The Dutch Health Care System Health And Social Care Essay

The Dutch Health Care System Health And Social Care Essay Following quite a while of spiraling wellbeing costs, change was expected to the Dutch Health Care System. A double framework was presented January 2006 involving mandatory private medical coverage and government gave human services. Necessary private medical coverage funds all essential andâ curative careâ (i.e. the family specialist administration and medical clinics and centers). Social protection supported by reserved tax collection covers long haul care for the old, palliative consideration, and the drawn out psychological well-being patients needs. Essential Health care is given by family doctors, locale medical caretakers, home guardians, maternity specialists, physiotherapists, social laborers, dental specialists and drug specialists. Every individual must be enrolled with a nearby family doctor. The general professional makes referrals to masters or emergency clinics. The Netherlands has world class medical clinics, including eight college emergency clinics. Every one of the college clinics offer administrations such asâ neurosurgery,â cardiac medical procedure, a high-levelâ emergency office, advancedâ oncology, offices for irresistible ailments, and different administrations by and large not found in littler emergency clinics. A level and kind of care like that offered by college emergency clinics is offered by various huge medical clinics which are not straightforwardly subsidiary with a college, however these clinics will in general be to some degree littler. These medical clinics are much of the time alluded to as top-clinical focuses. The vast majority of the medical clinics in The Netherlands are private not-revenue driven foundations. This contrasts well and the Australian medicinal services framework. Despite the fact that Australia has a solid private medicinal services framework, it isn't mandatory. Government financed social insurance gives fantastic consideration in open clinics, essential medicinal services included visits to gps, and limited pharmaceuticals. Job of Government Dutch Health care is directed by the Ministry of Health, Welfare and Sport, and the present Minister is Edith Schippers. Marlies Veldhuijzen van Zanten-Hyllner is State Secretary for Health, Welfare and Sport. The Ministry of Health, Welfare and Sport de⠬⠁nes strategies that expect to guarantee the prosperity of the populace to lead solid ways of life. One of the fundamental targets of the Ministry of Health, Welfare and Sport is to ensure access to an arrangement of social insurance offices and administrations of high caliber where all residents have private human services. The Ministry includes acts inside the Exceptional Medical Expenses Act (AWBZ) and the Sickness Fund Act (ZFW). Nearby specialists work with the Ministry of Health, Welfare and Sport to give general social insurance to the network. Neighborhood specialists are engaged with open wellbeing strategies, including the execution of the Medical Assistance (Accidents and Disasters) Act.). The Ministry likewise organizes the National Institute of Public Health and the Environment, a significant information community for general social insurance. The Ministry of Interior and Kingdom Relations is answerable for: principles in open organization strategy on urban regions the combination of minorities organizing coordinated open wellbeing and security approaches Subsidizing Money Minister Jan Kees de Jager gave an account of 12 May 2011 that the increasing expense of medicinal services is the greatest test confronting the Netherlands and the remainder of the world. This expanded spending on Australian human services mirrors this pattern. Over the previous decade, the expense of medicinal services has ascended by 4% every year, while the economy has just developed 2%, he said. That is impractical, he said. Sooner or later that solitary classification will gobble up the whole economy. The Netherlands burned through à ¢Ã¢â‚¬Å¡Ã¢ ¬60bn (A$80bn) on medicinal services in 2010.. De Jager said the arrangement doesn't lie in expanding premiums or cutting inclusion. In the drawn out you can't abstain from searching for arrangements inside social insurance itself, he said. How we approach this is the greatest test that we need to manage, for both the Netherlands and the remainder of the world. Australia is confronting a similar issue of rising medicinal services costs. The administration has actualized motivating force plans to support a higher level of Australians taking up private health care coverage (30% private medical coverage refund) just as a 3% medicare demand for those procuring over $70 000 who don't have private health care coverage. Workforce The Dutch Health Care framework is confronting a widespread issue with its wellbeing workforce. The simplicity of movement through EU and geographic closeness of nations has made a versatile wellbeing workforce. The report xxxxxx Health Worker movement from Western Europe, may increment, antagonistically influencing wellbeing framework execution in different nations, especially those that have joined the EU since 2004. The Netherlands Ministry of Health, Welfare and Sport is liable for the advancement of approaches to guarantee the wellbeing and social prosperity of the occupants in this little thickly populated nation. The Netherlands is like the United States in having a wellbeing framework dependent on private suppliers with government obligation regarding the openness, moderateness and nature of human services. Medical coverage is obligatory and the administration contributes for those unfit to pay. General practices are private organizations which go into an agreement with back up plans to gracefully administrations to the clients of the insurance agency. GPs are paid a capitation charge for every patient enrolled with their training, an expense for every counsel and a debatable repayment for training costs, contingent upon administrations offered, staff utilized, and the accomplishment of value and effectiveness pointers. These charges are paid to the GPs by the insurance agencies. Most GPs are freely settled and independently employed. Patients in The Netherlands pick their own family doctor, however are required to enlist with a training. Numerous practices utilize a training attendant to give incessant illness the executives and most GPs utilize specialists colleagues who can perform basic clinical strategies, for example, taking circulatory strain, syringing ears, giving infusions and performing vein punctures under guidance from GPs. Out-of-hours focuses or cooperatives give access to PHC administrations from GPs, medical caretakers or specialists colleagues from 5pm to 8am. The report shows a draw from wellbeing works in nations further east and south looking for better compensation and profession openings. There are enormous incongruities in wellbeing use over the EU, just as ability deficiencies (genuine and anticipated) in numerous wellbeing frameworks in western Europe, which may apply a draw on wellbeing laborers in nations further east and south looking for better compensation furthermore, profession openings. This brings up significant issues what is the proof that wellbeing laborers are relocating, and is any movement brief or changeless? On the off chance that wellbeing specialist movement is an issue, what are the alternatives for strategy creators? What are the push and pull factors and how might they be tended to? It is important that the issue of relocation is inspected in the more extensive setting of the elements of social insurance work markets, and that any approach arrangements center around improving observing just as overseeing what's going on. It is likewise urgent to comprehend relocation drifts according to existing stocks and streams of wellbeing laborers. So as to do this, better and progressively complete information are expected to screen the situationso that approach choices can be produced using an educated point of view. End In rundown, The Netherlands are confronting a similar human services topics as the remainder of the world, including Australia. A portable workforce has prompted a social insurance specialist deficiency. Expanding medicinal services costs has driven the administration to reexamine private health care coverage and the Dutch government executed a mandatory framework in .

