Critically appraise the changing role(s) of management accountants Essay

Basically evaluate the evolving role(s) of the board bookkeepers - Essay Example Clearly as throughout the years business and corporate world has advanced and experienced numerous progressions along these lines the board bookkeepers being a piece of this framework would likewise confront change in their jobs. The flexibility is being requested today accordingly an expert can't restrain or limit itself to its specific employment. Today the executives bookkeepers face numerous difficulties particularly rivalry from different administrators as they are playing out various occupations. Along these lines the point of this report is to feature how the corporate world has advanced throughout the years; how it requests changes in the job of the board bookkeeper and what are the variables that have added to these changed jobs. As the business world changes so have the jobs of experts that are associated with it anyway some are the elements that have required the adjustments in the jobs of the board bookkeeper they are examined as follows: An exceptionally fast mechanical improvement is seen, utilization of PCs and bookkeeping and systematic programming permits the administration to keep record, give data, issue reports and even perform examination. These propelled programming and straightforwardness in access to the web the executives bookkeeper to perform progressively refined examination and choice help exercises. These product are regularly computerized they simply require information passage and have made bookkeeping divisions a greater amount of a data suppliers rather participators in the dynamic. Along these lines this progression in innovation requires the administration bookkeeper to change their jobs and increase some additional abilities. Business world has seen outstanding ascent in rivalry various methodologies and steps are taken to react and continue in the market. The significant focal point of the associations has been on expanding the creation and nature of the items and administrations that they give. This move in needs

What is reality Essay Example

What is reality? Exposition There is various perspectives on the real world, which can be commonly isolated into two classifications: optimism and authenticity; the previous the co-nearness of cognizance and article a wellspring of association among presence and awareness, while the last inquiries the very relationship. Truth be told both the discoveries of mental research and the very presence of presence (the legitimized repetition) exhibit that the truth is essentially autonomous upon human awareness except if the solidarity of apperception in phenomenological significance is created. The fundamental ontological reason of optimism is the accompanying: individual thinks, thusly they exist, accordingly, they develop reality inside their awareness. Hence, logos is the establishment of the real world and subsequently creates the inside human presence based on explicit data, got by cognizance driven faculties; in this sense, awareness and the nearness of the item are synchronous, accordingly, if the individual doesn't know about the way that there is a stone despite their good faith, the stone really doesn't exist. Pragmatists, thus, ground their contention on the reason that people are not simply cognizant (as a fact0, yet additionally aware of something ( as a procedure), so the truth unquestionably existed before the collaboration between human psychological contraption and the solid article takes places. Consequently the pragmatist record of the previously mentioned relationship can be planned as â€Å"Human-being exists and thusly has objective physical substrate s for intuition, so cognizance is molded by reality†. As one most likely is aware the twentieth century neuropsychological research proposes that knowledge is a workforce that identifies with certain mind structures, so the way toward intuition alludes to the development of new connections between neurons based on the data getting from tangible information. We will compose a custom exposition test on What is reality? explicitly for you for just $16.38 $13.9/page Request now We will compose a custom exposition test on What is reality? explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom exposition test on What is reality? explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer The false notion of optimism with inborn subjectivism can be shown utilizing the circumstance of John Kennedy’s murder. A horde of individuals watching the formal appearance of the Kennedies out of nowhere observe the President falling and biting the dust of the injuries, unquestionably brought about by gun. Given that individuals really don't see the killer, they ought to accept gun wounds show up without anyone else, as they can't see either the slug or the professional killer. In any case, no one of them at any point confronted such cases, so there are sure normal qualities in each person’s encounters, which are therefore externalized. Furthermore, people have comparative structure of faculties and calculation of sense recognition, as they see a similar picture and fundamentally decipher it similarly as the open death. On the off chance that the awareness was the establishment of presence, there ought to be striking contrasts between the interior real factors, create d by every individual onlooker. In this sense, it would be likewise valuable to recall Kant’s supernatural vision whose inborn objective is the clarification of the progress from awareness to the most noteworthy type of considering one’s presence. Truth be told, the researcher positions amazing quality as Quaestio Juris (Heidegger, 1997), or the fundamental human qualification that outcomes fromâ the characteristic responsiveness to the impression of articles. In this sense, the creator really externalizes the abstract, positions human trademark into the target setting of social standards and rights. In this manner, the unadulterated subjectivism, recommended by optimism, can not exist without the purported â€Å"common ground†, or acknowledgment of target rules, when talking in phenomenological terms. In this sense, Heidegger carefully takes note of that solidarity of apperception, or presence of superstructural and all inclusive examples of observation and its further handling in every pers on. Truth be told, the solidarity of apperception is coordinated towards addressing human requirements for impacting the target reality and making it subordinate upon their cognizance. For this reason, people allude to the previous models and structures so as to build up a legitimate association between the past and the present and arranging their intercession into the truth later on. Except if these examples are made and embraced by basic assent, there is a solitary sided impact of reality upon human awareness instead of shared reliance.

