Concept of learning Essay Example | Topics and Well Written Essays - 500 words

Concept of learning - Essay Example By using metacognitive skills such as strategic thinking, the students have a better chance of being successful on a much wider variety of performance measures than by just using rote memorization. What is the Difference Between Learning and Performance Learning is the concept of gaining new information. Most students are naturally curious and have an affinity for learning. Performance, on the other hand is a demonstration of what has been learned, or is it? There are many students who learn, yet are not able to perform what they have actually learned. Many factors go into the issue of performance. Learning, as we know it in the classroom, takes a basic three step approach. Each concept must be presented orally, visually, and kinetically in order reach each student in a way that can be assimilated. For this reason, students are given many activities to perform while learning a new concept. Today’s children are much less auditorially oriented than their predecessors. They are n o longer will to sit and listen to boring lectures about vague concepts; children learn what they do. It is up to us, as educators, to make learning interesting and student focused. ( Shippey, 2010) The students of yesterday knew many facts; rote learning was the way education was done.

Comparison of Detroit and Cleveland Essay Example | Topics and Well Written Essays - 750 words - 1

Comparison of Detroit and Cleveland - Essay Example On a comparable state is the city of Cleveland which is considered as the ‘shrinking city’ because of its declining economy. Detroit began its rise with the plan of Gallatin, the man who proposed the canal system in the nineteenth century which eventually caused people to travel easily to the city from its neighboring places. The canals attracted travelers and the density gradient of the city’s population rapidly rose. The influx of people in the city was economic based requiring more rapid transportation and inspiring the use of airlines to concentrate people in the city, which in turn produced economic success and cultural vitality, affecting how America was to be defined. The transport system later required the building of railroads which connected cities and states in the 1960s, similar to the canal system of Gallatin which catered to the buses and cars during that time. As cars increased, more and more people travelled on their own cars leaving those who are not able to afford the transportation to commute through bus and trains. However, the roads were more frequented by cars and the transportation system declined, affecting the economy of the city. People left the city in search of better places where they are allowed to travel to their workplaces in a faster means and this suffered the city as its economy went down with its population. On a similar form, Cleveland experienced economic failure, shrinking to one of the poorest cities now in America and considered along with Detroit as exurb. Could the two cities regain their former state? With the competition of nations and cities for success, Detroit called its foundations, politicians and city planners to look into a plan for gentrification, a design that would bring back the life the city once had when its economy was at its peak. The groups mentioned proposed wirings that would enable electrically operated