Knowledge Of The Concept of Resistance to Change †Free Samples

Question: Talk about the Knowledge Of Resistance to Change. Answer: Presentation This report has been executed on the subject Resistance to change in which conversation will be made with respect to the protection from change looked by the association. The business condition is dynamic and representatives may oppose tolerating these progressions occurring in the business condition. Association embraces changes for upgrading the exhibition of the business. A significant issue or challenge which is looked by the business is protection from change from the representatives. Various people carry on distinctively for the progressions which business is intending to execute for the advancement of the business. Various components are liable for the protection from change by the workers or various people in an association. These components decide the conduct of the individuals towards the change. Change the executives is a significant viewpoint which helps the business in actualizing the adjustment in a successful way. This report will create information on the idea of protection from change and factors which contribute towards protection from change. Effect of the protection from change can be seen on the exhibition of the business. This effect of protection from change will be examined in this report. Business needs to receive procedures or approaches which help in managing protection from change. Protection from change Associations are working in a powerful domain where changes are happening at a quick speed. These changing viewpoints make pressure on the business to embrace the change for leading tasks of the business adequately. Business needs to embrace the change or receive the idea of progress the board for adapting to the changing parts of business condition. Change has been characterized as a significant for business which improves the presentation of the business. Adjustment of progress frames a base for the endurance of the business. Change the executives has become a significant part of the business condition (Agboola Salawu, 2011). As indicated by Goksoy, et. al. (2012), change the executives has been considered as a bit of leeway for the business which advances development and extension. There are various reasons liable for the usage of progress and these reasons incorporate innovative headways, increment in rivalry, change in money related condition and financial condition. Protection from change is a test which influences the procedure of usage of progress in the association. Business needs to investigate this protection from change alongside the reasons liable for the protection from change. A significant component which influences the procedure of progress the executives is protection from change. The term protection from change can be characterized as the activity of an individual or gathering of people restricts to a change which is occurring as a danger to the individual or gathering of people. Protection from change is a significant test which influences the development and extension of the business unfavorably. Associations are receiving changes with a thought process to increase an upper hand over the others in the business. Changes are actualized for improving the exhibition of the business however the business may confront obstruction from various people or gathering of people (Boohene Williams, 2012). Protection from change is the activity of the worker of the business which is influencing the change the board procedure of the business. Protection from change is a negative demeanor of individual or gathering of the person which is against the choice of executin g a change. Various presumptions have been had with respect to the effect of protection from change. There are various components liable for the disappointment of choice for change the board and usage. Protection from change is one of the most significant factors behind the disappointment of choice for usage of progress in an association (Vasanji, 2016). In the expressions of Serban Iorga (2016), protection from change is an essential test which is influencing the strength of the business. Various kinds of changes are being executed by the association for adapting to the changing complexities of nature. These progressions can be social change or basic change. Level of the change varies from association to association. Each association anticipates obstruction while executing change because of different elements. This obstruction brings about disappointment of the choices and influences the choices of the business. There is a need to clarify the advantages related with the execution of progress to the workers or individual opposing to change. Protection from change holds the intensity of deferral, upset or hinder the execution of the change procedure. Protection from change builds up a negative disposition in the people or gathering of people towards the change. Various reasons are answerable for building up this negative disposition a mong the people or gathering of people. These reasons incorporate misconception of the purpose for the change, obscure dread, loss of status or loss of solace (Khan, et. al., 2017). Changing condition requests change in the business and its way of directing activities for getting progressively smoothed out. Obstruction can make a hopeless scenario which is against the destinations of the business. Obstruction makes it hard to execute the progressions and makes an unfavorable effect on the presentation of the business. It can influence the endeavors made by the association for the change the executives. For the fruitful usage of the change, the association needs to pick up the help of the workers. The rationale behind the execution of the change is to remain serious and according to the changing industry condition (Kebapci Erkal, 2009). For instance, Uber taxi specialist co-op has confronted protection from change from the business. With the adjustment in the innovation, Uber offered online taxi benefits in which taxis in the region are reserved by utilizing an application. This advancement of Uber has influenced the presentation of conventional taxi organization s who opposed to the change executed by Uber (Bouquet Renault, 2014). The focal point of the associations is on lessening the protection from change for the usage of the adjustment in a powerful way. Various people have various perspectives with respect to the change which frames a base for the protection from change. These various perspectives on the various people influence the change the board and by and large execution of the business. There are different components which should be considered as these variables are answerable for the protection from change in an association. Protection from change influences the change the executives procedure just as decreases the development and extension of the business. To adapt to the protection from change, there is a need to actualize procedures or approaches. These methodologies should be applied according to the need of the business. Changes are useful for business and upgrade the presentation of the business. Correspondence process should be improved as powerless correspondence process expands the odds of protection from change (Toribio Hernandez, 2011). For instance, Avon has confronted protection from change as Avon has confronted a decrease in the costs of stock. New CEO was delegated in the year 2012 for defeating from this unfriendly circumstance. Because of the protection from actualize the ideal change for improving the presentation, execution of Avon has influenced everywhere (Trefis, 2015). Elements adding to protection from change Change the executives choices are taken by the business for upgrading the capacities of the business. It is imperative to pick up the help of the representatives and inside partners of the business for actualizing change. Protection from change in a tremendous test which can bring about disappointment of the choice made by the business just as influences the inward condition of the business on the loose. Protection from change can be because of different reasons which should be investigated for beating the test and wiping out the effect of protection from change. There are different components which have contributed towards the protection from change in an association. These components which increment the odds of protection from change in an association are dread of losing employment, obscure feelings of trepidation, absence of wellbeing, disposition, qualities and standards of the individual, financial contemplations, propensities for the representatives, culture of the association, absence of correspondence procedure and commitment of workers which expands miscommunication, absence of trust and poor timings (Y?lmaz K?l?o?lu, 2013). Absence of a successful correspondence process in an association influences the change the board procedure and adds to protection from change. This factor influences the progression of data among the workers which influences the considerations and choices of the person. Because of this absence of a powerful correspondence process, workers oppose to change. Propensities for the workers decide their demeanor towards the change business is executing. Usage of progress remembers a change for the way tasks are executed. This influences the propensities for the person which brings about protection from change. Correspondence is a significant perspective which helps in connecting with the representatives in the tasks of the business. The choice of the association with respect to the execution of the change may get influenced because of the poor planning for change usage chose by the association. The association needs to choose appropriate timings for the usage of progress to guarantee it is n't confronting the circumstance of opposition (Zafar Naveed, 2014). Representatives dread of losing the employment which shapes the reason for protection from change. With the change execution, a business may need to change the way in which it is working. This part of the procedure of progress the executives builds up a dread of loss of occupation among the emp

