a workplace that allows employees to actively participate in the manner by which the company moves towards its direction. The concept of employee involvement and participation is an important aspect in successful management of a company. Gennard and Judge (2005) wrote, â€Å"There is this important assumption behind employee involvement theory namely, the employees are an untapped resource with knowledge and experience which can be used by employers if they provide opportunities and structures for worker involvement (Gennard and Judge, 2005, p. 182).† But the main problem today is this: despite the fact that many worker’s rights advocates and business analysts points to the significance of employee involvement in a company, it seems that the concept of employee involvement remains to be a myth; that present organization and structure still renders employee involvement and participation as something that has no bearing at all. Thesis – With the growing surge in the development of professional service consultancy firms, people are also wondering about the exact role and impact that human analyst and employees make during the key stages of analysis. In the age of smart computers and complex software that aids people to think and opt for the best possible option and assists in company management, the question now is (externally) how significant really is the role of the human analysts in the designing of the options for decision making for the company’s client, and (internally), how significant is employee participation in the direction and growth of the company like Analysys Mason Ltd. As a company, Analysys Mason Ltd greatly depends on the skill of its employees so that it can deliver solutions that pushes away existing or prospective problems that a company might face. This act is a clear example of the role of human intervention and role in problem solving. But is this particular solution, the employing of the human role and intervention – is the same formula at work when Analysys Mason Ltd is faced with the task of solving its own internal problems, or does the company exercise a policy that greatly marginalizes the role and participation of the employee in how internal corporate concerns are being addressed in the company? T o be able to ascertain the role and participation of employees in the external and internal efforts of the company and to know whether the company is either suffocating the avenues wherein employee involvement would thrive or ignoring the possible contribution of employee involvement towards company growth, it is important to make an in-depth study of the company as well as review news and other materials that may contain information that can prove the real situation of employee involvement inside Analysys Mason Ltd. To be able to further understand the concept of employee involvement and participation and connect it with the current situation present in the selected company, it is important to also review the available literature that tackles the issue of employment involvement, like the work of Bratton and Gold (2001), who wrote about how â€Å"the aim of employee involvement is to promote workers’ interest in the success of the organization (Bratton and Gold, 200, p. 300).† Conclusion – The analysis of the level of employment involvement using a target company is an ideal approach to creating a company based-assessment from which future studies can be referenced from.   Through studies like this, other important information like the pooling of the needed resources to allow the success of employment involvement strategies can be identified. Bibliography Bratton, John and Jeffrey Gold. (February 2001). Human Resource Management: Theory and Practice. Lawrence Erlbaum Associates, Inc. Byron, James S. and Vitalo, Raphael L. (April 2004). Using Working With Others Training Sessions to Drive Employee Involvement [Internet], Vital Enterprises.Available from: http://www.vitalentusa.com/learn/drive_ei.php [Accessed 4 June 2008]. EmploymentInvolvement.com (2005). [Internet]. http://www.employeeinvolvement.com/ [Accessed 4 June 2008]. Employment Involvement Advisor. (April 23, 2008). Engaging Employees [Internet]. Available from: http://employeeinvolvementadvisor.blogspot.com/ [Accessed 4 June 2008]. Employee Involvement Association (2006). The Employee Involvement Association [Internet]. Available from http://www.eianet.org/ [Accessed 4 June 2008]. Gennard, John and Judge, Graham. (2005). Employee Relations. Chartered Institute of Personnel and Development. CIPD Publishing. Gifford J, Neathey F, Loukas G. (December 2005). Employee Involvement Information, Consultation and Discretion [Internet]. Report 427, Institute for Employment Studies. Available from http://www.employment-studies.co.uk/pubs/summary.php?id=427 [Accessed 4 June 2008]. Gupta, Jatinder N. D.   and Sharma. (2004). Intelligent Enterprises of the 21st Century. Idea Group Incorporated. Insightlink Communications (April 2005). Employers and Employees Making the Marriage Work: The Importance of Employee Commitment [Internet] Available from: http://www.insightlink.com/employee_commitment.html [Accessed 4 June 2008]. The Official Website of Analysys Mason Ltd. Available from: http://www.analysysmason.com/ [Accessed 4 June 2008].