Internal Marketing in Banks

Internal Marketing in Banks Management Information System The worlds local bank About HSBC BANK Headquartered in London, HSBC is one of the largest banking and financial services organizations in the world. HSBCs international network comprises around 9,500 offices in 85 countries and territories in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. With listings on the London, Hong Kong, New York, Paris and Bermuda stock exchanges, shares in HSBC Holdings plc are held by around 200,000 shareholders in some 100 countries and territories. The shares are traded on the New York Stock Exchange in the form of American Depositary Receipts. Through an international network linked by advanced technology, including a rapidly growing e-commerce capability, HSBC provides a comprehensive range of financial services: personal financial services; commercial banking; corporate, investment banking and markets; private banking; and other activities. History The HSBC Group has an international pedigree which is unique. Many of its principal companies opened for business over a century ago and they have a history which is rich in variety and achievement. The HSBC Group is named after its founding member, The Hong Kong and Shanghai Banking Corporation Limited, which was established in 1865 to finance the growing trade between China and Europe. Internal Marketing in HSBC BANK 1. Target Base Promotion Offers Under one of the Policies of the Bank, it provides the promotion depending upon the target which is met by the employees on the quarterly basis. The employees who will achieve the target get the Incentive and the next month foreign tours. For example on the target of the 8account opening, if any employee opens 10 accounts then he is given next month foreign trip. Thus the prompt target based promotion builds up employee’s motivation to give better services to the customer 2. Hierarchal form of Management HSBC BANK have a hierarchal form whereby each employee is answerable to one of the senior and this makes the obligation on the employees to motivate one to the other . The burden of business is transferred from one employee to the other in such a way that each one is responsible for the other performance. This way each internal customer is able be keep under the eye of its superior. Moreover the communication link which is important for a service industry is possible with the help of the this management system. 3. Event Management Under this head various events are organized from time to time in the banks to lure the high professionals for example Sales Tax Advocates, Income Tax Advocates and the Chartered Accountants etc so that external marketing could be more effective. Now the responsibilities of these events are on the internal customers and if they organize these events successfully it add on the credibility and the profitability of the internal customers and they are awarded with the various recognition prizes and awards for there effective leadership skills. This also helps to build up a relationship between the internal and external employees. 4. On The Roll Training High focus is always there on the training aspect of the internal customers. Training of the employees are given due importance from time to time and with the touch points of Human Resources for example whenever Bank want to design training schedule for its internal customers, it design it in the Five –star hotels with all the luxuries there out with all the facilities away from there routine work so this enables the internal employees to be stress-free and grasp the training modules practically. As an HR policy this enables the employees to increase in there efficiency and feel free from the routine work. As a result the employees will be able to add on more practical knowledge to it , when they return to there work. This is one of the prominent factor of the foreign Banks that they stress on the training module of the internal employees , which give them a chance to be more interactive with the other professionals of other branches and if they facing any problem they can sor t out with the help of the various training modules 5. Strong Management Information System Strong MIS base is one of the basic strength of any Foreign Bank, So in HSBC Bank also holds a good MIS system for example here the reporting system is so designed so as to provide no chaos among the internal employees and they can easily report to there seniors online only. 6. Online Tests/Quizzes/Learning Modules These tests are specially designed for every class of the employees in the HSBC so as to increase the handling efficiency of the internal customers with the help if of the case studies and the real life examples. Some of them are basic modules and they have to be cleared by the internal customers and some are there just to give them ranking by the HR professional which add-on to the character sketch of the employees and help them to be rated accordingly. 7. Systematic Employees coding Under this head the internal customers (employees) are given the Employee Code and the People Shop Code. Employee code is given to the employees so as to assess their performance, rating grading whereas the PS is given to the facility of the HR department so that the various online tests, HR activities n be handled conveniently. Thus we can see that how effectively the separate identification no for the Human resource convenience is given which benefit each and every internal customer separately. 8. Excellent Information Technology HSBC Bank has tied up with SAP in Asia to enhance the financial institutions bank corporate client integration system targeted for use globally. The improved system also has the potential to enable the exchange of richer information between HSBC and its business customers, according to the bank. HSBC currently offers a service that provides corporate clients access to an automated host-to-host system to facilitate secure transactions. Called HSBC Connect, the service enables the back-end systems of the bank and its enterprise customers to communicate seamlessly and securely. 9. Recreational Activities Time to time recreational activities are designed for the internal customer so as to decrease the stress of the employees. For example visit to Jim Corbett Park with full fledged facilities are provided to the employees. Thus as a foreign Bank internal marketing strategy they always focus on the Human resource aspect of the internal employees by provided the employee friendly environment with the help of the various recreational activities. 10. Employees Rating HSBC BANK has full-proof rating system whereby the employees are divided into the four categories as 1st 2nd 3rd and 4th .The level of the employees are rated according to this rating. Currently 1st batch rating is not given in HSBC India but it have been achieved by the international HSBC superiors. 11. Customer Friendly Environment As a internal customer friendly environment the internal customers are given flexible time allotment which makes the environment of the Bank more friendly. Basic amenities being a service sector is well considered in the foreign banks which actually amounts to the total increased efficiency American Express Service India Ltd Certain facts: A survey wad conducted by India Today in which 20 most reputed foreign banks were surveyed on certain parameters and American Express ranked 6th in Employee Satisfaction. (Source: India Today , June 2008 issue) American Express ranks 9th in the list of Fortune 500 companies.It comes under the A++ Category. Service Blueprint of American Express. Following are the steps involved in making their credit cards available to their customers:-1) Call to customer 2) Appointment 3) Meet customer 4) Documentation 5) Employee back to office 6) Prepare Dispatch 7) Send an E-mail to the processing department 8) Verification 9) Dump (rejection) 10) Card Approval 11) Card Issue 12) Payment 1) Call to customer :-A prior database is prepared of the prospective customers and they are called randomly by the tele callers of American Express. The details are narrated to them over the phone and those interested are promptly followed up. 2) Appointments :-The tele callers fix an appointment of the Relationship Officers with the interested customers. 3) Meet Customer :-A venue and time is decided according to the convenience of the customers and the Relationship Officer meets the customer as per the appointment fixed. 4) Documentation:- The Relationship officer asks the pre-requisites like personal details, type of credit card desired , what all are previously held by the prospect, etc. and the Relationship officer is required to verify all the details. 5) Employee back to office:-The relationship officer comes back to the office after collecting all the relevant details and prepares a summary of the case. 6) Prepare Dispatch :-The Relationship officer prepares a soft copy as well as a hard copy to be sent to the processing department. 7) Send an E-mail to the processing department :- The soft copy is mailed by the Relationship Officer to the processing department. 8) Verification:- The processing Department checks for the authenticity of the prospective client. They search their past records as to whether or not they have had any prior contact with the prospect. If in case it is revealed that their has been a prior association and the prospect was a defaulter in that case then they come in the category of â€Å"Cibil† clients. 9) Dump (rejection) :- The Cibil clients are simply rejected. 10) Card Approval:-A list of those customers is prepared who can be granted the credit cards. 11) Card Issue:- Thereafter, the card is issued to the customers. 12) Payment :-The bank sends the statement to the customers after one month and the customers are supposed to make their payment within a span of 45 days. Hierarchy of American Express Internal Marketing In American Express Bank The responsibility of dealing with the customers at American Express is on two people Recruitment: Both the telecallers and Relationship Officers are hired through consultants. However, holding an M.B.A. degree is a must for the Relationship Officer. In case the person does not hold an M.B.A Degree then he is expected to have served in the same industry for a period of not less than 3 years. The Relationship Officer is expected to have a dynamic personality, excellent Communication skills, good motivator, should have good convincing powers, etc. All these attributes are necessary because the Relationship Officer is the person who makes the direct contact with the prospective customers. He has the maximum â€Å"Encounters† with the customers. Training: The American Express bank has hired an International body, which provides training in Bangalore and Delhi in the five star hotels. The duration of training is 10-15 days. Training is provided at all the levels. The new employees are told about the history of the company, the company profile, their services, customer profile, area/location, market share, competitors and industry associates. It is basically a knowledge enhancing session. The trainer asks the new employee to deal with him as a customer. These will provide relevant insight as to how he reacts to customer queries and such training prepares him for crucial service encounters. Appraisal: The Appraisal System at American Express is Target Achievement oriented. The KPAs and KRA’s are predefined. A target of 21 points is given to them in a month on the basis of their dealing with the Externals and Internals. Externals are first time users and Internals are those that had a previous association. If a deal is done with Externals they get 3 -1/2 points and if with Internals they get 1 point. In the end their appraiser combines all the points and on the basis of that they are given rewards, promotions, demotions, counseling, training, etc, as the case may be. Employees are also appraised on the basis of the category they belong to: G TargetsM – Interpersonal Skills G1 M1 – Targets over achieved and excellent interpersonal skills.G2 M2 – 100% achievement of targets and good interpersonal skills.G3 M3 – 50%– 60% achievement of targets and average interpersonal skills.G4 M4 – Targets not achieved and poor interpersonal skills. Culture :-Core Culture :- Quality, cleanliness, service and price.â€Å" The paramount idiom in American Express is total customer satisfaction†.There is no job pressure and since the employees are highly satisfied and motivated sothey service they provide to the customer is also very satisfactory. Strategies for Internal Marketing Adopted By American Express Bank Ltd. FAIR PRACTICES CODE FOR CREDIT CARD OPERATIONS American Express Bank Ltd. (hereinafter referred to ‘the Bank’) has a reputation for customer service and sound compliance. The Bank has various policies and procedures that govern its business activities and operations. Further, the Bank has compliance and other internal programs designed to ensure compliance with laws and regulations of countries where it does business. This Fair Practice Code (hereinafter referred to as ‘the Code’) for credit card operations is designed to guide and demonstrate the Bank’s commitment to fair and ethical management of its business activities operations related to issuance of cards, customer service and other related activities. BANK’S VISION AND OPERATING PRINCIPLES Vision: To become the worlds most respected service brand. Operating Principles: We must provide a superior value proposition to Everything we do shouldØWe must achieve Best-in-Class EconomicsØcustomersØour BrandØsupport the American Express BUSINESS ETHICS AND COMPLIANCE WITH THE LAW The Bank and its employees shall ensure that ethical conduct shall permeate all our business dealings and relationships. In a rapidly evolving credit card business, the Bank and its employees shall ensure ethical conduct in offering products and services, business activities, operations and customer services. The Bank shall conduct its business in accordance with applicable laws and regulations The Bank has competent individuals managing regulatory affairs and advising business leaders about compliance requirements. The Bank has a sound compliance program to ensure high level of compliance to applicable laws and regulations. CARDS – SALES AND MARKETING The Bank shall provide full and complete disclosure of products and services, their features and costs to enable a prospective customer to make an informed decision / choice The Bank shall provide information on: Applicable fees Key features of our products and services particulars, Documents required with regard to identity, contact and other charges How a customer’s personal information §employment, financial standing, etc. Terms Details of Bank contact for seeking additional information shall be used billing and payment, and conditions related to fees and interest charges, other aspects related to maintenance and §renewal, termination procedures and card accounts. management of The Bank’s advertising and marketing campaigns shall use truthful and whole statements about Bank’s products and services The Bank shall ensure that the whole of an advertisement is truthful, shall inform customers of costs and obligations as well as benefits and features. The advertisements may not mislead by using tricky or clever wording. The Bank shall have a Code of Conduct for its agents and others who sell, distribute or otherwise market Bank’s card products. The Bank shall ensure that all agents who sell, distribute or otherwise market Bank’s card products have a Code of Conduct for their dealings with prospective customers and Cardmembers. The Bank shall have monitoring process in place to review the agent’s compliance to this code, at regular intervals. CARD OPERATIONS AND CUSTOMER SERVICE The Bank shall have effective processes and systems to ensure quality in operations and customer service The Bank shall maintain effective processes and systems to maintain quality in following card operations activities: Timely § Dispatch §decision to customers §processing for applications and communication of communication to inform about §of credit card in a secured mode and follow-up Availability of contact centers such as telephone service §issuance of card centers for customers to contact for information or queries on products, services and related subjects Timely dispatch of credit card statements Timely processing of payments received from credit card customers Receipt and satisfactory disposition of customer correspondences and complaints The Bank may have processes to honor customers’ choices and preferences during the period of customer relationship The Bank may have processes to honor customers’ choices with regard to the following, subject to certain terms and conditions: Change of payment modes within types offered by the Bank Opting out from receipt of Bank’s marketing and promotional materials Voluntary termination of credit card facility The Bank shall treat customers with respect and dignity during collection efforts The Bank has policies and employee training programs to guide employees to exhibit courteous and fair behavior during collection efforts. The Bank shall ensure that all collection and recovery agents have a Fair Practice Code for their dealings with the customers.The Bank shall have monitoring process in place to review the agent’s compliance to this code, at regular intervals. CUSTOMER PRIVACY The Bank shall safeguard the privacy, confidentiality and security of customer data entrusted with it. The Bank has privacy principles to ensure that the customer information collected is relevant, accurate and confidential. The Bank has adequate standards to protect customer accounts and information. These standards allow customers to remove their names from lists used for mail, telephone and online marketing. All employees shall be trained in customer privacy principles as appropriate to their work. FAIR COMPETITION The Bank shall comply fully with the letter and spirit of laws designed to preserve free and open competition The Bank strongly supports vigorous but fair competition. The Bank shall make completely factual and truthful statements about our own products or those of our competitions, whether in advertising or in speaking to customers or others The making of false or misleading statements about our competitors is inconsistent with our reputation for integrity. The Bank and its employees shall deal fairly and honestly with all customers and suppliers. COMPLIANCE WITH THE CODE This is a non-statutory code and the Bank shall take efforts to adhere to it during normal operating environment. The Bank shall not be held responsible for non-compliance due to force major conditions and other reasons for which the Bank enjoys privilege and right over the code. This code does not in anyway prevent the Bank from exercising its rights and discharging its duties and obligations under law, regulations, agreement, terms and conditions, etc. in force and varied from time to time. Process Of On-Line Marketing through excellent Internal Marketing Practices At American Express Bank Information Collection If the customer is not registered for any online service from American Express, he can browse the Site anonymously. They do not collect personal information such as the customer’s name, address, phone number or e-mail address if you are only browsing this site. American Express does, however, use cookies to collect information about how our site is used. Information, such as the server your computer is logged onto, the customer’s browser type (for example, Netscape or Internet Explorer), and whether the customer responded to an American Express banner ad or e-mail is collected and tracked in aggregate and not linked to you personally. They use this information to measure response rates to banner ads and e-mail offers. Registration for Online Products and Services If the customers want to apply for or take advantage of our online products or services, the Bank will need them to give us some personal information, including their e-mail address and account number. The bank only collect information about the customer, which they need to process application, to service accounts and other needs, to offer new products and services, and to satisfy legal requirements. The Bank will also use this information for purposes such as correspondence, site registration, allowing customers to check your statement or other account details online, to make a purchase, or to participate in online surveys etc. The Bank will also share such information with our affiliates and other for the purposes described elsewhere in this Statement. Quality of Information The Bank uses advanced technology, documented employee procedures and internal monitoring to help ensure that the personal information is accurate and up-to-date. In addition, they require high standards of quality from credit reporting agencies and others who provide us with information about prospective customers or other services. Security Before you can send confidential personal information or account information to us on an American Express Web site, we require that a secure session is set up using Secure Socket Layer (SSL). About SSL and the safety and confidentiality of personal information transmissions over the Internet. They use a range of security processes to protect the confidentiality and security of your personal information CONCLUSION In this section, we attempt to review the important and role of internal marketing in foreign banks of India. Service sector contributes major part of gdp of India. And is one of the most sectors which have too much potential in the sector. There is approx 10% growth in financial sector every year. And hence it’s very important to have continues reforms in that area. India’s leading bank is SBI, there are number of public and private banks too having good market. Still a number of people didn’t want to go on for banks because of fear of all the different technicalities and other factors. It’s in mind of customers that they have to run from 1 place to other without any result and there money in not secure. So now banks are paying more stress in internal marketing. With the liberalization of economy few foreign banks have entered in India and with that new techniques of marketing are growing. This study is to know the internal marketing of foreign banks especially American bank and HSBC. Foreign banks pays quite stress on the internal marketing because in services customer have to deal with employees directly and its quite important to have a proper selection process too. In service sector more than marketing word of mouth plays important role, a satisfied customer will lead to many more customers. And foreign players are quite good in implementing this concept in there work process. Now Indian banks are laso using the concept of internal marketing effectively. Bibliography WEBSITES www.online.citibank.co.in www.hsbc.co.in https://home.americanexpress.com/corp www.db.com www.deutschebank.co.in www.teachermarketing.com www.poolonline.com/archives/iss5fea2.html