Could You Have Samhainophobia or the Fear of Halloween

Could You Have Samhainophobia or the Fear of Halloween Phobias Types Print Could You Have Samhainophobia or the Fear of Halloween? Its not a trick or a treat, this phobia is very real! By Lisa Fritscher Lisa Fritscher is a freelance writer and editor with a deep interest in phobias and other mental health topics. Learn about our editorial policy Lisa Fritscher Updated on January 31, 2020 Anton Petrus / Getty Images More in Phobias Types Causes Symptoms and Diagnosis Treatment Halloween is often intentionally scary, and it can feel downright overwhelming for those with samhainophobia, or the fear of Halloween. Defined as a persistent, abnormal, and unwarranted fear of Halloween, samhainophobia is a term rooted in ancient pagan traditions, particularly those of the Celtic Druids. The festival of Samhain was celebrated as early as 2,000 years ago to mark the night before the Celtic New Year. October 31, the last day of the Celtic year, was seen as a time when the veil between the living and the dead was thin, and ghosts could walk among the living for both good and evil. The Samhain festival was centered around massive bonfires, ritual sacrifices to the gods, and fortune-telling. Participants generally wore costumes made from animal skins. The Reason for the Fear of Witchcraft in History and Modern Times What Causes Samhainophobia? The holidays pagan roots and traditional association with ghosts and witchcraft may cause the fear of Halloween, especially for those with religious conflicts. People who are undergoing a crisis of faith, questioning their religious beliefs, may be at an increased risk for this type of phobia. In some people, the fear of Halloween is rooted not in ancient beliefs and practices, but in modern traditions. Some people genuinely do not enjoy the feeling of being startled or scared, yet modern Halloween traditions rely on scares as a major portion of the evenings entertainment. Even if you skip the haunted attractions, ghost stories, and other obviously-frightening events, people may try to startle you at costume parties and other Halloween get-togethers. For some people, the fear of Halloween is based on other specific phobias. Ghosts, witches, vampires, zombies, blood, gore, darkness, lightning, masks, animatronics, tombstones, clowns, and loud noises are just a few of the basic Halloween staples. If you have a phobia of these or other relatively common elements, you may be triggered even by small children who are trick-or-treating in costumes and makeup. How Does Religion Cause Different Phobias? Overcoming the Fear of Halloween Working through the fear of Halloween is important, as it is one of the biggest holidays in the United States. Those who fear the holiday may have difficulty at work or school events as well as social activities. But how to cope with the fear depends on a variety of factors, including the nature of your phobia, its severity, and your personal triggers. If your fear is relatively mild, you may be able to combat it with basic coping techniques. These may include: Visualizing yourself successfully making it through a feared eventBreathing purposefully or mindfully to calm your nervesAttending Halloween festivities with a supportive friend or relative to lower anxiety levels If your fear is more severe, however, professional assistance may be required. Your therapist will help you determine exactly what youre afraid of, and create a treatment plan to work through your fears. Those with severe religion-based phobias might do well to seek spiritual counseling from a trusted religious leader â€" either instead of, or in addition to, professional therapy. The good news: Although the fear of Halloween can feel isolating and overwhelming, the phobia generally responds well to therapeutic techniques.

