Botswana and a Dutch Disease Essay Example | Topics and Well Written Essays - 1500 words

Botswana and a Dutch Disease - Essay Example Cherunilam (2008, p. 166) defined Dutch disease as â€Å"the deindustrialization of a sector caused by the boom in another traded good sector†. Basically, a Dutch disease is present when there is an excessive utilization of its available natural resources. As a result, excessive use of natural resources can trigger a significant decrease in the overall production of goods among the local manufacturing companies. The rationale behind this particular economic situation is that the selling of these natural resources could make the country’s monetary currency stronger. Therefore, the exportation of finish products coming from the tradable sectors becomes less attractive in the world market (Pegg 2010). The overvaluation of a currency can cause long-term harm over the economic performance of each country. The presence of trade shocks can lead to serious market failures. Aside from causing market failures in less developed countries, Rodrick and Rosenzweig (2010) explained th at a strong monetary currency can make the local manufacturers become less competitive in the world market. For this reason, a significant decrease in the demand for goods and services would mean a higher unemployment rate in the long-run. The real GDP growth rate in Botswana as of 2010 was 7.5% (U.S. Department of State 2011). However, this particular economic indicator alone is not sufficient to determine whether or not Botswana is suffering from the negative economic consequences of a Dutch disease. With regards to this matter, this report aims to carefully examine the economic variables which may suggest whether or not Botswana is currently experiencing a Dutch disease. In order to perform a full analysis of Botswana economy, this report will focus on observing historical changes in the value of Botswana’s currency (Botswana Pula or BWP), changes in the exportation growth, potential sources of capital inflows (i.e. exportation of natural resources, foreign direct investme nt, remittances from overseas workers or incoming of foreign aids), and high levels of unemployment rate. Economic Variables Suggesting whether or not Botswana is Experiencing a Dutch Disease A Dutch disease is often associated with the presence of abundant oil supply. In the case of Botswana, its natural resources are not dependent on oil but more on the presence of abundant supply of diamonds, copper, and nickel (U.S. Department of State 2011). Even though Botswana is highly dependent on mining, this particular industry only employs 8,000 workers (Pegg 2010). Within this context, we cannot clearly say that the mining industry in Botswana is booming since this particular industry does not literally extract resources from away from the manufacturing or agricultural sectors. The trend and value of Botswana’s currency is one of the main economic variables that one should carefully examine to determine whether or not Botswana is currently experiencing a Dutch disease. Even thoug h the currency of Botswana Pulas is not pegged to a specific foreign exchange value, Botswana managed to maintain the exchange rate at the average of 7.3507 Botswana Pulas to 1 US dollar between the periods of September 2011 to March 2012 (Exchange-Rates.org 2012). In case Dutch disease is present, economists believe that a strong exportation of na

Cuban Revolution Essay Example for Free

Cuban Revolution Essay The effects of the Cuban Revolution on women’s lives and gender relations in Cuba from 1959 to 1990 include that some say women have not reached equality yet with men, women gained more opportunities for themselves, economy and politics, and also how women still had responsibility for children and home, not men. One effect of the Cuban Revolution on women was the thought that women still have not reached equality with men. Ofelia Dominguez Navarra (#1), a female Cuban socialist feminist, believes an effect of the Cuban Revolution will change the social status of women to be less patriarchal. As a Cuban feminist, she probably believed this because the revolutionaries could change the Cuban Civil Code. Fidel Castro (#5), the Cuban president, believes an effect of the Cuban Revolution on women’s gender relations is that they will still be discriminated against, but will take some more time before women have full equality. Castro probably has this point of view because his audience was women and he wanted to be realistic so they understand the effort it is going to take to stop the oppression of women. Alina Fernandez (#6), a new mother and the daughter of president Castro, believes that despite the Cuban Revolution, there was no effect change in women’s rights in the home. Being expelled by her own father, she probably believes this because she lost her future job and now must struggle on her own to support her baby. An additional document that would help see their point of views how women did not gain much would be a letter from a single mother or supporter that did not get help with her problems. This would be helpful because it would show that even after the revolution, there was not a great effect for some women in a good way, and possibly even made it a harder life to care for her kids and herself. Another effect of the Cuban Revolution on women was that women gained more opportunities for themselves, economy, and politics. Yolanda Ferrer (#2), a female politician of Cuba, expresses her belief that an effect of the Cuban Revolution on women was that a school for peasant women was created to teach basic job skills. As a woman, she probably believed this was good because it educated women and got them out of the house into jobs, which they had previously been excluded from. Genoveva Diaz, daughter of a Cuban revolutionary (#4), states her belief in an interview in 1970 that an effect on women from the Cuban Revolution gave women more opportunities to work in society and become equal to men. She probably had this point of view because before the revolution, women did not have freedom, money, or facilities to study; which are accessible now for women to use and work in society. A Cuban mother interviewed by a United States journalist in 1980(#7), believes that an effect of the Cuban Revolution on women was the Family Code introduction, which guarantees equal rights to women in their homes. She probably believes this because day care centers help them and her daughters are able to collect an education. The United Nations, along with other international organizations (#8), collected data from Latin American communities to show that an effect of the Cuban Revolution was that women went from being significantly less educated than men to ability to be equally literate and involve a contribution to the economy. They had this point of view because of the social changes happening between 1953 and 1982 that caused the illiteracy rate of women to drop, as well as men, and increased the participation of women in the economy. The Communist Party (#9), showed an effect of the Cuban Revolution on women over time had an increased say in government and women’s rights. As politicians in Cuba, the Communists party published this because it made them look like a better political party due to the increased number of women participating in political matters, which they approve. An additional document that would be helpful seeing the positive effects of the revolution would be a speech from a political leader about how the growth of women has been surprising and helpful to the country. This would help because it would recognize how women’s contributions are needed to strengthen the country and prosper. Also, an effect of the Cuban Revolution on women was how women were still responsible for taking care of the children and home, not the men. A male Cuban revolutionary sympathizer (#3), expresses his thoughts about women’s rights to an anthropologist in 1969, believing that an effect on women’s lives from the Cuban Revolution was that it gave women more freedom by gaining jobs, which he thought was wrong. As a male Cuban, he has this belief because it takes power away from men and time away from household tasks that aren’t preformed throughout the day by the woman. Vilma Espin, a female scientist, president of the Federation of Cuban women, and a member of the Cuban Communist Party’s Central Committee (#10), believes an effect of the Cuban Revolution on women is that they created a more stressful life to handle. She probably believes this because women gained jobs, but are still held responsible for raising children and household chores, rather than men contribute. An additional document that would be helpful on understanding this effect would be a journal entry or letter from a wife with children who had a job, creating a â€Å"double work shift. This would be helpful because we would get a look at first hand experience how hard and tiring it was to be responsible for so many things at high expectations from men. Thus, the effects of the Cuban Revolution on women’s lives and gender relations in Cuba from 1959 to 1990 include that some say women have not reached equality yet with men, women gained more opportunities for themselves, economy and politics, and also how women still had responsibility for children and home, rather than men.