Nurse Practitioner Essay -- Persuasive, Quality Care

In today’s world a big debate that families debate between and spend time trying to research is what the best possible options are for their children and spouses health care. A question often asked is if seeing a nurse practitioner is just as effective and safe as seeing a doctor. Many parents worry if their child will get the full attention needed when seeing a nurse practitioner. Nurse practitioners have the training and time to give children and their families the support and care necessary (Should My Child See a NP 2). A nurse practitioner is a registered nurse who is highly educated and has gone through clinical training in their health care specialty areas (Pediatrician v NP 1). In order for them to practice they must have four to six years of training and pass all their licensing exams to practice (Quality of Care 1). For students to become a prepared registered nurse they must complete an additional master’s level training on top of their baccalaureate prepared classes (Duties and Responsibilities 1). In order for someone to even prepare to go into the field of nurse practitioners a high school student should take challenging classes in English, Math, and Science (Duties and Responsibilities 1). Many nurse practitioners work side by side with a licensed doctor, but that is not always the case. The career of being a nurse practitioner began back in the 1960s (Pediatrician v NP 1). There was a huge shortage of physicians and I need for care to people under served (Pediatrician v NP 1). Nurse practitioners work in manly rural and urban settings such as public health departments, community health centers, hospitals, physicians' offices, nursing homes, HMOs, student health clinics, and home health agencies. Where state law pe... ...e practitioners provide nursing and medical services to not only families, but individuals and groups as well, emphasizing health promotion and disease prevention (Pediatrician v NP 1). Something they also provide for families, individuals and groups is teaching and counseling (NP Services 1). If necessary your nurse can provide you with prescription of pharmacologic agents and treatments. They can also provide non-pharmacologic therapies (NP Services 1). Even though nurse practitioners are a very good idea in many cases it is still very important to have a regular doctor that you can see in certain situations. Nurse practitioners are a great alternative for routine check ups minor visits when sometimes seeing your doctor is hard to do. You can be assured that with a nurse practitioner you will be tended for while receiving a warm and welcoming visit each time.