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The Adventures of Huckleberry Finn Essay - 739 Words

The Adventures of Huckleberry Finn by Mark Twain â€Å"When a true genius appears in the world, you may know him by this sign, that the dunces are all in confederacy against him.† - Jonathan Swift â€Å"Thoughts on Various Subjects, Moral and Diverting† In some works of literature, the main character often finds himself or herself in conflict with the social or moral values of his environment. Choose one novel or play of literary merit in which the character is at odds with the people around him or her, or with society at large. Write an essay in which you explain how these conflicts are essential to the overall meaning of the work. The Adventures of Huckleberry Finn: An Analysis of Conflict In The Adventures of Huckleberry Finn, author Mark†¦show more content†¦While she tries to save Huck from eternal damnation, she fails to realize that she herself is practicing a much more damning institution. She ironically preaches salvation, but she herself is involved with slavery – something the Bible condemns. Another example of this irony is Huck’s confrontation with Mrs. Loftus. Although she seeks to aid Huck, she ultimately is part of the reason he is in danger. Her husband is on a search for Jim, who is wanted for not only being a runaway but also for being a suspect in Huck’s â€Å"murder.† With this, the Loftus family puts Huck in more danger than he already was in. As Huck observes the hypocrisy of his society, he feels more inclined to break away from their way of life and instead form his own conclusions about what is right and what is wrong. Huck’s struggle against society and its attempts to civilize him is the starting point of the conflict in the novel. He feels trapped by the standards society has set for him. In order to avoid his culture’s influence, Huck flees his life with the adults that have done nothing but set a bad example for him. As he forms a relationship with Jim, a runaway slave, Huck truly begins to question the morals upheld by his society. To Huck, being associated with a slave is one thing, but aiding one in escaping is an entirely different and more dangerous predicament. When Jim is captured, Huck must decide whether to turn JimShow MoreRelatedThe Adventures of Huckleberry Finn800 Words   |  4 Pages The Adventures of Huckleberry Finn is an action-packed adventure about Huckleberry Finn, an extraordinary young boy growing up along the Mississippi River. The author, Mark Twain, established rigid conflict and left his readers in disbelief over some of the occurrences in the book. All adventure long, Huck and his comrades must adapt to keep their dreams alive. Huck becomes a better person from experiencing all the hardships that he endured, whether it is being thankful for his friends or becomingRead MoreThe Adventures Of Huckleberry Finn4280 Words   |  18 PagesNadeem Sbaiti Mrs. Greenlee HN ENG III 1, June 2015 Independent Novel Project The Adventures of Huckleberry Finn Knowledge Significance Of Title The title The Adventures of Huckleberry Finn seems to be very self-explanatory of the significance hence the name. Furthermore after further review and thought I have realized there is a deeper meaning than just that of Huckleberry Finn. When the book first begins it is showing the start of the young boys band of robbers and it leads you to believe theRead MoreThe Adventures Of Huckleberry Finn1787 Words   |  8 Pages2015 Independent Novel Project The Adventures of Huckleberry Finn Knowledge Section Significance of Title When considering the background behind the novel’s title, not much is immediately apparent; for the title is literally just the main character’s name, and the affirmation that there will be some adventuring going down somewhere within the story. Further analysis is not really possible unless the name of the said protagonist is considered. The name Huckleberry does not