The Main strengths and weaknesses of this play Essay Example for Free

The Main strengths and weaknesses of this look EssayIn the first scene at the ascendant of the play the Birling family Arthur, Sybil, Shelia and Eric along with Gerald Croft were session around the dinner table celebrating Sheila and Geralds engagement. So the atmosphere would have been exciting and relaxed, its one of the happiest nights of my life. I horizon that it was a very good way of introducing the characteristics of the characters, for example Eric was very quiet, Mrs Birling was very bossy. Be metrical with it. I expected that someone in the family would commit a serious crime and the inspector would rally and investigate the crime, I thought this because of the title and the fact that everything seemed to smooth. In the play an inspector calls at the beginning where Mr Birling is giving his speech, J. B Priestly uses Dramatic Irony, this shows how confident Mr Birling is, Mr Birling says to war I say fiddlesticks this shows the dramatic irony makes Mr Birling lo ok silly because the audience knows that everything that Mr Birling said was altogether wrong.This was the prefect time for the inspector to enter to show that Mr Birling was totally wrong. I liked the chain of events use in killing Eva metalworker. Mr Birling was just thinking about his business when he sacked Eva metalworker from his company She wanted 25 shillings a week instead of 22 and six pence you made her fix a heavy price for that and now shell make you pay a heavier price still.Shelia in any case helped in her suicide, she got Eva smith sacked form her last job because she was having a bad day and scoop shovel McKenzie-cook 25 November 2000 An Inspector calls by J. B Priestly Caught Eva smith smiles because the dress didnt suit Sheila and she complained and got her fired. Gerald had an affair with Eva Smith but it was all over and done with last summer Eric got her pregnant and abandoned her along with the baby. I thought it was interesting because the werent directl y responsible for her death but they played their part.

Economic questions Essay Example for Free

Economic questions Essay1. It has to do with game theory. In the prisoners dilemma, cardinal suspects are taken by the police and each told sepa appreciately that they can gain their freedom by manifesting against each other. If neither testifies, they each bequeath serve a six months sentence. If one testifies the other rest silent, the one leave alone go free and the other will serve 10 yrs. If both testify then both will serve 5 yrs. The best thing is for both to be silent, solely the more than likely scenario is that each, fearful of a long sentence, bails on the other and nobody wins. In economic science it is the investors hoping to ride the high flyers into the New Year the best out acclaim is for nobody to sell. Most course of studys, that is how it works and year end rallies leave everyone satisfied.2. Economic theory. Through regulation is the best way market failure or externalities are dealt with when they are harmful to society. Externality is an economic si de effect. They are the costs or benefits that come from economic activities that affect others than the individuals that re engaged in the economic activities. Some solutions are negative- taxes, positive-subsidy.3. Sources of income in a jacketist scrimping would be their property rights that entitle them to earn a profit for the use of their capital as risk in some form of economic activity. They would be related through repel by human capital. The knowledge and skill acquired by fatigue through education and turn over.4. The consecrate is persistent by a percentage of its turnover or sales.5. Investment is something investors decide how ofttimes they will reach on new investment. Example Producers have to decide whether to replace used up or obsolescent machinery, whether to expand production these costs will become an investment that in turn should make them money. thither are four principal determinants of autonomous investment, the level of technology, rate of inter est, expectation of future economic ripening and the rate of capacity utilization.6. With an equilibrium price. The price that equates quantity demanded to quality supplied. If any disturbance from that price occurs, unembellished demand or excess supply emerges to drive price back to equilibrium.7. The classical view of how our economy behaves is this If the economy were left on its own without the interference of government or the Fed. It would move towards an equilibrium rate of growth that would produce with whole minor interruptions, full employment without inflation. This hands off rests upon two impartial propositions well-nigh market, one that all markets are basically competitive and two, all prices are flexible up and downward approaching equilibrium. Unemployment is single a temporary condition caused by wage judge acclivity above the equilibrium rate. A shift in the extraction curves is the economys rate of unemployment and rate of inflation.8. Supply-side economi sts emphasize the importance of reducing tax rates. They accept the Keynesian idea that lower tax rates will increase consumer demand, but they believe a more important consequence is the added incentive it provides suppliers. For physical exercise lower corporate tax rates increase after tax profit, which induces suppliers to increase aggregate supply. lower berth income tax rates encourage more people to work longer, adding as well to aggregate supply.9. nest egg automatically converts to investment so that investment induced growth is dependent on saving.10. The division of labor into specialized activities that allow individuals to be more productive. The idea that labor productivity is a function of the spirit level of labor specialization.11. Upward sloping trend cutting through the cycle traces the economys issue performance over the course of a business cycle, measured either from recession to recession or from prosperity to prosperity. The upward sloping character of the trend line signifies economic growth.12. Every economy, whatever its level of national income, includes people earning different incomes. Knowing someones absolute income tells us little about that persons income status.13. Consumption spending is rooted in Status. High income people not only consume more goods and operate than others, but also set consumption standards for everyone else.14. Aggregate supply is the essential supply of goods and services that all firms in the national economy are willing to offer at varying price levels. Aggregate demand is the fare quantity demanded of these goods and services by households, firms, foreigners, and government at those varying price levels. Macroequilibrium is reach when aggregate supply equals aggregate demand.15. Consumption spending has tended to be more stable than investment spending in the past. MPC can be counted on to remain pretty much unchanged. Autonomous consumption is hardly likely to change. Investment spending is considered volatile. Economists identify changes in aggregate white plague as the key to understanding why national income changes. Changes in investment have highly enlarged effects on national income. The income by which income changes as a result of a change in aggregate expenditure is called income multiplier.16. The economys output or gross domestic product is the total value, measured in current market prices, of all final goods and services produced in the economy during a given year.17. One solution is to combine wage and price controls with a Keynesian style melodic line creating policy. Stabilization policy is one option.18. Four principle factors contributing to a nations economic growth, the size of the labor force, the degree of labor specialization, or the division of labor, the size of its capital stock and the level of its technology. Savings automatically converts to investment so that investment induced growth is dependent on savings.19. Demand deposits are onl y half of a banks business. Loans are the other. The bank makes a profit only on the loans it provides, not on it deposits. Borrowers benefit from inflation where lenders, where as lenders lose money.20. Through the circular flow model, how the economys resources, money, goods and services flow between households and firms through resource and product market.21. Economies with negative balances on current account will find their exchange rate expireing. And unless these rates are propped up by government intervention, they will fall to stem the currency outflows exist the exchange rate will keep falling. Eventually the rate will reach the level appropriate to a zero balance on current account. It takes only time. He would think we were habitual borrows.22. They are the what is and what it should be23. Nothing because the infrastructure is what an economys ability for outgrowth depends upon. Such as with education to educate people involves not only the task of acquiring complaisa nce but the funds needed to build the school and staff them.

Hubspot Case Question Essay Example for Free

Hubspot Case Question Essay1. Analyze HubSpots Marketing Mix in the context of an overallMarketing Strategy 2. Do you agree with HubSpot that the rules of selling have changed? If so, how? Is inbound marketingthe answer? Why or why not? 3. Is HubSpot finding and serving the right set of customers? Given its position as a start-up company,should it widen its focus to serve any customer that comes its way? Or narrow their target, by focusingexclusively on each Owner Ollies or Marketer Marys? Or by focusing exclusively on either B2B or B2Ccustomers? 4. HubSpot has begun to differentiate its products as it has learned more about its customers. Should it domore? Should its pricing strategy change withal?Does the software-as-a-service (SaaS) pricing model workfor both Marketer Marys and Owner Ollies? Should HubSpot try to immediately capture more tax for either of these customers? 5. Are Halligan and Shah being too stubborn by not doing any outbound marketing? Or should they cont inueto practice what they preach by focusing on inbound marketing alone? 6. Halligan and Shah call for HubSpot to be to marketing, what salesforce.com is to sales. What would your plan of action be to make this happen? Why would you take these actions? What keeps you up at nightabout your plan?This case follows the growth of HubSpot, an entrepreneurial venture which faces significant challenges includingdeveloping a market segmentation, decision making which customer to serve and which customers to turn away,configuring a pricing strategy which is aligned with the value being delivered to customers, and determiningwhether inbound marketing programs can generate enough scale to grow the business or whethertraditionaloutbound marketing methods submit to be employed to accelerate growth. The HubSpot case foc make use ofs on issuesaround marketing channels, specifically inbound marketing and the use of Web 2.0 tools and applications suchas blogging, search engine optimization, and so cial media

Development of an IMC Plan

Development of an IMC PlanExe take downive summary-This term paper mainly focus that how an IMC device is gene yardd in order to make the reaping familiar with the client and as well as how to introduce the product in the commercialise. IMC incorporated food marketing communicationis a vast concept under which their comes m some(prenominal) sub concept on whose rear the whole IMC plan stands.The various sub topics which I have consider for making IMC PLAN for lavation machine atomic number 18 situational analysis, determine a problem or opportunity , determine the bud get going and smash IMC strategies .Objectives- the objective of this term paper is as follows -To understand the concept of IMC.To analyze to how heavy an IMC is for making a brand.To understand that how various communicate can be send to various audience.To understand how various promotional telephone numberivities can come out from IMC.IMC is approximately integrating the guest into the companyIts not about move widgets or services in the marketplace based on what you take customers need. preferably, it is becoming a antiphonary organization driven by consumer insights that drive ins its customers wishes, wants, needs and desires and then creating products and services to fill those needs.IMC argues you need to get to know the customer better than your competitors, and maybe even better than they know themselves.A true IMC company is proximate to the customer, and would never be nervous or ashamed to have one sit in on a strategic marketing contacta true IMC company has the outflank interests of its customers in mind. coordinated MARKETING conference co-ordinated Marketing Communications is a simple concept. It ensures that all forms of communications and mess hop ons argon c arfully linked together.At its almost basic level, Integrated Marketing Communications, or IMC, as puff up call it, room integrating all the promotional tools, so that they elaborate together i n harmony. furtherance is one of the Ps in the marketing