Contracting Procurement And Contract Management Case Study

Contracting Procurement And Contract Management Case Study Contracting Procurement And Contract Management â€" Case Study Example > CONTRACTING AND PROCUREMENTCONTRACT TYPES RECOMMENDEDThis project requires various items to be delivered for its successful completion. However, there are several types of contracts that can be recommended for use. Project managers must understand that there is a substantial need to have the required knowledge on contract management before choosing the best type of contract. One of the most crucial terms that are worth noting is the contract management life cycle (CMLC). According to the Chartered Institute of Purchasing and Supply. Contract management life cycle “is the process of systematically and efficiently managing contract creation, execution, and analysis for maximizing operational and financial performance and minimizing risk” (Bartle Korosec, 2013). Contract management systems range from simple database systems that allow companies to find their contracts and track basic information (such as contract expiration dates and deadlines) to contract lifecycle management ( CLM) systems that attempt to automate the entire contract lifecycle, from the initial contract request through contract creation, signing, filing, and post-contract reporting. Some systems are primarily intended to support the procurement function, and others the sales contracting function, but increasingly these systems are being designed to handle all types of contracts. While a simple database and tickler system may be adequate for companies with only a small number of contracts to deal with, more fully featured CLM systems add significant features and functions to help manage what, for many companies, is an increasingly complex and critical area. This means that there are issues that must be considered when choosing the best contract in a given project. For the case of IOC One, one of the key issues that will be vital is selecting and recommending a contract type the maximization of financial and operational performance. In such a case, the selected contract type should be abl e to produce the best results despite the current and the changing situations in the market (Berrios, 2006). Secondly, the issue of risks should be minimized. For this project, there are several risks that can be anticipated, but the contract type should be in a better position to minimize all these risks at all costs. Finally, the recommended contract type will be efficient and effective in the delivery of the required materials for the success of the project (Wang HU, 2007). One of the most recommended contract type for this project is fixed price contracts. This is one of the most applied and modern type of contract across the globe. This type of contracts is also referred to as lump sum contract. In such a type of contract, the buyer of any given products and the seller will agree on a certain fixed price. The fixed price type of contract is free from the negative issues such as inflation. This advantage is mainly effective for projects that run for more than one year. In thi s case, the project manager will not be worried about the changes in economy that can adversely affect the prices of the commodities and materials used in the project. The provider or supply of the drilling materials and equipment in this project will have to agree with the buyer and in this case, this can be the project managers or the representatives of IOC One (Nemec, Mericková Grega, 2014).

Citric Acid Cycle Steps ATP Production

The Resiliency Quiz Allowed Me For Practice Personal...

The Resiliency Quiz allowed me to practice personal reflection and self-correction in hopes of assuring continual professional development. As an individual this quiz encouraged me to use the skill of being able to readily identify resiliency to myself and those around me with ease. As an inspiring Social Worker this assignment reiterated to me the importance of being aware of resiliency and how it may have different meanings to people. As related to the actual quiz my analysis of my answers, combined with understanding the sections of â€Å"The Resiliency Wheel and how they work together as machine to build resiliency while assisted me to helping to other with coping with or avoiding trauma with a learned form of awareness. This quiz also encouraged me to learn how to recognize the extent to which culture s structure and values may oppress, marginalize, alienate or create or enhance privilege and power. In addition, this assignment helped me with reminding myself that I need to c onstantly work on at the minimum decreasing or ideally eliminating my personal biases so that they will not hinder me from working proficiently with diverse groups. Resilience is a word that, in my opinion, can be used as an adjective or adverb. It can used to describe me as a person for pushing forward through barriers and struggles. As an adverb it is used describe how one completes task. In the text resiliency is defined as the ability to cope and adapt (Hutchinson, 2011). Personally, the term