Skills of a Project Manager

13_26_ch02. fm Page 13 Friday, September 8, 2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager.Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02. fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do?Briefly, technology project managers fulfill the following broad requirements: G G G G G G G G Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance measurements and change control. Partner with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving goals, reaching targets, solving problems, mitigating risks.Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget. Manage the pro ject staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner. Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment. Manage the client relationship by using an adequate direct yet complete and formal reporting format that compliments a respected and productive relationship. Drive the project by leading by example, and motivating allconcerned until the project accomplishes its goal.Now let us examine the skills and qualities needed to meet these requirements. Necessary Skills The skills that a good project manager possesses are many and varied, covering the entire spectrum of the human personality. We can divide these skills into a number of specific categories, namely: 14 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 15 Friday, September 8, 2000 2:43 PM Personal Skills Project Managers must be able to motivate and sustain people. Project team members will look to the project manager to solve problems and help with removing obstacles.Project managers must be able to address and solve problems within the team, as well as those that occur outside the team. There are numerous ways, both subtle and direct, in which project managers can help team members. Some examples include the following: G G G G G G Manage by example (MBE). Team members will be closely watching all actions of the project manager. Therefore, project managers must be honest, direct, straightforward, and knowledgeable in all dealings with people and with the project. A good manager knows how to work hard and have fun, and this approach becomes contagious.A positive attitude. Project managers must always have a positive attitude, even when there are substantial difficulties, problems, or project obstacles. Negative attitudes erode confidence, and a downward spiral will follow. Define expectations. Managers who manage must clearly define what is expected of team members. It is i mportant to do this in writing—get agreement from the individual team members. This leaves no room for problems later, when someone states â€Å"It’s not my job. † Performance expectations must be defined at the start of the project.Be considerate. Project management is a demanding job with a need for multiple skills at many levels. Above all, be considerate and respectful, and give people and team members the time and consideration they deserve. Make people aware that their efforts are appreciated and the work that they do is important, because it is. A letter, personal word, or e-mail of appreciation goes a long way. Be direct. Project managers are respected if they are direct, open, and deal with all types of problems. Never conceal problems or avoid addressing them.If a problem is bigger than the project manager or the team can deal with, escalate it to senior management. Never make commitments that cannot be delivered. Finally, a favorite and personal rule of the author: â€Å"Underpromise, then over-deliver. † 15 Necessary Skills 13_26_ch02. fm Page 16 Friday, September 8, 2000 2:43 PM Technical Skills There are two schools of thought about the level needed for technical skills. Some project managers prefer to have little technical knowledge about the projects they manage, preferring to leave the technical management to other junior managers, such as programming managers or network managers.Others have detailed technical skills of computer languages, software, and networks. There is no hard and fast rule. It really depends on the type and size of projects, their structure, resources available, and the project environment. Questions that project managers should ask include the following: 1. What types of technical problems require management? 2. Who will solve them? 3. Is it done with quality and satisfaction? 4. Who can I rely on in my project team? 5. What outside resources, if any, can I draw on for assistance?As with all em ployees, project managers should have the technical knowledge and skills needed to do their jobs. If managers lack these skills, training is one option; being mentored or coached by a more experienced individual is another. Senior management should ask the question, Do your project managers need more technical skills than they already possess? On larger complex projects, such as systems integration projects or multiple-year projects, there are frequently too many complex technologies for the project manager to master.Technical training that provides breadth may be useful. On smaller projects, the project manager may also be a key technical contributor. In this case, technical training may enhance the abilities of project managers to contribute technically, but it is unlikely to improve their management skills. One thing is abundantly clear—the project manager is ultimately responsible for the entire management of the project, technical or otherwise, and will require solutions to the technical issues that will occur. 16 Chapter 2 | Basic Skills for Project Managers 3_26_ch02. fm Page 17 Friday, September 8, 2000 2:43 PM Management Skills Project managers need other key skills besides those that are purely technical to lead and deliver on their projects successfully. A good project manager needs to understand many facets of the business aspect of running a project, so critical skills touch on expertise in the areas of organization, communication, finance, and human resources. The following are examples of the management topics used in training effective project managers: G G G G G G G G G G G G G G GProject planning, initiation, and organization Recruiting people and keeping them Effective project negotiation Software tools for project management Accurate estimating and cost control Project execution and control Developing powerful project presentations and reports Personal and project leadership Managing risk and making decisions Effective problem manage ment Performance management Managing the projects within the organization Project management professional (PMP) exam review Growing and sustaining a high-performance team Managing change within an organizationThis last skill cannot be over-emphasized. Although we worry about whether the technology selected is the correct one for the organization and will lead to success, projects do not generally fail because of lack of adequate technology. Statistically, most projects fail because the â€Å"soft science† portions of the project have not received enough attention—the human factor has not been adequately addressed. Change, whether for good or for bad, is stressful on an organization and its personnel. The ability to manage this change is one area in which any good project manager would do well to hone skills.Necessary Skills 17 13_26_ch02. fm Page 18 Friday, September 8, 2000 2:43 PM Coping Skills A good project manager has to acquire a number of skills to cope with dif ferent situations, conflicts, uncertainty, and doubt. This means: G G G G G Being flexible Being persistent and firm when necessary Being creative, even when the project does not call for it Absorbing large volumes of data from multiple sources Being patient but able to differentiate between patience and action Being able to handle large amounts of continuous, often unrelenting stressG Additionally, good project managers have high tolerance for surprises, uncertainty, and ambiguity. Projects rarely progress the way that they are defined, and managers need to manage the uncertainty that comes with that. Manage One Project—or Many? There is no simple answer to this question: some managers are able to juggle multiple projects and disparate deadlines successfully, and others are not. In these days of multiple projects that have to be delivered quickly, it is very possible that management will require managing multiple projects.However, this brings a risk. Will project managers be stretched too thin? Again, there is no single, reliable answer. Project managers and senior management need to ask themselves some basic questions: G G How much support will be provided? How many people are on the project? Are they part-time or fulltime? What are the management challenges? An adequately budgeted project may require less effort to manage than one that is extremely thin. Chapter 2 | Basic Skills for Project Managers G 18 13_26_ch02. fm Page 19 Friday, September 8, 2000 2:43 PM G G GAre all the projects in the same physical location or will the project manager spend a lot of time traveling? Do all the projects involve the same technology? The same business cultures? The same set of stakeholders? How many of the projects have important deadlines that are close together? The answers to these questions will aid in determining whether multiple projects can share a management resource. The more complex the projects from the standpoints of staffing, budgeting, and technolog y, the more likely it is that they will need a dedicated resource to manage them adequately.Project Management Skills Development One of the surest ways to align strategies and work force competencies with enterprise vision is to create a road map from vision to execution. A skills management process starts in the future and works its way back to the present. An IT skills management process, for example, links the enterprise vision to a technology forecast. The technology forecasts to required skills, the required skills to the IT skills inventory, the skills inventory to the IT staff’s competence levels, and the competence levels to gaps and to the time frame during which those gaps need to be filled.Leadership, team building, marketing, business savvy, project management, manufacturing know-how, functional expertise, and institutional knowledge all are part of the skills picture. Skills management serves as an order for managing the work force (see Figure 2–1). It la ys out a road map for skills development, work role definition, career tracks, resource management, staffing allocation, workload balancing, and learning. With a road map, all members of the work force can fit their strengths, weaknesses, and alternatives into the enterprise’s plans.Skills management is becoming a lifeline in a turbulent IT labor market. Midsize and large enterprises, businesses in the private and public sectors, aggressive and conservative companies—all are looking at skills management with renewed interest. Many enterprises now recognize that the combined lack of enterprise planning, imagination, and Project Management Skills Development 19 13_26_ch02. fm Page 20 Friday, September 8, 2000 2:43 PM Enterprise Objective Forecast Where does the enterprise want to be in 36 months? What information, technologies and skills will it need to get there?What skills are in-house (e. g. , technical, business, leadership and project management)? What skills will i t need in 12 months? 24 months? 36 months? How valuable will today’s skills be in 12 months? 24 months? 36 months? How proficient are the IS staff members in the established and the needed skills? What education and training will the enterprise offer, to whom and how will it provide this? What sources of IT skills — internal and external — can we use to fill the gaps? Skill Inventory Skill Definition Strategic Skill Valuation Proficiency LevelsLearning Portfolio Sourcing Figure 2–1 Skills Management—A Road Map for the Work Force (Source: Gartner Group, Inc. ). foresight are as much to blame for today’s labor crunch as is the shortage of relevant IT skills. In that climate, skills management can be a powerful tool for bringing discipline, rationale, and cross-pollination to an underused process. Even more enticing, many IT professionals, under the mantle of career â€Å"entrepreneurism,† will throw in their lot with enterprises that ha ve clearly committed to and funded skills management programs.Having a road map with which to guide career development is more meaningful than wandering until serendipity strikes. Three years ago, when large organizations first began covering the area of skills management, it was a process reserved for the most progressive enterprises. By methodically and meticulously forecasting, classifying, analyzing, and taking inventory of skills, progressive enterprises could identify the urgency and volume of skills gaps, create focused training programs, and add some rational thinking to their sourcing strategies.Skills management continues to satisfy those needs, even fos20 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 21 Friday, September 8, 2000 2:43 PM tering a niche market of consultants and software developers that are eager to bring order to IT Human Resource management. Before moving on, it is beneficial to make sure that everybody is speaking the same language. I n the Gartner Group’s definition of perspective, skills management is a robust and systematic approach to forecasting, identifying, cataloguing, evaluating, and analyzing the work force skills, competencies and gaps that enterprises face.Although many programs and initiatives adopt the label skills management, most of them focus on skills inventory and fall short in analysis and forecasting. A well-designed skills management process injects a stronger dose of discipline, coordination, and planning into work force planning, strategic planning, professional training and development programs, resource allocation maneuvering, and risk analysis and assessment. Enterprises can reap several lessons from skills management. Skills management works if it: G G G G GG Defines skills for roles Forces forward thinking Forces some documentation of what makes an IT professional especially proficient Strengthens the organization Leads to focused training, risk assessment, sourcing strategy, a nd resource allocation via gap identification Attracts high-level endorsement Does not define work roles Lacks plans or incentive for refreshment Communicates its purpose poorly Provides differing language and terminology Force-fits skills and work roles to policies, rather than driving new frameworksSkills management does not work if it: G G G G G Project Management Skills Development 21 13_26_ch02. fm Page 22 Friday, September 8, 2000 2:43 PM Skills Management Case Study A North American manufacturing company set a goal to boost revenue by $300 million within three years. Key to the growth was a new way of dealing with information and IT. First, hoarding of information by divisions had to give way to enterprise ownership of information.Second, ubiquitous access to information required a managed and enterprise-wide migration to standards, interoperability, common platforms, and client/server technology. Finally, the vision of ubiquitous access depended on substantially upgrading th e IT organization’s skill base, supplementing and supplanting mainframe skills with skills associated with distributed processing and client/server application development.The company embarked on an ambitious initiative designed to cultivate the technical skills and business understanding of the IT professionals. The initiative—notably, company-wide skill identification and continuous training—will help the company to raise its skills level and will give IT employees control of their professional development. Elements of the IT professional development initiative included: GIdentifying eight areas of IT professional skills, technical skills being only one area (a detailed discussion on the eight areas identified follows this list) Assigning company values to skills for the near term, short term, and long term Evaluating employee competence levels within the eight areas of IT professional skills Providing continuous training in critical skills, both technical and non-technical Establishing an IT mentor program Supervisors providing performance planning and coaching Establishing team and peer feedback Flattening the IT organization from 18 to 5 titles Chapter 2 | Basic Skills for Project ManagersG G G G G G G 22 13_26_ch02. fm Page 23 Friday, September 8, 2000 2:43 PM G Mapping skills and performance values to â€Å"salary zones† within the flatter organization With the help of outside experts, IT executives identified more than 125 skills in eight areas of IT professional development. The eight areas of focus for IT professional development and a sampling of associated skills include: GCustomer focus—employee possesses knowledge of customers’ business needs and expectations; delivers constructive qualitative feedback to customers, meets deadlines, and works with customers to set requirements and schedules Technical skills—employee possesses skills related to programming, computer-aided software engineering, deskt op client services, enterprise infrastructure applications, technical software, and hardware support Product or technology evaluation and expertise—employee analyzes and compares products, makes sound recommendations within the company architecture, understands and recognizes limitations of technologies, can communicate the fundamentals of technology to others, and uses technical team resources to resolve or avoid technology-based problems Business and application expertise—employee possesses knowledge of business-specific applications, knows company’s business and local operations, knows the broad application environments (e. g. order entry and accounting), and understands general concepts of business management Project management—employee handles projects of certain size and complexity, estimates project costs and schedules with a degree of accuracy, executes project to plan, manages multiple projects at once, builds teams and organizes team resources, and knows project management tools Interpersonal skills—employee performs as team member or team leader, contributes knowledge to the team and to the organization, and communicates effectively Administrative skills —employee has understanding of budgeting, interviewing, economics of the business, and salary and review process 23 G G G G G G Project Management Skills Development 13_26_ch02. fm Page 24 Friday, September 8, 2000 2:43 PM G Soft skills—employee displays leadership, forward thinking, initiative, drive for education, and commitment to organizational structure and development.Each skill receives a weighting factor based on its strategic significance to the company during the next 12 months, the next 12 to 24 months, and the next 24 to 60 months. A skill considered critical to the company earns a weight of 6; a skill with no value to the company earns a weight of 0. After the company skills are identified and their weights assigned, employee skills are c rosschecked against the company skills and assigned a score based on the employee’s competence level. Employee competence levels range from 6 to 1, that is, from mastery to basic understanding. (A competence score of zero is reserved for skills that are either not applicable or not possessed by the employee. Employees then compare their competence scores with those they receive from their peers, team leaders, and supervisors. To see the scoring mechanism in action, assume that the company assigns COBOL programming skills a weight of 4 for the next 12 months and a weight of 3 for the following 12 to 24 months. At the same time, an IT employee earns a score of 3 for average skills in COBOL programming. Given the framework, the value of those skills to the employee will be 12 during the next 12 months, but the value will decline to 9 during the next 12 to 24 months. Continuous training is considered essential to the program’s success. Here, the IT executives are seeking t o develop an implicit promise between the company and the employees.The company promises to provide the resources and opportunities for training—time, funding, and identification and valuation of strategic skills— if the employees promise to use the training to bridge gaps in the company skills base and in their own skill levels. Armed with the company skills inventory and personal competence scores, employees who take the appropriate training will see their value to the company rise. Employees who choose to forgo appropriate training will see their value diminish. On the plus side, the skills and training program has forced the company to view the IT organization in terms of skills and long-term corporate objectives, not simply in terms of head count.Moreover, employees have responded positively to a program that puts professional development in their hands. On the negative side, skills identification and buy-in from IT managers take so long that the initiative risks losing momentum. 24 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 25 Friday, September 8, 2000 2:43 PM Keys to a Successful Skills Management Endeavor Three areas must be worked out for a skills management initiative to be successful: 1. Employees have to adopt the program as their own, rather than as a management dictate, including the employees assuming control of their own professional development 2. Supervisors have to surrender some control over employee development 3.Executives must ensure that employees use metrics as a tool for professional development, not as a weapon in cutthroat competition As enterprises turn to technology to reach the next level of corporate performance, IT organizations should identify the skills they need to meet the corporate objectives. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may nee d third-party coverage. A commitment to funding for training is essential. Conclusions Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago.The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as software groups work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop management by surprise (MBS) as a project management technique! Keys to a Successful Skills Management Endeavor 25 13_26_ch02. fm Page 26 Friday, September 8, 2000 2:43 PM As we have discussed in this chapter, project managers are a special breed of p eople.The skills that they develop are a cross between a diplomat, ballet dancer, and a Marine Corps drill sergeant—all while having the patience of Job. These skills will serve them well for future higher-level positions as Vice Presidents, Chief Information Officers (CIOs), and Chief Executive Officers (CEOs) of the corporations for which they work. The culture of an organization is a critical success factor in its efforts to survive, improve, and flourish. A culture based on a commitment to project management and delivering quality projects and effective management differentiates a team that practices excellent project management from a flock of individual programmers doing their best to ship code. Projects rarely fail—but people do. 26 Chapter 2 | Basic Skills for Project Managers Skills of a Project Manager 13_26_ch02. fm Page 13 Friday, September 8, 2000 2:43 PM Chapter 2 Basic Skills for Project Managers Be not afraid of greatness; some are born great; some achieve greatness—others have greatness thrust upon them. William Shakespeare Twelfth Night Introduction Before now, we had discussed project management in the broad sense, that is, from the perspective that any type of project—industrial assembly line, new construction, or technology implementation— operated by the same sets of rules and processes. For the remainder of this book, we focus on the last type of project and its leader—the IT project manager.Project managers are a very special breed of people. They are in much demand and will be increasingly so as the need for effective technologists continues to soar. Good technology project managers are trained, not born. They develop skills through experience and education. They become better project managers each time they successfully deliver a project. They learn new techniques and apply them on their projects. They learn lessons—sometimes the hard way—to be better managers in the future. 13 13_26_ch02. fm Page 14 Friday, September 8, 2000 2:43 PM What Does a Project Manager Do?Briefly, technology project managers fulfill the following broad requirements: G G G G G G G G Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance measurements and change control. Partner with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving goals, reaching targets, solving problems, mitigating risks.Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget. Manage the pro ject staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner. Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment. Manage the client relationship by using an adequate direct yet complete and formal reporting format that compliments a respected and productive relationship. Drive the project by leading by example, and motivating allconcerned until the project accomplishes its goal.Now let us examine the skills and qualities needed to meet these requirements. Necessary Skills The skills that a good project manager possesses are many and varied, covering the entire spectrum of the human personality. We can divide these skills into a number of specific categories, namely: 14 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 15 Friday, September 8, 2000 2:43 PM Personal Skills Project Managers must be able to motivate and sustain people. Project team members will look to the project manager to solve problems and help with removing obstacles.Project managers must be able to address and solve problems within the team, as well as those that occur outside the team. There are numerous ways, both subtle and direct, in which project managers can help team members. Some examples include the following: G G G G G G Manage by example (MBE). Team members will be closely watching all actions of the project manager. Therefore, project managers must be honest, direct, straightforward, and knowledgeable in all dealings with people and with the project. A good manager knows how to work hard and have fun, and this approach becomes contagious.A positive attitude. Project managers must always have a positive attitude, even when there are substantial difficulties, problems, or project obstacles. Negative attitudes erode confidence, and a downward spiral will follow. Define expectations. Managers who manage must clearly define what is expected of team members. It is i mportant to do this in writing—get agreement from the individual team members. This leaves no room for problems later, when someone states â€Å"It’s not my job. † Performance expectations must be defined at the start of the project.Be considerate. Project management is a demanding job with a need for multiple skills at many levels. Above all, be considerate and respectful, and give people and team members the time and consideration they deserve. Make people aware that their efforts are appreciated and the work that they do is important, because it is. A letter, personal word, or e-mail of appreciation goes a long way. Be direct. Project managers are respected if they are direct, open, and deal with all types of problems. Never conceal problems or avoid addressing them.If a problem is bigger than the project manager or the team can deal with, escalate it to senior management. Never make commitments that cannot be delivered. Finally, a favorite and personal rule of the author: â€Å"Underpromise, then over-deliver. † 15 Necessary Skills 13_26_ch02. fm Page 16 Friday, September 8, 2000 2:43 PM Technical Skills There are two schools of thought about the level needed for technical skills. Some project managers prefer to have little technical knowledge about the projects they manage, preferring to leave the technical management to other junior managers, such as programming managers or network managers.Others have detailed technical skills of computer languages, software, and networks. There is no hard and fast rule. It really depends on the type and size of projects, their structure, resources available, and the project environment. Questions that project managers should ask include the following: 1. What types of technical problems require management? 2. Who will solve them? 3. Is it done with quality and satisfaction? 4. Who can I rely on in my project team? 5. What outside resources, if any, can I draw on for assistance?As with all em ployees, project managers should have the technical knowledge and skills needed to do their jobs. If managers lack these skills, training is one option; being mentored or coached by a more experienced individual is another. Senior management should ask the question, Do your project managers need more technical skills than they already possess? On larger complex projects, such as systems integration projects or multiple-year projects, there are frequently too many complex technologies for the project manager to master.Technical training that provides breadth may be useful. On smaller projects, the project manager may also be a key technical contributor. In this case, technical training may enhance the abilities of project managers to contribute technically, but it is unlikely to improve their management skills. One thing is abundantly clear—the project manager is ultimately responsible for the entire management of the project, technical or otherwise, and will require solutions to the technical issues that will occur. 