Developing a Blue Ocean Strategy

Developing a Blue Ocean Strategy Introduction Currently many companies have to face the challenge of competing with steadily increased competition in their industries. This high amount of competition often leads to a high cost and price pressure which usually results in low margins for the companies. These markets are called the red oceans. One possibility to break out of these red oceans and to increase the margins for the company can be handled by creating a Blue Ocean. Such a Blue Ocean is a market space where the competition is irrelevant. Aim The aim of this paper is to explain how to create such a Blue Ocean and to discuss the degree of novelty of the Blue Ocean strategy. On the one hand this will be done by explaining the belonging theory. On the other hand two cases of innovative companies will be described and analyzed on basis of the Blue Ocean strategy. Blue Ocean Strategy Concept The market set is divided into two categories which are called oceans: Blue Oceans and red oceans. Red oceans are the known market space as it exists today, with all the various industries. Competitive rules are defined and barriers are clear and accepted. Competition exists among players to gain a bigger share; the more players are on the market, the fewer prospects for profit and growth is existent. Cutthroat competition turns the red ocean bloody.  [3]   Blue Oceans on the other hand represent the opposite they are the unknown market space with industries that are not existent today. Demand is not created by competitive rivalry, because the rules of the game are yet to be set. There is substantial opportunity for profitable growth because of the deep potential of market space that is not yet explored.  [4]   To be successful in economic performance most companies are laying the focus on competitive strategies, plenty of enthusiasm is spend on analyzing and outperforming rivals. Using the vocabulary of the authors their focus is on red ocean strategies. In the future this will not be enough to survive; in addition to swim in a red ocean companies need to create Blue Oceans.  [5]  The following image illustrates the major differences between red and Blue Oceans. Image 1: Comparison of Red Ocean with Blue Ocean strategy  [6]   Value Innovation The basis of the Blue Ocean Strategy is called Value Innovation. Competition is made irrelevant by creating value for both buyers and the company. Buyer value is created by the benefit and price that the company offers to the consumer; value to the company is created from the price and its cost structure therefore only if those two variables are aligned the strategy works. The innovation of a product/ service must create value for the market and eliminate features that are not valued by the current market. New and uncontested market space is made accessible by simultaneously differentiate and reducing costs. This strategy is contrary to common management strategies which propose that companies can either create value to customers at higher costs or create reasonable value at lower costs.  [7]  According to the authors Value Innovation is a strategy that embraces the entire system of a companys activities.  [8]  Image 2 illustrates Value Innovation. Image 2: Value Innovation  [9]   Analytical tools and framework There are three basic tools that will help companies to build a Blue Ocean Strategy. The strategy canvas The strategy canvas is a tool that helps to build a Blue Ocean Strategy. It highlights the current situation in the known market space and shows the offering level that buyers receive across several key competing factors. By illustrating these factors in a simple matrix a graphic description in form of a value curve is visible. This value curve shows a companys relative performance within its industrys factors of competition.  [10]  By illustrating the current situation of an industry the strategic focus can be shifted away from current competition to alternatives and noncustomers, a redefinition of the industry can be constructed.  [11]  Image 3 illustrates a strategy canvas with an example of an Airline. Image 3: Strategy Canvas  [12]   The four actions framework This tool uses four key questions to lead to a new value curve: Which of the factors that the industry takes for granted should be eliminated? Which factors should be reduced well below the industrys standard? Which factors should be raised well above the industrys standard? Which factors should be created that the industry has never offered?  [13]   The first two questions give an insight in how to reduce the cost structure in comparison to other players in the industry. Question 3 and 4 give insight into how to lift buyer value and create new demand.  [14]   The eliminate-reduce-raise-create-grid This tool is supplementary to the four actions framework. It gives companies the possibility to act on all four questions answered before to create new value. The four factors of what to eliminate, reduce, raise and create are put in a matrix and by that scrutinize every factor the industry competes on.  [15]   Formulating Blue Oceans strategies Reconstruct market boundaries In order to break away from the competition the first principle is to reconstruct market boundaries. The challenge is to find possibilities of Blue Ocean opportunities. During performing research across various industry sectors the authors found a basic approach to remaking market boundaries, the six path framework.  [16]  This framework is applicable in all kinds of industries and all are based on looking at data from a new perspective. These are the six paths: Path 1: Look across alternative industries Path 2: Look across strategic groups within industries Path 3: Look across the chain of buyers Path 4: Look across complimentary product and service offerings Path 5: Look across functional or emotional appeal to buyers Path 6: Look across time  [17]   By analyzing each of the single paths companies will be able to get an insight into how to open up Blue Oceans by rebuilding market realities and leave behind conventional boundaries of competition.  [18]   Focus on the big pictures, not the numbers The approach to the strategic planning process is based on drawing a strategy canvas, as it is explained in the section of analytical tools and framework of this document. A structured process for developing a strategy canvas has been developed, which is called the Visualizing Strategy.  [19]  As the name implies, this process uses visual stimulation with the purpose to unlock peoples creativity. The main focus here is laid on the big picture rather than on defined numbers and operational details.  [20]   Reach beyond existing demand To achieve a maximization of the size of the Blue Ocean you are creating the focus should be laid on two things: The analysis of non-customers and finding out strong similarities of what buyers value.  [21]  This is a reversed approach to common strategies, where the focus is on customers and customer differences. The three tiers of non customers The challenge is to find out who the non-customers are and get a deep understanding of them. The authors describe three tiers of non-customers that eventually can be transformed into customers. The first tier of non-customers is closest to your market and would stay and increase their frequency of purchases if a leap in value would be offered to them. These non-customers also referred to as soon-to-be.  [22]  The second tier of non-customers is further away from your market and aware of offerings in it but has consciously voted against them. These non-customers are also referred to as refusing.  [23]  The third tier of non-customers is farthest from your market and has never considered its offerings as an option. These non customers are also referred to as unexplored.  [24]   By analyzing each of the three tiers an understanding of the non-customers can be developed to attract them into your market and expand your Blue Ocean.  [25]   Get the strategic sequence right The fourth principle of Blue Ocean Strategy focuses on the challenge to build a sustainable business model that will make profit on your Blue Ocean idea. The idea here is to use sequences and key criteria within a sequence to reduce business model risk.  [26]  Each sequence has a key question that has to be asked. If answered with no the sequence has to be reshaped. If answered with yes one can move on to the next sequence. The four sequences are: Buyer utility: Is there exceptional buyer utility in your business idea? Price: Is your price easy accessible to the mass of buyers? Cost: Can you attain your cost target to profit at your strategic price? Adoption: What are the adoption hurdles in actualizing your business idea? Are you addressing them up front?  [27]   With this sequencing as a starting point further analyzing of strategic pricing, target costing and finally the profit model is developed.  [28]   Executing Blue Ocean Strategy Overcome key organizational hurdles The challenge to execute the strategy of Blue Oceans is significant, since there are changes made from the conventional way of doing things. The authors present four common hurdles in the execution: The cognitive-, political-, motivational- and resource hurdle. Dealing with those challenges in form of hurdles with tipping point leadership is the key to make Blue Ocean Strategy happen in action.  [29]   Build execution into strategy The sixth principle of the Blue Ocean Strategy is about building commitment and trust into the strategy from the start. The focus is laid on a fair process as a key variable that distinguishes successful Blue Ocean Strategy moves from those that failed.  [30]   Case analysis In this section, we intend to describe and analize two cases of innovative companies (Virgin Galactic and Petrobras) based on the Blue Ocean theory. Virgin Galactic Description of Virgin Galactic Virgin Galactic is a company which belongs to the Virgin Group. This group was founded 1970 by Sir Richard Branson and is one of the leading brand venture capital organizations of the world. The group has created more than 300 branded companies in a variety of different industries, employs around 50,000 people and generated revenue of approx. US$ 18 billion in the year 2009.  [31]  Based on them the success of this group derives from the power of the Virgin name, Richard Bransons personal reputation; our unrivalled network of friends, contacts and partners; the Virgin management style; the way talent is empowered to flourish within the group.  [32]   The Virgin Galactic company has the aim of making private space travel available to everyone by creating the worlds first commercial spaceline.  [33]  Virgin Galactic will create, own and operate spaceships, the SpaceShipTwo. To achieve this goal the Virgin Group uses it experiences in aviation, adventure and luxury travel combining with the technology developed by Burt Rutan. The company was founded in the year 2004 and is located in New Mexico. The SpaceShipOne became the first private spaceship with high altitude-flights in the year 2004. The successor of this technology, the SpaceShipTwo, has seats for two pilots and six passengers. Every passenger has to pay US$200.000 with a deposit ofUS$20,000. At the moment 340 passengers have registered for this service.  [34]  So far 450 people have ever been to space, the goal of Virgin Galactic is to take 1,000 people to space within the first year of commercial operation.  [35]  The first commercial flight shall start in the year 2012.  [36]   The mothership of the SpaceShipTwo, the WhiteKnightTwo, will take the SpaceShipTwo to a height of about 16km and then release it. At that point the rockets of the SpaceShipTwo will boost and bring it to a height of about 100km.  [37]  There it will fly for about five minutes in which the passengers have a magnificent view at the earth and can enjoy weightlessness. Afterwards the space ship will decrease the altitude and land at its base in New Texas. The first flying tests of the WhiteKnightTwo were executed successfully and the SpaceShipTwo completed the first manned glide flight in October 2010.  [38]   At current stage the company Blue Origin which is based close to Seattle is also working on a private space ship.  [39]   Analysis of Virgin Galactic The analysis will start by discussing the Value Innovation of Virgin Galactic. So far tourism in space was available for seven specific persons who paid in average US$ 25 million for staying about 14 days at the ISS.  [40]  The clear buyer benefit of Virgin Galactic is to make this tourism available for nearly everybody who can afford paying the US$200,000 which is less than 1% of the price so far. Moreover, these space trips also add value to Virgin Galactic as it will earn US$200,000 for every passenger having already 340 on the waiting list. Virgin Galactic clearly succeeded in creating a Value Innovation. In the following the strategy canvas for Virgin Galactic will be developed to see the value curve in comparison to its competitor the stay at the ISS.  [41]   As principal factors the following was defined: price, safety, request for personal attributes and easy preparation for the trip.  [42]  As seen in image one the Virgin Galactic company enables a much more comfortable and convenient stay as the previous tourism on the ISS. This is also based on the lower requirements a person has to fulfill to be able to execute this tourism and the lower time-investment. Image 4: Strategy Canvas of Virgin Galactic  [43]   Considering the four action framework Virgin Galactic reduced the costs by eliminated the factors that a stay in space has to be combined with a long duration and cost-intensive stay at the ISS and with cost-intensive rocket starts. Furthermore, they created the factor that nearly everybody would be able (from physical requirements  [44]  ) to go to space with a low time-investment and a comparably low amount of money. They increased the convenience of space-tourisms to a very high extent. In conclusion, they managed to dramatically reduce the costs while increasing the perceived value of the passengers which are interested in some minutes of weightlessness and seeing the earth from the space. Virgin Galactic also concentrated on the so called non-customers as the total number of customers was seven so far. They identified the implicit wish of most people to go to space once. Organizational hurdles The cognitive hurdle cannot be applied as Virgin Galactic did not start in a red ocean but directly entered the Blue Ocean with the start of the company. The hurdle resources will probably be not a big burden as the first flying tests went successful, customers on the waiting list already paid close to US$7 million as deposit and Sheikh Mansour invested US$280 million in this business.  [45]  Furthermore, the Virgin Group and the state of New Mexico are supporting this business. The motivation of the employees and managers is high which is also pushed by Richard Branson personal interest in the success of this company.  [46]  The political hurdle could be implemented by making new laws for required safety standards. But already in 2004 the US congress passed a law which allows passengers to fly into space with the understanding that these vehicles might not be as safe as regular airplanes. Furthermore, the governor of New Mexico supports this company  [47]  and the Virgin group has a high political power. In conclusion all the hurdles were passed successfully by Virgin Gallactic. Build execution into strategy From the beginning Richard Branson declared the vision of this company to make private space travel year 2004. Conclusion In final conclusion, Virgin Galactic entered a Blue Ocean from the beginning. It decreased the costs and made space travel available to everyone by creating the worlds first commercial spaceline. Virgin Galactic works towards this clear vision with having the first commercial flights very likely eight years after its foundation in the previous tourism in space and increased the value of it by leveraging especially the convenience for the customers. Moreover, it went beyond known customer space by offering this service for less than 1% of the costs so far. It managed the organizational hurdles and created a strong vision from the start. Although other companies as e.g. Blue Origin try to create space tourisms this ocean is deep blue so far for Virgin Galactic. Petrobras Description of Petrobras Petrobras was established on October 3, 1953 by the president of Brazil, Getà ºlio Vargas, to undertake oil sector activities in the country. In the early 1970s, the members of the Organization of the Oil Exporting Countries (OPEC) rose the international prices substantially, triggering the so-called Oil Shock. As a result, the market was troubled and marked by uncertainty. In order to overcome the difficulties, the Brazilian government adopted economic measures in order to overcome the supply of oil. Some examples of these measures were the encouragement for use of ethanol as automotive fuel and prioritizing offshore exploration and production. With the measures, the government intended to reduce the dependency on importing a very expensive product and to create an industry to create jobs and exports. These tasks where given to Petrà ³leo Brasileiro (Petrobras) for being executed.  [48]   Producing ethanol for powering the nation 1975 marks the beginning of the production of Ethanol by Petrobras in Brazil aiming to drive the large-scale substitution of oil based vehicular fuels for biofuels. Substituting gasoline for ethanol (produced from sugarcane and manioc) led to 10 million fewer gasoline fuel cars running in Brazil, reducing the countrys dependence on imported oil.  [49]   Today Brazil is recognized as the world leader in the production of ethanol for industrial purposes, based on the most advanced agricultural technology for sugarcane cultivation in the world and to the amount of arable land available in the country. In 2010, the Brazilian ethanol produced by Petrobras was designated as one of the most advanced biofuels due to the 61% reduction of green house gas emissions.  [50]   Pioneering in deep waters In 1984 the company discovered one of the biggest reserve in deep water ever registered in the world. The Albacora field was discovered; proving the existence of giant fields nestled at great depth in Brazil. This marked the beginning in deepwater exploration for the company. By 1986 the company, which until then purchased technology, was faced with the challenge of producing oil at a depth of 400 meters. After surveying the market and finding out there was no technology available for this depth, the company decided to invest in developing new technologies. This was an extremely ambitious project, since, at the time, Petrobras had been exploring at depths of 150 meters and had plans for 1000 meters by 1990. This project turned out to be a great success and the company is currently the global leader in this area. By 2005, Petrobras sets the record of drilling depth with a sloped that reached 6915 meters beyond the bottom of the sea.  [51]   Petrobras achieves self sufficiency In 2006 Brazil became a self-sufficient country in oil and gas production. With an average of 1.9 million barrels per day, Brazil went on to exporting more oil and oil products than it imported. It was like a dream came true, only possible because of the technological efforts and dedication of the employees. Since this point, Petrobras is the most profitable company in the Brazilian economy, being recognized as the eighth biggest oil exploring company in the world.  [52]   In the upcoming years, Petrobras intends to invest in using and developing new renewable energy sources. The portfolio of new projects includes wind, solar and water energy sources and fuel hydrogen. The intention is to reduce even more the dependency on oil, delivering the necessary energy sources to Brazil in order to sustain the intended growth of the upcoming years. Analysis of Petrobas Petrobras success can be summed up in one word and that word is innovation. This company faced the challenge of turning one of the biggest countries in the Americas from a big consumer of imported oil to self sufficient in oil and gas production. This strategy was based on focusing on the big picture (producing its own oil and become an exporter of petroleum) rather than finding a temporary solution for importing oil in the 70s, when the biggest crisis of oil prices occurred. Value Innovation They broke away from the competition by reconstructing market boundaries. For each challenge they faced, they were able to create and develop the necessary technology that didnt exist in the market, becoming a leader in deepwater oil drilling. They reached beyond their existing demand by having more oil available than they need for their own consumption. They also created value to the country by reducing the amount of CO2 in 61% emitted by cars and public transportation thanks to the introduction to ethanol and biodiesel. Brazil became a more efficient country thanks to the use of their natural resources for powering the nation. By mixing ethanol with oil, Petrobras has managed to increase the value for customers by creating a reduction of oil prices  [53]  and by guaranteeing the oil supply they reduced the dependency on foreign companies. Strategy canvas We have decided to explain the differences between the two largest producers of Ethanol in the world, Brazil and U.S.A. As we have mentioned before, Petrobras is the only company responsible for the production and distribution of ethanol in Brazil. Image 5: Stragegy Canvas Petrobas  [54]   As we can see in the figure xx, Brazil is the second largest producer of Ethanol in the world (6,500 million gallons in 2009  [55]  ) behind the United States (10,900 million gallons in 2009  [56]  ). But, the total area used by Brazil for cultivating their sugar cane (3.6 million hectares  [57]  by 2006) is far less than the land used by the United States (10 million hectares  [58]  in 2006). This means that the productivity per hectare is superior in Brazil than in the United States. Another important thing to mention is that thanks to the mixture of Ethanol and oil in Brazil, green house gas reduction has been reduced considerably (89%  [59]  ), increasing the value the company gives to their customers. Organizational hurdles The hurdles are based on the theory mentioned in the first section of this project. During the oil crisis of the 70s, the company faced the challenge of completely changing the paradigm of production. In the cognitive hurdle, we can say that the employees understood completely the need of the company and were able to transform the company. In the second hurdle resources, we can say that the company successfully understood that they needed to invest a great amount of resources in RD in order to increase the efficiency of the production of ethanol and also to raise the drilling depth for oil extraction. Motivating employees on a thirty-year-old project has been an enormous challenge for the company. They have managed to succeed by achieving small goals each year, increasing the level of satisfaction and trust towards the leadership of the company. Finally, the political hurdle was managed correctly due to the implications of the transformation project, involving the government, the management and employees of the company. Build execution into strategy As we mentioned before, the strategy was clear from the beginning: Reduce the dependency of oil and turn the country into a self-sufficient country. The facts speak for themselves, the whole company aligned in order to achieve the goal and it is an example on how to implement the Blue Ocean strategy. Conclusion So, why can the strategy of Petrobras be considered a Blue Ocean strategy? First of all they focused on creating value for the country by reducing the amount of oil imported and gaining self-sufficiency. As a consequence, they were able to reduce considerably the prices of gasoline in Brazil and the dependency of external factors to develop the country. They achieved this goal by innovating in ways to reduce consumption of oil (alternative fuels like ethanol and biodiesel) and exploit the potential the country had in its coasts, regardless the technology available at the times. In the last twenty years, Petrobras has become a key player in the success of Brazil to achieve development. The upcoming years for this company look really bright, thanks to the investment they are doing on other alternative means to produce electricity (water, solar and wind), improve the efficiency of alternative fuels and by creating the necessary technology for increa