mix. forwardings has its own mix of communications tools. all(prenominal) of these communications tools work better if they work together in harmony rather than in isolation. Their sum is greater than their separate providing they speak consistently with one voice all the time, e genuinely(prenominal) time.As a marketing strategy, Integrated Marketing is closely related to and inter-dependent with Integrated Marketing Communications (IMC). Indeed, many observers recitation the term integrated marketing when they probably mean integrated marketing communications. Whereas IMC aims to ensure consistency of message and the complementary mathematical function of media, integrated marketing is concerned with the alignment and focus of the whole organisation.Schultz and Kitchen (2000) identified four stages of IMC concluding with an integrated value-based model. According to this interpretation, as the organisation becomes more committed to achieving consistency and differentiation across all customer contact points the business management challenge moves from marketing and marketing communication to the whole organisation, requiring a heathenish and systemic infrastructure for integration. This in turn calls on fresh practices and blueer-order levels of organisation management. For example, at this point IMC and CRM be effectively merged.As I am doing the IMC plan for tooth cross it is very essential for me to view the situational analysis My products exit mainly channelize the kids in which I think is a very large stage setting for the tooth brush industry and I want to grab that opportunity.Name of the tooth brush-SHEILD TOOTH BRUSHBrand tidy sumTo be the catalyst of permute for younger multiplication and to perform a brand inspiring asylum and to see SHEILD in the hands of 70% of our target market after 5 years.BIG cerebration Brighten Up The Tooth spongeing ExperienceCampaign Idea 1 It s not a Compulsion. Its an take chancesCampaign Idea 2 Watch Your Mouth.Campaign Idea 3 Good Brushing without delay Means More Teeth later.Campaign Idea 4 Rediscovering turnCommunication Channel outlineBuzz or street marketingAwake TV, PrintInteractive websitePrompt point-of-sale activities, sales promotion.My focus SHEILD, which is an unattractive soup-strainer, we propose a plan to revitalize the brushing figure for kids.Target market Aimed at children from age 5 to 10Colgate, Oral B atomic number 18 the two major players advertizing their messages. racing shell is one of the topical anaesthetic companies of Jammu and Kashmir, which is manufacturing distributing toothbrushes for kids.They are not at all considering the kids market segment as distinct and have not come up with a separate communication campaign for kids until nowAIM To generate trial, achieve 40% purchase rate and become most preferred local anesthetic brand in kids segment.OBJEVTIVE To build an ima ge of SHEILD as adventurous and exciting, effect awareness about our straw man and inform about the features and benefits of SHEILD.Single idea Tooth brushing is not a compulsion, its an adventure.Proposed Essence ever-changing the modal value you brush. ForeverSHEILDS SITUATION ANALYSISProduct Attribute A toothbrush with a itty-bitty head and leisurely bristles having rubber feet at the bottom enabling it to stand.Pricing Rs.40Distribution Distributed in Jammu and Kashmir wholesalers and retailers.Promotion We will offer trade incentives/ promotions in the form of gifts and discounts but on occasional basis.CURRENT physical object MARKET FOR MY PRODUCTTarget market approach Kids 5-10 yearsProduct positioning The product gives a better SMILEAttitudes Mostly nation are not aware of the fact that racing shellS toothbrush plod also has toothbrushes for children and those who do know dont find it appealing enough as compared to import brands.CUSTOMERSDue to increase level of awareness, parents care more about their childrens teeth.Previously consumer didnt have much knowledge about toothbrush functions and benefits. Consumers used to purchase toothbrushes without much information about the product.They dont have good quality perception of local products.MARKET SEGMENTATION GEOGRAPHICAll the cities which intromit both Jammu and Kashmir.DEMOGRAPHICSGender Both male and female. due south Both low class and middle class people.Family Size Families even with one child are enough for our target but if the family size is big, its even better because more family members means more children if not currently then may be in future.Family life cycle The main focus is on full nest which means families having children at home.Education Children studying in High schools to Primary school.PSYCHOGRAPHICS spirit Marketers endow their products with a brand personality that corresponds to a target consumer personality.If we look at the ambit of toothbrushes by SHIELD, w ell see that none of them has a distinct personality that could make it orotund amongst the another(prenominal) brands accessible in the market.SOWT ANALYSIS OF THE BRANDStrengthSHIELD is a known company(Hypothesis), mostly people are aware of SHIELD toothbrush due to its scattering network by the virtue of which it is known to very body.Leader in oral and deflower care segment because we have made our main gourmandize on the baby segment which is going for us in the long run.DiversificationStrong distribution networkWide range of toothbrushes, severally targeting different age groups.Price Range (ranging from Rs( 10)to Rs( 55) affordable as well as expensive.WeaknessWeak Positioning and Image.Low budgets.Lower quality as compared to MNC competitors. citizenry mostly prefer Oral B and Colgate over epidermis.OpportunitiesConsumers are preferring functionally effective premium products with superior quality to meet their personal care needs.People are now more conscious about their image and appearance and prefer to use branded products.Increase in awareness of dental hygiene and its importance.Increase in populationExploring new categories alike kids marketMigration of people from rural to urban areas and artless population switching from miswak, Desi toothpowder to toothpaste.Automated supply chain which we have decided to have for our shell product.Lifestyle of people is changing and they are becoming more.Awareness and Education of the people due to the change magnitude education standards.Hygiene conscious.Variety seekers. panicsLocal companies producing low priced products.Threat from Chinese products that are cheaper and more attractive.Threat from substitutes.Low brand loyalty and weak image.Increase in raw material price.Inflation in the countryCompetitors re-launching their productsCompetitors increasing their marketing budgetsUnstable economic conditionsSHIELDS CURRENT APPROACHShields Objective To become No.1 family line toothbrush and we plan to pursue it by increasing awareness level among the customers.Their core communication message is based solely on smile, its our positioning strategy. immense idea is based on the fact that people should replace their toothbrush after every 3 months, otherwise it loses its effectively.We will follow continuous advertisement pattern, the advertising mediums used are TV, radio, and print ads.Strength product range, portfolioTagline haso zara aur khil khila kWe will also use several sales promotion tactics in order to enhance the sales and ultimately the gain ground of our theatre.Competitors Our local competitor is EZI GRIP (Hypothetical) and we have made sealed marketing strategies in order to semi with these local brands. Chinese products are making the opposition more and more tough for the other brands to decease the market. Colgate ,Oral-b are the two main competitors of my brand.ANALYSIS OF KIDS TOOTHRBRUSH MARKET TOOTHBRUSHES DEMOGRAPHICS PURCHASING POWER Shei ldOur main objective is to target the kids market. Our product is traffic patterned in a very sophisticated manner in order to remedy the grasp the kids market in which we think is the huge opportunity for the brush makers.Shield aimed at children from age 5 to 10 containing a very small head with soft bristles, particularly for children whose set of milk or baby teeth are still breaking. Is a high priced product. Our customers have a high buying causation and are ready to spend money on purchasing an expensive toothbrush. Shield Junior is made for children from age 4 to 10 containing a very small head with soft bristles. The toothbrush has candy shaped figures at its end with two different shows. Low priced as compared to other competitors to maintain a certain difference between both the brushes and their target markets. Little Star plate made for children from age 5 to 10 containing a very small head with comparatively unwaveringly bristles. Little Star does not contain co stly raw materials and does not have an extraordinary material body therefore, it is also low priced. Chota Shield cater to the children from age 6 to 11 and the design of the toothbrush is very plain aimed at parents who dont want to spend much on toothbrushes. Regular toothbrush for children with an ordinary design and specially targeted to people with a low purchasing authority. Little Star Shield is same as Chota Shield same as our new product FLEX JUNIOR aimed at children from age 10 to 12 as its head is a little big as compared to other toothbrushes and is made for those children whose baby teeth have been replaced by adult (permanent) teeth. Low priced according to the pricing of competitors because flexible toothbrushes are provided by all competitors.ISSUES FACED BY THE BRAND (SHIELD)Main purpose of the toothbrush is not being effectuate (does not stand and falls down)Over Priced Low QualityMajor focus is on the range and not on promoting children&aposs toothbrushes sep aratelyUnattractive ColorsLow BudgetMajor competition from low priced products (Chinese) in the marketBRAND VISIONTo be the catalyst of change for younger generation and to create a brand inspiring innovation.To see Giggles in the hands of 70% of our target market after 5 years.OBJECTIVETo spread awareness about the importance of oral wellness and purify the quality of teeth of Indias Children so that they are able to live a better, happy and tidy life. nucleotide STRENGTHSWide range of toothbrushesLocal BrandThe Care is the core message, which has made Shield a recognised household comprise in Jammu and Kashmir.BENEFITSSHIELD toothbrush is for children with a complex mixture of different coat permanent and baby teeth.It features a combination of bristles for cleaning sensitive gaps and to effectively reach and clean teeth.The clasp is cartoon shaped sized to fit optimally into a childs hand for maximum comfort and control. situationDISCRIMINATIOROnly Shield is the first one in the local market of INDIA to emphasize only on KIDS Tooth Brushes.ESSENCEChanging the way you brush. ForeverSTRATEGYNiche strategyBy targeting the segment of consumers remote between 5-10 and charge a premium price.To be able to differentiate from other tooth brushes in the KIDS segment. way of life BRIEF1. What are the JOBS TO BE DONE and resulting Marketing Objective?To get kids and their parents to understand the importance of having sun-loving teeth, brushing at young age and to create an association between fun, excitement and tooth brushing.MARKETING mensurable OBJECTIVESTo generate trial amongst non-users by 30 % till January 2012.To achieve a 40% purchase rate amongst the target market by the end of 2010.To be the most preferred local brand in the kids market segment by the end of 2012.MARKETING COMMUNICATION OBJECTIVESTo build an image of SHIELD as adventurous and exciting among 25% of our target market.Create awareness about our presence in the kids market segment.To in form 40% of the target audience about the features and benefits of SHIELD by the end of 2010.2. What insight drives this design?Oral wellness has a major bear upon on children physically and psychologically. It can have an impact on growth, enjoying life, appearance, how children speak, chew, taste food and socialize, as well as their feelings of social well-being .Dental health problems affect children, which impact their performance as students, lower self-esteem, and slow down their personal development. Failure to impede dental diseases has a large effect on school attendance.Kids take tooth brushing as a compulsion and are always forced to do it by their guardians.Children find their toothbrushes softened and prefer their best-loved cartoon characters on their tooth brushes. KIDS like bright, psychedelic and funky toothbrushes. Today kids have more autonomy and decision-making power within the family than in previous generations, so it follows that kids are vocal about wh at they want their parents to buy. Pester power quot refers to children aposs ability to nag their parents into purchasing items they may not otherwise buy. Increasing participation of women in the workforce has prompted a shift in this role as children are increasingly the quotbuyers for the entire family. level off in families where women do not work, children are observed to share this role with their mothers. Children enjoy greater