Project Management and Business Strategies

Project Management and Business Strategies ABSTRACT Which way to go? This is a question that organizations will ask themselves in a certain time, because organizations are faced with challenges of strategic direction. Some organizations are instigated by challenging opportunities, other organizations want to overcome significant threats. The business strategy can move an organization from where it is now, to where it needs to be in the future. Johnson et al (2009) states that the strategy of an organization is often likely to be complex, uncertain and mostly it affects operational decisions and requires an integrated approach. But the most typically and crucial components of strategy are change and innovation. Project management is essential for managing and reducing the inherent risk associated with change and innovation. Thats why many projects are the result of strategic decisions of organizations, because projects manage changes on an effectively and efficiently way. Changing organizations need projects for making change and for obtaining its business strategy and -objectives. Nowadays sustainability is a very hot (strategic) item for organizations. Organizations are integrating ideas of sustainability in their marketing, corporate communications, business strategy and in their actions. Centraal Boekhuis, a (leading) logistics service provider in stocking, storage, distribution and transportation of books, has also formulated a covering policy on sustainability for the strategy period 2009-2011 (Board of directors Centraal Boekhuis (2009)). Sustainability for Centraal Boekhuis means commitment to corporate environmental performances as well as sustainable performances on social and economic aspects. Several projects on behalf of sustainability will be conducted as well as projects will be conducted on behalf of other strategic targets. But is it possible to make project management sustainable, in order to make other projects contribute to the policy on sustainability too? In this research the relation between project management and the pursuing of the realization of business strategies will be looked at. Then the main research question will be answered: how will the business strategy influence the selection and execution of project management within organizations, and how will this in consequence lead to sustainable project management? The hypothesis is that when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will contribute to the realization of the business strategies as well as it subsequently will contributes to sustainability. The actual research will be executed through a web survey among several organizations as well as a case study of Centraal Boekhuis, which contains in-depth interviews with about 10 representatives project employees from Centraal Boekhuis. The research will also contain the study of qualitative data, for exampl e the study of documentation and reports that are in stock within the company about strategy, project management and sustainability. 1. INTRODUCTION BACKGROUND 1.1 Introduction To understand project management within organizations it is important to understand projects. The Prince2 Foundation (2005) defines a project as a temporary organisation that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined recourses. In practice projects bring recourses, skills, technology and ideas together to achieve business objectives and deliver business benefits. But why is there a need for projects within organizations? Organizations are continuously striving after agility and success by for example introducing new products and services or by improving business processes or activities. Many projects are the result of organizations that wants to manage such changes on an effectively and efficiently way. According to Bryan Atkin and Adrian Brooks (2009), Change Management is the key towards innovation of organizations. In order to make progress and achieve greater efficiency and better value for money and to be more effective or competitive, organizations have to do things differently and have to make changes. Maylor (2005) stresses that Project management is essential for managing and reducing the inherent risks associated with change and innovation. Changing organizations need projects for making change. Recently Johnson et al. (2009) gives an interesting definition on business strategy. The definition describes that strategy contains the direction and scope of an organization over the long term, for achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations. Aforementioned definition displays that the fundamental principle of making changes of organizations can be the result of aiming towards targets that contributes to the fulfilment of the business strategy. In practice this means that organisational changes and the application of project management for realising those changes can thus be the result of the long term direction and scope of an organization. Simply said; project management can move an organization from where it is now, to where it needs to be in the future to meets its business strategy and -objectives. As mentioned above the management of projects within organization is among other things related to its business strategy, but how will the business strategy influences the selection and the execution of project management within organizations and how can project management thus contributes to the realization of the business strategy? For example, The board of directors of Centraal Boekhuis (2009) has formulated a covering policy on sustainability for the strategy period 2009-2011. Several projects on behalf of sustainability will be conducted as well as projects will be conducted on behalf of other strategic targets. But is it possible to realize more strategic focus, by linking all projects to the business strategy of an organization? This leads to the main research question of the thesis: how will the business strategy influence the selection and execution of project management within organizations, and how will this in consequence lead to sustainable project management? Another interesting question will be: if project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, will projects contribute to the realization of the business strategies as well as it subsequently will contributes to sustainability? 1.2 The organization; Centraal Boekhuis Centraal Boekhuis is a (leading) logistics service provider in stocking, storage, distribution and transportation of books. More than 500 publishers and over 1500 booksellers use the service facilities for distribution, transportation, information and administration. For publishers is Centraal Boekhuis the entry into the Dutch and Flemish (book) markets. For booksellers in the Netherlands and Flanders, Centraal Boekhuis is the provider of the assortment of Dutch-language books, general as well as educational or scientific books, and a selected range of foreign-language books (staff directory guide Centraal Boekhuis, 2007). Besides taking care of stocking, storage, distribution and transportation of books, Centraal Boekhuis also offers administrative or financial services. For publishers the company organizes complete stock and sales recording, invoicing and debt collection. Booksellers as well benefit from a broad range of information technology services. The majority of Centraal Boekhuis services are integrated in a single automated system (CB Online), so customers have access to the operational and management information they need, focused on their companys business processes. Upon request, Centraal Boekhuis will also arrange the storage, distribution and transport of office supplies, stationary and greeting cards. All logistic activities and processes are linked with the transport centres delivery network. The centres range of services includes processing special offers and returned goods, (temporary) storage, order picking and carrying out special mailing campaigns with value-added logistics. The Transport Centre of Centraal Boekhuis organizes transport from and to countries outside the Benelux. In England is a consolidation point bounded, where shipments from 1600 English publishers intended for Dutch bookshops are collected and forwarded to the Netherlands. This enables Centraal Boekhuis to offer customers attractive services. Shipments from Germany and America are transported along similar lines. History For over 135 years Centraal Boekhuis have been the logistic partner in the Dutch book trade. In 1871 the Vereeniging ter Bevordering van de Belangen des Boekhandels (VBBB) in Amsterdam lay the foundations for Het bestelhuis van de Nederlandsche Boekhandel, presently called Centraal Boekhuis. Publishers send their boxes with books to that warehouse of books, where the boxes were distributed across the Netherlands. Many years later, in 1926, the VBBB decided to found Centraal Boekhuis in Amsterdam. Well-established publishers were obliged to store their books in the central depot of Centraal Boekhuis in Amsterdam. From now on the book stores and publishers could order their books with Centraal Boekhuis from one central point in the Netherlands. In 1973, because lack of space, Centraal Boekhuis grounded their company in Culemborg, where the company nowadays is still grounded. In that same year is Het Bestelhuis and Centraal Boekhuis merged into one company: Centraal Boekhuis B.V (Intranet Centraal Boekhuis, 2008). Organization The daily management of Centraal Boekhuis is directed by the Senior Management Team (SMT). The lead direction of the 5 Senior Managers is directed by a Chief Executive Officer, namely Hans Willem Cortenraad. They have weekly meetings to discuss the company policy and how this policy is best directed to the line managers. Centraal Boekhuis in figures (2009) Full time employees: 579 Publishers: 500 Booksellers: 1500 Available Dutch titles: 80,000 Number of copies delivered per year: 60,000,000 Number of delivery addresses per day: 2500 Number of packages transported per year: 4,500,000 Number of pallets transported per year: 300,000 2. PROBLEM STATEMENT RESEARCH QUESTION According to Project Management Institute and Morris (2006) oorganizations often want efficiency, good financial results and success and they want it fast. It is for that matter that organizations generally focus on short-term results, such as immediate realizable financial goals. However, Centraal Boekhuis for example expects also from its employees to achieve results that corresponds to the overall long term objectives of the business strategy. This contradiction pointed me in the direction to ask myself if it is possible to operate more efficiently if the portfolio of projects is continuously linked to the business strategy of Centraal Boekhuis. My hypothesis subsequently is that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the business strategy. Nevertheless, the solution isnt that easy. For instance, organizations are nowadays more often integrating ideas of sustainability in business strategies. It is for that matter unavoidable that there will be projects related to sustainable strategy, namely environmental or social projects. However, will projects on behalf of other strategic objectives also be sustainable? Thats why I assume that when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will positively contribute to the realization of strategies as well as it subsequently will contributes to sustainability. [2] The main question and hypothesis will be clarified for a reasonable interpretation of the research construction and approach. In this research the relation between project management and the pursuing of the realization of business strategies will be looked at. Foresaid leads to the following research question: what is the impact of the business strategy on the selection and execution of project management within organizations, and will this possible influence in consequence lead to sustainable project management? The hypothesis is: when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will positively contribute to the realization of the business strategies as well as it will positively contributes to sustainability; the result subsequently is that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the sustainable business strategy. Why is it so important to link the project management of an organization to its business strategies, in order to make projects sustainable? As stated by Johnson et al (2009) it is ultimately the fulfilling of the business strategy to aim on the fulfilling of the expectations of the stakeholders. If an organization have stated sustainability within their business strategies, stakeholders are involved in monitoring if the strategy is achieved the objectives and if there is corrective action needed. This is called strategic control and it will keep an organization in track with its achievements on behalf of its strategy (and also sustainable strategy). According to foresaid it is plausible that it is important to state sustainability in the business strategy, for making sure that projects will meet the objectives and goals of sustainable strategy. 3. GOALS OBJECTIVES I will try to find out if a business strategy, specifically a sustainable business strategy, can positive influence the way on how projects will be selected and executed, as I expect it to be. I will test the hypothesis that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the sustainable business strategy, to see if it is possible to make project management sustainable. If so, this offers an interesting new insight in sustainable project management, which could be the basis for more research. First it is important to study literature to get familiar with the several subjects of this thesis. The several subjects that will be described are project management, business strategy and of course overall sustainability. Next I will try to describe the multifarious relative contexts between the several subjects described in the literature, in order to make my hypotheses plausible. The most important objective of the literature review is to create an elementary basic assumption for further research. Furthermore the research methodologies that I will use are a case study research and a web survey. For the execution of the case study research are various data (re)sources used, namely in-depth interviews and the study of business documentation and reports. The case study research methodology will be used to get insights in how Centraal Boekhuis arranges its business strategy, especially how it is arranged towards its project management. Then it is important to look at how the sustainable policy of Centraal Boekhuis affects the daily operations as well as the sustainable policy affect its project management. For comparison and further research I will send a web survey to approximately 100 companies with sustainability stated in their business strategy. Hopefully this will give me insights in how other companies arrange their project management related to its business strategy and maybe they have certain methodologies to make project management sustainable, so I have some interesting data to work with. My research will focus on project management, business strategies, sustainability and sustainable project management in an attempt to find relative contexts to integrate business strategy and projects in order to facilitate development of sustainable project management. Overall I hope that the executed research will create a certain frame work for linking project management to the overall business strategy of an organization, in order to make project management sustainable. 