A Portrait of the Artist as a Young Man :: Portrait Artist Young Man

A Portrait of the Artist as a Young Man James Joyce's A Portrait of the Artist as a Young Man is considered to be one of the finest works of literature of all time. Herbert Gorman, an author from the early twentieth century, stated that "so profound and beautiful and convincing a book is part of the lasting literature of our age," and with good reason. The main character of the novel, Stephen Dedalus, is a complex and dynamic youth, and one who undergoes vast changes during the course of his life. The main influences on him are family and religion. As his life passes, Stephens' feelings towards these influences change drastically. Stephen's family is very important to him. His father, Simon, plays a major role in his early life, and Stephen has great respect for him. However, there are instances when Stephen is angered by his fathers' actions, and resents his statements. The growing debts incurred by Simon lead to his son's transferring to a day school. Stephens' difficulties at his former educational institution are relayed by his father, much to the chagrin of the younger Dedalus. Later in the novel, Stephen loses even more respect for his father as the familys' debts continue to grow and they are forced to move. Once, when the two males travel to sell of the family estate, Simon returns to his former school and converses with his former classmates. Stephen is upset to hear of his father's wild behavior as a youth, and of his flirtatious nature. He begins to rebel against his strict upbringing, striking back at his familys' traditional values and way of life. Religion is an ever present force in Stephen's life. He attends a religious school from an early age, and is a devout Roman Catholic. He has great reference for the priests at his school, and even fears the rector. As his life progresses, Stephen experiences great feelings for women, and finally gives into his desire when he encounters a prostitute in Dublin. From this point forward, he views his life as an immoral one and makes many attempts to correct it. He goes so far as to deprive all of his senses from any form of