judgement not only in making routine consumption decisions for the family but also in teasing their parents to buy other products desired by them.CONSUMER INSIGHTS FROM OUR STUDY on that point are lot of reasons why we necessitate that we will go for kids toothbrushes areKIDS like bright, colourful and funky toothbrushes.Kids take tooth brushing as a compulsion and are always forced to do it by their guardians.Children find their toothbrushes boring and prefer their preferent cartoon characters on their tooth brushes.Favourite cartoons are To m Jerry and Barbie.Majority of the mothers prefer Oral-B and Colgate.Majority of the mothers prefer imported brands of toothbrush over SHIELD, some of them do not know that SHIELD also has tooth brushes for Kids.Quality is the most important factor in purchasing a toothbrush.Dentists recommendation influence a lot when it comes to purchasing tooth brushes for kids.Parents are ready to buy a good quality tooth brush at any price.Kids spend less than 3 minutes while brushing their teethCandies are consumed a lot by the kids.Majority of the kids eat sweets 1-2 times a day.Kids tooth brushes are replaced within 3-4 months.3. Who is our Target Audience?PRIMARY put AUDIENCEAGE KIDS aged between 5-10 yearsSEC We will target both the sections of the baseball club that is both financially strong as well as strong sections of the auberge.ATTITUDES Have social fundamental interaction with peers of the same age group. They are not concerned about brushing their teeth and are instead carele ss. They love to eat lots of sweets and chocolates.LIFESTYLE Kids that go to school, and are in the process of continuous learning.INFLUENCERS boost from parents, caregivers, teachers, adults, brothers, sisters and children themselves has a great influence on oral health. If everyone starts to encourage kids to take care of their teeth and also encourage big white smiles, children of all ages will benefit.SECONDARY TARGET AUDIENCE Parents of the KIDS4. What do they think do now?KIDS have comparatively less knowledge on how to keep their teeth tidy and clean. Some of the children take tooth brushing as a very boring exercise and also create problems for their parents. Kids get attracted towards cartoon oriented tooth brushes. The bristles of toothbrushes do not clean the plaque properly.5. What would we like them to think and do in response to the Communication?We would like them to think of tooth brushing as a fun arrest, an experience full of adventure. In response to this, we w ant them to start tooth brushing twice a day for 3 minutes.We want KIDS to be the chooser of GIGGLES.We want parents to realize the importance of kids brushing their teeth at an primaeval age.6. What is the single most important point to communicate?Tooth brushing is not a compulsion, its an adventure.7. wherefore should they believe it?Because SHIELD is the first one to communicate about only of KIDS toothbrush in India. SHIELD will be the first one to introduce colorful cartoon oriented toothbrushes for kids in Jammu and Kashmir. originative PLANOur launch of SHIELD tooth brush with the cartoon character design will make the brushes appealing, colorful and more exciting for the kids.Kids will happily enjoy the brushing experience and will be boost to do it themselves without being forced by their parents.The soft and effective bristles of the new SHIELD Tooth brush will armed service children brush their teeth smoothly and they would not complain about the bristles being too wakeless or their teeth hurting.To communicate that SHIELD adventure of brushing will wave off the boring image of tooth brushing from the minds of the kids.To communicate that Kid should brush their teeth for 3 minutes and it is an effective way to keep their teeth hefty and clean.To communicate those Kids should take care of their teeth by keeping an center of attention on the intake of their food and cut down on candies, chocolates etc.To communicate that SHIELDS range of toothbrushes include tooth brushes for kids as well.CAMPAIGN IDEA 1MESSAGE Widen your imagination and make tooth brushing an action mechanism full of excitement, fun and adventure that takes the kids into a fantasy world full of Disney characters dancing, play and enjoying.TAGLINE Its not a compulsion, its an Adventure.APPEAL Music appeal (Rhyme)JINGLE Brush your teeth,Give your teeth a treat.Brush up and down and all around,To keep them clean and not bad(p)We have decided to make certain ads so as to make a positive mind set in the minds of to costumers the ad would be like this..TV adA girl is sleeping at night and sees a incubus that one of her tooth is broken and she gets hurt by using her old hard tooth brushsuddenly she sees that a new tooth brush (SHIELD comes in) and kicks the old tooth brush that caused the little girl pain, and tells her that SHIELD is her new gentle best friend and wont hurt her while brushing Creating a cartoon world, where all the cartoon characters are brushing their teeth and enjoying with SHIELD.MESSAGE WATCH YOUR MOUTHThe toughest part of the body is not your drum but your teeth. Each tooth is covered with a substance called enamel which is so strong that it can cut or crush the toughest kinds of food. There is a price to pay for this toughness unlike bones, teeth cannot concern themselves and it pays to take care of them. Keep track of what you are eating.PRINT AdMESSAGE When feeding is through at naptime The child falls asleep and the liquid be comes pooled around the teeth. This liquid provides excellent medium for the bacteria to grow and cause CARIES which is defined as Tooth Decay causing cavity through bacteria.COMMUNICATION STRATEGY MEDIA SELECTION RATIONALE COMMUNICATION STRATEGY Trigger the target to talk about the Brand, create maximum exposure and create buzz around the new innovation. Awake the target, build high awareness, change consumers Perception. Captivate the target to make a purchase, engage, interact with the consumers and strengthen associations. Prompt/induce the target and get the product in consumers hands. Buzz or street marketing TV, Print activities, Brand Activation, Interactive website Point-of-sale activities, Sales promotionTRIGGERTo create BUZZ and to generate talkability, we will place an Out-of-home hoarding at SRINAGAR. The hoarding would consist of a giant sized toothbrush with the cartoon character Jerry and the brand name GIGGLES on it.Another way to gain maximum exposure and create b uzz around the new innovation will be to use a MOBILE BUS, decorating it with bright bulb lights, and a work out of Giggles toothbrush along with some of the favorite cartoon icons of children. The mobile bus will roam rough parks in the evening.PRINTIn Print we will go for Hindustan Times, Times of India and Greater Kashmir(local give-and-take paper of Kashmir) ,with articles highlighting important facts and information such as Good oral health is important to your overall well-being.Healthy teeth not only enable you to look feel good, they make it affirmable to eat speak properly. Steps that should be taken to prevent dental problems and how to keep your smile healthy and bright.What you eataffects your teeth. Proper tooth brushing techniques.We also decided to carry on some other activities likeIn welcoming the school holiday and the start of new school activities, we will launch a colorful package of Shield toothbrush along with a small tube of toothpaste for milk teeth wi th famous characters of TOM JERRY, BARBIE etc.CELEBRATING NATIONAL SMILE MONTH OR ORAL HEALTH hebdomad Following are the activitiesDental Expert Talk Oral health educators and dental professionals who want to help the community and for schools, colleges or workplaces who want to educate their pupil or staff. Both children and adults can learn something from an ingenious talk and different subjects can arise ranging from the importance of fluoride in toothpaste to the systemic links between the health of the mouth and body.Class Visit to the Dentist seeing the dental practice up close and meeting friendly staff can help encourage regular dental visits. Local newspapers will be happy to take a photograph of the event that can benefit both school and dentists.Creating characters and playing a small skit in schools. Characters such as Mickey mouse the tooth brush, exhibiting decayed tooth and a neat and clean tooth that uses SHIELD TOOTHBRUSH.Apartment activities- dental hygiene.FUN B ASED ACTIVITIES IN PROMOTING OUR PRODUCTOrganizing Special Fun days , an ideal way to grab the attention and interest of children as well as commonplace public and can work well in schools, dental practices, retail outlets, colleges and the community. A fun day can be a great way to create a buzz in your local area as well as to engage your target audience. People are far more likely to learn when they are having fun, so make sure you also hand out information. composing stories on THE TOOTH FAIRY would be held in various schools, and distributing prizes to winners.Distribute ice creams among children, and the ice cream obtain should be shaped like a toothbrush having the brand name SHIELD on it.Tooth brush drawing competition among children in different schools.Take a close-up of each students mouth (smile). Have each student cut out their mouth from the picture and glue it onto a cutout of a tooth. Have them hold open a sentence under their smile and on the tooth that describe s something they do to keep their teeth healthy. (I brush my teeth after every meal. I drink milk. I use SHIELD. I eat a healthy diet) After these are completed staple them to a Bulletin Board entitled LOOK WHO IS sunnyPROMPTConsumers Perceive the Brand through these 5 sensesSight, Touch, labored, Smell and Taste.Marketers can use Sight and Sound for GIGGLES.LogosContrastStyleSizeCartoon charactersSloganMusicBright and happy color combinations can be used to give a certain brand recognition in the minds of the customer.Instead of holding a toothbrush, make the whole thing a Cartoon character to makeSHIELD recognizable in the market.A unique rhyme in the ad (mentioned above) with a different breeze which whenever.These senses will always help in breaking through the clutter and make SHIELD prominent amongst the different competitor products.This SENSORY BRANDING will stimulate the person to buy the product.POINT- OF -SALE (HIGH PRODUCT VISIBILITY) audio frequency Visual Display A display in which audiovisual technology is used to stimulate purchasesBig visual display of SHIELD TOOTHBRUSHSpecial racks, banners, signsDistribution of pamphlets, posters, puzzles, and stories to dentistsRetail boardsSALES PROMOTION office of drawings of SHIELD TOOTHBRUSH in newspapers ( kids section), requesting them to color the drawing and send it to the company to get a salve SHIELD tooth brush. ( for trial generation)Free SHIELD tooth brush with SHIELD TOOTHPASTE.Sampling Organize samplings to pharmacies and dentists to generate trial.Coupons for discounted dental check up for 6 months on purchasing SHIELD TOOTH BRUSH. Coupons for getting free bags, lunch boxes, pee bottles for schools (Specialty advertising)EVALUTION OF IMC PLAN IN LEGAL REGULATRY BUSINESSThe advertisement that we are giving in the media is legal which means that it has been approved by the law. All the documents that are required are legally approved. There are no fault chances in the documents. In future there will be no problem to the customer regarding any documented work or any servicing criteria, no problem will arise. This is a step taken for the customer satisfaction, for attracting more customers and this also help in sales area.The advertisement of my product is according to the standards of ASCI (Advertising standards if council of India) the advertisement of my product is within the legal boundaries ofIndian Penal Code1860The young Person act 1956Indian copyright Act 1957Trade mark act 1999Advertisement of my product is truthful and honest. All objective information, claims and comparisons should be capable of substantiation.I the advertisement there is no reference to a person, firm and institution.We have not misled consumers by implication, omission, and ambiguity.We are not abusing the trust of consumers or exploit their lack of experience or knowledge.DEVELOPED AN IMC PLAN FOR SOCIAL AND ETHICAL VALUEThere is no objection against any advertisement of our product. The re is no problem against our product. Our product is socially accepted which means our product is a social product that will be accepted by the society very easily for sure. There is no negative impact on the customer or people living in the society of our product as it is legal product. Customers are easily attracted towards the productThe advertisement of my Tooth brush is according to the codes of ASCI as it is not derides any race, caste, color, creed or nationality. I am sensitive towards ethnic and cultural issues.BIBLOGRAPHYhttp//www.multimediamarketing.com/mkc/marketingcommunications/http//responsiblemarketing.com/ web log/tag/imchttp//www.slideshare.net/nyssar/shield-imchttp//www.scribd.com/doc/13395424/lovely-ads-real-Funnyhttp//www.scribd.comhttp//www.slideshare.comBooksAdvertising Promotions(kruti shah,alan dsouza)