Ophelia Talks Back Free Essays

Based on Margaret Tattoo’s ‘Gertrude Talks Back’ Why yes I do believe I am fair, and I don’t need you to confirm it. Honey you were never invited to my wedding. God has given me one face, and I can do whatever the hell I please with it, thank you very much. We will write a custom essay sample on Ophelia Talks Back or any similar topic only for you Order Now Frankly you could do with a little heavy foundation and a wig yourself; it might Just conceal the premature balding and all the frown lines you’ve accumulated from moping. You looked like a tired old man some days. It totally screwed me over. Get thee to a friary. Clearly you’re the one lacking in morals. I know you were cut about losing your dad, but there was no excuse to go stab mine. You careless little bastard. To be or not to be†¦ Oops, ha, I Just killed Polonium. I beg thy pardon. You may not lay your disheveled, deluded head in my lap. I don’t want the grease stains from what’s left of the hair on your head on my dress. Creep. And I’ve got more thoughts lying between my legs than you were ever able to resolve and brood over in your lifetime. You were terrible in bed. I’ve got more resolve, you see. Yes, I did kill myself seeing as you weren’t planning on taking your last bow any time soon. Alas my attempt to escape from you and your contemptible sex failed when you and Alerter dived into my grave and started wrestling each other; proving no peace even in death. Men. And now you’re claiming forty thousand brothers could not match your love for me. A far cry from Act 3. Well, Hamlet. I’d say make up your mind, but†¦ It’s already a little late for that. How to cite Ophelia Talks Back, Papers

Ophelia Talks Back Free Essays

Based on Margaret Tattoo’s ‘Gertrude Talks Back’ Why yes I do believe I am fair, and I don’t need you to confirm it. Honey you were never invited to my wedding. God has given me one face, and I can do whatever the hell I please with it, thank you very much. We will write a custom essay sample on Ophelia Talks Back or any similar topic only for you Order Now Frankly you could do with a little heavy foundation and a wig yourself; it might Just conceal the premature balding and all the frown lines you’ve accumulated from moping. You looked like a tired old man some days. It totally screwed me over. Get thee to a friary. Clearly you’re the one lacking in morals. I know you were cut about losing your dad, but there was no excuse to go stab mine. You careless little bastard. To be or not to be†¦ Oops, ha, I Just killed Polonium. I beg thy pardon. You may not lay your disheveled, deluded head in my lap. I don’t want the grease stains from what’s left of the hair on your head on my dress. Creep. And I’ve got more thoughts lying between my legs than you were ever able to resolve and brood over in your lifetime. You were terrible in bed. I’ve got more resolve, you see. Yes, I did kill myself seeing as you weren’t planning on taking your last bow any time soon. Alas my attempt to escape from you and your contemptible sex failed when you and Alerter dived into my grave and started wrestling each other; proving no peace even in death. Men. And now you’re claiming forty thousand brothers could not match your love for me. A far cry from Act 3. Well, Hamlet. I’d say make up your mind, but†¦ It’s already a little late for that. How to cite Ophelia Talks Back, Papers

Morning School Assembly free essay sample

Good Friday commemorates the  crucifixion of Jesus. It is the most solemn day in the Christian calendar. The dates of Good Friday, which vary each year, occur between March 20th  and April 23rd. It falls on the last Friday before  Easter. It is the pinnacle of the Holy Week. All Christians observe this day with great humility and reverence. It is this spirit of humility and reverence that is reflected in each of the  Good Friday PowerPoints, which can be used as a preaching aid on Good Friday. As early as the first century, the Church set aside every Friday as a special day of prayer and fasting. It was not until the fourth century, however, that the Church began observing the Friday before Easter as the day associated with the crucifixion of Christ. First called Holy or Great Friday by the Greek Church, the name Good Friday was adopted by the Roman Church around the sixth or seventh century. We will write a custom essay sample on Morning School Assembly or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This collection of  Good Friday videos  reflect the types of traditions associated with the history of Good Friday. There are two possible origins for the name Good Friday. The first may have come from the Gallican Church in Gaul (modern-day France and Germany). The name Gute Freitag is Germanic in origin and literally means good or holy Friday. The second possibility is a variation on the name Gods Friday, where the word good was used to replace the word God, which was often viewed as too holy to be spoken aloud. Good Friday rituals and traditions are distinct from every other Church observances. They add to Good Fridays significance. The ceremony is somber, with priests and deacons dressing in black vestments. The pulpit and the altar are bare; no candles are lit. The purpose behind the solemn presentation is to create an awareness of grief over the sacrifice of Gods only begotten Son. Today, many churches hold special services on Good Friday evening to commemorate this important day. (View our collection of flyersdesigned to announce Good Friday services)   At the noon hour comes the Adoration of the Cross, where a representation of the True Cross is unveiled and the clergy and laity pay homage to the sacrifice of Christ. In the Jerusalem Church, a remnant of the True Cross itself is presented for the ceremony. Next comes the Mass of the Presanctified, in which the priest or church official takes Communion from the host that was blessed during the  Maundy Thursday  ceremony. The ceremony concludes around 3 p. m. with a procession, which is followed by evening prayers. To many Christians, Good Friday is a day of sorrow mingled with joy. It is a time to grieve over the sin of man and to meditate and rejoice upon Gods love in giving His only Son for the redemption of sin.