Po Management

[pic] Software Requirements Specification DOCUMENT REVISION HISTORY |Ver. No. |Ver. Date |Prepared By |Reviewed By |Review date |Approved By |Affected Section & Summary of Change | | 1. | | | | | |Initial Version | | | | | | | | | | | | | | | | | [Template Version History (not to be modified by project teams)] |Ver. No. |Ver.Date |Prepared By |Reviewed By |Review |Approved By |Affected Section & Summary of |PIF No. | | | | | |Date | |Change | | |1. 0 |3-Sep-12 |Sailaja |SEPG |3-Sep-12 |SEPG |Initial Version |NA | | | | | | | | | | Table of Contents: 1.Software / System Scope †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 1. System/ Application Boundary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2. System/ Software Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 1. Functional requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 to 9 1. Data Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 2. Model Reference†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10-11 2. Non Functional Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 1. Look and Feel Requirement s†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 2. Usability Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 3. Performance Requirements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 4. Reliability Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 5. Portability Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦ 13 6. Security Requirements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 7. Other Requirements †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 3. Constraints and Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 to 17 3. Off-the Shelf Solutions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 4. User Documentation and Training †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 5. Acceptance Criteria †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 6. References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦18 1.Software / System Scope: The purpose of this PO Management project is to gather and maintain the information of contract between consultant and client/vendor. ? Storing all the contract information. ? It keeps track of consulting company, consultant information, and client/vendor information and the contract information. 1. System/Application Boundary: Maintain all the information regarding the contract i. e. Consultant is working for Client within a certain period. Alerts for LCA, EAD, MSA and Passport Details should be kept before 6 months of expiry date. 2. System/Software Requirements 1.Functional Requirements |Requirement No. |Req_01 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Generate Temporary POID | |Description |It captures Our Company Name, Consultant Name, contracting Company Name, contract start date and | | |generates Temporary POID for the contract. |Testability |Provide the data to the fields based on the validations. It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POManagement-MOM-V1 0 | |Requirement No. Req_02 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add Company Details | |Description |It captures Client or Vendor or Own Company details like company address, phone, website, Fa x, FEIN | | |etc. nd save them in to database. | |Testability |Provide the data to the fields based on the validations. It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_03 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Edit Company Details | |Description |It retrieves details of selected company from database and allows user to edit and update them in to | | |database. |Testability |Retrieve the data from the database. It should not navigate to the next page if any mandatory filed | | |data is removed. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_04 | |Requirement Ty pe |Functional Requirement | |User Requirement/Use Case No. |Add Contact Details | |Description |It captures Recruiting or Accounting Contact person details of Client or Vendor company and save them | | |in to database. |Testability |Provide the data to the fields based on the validations. It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_05 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Edit Contact Details | |Description |It retrieves details of selected contact person and allows user to edit and update them in to database. |Testability |Retrieve the data from the database. It should not navigate to the next page if any mandatory filed | | |data is removed. | |Dependencies |Navigating to the next page depends on all fi elds’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_06 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add Consultant | |Description |It captures Consultant personal details like First Name, Last Name, consultant type, cell number, | | |Email, address, etc. and save them in to database. |Testability |Provide the data to the fields based on the validations. It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_07 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Edit Consultant | |Description |It retrieves personal details of selected consultant and allows user to edit and update them in to | | |database. |Testab ility |Retrieve the data from the database. It should not navigate to the next page if any mandatory filed | | |data is removed. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_08 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add or Edit Consultant Details | |Description |It captures Consultant details like Work Authorization, Authorization Expiry Date, Authorization Path, | | |H1B Holding Company, Passport Details, and Passport Expiry Date etc. nd save them in to database. It | | |also retrieves details of selected consultant and allows user to edit and update them in to database. | |Testability |Provide the data to the fields based on the validations and retrieve the data from the database. It | | |should not navigate to the next page till all the mandatory fields are filled. | |Dependencies |Nav igating to the next page depends on all fields’ entry in the current page. |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. |Req_09 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. Add LCA Details | |Description |It captures LCA details like company name, consultant name, client city, client state, year, month, | | |date initiated, LCA start date, LCA end date etc. and save them in to database. | |Testability |Provide the data to the fields based on the validations.It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_10 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Edit LCA Details | |Description |It retrieves details of selected LCA and allow s user to edit and update them in to database. | |Testability |Retrieve the data from the database.It should not navigate to the next page if any mandatory filed | | |data is removed. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_11 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add or Edit Contract Type | |Description |It captures Contract Type and save them in to database.It also displays the existing Contract Types | | |to the user and allows the user to edit and update them in to database. | |Testability |Provide the data to the fields based on the validations and retrieve the data from the database. It | | |should not navigate to the next page till all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. |Conflic ts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. |Req_12 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. Add or Edit Contract Status | |Description |It captures Contract Status and save them in to database. It also displays the existing Contract | | |Status to the user and allows the user to edit and update them in to database. | |Testability |Provide the data to the fields based on the validations and retrieve the data from the database.It | | |should not navigate to the next page till all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_13 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add or Edit Payment Term | |Description |It captures Payment Term and save them in to database.It also displays the existing Payment Terms to | | |the user and allows the user to edit and update them in to database. | |Testability |Provide the data to the fields based on the validations and retrieve the data from the database. It | | |should not navigate to the next page till all the mandatory fields are filled. |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_14 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Add or Edit Invoice Term | |Description |It captures Invoice Term and save them in to database.It also displays the existing Invoice Terms to | | |the user and allows the user to edit and update them in to database. | |Testability |Provide the data to the fields based on the validations and retrieve the data from the database. It | | |should not navigate to the next page till all the mandatory fields are filled. | |Depe ndencies |Navigating to the next page depends on all fields’ entry in the current page. | Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. |Req_15 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. Add Contract Details | |Description |It captures Contract details like our company name, company name, consultant name, recruiting and | | |accounting contact name, rate, payment term, contract type, signed by, signatory designation, start | | |date, end date, invoice term, contract status etc. and save them in to database. | |Testability |Provide the data to the fields based on the validations.It should not navigate to the next page till | | |all the mandatory fields are filled. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_16 | |Requirement Type |Functional Req uirement | |User Requirement/Use Case No. |Edit Contract Details | |Description |It retrieves details of selected Contract and allows user to edit and update them in to database. | |Testability |Retrieve the data from the database.It should not navigate to the next page if any mandatory filed | | |data is removed. | |Dependencies |Navigating to the next page depends on all fields’ entry in the current page. | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_17 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |View LCA | |Description |Based on selected consultant it will display the list of LCA’s. |Testability |It should display LCA’s if any for selected consultant. | |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_18 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |View Contracts | Descript ion |It displays the list of existing Contracts to the user. It will also display existing Contracts based | | |on search words like Consultant name or Company name or Contract code or start date or end date or | | |contract status. | |Testability |It should display contracts if any based on search word. |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_19 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Company Confirm | |Description |It asks user â€Å"Do you want edit Company†. If user selects Yes then it redirects to Edit Company page. If| | |No is selected then it redirects to Contact Confirm page. |Testability |Select either one of the option and click on Next button. It should navigate to the concerned pages. | |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_20 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Contact Confirm | |Description |It asks user â€Å"Do you want to add a new Recruiting Contact? †, if user selects ‘Yes’ then it redirects to| | |Add Contact Page.If user selects ‘No’ it displays another row asking â€Å"Do you want to edit the | | |Recruiting Contact? †. If ‘Yes’ is selected it redirects to Edit Contact page, if ‘No’ is selected it | | |redirects to Accounting Confirm page. | |Testability |Select either one of the option and click on Next button. It should navigate to the concerned pages. |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_21 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Accounting Confirm | |Description |It asks user â€Å"Do you want to add a new Accounting Contact? , if user selects ‘Yes’ then it redirects to| | |Add Contact Page. If us er selects ‘No’ it displays another row asking â€Å"Do you want to edit the | | |Accounting Contact? †, If ‘Yes’ is selected it redirects to Edit Contact page, if ‘No’ is selected it | | |redirects to Consultant Confirm page. | |Testability |Select either one of the option and click on Next button.It should navigate to the concerned pages. | |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_22 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Accounting Contact Confirm | |Description |It asks user â€Å"Do you want to add same contact as Accounting Contact? †, if user selects ‘Yes’ then it | | |redirects to Consultant Confirm Page.If user selects ‘No’ it redirects to Add Contact Page. | |Testability |Select either one of the option and click on Next button. It should navigate to the concerned pages. | |Depen dencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_23 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |Consultant Confirm | |Description |It asks user â€Å"Do you want to Edit Consultant†, if user selects ‘Yes’ then it redirects to Edit | | |Consultant Page.If user selects ‘No’ it redirects to Add Contract Type page. | |Testability |Select either one of the option and click on Next button. | |Dependencies |NA | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | Requirement No. |Req_24 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. Mail