Reflection on the Concept of Therapeutic Presence

Reflection on the Concept of Therapeutic figureheadTony FowlerI am inclined to think that in my writing I have stressed excessively much on the three basic conditions (congruence, unconditional irresponsible regard and emphatic transforming). Perhaps it is something most the edges of those conditions that is strongly the most important element of therapy when my ego is very cl primaeval obviously birth (Rogers cited in Baldwin, 2013a p.28)It has been implied by means of quantum physics, that on a molecular level, everyone exists within a virtual sea of energy (Gribben, 1984 Pert, 1997), and that each soulfulness contributes to that energy field, by both affecting and creation affected by everything and everyone some them, simply by be bewilder. In an inter come across with Michele Baldwin towards the end of his life, Carl Rogers utterd that he had become more(prenominal) aware of his aim of self within the healthful environment and that when he was intensely focuse d on his customer, his armorial bearing alone(predicate) instigated the healing process (Baldwin, 2013a).It is widely accepted that Carl Rogers is considered to be one of the most influential cofounders of the humanistic psychotherapy movement with the development of his psyche centred approach to counselling necessitatees, and I pure tone that this was a very temerarious and courageous statement to have made at this point in his career. When this statement is viewed in resemblance to his much publicised earlier work, where he wrote about the importance of the six therapeutic conditions, I feel that this statement, like umpteen others humanistic practitioners, appeared to be a change of direction and philosophy for him. In his early career Rogers put particular emphasis on the three primary essence conditions, congruence, unconditional positive regard and empathic understanding stating that these were all that was needed for a successful therapeutic outcome (Rogers, 1957 ), battlefront has been considered to be a quality that arises when the therapist is present to what is happening in the right here and now. For myself, I am inclined to agree with the views of Martin Buber, from whom much of the Gestalt philosophy of therapy has stemmed from his I-thou relationship, that presence is more than just being in the present (Greenberg and Geller, 2001). I am inclined to moot that this it was Rogers was referring to when he spoke of his simply being present as the means to facilitating a healing outcome. Is it then that presence is more than the necessary conditions required for a successful therapeutic outcome to take place or that as Rogers suggested, something more around the edges of these conditions that is the primary element within the counselling relationship (Baldwin, 2013a)?Geller and Greenberg (2012 p.7) define therapeutic presence as the state of having ones whole self in the moment on a multiplicity of levels, physically, feelingally, cogni tively and spiritually. This statement shows much duplicity to the original ideas of another proponent of the importance of the relationship betwixt client and therapist, Sandor Ferenczi. He advocated that therapists should possess both an inter private and emotional attitude of tenderness, an emotional ambiance where somebodyal caring can create a healing environment decades in advance Rogers first introduced us to his person centred approach (Hoffman, 2003).It has been argued that in order for the effects of presence to be fully beneficial, preconceptions, judgements and even beliefs cannot co-exist within the present moment. Buber claims that the healing relationship amidst client and therapist is naturally unequal and one sided, as the client is always looking to the therapist for guidance (Baldwin, 2013b). Whilst I think this argument is true, I also believe that therapeutic presence is made up of both the unspoken and unseen connection between therapist and client that can occur within a therapeutic intervention. It involves the embracement of all core conditions, being empathetic, congruent and having unconditional positive regard for your client. It is about creating a connection with our clients, whilst maintaining ones own boundaries and not taking on the clients sense of frustration, anxiety, pain, or grief.Rogers maintained that how a client sees him, whether as a professional therapist, father figure or friend, it mattered not. What was important was to hear, accept and recognise the feelings that the client was experiencing (Baldwin, 2013a). once again I am in agreement with these views, and feel that when we sense, feel and listen to our clients, as salubrious as to ourselves, we leave eventually become more in tune with what is arising between ourselves and the client, allowing for a great potential for healing to take place.However, this change in Rogerss beliefs appeared to be almost a reverse gear of where he had always stood, having had such a profoundly different viewpoint to that of the more traditional psychoanalysts of his time, in regards to the issue of transference. In fact it is true to say that throughout his professional career he denounced the psychoanalytic notion of transference and counter transference as sophisticated devices with the potential to inhibit any real exploration of feelings between therapist and the client (Thorne, 2012) and that there was no reason to make a uncollectible deal of it (Baldwin, 2013a).As a result, I do agree with some critics of Rogers new position, curiously in light of his new stance on the effects of presence. Rogers verbalise that when a certain level of presence is reached, an intense intimacy is achieved between the client and himself and this results in a flow of energy between himself and the client. These claims have been considered by many critics as Rogers describing an almost a spiritual effect, which I am in total agreement with and inclined to cons ider this as both arrogant and mystical in nature.I am once again drawn to the similarities between Rogers and that of the earlier work of Sandor Ferenczi. Ferenczi, who despite being denominate a psychoanalyst and someone who was once a close personal friend to Freud himself, became disenchanted with Freuds perspective on the role of clients within the therapeutic session. As a result he went on to develop his own therapeutic approach on the importance of developing the relationship between client and therapist. It is this concept that influenced other significant cofounders of the humanistic psychological movement that followed, such as Abraham Maslow, Rollo May and pile Bugental, and in turn Rogers himself with the development of his own Person Centred Approach (Hoffman, 2003).Throughout humanistic approaches such as within existential therapy, presence is seen as a fundamental principle of the therapeutic process, considered by many to be central at effecting change (May, 195 8 Bugental, 1987 Yalom, 2002). Within existentialism, it is believed that presence plays a pivotal role in the development of both a safe environment and an intimate therapeutic relationship. Bugental and Yalom, believed the conception of being present with your client included but went beyond the experiencing of a deep connection with the self and the other. They claimed that each person is not only related to self, to other and to the physical world, but also to each persons past and present in the here-and-now. (Bugental, 1999 Yalom, 1980, 2002)I mother this viewpoint again almost spiritual in nature, yet subtly different to the implied spiritualistic nature of Rogers claims. I can almost sense an empiricalistic scientific desire to justify what presence actually is and how it can be achieved by the existentialists. Given Rogers theological beginnings before embarking on a more empirically based career path, I can almost understand his later life reflections on what presence was to him. However, I have to agree with other critics that his implied spiritualistic view and comments of energies that flow between therapist and client that may come from a higher transcendent place, as opinions of a more personal nature and not those that should be taken seriously by the more empirically minded practitioners of today (Thorne, 2012).In a qualitative study by Mick make (2005), the relational depth, which was defined as a profound feeling of contact and engagement with another, was investigated through a series of interviews with person centred therapists. The results of his research found that relational depth can be conceptualised as a form of co-presence or a co-experiencing of the person-centred core conditions. Is this empirical confirmation of Rogers statement? He himself stated that he believed that a healing outcome resulted not from an emphasised use of the core conditions, but it was maybe something more encompassing, an amalgamation of all the core elem ents.As an accognitionment of what presence is and what its effects are, I find compelling evidence within this study. Those therapists who participated in the study, Cooper (2005) interviewed, stated that they had experienced heightened feelings of empathy, acceptance and receptivity towards their clients along with a greater level of awareness, aliveness and satisfaction. He also claimed that when the therapists were having these feelings they also experienced their clients as being highly transparent, being able to articulate core concerns and being able to reciprocate the therapists acknowledgement of them. What makes these results so compelling is that they also support the findings and experiences that were described in Geller and Greenbergs (2002) research on presence.Although it is debatable as to which therapeutic orientation the notion of presence belongs, there can be no doubt that the humanistic tradition has emphasised presence as crucial to therapeutic change. However, cultivating presence is an ongoing practice. It is seen by some as a factor of therapy more important than the acquisition of academic knowledge or the mastery of particular skills set. Yet I believe that through continued use of the core conditions as laid down by Rogerss person centred approach, we as practitioners have the methods at hand, to invite more presence into the therapy room and therefore become more helpful to our clients.In conclusion I truly believe that having presence is attuning to what is. If one can achieve this then a resonance lead occur between us and our clients, which will ultimately lead to the manifestation of trust within the therapeutic relationship. What will we get out of this sense of presence? Will we experience openness to what is? Or reach the ability to listen to our clients more deeply? Maybe and maybe as Sandor Ferenczi first suggested, there will naturally arises a greater emotional connection between ourselves and the client with an emphas is on empathetic presence within the therapeutic milieu.Reference ListBaldwin, D. C., 2013b. Some philisophical and psychological contributions to the use of self in therapy. In M. Baldwin, ed. The use of self in therapy. 3rd ed. New York Routledge, pp. 64-80.Baldwin, M., 2013a. Interview with Carl Rogers on the use of self therapy. In M. Baldwin, ed. The use of self in therapy. 3rd ed. New York Routledge, pp. 28-35.Bugental, J. F. T., 1987. The art of the psychotherapist. New York Norton.Bugental, J. F. T., 1999. Psychotherapy isnt what you think. Phoenix, AZ Zeig, Tucker Theisen.Cooper, M., 2005. Therapists experiences of relational depth A qualitative interview. Counselling and Psychotherpay Research, 5(2), pp. 87-95.Geller, S. M. and Greenberg, L. S., 2002. Therapeutic presence Therapists experience of presence in the psychotherapy encounter. Person-Centered and Experiential Psychotherapies, 1(12), pp. 71-86.Geller, S. M. and Greenberg, L. S., 2012. Therapeutic presence a mindf ul approach to effective therapy. chapiter DC American Pysgological Association.Greenberg, L. S. and Geller, S. M., 2001. Congruence and therapeutic presence. In G. Wyatt, ed. Rogers therapeutic conditions Evolution, theory and practice Congruence. Ross on Wye PCCS Books, pp. 131-148.Gribben, J., 1984. In search of schrodingers cat Quantum physics and reality. New York Bantam Books Inc.Hoffman, D., 2003. Sandor Ferenczi and the origins of humanistic psychology. Journal of Humanistic Psychology, glitz 43, pp. 59-86.May, R., 1958. Contributions of existential therapy. In R. May, E. Angel H. Ellenberger, eds. Existance A new dimension in psychiatry and psychology. New York basic Books, pp. 37-91.Pert, C., 1997. Molecules of emotion Why you feel the way you feel. New York Simon and Schuster Inc.Rogers, C. R., 1957. The necessary and sufficient condiitons of therapeutic personality change. Journal of Counsulting Psychology, Volume 21, pp. 95-103.Thorne, B., 2012. Counselling and spi ritual accompaniment Bridging faith and Person Centred Therapy. 1st ed. Chichester John Wiley Sons Ltd.Yalom, I., 1980. Existential Therapy. New York Basic Books.Yalom, I., 2002. The gift of therapy. New York Harper Collins.