4. LITERATURE REVIEW As mentioned earlier my research will focus on project management, business strategies, sustainability and sustainable project management. Therefore the theoretical background of my research will also be focused on foresaid topics. 4.1 Business Strategy The traditional literature about business strategy is often about the general definitions of business strategy, where organizations focus on where they want to be on the long term (mission and vision) and how this is achieved (goals and objectives) (Alblas Wijsman, 2001) in order to gain competitive advantages. The current literature about strategy describes more that strategy is about the importance of achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations (Johnson et al., 2009). Aforementioned shows that the current literature on business strategies discusses the importance of the characteristic aspects change and configuration (Kloosterboer, 2005). The relative context between business strategy and changes is an important aspect that must be taken into account before I continue my research. According to Bryan Atkin and Adrian Brooks (2009), Change Management is the key towards innovation of organizations. In order to make progress and achieve greater efficiency and better value for money and to be more effective or competitive, organizations have to do things differently and have to make changes. Harvey Maylor (2003) characterizes project management as essential aspect for managing and reducing the inherent risks associated with change and innovation. Therefore changing organizations need projects for making change. 4.2 Project Management The Prince2 Foundation (2005) recognizes that organizations are continuously striving after agility and success by for example introducing new products and services or by improving business processes or activities. Many projects are the result of organizations that wants to manage such changes on an effectively and efficiently way. Furthermore Prince2 (2005) defines a project as a temporary organisation that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined recourses. In practice projects bring recourses, skills, technology and ideas together to achieve business objectives and deliver business benefits. According to the International Project Management Association (2006), professional project management is broken down into the following three competences (see also figure one): Technical competences for project management; behavioral competences of project personnel; and the contextual competences of projects programmes and portfolio. The technical competence covers the techniques of project management, for example the practice of Prince2. The behavioral competence represents the professional behavior of the project personal, like project management skills. The contextual competence is the linkage between the project and organizations involved. The vision on project management by IPMA in the International Competence Baceline presented in October 2006 will be critically looked at for my research. This project management approach will also be studied and discussed during the master program of the Master of Facilities Management and Real Estate. The eye of competence figures the integra tion of the elements of project management as seen trough the eyes of the project manager. So the essence of project management is to support the execution of an organizations strategy to deliver a considered necessary outcome (Clifford and Gray, 2002). The research of recent literature shows us that project management is nowadays recognized as one of the primary business processes (Atkin Brooks, 2009). It is for that matter that organisational changes and the application of project management for realising those changes must be linked to the overall business strategy of an organization, in order to accomplish the business goals and objectives. Simply said; project management can move an organization from where it is now, to where it needs to be in the future to meets its business strategy and -objectives. For this thesis I will mainly focus on the SWOT analysis, because this management and strategy tool is used by Centraal Boekhuis for defining its strategy. The SWOT analysis can be used as a strategy formulation tool. It helps organizations to identify its Strengts, Weaknesses, Opportunities and Threats (SWOT). The Strengths and Weaknesses represent the internal factors that create value or can destroy value. Opportunities and Threats are the external factors that can influence the organization value (Ahaus, 2005). 4.3 Business Strategies vs. Project Management According to Sabin Srivannaboon (2006), previous research on project management and its relation with business strategy mostly links the project management with business strategy through critical project selection, viewing it as part of the alignment process (For example Bard, Balachandra Kaufmann (1988); Cooper, Edgett Kleinschmidt (1998); Englund Graham (1999) etc). Also often displayed in previous research is project portfolio management. This is another concept suggested in the literature to ensure the strategic alignment of project management and business strategy and it is defined as a dynamic decision-making process, which an organization can update and revise its list of active projects (see for literature: Turner Simister (2000); Cooper, Edgett Kleinschmidt (1998) etc.). Current literature shows us more about the research that has been done on the alignment of project management with business strategies of organizations, for example research of Sabin Srivannaboon (2006) , Tony Grundy (2001) Peter Morris Ashley Jamison (2004) etc. 4.4 Sustainability sustainable project management On Wednesday the 4th of November, member of the House of Representatives Esmà © Wiegman talks about faith in Sustainability and vice versa, please note: in church! That sustainability has even penetrated the Christian church sais a lot. We are all confronted with it and action is expected of us. Sustainability is a hot item, that is no surprise. Looking at the quotes mentioned below you can conclude that there is no process in an organization that is not interfered with sustainability items. â€Å"Managers are more and more beginning to consider the environment as an additional parameter on which they base their decisions.† (North, 1997) That is what Klaus North wrote is his environmental business management introduction in 1997. And Carin Labuschagne wrote almost a decade later: â€Å"Various driving forces originating from society, government employees and business partners are forcing companies to both incorporate sustainable development in their business practices as well as to align all internal operations and practices with the principles thereof.† (Labuschagne, 2005). Sustainability, what does that really mean? Norwegian prime minister Gro Harlem Brundtland formulated it as followed; â€Å"The development that meets the needs of the present without compromising the ability of future generations to meet their own needs†. As Labuschagne already said, there is no process in an organization that is not interfered with aspects of sustainability. Project management is just one of these processes that cannot be ignored. That is also made clear in the APM sustainable outlooks, where is mentioned that they are considering a database with project and programme managers who have specialist knowledge, experience and expertise in sustainability issues generally or by specific sectors, locations or types of project. They also plead for the triple bottom line approach in every project. The triple bottom line approach includes environmental, social and economical sustainability (APM, sustainable outlooks). As organizations become more and more focused on environmental responsibilities, project managers cannot stay behind. (Zoyd Reed Luce) Where sustainability is grounded in almost every strategy of every large organization, this automatically is reflected in the projects of an organization. Project manager are forced to focus on sustainability these days, it becomes part of the project. 4.5 Theoretical Framework for aligning projects with strategy There are several articles expanding on the idea that there should be a certain focus on the corporate strategy when managing projects, for example the articles of Tony Grundy (2001) or Morris and Jamison (2004). Milosevic and Srivannaboon (2006) support this vision in their article and wrote an article which describes a theoretical framework for aligning project management with strategy. Milosevic and Srivannaboon have developed an empirically based theoretical framework that explains the impact of business strategy on project management and vice versa and discusses how mechanisms can be used to strengthen that alignment. As discussed earlier, strategy is about the importance of achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations and defending it against competitive forces (Johnson et al., 2009). Milosevic and Srivannaboon have based their theoretical framework on the vision of Porter (1980) about Generic Business Strategies. Michael Porter states that to achieve a sustainable competitive advantage, an organization must chose a certain type of strategy. Porters generic strategies distinguishes three types of strategies, namely cost leadership, differentiation, and cost focus (see figure 3). Competitive advantage can only be achieved by choosing one of these strategies. If an organization chooses to pursue more than one generic strategy, it will perform being badly without competitive advantage and Porter refers to that as being ‘stuck in the middle. Milosevic and Srivannaboon use cost leadership, differentiation, and best cost as the primary focus of their analysis. They also use Shenhars strategic project leadership framework which consist of project elements like project strategy, project organization, project process and tools metrics and culture. Differentiation is about organizations pursuing a differentiation strategy by offering products and services that are unique from competition in order to satisfy the desires of their customers. This differentiation allows the organization to charge a premium price (Porter, 1980). Cost Leadership is about organizations pursuing a cost leadership strategy to gain competitive advantage and increase market share by operate with lower costs than competition, for example tight cost controls e.g. efficient facilities (Porter, 1980). Best cost (also called focus niche) is about organizations creating a sustainable competitive advantage through combining cost leadership and differentiation. This can be realized by offering a unique product or service to a special market segment and seek to offer low cost products within a special market segment (fast time-to-market, superior product quality, etc.). According to Milosevic and Srivannaboon the competitive aspects of the business strategy drive the focus of the project management elements. They see a pattern in project management elements for the differentiation of business strategy. Their research indicates that organizations can align projects with business strategies into three levels, namely the strategic level, the tactical level, and the corrective emergent strategic feedback. The first level of this framework (typified as mediating process at the strategic level) is the first step of the alignment process. At level 1 organization should use their intended strategy and select projects into their portfolio to determine the right projects that would contribute to the organizations strategy. The second level (typified as mediating process at the project level) involves the further planning of project details to ensure that alignment with the project life-cycle phases (Shenhars project classification) is realized. Proper alignment of projects with strategy during the project life cycle can be classified as the planning process and the monitoring process. Managers should develop a project management plan that has a certain focus on the business strategy. The third level (mediating process at the emergent strategic feedback level) is a process which uses stages, or also called stage gates or milestone, for evaluating or reviewing the project status on time, cost, and performance. These project stages are points in the project life cycle where projects transition from one stage to another. These stages provide project teams the opportunity to realign the project to its business strategy. 5. RESEARCH DESIGN 5.1 Research methods Based on the literature of Baarde and Goede (2001), the research on behalf of this thesis is categorized in a preliminary research study, a literature review, a case study research and a web survey. For the execution of the case study research are various data (re)sources used, namely in-depth interviews and the study of business documentation and reports of Centraal Boekhuis. The preliminary research study has given multifarious insights in for example the company of the case study, but also insights about project management and the business strategy of the concerning organization. In the preliminary research study is a critically literature review completed and several managers of the human resource division have been interviewed for creating a basis for this research. The products of the preliminary research study are a defined approach of the case study research, a description of the company and a defined approach of the web-survey. The case study research can be categorized in descriptive- and exploratory research study methods (Sanders et al, 2009). The descriptive study of this case study is defined by the research of qualitative data, for example the study of business documentation and reports that are in stock within the company about project management, its business strategy and sustainability. The exploratory part of the research describes the research methods in depth interviews and a web survey. In order to test how organizations work with project management related to its (sustainable) business strategy, two steps will be carried out. First, on Tuesday March 6, I will send a web survey to approximately 15 companies with sustainability stated in their business strategy. This short questionnaire will offer me data on the way the concerning companies arranges their project management related to the business strategies, to test on how the companies makes their projects sustainable. In order to increase the number of responses and to raise the chances of the answering the questions themselves, I will keep the survey very short, and stress this in the attached e-mail. Second, I will arrange in-depth interviews with about ten representatives of project management employees of the project department of Centraal Boekhuis. In these interviews, I will attempt Project Management and Business Strategies Project Management and Business Strategies ABSTRACT Which way to go? This is a question that organizations will ask themselves in