refer to any actual hucklesRead MoreThe Adventure Of Huckleberry Finn1464 Words   |  6 PagesShe died of a sudden heart attack following a seizure on Christmas Eve, 1909. Jean was 29 years old. Many of Twain s works were tied into his childhood in Hannibal. like Life in Mississippi, Tom Sawyer, and, his most famous tale, The Adventure of Huckleberry Finn. Life on the Mississippi was one of Twain s most upbeat books. He wrote it at the beginning of his writing career before all of the tragedies struck his life. He filled his writing with the celebration of his time as a young boy, an apprenticeRead MoreThe Adventures of Huckleberry Finn600 Words   |  3 Pages The Adventures of Huckleberry Finn Mark Twain’s continuation of Tom Sawyer follows the misadventures of Tom’s friend Huckleberry Finn and a runaway slave, Jim. The story opens with Huck who is living with Widow Douglas and her sister Miss Watson. The sisters are trying to civilize and educate the unwilling Huck who is not happy with his new life of church, school, and manners. Right as Huck is coming to terms with this new lifestyle his drunken, abusive father returns and demandsRead MoreThe Adventures Of Huckleberry Finn787 Words   |  4 PagesIn this journal, both Nicole Amare and Alan Manning criticize the novel, The Adventures of Huckleberry Finn through Mormonism. To Amare and Manning, Twain’s fascination of Mormonism and the character’s literary meanings. Furthermore, they claim of Twain’s use of his use of politician names in the stories, which are seen as juxtaposed by Twain in the novel, impact the character Boggs and Governor Liburn Boggs of Independence, Missouri. However, these uses of political names can be portrayed as simplyRead MoreThe Adventures of Huckleberry Finn700 Words   |  3 PagesJocelyn Cha dwick-Joshua accurately asserts that in The Adventures of Huckleberry Finn, Mark Twain uses chapters one through sixteen to establish Huck and Jim as characters and to develop their relationship. To begin, Twain portrays youthful Huck as a remarkably developed, multifaceted character. Huck Finn is very independent, and likes to have control of his own life. Taking matters into his own hands, â€Å"I judged I’d hide her good, and then, ‘stead of taking to the woods when I run off, I’d go downRead MoreThe Adventures Of Huckleberry Finn3078 Words   |  13 PagesEnglish III 01, June 2015 Independent Novel Project The Adventures of Huckleberry Finn Knowledge Significance of Title The title of this novel can be very literal and sarcastic. The Adventures of Huckleberry Finn does contain the plot of Huckleberry Finn going on several adventures, which tells the literal and obvious meaning of the title. The title is also used as sarcasm. Although The adventures of Huckleberry Finn does contain adventure throughout the story, it is more about race and slaveryRead MoreThe Adventures of Huckleberry Finn612 Words   |  3 Pages In The Adventures of Huckleberry Finn, Huck thinks that being civilized means being a hypocrite because he says all of the adults are civilized and they are hypocrites. Huck thinks that civilized people are all about manners and how you should dress. Huck is used to doing things his own way. Huck has a lot of freedom which represents natural life. He was raised without rules and limits which can sometimes lead him to trouble. Huck is used to living on his own. Huck is a free spirit and doesRead MoreThe Adventures of Huckleberry Finn2192 Words   |  9 Pagesmind about Jim at this point? Jim is very much like a father to Huck. He looks out for Huck and he is respected and looked upon by Huck. This is also more significant because Huckleberry Finn never had a father and he never really had a role model. Jim serves this purpose perfectly. Throughout all of his adventures Jim shows compassion as his most prominent trait. He makes the reader aware of his many superstitions and Jim exhibits gullibility in the sense that he Jim always assumes the other