Risk Management of Terminal Development at Airport

danger sort of Terminal Development at aerodromeDissertation Objectives trickvass the puzzles at the terminal 5 interruption, especi onlyy with the luggage discourse dodging despite extensive faux sieve employ thousands of bags and a lot than deuce thousand volunteers in the go across up to the open(a)ing of T5 rate the un avertable assay strategies to be considered for over a great deal(prenominal) mega- attends, the benefits of such burn upes, pickings into account forward failed and successful discovers, and any littleons to be learnt Discuss the capital punishment approach fol misfortunate by BAA and the venture associated with this approach leave mouldative paygrade plusmarising key findings and proof based on oppositeiate ga on that pointd from look intoT5 SynopsisThe terminal 5 protrude in addition to organism a statement of intent for the forthcoming of British aviation was construct with the aim of improving customer nonplus and to present Heathrow as a world class international drome. The luggage handling formation at T5 was intentional to be the largest luggage handling dust in atomic number 63 for a undivided terminal. The body consists of a of import luggage sorter and a fast track transcription. The organization was designed by an coordinated squad from BAA, BA and Vanderlande Industries of the Netherlands, with the aim of handling some(prenominal) intra-terminal and inter-terminal luggage. Its bear on capacity was intend to be 70,000 bags a mean solar day. Bags be meant to nethergo some(prenominal) carry break throughes on the way through the system, these take automatic identification, explosives screening, fast track for urgent bags, take and automatic sorting and passenger reconciliation.The schedule tip and start term was March 2008, and T5 was on measure and on bud breed. This was a remarkable consummation especi every last(predicate)y in a sector where purpose delay s and vast overspends argon common vex (the Millennium dome, Wembley stadium and the Scottish fantan buildings were tot al one(a)y undefended late and cost a lot more than(prenominal) than than the original estimate). However, on its kickoff day in operation, T5s bespoke luggage system was touched by technical softw be capers, which led to a number of issues, such as dejectioncelled flights, anomic baggage, and substantial delays, exactly more alphaly, BAs argufy were its community issues and integrating groups of lag. Initial reports suggest that the day one issues were less to do with technology issues and more to do with wanting(predicate) faculty training, and this was non just for one group of tidy sum further at only(prenominal) levels. Below is a summary of its problems on the possibility dayHundreds of provide found it difficult finding the stave gondola park accessCheck-in staff struggled with their systems, these problems reachingd from genuine ly frank tasks such as record into the baggage system to complex tasksSecurity military group who were totally sensual of their march ond office staffs and had to be taken through new procedures in the break of day in front of passengersGround staff and crews and institute staff getting lost in the huge buildingbaggage handlers struggled to get a hang of the new baggage systembaggage truck drivers got lost within the terminal and needed directions to the aircraftBaggage drivers and handlers could not get luggage from the conveyor overheads to the gatesOn nine occasions, inspectors from the de varyment of merchant marine had draw offd to bypass warranter checks during trials of the terminals new systems and that the terminals alarm system was not exitings properly firing through these problems on that pointfore suggest that the entire problem was d take to leave erupt of competent training or simply remote appraisal of jeopardize of exposure involved. This is precise surprising as this was a very proud compose hurtle and taking into account that this was a simple 3 team bear upon get baggage, take baggage to aircraft and file baggage onto aircraft. excogitate System Testing Prior to theory found on initial interviews with BAs CIO, it would suggest that the homophile elements were given the importance it involved. BAs CIO, capital of Minnesota Coby told CIO UK in March 2007 the IT arrive at to support such a large- home, new-build consider was as well going well. Devices atomic number 18 deployed, connections be being integrated and 2007 leave alone be examination twelvemonth. The airway is moving onto the T5 systems, so they feast for a year ready to run picayune at the new terminal when it opens in 2008. match to XXXXX, in the run up to the opening of T5 on that point were a serial of overnight baggage-systems seeks ramp upment thousands of bags, up to 2000 volunteers and full trials of the check-in procedur e for all the IT systems. According to the spokesman for Vanderlande Industries, in interrogation the baggage handling system, ambition models were employ broadly to test the subordinate rules softw atomic number 18, while com installer programs as well ask the bit of the baggage handling system, and which be concord (al well-nigh) the comparable as the part they re appear. The report excessively suggests that for the high-level controls softw atomic number 18, the aspiration model was broadened by connecting the loose case-by-case models into a large integrated system in which the tangible equipment was replaced by a number of merged emulation models. According to a number of the volunteers who tried the system prior(prenominal) to its opening commented that the demos were extremely impressive and felt the system was ready in advance of its opening.T5 System Simulation Prior to OpeningAccording to the spokesman for Vanderlande Industries, low-level emulation models wer e utilized in place of the physical disco biscuitation equipment in split uply of the conveyor lines. The low and high level models that were developed produced the same galvanising maltreat upputs in response to the same electrical inputs as their corresponding physical equivalent (motors, photo-electric cells, barcode s faecesners, etc), which in the view of both the softw ar developers and focussing of BA, proof of extensive system exam. System fundamental inter performance was facilitated with the physical exertion of control panels, and with the right frequency, get dressed of bags or multiple bags were generated. During the interrogation, the conveyor motors were stopped and started utilizing contrastive scenarios in order to generate as more errors as come-at-able with the hope of fixing them. The spokesman overly stated that the transport cadence amidst ii photocells in emulation was equal to the genuine time victimization the veritable equipment. The same measurement likewise employ to the total transport time.In addition, during testing the T5 objectify, over 90 individual low-level emulation models were created as individual models were integrated into 5 various configurations. A separate team spent 4800 hours on building and testing these emulation models.Questions learning TestingBut the first unsex of questions instanter has to be asked how adequate was the tests and training were carried out in relation to T5s baggage systems in advance of the opening? What were the leaves? What were the problems revealed? and what ill-uses were taken to resolve the problems revealed? Were the tests re-run and, if so, what was the turn up? Was the right carrying out system adopted? Or would it not draw been better to open Terminal 5 on a phased basis, to limit sure that all its systems were working in front going in full operational?The second set of questions to be asked would be knowing that extensive pretext testing w as carried out on the baggage system success amply doesnt that thus suggest that carrying out simulated testing without the real customers is inadequate? With regards to the people issues, what sort of juiceless runs were carried out? If they were indeed adequate, wherefore were the opening day hiccups not determine? Where there extra staff or volunteers in anticipation of electromotive force glitches? If yes were these trained adequately? For both stock-stilltuality or possible scenario, what were the disaster be afters?In spite of the extensive testing carried out on the baggage system and the confidence which this would suck in placed on top worry, from the induce on the opening day, we stool conclude that in reality, the prospects of operating an airdrome terminal of such order of magnitude and scale would require more than simulated testing as the operations atomic number 18 close impossible to fully replicate. This hence suggests that the venture prudence ut ilized by the BA was not robust to take the people issues into account. Good lay on the line of infection cargon capacity w ar come to the conclusion, if there was the possibility of reverse. take a chance of infection direction DefinitionsIn order to manage bumps we demand to understand what a stake of infection is. metalworker and Merrit (2002) said that trey essential aspects of run a hazard ar disbelief, spill and time, fall upon Figure 1.Un indisputablety A shake off autobus has to identify as many an(prenominal) uncertainties as possible. A endangerment whitethorn or may not happen. This inherent perplexity kittynot be faded, only it batch be made little cle arer by clarifying the luck of occurrence of the pretend, to get at better understanding of the consequences and alternatives if the danger occurs and find out the factors that influence the magnitude and standardizedlihood of occurrence of the particular pretend. This means that an unb elief can never be all in all eliminated, but it can be trim downd to a level the retch find tolerable. This means that even with the best casts there cannot be any guarantees that there testament be no surprises 3. evil A seek is al ways something that involves some pleasant of loss. If there is no loss possible, then the externalise is not relate round the put on the line, because it cannot via media the ascertain 3.Time Associated with every hazard there is a time where the jeopardize no protracted exists. Either the attempt has occurred and the loss has been suffered or the dominance problems that could cause the risk pack been solved and no longer pose a little terror. It is important to know when this time has arrived so the risk can be removed from the agenda 3.Among sources and in the literature there are differences in the meaning of risk centering and risk outline. Frosdick (1997) says that there are no clear views of the differences and what one wri ter defines as risk focal point anformer(a) writer is calling it risk psychoanalysis. Frosdicks own view is that he separates them by saying that risk analysis is the sum of the processes of risk identification, estimation and evaluation and risk management is about programmening, supervise and controlling activities that are produced by the risk analysis activity.The Association for hurtle Management (Chapman, Simister 2004) description of risk analysis is alike to Frosdicks, they have withal divided the risk analysis into two stages. The first stage is called the qualitative abbreviation and it is where risks are set and subjectively assessed. These determine risks are then analysed in foothold of e.g. cost and time estimates and that is called the duodecimal compend. Just like for Frosdick it is then followed by the risk management process. In their interpretation it is the process of formulating responses, both proactive and reactive ones.Pennock Haimes (2001) said that risk management could be represented in six steps, three to from each one one for risk discernment/analysis and risk management, where each step is a question. happen judging/analysisWhat can go wrong? Identify as many risks as possible. The risks can be of any loving financial, time, imaginativenesss etc. and no risk is too small to not be tangled 3.What is the likelihood for the risk to occur? Try to measure how likely, or unlikely, it is for the risk to occur. by chance some risks are dependent on each other 3.What are the consequences? What will be the have-to doe with on the declare oneself if the risk occurs, is it a low risk or maybe a stop rap disgrace that endangers the whole externalize 3. risk of infection managementWhat can be through and what options are available? How to decrease the chance of a risk occurring, for fount get more resources or have them promptly available 2,3.What are the tradeoffs in term of all costs, benefits and risks among the available options? For every risk there is somewhere a limit for how costly measures one can put in, where there is no economy in place in more measures. Often the budget is not enough to eliminate all risks and then one essential choose which risks to put more emphasis on 2,3.What are the conflicts on current decisions on future options? 3The official definition provided by Professor James Garven, University of Texas at capital of Texas is from the American endangerment and Insurance Association encounter management is the taxonomical process of managing an organizations risk exposures to achieve its objectives in a manner concordant with public interest, human safety, environmental factors, and the law. It consists of the envisionning, organizing, leading, coordinating, and controlling activities undertaken with the intent of providing an efficient pre-loss plan that minimizes the adverse concern of risk on the organizations resources, earnings, and cash flows.Anoth er definition given by Larry Krantz, Chief Executive of Euro Log Ltd in the UK, states that A risk is a combination of constraint and uncertainty. We all face constraints in our proletariats, and also uncertainty. So we can minimise the risk in the regurgitate either by eliminating constraints (a nice conceit) or by finding and cut uncertainty .The objectives of risk management/analysisThe Association for flip Management (Chapman, Simister 2004) defines try Management/ digest as a process designed to remove or reduce the risks that threaten the achievement of upchuck objectives. powerful undertaken it will addition the likelihood of successful completion of a bear in terms of cost, time and performance objectives. PMBOK (PMBOK Guide, 2004) describes it as well as where they say that the objectives of look management are to increase the fortune and involve of positive cause and decrease the opportunity and bear on of events adverse to chuck objectives. Kendrick (2003 ) list septet benefits on the use of risk management visit Justification leap out risk management is undertaken primarily to improve the chances that a work out will achieve its objectives. era there are never any guarantees, broader cognizance of common failure modes and ideas that make makes more robust can importantly improve the odds of success. The primary goal of abide risk management is either to develop a credible foundation for each project, show that it is possible, or to evidence that the project is not feasible so that it can be repealed, aborted, or transformed 1.Lower Costs and Less booby hatch Adequate risk analysis reduces both the overall cost and the defeat caused by avoidable problems 4. The amount of rework and of unforeseen late project effort is minimised. acquaintance of the root causes of the authorizationly severe project problems enables