a certain time, because organizations are faced with challenges of strategic direction. Some organizations are instigated by challenging opportunities, other organizations want to overcome significant threats. The business strategy can move an organization from where it is now, to where it needs to be in the future. Johnson et al (2009) states that the strategy of an organization is often likely to be complex, uncertain and mostly it affects operational decisions and requires an integrated approach. But the most typically and crucial components of strategy are change and innovation. Project management is essential for managing and reducing the inherent risk associated with change and innovation. Thats why many projects are the result of strategic decisions of organizations, because projects manage changes on an effectively and efficiently way. Changing organizations need projects for making change and for obtaining its business strategy and -objectives. Nowadays sustainability is a very hot (strategic) item for organizations. Organizations are integrating ideas of sustainability in their marketing, corporate communications, business strategy and in their actions. Centraal Boekhuis, a (leading) logistics service provider in stocking, storage, distribution and transportation of books, has also formulated a covering policy on sustainability for the strategy period 2009-2011 (Board of directors Centraal Boekhuis (2009)). Sustainability for Centraal Boekhuis means commitment to corporate environmental performances as well as sustainable performances on social and economic aspects. Several projects on behalf of sustainability will be conducted as well as projects will be conducted on behalf of other strategic targets. But is it possible to make project management sustainable, in order to make other projects contribute to the policy on sustainability too? In this research the relation between project management and the pursuing of the realization of business strategies will be looked at. Then the main research question will be answered: how will the business strategy influence the selection and execution of project management within organizations, and how will this in consequence lead to sustainable project management? The hypothesis is that when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will contribute to the realization of the business strategies as well as it subsequently will contributes to sustainability. The actual research will be executed through a web survey among several organizations as well as a case study of Centraal Boekhuis, which contains in-depth interviews with about 10 representatives project employees from Centraal Boekhuis. The research will also contain the study of qualitative data, for exampl e the study of documentation and reports that are in stock within the company about strategy, project management and sustainability. 1. INTRODUCTION BACKGROUND 1.1 Introduction To understand project management within organizations it is important to understand projects. The Prince2 Foundation (2005) defines a project as a temporary organisation that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined recourses. In practice projects bring recourses, skills, technology and ideas together to achieve business objectives and deliver business benefits. But why is there a need for projects within organizations? Organizations are continuously striving after agility and success by for example introducing new products and services or by improving business processes or activities. Many projects are the result of organizations that wants to manage such changes on an effectively and efficiently way. According to Bryan Atkin and Adrian Brooks (2009), Change Management is the key towards innovation of organizations. In order to make progress and achieve greater efficiency and better value for money and to be more effective or competitive, organizations have to do things differently and have to make changes. Maylor (2005) stresses that Project management is essential for managing and reducing the inherent risks associated with change and innovation. Changing organizations need projects for making change. Recently Johnson et al. (2009) gives an interesting definition on business strategy. The definition describes that strategy contains the direction and scope of an organization over the long term, for achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations. Aforementioned definition displays that the fundamental principle of making changes of organizations can be the result of aiming towards targets that contributes to the fulfilment of the business strategy. In practice this means that organisational changes and the application of project management for realising those changes can thus be the result of the long term direction and scope of an organization. Simply said; project management can move an organization from where it is now, to where it needs to be in the future to meets its business strategy and -objectives. As mentioned above the management of projects within organization is among other things related to its business strategy, but how will the business strategy influences the selection and the execution of project management within organizations and how can project management thus contributes to the realization of the business strategy? For example, The board of directors of Centraal Boekhuis (2009) has formulated a covering policy on sustainability for the strategy period 2009-2011. Several projects on behalf of sustainability will be conducted as well as projects will be conducted on behalf of other strategic targets. But is it possible to realize more strategic focus, by linking all projects to the business strategy of an organization? This leads to the main research question of the thesis: how will the business strategy influence the selection and execution of project management within organizations, and how will this in consequence lead to sustainable project management? Another interesting question will be: if project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, will projects contribute to the realization of the business strategies as well as it subsequently will contributes to sustainability? 1.2 The organization; Centraal Boekhuis Centraal Boekhuis is a (leading) logistics service provider in stocking, storage, distribution and transportation of books. More than 500 publishers and over 1500 booksellers use the service facilities for distribution, transportation, information and administration. For publishers is Centraal Boekhuis the entry into the Dutch and Flemish (book) markets. For booksellers in the Netherlands and Flanders, Centraal Boekhuis is the provider of the assortment of Dutch-language books, general as well as educational or scientific books, and a selected range of foreign-language books (staff directory guide Centraal Boekhuis, 2007). Besides taking care of stocking, storage, distribution and transportation of books, Centraal Boekhuis also offers administrative or financial services. For publishers the company organizes complete stock and sales recording, invoicing and debt collection. Booksellers as well benefit from a broad range of information technology services. The majority of Centraal Boekhuis services are integrated in a single automated system (CB Online), so customers have access to the operational and management information they need, focused on their companys business processes. Upon request, Centraal Boekhuis will also arrange the storage, distribution and transport of office supplies, stationary and greeting cards. All logistic activities and processes are linked with the transport centres delivery network. The centres range of services includes processing special offers and returned goods, (temporary) storage, order picking and carrying out special mailing campaigns with value-added logistics. The Transport Centre of Centraal Boekhuis organizes transport from and to countries outside the Benelux. In England is a consolidation point bounded, where shipments from 1600 English publishers intended for Dutch bookshops are collected and forwarded to the Netherlands. This enables Centraal Boekhuis to offer customers attractive services. Shipments from Germany and America are transported along similar lines. History For over 135 years Centraal Boekhuis have been the logistic partner in the Dutch book trade. In 1871 the Vereeniging ter Bevordering van de Belangen des Boekhandels (VBBB) in Amsterdam lay the foundations for Het bestelhuis van de Nederlandsche Boekhandel, presently called Centraal Boekhuis. Publishers send their boxes with books to that warehouse of books, where the boxes were distributed across the Netherlands. Many years later, in 1926, the VBBB decided to found Centraal Boekhuis in Amsterdam. Well-established publishers were obliged to store their books in the central depot of Centraal Boekhuis in Amsterdam. From now on the book stores and publishers could order their books with Centraal Boekhuis from one central point in the Netherlands. In 1973, because lack of space, Centraal Boekhuis grounded their company in Culemborg, where the company nowadays is still grounded. In that same year is Het Bestelhuis and Centraal Boekhuis merged into one company: Centraal Boekhuis B.V (Intranet Centraal Boekhuis, 2008). Organization The daily management of Centraal Boekhuis is directed by the Senior Management Team (SMT). The lead direction of the 5 Senior Managers is directed by a Chief Executive Officer, namely Hans Willem Cortenraad. They have weekly meetings to discuss the company policy and how this policy is best directed to the line managers. Centraal Boekhuis in figures (2009) Full time employees: 579 Publishers: 500 Booksellers: 1500 Available Dutch titles: 80,000 Number of copies delivered per year: 60,000,000 Number of delivery addresses per day: 2500 Number of packages transported per year: 4,500,000 Number of pallets transported per year: 300,000 2. PROBLEM STATEMENT RESEARCH QUESTION According to Project Management Institute and Morris (2006) oorganizations often want efficiency, good financial results and success and they want it fast. It is for that matter that organizations generally focus on short-term results, such as immediate realizable financial goals. However, Centraal Boekhuis for example expects also from its employees to achieve results that corresponds to the overall long term objectives of the business strategy. This contradiction pointed me in the direction to ask myself if it is possible to operate more efficiently if the portfolio of projects is continuously linked to the business strategy of Centraal Boekhuis. My hypothesis subsequently is that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the business strategy. Nevertheless, the solution isnt that easy. For instance, organizations are nowadays more often integrating ideas of sustainability in business strategies. It is for that matter unavoidable that there will be projects related to sustainable strategy, namely environmental or social projects. However, will projects on behalf of other strategic objectives also be sustainable? Thats why I assume that when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will positively contribute to the realization of strategies as well as it subsequently will contributes to sustainability. [2] The main question and hypothesis will be clarified for a reasonable interpretation of the research construction and approach. In this research the relation between project management and the pursuing of the realization of business strategies will be looked at. Foresaid leads to the following research question: what is the impact of the business strategy on the selection and execution of project management within organizations, and will this possible influence in consequence lead to sustainable project management? The hypothesis is: when project management is constructed and selected in accordance with the business strategy, and more specifically linked with sustainable business strategy, projects will positively contribute to the realization of the business strategies as well as it will positively contributes to sustainability; the result subsequently is that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the sustainable business strategy. Why is it so important to link the project management of an organization to its business strategies, in order to make projects sustainable? As stated by Johnson et al (2009) it is ultimately the fulfilling of the business strategy to aim on the fulfilling of the expectations of the stakeholders. If an organization have stated sustainability within their business strategies, stakeholders are involved in monitoring if the strategy is achieved the objectives and if there is corrective action needed. This is called strategic control and it will keep an organization in track with its achievements on behalf of its strategy (and also sustainable strategy). According to foresaid it is plausible that it is important to state sustainability in the business strategy, for making sure that projects will meet the objectives and goals of sustainable strategy. 3. GOALS OBJECTIVES I will try to find out if a business strategy, specifically a sustainable business strategy, can positive influence the way on how projects will be selected and executed, as I expect it to be. I will test the hypothesis that the overall business strategy will be the input for the project portfolio planning and in turn, project success impacts the goals and objectives of the sustainable business strategy, to see if it is possible to make project management sustainable. If so, this offers an interesting new insight in sustainable project management, which could be the basis for more research. First it is important to study literature to get familiar with the several subjects of this thesis. The several subjects that will be described are project management, business strategy and of course overall sustainability. Next I will try to describe the multifarious relative contexts between the several subjects described in the literature, in order to make my hypotheses plausible. The most important objective of the literature review is to create an elementary basic assumption for further research. Furthermore the research methodologies that I will use are a case study research and a web survey. For the execution of the case study research are various data (re)sources used, namely in-depth interviews and the study of business documentation and reports. The case study research methodology will be used to get insights in how Centraal Boekhuis arranges its business strategy, especially how it is arranged towards its project management. Then it is important to look at how the sustainable policy of Centraal Boekhuis affects the daily operations as well as the sustainable policy affect its project management. For comparison and further research I will send a web survey to approximately 100 companies with sustainability stated in their business strategy. Hopefully this will give me insights in how other companies arrange their project management related to its business strategy and maybe they have certain methodologies to make project management sustainable, so I have some interesting data to work with. My research will focus on project management, business strategies, sustainability and sustainable project management in an attempt to find relative contexts to integrate business strategy and projects in order to facilitate development of sustainable project management. Overall I hope that the executed research will create a certain frame work for linking project management to the overall business strategy of an organization, in order to make project management sustainable. 