Alerts to Users | |Description |If Alert to upload MSA is checked or If Is Flow down Exists is selected as ‘No’ or if Authorization | | |Expiry date is within 6 months or if Passport Expiry Date is within 6 months, if W4 or I9 is selected | | |to be reminded, An d if LCA is going to expire then Mails should be triggered to the user when the above| | |one of the case is occurred. |Testability | | |Dependencies | | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | |Requirement No. Req_25 | |Requirement Type |Functional Requirement | |User Requirement/Use Case No. |To Do Task List | |Description |It will display all pending tasks based on selected POID. | |Testability |It should display pending tasks of selected Contract. |Dependencies | | |Conflicts |NA | |Supporting Materials |TKS-PJM-POMANAGEMENT-MOM-V1 0 | 1. Data Requirements: |Sr. No. |Page Name |Front end field |Control |Table Name |Back end field | |1. Add Company |Temporary PO |Textbox |TBL_PROSER_TEMPPOID |TemporaryPOID | | | |Company Name |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyName | | | |Company Type |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY_TYPE |CompanyType | | | |City |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |City | | | |State |Dropdown |TB L_PROSER_RECRUITMENT_LOCATION |State | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Zip | | | |Country |Dropdown TBL_PROSER_RECRUITMENT_LOCATION |Country | | | |Address1 |Textbox |TBL_PROSER_RECRUITMENT_LOCATION |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Address2 | | | |Company Phone |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Company Phone | | | |Company Fax |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Company Fax | | | |Company Web Site |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Company Web Site | | | |FEIN |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |FEIN | | | |Add alert for FEIN |Checkbox |TBL_PROSER_RECRUITMENT_COMPANY |FEINAlert | | | |Upload MSA |File Upload |TBL_PROSER_RECRUITMENT_COMPANY |MSAPath | | | |Add alert to upload |Checkbox |TBL_PROSER_RECRUITMENT_COMPANY |MSAAlert | | | |MSA | | | | | | |MSA Lapse Date |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |MSALapseDate | | | |Company Code |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyCode | | | |Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | |2 |Edit Company |Company Name |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY |CompanyName | | | |Company Name |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyName | | | |CompanyType |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY_TYPE |CompanyType | | | |City |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |City | | | |State |Dropdown |TBL_PROSER_RECRUITMENT_LOCATION |State | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Zip | | | |Country |Dropdown |TBL_PROSER_RECRUITMENT_LOCATION |Country | | | |Address1 |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |Address2 | | | |Company Phone |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyPhone | | | |Company Fax |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyFax | | | |Company Web Site |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyWeb Site | | | |FEIN |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |FEIN | | | |Add alert for FEIN |Checkbox |TBL_PROSER_RECRUITMENT_COMPANY |FEINAlert | | | |Upload MSA |File Upload |TBL_PROSER_RECRUITMENT_COMPANY |MSAPath | | | |Add alert to upload |Checkbox |TBL_PROSER_RECRUITMENT_COMPANY |MSAAlert | | | |MSA | | | | | | |MSA Lapse Date |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |MSALapseDate | | | |Company Code |Textbox |TBL_PROSER_RECRUITMENT_COMPANY |CompanyCode | | | |Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | | | | | | | | |3. Add Contact |Temporary PO |Textbox |TBL_PROSER_TEMPPOID |TemporaryPOID | | | |Contact Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |ContactName | | | |Last Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |LastName | | | |Middle Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |MiddleInitial | | | |Office Number |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |OfficeNumber | | | |Cell No |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |CellNumber | | | |Company Name |Dropdown |TBL_PROSER_RECRUITMEN T_COMPANY |CompanyName | | | |Contact Position |Textbox |TBL_PROSER_RECRUITMENT_COMPANY_CONTACT |ContactPosition | | | |Contact for |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY_CONTACT |ContactFor | | | |Working fax |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |WorkFax | | | |Other Number |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |OtherNumber | | | |Email |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Email | | | |Same as Office |Checkbox |TBL_PROSER_RECRUITMENT_CONTACT |SameAsOfficeAddress | | | |Address | | | | | | |City |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |City | | |State |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |State | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Zip | | | |Country |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |Country | | | |Address1 |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Address2 | | | |Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | |4 |Edit Contact | Contact Name |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |ContactName | | | |Contact Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |ContactName | | | |Last Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |LastName | | | |Middle Name |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |MiddleInitial | | | |Office Number |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |OfficeNumber | | | |Cell No |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |CellNumber | | | |Company Name |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY_CONTACT |CompanyName | | | |Contact Position |Textbox |TBL_PROSER_RECRUITMENT_COMPANY_CONTACT |ContactPosition | | | |Contact for |Dropdown |TBL_PROSER_RECRUITMENT_COMPANY_CONTACT |Contactfor | | | |Working fax |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |WorkFax | | |Other Number |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |OtherNumber | | | |Email |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Email | | | |Same as Office |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |SameAsOfficeAddress | | | |Address | | | | | | | City |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |City | | | |State |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |State | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Zip | | | |Country |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |Country | | | |Address1 |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_CONTACT |Address2 | | | |Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | | | | | | | | |5 |Accounting Contact |Do you want to add |Label |None |None | | |Confirm |same contact as | | | | | | |accounting contact? | | | | | | |Yes |Radio button |None |None | | |No |Radio button |None |None | | | |Next |Button |None |None | | | |Back |Button |None |Non e | | | | | | | | |6 |Add Consultant |Temporary PO |Textbox |TBL_PROSER_TEMPPOID |TemporaryPOID | | | |First Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |FirstName | | | |Middle Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |MiddleName | | | |Last Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |LastName | | | |Nick Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |ConsultantCode | | | |Email1 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Mail1 | | | |Email2 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Mail2 | | | |Consultant Type |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_Type |ConsultantType | | | |Cell No. Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |CellNumber | | | |City |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |City | | | |Address1 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Address2 | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Zip | | | |State |Dropdown TBL_PROSER_RECRUITMENT_CONSULTANTS |State | | | |Country |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS |Country | | | |Other Contact No |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |OtherNumber | | | |Username |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Username | | | |Password |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Pwd | | | |Re-Type Password |Textbox |None |None | | | |Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | | | | | | | | |7 |Edit Consultant |Consultant Name |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS |ConsultantCode | | | |First Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |FirstName | | | |Middle Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |MiddleName | | | |Last Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |LastName | | | |Email1 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Mail1 | | | |Email2 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Mail2 | | | |Consultant Type |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_Type |ConsultantType | | | |Nick Name |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |ConsultantCode | | | |Cell No. Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |CellNumber | | | |City |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |City | | | |Address1 |Tex tbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Address1 | | | |Address2 |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Address2 | | | |Zip |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Zip | | | |State |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS |State | | | |Country |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS |Country | | | |Other Contact No |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |OtherNumber | | | |Username |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANTS |Username | | | | Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | | | | | | | | |8 |Consultant Details |Temporary PO |Textbox |TBL_PROSER_TEMPPOID |TemporaryPOID | | | |Select Consultant |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS_DETAILS |ConsultantCode | | | |Is Flowdown |Radio button |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |FlowdownAgreementInPlace | | | |agreement in place | | | | | | |Is w4 in place |Radio button |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |W4InPlace | | | |Is I9 in place |Radio utton |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |I9InPlace | | | |Work Authorization |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_STATUS |ConsultantStatusName | | | |Authorization Path |File Upload |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |EADPath | | | |Authorization Expiry|Textbox |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |EADExpiryDate | | | |date | | | | | | | H1B Holding Company|Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |H1BHoldingCompany | | | |Is Having LCA? Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |IsHavingLCA | | | |Passport details |Textbox |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |PassportDetails | | | |Passport expiry date|Textbox |TBL_PROSER_RECRUITMENT_CONSULTANT_DETAILS |PassportExpiryDate | | | | Next |Button |None |None | | | |Reset |Button |None |None | | | |Back |Button |None |None | | | | | | | | |9 |Add/Edit Contract |Temporary PO |Textbox |TBL_PROSER_TEMPPOID |TemporaryPOID | | | |Our Company Name |Dropdown |TBL_PRO SER_RECRUITMENT_COMPANY |OwnCompanyName | | | |Company Name |Dropdown |TBL_PROSER_CONTRACT |CompanyName | | | |Contracting With |Dropdown |TBL_PROSER_CONTRACT |ContractingWith | | | |Recruiting Contact |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |ContactId | | | |Name | | | | | |Accounting Contact |Dropdown |TBL_PROSER_RECRUITMENT_CONTACT |AcContactID | | | |Name | | | | | | |Upload PO |File Upload |TBL_PROSER_CONTRACT |ContractAgreementPath | | | |Check this, if PO |Checkbox |TBL_PROSER_CONTRACT |AgreementAlert | | | |does not exist | | | | | | |Flow down agreement |Checkbox |TBL_PROSER_CONTRACT_CONSULTANT_STATUS |Flow downAgreementInPlace | | | |in place? | | | | | |Consultant Name |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANTS |ConsultantId | | | |(Nickname) | | | | | | |Contract type |Dropdown |TBL_PROSER_CONTRACT_TYPE |ContractTypeName | | | |Work Authorization |Dropdown |TBL_PROSER_RECRUITMENT_CONSULTANT_STATUS |ConsultantStatusName | | | |Is having LCA? Dropdown |TBL_PROSER_CONT RACT_CONSULTANT_STATUS |IsHavingLCA | | | |LCA |Dropdown |TBL_PROSER_CONSULTANT_LCA |LCAID | | | |Rate |Textbox |TBL_PROSER_CONTRACT |Rate | | | |Payment term |Dropdown |TBL_PROSER_RATETERM |PaymentTerm | | | |Signed By |Dropdown |TBL_PROSER_SIGNATORYDESIGNATION |SignatoryName | | | |Signatory |Dropdown |TBL_PROSER_SIGNATORYDESIGNATION |SignatoryDesignation | | |Designation | | | | | | |Net pay |Textbox |TBL_PROSER_CONTRACT |NetPay | | | |Signed Date |Textbox |TBL_PROSER_CONTRACT |SignedDate | | | |Start Date |Textbox |TBL_PROSER_CONTRACT |StartDate | | | |End Date |Textbox |TBL_PROSER_CONTRACT |EndDate | | | |Expense terms |Textbox |TBL_PROSER_CONTRACT |ExpenseTerms | | | |Is Expense paid? Dropdown |TBL_PROSER_CONTRACT |IsExpensePaid | | | |Contract Status |Dropdown |TBL_PROSER_CONTRACT_STATUS |ContractStatusName | | | |Invoice Term |Textbox |TBL_PROSER_INVOICE_PERIOD |InvoicePeriod | | | |Relative PO Id |Textbox |TBL_PROSER_CONTRACT |RelativeContractID | | | |Reference PO ID |Text box |TBL_PROSER_CONTRACT |RefContractID | | | |C