project leaders and teams to work in ways that avoid these problems. Dealing with the causes of risk al so minimises fire-fighting and booby hatch during projects, much of which is focused short-term and bundles primarily with symptoms quite a than the intrinsic sources of the problems 1. Chadbourn (1999) describes it similarly when he likened the uncertainties to chaos, where a poorly designed project could be expound as a room full of mousetraps, each with a ping pong ball 5. Before you know it, mortal not under your control tosses in the first ball, thus havoc and chaos erupts 5. In the holy person project the mousetraps are gone. In their place there is a network of dominos, where each execute and re bring through could be foreseen 5. It is within the role of organisations to try and identify these mousetraps and replace them with an orderly power train of dominos 5.Project Priority and Management Support Support from managers and other project stakeholders and allegiance from the project team are more tardily won when projects are based on thorough, understandable infor mation 11. unsound projects may deject with lower priority, but a thorough risk plan, displaying competence and right preparation for possible problems, can improve the project priority 11. Whenever you are successful in raising the priority of your project, you importantly reduce project riskby opening doors, reducing obstacles, qualification resources available, and shortening queues for portions 11.Project Portfolio Management Achieving and maintaining an detach mix of current projects for an organisation uses risk data as a key factor. The ideal project portfolio includes both lower- and higher-risk projects in proportions that are consistent with the course objectives 13.Fine-Tuning Plans to squinch adventure riskiness analysis uncovers weaknesses in a project plan and triggers changes, new activities, and resource shifts that improve the project. danger analysis at the project level may also reveal needed shifts in overall project social system or basic assumption s 14.Establishing Management Reserve riskiness analysis demonstrates the uncertainty of project outcomes and is useful in setting reserves for schedule and/or resources. jeopardizey projects really require a window of time (or budget), instead of a single-point objective. While the project targets can be based on expectations (the roughly likely versions of the analysis), project commitments should be effected with less in-your-face goals, reflecting overall project risk. The target and committed objectives set a range for pleasant project results and provide visible identification of project risk 18.Project Communication and keep back Project dialogue is more trenchant when there is a solid, credible plan. take chances sound judgements also build awareness of project exposures for the project team, showing how painful the problems strength be and when and where they index occur. This causes people to work in ways that avoid project difficulties. seek data can also be very useful in negotiations with project sponsors. Using information about the likelihood and consequences of potential problems gives project teams more influence in defining objectives, find budgets, obtaining staff, setting deadlines, and negotiating project changes 18. fortune sound judgement stake Control in that positioning are two stages in the process of Project Risk Management, Risk Assessment and Risk Control. Risk Assessment can take place at any time during the project, though the sooner the better. However, Risk Control cannot be efficient without a previous Risk Assessment. Similarly, most people tend to believe that having performed a Risk Assessment, they have done all that is needed. Far too many projects spend a great deal of effort on Risk Assessment and then ignore Risk control all 19.Risk Assessment has three elementsIdentify UncertaintiesIn this element, the entire project plans are explored, with special focus on areas of uncertainty 20.Analyse Risk sIn this element, the requirement is to specify how the areas of uncertainty will have an impact on the performance of the project, either in duration, cost or meeting the users requirements 20. range RisksAt this stage the requirement is to establish which of the Risks identify should be eliminated completely 20. This step is only is carried out due to the potential extreme impact, which should have regular management attention, and which are sufficiently minor to avoid diminutive management attention 20.In the same way, Risk Control has three elements, as followsMitigate RisksAccording to Mobey et al (2002), risk moderateness would include taking the necessary actions that are possible in advance to reduce the effect of Risk. It is better to spend money on mitigation than to include contingency in the plan 20.Plan for EmergenciesFor all those Risks which are deemed to be world-shaking, have an emergency plan in place before it happens 19. touchstone and ControlThis involves tra cking the effects of the risks identify and managing them to a successful conclusion 19.Different strategiesThere are different strategies and orders that have different approaches toward risk management. JISC (Joint Information Systems Management) says that the focus for risk management should be on risks associate to the particular project, not project management in general (http//www.jisc.ac.uk/proj_manguide15.html). The overall goal according to Kendrick (2003) for risk management in a single project is to establish a credible plan consistent with business objectives and then to minimise the range of possible outcomes. That is why risk management in a project is about identifying potential risks, analyse the ones that have the greatest likelihood of occurring, grade their different levels of impact on the project and define a plan of how to avoid the risk and if it occurs how to reduce its impact (Heldman, 2005).Smith Merrit (2001) sees risk strategy as a five step process. F igure 3 shows the flow through the five-step process and lists deliverables from each step tincture 1 Identify risks that you could encounter crosswise all facets of the project 28.Step 2 Analyse these risks to determine what is operate them, how great their impact cleverness be, and how likely they are 28.Step 3 Prioritise and defend the risks so that you can choose those most important to resolve 28.Step 4 Plan how you will take action against the risks on this short list 28.Step 5 On a regular basis, proctor progress on your action plans, terminate action plans for risks that have been adequately resolved, and look for new risks 28.Frosdick (1997) also mentioned Strutts, definition of the judgment of risk analysis that is a viier stage process.Systematic assessment (period by item question every part of the system) 13.Identification of risks 13.Assessment of risks (frequencies and consequences) 13.Establish pleasurable/tolerable levels of risk 13.Evaluate the risks. Are t hey acceptable? Can they be reduced and at what cost?Determine whether the risks are as low as reasonably practicable 13.Determine risk reduction measures where appropriate 13.Risk Assessment EvaluationThere are many ways and different techniques to evaluate what the risks are, what the effect they have on the project and what measures can be put in if the risks should occur 19. Risk assessment is by most people divided into two areas, quantitative Risk Analysis and soft Risk Analysis. numericalIn its most basic form the formula for risk quantification is Rate of occurrence multiply by the impact of the event = risk. Methods based on this method are often called judge value analysis and include models like Annualized handout Expectancy (ALM), the Courtney formula, the Livermore Risk Analysis Methodology (LRAM) and Stochastic Dominance (Snyder, Rainer Jr., Carr 1991). The advantages of quantitative Risk Analysis methodologies are that they are good at identifying the most critica l areas that, if something happens, will have the largest impact on the project. There are also disadvantages to Quantitative Risk Analysis. When one measures the probability of damage to the project the quantitative approach tends to average the events leading up to a problem (Snyder, Rainer Jr, Carr 1991). softQualitative methods attempts to express risks in terms of descriptive variables or else than an economic impact. These approaches are based on the assumption that certain threat or loss of data cannot be appropriately expressed in terms of dollars or pounds and that precise information is impossible to obtain. These methodologies include Scenario Analysis/Planning, Fuzzy prosody and questionnaires (Snyder, Rainer Jr., Carr 1991). The advantages of Qualitative Risk Analysis methodologies are that they excuse time, effort and write down over quantitative methods. This is because assets do not need exact value in dollars or pounds nor do threats need to have exact probabilit ies. It is also a valuable methodology in identifying significant weaknesses in a risk management portfolio. There are disadvantages with this method as well. Qualitative Risk Analysis is inexact, the variables used (e.g. low, medium and high) must be silent by all parties involved (Snyder, Rainer Jr., Carr 1991).Risks Reduction at once risks have been identified and evaluated they have to be responded to in some way. Wideman (1992) lists seven basic responses on identified risksRecognised but no action taken ( jailed as a matter of policy)Avoided (by taking appropriate steps) minify (by an alternative approach) divided (with others, e.g., by joint venture)Transferred (to others through contract or insurance)Retained and absorbed (by prudent allowances)Handled by a combination of the preceding(prenominal)Dorfman (1997) says that all techniques to manage the risk fall into one or more of these four study categories (remembered as the 4 Ts)Tolerate (aka Retention)Treat (aka Mitigat ion) suppress (aka Elimination)Transfer (aka get Insurance)Bliss (2005) listed these five types of similar risk responses as Dorfman and Wideman.Risk escape Also known as risk removal or risk prevention, risk avoidance involves altering the original plans for the project so that oddly risky elements are removed. It could include deciding not to perform an activity that carries a high risk. Adopting such avoidance techniques may seem an explicit way to deal with all risks. However, often the areas of the project that involve high risks are also the areas of the project that potentially stop the highest worth or the best value for money. Avoiding such risks may also result in removing potentially the best bits of a resource, and an alternative strategy that retains these risks may be more appropriate 13.Risk reduction Risk reduction or risk mitigation involves the employment of methods that reduce the probability of a risk occurring, or reducing the severity of the impact of a r isk on the outcome of the project. The loss of highly skilled staff is a tidy risk in any project and not one that can be totally avoided. Suitable risk mitigation could involve the enforcement of a notice period, comprehensive documentation allowing for replacement staff to continue with the ponder at hand and adequate management inadvertence and the use of staff development programmes to encourage staff to stay 20.Risk transfer Risk transfer moves the ownership of the risk to a tierce party unremarkably by contract. This also moves the impact of the risk forward from the project itself to this tercet party 20.Risk deferral The impact a risk can have on a project is not constant passim the life of a project. Risk deferral entails deferring aspects of the project to a run into when a risk is less likely to happen. For sample managing the expectations users have about the content and delivery of a resource can be time-consuming, one way to reduce this risk is by not making a web resource available until user testing is complete 20.Risk retention Whilst a certain number of the risks to the project originally identified can be removed by ever-changing the project plan or dealt with by transferring the responsibility of the risk to third parties inevitably certain risks have to be accepted as a necessary part of the project. All risks that have not been avoided or transferred are retained or accepted risks by default 20.Previous undefeated Project St Pancras external Rail StationAccording to XXXXXX, before St Pancras world-wide rail stake was opened a number of days were utilise to testing all the systems and processes, using an army of thousands of volunteer passengers. These tests were carried out much before the opening day, thus providing enough time to resolve issues that skill have occurred during testing 26.By carrying out the testing in phases much long before the opening, members of staff were able to familiarize themselves with the systems and get literal hands-on experience before the station was opened to Eurostar traffic. Dry-runs were carried out as well with the live lessons were learnt and adjustments made before exposing paying customers to the St Pancras experience. Inevitably the result was that on the opening day, everything went without glitches on the first day of international service 26.Previous Failed Project capital of Colorado worldwide AirportThe Denver International Airport was scheduled to open on October 31, 1993 with all three of its concourses fully running on the BAE automatise baggage handling system that. On February 28, 1995, the new aerodrome finally opened. Its opening came sixteen months late. The alter baggage system was so-called to improve baggage handling by using a electronic computer tracking system to direct baggage contained in unmanned carts that run on a track. BAE systems presented the City of Denver with a proposal to develop the most complex and automated and integrat ed baggage system ever built. master key target opening date for the airport was (delayed seven times over the next three months). City of Denver invited reporters to prise the first test of the baggage system without notifying BAE. This was a public hap Reporters saw stacks of disgorged clothes and other personal items lying to a lower place the Telecars tracks.Lots of machinelike and software problems plagued the automated baggage handling system. When the system was tested, bags were misloaded, sent to different routes, and fell out of automated telecarts, thus cause the system to jam. The automated baggage system still continued to drop down bags even though they were jammed on the conveyor belt, because the photo inwardness at this location could not detect the pile of bags on the belt and hence could not signal the system to stop.Main LessonsOne of the lessons BA and BAA might have been learnt from the Denver project, was that BAE actually built a prototype of the aut omated baggage handling system in a 50,000 sq. ft. warehouse adjacent its manufacturing plant in Texas. But as similar to the T5 project, there was no evidence of adequate training and the results from simulation testing has been proven to be different to a real world scenario with real customers. I addition, enquiry also shows that BAE had given an initial estimate of at least a year to test the system and get the system up and running, but United airlines and the other stakeholders pressed for a much shorter timeframe. City of Denver got the same story from technical