16 Chapter 2 | Basic Skills for Project Managers 3_26_ch02. fm Page 17 Friday, September 8, 2000 2:43 PM Management Skills Project managers need other key skills besides those that are purely technical to lead and deliver on their projects successfully. A good project manager needs to understand many facets of the business aspect of running a project, so critical skills touch on expertise in the areas of organization, communication, finance, and human resources. The following are examples of the management topics used in training effective project managers: G G G G G G G G G G G G G G GProject planning, initiation, and organization Recruiting people and keeping them Effective project negotiation Software tools for project management Accurate estimating and cost control Project execution and control Developing powerful project presentations and reports Personal and project leadership Managing risk and making decisions Effective problem manage ment Performance management Managing the projects within the organization Project management professional (PMP) exam review Growing and sustaining a high-performance team Managing change within an organizationThis last skill cannot be over-emphasized. Although we worry about whether the technology selected is the correct one for the organization and will lead to success, projects do not generally fail because of lack of adequate technology. Statistically, most projects fail because the â€Å"soft science† portions of the project have not received enough attention—the human factor has not been adequately addressed. Change, whether for good or for bad, is stressful on an organization and its personnel. The ability to manage this change is one area in which any good project manager would do well to hone skills.Necessary Skills 17 13_26_ch02. fm Page 18 Friday, September 8, 2000 2:43 PM Coping Skills A good project manager has to acquire a number of skills to cope with dif ferent situations, conflicts, uncertainty, and doubt. This means: G G G G G Being flexible Being persistent and firm when necessary Being creative, even when the project does not call for it Absorbing large volumes of data from multiple sources Being patient but able to differentiate between patience and action Being able to handle large amounts of continuous, often unrelenting stressG Additionally, good project managers have high tolerance for surprises, uncertainty, and ambiguity. Projects rarely progress the way that they are defined, and managers need to manage the uncertainty that comes with that. Manage One Project—or Many? There is no simple answer to this question: some managers are able to juggle multiple projects and disparate deadlines successfully, and others are not. In these days of multiple projects that have to be delivered quickly, it is very possible that management will require managing multiple projects.However, this brings a risk. Will project managers be stretched too thin? Again, there is no single, reliable answer. Project managers and senior management need to ask themselves some basic questions: G G How much support will be provided? How many people are on the project? Are they part-time or fulltime? What are the management challenges? An adequately budgeted project may require less effort to manage than one that is extremely thin. Chapter 2 | Basic Skills for Project Managers G 18 13_26_ch02. fm Page 19 Friday, September 8, 2000 2:43 PM G G GAre all the projects in the same physical location or will the project manager spend a lot of time traveling? Do all the projects involve the same technology? The same business cultures? The same set of stakeholders? How many of the projects have important deadlines that are close together? The answers to these questions will aid in determining whether multiple projects can share a management resource. The more complex the projects from the standpoints of staffing, budgeting, and technolog y, the more likely it is that they will need a dedicated resource to manage them adequately.Project Management Skills Development One of the surest ways to align strategies and work force competencies with enterprise vision is to create a road map from vision to execution. A skills management process starts in the future and works its way back to the present. An IT skills management process, for example, links the enterprise vision to a technology forecast. The technology forecasts to required skills, the required skills to the IT skills inventory, the skills inventory to the IT staff’s competence levels, and the competence levels to gaps and to the time frame during which those gaps need to be filled.Leadership, team building, marketing, business savvy, project management, manufacturing know-how, functional expertise, and institutional knowledge all are part of the skills picture. Skills management serves as an order for managing the work force (see Figure 2–1). It la ys out a road map for skills development, work role definition, career tracks, resource management, staffing allocation, workload balancing, and learning. With a road map, all members of the work force can fit their strengths, weaknesses, and alternatives into the enterprise’s plans.Skills management is becoming a lifeline in a turbulent IT labor market. Midsize and large enterprises, businesses in the private and public sectors, aggressive and conservative companies—all are looking at skills management with renewed interest. Many enterprises now recognize that the combined lack of enterprise planning, imagination, and Project Management Skills Development 19 13_26_ch02. fm Page 20 Friday, September 8, 2000 2:43 PM Enterprise Objective Forecast Where does the enterprise want to be in 36 months? What information, technologies and skills will it need to get there?What skills are in-house (e. g. , technical, business, leadership and project management)? What skills will i t need in 12 months? 24 months? 36 months? How valuable will today’s skills be in 12 months? 24 months? 36 months? How proficient are the IS staff members in the established and the needed skills? What education and training will the enterprise offer, to whom and how will it provide this? What sources of IT skills — internal and external — can we use to fill the gaps? Skill Inventory Skill Definition Strategic Skill Valuation Proficiency LevelsLearning Portfolio Sourcing Figure 2–1 Skills Management—A Road Map for the Work Force (Source: Gartner Group, Inc. ). foresight are as much to blame for today’s labor crunch as is the shortage of relevant IT skills. In that climate, skills management can be a powerful tool for bringing discipline, rationale, and cross-pollination to an underused process. Even more enticing, many IT professionals, under the mantle of career â€Å"entrepreneurism,† will throw in their lot with enterprises that ha ve clearly committed to and funded skills management programs.Having a road map with which to guide career development is more meaningful than wandering until serendipity strikes. Three years ago, when large organizations first began covering the area of skills management, it was a process reserved for the most progressive enterprises. By methodically and meticulously forecasting, classifying, analyzing, and taking inventory of skills, progressive enterprises could identify the urgency and volume of skills gaps, create focused training programs, and add some rational thinking to their sourcing strategies.Skills management continues to satisfy those needs, even fos20 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 21 Friday, September 8, 2000 2:43 PM tering a niche market of consultants and software developers that are eager to bring order to IT Human Resource management. Before moving on, it is beneficial to make sure that everybody is speaking the same language. I n the Gartner Group’s definition of perspective, skills management is a robust and systematic approach to forecasting, identifying, cataloguing, evaluating, and analyzing the work force skills, competencies and gaps that enterprises face.Although many programs and initiatives adopt the label skills management, most of them focus on skills inventory and fall short in analysis and forecasting. A well-designed skills management process injects a stronger dose of discipline, coordination, and planning into work force planning, strategic planning, professional training and development programs, resource allocation maneuvering, and risk analysis and assessment. Enterprises can reap several lessons from skills management. Skills management works if it: G G G G GG Defines skills for roles Forces forward thinking Forces some documentation of what makes an IT professional especially proficient Strengthens the organization Leads to focused training, risk assessment, sourcing strategy, a nd resource allocation via gap identification Attracts high-level endorsement Does not define work roles Lacks plans or incentive for refreshment Communicates its purpose poorly Provides differing language and terminology Force-fits skills and work roles to policies, rather than driving new frameworksSkills management does not work if it: G G G G G Project Management Skills Development 21 13_26_ch02. fm Page 22 Friday, September 8, 2000 2:43 PM Skills Management Case Study A North American manufacturing company set a goal to boost revenue by $300 million within three years. Key to the growth was a new way of dealing with information and IT. First, hoarding of information by divisions had to give way to enterprise ownership of information.Second, ubiquitous access to information required a managed and enterprise-wide migration to standards, interoperability, common platforms, and client/server technology. Finally, the vision of ubiquitous access depended on substantially upgrading th e IT organization’s skill base, supplementing and supplanting mainframe skills with skills associated with distributed processing and client/server application development.The company embarked on an ambitious initiative designed to cultivate the technical skills and business understanding of the IT professionals. The initiative—notably, company-wide skill identification and continuous training—will help the company to raise its skills level and will give IT employees control of their professional development. Elements of the IT professional development initiative included: GIdentifying eight areas of IT professional skills, technical skills being only one area (a detailed discussion on the eight areas identified follows this list) Assigning company values to skills for the near term, short term, and long term Evaluating employee competence levels within the eight areas of IT professional skills Providing continuous training in critical skills, both technical and non-technical Establishing an IT mentor program Supervisors providing performance planning and coaching Establishing team and peer feedback Flattening the IT organization from 18 to 5 titles Chapter 2 | Basic Skills for Project ManagersG G G G G G G 22 13_26_ch02. fm Page 23 Friday, September 8, 2000 2:43 PM G Mapping skills and performance values to â€Å"salary zones† within the flatter organization With the help of outside experts, IT executives identified more than 125 skills in eight areas of IT professional development. The eight areas of focus for IT professional development and a sampling of associated skills include: GCustomer focus—employee possesses knowledge of customers’ business needs and expectations; delivers constructive qualitative feedback to customers, meets deadlines, and works with customers to set requirements and schedules Technical skills—employee possesses skills related to programming, computer-aided software engineering, deskt op client services, enterprise infrastructure applications, technical software, and hardware support Product or technology evaluation and expertise—employee analyzes and compares products, makes sound recommendations within the company architecture, understands and recognizes limitations of technologies, can communicate the fundamentals of technology to others, and uses technical team resources to resolve or avoid technology-based problems Business and application expertise—employee possesses knowledge of business-specific applications, knows company’s business and local operations, knows the broad application environments (e. g. order entry and accounting), and understands general concepts of business management Project management—employee handles projects of certain size and complexity, estimates project costs and schedules with a degree of accuracy, executes project to plan, manages multiple projects at once, builds teams and organizes team resources, and knows project management tools Interpersonal skills—employee performs as team member or team leader, contributes knowledge to the team and to the organization, and communicates effectively Administrative skills —employee has understanding of budgeting, interviewing, economics of the business, and salary and review process 23 G G G G G G Project Management Skills Development 13_26_ch02. fm Page 24 Friday, September 8, 2000 2:43 PM G Soft skills—employee displays leadership, forward thinking, initiative, drive for education, and commitment to organizational structure and development.Each skill receives a weighting factor based on its strategic significance to the company during the next 12 months, the next 12 to 24 months, and the next 24 to 60 months. A skill considered critical to the company earns a weight of 6; a skill with no value to the company earns a weight of 0. After the company skills are identified and their weights assigned, employee skills are c rosschecked against the company skills and assigned a score based on the employee’s competence level. Employee competence levels range from 6 to 1, that is, from mastery to basic understanding. (A competence score of zero is reserved for skills that are either not applicable or not possessed by the employee. Employees then compare their competence scores with those they receive from their peers, team leaders, and supervisors. To see the scoring mechanism in action, assume that the company assigns COBOL programming skills a weight of 4 for the next 12 months and a weight of 3 for the following 12 to 24 months. At the same time, an IT employee earns a score of 3 for average skills in COBOL programming. Given the framework, the value of those skills to the employee will be 12 during the next 12 months, but the value will decline to 9 during the next 12 to 24 months. Continuous training is considered essential to the program’s success. Here, the IT executives are seeking t o develop an implicit promise between the company and the employees.The company promises to provide the resources and opportunities for training—time, funding, and identification and valuation of strategic skills— if the employees promise to use the training to bridge gaps in the company skills base and in their own skill levels. Armed with the company skills inventory and personal competence scores, employees who take the appropriate training will see their value to the company rise. Employees who choose to forgo appropriate training will see their value diminish. On the plus side, the skills and training program has forced the company to view the IT organization in terms of skills and long-term corporate objectives, not simply in terms of head count.Moreover, employees have responded positively to a program that puts professional development in their hands. On the negative side, skills identification and buy-in from IT managers take so long that the initiative risks losing momentum. 24 Chapter 2 | Basic Skills for Project Managers 13_26_ch02. fm Page 25 Friday, September 8, 2000 2:43 PM Keys to a Successful Skills Management Endeavor Three areas must be worked out for a skills management initiative to be successful: 1. Employees have to adopt the program as their own, rather than as a management dictate, including the employees assuming control of their own professional development 2. Supervisors have to surrender some control over employee development 3.Executives must ensure that employees use metrics as a tool for professional development, not as a weapon in cutthroat competition As enterprises turn to technology to reach the next level of corporate performance, IT organizations should identify the skills they need to meet the corporate objectives. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may nee d third-party coverage. A commitment to funding for training is essential. Conclusions Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago.The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as software groups work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop management by surprise (MBS) as a project management technique! Keys to a Successful Skills Management Endeavor 25 13_26_ch02. fm Page 26 Friday, September 8, 2000 2:43 PM As we have discussed in this chapter, project managers are a special breed of p eople.The skills that they develop are a cross between a diplomat, ballet dancer, and a Marine Corps drill sergeant—all while having the patience of Job. These skills will serve them well for future higher-level positions as Vice Presidents, Chief Information Officers (CIOs), and Chief Executive Officers (CEOs) of the corporations for which they work. The culture of an organization is a critical success factor in its efforts to survive, improve, and flourish. A culture based on a commitment to project management and delivering quality projects and effective management differentiates a team that practices excellent project management from a flock of individual programmers doing their best to ship code. Projects rarely fail—but people do. 26 Chapter 2 | Basic Skills for Project Managers