4. LITERATURE REVIEW As mentioned earlier my research will focus on project management, business strategies, sustainability and sustainable project management. Therefore the theoretical background of my research will also be focused on foresaid topics. 4.1 Business Strategy The traditional literature about business strategy is often about the general definitions of business strategy, where organizations focus on where they want to be on the long term (mission and vision) and how this is achieved (goals and objectives) (Alblas Wijsman, 2001) in order to gain competitive advantages. The current literature about strategy describes more that strategy is about the importance of achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations (Johnson et al., 2009). Aforementioned shows that the current literature on business strategies discusses the importance of the characteristic aspects change and configuration (Kloosterboer, 2005). The relative context between business strategy and changes is an important aspect that must be taken into account before I continue my research. According to Bryan Atkin and Adrian Brooks (2009), Change Management is the key towards innovation of organizations. In order to make progress and achieve greater efficiency and better value for money and to be more effective or competitive, organizations have to do things differently and have to make changes. Harvey Maylor (2003) characterizes project management as essential aspect for managing and reducing the inherent risks associated with change and innovation. Therefore changing organizations need projects for making change. 4.2 Project Management The Prince2 Foundation (2005) recognizes that organizations are continuously striving after agility and success by for example introducing new products and services or by improving business processes or activities. Many projects are the result of organizations that wants to manage such changes on an effectively and efficiently way. Furthermore Prince2 (2005) defines a project as a temporary organisation that is needed to produce a unique and predefined outcome or result at a pre-specified time using predetermined recourses. In practice projects bring recourses, skills, technology and ideas together to achieve business objectives and deliver business benefits. According to the International Project Management Association (2006), professional project management is broken down into the following three competences (see also figure one): Technical competences for project management; behavioral competences of project personnel; and the contextual competences of projects programmes and portfolio. The technical competence covers the techniques of project management, for example the practice of Prince2. The behavioral competence represents the professional behavior of the project personal, like project management skills. The contextual competence is the linkage between the project and organizations involved. The vision on project management by IPMA in the International Competence Baceline presented in October 2006 will be critically looked at for my research. This project management approach will also be studied and discussed during the master program of the Master of Facilities Management and Real Estate. The eye of competence figures the integra tion of the elements of project management as seen trough the eyes of the project manager. So the essence of project management is to support the execution of an organizations strategy to deliver a considered necessary outcome (Clifford and Gray, 2002). The research of recent literature shows us that project management is nowadays recognized as one of the primary business processes (Atkin Brooks, 2009). It is for that matter that organisational changes and the application of project management for realising those changes must be linked to the overall business strategy of an organization, in order to accomplish the business goals and objectives. Simply said; project management can move an organization from where it is now, to where it needs to be in the future to meets its business strategy and -objectives. For this thesis I will mainly focus on the SWOT analysis, because this management and strategy tool is used by Centraal Boekhuis for defining its strategy. The SWOT analysis can be used as a strategy formulation tool. It helps organizations to identify its Strengts, Weaknesses, Opportunities and Threats (SWOT). The Strengths and Weaknesses represent the internal factors that create value or can destroy value. Opportunities and Threats are the external factors that can influence the organization value (Ahaus, 2005). 4.3 Business Strategies vs. Project Management According to Sabin Srivannaboon (2006), previous research on project management and its relation with business strategy mostly links the project management with business strategy through critical project selection, viewing it as part of the alignment process (For example Bard, Balachandra Kaufmann (1988); Cooper, Edgett Kleinschmidt (1998); Englund Graham (1999) etc). Also often displayed in previous research is project portfolio management. This is another concept suggested in the literature to ensure the strategic alignment of project management and business strategy and it is defined as a dynamic decision-making process, which an organization can update and revise its list of active projects (see for literature: Turner Simister (2000); Cooper, Edgett Kleinschmidt (1998) etc.). Current literature shows us more about the research that has been done on the alignment of project management with business strategies of organizations, for example research of Sabin Srivannaboon (2006) , Tony Grundy (2001) Peter Morris Ashley Jamison (2004) etc. 4.4 Sustainability sustainable project management On Wednesday the 4th of November, member of the House of Representatives Esmà © Wiegman talks about faith in Sustainability and vice versa, please note: in church! That sustainability has even penetrated the Christian church sais a lot. We are all confronted with it and action is expected of us. Sustainability is a hot item, that is no surprise. Looking at the quotes mentioned below you can conclude that there is no process in an organization that is not interfered with sustainability items. â€Å"Managers are more and more beginning to consider the environment as an additional parameter on which they base their decisions.† (North, 1997) That is what Klaus North wrote is his environmental business management introduction in 1997. And Carin Labuschagne wrote almost a decade later: â€Å"Various driving forces originating from society, government employees and business partners are forcing companies to both incorporate sustainable development in their business practices as well as to align all internal operations and practices with the principles thereof.† (Labuschagne, 2005). Sustainability, what does that really mean? Norwegian prime minister Gro Harlem Brundtland formulated it as followed; â€Å"The development that meets the needs of the present without compromising the ability of future generations to meet their own needs†. As Labuschagne already said, there is no process in an organization that is not interfered with aspects of sustainability. Project management is just one of these processes that cannot be ignored. That is also made clear in the APM sustainable outlooks, where is mentioned that they are considering a database with project and programme managers who have specialist knowledge, experience and expertise in sustainability issues generally or by specific sectors, locations or types of project. They also plead for the triple bottom line approach in every project. The triple bottom line approach includes environmental, social and economical sustainability (APM, sustainable outlooks). As organizations become more and more focused on environmental responsibilities, project managers cannot stay behind. (Zoyd Reed Luce) Where sustainability is grounded in almost every strategy of every large organization, this automatically is reflected in the projects of an organization. Project manager are forced to focus on sustainability these days, it becomes part of the project. 4.5 Theoretical Framework for aligning projects with strategy There are several articles expanding on the idea that there should be a certain focus on the corporate strategy when managing projects, for example the articles of Tony Grundy (2001) or Morris and Jamison (2004). Milosevic and Srivannaboon (2006) support this vision in their article and wrote an article which describes a theoretical framework for aligning project management with strategy. Milosevic and Srivannaboon have developed an empirically based theoretical framework that explains the impact of business strategy on project management and vice versa and discusses how mechanisms can be used to strengthen that alignment. As discussed earlier, strategy is about the importance of achieving advantage in a changing environment throughout configuration of resources and competences with the aim of fulfilling stakeholders expectations and defending it against competitive forces (Johnson et al., 2009). Milosevic and Srivannaboon have based their theoretical framework on the vision of Porter (1980) about Generic Business Strategies. Michael Porter states that to achieve a sustainable competitive advantage, an organization must chose a certain type of strategy. Porters generic strategies distinguishes three types of strategies, namely cost leadership, differentiation, and cost focus (see figure 3). Competitive advantage can only be achieved by choosing one of these strategies. If an organization chooses to pursue more than one generic strategy, it will perform being badly without competitive advantage and Porter refers to that as being ‘stuck in the middle. Milosevic and Srivannaboon use cost leadership, differentiation, and best cost as the primary focus of their analysis. They also use Shenhars strategic project leadership framework which consist of project elements like project strategy, project organization, project process and tools metrics and culture. Differentiation is about organizations pursuing a differentiation strategy by offering products and services that are unique from competition in order to satisfy the desires of their customers. This differentiation allows the organization to charge a premium price (Porter, 1980). Cost Leadership is about organizations pursuing a cost leadership strategy to gain competitive advantage and increase market share by operate with lower costs than competition, for example tight cost controls e.g. efficient facilities (Porter, 1980). Best cost (also called focus niche) is about organizations creating a sustainable competitive advantage through combining cost leadership and differentiation. This can be realized by offering a unique product or service to a special market segment and seek to offer low cost products within a special market segment (fast time-to-market, superior product quality, etc.). According to Milosevic and Srivannaboon the competitive aspects of the business strategy drive the focus of the project management elements. They see a pattern in project management elements for the differentiation of business strategy. Their research indicates that organizations can align projects with business strategies into three levels, namely the strategic level, the tactical level, and the corrective emergent strategic feedback. The first level of this framework (typified as mediating process at the strategic level) is the first step of the alignment process. At level 1 organization should use their intended strategy and select projects into their portfolio to determine the right projects that would contribute to the organizations strategy. The second level (typified as mediating process at the project level) involves the further planning of project details to ensure that alignment with the project life-cycle phases (Shenhars project classification) is realized. Proper alignment of projects with strategy during the project life cycle can be classified as the planning process and the monitoring process. Managers should develop a project management plan that has a certain focus on the business strategy. The third level (mediating process at the emergent strategic feedback level) is a process which uses stages, or also called stage gates or milestone, for evaluating or reviewing the project status on time, cost, and performance. These project stages are points in the project life cycle where projects transition from one stage to another. These stages provide project teams the opportunity to realign the project to its business strategy. 5. RESEARCH DESIGN 5.1 Research methods Based on the literature of Baarde and Goede (2001), the research on behalf of this thesis is categorized in a preliminary research study, a literature review, a case study research and a web survey. For the execution of the case study research are various data (re)sources used, namely in-depth interviews and the study of business documentation and reports of Centraal Boekhuis. The preliminary research study has given multifarious insights in for example the company of the case study, but also insights about project management and the business strategy of the concerning organization. In the preliminary research study is a critically literature review completed and several managers of the human resource division have been interviewed for creating a basis for this research. The products of the preliminary research study are a defined approach of the case study research, a description of the company and a defined approach of the web-survey. The case study research can be categorized in descriptive- and exploratory research study methods (Sanders et al, 2009). The descriptive study of this case study is defined by the research of qualitative data, for example the study of business documentation and reports that are in stock within the company about project management, its business strategy and sustainability. The exploratory part of the research describes the research methods in depth interviews and a web survey. In order to test how organizations work with project management related to its (sustainable) business strategy, two steps will be carried out. First, on Tuesday March 6, I will send a web survey to approximately 15 companies with sustainability stated in their business strategy. This short questionnaire will offer me data on the way the concerning companies arranges their project management related to the business strategies, to test on how the companies makes their projects sustainable. In order to increase the number of responses and to raise the chances of the answering the questions themselves, I will keep the survey very short, and stress this in the attached e-mail. Second, I will arrange in-depth interviews with about ten representatives of project management employees of the project department of Centraal Boekhuis. In these interviews, I will attempt