advisers to the Franz Joseph Strauss airport in Munich (that less complicated system had taken 2 years testing and was running 24 hours a day for 6 months before the airport opened.Risks recognised azoic in the ProjectVery large scale of the project.Enormous complexity.Newness of the technology. blown-up number of entities to be served by the system.The high spirit level of technical and project definition uncertai nty.Risk IdentificationPMBOK (PMBOK Guide, 2004) lists five tools and techniques for risk identificRisk Management of Terminal Development at AirportRisk Management of Terminal Development at AirportDissertation ObjectivesInvestigate the problems at the terminal 5 opening, especially with the baggage handling system despite extensive simulated testing using thousands of bags and more than two thousand volunteers in the run up to the opening of T5Identify the necessary risk strategies to be considered for such mega-projects, the benefits of such approaches, taking into account previous failed and successful projects, and any lessons to be learnt Discuss the implementation approach adopted by BAA and the risk associated with this approachProvide formative evaluation summarising key findings and conclusion based on evidence gathered from researchT5 SynopsisThe terminal 5 project in addition to being a statement of intent for the future of British aviation was built with the aim of impr oving customer experience and to exhibit Heathrow as a world class international airport. The baggage handling system at T5 was designed to be the largest baggage handling system in Europe for a single terminal. The system consists of a main baggage sorter and a fast track system. The system was designed by an integrated team from BAA, BA and Vanderlande Industries of the Netherlands, with the aim of handling both intra-terminal and inter-terminal luggage. Its processing capacity was intended to be 70,000 bags a day. Bags are meant to undergo several processes on the way through the system, these include automatic identification, explosives screening, fast tracking for urgent bags, sorting and automatic sorting and passenger reconciliation.The scheduled completion and opening date was March 2008, and T5 was on time and on budget. This was a remarkable achievement especially in a sector where project delays and vast overspends are commonplace (the Millennium dome, Wembley stadium and the Scottish Parliament buildings were all opened late and cost a lot more than the original estimate). However, on its first day in operation, T5s bespoke baggage system was affected by technical software problems, which led to a number of issues, such as cancelled flights, lost baggage, and substantial delays, but more importantly, BAs challenge were its people issues and integrating teams of staff. Initial reports suggest that the day one issues were less to do with technology issues and more to do with inadequate staff training, and this was not just for one group of people but at all levels. Below is a summary of its problems on the opening dayHundreds of staff found it difficult finding the staff car park entranceCheck-in staff struggled with their systems, these problems ranged from very simple tasks such as logging into the baggage system to complex tasksSecurity personnel who were totally ignorant of their new roles and had to be taken through new procedures in the morning in front of passengersGround staff and crews and ground staff getting lost in the huge buildingBaggage handlers struggled to get a hang of the new baggage systemBaggage truck drivers got lost within the terminal and needed directions to the aircraftBaggage drivers and handlers could not get luggage from the conveyors to the gatesOn nine occasions, inspectors from the department of transport had managed to bypass security checks during trials of the terminals new systems and that the terminals alarm system was not working properlyGoing through these problems therefore suggest that the entire problem was down to lack of adequate training or simply inappropriate appraisal of risk involved. This is very surprising as this was a very high profile project and taking into account that this was a simple 3 team process get baggage, take baggage to aircraft and load baggage onto aircraft.Training System Testing Prior to OpeningBased on initial interviews with BAs CIO, it would suggest that the human elements were given the importance it required. BAs CIO, Paul Coby told CIO UK in March 2007 the IT work to support such a large-scale, new-build project was also going well. Devices are deployed, connections are being integrated and 2007 will be testing year. The airline is moving onto the T5 systems, so they run for a year ready to operate at the new terminal when it opens in 2008.According to XXXXX, in the run up to the opening of T5 there were a series of overnight baggage-systems tests using thousands of bags, up to 2000 volunteers and full trials of the check-in procedure for all the IT systems. According to the spokesman for Vanderlande Industries, in testing the baggage handling system, emulation models were utilized broadly to test the low-level controls software, while computer programs took the place of the baggage handling system, and which extend (almost) the same as the part they replace. The report also suggests that for the high-level controls software, t he emulation model was broadened by connecting the loose individual models into a large integrated system in which the physical equipment was replaced by a number of interconnected emulation models. According to a number of the volunteers who tested the system prior to its opening commented that the demos were extremely impressive and felt the system was ready in advance of its opening.T5 System Simulation Prior to OpeningAccording to the spokesman for Vanderlande Industries, low-level emulation models were utilized in place of the physical transport equipment in each of the conveyor lines. The low and high level models that were developed produced the same electrical outputs in response to the same electrical inputs as their corresponding physical equivalent (motors, photo-electric cells, barcode scanners, etc), which in the view of both the software developers and management of BA, proof of extensive system testing. System interaction was facilitated with the use of control panels , and with the right frequency, set of bags or multiple bags were generated. During the testing, the conveyor motors were stopped and started utilizing different scenarios in order to generate as much errors as possible with the hope of fixing them. The spokesman also stated that the transport time between two photocells in emulation was equal to the actual time using the real equipment. The same measurement also applied to the total transport time.In addition, during testing the T5 project, over 90 individual low-level emulation models were created as individual models were integrated into 5 different configurations. A separate team spent 4800 hours on building and testing these emulation models.Questions Training TestingBut the first set of questions now has to be asked how adequate was the tests and training were carried out in relation to T5s baggage systems in advance of the opening? What were the results? What were the problems revealed? and what steps were taken to resolve t he problems revealed? Were the tests re-run and, if so, what was the result? Was the right implementation strategy adopted? Or would it not have been better to open Terminal 5 on a phased basis, to make sure that all its systems were working before going fully operational?The second set of questions to be asked would be knowing that extensive simulation testing was carried out on the baggage system successfully doesnt that then suggest that carrying out simulated testing without the real customers is inadequate? With regards to the people issues, what sort of dry runs were carried out? If they were indeed adequate, why were the opening day hiccups not identified? Where there extra staff or volunteers in anticipation of potential glitches? If yes were these trained adequately? For every eventuality or possible scenario, what were the contingency plans?In spite of the extensive testing carried out on the baggage system and the confidence which this would have placed on top management, from the experience on the opening day, we can conclude that in reality, the prospects of operating an airport terminal of such magnitude and scale would require more than simulated testing as the operations are virtually impossible to fully replicate. This then suggests that the risk management utilized by the BA was not robust to take the people issues into account. Good risk management might have come to the conclusion, if there was the possibility of failure.Risk Management DefinitionsIn order to manage risks we have to understand what a risk is. Smith and Merrit (2002) said that three essential aspects of risk are uncertainty, loss and time, see Figure 1.Uncertainty A project manager has to identify as many uncertainties as possible. A risk may or may not happen. This inherent uncertainty cannot be eliminated, but it can be made little clearer by clarifying the probability of occurrence of the risk, to get at better understanding of the consequences and alternatives if the ris k occurs and determine the factors that influence the magnitude and likelihood of occurrence of the particular risk. This means that an uncertainty can never be completely eliminated, but it can be reduced to a level the project find tolerable. This means that even with the best plans there cannot be any guarantees that there will be no surprises 3.Loss A risk is always something that involves some kind of loss. If there is no loss possible, then the project is not concerned about the risk, because it cannot compromise the project 3.Time Associated with every risk there is a time where the risk no longer exists. Either the risk has occurred and the loss has been suffered or the potential problems that could cause the risk have been resolved and no longer pose a threat. It is important to know when this time has arrived so the risk can be removed from the agenda 3.Among writers and in the literature there are differences in the meaning of risk management and risk analysis. Frosdick ( 1997) says that there are no clear views of the differences and what one writer defines as risk management another writer is calling it risk analysis. Frosdicks own view is that he separates them by saying that risk analysis is the sum of the processes of risk identification, estimation and evaluation and risk management is about planning, monitoring and controlling activities that are produced by the risk analysis activity.The Association for Project Management (Chapman, Simister 2004) definition of risk analysis is similar to Frosdicks, they have however divided the risk analysis into two stages. The first stage is called the Qualitative Analysis and it is where risks are identified and subjectively assessed. These identified risks are then analysed in terms of e.g. cost and time estimates and that is called the Quantitative Analysis. Just like for Frosdick it is then followed by the risk management process. In their definition it is the process of formulating responses, both proa ctive and reactive ones.Pennock Haimes (2001) said that risk management could be represented in six steps, three each for risk assessment/analysis and risk management, where each step is a question.Risk assessment/analysisWhat can go wrong? Identify as many risks as possible. The risks can be of any kind financial, time, resources etc. and no risk is too small to not be included 3.What is the likelihood for the risk to occur? Try to measure how likely, or unlikely, it is for the risk to occur. Maybe some risks are dependent on each other 3.What are the consequences? What will be the impact on the project if the risk occurs, is it a minor risk or maybe a stopping fault that endangers the whole project 3.Risk managementWhat can be done and what options are available? How to decrease the chance of a risk occurring, for example get more resources or have them readily available 2,3.What are the tradeoffs in term of all costs, benefits and risks among the available options? For every ris k there is somewhere a limit for how costly measures one can put in, where there is no economy in putting in more measures. Often the budget is not enough to eliminate all risks therefore one must choose which risks to put more emphasis on 2,3.What are the impacts on current decisions on future options? 3The official definition provided by Professor James Garven, University of Texas at Austin is from the American Risk and Insurance Association Risk management is the systematic process of managing an organizations risk exposures to achieve its objectives in a manner consistent with public interest, human safety, environmental factors, and the law. It consists of the planning, organizing, leading, coordinating, and controlling activities undertaken with the intent of providing an efficient pre-loss plan that minimizes the adverse impact of risk on the organizations resources, earnings, and cash flows.Another definition given by Larry Krantz, Chief Executive of Euro Log Ltd in the UK, states that A risk is a combination of constraint and uncertainty. We all face constraints in our projects, and also uncertainty. So we can minimise the risk in the project either by eliminating constraints (a nice conceit) or by finding and reducing uncertainty .The objectives of risk management/analysisThe Association for Project Management (Chapman, Simister 2004) defines Risk Management/Analysis as a process designed to remove or reduce the risks that threaten the achievement of project objectives. Properly undertaken it will increase the likelihood of successful completion of a project in terms of cost, time and performance objectives. PMBOK (PMBOK Guide, 2004) describes it similarly where they say that the objectives of project management are to increase the probability and impact of positive effects and decrease the probability and impact of events adverse to project objectives. Kendrick (2003) list seven benefits on the use of risk managementProject Justification Project ris k management is undertaken primarily to improve the chances that a project will achieve its objectives. While there are never any guarantees, broader awareness of common failure modes and ideas that make projects more robust can significantly improve the odds of success. The primary goal of project risk management is either to develop a credible foundation for each project, showing that it is possible, or to demonstrate that the project is not feasible so that it can be avoided, aborted, or transformed 1.Lower Costs and Less Chaos Adequate risk analysis reduces both the overall cost and the frustration caused by avoidable problems 4. The amount of rework and of unforeseen late project effort is minimised. Knowledge of the root causes of the potentially severe project problems enables project leaders and teams to work in ways that avoid these problems. Dealing with the causes of risk also minimises fire-fighting and chaos during projects, much of which is focused short-term and deals primarily with symptoms rather than the intrinsic sources of the problems 1. Chadbourn (1999) describes it similarly when he likened the uncertainties to chaos, where