Earth Science: Atmosphere Essay Essay

The atmosphere is practically everything above the Earths surface. It starts at ground level and then just goes on upward, getting thinner and colder until it finally dissolves into space. The atmosphere makes our world livable. It is responsible for winds, weather, temperature and a lot more features that make the Earth different than other planets. Without it, the Earth would be more like the moon. From a general point of view, the atmospheres composition seems simple. It contains oxygen produced mostly by algae and other plants. Statistically speaking, it is composed of 79% nitrogen, 20% oxygen and 0.036% carbon dioxide. The rest is made up of small amounts of other gases. The atmosphere is divided into four layers. The atmosphere also has a layer of ozone. The layers of the atmosphere listed from lowest altitude to highest altitude are the troposphere, stratosphere, mesosphere and thermosphere. The troposphere extends from the Earths surface up to about 14 kilometers in altitude. All human activities occur in the troposphere. The troposphere is the layer where all weather we experience takes place. It is a thin layer of the atmosphere. The warmest part of the troposphere is at the bottom. Commonly in the troposphere, altitude increases as temperature decreases. However there is an exception. Depending on wind currents, mountain ranges can cause lower troposphere areas to have an opposite effect. The next layer is called the stratosphere. There are gradual changes from the troposphere to the stratosphere. The stratosphere starts at about 11 km in altitude. Here, the air flows mostly sideways. Most commercial aircraft travel takes place in the lower part of the stratosphere. Extremely high and wispy clouds can form in the lower stratosphere; however no major weather formations can take place in the stratosphere. In this layer, temperature increases as altitude increases. The third layer of the Earths atmosphere is the mesosphere. This layer extends from 50 to about 80-90 km in altitude. Temperatures in the upper mesosphere fall as low as -100 °C. The temperature varies in this layer by latitude and season. Temperature decreases with altitude in the mesosphere.  The mesosphere is commonly known as the middle layer. The last and uppermost layer of the atmosphere is the thermosphere. In this layer, temperatures can reach an outstanding high of 1982 degrees celcius! Extreme thermosphere temperatures are a result of UV radiation absorbtion. Radio waves bounce off the thermosphere. The aurora is found in the thermosphere. The Aurora Borealis and Aurora Australis are the northern and southern lights. They cause magnetic storms near the polls. The ozone layer is concentrated in a thin layer located at the uppermost part of the stratosphere, approximately 15-30 km above the Earths surface. Ozone is an exceptionally reactive form of oxygen. The roll of the ozone layer is to protect the Earth from the harmful effects of ultra violet radiation. To complete its role, ozone needs atmospheric oxygen. Ultra violet radiation is bad because it causes breaks in the human bodys nuclear proteins leaving opportunity for cancers and other health issues to take place. U.V. radiation also has bad effects on some crops, materials and marine organisms. Ozone is much less widespread than normal oxygen. The formation of the ozone layer is a tricky matter. Out of every 10 million molecules, about 2 million are regular oxygen. Another important topic on the atmosphere is atmospheric pressure. Air pressure is defined as the gravimetric force applied on you by the weight of air molecules. The Earths atmosphere presses down on every surface with a force of 1kg/cm2. This means that the force on 1000 square centimeters would be nearly a ton! Weather scientists measure air pressure with a barometer. Air pressure effects weather in the sense that if there is high air pressure, there will be cooler temperatures and sunny skies. If there is low air pressure system, there will be warmer temperatures and possibly thunder storms. The atmosphere is extremely vital to Earth. Without it, the Earth would be unprotected from UV radiation and there would be no persistent climate and weather patterns. It is our jobs as humans to do what we can to protect the atmosphere. WORK CITED. The book I used was. Earth Science Demystified by Linda Williams. Published by Mc Graw Hill. 2004

Dwarf Elephant Facts and Figures

Dwarf Elephant Facts and Figures Name: Dwarf Elephant; genus names include Mammuthus, Elephas, and Stegodon. Habitat: Small islands of the Mediterranean Sea Historical Epoch: Pleistocene-Modern (2 million-10,000 years ago) Size and Weight: About six feet long and 500 pounds Diet: Plants Distinguishing Characteristics: Small size; long tusks About the Dwarf Elephant Few prehistoric mammals have been as baffling to paleontologists as the Dwarf Elephant, which didnt comprise just one genus of prehistoric elephant, but several: the various Dwarf Elephants that lived on various Mediterranean islands during the Pleistocene epoch were made up of stunted populations of Mammuthus (the genus that includes the Woolly Mammoth), Elephas (the genus that includes modern elephants), and Stegodon (an obscure genus that seems to have been an offshoot of Mammut, aka the Mastodon). Further complicating matters, its possible that these elephants were capable of interbreedingmeaning the Dwarf Elephants of Cyprus may have been 50 percent Mammuthus and 50 percent Stegodon, while those of Malta were a unique blend of all three genera. While the evolutionary relationships of Dwarf Elephants are a matter of dispute, the phenomenon of insular dwarfism is well understood. As soon as the first full-sized prehistoric elephants arrived on, lets say, the small island of Sardinia, their ancestors began evolving toward smaller sizes in response to limited natural resources (a colony of full-sized elephants eats thousands of pounds of food every day, much less so if the individuals are only one-tenth the size). The same phenomenon occurred with the dinosaurs of the Mesozoic Era; witness the shrimpy Magyarosaurus, which was only a fraction of the size of it continental titanosaur relatives. Adding to the mystery of the Dwarf Elephant, it hasnt yet been proved that the extinction of these 500-pound-beasts had anything to do with the early human settlement of the Mediterranean. However, there is a tantalizing theory that the skeletons of dwarf elephants were interpreted as Cyclopses (one-eyed monsters) by the early Greeks, who incorporated these long-gone beasts into their mythology thousands of years ago! (By the way, the Dwarf Elephant shouldnt be confused with the Pygmy Elephant, a smaller relative of African elephants that exists today in very limited numbers.)

chcj v Essays

chcj v Essays chcj v Paper chcj v Paper 33I-V PLOTS OF LIGHT EMITTING DIODES (LEDs)I. OBJECTIVESa. Collect current-voltage (I-V) data for one resistor and several light emitting diodesb. Plot I versus V for the resistor and the diodesc. Compare the I-V plot of the resistor with those of the diodes II. EQUIPMENTResistor, diodes, 10 volt DC power supply, voltmeter, ammeter, connecting wires III. INTRODUCTIONAn incandescent lamp consists of a metal filament made out of tungsten which is heated to a high temperature by an electric current that passes through it. The filament is enclosed in an evacuated glass envelope to avoid oxidation of the filament by the surrounding air. Most of the light emitted by an incandescent lamp is in the infrared and therefore is not visible. Incandescent lamps are inefficient light sources because only a small part of the electrical power they consume is converted into visible light. Light emitting diodes (LEDs) which are made out of semiconductor materials such as gallium arsenide (GaAs )are muc h more efficient light sources. Below we describe briefly the operating principle of these diodes. Pure semiconductors (also called â€Å"intrinsic†) do not contact electricity at room temperature and are thus not useful for the fabrication of electric and electronic devices. Semiconductors conduct electricity if we dope them with a small amount of impurity atoms. In the case of Silicon (Si) these would be any atom other than Si. Impurities are divided into two broad categories: Donors and Acceptors. A donor is an impurity atom that has more electrons in its outermost shell that is necessary to form chemical bonds with their neighboring atoms. Each Silicon atom has four electrons in its outermost shell; these electrons are involved in forming the chemical bonds with the neighboring Si atoms. An Arsenic (As) atom on the other hand has 5 electrons in its outermost shell. If we add it as an impurity silicon it will act as a donor because it