Essay --

Introduction Culture is characterized by language, religion, food, music, arts and social norms (Zimmermann, 2012). Just from that definition, this characterizes diversity from a standpoint of cultural value, consumer behavior, and market environment. South Africa is the epitome of diversity. It is made up of a variety of other cultures that are all housed on one country. This country has 11 different ways to communicate, which is a great reason why South Africa is important in the global market. With many avenues of trade and a big sample size to trade with, this leads to unlimited resources and a booming global market. (Introduction: Describe research purpose and address the reasons why the selected country is important in global markets.) Cultural Variables South Africa is a unique country that has access to 11 different language uses (SA-Venues). In order from most used, they consist of Zulu, Xhosa, Afrikaans, English, Sepedi, Tswana, Southern Sotho, Tsonga, Swazi or SiSwati, Venda and Ndebele. Zulu and Xhosa being the 2 most commonly understood. Afrikaans derived from he Dutch and was used in its region as the 1st or 2nd language. The white inhabitants who have come to start a new life use English, Sepedi is grouped with the Northeastern part of South Africa. Tswana is the language of Botswana and are apart of Southeastern African language. The Vatsonga people, who are divided among their region, speak Tsonga. Swazi or SiSwati comes from this and create their own name in the country. Venda is a language common to the royal region of Limpopo. Their speakers are very popular and their speech influences others to adopt it. Then you have Ndebele, whose language is slowly fading because the other languages in Zimbabwe are more p... ...a and Gap (Contributor 2012). South Africa is the ideal place for brand development because they are so developed and styles are easily accepted. There is also the fact that their youth, like other countries, are heavily influenced by western cultures. This brand preference is all about an image and fitting in with social norms. As for consumer trends, South Africa’s society has a buy, but not save mentality (Clark, 2012). They would rather buy for the now, and not save for the future, which is both helping and hurting their economy. Retail and electronics are always going to be in demand and are always going to be top needs for consumers. When it comes time to pay the bills, people struggle to pay because they didn’t save. This keeping up with the Joneses trend is detrimental when it comes to things the people need, but perfect to keep up with societies standards.

IRAC Assignment Essay

Li will attempt to prove she was the victim of intentional torts by her teacher Mr. Billups. At school, Li was placed in a cage for the day to reenact how Americans reacted to the events of Pearl Harbor. Li will accuse Mr. Billups of intentional infliction of emotional distress and false imprisonment. Being placed in a cage for the day will be considered an unreasonable amount of time, and being put in the cage with the other foreign born students from her class will show emotional distress. Negligence Li will attempt to prove the four elements of negligence against Mr. Billups for his previously stated actions. The elements required are duty of care, failure to protect from harm, cause of the harm, and damages, which in this case are psychological and physical. After review of the actions taken by Mr. Billups, it seems Li will be able to show the four elements required for negligence. Li’s Parents Respondeat Superior/Scienter Li’s parents will attempt to attach liability to the school district which employs Mr. Billups, claiming respondeat superior. Li’s parents will claim that Mr. Billups’ inappropriate and harmful actions were performed within the course and scope of his employment at the school, therefore leaving the district which employs him partially responsible or at fault. As Mr. Billups’ employer, the school district had every opportunity to put an end to the gross reenactments of events in American history which have taken place in Mr. Billups’ class even before the most recent incident involving Li. In addition, scienter can be applied by Li’s parents because at the very least, the principal of the school should have known about Mr. Billups’ demeaning antics. Mr. Billups Tort Defenses Mr. Billups will attempt to use tort defenses including assumption of risk, superseding/intervening cause, and contributory negligence. By sending their child to school, Li’s parents assumed the risk of their child participating in educational activities in history class. The school district is partially to blame as well because they must have heard/known  about the practices Mr. Billups uses to teach his students. In addition, Li and the other foreign students contributed to their own negligence by attending Mr. Billups class and agreeing to be put in a cage in class. Scienter Li’s parents, Li herself, and the school district all should have known of the reenactments performed in Mr. Billups class, proving scienter. School District Respondeat Superior The school district which employs Mr. Billups will claim the frolic and detour defense to respondeat superior. Their claim will be that Mr. Billups was acting outside the rules and regulations set forth by the district, and that they could not have possibly seen ahead of time the inappropriate actions Mr. Billups performed in his classroom. Conclusion: The court will use the reasonable person test and likely find for Li and her parents.