Mobile Phones Resource or Distraction in Studies Free Essays

Mobile phones: a resource or distraction in education Mobile phones are one of the greatest inventions of mankind. Through his invention he has created his own world at his fingertips. He has removed the hindrance of distance between him and the world. We will write a custom essay sample on Mobile Phones: Resource or Distraction in Studies or any similar topic only for you Order Now But the important question which needs to be answered now is what should be the role of mobile devices in the learning process? It has been a key factor contributing to bad grades, also several health related disorders among students, but on the other hand, mobile devices can help students with quick research and provide a vital communication link to their, classmates, and even teachers. Students who do subjects which require field work research will need cell phones while in the field. All modern cell phones can be used to take pictures in the field, create reports using simple word processing applications, save and submit data back to their schools. If their school has a remote storage facility, students can easily back up their field work notes, videos and picture on that server while in the field. Most mobile phone service providers offer cheap internet subscription packages, so students will find it easy to transfer data or make more extensive research online using their cell phone. Both parents and teachers will need to stay in touch with their children and students, so cell phones will make this communication simple. Also students use cell phones to join peer to peer discussions which can help them ask any thing educational during this discussion. This discussion can be hosted on online educational social networks like Piazza. com, this network has mobile phones apps which a student can install and join any academic discussion using their mobile phones. It is very important for students to be in position to learn from anywhere at any time. The education world is changing and many scholars are attending virtual classrooms. Online education is now becoming so popular than before, mobile phones have also helped in the growth of Mobile-Learning. Since today’s cell phones have more than one application, students will always get distracted in the quest of trying to discover and try out new cell phone applications. Female students are more likely to get distracted by mobile applications like Pinterest, Facebook or twitter, then for the male students, they can get distracted by cell phone game applications or video streaming applications. This continuous distraction will affect a student’s concentration in the classroom, and it can also distract other students around them. When it comes to exam time, they will resort to cheating. So they can decide to scan their notes on their cell phones or use text messaging service to cheat exams. Then some students can Google exam questions and copy whatever they find online, and in most cases this data published online is not correct which results into exam failure. This trend will only increase, and it’s up to parents and teachers to balance the pros and cons of using cell phones as part of the learning process. While there is no single solution, perhaps there are lessons to be learned from the early internet era. The internet was at first seen as a new frontier with dangers lurking behind each click, whereas today schools and parents have universally embraced the web as a medium for research, education and efficient communication. With appropriate safeguards and reasonable policies, perhaps cell phones and web-enabled smart phones can run a similar course. How to cite Mobile Phones: Resource or Distraction in Studies, Essay examples