Fhe Inc Essays

Fhe Inc Essays Fhe Inc Essay Fhe Inc Essay A Case Study on FHE Inc. Operations Management FHE Inc. Problem Statement FHE Inc. , a manufacturer of pumps and related fluid-handling equipment is reviewing the process used to introduce new products. Key Considerations It was stated in the case that this case was prepared as basis for class discussion, not to illustrate either effective or ineffective handling of an administrative situation. All information stated in this case analysis was taken from the Operations Management Book, authored by Roger G. Schroeder 3rd Edition. Analysis 1. What steps should Donaldson take to improve the new-product development process at FHE? The steps necessary the Donaldson should take to improve the new product development process at FHE is to shift from the traditional sequential â€Å"over-the-wall† process of the new product development to concurrent process. The sequential process often results in product misalignment. Sequential process is a traditional approach where processes are done in stages or steps shown in the figure below. Product misalignment occurs when problems occur during the new product development (i. e. he manufacturing department cannot make what the engineering department specifies due to technology limitations. ) The concurrent process shows a simultaneous development process where all functions of the marketing, engineering and operations are involved from beginning to the final stage of product launch. In the first stage, marketing has a major effort but other functions also have a role. During the product design phase, marketing reduces its effort but not to zero, while engineering has the major role. Finally, operations picks up the lead as the new product is tested and launched into the market. : Concurrent process is shown below: 2. What could be done to clarify the organizational relationship between product managers, technical program managers and manufacturing managers? To clarify the organizational relationship between product managers, technical program managers and manufacturing managers is to have each department involved during each stage of the new product development. Each department doesn’t need to have same effort during each stage but to have each department involved concurrently. Not the over the wall traditional technique. 3. What can be done to better manage the workload of the engineering services department? To manage better the workload of the engineering services department, FHE should have the engineering services department participate during the marketing stage where the company need s to evaluate what are the customer needs and translating it into customer specifications using concurrent process in new product development. 4. Evaluate the plans and the expected results from the new CAD-CAM system? The plans and expected results of using the new CAD-CAM system as a way of coordinating marketing, engineering and manufacturing. Having these information system has its advantages and disadvantages. Pros * Rapid Prototyping * new products can be tested using software simulation without making it into a prototype * New products cycle would be faster using CAD-CAM process * Ease of Communication * Problems and issues can be addressed immediately between departments before specifications are relayed into the engineering department and sent to the manufacturing process * Improved Quality * Products are accurate based on what was designed by the engineering and sent to the manufacturing department Cons * Garbage in – Garbage out * If design problems are not addressed initially in the engineering department, problems will be carried on unto the manufacturing department * High Investment Costs * A single user license of the Autodesk Inventor Software can cost up to $4,999 per license not to include the training costs incurred during the implementation of the new software. * Implementation Issues * Some of the personnel are technologically challenged and cannot understand the use of the new technology for the new development process Recommendations / Conclusion FHE should adopt a new system of new product development especially they use the sequential approach. Problems cannot be addressed immediately until the product is turned over to the other department. Even stated in their gantt chart provided in the case, it clearly states the stair step method in their new product design. The concurrent process of new product design would be a better system than their current system with the aid of the CAD-CAM software to integrate new product design communications from the marketing, engineering and manufacturing department.