Music theatre history Essay

Miss Saigon is the tenth-longest running Broadway Musical in music theatre history, according to Hernandez (2009). Such was its success that it has toured all over the world since its opening day in April 1991 (Broadway Musical Home n. d. ). The plot of the play is simple enough, a Marine fell in love with a young Vietnamese call girl while in Vietnam, serving in the Vietnam war (Music Theatre International n. d. ). He fathers her child but does not discover it until a few years later when he has another family from coming back to America (Music Theatre International n. d. ). In the play, he was forced to choose between his legal wife and the woman he loves (Music Theatre International n. d. ). The composer of the songs in the musical is Claude-Michel Schonberg, the lyricists are Alain Boubil and Richard Maltby Jr. and the librettists are Claude-Michel Schonberg and Alain Boubil (Broadway Musical Home n. d. ). My experience Over a decade ago, I was fortunate enough to watch a production of Miss Saigon on Broadway with the original casts. These casts were: Hinton Battle, Barry K. Bernal, Liz Callaway, Kam Cheng, Willy Falk, Jonathan Pryce, Lea Salonga. I understand that Salonga and Pryce are Olivier and Tony award winners for their performances as Kim (the Vietnamese girl) and the Engineer (the pimp) for this musical. Back then, I was so overwhelmed by the production. I thought the cast was fantastic; Salonga was so good, so very convincing as Kim. She had such a powerful voice, constant and unwavering, so pleasant to listen to. I was perhaps 10 or 11 when I saw that original production on Broadway, and it was an amazing experience. At the time, I could not fully comprehend the seriousness of the issues being tackled in the script. I just knew I liked listening to the songs and I bought a CD to remember the play. When I was vacationing in Houston, Texas last February, I was fortunate enough to have the opportunity to see Miss Saigon again. I do not quite remember the Broadway actors who have played it, and to be honest, I have did not pay close attention, I simply wanted to see the reproduction of that Broadway play I remember from long ago. A quick search on Google tells me that this reproduction played at The Hobby Center for the Performing Arts was directed by Bruce Lumpkin. Kim, is played by Melinda Chua, Chris (the Marine) is played by Eric Kunze and Joseph Anthony plays the Engineer (BWW News Desk 2010). Having listened to the original cast’s CD of the play, the new cast fell short of the vocal prowess I have come to love. As such, I was underwhelmed by the casting and their singing despite their respective accomplishments in their craft. Salonga was just too strong a performer for me and her voice was perfect, in my opinion. The songs â€Å"Sun and Moon† and â€Å"Last Night of the World† did not have the certain charm they used to have with that reproduction’s performance. What I am thankful for for this reviewing is that I fully understand now what Miss Saigon is all about. I remember the story from memory and I knew it had a tragic ending. However, this second watching of the film helped open my eyes to the grave issues involved in the play. First, it talked about the horrors that war can do, especially to the innocent. Kim was orphaned because of the war and being an orphan forced her to work in a night club where all sorts of horror can be imagined. A third world country like Vietnam, would not miss the chance to serve the enemy for some good money. One particular scene that was intriguing for me was during the opening acts when the girls at the night club were competing to be Miss Saigon, the winner will be auctioned off to a Marine and the winner of such contest begged the Marine she was auctioned to to take her back to America, where she can live a better life. The Marine there refused. It shows how America is such the dream land for the third world country people. America that was their enemy in the war, who was killing their men in its continuous search for imperialism. Kim, in that night club met Chris, another Marine. Kim and Chris spent the night together, Chris was touched by the innocence of Kim and he tried to give her money so she can get away from the night club. Kim did not accept the money, even for her fee for spending a night with Chris. She was a virgin and she did not accept the money because, essentially she liked the experience and perhaps because she was developing feelings for Chris. Basically, Kim and Chris fell in love but Chris had to leave but before leaving he promised Kim that he will come back and marry her. This of course, did not happen because of a series of events that thwarted their love. Chris married another woman and before the play ended, he was forced to choose between Kim and his wife, he chose his wife. Kim committed suicide and such was the ending to this wonderful musical play. Such love story was poignant, evoking feelings of melancholy. References: BWW News Desk. (2010). TUTS Announces Their MISS SAIGON Cast, Show Opens 2/9. BroadwayWorld. com – Dallas. Retrieved 21 July 2010 from http://dallas.broadwayworld. com/article/TUTS_Announces_Their_MISS_SAIGON_Cast_Show_Opens_29_20100115 Broadway Musical Home. (n. d. ). Miss Saigon. Retrieved 21 July 2010 from http://www. broadwaymusicalhome. com/shows/misssaigon. htm Hernandez, E. (2009). Long Runs on Broadway. Playbill. com. Retrieved 21 July 2010 from http://www. playbill. com/celebritybuzz/article/75222-Long-Runs-on-Broadway Music Theater International. (n. d. ). Miss Saigon. Retrieved 21 July 2010 from http://www. mtishows. com/show_detail. asp? showid=000156

Critical success factors of PM Essay Example

Critical success factors of PM Essay Example Critical success factors of PM Essay Critical success factors of PM Essay The articles focus Is limited to the European Funded projects in Bulgaria and he Authors believe that identifying the critical success factors of project management, significantly helps managers to gear the project focus In order to achieve the projects main goal within budget, resource and time. The article suggests selected core factors identified through empirical study of project success factors conducted by a sample survey of managers and experts from relevant organizations of projects supported by European programs. According to Mantilla and Allan, the previous researches on Identifying project success factors are traditional. This is because the researches narrowly focus on the effectiveness of project management tools used by project managers. Though proper utilization of these tools could contribute for the achievement of project goal, there are a wide range of project success factors that can potentially Influence the project success. Mantilla and Allan(2012). Mantilla and Allan postulate that the success of a project depends on the fulfillment of some factors which they call critical. They insist on the existence of major factors that are prerequisite for a project to attain Its goal. The concepts In the hypothesis sound clear as there are some widely accepted Independent factors that significantly influence (which can later be supported with academic findings in the area) the achievement of a projects intention. The authors didnt discuss how the absences of the given potential factors make a project fall. The hypothesis in this article Is also empirical. It Is supported by practical evidences that are found from 132 project managers and project team members. Regarding this point there are some limitations on the types of respondents which I raise later in the evaluation section. The hypothesis is limited both in geography and the type of project it deals with. The article focuses on projects funded by Operational Programs of the European Commission in Bulgaria. When it comes to the literature, Mantilla and liana have established a literature on identifying critical success factors of project management. The authors explain the absence of unified treatment and definition of the concept In the field though there Is a general agreement on the significance of sarong out critical success factors In the practice of project management. Mantilla and Allan (2012) provide pretty consolidated detail evidences on what is more important in project management. Its all about whether project stakeholders are testified by Its results. This is a widely accepted principle but the problem on this regard Is, the authors didnt specify the types of project as there are different types of projects with various range of goals. For instance, in general terms, the intentions of commercial projects and a relief project are not similar. The same is true to their scholars like, Dry. Rash and Dry. Mimed (2014) It is impossible to generate universal checklist for project success criteria suitable for all projects. Success criteria differ from project to project depending on various numbers of issues like size, uniqueness ND complexity In addition to this, client satisfaction is very hard to measure Paul and Derek (2008) different stakeholders sense and measure success in different ways with in a single project. Success is different for different stakeholders in a certain project. This is usually based on their contribution and expectation. Other literature supports are also discussed on the subject in relation to the existence of two major groups of project success factors which are stated as strategic and tactical. The strategic group includes project mission, top management support and project scheduling. The tactical aspect includes client consulting, human resource selection and personnel training. These factors affect project success at different stages of the project life cycle. To identify the critical success factors of project management, the authors conducted a survey where 132 project managers and members of projects have participated. They were selected as representatives of projects funded by CUE (European Commission). The sample of projects has been selected by a method of purposive sampling. The respondents have filled a questioner designed for the purpose of the study. The questioner was divided in to three main segments, questioner for project success measurement, for project execution and for the importance of critical success factors. The main focus of the article was the findings under the critical success factors. The respondents were given 15 potential factors and they were asked to identify the most critical Success factors based on their level of importance. The listed potential success factors were Competence of the manger, Support from the agency administering POP, Clarity of project goal, Top management support, Competence of project team members, Motivation of Project team members, effective communication between project stake older, quality of subcontractor service, precision in documenting and achieving of project information effective coordination of project activities, compliance with the rules and procedures established by the POP, Systematic control over the project execution, access to organizational resources, SMART planning, Competence and adequate support from a project consultant According to the authors the above lists were prepared based on literature review. Mantilla and Allan (2012). The final results of this study show the following five factors as the most critical success determinants: 1st Competence of project manager; Over 80% respondents indicated this factor as extremely important. 2nd Compliance with the rules and procedures; almost 80% of the respondents have evaluated this factor as extremely important. 3rd Competence of project team 66. 7% of the respondents have identified this as extremely important. In addition it this was identified as highly important by 30 % of the participants. 4th Quality of services provided by subcontractors 66. % of the representatives indicated this as extremely important 5th Support of the top management ; 64% of the respondents identified this as extremely important. When it comes to the appropriateness of the research technique and obtained result, the study relied on single respondent, project managers and experts. The number of the respondents may be representative, but they are all from one side of the project represents. Instead all duty bearers that contribute for a project success should have been included. For instance we cant see stakeholders views, end users (client) participation, and not even implementers Judgment. How can we measure a project success without observing and analyzing its impact on the end users? The other significant point is we have no idea whether the project managers are successful or not in the projects they have executed so far but they are still making decision on critical factors that make a project successful. Here the point is if in case they have failed to attain the intended goal of the project, how do we trust their Judgment alone on what makes a project successful? When it comes to the list of the given potential factors, they seem limited. Mantilla and Allan, present the above list of success factors to be made based on literature review; but they fail to provide list of adequate sources for that There are also some other factors that should have been considered such as donors interest and project environment (political and social). Timothy, Debbie and Chris (2014) highlight the existence of organized and fundamental success factors donors consider at each stage of the project phase. Sponsors are demanding in all stages. This sponsors behavior factors affect the project positively or negatively at planning, implementing, monitoring and closing stage with various degrees depending on sponsors interest. In their study on the advantages of best practices in project management, Livid. L, MME. C and loan. N 2010) emphasizes adopting best practices as a main factor that leads to successful project management. Through identifying and best practices, we develop international approach of labor, better process quality and better monitoring and controlling etc. Mantilla and Allan proved the above five factors to be very critical for a project to be successful, but there is no prove on how the absence of these factors can result in project failure. For instance according to Dry. Rash and Dry. Emends(2014) ,the failure of a management may not always bring about failure to a project and good project management does not always guarantee complete project success. It is possible to achieve a successful project even when management has failed and vice versa. In this review I have discussed Mantillas and Laminas article on Critical success factors of a project. The article covers several points on the existing approaches to project success.