Mga impluwensya ng panitikan sa tao free essay sample

I OBJECTIVES : At the end of the lesson , the students should be able to : 1. Understand nd know the importance of female reproductive system . 2. Name the different parts nd functions of the female reproductive system . 3. Show respect for the different opinions , values and interpretations related to the to II SUBJECT MATTER : A. Topic : The Female Reproductive System. B. Parts and functions of the Female Reproductive System. C. Female reproductive system :Diseases , prevention and treatment . III PROCEDURE : 1. Motivation :Recall the lesson about the other systems of the body . 2. Discussion Proper : A . The Female Reproductive System It is designed to : Produce female egg cells for reproduction , to transport the ove to the site of fertilization , It produces femle sex hormones that maintain the reproductive cycle . B . Parts and Functions ovaries – ovl shaped glands , it produces eggs and hormones . fallopian tubes – narrow tubes , serves as tunnels for the egg cells . uterus – the hallow pear shaped , a home to adeveloping fetus . We will write a custom essay sample on Mga impluwensya ng panitikan sa tao or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page vagina – canal that joins the cervix , also known as birth canal . cervix the lower, narrow portion of the uterus where it joins with the top end of the vagina . labia majora – enclose and protect the other external reproductive organs , translated as large lips . labia minora – small lips , it can be very small or up to 2 inches wide . bartholins glands – located beside the vaginal openings and produce produce a fluid secretion clitoris – covered by a fold of skin , the two labia minora meet at the clitoris . SPERMATOGENESIS : the process by which spermatozoa are produced from male primordial germ cells though mitosis and meiosis . it produces mature male gametes , commonly called sperm but specifically known as spermatozoa . for humans , entire process of spermatogenesis takes 74 days , testes produce 200 -300 million sperms daily .

All about the C# Programming Language

All about the C# Programming Language Year of Creation?: 2000. C# is the main programming language of the Microsoft .NET framework and has had millions of dollars spent developing and promoting it. In under 6 years it has become a rising star and may yet rise to rival Java. Why was C# Invented?: Because Sun wouldnt allow Microsoft to make changes to Java. Microsoft had had a product Visual J but the changes they had made upset Sun and so it came to a halt. What is C# used for?: All sorts of applications ranging from computer games, utilities, Operating Systems and compilers. There are also web based applications running on the asp.net platform. What versions of C# are there?: The current version is 2.0 and that came out with Microsoft Visual Studio 2005. Version 3.0 is being developed. Does C# present any problems for novice Programmers?: C# is a comprehensive language with many advanced features, especially in version 2.0 such as generics. To get the best out of C#, knowledge of Object Oriented Programming is essential. Syntactically it has a lot in common with Java. How would you sum up C#?: C# is a modern programming language and is really only rivalled by Java. It does though require the .NET framework on Windows. There remains a substantial body of code written in C and it seems that C# will coexist with C rather than replace it. C# is an ECMA (European Computer Manufacturers Association) and ISO standard and this has allowed other implementations such as the Linux project Mono to happen.