Geoglyphs - Worldwide Ancient Art of the Landscape

Geoglyphs - Worldwide Ancient Art of the Landscape A geoglyph is an ancient ground drawing, low relief mound, or other geometric or effigy work that was formed by humans out of earth or stone. Many of them are enormous and their patterns cannot be fully appreciated visually without the use of aircraft or drones, yet they are  found in isolated places throughout the world and some are thousands of years old. Why they were built remains a mystery: purposes attributed to them are almost as varied as their shapes and locations. They could be land and resource markers, animal traps, cemeteries, water management features, public ceremonial spaces, and/or astronomical alignments. What is a Geoglyph? A geoglyph is a human-made rearrangement of the natural landscape to create a geometric or effigy form.They are found the world over and are difficult to date, but many are several thousands of years old.They are often very large and can only be visually appreciated from high above.Examples include the Nazca lines in South America, the Uffington Horse in the UK, Effigy Mounds in North America, and Desert Kites in Arabia. What is a Geoglyph? Geoglyphs are known across the world and vary widely in construction type and size. Researchers recognize two broad categories of geoglyphs: extractive and additive and many geoglyphs combine the two techniques. Extractive geoglyphs (also called negative, campo barrido or intaglio) involves scraping away of the top layer of soil on a piece of land, exposing contrasting colors and textures of the lower layer to create designs.Additive geoglyphs (or positive or rock alignments) are made by gathering materials and piling them on the soil surface to create the design. This 365-foot-long (111 m) silhouette of a horse carved into the chalky side of a hill in the county of Oxfordshire, west of London, stands out clearly downhill from the ruins of Uffington castle. HOPE PRODUCTIONS/Yann Arthus Bertrand / Getty Images Extractive geoglyphs include the Uffington Horse (1000 BCE) and the Cerne Abbas Giant (a.k.a. the Rude Man), although scholars typically refer to them as chalk giants: the vegetation has been scraped away revealing the chalk bedrock. Some scholars have argued that The Cerne Abbas Giant- a big naked guy holding a matching club- may be a 17th-century hoax: but its still a geoglyph. Australias Gummingurru arrangement is a series of additive rock alignments which include animals effigies of emus and turtles and snakes, as well as some geometric shapes. The Nazca Lines Aerial View of Hummingbird Geoglyph, Nazca Lines. Tom Till / Photographers Choice / Getty Images The term geoglyph was likely coined in the 1970s, and it was probably first used in a published document to refer to the famous Nasca Lines of Peru. The Nazca Lines (sometimes spelled Nasca Lines) are hundreds of geoglyphs, abstract and figural art etched into part of the several hundred square kilometers of the Nazca Pampa landscape called the Pampa de San Josà © in coastal northern Peru. Most of the geoglyphs were created by people of the Nasca culture (~100 BCE–500 CE), by scraping away a few inches of rock patina in the desert. The Nazca lines are now known to have been begun in the Late Paracas period, beginning about 400 BCE; the most recent date to 600 CE. There are more than 1,500 examples, and they have been attributed to water and irrigation, ceremonial activity, ritual clearing, concepts of radiality like those expressed in the much later Inca ceque system, and perhaps astronomical alignments. Some scholars such as British archaeo-astronomer Clive Ruggles think some of them may be for pilgrimage walking- deliberately constructed so that the people could follow the path as they meditate. Many of the geoglyphs are simply lines, triangles, rectangles, spirals, trapezoids, and zigzags; others are complex abstract line networks or labyrinths; still others are spectacular humanoid and plant and animal shapes including a hummingbird, a spider, and a monkey. Gravel Drawings and the Big Horn Medicine Wheel One early use of geoglyph referred to a wide variety of gravel ground drawings at the Yuma Wash. The Yuma Wash drawings are one of several such sites found in desert locations in North America from Canada to Baja California, the most famous of which are the Blythe Intaglios and the Big Horn Medicine Wheel (built ca. 1200–1800 CE). In the late twentieth century, geoglyph specifically meant ground drawings, especially those made on desert pavements (the deserts stony surface): but since that time, some scholars have broadened the definition to include low-relief mounds and other geometric-based constructions. The most common form of geoglyph- ground drawings- are in fact found in almost all of known deserts of the world. Some are figural; many are geometric. Native American Geoglyph in Wyoming.   