The Story Behind the Famous Christinas World

The Story Behind the Famous Christinas World Take a wrong turn by the prison in Thomaston, Maine, and youll bump down a pebble road and land smack inside a painting. Or so it seems. Hathorn Point in South Cushing, Maine In the remote town of South Cushing in Maine, a stark, weather-beaten farmhouse sits on the east side of Hathorn Point Road, on a grassy rise overlooking the St. George River and the distant sea. In summer the grass might be a close-cut emerald green and a row of pines fringes the horizon, but all the other details are shockingly familiar. This is the scene from Andrew Wyeths haunting 1948 painting Christinas World. Stepping from a car, or from one of several tour busses that lumbers down the narrow road, one might half expected to see the crippled young Christina Olson, in a pale pink dress, crawling through the grass. The landscape is so well-known. The Olson Home was built by  Captain Samuel Hathorn II in the 1700s, which makes it a genuine Colonial style - a home built during the colonial period in American history. The Hathorns, a seafaring family from Salem, Massachusetts, originally built a log cabin on the property before the Captain upscaled to a framed construction. In 1871, Captain Samuel Hathorn IV replaced the old hip roof with a pitched roof and added several bedrooms on the third floor. A half century later, his descendants, the Olsons, invited the young Andrew Wyeth to use one of the upstairs rooms as a part-time studio. I just couldnt stay away from there, the Pennsylvania-born Wyeth once remarked. It was Maine. When entering the house in late spring, a visitor may be followed by the sweet scent of lilac from the bushes planted outside. Inside the rooms seem bare - the beds and chairs have been removed and even the wood stoves that supplied the only source of heat are gone. Visiting hours are limited to roughly four months of Maines most temperate climate - similar to the last quarter of the 19th century when rooms were rented only in the summer months. Wyeth used his upstairs studio for 30 years and featured the house in many paintings and lithographs.The artist captured stark rooms, austere mantels, and somber rooftop views. Only an easel marks the spot where Wyeth worked at the Olson house. No Small Worlds In the 1890s, John Olson married Katie Hathorn and took over the farm and summer house. Two of their children, Christina and Alvaro, lived all their lives in what is now called the Olson House. A young Andrew Wyeth, who had summered in Maine as a boy, was introduced to the Olsons by Betsy, a local girl who would become Andrews wife. Wyeth sketched both Alvara and Christina   while in Maine, but its the 1948 painting that people remember. Some say that old houses take on the personalities of their owners, but Wyeth knew something more. In the portraits of that house, the windows are eyes or pieces of the soul, almost, he said years later. To me, each window is a different part of Christinas life. Neighbors claim that the crippled Christina had no idea that her small world had become so famous. No doubt, the appeal of Wyeths iconic painting is the visualization of a universal desire - to seek a place called home. The world of ones home is never small. For decades after Christinas death, the house changed hands several times. For awhile there was nervous speculation that it would become yet another New England bed and breakfast inn. One owner, movie mogul Joseph Levine, brought in Hollywood set builders to authenticate the place by spraying its rooms with fake cobwebs and weathering the faà §ade so it resembled the building Wyeth painted. Finally, the house sold to John Sculley, former CEO of Apple Computer Inc., and Lee Adams Sculley. In 1991 they gave it to the Farnsworth Art Museum in nearby Rockland. The house is now protected by being named a National Historic Landmark. During the spring, summer, and fall you can tour the humble farmhouse and grounds that haunted the famous American painter. Stop at the Farnsworth Art Museum in Rockland, Maine for a map and you wont even have to get lost to discover Wyeths world. Key Points - Why the Olson House Is Preserved The Olson House has been on the National Register of Historic Places since 1995. The property is significant not for its architecture but for its association with the events and people who have contributed to our cultural history - American artist Andrew Wyeth  (1917-2009) and his paintings. The property has been a National Historic Landmark since 2011.From 1939 to 1968 Andrew Wyeth was inspired to draw and paint the house, objects related to its occupants, and the occupants themselves - the polio-crippled Christina Olson (1893-1968) and her brother, Alvaro Olson (1894-1967). The Olson were the children of John Olson and Kate Hathorn, whose great-grandfather built the house in Maine.Over 300 works by Wyeth are attributed to being associated with the Olson house, including Oil Lamp, 1945; Christina Olson, 1947; Seed Corn, 1948; Christinas World, 1948; Egg Scale, 1950; Hay Ledge, 1957; Geraniums, 1960; Wood Stove, 1962; Weather Side, 1965; and End of Olsons, 1969.The Farnsworth Mus eum continues to restore and preserve the Olson House with period appropriate architectural salvage and reclaimed lumber. Remilled old growth white pine beams and rafters from a 19th century Boston structure were used to restore the Olson homes exterior. Andrew Wyeth is buried in nearby Hawthorn Cemetery, along with Christina and Alvaro Olson and other Hawthorns and Olsons. Sources Olson House, Farnsworth Museum, https://www.farnsworthmuseum.org/visit/historic-sites/olsen-house/ [accessed February 18, 2018]National Register of Historic Places Registration Form, NPS Form 10-900 (Oct. 1990), prepared by Kirk F. Mohney, Architectural Historian, Maine Historic Preservation Commission, July 1993Christina’s World, Longleaf Lumber, https://www.longleaflumber.com/christinas-world/ [accessed February 18, 2018]Historic Restoration, The Penobscot Company, Inc., thepencogc.com/historic_restoration.html [accessed February 18, 2018]Additional photo of Olson House, btwashburn via flickr.com Attribution 2.0 Generic (CC BY 2.0)