Eastern Red Cedar - Tree Species Overview

Eastern Red Cedar - Tree Species Overview Eastern red cedar or Juniperus virginiana is not a true cedar. It is a juniper and the most widely distributed native conifer in the eastern United States. Redcedar (red and cedar can be spelled together or separate) is found in every U.S. state east of the 100th meridian, which is a geographic vertical map  line separating east and west North America. This hardy tree is considered a pioneer tree species and often among the first trees to occupy cleared areas, where its seeds are spread by cedar waxwings and other birds that enjoy the fleshy, bluish seed cones. Fence lines attract the birds and red cedar trees become the new wild hedge. The Eastern Red Cedar Tree Range The red cedar range extends from southeastern Canada down to the Gulf of Mexico. To the west, native red cedar tree range only occurs east of the Great Plains but has been successfully spread toward the west by natural regeneration from planted trees. In the absence of fire, eastern red cedar thrives and may eventually dominate mid-western prairie or forest vegetation. Pure stands of eastern redcedar are scattered throughout the primary range of the species. Most of these stands are on abandoned farm lands or drier upland sites. Fire is destructive to the tree and often controlled or eliminated from a landscape with the use of controlled burning. The Hardy Eastern Red Cedar The dense but attractive foliage growth makes eastern redcedar a favorite for windbreaks, screens, and wildlife-cover for large yards and landscapes. Red cedars high salt-tolerance makes it ideal for seaside locations. Still, it is not recommended as a street tree where winter roads are salted because it can obstruct the view of traffic. This tree does well in poor, compacted soils and is a good tree for land reclamation. It does well in areas that experience drought during the year. Identification of Eastern Red Cedar The evergreen red cedar is a small to medium tree that rarely exceeds 50 feet in height. Redcedar is single-trunked and the only native juniper that is upright and columnar. The bark has shedding thin strips, the seed cones are berry-like and glaucous (blueish), the leaves are scale-like and pressed tightly against twigs. One other way to identify a red cedar is the presence  cedar-apple rust and bagworms that commonly infest/infect eastern red cedars. Uses of Eastern Red Cedar Red cedar wood is highly valued as a wood for the fine-grained, decay resistant wood used to panel closets and split for fence posts. Other uses include making pails, making lead pencils and making cedar chests. Speaking of chests, the volatile cedrine camphor oil has been proven to kill larvae of moths that feed on wool. Redcedar makes a lovely Christmas tree and comes with that perfect smell of the season. Selling it as a Christmas tree may not work where red cedar is not a preferred even though affordable Christmas tree. Eastern Red Cedar Trees Plant Easily Eastern redcedar can be planted in full sun or partial shade. Red cedar will easily grow in a variety of soils, including clay, but will not do well when roots are constantly moist or wet. Do not over water redcedar but do water seedlings until established, then leave the tree alone. Red cedars are difficult to transplant due to a coarse root system except when quite small. Still, when properly planted from nursery stock it will perform well with no care and can handle acid, alkaline soil and coastal soils. Usually, insects and diseases are not a problem if planted in open sun.

PepsiCo in 2007 Case Study Example | Topics and Well Written Essays - 1250 words

PepsiCo in 2007 - Case Study Example Natural resources essentially drop out of the competitive equation. Being born rich becomes much less an advantage than it used to be. Technology gets turned upside down. New product technologies become secondary; new process technologies become primary. PepsoCo obtains better terms from distributors and suppliers and promotes their products and services to consumers better than foreign firms because of common cultural heritage, ties, and language should be used for their greatest advantage. The main strength is new product development and product reformulation. Customers accept, reject, or alter propositions, perhaps through on-the-spot negotiations. Also, PepsiCo establishes close relations with distributors and follows aggressive acquisition strategy. The company relies on innovations and Product One strategy and strong leadership (Thompson et al 2008). For PepsiCo, Power One strategy is both a component and a determinant of the marketing mix. The company considers the life-style factors influencing product development. Urbanization, leisure, competition, discretionary income, travel, styles, tastes, automobiles, informality, and convenience have led to the emphasis on product form, readiness, packaging, combination, and selectio n convenience. For PepsiCo, product development refers to the conversion of ideas into successfully marketed products. It combines technical and marketing competence, and is concerned with strategies of programmed introduction of new products to markets as replacements for decaying ones. Since it carries out an important mission directed at corporate growth and advancement, product development should report to top management (Thompson et al 2008). Strong leadership and positive corporate culture support development and strategic growth of the company. Opportunities In implementing the product mix concept, companies are shifting away from being producing units, with set production capacities that merely broaden their line by adding similar items. They are becoming units that assess market opportunities against such criteria as rate of return on investment, and that change their facilities when the opportunities warrant it. This orientation demands a change from product rigidity to product flexibility. International expansion proposes great opportunities for PepsiCo (Thompson et al 2008). The idea is to establish effective management in multi-brand companies by developing a series of profit centers in which product executives assume responsibility for the total marketing effort for a line. This approach grows out of the inability of one executive to master the intricacies and details of marketing several dozens or hundreds of products. Product managers develop product ideas, nurture their brands, compete effectively within and outside the company , prepare budgets, work with marketing-research and advertising agencies, influence salesmen, wholesalers, and retailers, and generate sales, profits, and larger market shares. They understand and represent markets, customers, and consumers. "PepsiCo management believed international markets offered the company's greatest opportunity for growth since per capita consumption of snacks in the United States averaged 13.9 servings per month" (Gambler 2008). Weaknesses Both PepsiCo and distribution-channel members are faced with the problem of deciding the best combination

A marketing plan to regenerate the area around Aberdeen Beach Essay

A marketing plan to regenerate the area around Aberdeen Beach - Essay Example Internal marketing audit, external marketing audit, competitor analysis as well as marketing review of the beach has been done in order to make the area attractive for the locals as well as visitors. Mission Statement The purpose of the tourist beach will be to provide an everlasting experience for the visitors of the beach by exposing them with clean and calm environment, latest adventure sports and activities, leisure areas, top class restaurants and nice places to hangout. The beach will be serving all demographic categories starting from kids, teenagers, youngsters as well as adults, professionals, middle aged and senior citizens. There will not be any gender bias and equal opportunities will be provided to men and women in terms of activities and events (Nimwegen, et al., 2008). The beach will be established keeping in mind the environment and local surroundings. The beach will also use latest technologies to keep the pollution and wastages at bay and will make sure that least a mount of wastes are dispersed in the surroundings (Fuchs and Diamantopoulos, 2010). Corporate objective The major corporate objectives of the beach authorities are as follows; 1. Tighten the security of the beach and its surrounding areas so that the trust of visitors and tourists on the beach safety is re-established. 2. Re-position the beach and its surrounding areas as a favourite destination for serene and pollution free holiday. 3. Increasing profitability and return on investment of the marketing and advertising strategies by ensuring proper monitoring and strategic implementation. 4. The corporate vision for the beach will be to provide their customers with the best holiday destination experience from beginning to end, with attractive environmental sites and engaging activities. Internal marketing audit Current situation At present, Aberdeen beach is going through a difficult situation. There has been a decline in number of visitors, especially the locals. Off late, the beach authorities have been criticised for growing unhealthy environment. The area surrounding the beach is not cleaned properly, leading to a garbage land. This has accelerated the growth of mosquitoes and other flies in the corners of the beach. Also, people have started complaining about the pungent smells because of the growing wastes. Another blow to the safety of the beach was done when a dead body was found inside the beach complex. The flow of visitors reduced drastically after the incident. Usage and facilities Currently, the beach is primarily used for walking, surfing and windsurfing. The beach is actually an array of many attached beaches, each having specific qualities and attractions. Thus, while few beaches are mostly used for walking and sigh-seeing, others famous for their high tides and surfing. The beach also has a popular amusement area. Apart from this, the beach is also surrounded by restaurants, cinemas, condones and parks. The Aberdeen beach is actually a part of the Queens Link which is famous for various other attractions such as amusement park, cinemas, restaurants, shopping centres and more. External analysis In order to do a macro and micro environmental analysis a PESTLE analysis of the Scotland tourism is done here. Political Scotland falls in the category of developed economies. Political situation is stable in Scotland. The major