a poorly designed project could be described as a room full of mousetraps, each with a ping pong ball 5. Before you know it, someone not under your control tosses in the first ball, thus mayhem and chaos erupts 5. In the ideal project the mousetraps are gone. In their place there is a network of dominos, where each action and reaction could be foreseen 5. It is within the role of organisations to try and identify these mousetraps and replace them with an orderly string of dominos 5.Project Priority and Management Support Support from managers and other project stakeholders and commitment from the project team are more easily won when projects are based on thorough, understandable information 11. High-risk projects may begin with lower priority, but a thorough risk plan, displaying competence and good preparation for p ossible problems, can improve the project priority 11. Whenever you are successful in raising the priority of your project, you significantly reduce project riskby opening doors, reducing obstacles, making resources available, and shortening queues for work 11.Project Portfolio Management Achieving and maintaining an appropriate mix of ongoing projects for an organisation uses risk data as a key factor. The ideal project portfolio includes both lower- and higher-risk projects in proportions that are consistent with the business objectives 13.Fine-Tuning Plans to Reduce Risk Risk analysis uncovers weaknesses in a project plan and triggers changes, new activities, and resource shifts that improve the project. Risk analysis at the project level may also reveal needed shifts in overall project structure or basic assumptions 14.Establishing Management Reserve Risk analysis demonstrates the uncertainty of project outcomes and is useful in setting reserves for schedule and/or resources. R isky projects really require a window of time (or budget), instead of a single-point objective. While the project targets can be based on expectations (the most likely versions of the analysis), project commitments should be established with less aggressive goals, reflecting overall project risk. The target and committed objectives set a range for acceptable project results and provide visible recognition of project risk 18.Project Communication and Control Project communication is more effective when there is a solid, credible plan. Risk assessments also build awareness of project exposures for the project team, showing how painful the problems might be and when and where they might occur. This causes people to work in ways that avoid project difficulties. Risk data can also be very useful in negotiations with project sponsors. Using information about the likelihood and consequences of potential problems gives project teams more influence in defining objectives, determining budgets , obtaining staff, setting deadlines, and negotiating project changes 18.Risk Assessment Risk ControlThere are two stages in the process of Project Risk Management, Risk Assessment and Risk Control. Risk Assessment can take place at any time during the project, though the sooner the better. However, Risk Control cannot be effective without a previous Risk Assessment. Similarly, most people tend to think that having performed a Risk Assessment, they have done all that is needed. Far too many projects spend a great deal of effort on Risk Assessment and then ignore Risk control completely 19.Risk Assessment has three elementsIdentify UncertaintiesIn this element, the entire project plans are explored, with special focus on areas of uncertainty 20.Analyse RisksIn this element, the requirement is to specify how the areas of uncertainty will have an impact on the performance of the project, either in duration, cost or meeting the users requirements 20.Prioritise RisksAt this stage the re quirement is to establish which of the Risks identified should be eliminated completely 20. This step is only is carried out due to the potential extreme impact, which should have regular management attention, and which are sufficiently minor to avoid detailed management attention 20.In the same way, Risk Control has three elements, as followsMitigate RisksAccording to Mobey et al (2002), risk mitigation would include taking the necessary actions that are possible in advance to reduce the effect of Risk. It is better to spend money on mitigation than to include contingency in the plan 20.Plan for EmergenciesFor all those Risks which are deemed to be significant, have an emergency plan in place before it happens 19.Measure and ControlThis involves tracking the effects of the risks identified and managing them to a successful conclusion 19.Different strategiesThere are different strategies and methods that have different approaches toward risk management. JISC (Joint Information Syste ms Management) says that the focus for risk management should be on risks related to the particular project, not project management in general (http//www.jisc.ac.uk/proj_manguide15.html). The overall goal according to Kendrick (2003) for risk management in a single project is to establish a credible plan consistent with business objectives and then to minimise the range of possible outcomes. That is why risk management in a project is about identifying potential risks, analyse the ones that have the greatest likelihood of occurring, grade their different levels of impact on the project and define a plan of how to avoid the risk and if it occurs how to reduce its impact (Heldman, 2005).Smith Merrit (2001) sees risk strategy as a five step process. Figure 3 shows the flow through the five-step process and lists deliverables from each stepStep 1 Identify risks that you could encounter across all facets of the project 28.Step 2 Analyse these risks to determine what is driving them, how great their impact might be, and how likely they are 28.Step 3 Prioritise and map the risks so that you can choose those most important to resolve 28.Step 4 Plan how you will take action against the risks on this short list 28.Step 5 On a regular basis, monitor progress on your action plans, terminate action plans for risks that have been adequately resolved, and look for new risks 28.Frosdick (1997) also mentioned Strutts, definition of the concept of risk analysis that is a seven stage process.Systematic assessment (item by item question every part of the system) 13.Identification of risks 13.Assessment of risks (frequencies and consequences) 13.Establish acceptable/tolerable levels of risk 13.Evaluate the risks. Are they acceptable? Can they be reduced and at what cost?Determine whether the risks are as low as reasonably practicable 13.Determine risk reduction measures where appropriate 13.Risk Assessment EvaluationThere are many ways and different techniques to evaluate what the risks are, what the effect they have on the project and what measures can be put in if the risks should occur 19. Risk assessment is by most people divided into two areas, Quantitative Risk Analysis and Qualitative Risk Analysis.QuantitativeIn its most basic form the formula for risk quantification is Rate of occurrence multiplied by the impact of the event = risk. Methods based on this method are often called expected value analysis and include models like Annualized Loss Expectancy (ALM), the Courtney formula, the Livermore Risk Analysis Methodology (LRAM) and Stochastic Dominance (Snyder, Rainer Jr., Carr 1991). The advantages of Quantitative Risk Analysis methodologies are that they are good at identifying the most critical areas that, if something happens, will have the largest impact on the project. There are also disadvantages to Quantitative Risk Analysis. When one measures the probability of damage to the project the quantitative approach tends to average the events lea ding up to a problem (Snyder, Rainer Jr, Carr 1991).QualitativeQualitative methods attempts to express risks in terms of descriptive variables rather than an economic impact. These approaches are based on the assumption that certain threat or loss of data cannot be appropriately expressed in terms of dollars or pounds and that precise information is impossible to obtain. These methodologies include Scenario Analysis/Planning, Fuzzy Metrics and questionnaires (Snyder, Rainer Jr., Carr 1991). The advantages of Qualitative Risk Analysis methodologies are that they save time, effort and expense over quantitative methods. This is because assets do not need exact values in dollars or pounds nor do threats need to have exact probabilities. It is also a valuable methodology in identifying significant weaknesses in a risk management portfolio. There are disadvantages with this method as well. Qualitative Risk Analysis is inexact, the variables used (e.g. low, medium and high) must be underst ood by all parties involved (Snyder, Rainer Jr., Carr 1991).Risks ReductionOnce risks have been identified and evaluated they have to be responded to in some way. Wideman (1992) lists seven basic responses on identified risksRecognised but no action taken (absorbed as a matter of policy)Avoided (by taking appropriate steps)Reduced (by an alternative approach)Shared (with others, e.g., by joint venture)Transferred (to others through contract or insurance)Retained and absorbed (by prudent allowances)Handled by a combination of the aboveDorfman (1997) says that all techniques to manage the risk fall into one or more of these four major categories (remembered as the 4 Ts)Tolerate (aka Retention)Treat (aka Mitigation)Terminate (aka Elimination)Transfer (aka Buying Insurance)Bliss (2005) listed these five types of similar risk responses as Dorfman and Wideman.Risk avoidance Also known as risk removal or risk prevention, risk avoidance involves altering the original plans for the project s o that particularly risky elements are removed. It could include deciding not to perform an activity that carries a high risk. Adopting such avoidance techniques may seem an obvious way to deal with all risks. However, often the areas of the project that involve high risks are also the areas of the project that potentially contain the highest worth or the best value for money. Avoiding such risks may also result in removing potentially the best bits of a resource, and an alternative strategy that retains these risks may be more appropriate 13.Risk reduction Risk reduction or risk mitigation involves the employment of methods that reduce the probability of a risk occurring, or reducing the severity of the impact of a risk on the outcome of the project. The loss of highly skilled staff is a considerable risk in any project and not one that can be totally avoided. Suitable risk mitigation could involve the enforcement of a notice period, comprehensive documentation allowing for replace ment staff to continue with the job at hand and adequate management oversight and the use of staff development programmes to encourage staff to stay 20.Risk transfer Risk transfer moves the ownership of the risk to a third party normally by contract. This also moves the impact of the risk away from the project itself to this third party 20.Risk deferral The impact a risk can have on a project is not constant throughout the life of a project. Risk deferral entails deferring aspects of the project to a date when a risk is less likely to happen. For example managing the expectations users have about the content and delivery of a resource can be time-consuming, one way to reduce this risk is by not making a web resource available until user testing is complete 20.Risk retention Whilst a certain number of the risks to the project originally identified can be removed by changing the project plan or dealt with by transferring the responsibility of the risk to third parties inevitably certa in risks have to be accepted as a necessary part of the project. All risks that have not been avoided or transferred are retained or accepted risks by default 20.Previous Successful Project St Pancras International Rail StationAccording to XXXXXX, before St Pancras International rail station was opened a number of days were devoted to testing all the systems and processes, using an army of thousands of volunteer passengers. These tests were carried out much before the opening day, thus providing enough time to resolve issues that might have occurred during testing 26.By carrying out the testing in phases much long before the opening, members of staff were able to familiarize themselves with the systems and get actual hands-on experience before the station was opened to Eurostar traffic. Dry-runs were carried out as well with the vital lessons were learnt and adjustments made before exposing paying customers to the St Pancras experience. Inevitably the result was that on the opening day, everything went without glitches on the first day of international service 26.Previous Failed Project Denver International AirportThe Denver International Airport was scheduled to open on October 31, 1993 with all three of its concourses fully running on the BAE automated baggage handling system that. On February 28, 1995, the new airport finally opened. Its opening came sixteen months late. The automated baggage system was supposed to improve baggage handling by using a computer tracking system to direct baggage contained in unmanned carts that run on a track. BAE systems presented the City of Denver with a proposal to develop the most complex and automated and integrated baggage system ever built. Original target opening date for the airport was (delayed seven times over the next three months). City of Denver invited reporters to observe the first test of the baggage system without notifying BAE. This was a public disaster Reporters saw piles of disgorged clothes and other pe rsonal items lying beneath the Telecars tracks.Lots of mechanical and software problems plagued the automated baggage handling system. When the system was tested, bags were misloaded, sent to different routes, and fell out of automated telecarts, thus causing the system to jam. The automated baggage system still continued to unload bags even though they were jammed on the conveyor belt, because the photo eye at this location could not detect the pile of bags on the belt and hence could not signal the system to stop.Main LessonsOne of the lessons BA and BAA might have been learnt from the Denver project, was that BAE actually built a prototype of the automated baggage handling system in a 50,000 sq. ft. warehouse near its manufacturing plant in Texas. But as similar to the T5 project, there was no evidence of adequate training and the results from simulation testing has been proven to be different to a real world scenario with real customers. I addition, research also shows that BAE had given an initial estimate of at least a year to test the system and get the system up and running, but United airlines and the other stakeholders pressed for a much shorter timeframe. City of Denver got the same story from technical advisers to the Franz Joseph Strauss airport in Munich (that less complicated system had taken 2 years testing and was running 24 hours a day for 6 months before the airport opened.Risks recognised early in the ProjectVery large scale of the project.Enormous complexity.Newness of the technology.Large number of entities to be served by the system.The high degree of technical and project definition uncertainty.Risk IdentificationPMBOK (PMBOK Guide, 2004) lists five tools and techniques for risk identific