Acuscan Executive Summary 3 Essays

Acuscan Executive Summary 3 Essays Acuscan Executive Summary 3 Essay Acuscan Executive Summary 3 Essay EXECUTIVE SUMMARY TO: Cliff O’Connor, CEO AcuScan, Inc. FROM: VP of Organizational Development SUBJECT: Observations and Recommendations for Optimization Project DATE: June 30, 2008 Purpose and Scope of Document The purpose of this document is to provide a basic overview of the current status surrounding the AcuScan Optimization Project. This document will provide a brief background and summary of the current situation, and then provide key points relating to the underlying issues. This document will then outline the options AcuScan has in order to address the project issues and recommend the most feasible course of action. Summary of the Situation The AcuScan Optimization Project, known as â€Å"Operation Optimize†, is experiencing both cost and resource restraints. The company must cut costs by 15% in almost all departments, while at the same time creating new expenses by trying to launch a new product. The company has not produced a new product in some time and it is believed that in order to increase sales, the current iScanner technology must be utilized and built upon to reach out to a new market. However, there is a conflict between the Director of Marketing and the Senior Engineer, in that they have a different understanding of what can be and should be accomplished with the limited resources available. The Director of Marketing, Pat Lambert, crafted a project development plan that was based on an overall optimistic view of the project. Pat had concluded that the current iScanner technology would transition easily into the retail market with minimal efforts in programming and engineering. As of yet, no competitor had used eye scanning technology in the retail industry and this was considered a great opportunity for AcuScan. In order to take advantage of this unique situation, it was proposed that AcuScan release a product by August in order to gain the market advantage. A budget of $575K was proposed in order to cover the costs of the product development. The project began to loose momentum when the Senior Engineer, Kelly Thomas, expressed concerns over some unrealistic expectations. Kelly claimed that several project requirements were overly optimistic and pushed back on the project proposal, claiming that such a product could not be delivered by the August deadline. Based on this reaction, Pat concluded that contractors needed to be hired in order to work around the staffing constraints in the engineering department, and increased the project budget request by about $250K. Emails between the Director of Marketing and the Senior Engineer indicate that important issues need to be addressed before problems between the departments escalate to a point that will make it difficult to reconcile differences and work together in order to ensure the success of the project. Key Points Relating to the Situation Sales and service revenues have led to budget constraints which add restrictions to project funding. Both departments are experiencing stress due to limited resources, pressure to cut costs, and expectations to deliver a new product before the end of the year. Each department head is operating independently and not working together to collaborate as a team. A lack of trust and respect has developed between the departments heads due to poor communicati on. Decisions are being made based mainly on rather than performing formal research and analysis Conclusions The success of â€Å"Operation Optimize† is critical to the future success of AcuScan by directly impacting an increase in sales revenue and broadening the company’s customer base and marketing versatility. AcuScan must take immediate action to address concerns of both departments, and guide the project back on track for a successful rollout. At the same time, the company must realize that it will not be able to produce a quality product within the time allotted on a small budget. Recommendations and Actions to be Taken Based on the conclusions AcuScan has two possible options. One option is to delay the release of the new product in order to compensate for the lack of man hours. The company can split up the project into a series of rollout phases, which will extend the project timelines, but reduce the workload pressure being placed on the current engineering staff. This would save the company money in the short term, but could potentially impact their competitive edge in the long term if the competition develops a similar product first. The other option is to act on Director of Marketing proposal to hire contractors in order to take on the increased workload. The company would have a dedicated resource for the project while at the same time allowing the engineering staff to continue to provide a high level of quality service to existing customers. The company would have to make a short term budget sacrifice, exacerbating the current budget crisis; however the new product would launch before the end of the year and give AcuScan the competitive edge it needs to increase sales over the long term. It is proposed that AcuScan align budgeting goals to accommodate the current project timelines and making a small sacrifice in costs to aid in the development by hiring outside contractors. In order to encourage collaboration between departments, the Director of Marketing must allow that the contractors are selected and managed by the Senior Engineer, who will be the most knowledgeable as to the minimal extra man power needed and the skill set required to accomplish the tasks. The Senior Engineer must allow that some new product functionality must b e developed and brainstorm with the Director of Marketing to design a simple but innovative new product. The Senior Engineer must also work with the Director of Marketing to bridge the gap of understanding between the two departments by taking time to educate one another at a high level as to the nature of their job and how they can best serve one another. These action items must be incorporated into the project timeline and each department head must provide a weekly status update as to the progress of the new deliverables in additional to the overall development of the new product.

Coronary risk factors Essays

Coronary risk factors Essays Coronary risk factors Paper Coronary risk factors Paper Coronary heart disease affects more than 7 million Americans. It remains the number one cause of death in the United States – mortality is more than 500,000 death cases per year. Many of these deaths can be prevented by lifestyle changes. American Hearth Association developed some evidence based factors that increase the risk of coronary heart disease and heart attack. All risk factors coulld be generally divided into two groups: controllable and uncontrollable. Uncontrollable risk factors include gender, age and heredity. Family history of premature CHD (coronary hart disease) is especially imortant for men younger than 55 and women younger than 65. Males generally are at greater risk initially, but in postmenopausal period women have equal risk. And, of course, risk increases with age. We can control blood pressure, blood cholesterol, harmful habits (like smoking, sedentary lifestyle), avoid stress. For example, people with HDL (high denisty lipids) cholesterol less than 40 mg/dl and high total level of cholesterol (more than 240 mg/dl) are at high risk of cornary diseases. Experts agree the decline in death rates from heart disease in the United States is due in part to the publics adopting a healthier lifestyle. Many deaths associated with heart disease are preventable. Many aspects of lifestyles are the key to prevention of coronary heart disease (CHD). By modifying lifestyle factors, individuals themselves hold the key to lowering their risk for developing and preventing illness and death from CHD. We need to be conscious of coronary risk factors and take the necessary steps to reduce and eliminate them. In almost all risk factors, exercise and physical activity can have a positive physiological and psychological impact to reduce or remove the contributor to he art disease. Regular, moderate to vigorous intensity exercise plays a significant role in preventing heart disease. Studies have shown that moderate exercise, when done regularly, is beneficial in reducing risk for heart disease. According to the US Surgeon Generals report, Physical Activity and Health, regular physical activity also improves life quality and its duration, prevent cancers, type 2 diabetes, arthritis and osteoporosis, relieves symptoms of depression and anxiety and improves mood, controls weight. But we should remember that exercise capacity is reduced in many patients with cardiovascular disease. In post-acute myocardial infarction, ischemic heart disease and heart failure patients, exercise capacity has a strong independent prognostic impact. Even in subjects without history of heart disease, the lower the cardiorespiratory fitness the higher is the risk for cardiovascular events and mortality. With appropriate physical activity, exercise capacity is improved in most individuals. Improvement of functional capacity is associated with improvement of survival. To develop appropriate exercise program we should to determine present exercise levels (functional capacity), existing risk factors and get data of medical examinations. Client should be well motivated to reduce risk and to improve his/her cardiovascular fitness. To define exercises capacity we usually use aerobic fintness test (1-mile walkin on a treadmill), muscular fitness (push-ups or similar exercies), flexibility, BMI (body-mass index) defeninion. We should discuss the results with client, calculate a target heart range of pulse for him/her, to teach him/her how to take pulse, provide exact instructions and demonstrations. A comprehensive exercise program combines stretching, aerobic conditioning, and weight training. Inactive adults can improve their health by becoming moderately active. Exercise intensity, frequency, and duration are terms used in describing an exercise plan. Certain level of intensity is determined by the results of stress-test. The level of intensity should be â€Å"somewhat hard† to client. At least 30 – 60 minutes should be devoted to aerobic activity and maintaining heart rate within. To improve cardio respiratory capacity and control weight we usually recommend to exercise at least 3 – 5 days a week and to be moderately active most days of the week. Walking is the safest and most effective ways to improve cardiovascular fitness – it’s an ideal low impact aerobic exercise. In persons who have been sedentary in recent months, in those with known cardiovascular disease or at high risk, and in persons aged more than 40 years, the initial duration and intensity of the endurance phase should be suitably reduced. Ten minutes of gentle activity such as walking may be an appropriate first step, increasing at intervals of one week or longer according to tolerance, as fitness increases. Increments are first achieved by increasing duration. Later intensity is increased, for example by walking briskly, or by alternate walking and jogging. Dosage is affected by duration, intensity and frequency of exercise. The preferred frequency is 4-5 times weekly with an endurance phase of 20 30 minutes when a more gentle programme is chosen, or (in young fit persons) 3 times weekly with an endurance phase of 40 up to 60 minutes if it is more vigorous. While the latter option is suitable for younger persons and for fit middle-aged and older persons, a lesser duration and moderate intensity are appropriate to most middle-aged and older people, e.g. walking, fast walking, or alternate walking and jogging, or gentle swimming for 30 minutes at least 4-5 times weekly. Many authorities regard it as acceptable to divide moderate exercise such as walking into shorter aerobic periods of 10-15 minutes, 2-3 times a day, if the person finds this more acceptable. Intensity can be judged subjectively, or objectively by instructing the subject to monitor pulse rate during exercise. A training effect is obtained at rates of 60% of maximum rate fo r age, and this is the initial target rate. Supervised exercise is recommended for clients at higher risk. Such persons at higher risk, including those aged 35 years and over who have been sedentary, should undergo formal exercise ECG testing prior to selection of a programme of exercise. References: 1: Gohlke H. [Lifestyle modification is it worth it?] Herz. 2004 Feb;29(1):139-44. 2: Vallebona A, Gigli G.   [Significance of exercise capacity in cardiology] Ital Heart J Suppl. 2003 Sep;4(9):712-9. 3:   Batty GD.   Physical activity and coronary heart disease in older adults. A systematic review of epidemiological studies. Eur J Public Health. 2002 Sep;12(3):171-6. 4: LaMonte MJ, Eisenman PA, Adams TD, Shultz BB, Ainsworth BE, Yanowitz FG.   Cardiorespiratory fitness and coronary heart disease risk factors: the LDS Hospital Fitness Institute cohort. Circulation. 2000 Oct 3;102(14):1623-8. 5:   Haapanen N, Miilunpalo S, Vuori I, Oja P, Pasanen M.   Association of leisure time physical activity with the risk of coronary heart disease, hypertension and diabetes in middle-aged men and women. Int J Epidemiol. 1997 Aug;26(4):739-47. 6: Folsom AR, Arnett DK, Hutchinson RG, Liao F, Clegg LX, Cooper LS. Physical activity and incidence of coronary heart disease in middle-aged women and men. Sci Sports Exerc. 1997 Jul;29(7):901-9. 7 Moller LF, Kristensen TS, Hollnagel H.   Physical activity, physical fitness, and cardiovascular risk factors. an Med Bull. 1991 Apr;38(2):182-7.