English words spelled

English Words Spelled with 3-letter /Ä «/ English Words Spelled with 3-letter /Ä «/ English Words Spelled with 3-letter /Ä «/ By Maeve Maddox Among several ways to spell the long i sound in English is the 3-letter combination -igh- as in sight [sÄ «t]. The spelling reflects an earlier pronunciation in which the gh represented a sound made with the soft palate, rather like the ch heard in German ich. The -igh- spelling has persisted in English because it occurs in a small group of high frequency one-syllable words. Its easy to tolerate an apparently difficult spelling when one sees it frequently. Most of the -igh- words end with the /t/ sound and spelling. Exceptions are high, nigh, and sigh, in which igh represents the final sound. The other most common -igh- words are: bright from O.E. beorht, byrht fight from O.E. feohtan flight from O.E. flyht knight from OE cniht, cneoht light from O.E. leï ¿ ¼oht might from O.E. meahte, mihte night from O.E. niht right from O.E. riht sight from O.E. sihth The word delight has come to be grouped with the -igh- words because of association with the word light. Etymologically speaking, delight belongs with sprite and spite. All three words come from the French. delight from Old French delit, deleit, from delitier, deleitier sprite from Old French esprit spite shortened from despite which comes from Old French despit In the 16th century, sprite was often spelled spright and spite was spelled spight. Since then, theyve reverted to spellngs closer to their origins, probably because they are not in such frequent use as delight. In case you havent come across the word sprite as anything but a brand name, Ill define it: A sprite is an other-worldly creature, like an elf or a fairy. The word derives from the same source as spirit, but spirit has a more serious connotation than sprite. A sprite plays tricks. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:When to use "on" and when to use "in"The Possessive ApostropheEspecially vs. Specially

Management Skills Development Plan Term Paper Example | Topics and Well Written Essays - 1750 words

Management Skills Development Plan - Term Paper Example As a group leader, I ensure that I know the person’s abilities and talents before delegating a job. I never overburden my team members or be impatient. For example, I make accommodation for personal preferences, existing work duties or family commitments. If a group member asks that he wants to do a particular job, I make sure that he gets that, considering it suits their abilities. My peers often appreciate my group management skills, complimenting how everyone is satisfied with the work that they have to do. I also practice good negotiation skills. Instead of openly negating opinions if I do not agree to it, I use a subtler approach. Where there is a conflict of opinions, rather than picking an argument, I try to negotiate with my team members, colleagues or senior authority. I start my statement by saying, â€Å"You may be correct Sir/Ma’am/Mr.†¦, but I think it should be†¦Ã¢â‚¬ . My peers are appreciative of my negotiating skills. I am also good at motivating others. If I know someone is good enough to perform a particular task, I would encourage him/her to pursue it. I would have a talk with that person, asking him/her to share his/her hesitations. For instance, I once motivated a coworker to pursue a project in kitchen designing on the basis that she was good at designing but never had the motivation to take it to the next level. Another one of my strengths is presentation-making. I enjoy researching, making presentations and adding animation and special effects to make the presentation interesting. As a result, my colleagues choose me after a general consensus to make presentations on behalf of the group. However, I also have certain weaknesses which prevent me from reaching optimum level of performance. Primarily, I have problems managing time. I have on occasion not managed to complete designated tasks on time. Meeting deadlines is a

Review of Literature on the Attributes of the Ideal Leader in Higher Research Paper

Review of Literature on the Attributes of the Ideal Leader in Higher Education - Research Paper Example Quaqebeke & Knippenberg (2012) contended that leaders can only be effective when they are able to exercise influence over subordinates. A researcher viewed that when subordinates look at their leaders as ideal, they will follow them with respect and likes to be self-identified with them. Using self-other-overlap measure, researchers determine the level of respect accorded by the respondents to their leaders through their communicative openness with them (Quaqebeke et al., 2012). Mael and Ashford identification questionnaire was also utilized to know if they can self-identify themselves with their respective leaders.Researchers confirmed that the relationship between leader categorization and openness to leadership is stronger, which posit that more subordinates thought of themselves as imbibed with ideal leaders qualities. They further agreed that people's categorization of leaders and themselves is contingent upon if the ideal leader category is viewed as far from standards set as t he benchmark.Aaker (2003) meanwhile studied the leadership styles of female administrators in Tennesee using 13 two-year community colleges (p.1). Through Leadership Practice Inventory and with demographic data of varied respondents, Aaker (2003) argued that the traits commonly used in leadership are enabling, modeling, encouraging, challenging, and inspiring (p. 1). Aaker (2003) likewise affirmed that there are no significant differences between female executives designated in students affairs (p. 1).

Minimising IT Project Management Failure

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