Avoid Career Regret with These 6 Tips

Avoid Career Regret with These 6 Tips Getting a job is hard enough, but if you’re playing the long game for career fulfillment and success, it’s never a good idea to rest too long on your laurels. Rather than getting lazy and complacent, why not stay hungry and strategic, and keep your eyes on that ultimate prize, whatever yours may be. Here are 6 things you should always keep in mind if you want to look back and not have any career regrets. Click for more.Don’t always put money firstObviously, it’s important to make enough to support yourself and whomever else you need to care for. But constantly making moves in order to maximize what you make? That can lead you into all sorts of unsatisfying situations.Once you reach a certain threshold of financial comfort, ask yourself with each potential move: is this going to make me happier or just more rich? Focus on work that keeps you interested, challenged, and smiling on your way to work. Rather than the drudgery or soul-selling for the fancy pay-o ut. It’s also a great way to avoid burning out.Push your own boundariesEvery so often, push yourself out of your own comfort zone. Try taking an opportunity you might ordinarily say no to, or learning a skill you didn’t think you’d ever need. The broader your interests and skills, the more you’ll get out of your work life.Trust your gutIf you sense impending shake-ups or lay-offs or feel you’re on a sinking ship, be smart and start looking before disaster strikes. If a position doesn’t smell right for some reason? Take your time and look elsewhere. Learning to hone (and trust!) your instincts can be an invaluable skill that will help steer you straight for your entire career.Keep ‘em sweetIf ever you have to leave a hell job, or quit on a demon boss, resist the temptation to burn bridges. Take the moral high road, keep it classy, walk out with your head held high having done everything you could to stay respectful. You never know when you might run into former colleagues or supervisors again down the line. Gain a reputation for professionalism, not pique.Stay sharpKeep a constant eye on the trends in your field. That means watching out for new systems and software, participating in additional training, keeping on top of new qualifications you can acquire. Staying devoted to learning will nurture you in multiple ways, but will also keep you fiercely marketable.Shoot for the moonYou know, in nice and steady, measured, incremental shots. Do have a big dream and do pursue it. Just try to do so as smartly and well-preparedly as you can. Put your big dream on a hidden post-it somewhere and keep that in mind as you go through every humdrum workday. Eye on the prize.

Autism

Not every child with autism will have a language problem. A childs ability to communicate will vary, depending upon his or her intellectual and social development. Some children with autism may be unable to speak while others may have rich vocabularies and be able to talk about specific subjects in great detail. Most children with autism have little or no problem pronouncing words. The majority, however, have difficulty using language effectively, especially when they talk to other people.Many have problems with the meaning and withy of words and sentences. There are some patterns of language use and behaviors that are often found in children with autism. Firstly, they use repetitive or rigid language. Children with autism who can speak will say things that have no meaning or that seem out of context in conversations with others. For example, a child may continuously repeat words he or she has heard or keep asking the same question. In addition, some children with autism may also speak In a high-pitched tone or use robot-like voice.Secondly, children with autism usually have narrow interests and exceptional abilities. Some children may be able to deliver an In-depth monologue about a topic that holds their Interest, even though they may not be able to carry on a two-way conversation about the same topic. Some have musical talents or an advanced ability to count and do math calculations. Approximately 10 percent of children with autism show extremely high abilities In specific areas, such as calendar calculation, music, or math.Thirdly, they normally have uneven language development. Many children with autism develop some speech and language skills, UT not to a normal level of ability, and their progress are usually uneven. For example, they may develop a strong vocabulary In a particular area of Interest very quickly. Many children have good memories for Information Just heard or seen. Some children may be able to read words before 5 years of age, but they may not comprehend what they have read.They often do not respond to the speech of others and may not respond to their own names. As a result, children with autism sometimes are mistakenly thought to have a hearing problem. Lastly, they have poor nonverbal conversation skills. Children with autism are often unable to use gestures In their speech. They often avoid eye contact, which can make them seem rude, uninterested, or Inattentive. Without meaningful gestures or the language to communicate, many children with autism become frustrated In their attempts to make their feelings and needs known.They may act out their frustrations through vocal outbursts or other Inappropriate behaviors. Autism By focuses question. In addition, some children with autism may also speak in a high-pitched interests and exceptional abilities. Some children may be able to deliver an in-depth monologue about a topic that holds their interest, even though they may not be able of children with autism show extremely high abilities in specific areas, such as example, they may develop a strong vocabulary in a particular area of interest very quickly.Many children have good memories for information Just heard or seen. Some in their speech. They often avoid eye contact, which can make them seem rude, uninterested, or inattentive. Without meaningful gestures or the language to communicate, many children with autism become frustrated in their attempts to vocal outbursts or other inappropriate behaviors.

All forms of government welfare should be abolished Essay - 2

All forms of government welfare should be abolished - Essay Example There are many ways through which this facility provided by the government is being abused even though there have been protections placed and filtering has been initiated in the recent times. A great example of abusing this facility is when mothers give birth to children just so that they can surplus the amount they receive from the government which increases their welfare checks. There are many perspectives from which we can view this, firstly women who give birth to babies considering it to be attractive as they get the charm of spending the money on themselves. Secondly, those women who bore many children and are dependent on aid are considered to be a bad choice. This is one of the biggest problems with our prevailing system; this is the charm which encourages women to become pregnant as it brings a raise of amount in their welfare money each month, which becomes a very good amount annually. Thus these benefits provided by the government are being brutally abused when the money t hat is provided by government is not used to nurture the infant born. This greed does not end here but continues when such mothers who give birth on a constant pace and are completely relying on the aid provided by the government to sustain their living. This system was developed to help the people who are in need but now it has been adopted by many individuals who cannot get over the addiction of free income. This develops a negative approach as well which encourages such people not to look for work opportunities. as that would deprive them from their free earning. The purpose behind establishing welfare aid programs was to help the needy during their difficult times not to generate lifelong income. (Segal, 10) The government has particularly made these welfare systems very engaging, they act as a catalyst in stopping people from work who were initially motivated and self-dependent. This system will continue till the time those people who are unemployed become motivated to earn the ir own living than being dependent on the government programs. This system is merely a curse which restricts people from hard work and physical labor and eventually sucks the money out of the hardworking people. Why such programs are a risk to progress? One of the many reasons why the government should stop such welfare programs as the requirements that are set on checks are cause immense strain on the government programs that are merely for the working class. The major and the most precise example of this is the social security. The money that is being used by such welfare prog