Knowledge is an example of a public good. Analyse this statement, Essay

Knowledge is an example of a public good. Analyse this statement, drawing on further research to inform your argument - Essay Example These include non-rivalry and non-excludability. Suber (2009) describes that knowledge is non-rivalrous in the sense that its sharing among several people does not deplete its stock. This characteristic of knowledge is shared by other public goods such as air and sunshine. The second feature of knowledge is non-excludabilty. Once knowledge has been created, it is extremely difficult or impossible to limit people from accessing it as long as they have the resources and mental capacity to access it. At the same time, Suber (2009) also distinguishes between knowledge and its forms of expression. According to his argument, knowledge is a public good while its expression in the form of books and journal articles is not. Anderson (2006) argues that knowledge should be considered primarily as a â€Å"public good† while its position as a private asset should be secondary. This reflects the diverse opinions that regard knowledge as an economic asset as well as a social good. Anderson ( 2006) describes four different views of knowledge along a continuum of private and public good. He describes that in the United Kingdom, knowledge is first regarded as a private asset and then as a public good. He argues that the perception should be reversed and British society should view knowledge first as a public good and then as a private asset. ... Haskel (n.a.) discusses the importance of knowledge as a public good from a European perspective. He argues that in making knowledge a public good, states should not seek to act monopolistically themselves. While the state should check inefficiencies such as under-provision of knowledge, it should not seek to subsidize knowledge that is not being withheld by such barriers. At the same time, the state should avoid creating inefficiencies that might be created if it retains sole control over the dissemination of knowledge. Competition and the private sector should be given space to operate as long as inefficiencies are not created. Haskel (n.a.) also argues that public sector involvement in knowledge creation encourage the private sector rather than discouraging it. The tax credits awarded to companies investing in R&D can be allocated more efficiently if investment in areas such as design, marketing, and training are also considered. Stiglitz (1999) views knowledge not only as a publi c good, but as a global public good that should be accessible to all people who can benefit from it. Particularly, in the domain of science and technology, the knowledge is less likely to be geographically-dependent; hence, it has global applications and should be available globally. Stiglitz (1999) discusses some of the constraints that limit the global accessibility of knowledge. Recognizing corporate interests in protecting essential knowledge such as product formulations or technology design, Stiglitz (1999) proposes that the state can invest in research so that economic efficiencies can be achieved. Stiglitz (1999) criticizes the use of patents and other means of enabling firms to recoup their research and development costs. These act as taxes for the consumer and create economic

Critical analysis of a case scenario from CaseWorld Essay

Critical analysis of a case scenario from CaseWorld - Essay Example pains while she was doing her dishes in the morning.In Mrs Elizabeth Green’s case, most of the risk factors are presented in her history, including genetic outcomes. In the case study, the family history reveals that Mrs Green’s mother suffered from cardiac disease, and artery blockages run in the family. However, despite knowledge of potential risk factors, the role of genetics cannot be confirmed with certainty, as genetic testing on this front is not yet available. It is more likely that Mrs Green will develop notable adverse outcomes after the coronary angioplasty, including neurovascular complications and stroke. According to the clinical guidelines of the Royal Children’s Hospital Melbourne, monitoring the neurovascular status of a patient is mandatory in order to ensure that neurovascular compromise or deterioration is recognized early. The clinical guidelines define neurovascular as the overall functioning and structural formation of the combined nervous and vascular systems. Delays in recognizing a loss of neurovascular function post–coronary angioplasty could result in a loss of limbs, permanent deficits or even death. For an RN or clinical facility, such outcomes could constitute clinical negligence, which could lead to law suits against the facility for professional negligence or even ethical disciplinary proceedings by the Nursing and Midwifery Board of Australia for failing to provide nursing care according to documented treatment or care plans. Indeed, the board’s national competency standards for RNs require them to use all available evidence, including report s, records and personal experience or knowledge, for the provision and coordination of care. The standard nursing practice is to provide neurovascular assessment and observation for patients who have some form of musculoskeletal trauma or are in the post-operative stages of health care. According to the case, Mrs Green had just undergone cardiac catheterization. According to

Case Study Essay Example | Topics and Well Written Essays - 1500 words - 10

Case Study - Essay Example Leaders create visions and goals whereas the managers and administrators work towards achieving them. The fast changing pace of the technology can be observed in the study of the organizations and the changing role of leadership within the organizations. The role of leaders, managers and the administrators of the organizations become more challenging when new technologies are introduced in the organizations. The good leadership ensures effective communication with the employees with shared vision of the new technology, thus promoting better understanding among the employees for easy changeover. The managers and the administrators need to be guided by the group leaders within the organization to implement the changes in a smooth manner. In the contemporary environment of competitive business, the leadership style and leadership initiatives become major propellant of gaining effective leverage against business rivals. Discussion of leadership with reference to large organization is as important as that of small one for the simple reasons that the leaders within the organizations, not only provide an intangible stability among the employees and facilitate integration with the system, but they have been known to promote collective vision of the organization and provide the necessary impetus to the employees to strive towards it. Scholars assert that in the increasingly changing environment of global competitiveness one needs to ‘approach managerial leadership as a relational, ongoing social construction process rather than as a single clear cut phenomenon’ (Sjostrand and Tyrstrup). The emerging new managerial leadership has encompassed a very important aspect of organizations, that of making effort to involve employees in the decision making process. The leadership has recognized the importance of people’s participation in the overall strategy of having collective goals through shared

Assign 1) Chpt 6 & 7 Assign 2) Soci DB Essay Example | Topics and Well Written Essays - 500 words

Assign 1) Chpt 6 & 7 Assign 2) Soci DB - Essay Example In the turn of old age or physical weakness, the spouse must be able to take hold of that responsibility of taking care of his or her partner, and it is only in that way that they can justify what long-term relationship means. Commitment has a particular role to play in long-term relationships. In an episode about marriage in the Oprah Show, there was one thing that she told her guests that really struck me. Oprah said that you will not be in love everyday in the entire course of your marriage and it takes your choice and effort to be in love. This is true about intimacy in long term relationships. This kind is not limited to heterogeneous relationships, because human emotions do not know any gender. What the heart feels is just the way it is, but the relationship existing between the couple, whatever their genders are, is universal. Long term relationships cannot stand with love alone, as love has the tendency to outgrow and consequently ending the emotion. Whereas if a long term-re lationship would rest in commitment, responsibility, acceptance, and respect, there is more chance for love to grow.

Managing Day Care Essay Example | Topics and Well Written Essays - 1500 words

Managing Day Care - Essay Example The recommended ratio in most countries is that one adult should be able to care for one child who is an infant as well as up to the age of one year. One adult should take care of five children that range around five years old at one specific time. For the children that are between the ages of 6-9 years, eight of them can be under one care taker at a specific time while those ranging from 10-12 years should not exceed ten under the care of one person at a specific time. It may however be challenging to meet this threshold as the number of personnel may fall short as compared to a large number of kids. (Farrell, 2001: pg 21) 2. Recruitment and Retention: A strategy should be developed to respond to all the issues that involve recruitment and retention of the people that take care of the children in day care. Such kind of strategy should be able to lay the basic foundation that would enable the child care to be in the hands of dedicate and highly qualified personnel that has the best i nterest of the children at heart. The recruitment programs should be able to bring out good qualities of the workforce that has the ability to provide continued support for the children under their care. The recruitment programs should also have the ability to facilitate retention of the up to date work force in their good numbers that is stable and dedicated to meeting the actual needs of the children under their care. The objectives that should be in the forefront for the stakeholders that recruit those who care for these children is that their strategy should be able to implement, after developing the actual strategy to be able to encourage many people who are willing but have a heavy heart to be able to come forward and take day care jobs as well as to implement the strategy to retain the good sense of personnel and workforce that have had all along and who proved their worth. (Fanning, 1991: pg 45) 3. Working with men in childcare: The issue about recruitment of men has been ho tly debated for ages but then again men should have the chance to work as caretakers. This will enable the children grow up with no form of jobs stereotypes and they would be encouraged to embrace gender balance as compared to instances where only women could do this work. Although the percentages of men who are offering themselves for the job are still few, it isn’t as low as it used to be. The men should also undergo same levels of training so as to be able to come up for the job. There should also be public education on giving the male caretaker a chance to do their job without discrimination. (Lindon, 1998: pg 22) 4. The Importance of Policies: After choosing to be an official that works under child care programs, there are certain difficult decisions that we have to make. The decisions involve how to associate with the kinds of policies that are designed to bring sanity to the work of child care centers or programs. For example when there are operating hours that are ser iously set by the managers or the parents, then there are factors that have to be considered such