Christian Heeb / Getty Images Native American Effigy Mounds Some North American Native American mounds and mound groups could also be characterized as geoglyphs, such as the Woodland period Effigy Mounds in the upper Midwest and Great Serpent Mound in Ohio: these are low earthen structures made in the shapes of animals or geometric designs. Many of the effigy mounds were destroyed by farmers in the mid-19th century, so the best images we have are from early surveyors such as Squire and Davis. Clearly, Squire and Davis didnt need a drone. Plate XXXV from Ancient Monuments of the Mississippi Valley. Great Serpent in Adams County, Ohio. Ephraim George Squier and Edwin Hamilton Davis 1847 Poverty Point is a 3.500-year-old C-shaped settlement located on the Maco Ridge in Louisiana that is in the shape of spoked concentric circles. The sites original configuration has been a topic of debate for the past fifty years or more, partly due to the erosive forces of the adjacent Bayou Macon. There are the remains of five or six concentric rings cut by three or four radial aventues around an artificially raised plaza. 3,000 Year Old Poverty Point Earthwork.   Richard A. Cooke / Corbis Documentary / Getty Images In South Americas Amazon rainforest there are hundreds of geometrically-shaped (circles, ellipses, rectangles, and squares) ditched enclosures with flat centers that researchers have termed geoglyphs, although they may have served as water reservoirs or community central places. Works of the Old Men Hundreds of thousands of geoglyphs are known in or close to lava fields throughout the Arabian peninsula. In the Black Desert of Jordan, ruins, inscriptions, and geoglyphs are called by the Bedouin tribes who live the Works of the  Old Men. First brought to scholarly attention by RAF pilots flying over the desert shortly after the Arab revolt of 1916, the geoglyphs were made of stacks of basalt, between two to three slabs high. They are classified into four main categories based on their shape: kites, meandering walls, wheels, and pendants. The kites and associated walls (called desert kites) are thought to be mass kill hunting tools; wheels (circular stone arrangements with spokes) appear to be constructed for funerary or ritual use, and pendants are strings of burial cairns. Optically Stimulated Luminescence (OSL dating) on examples in the Wadi Wisad region suggest they were built in two main pulses, one in the Late Neolithic about 8,500 years ago and one about 5,400 years ago du ring the Early Bronze Age-Chalcolithic. Atacama Geoglyphs Llama Caravan Geoglyphs, Atacama Desert, Northern Chile. Paul Harris / Getty Images The Atacama Geoglyphs are located in the coastal desert of Chile. There were more than 5,000 geoglyphs built between 600-1500 CE, made by moving around the dark desert pavement. In addition to figural art including llamas, lizards, dolphins, monkeys, humans, eagles, and rheas, the Atacama glyphs include circles, concentric circles, circles with dots, rectangles, diamonds, arrows, and crosses. One functional purpose suggested by researcher Luis Briones is that of identifying safe passage and water resources through the desert: the Atacama geoglyphs include several examples of drawings of llama caravans. Studying, Recording, Dating, and Protecting Geoglyphs The documentation of geoglyphs is performed by an ever-increasing variety of remote-sensing techniques including aerial photogrammetry, contemporary high-resolution satellite imagery, radar imagery including Doppler mapping, data from historic CORONA missions, and historic aerial photography such as that of the RAF pilots mapping desert kites. Most recently geoglyph researchers use unmanned aerial vehicles (UAVs or drones). Results from all of these techniques need to be verified by pedestrian survey and/or limited excavations. Dating geoglyphs is a little tricky, but scholars have used associated pottery or other artifacts, associated structures and historic records, radiocarbon dates taken on charcoal from interior soil sampling, pedological studies of soil formation, and OSL of the soils. Sources and Further Information Athanassas, C. D., et al. Optically Stimulated Luminescence (. Journal of Archaeological Science 64 (2015): 1–11. Print.Osl) Dating and Spatial Analysis of Geometric Lines in the Northern Arabian DesertBikoulis, Peter, et al. Ancient Pathways and Geoglyphs in the Sihuas Valley of Southern Peru. Antiquity 92.365 (2018): 1377–91. Print.Briones-M, Luis. The Geoglyphs of the North Chilean Desert: An Archaeological and Artistic Perspective. Antiquity 80 (2006): 9-24. Print.Kennedy, David. The â€Å"Works of the Old Men† in Arabia: Remote Sensing in Interior Arabia. Journal of Archaeological Science 38.12 (2011): 3185–203. Print.Pollard, Joshua. The Uffington White Horse Geoglyph as Sun-Horse. Antiquity 91.356 (2017): 406–20. Print.Ruggles, Clive, and Nicholas J. Saunders. Desert Labyrinth: Lines, Landscape and Meaning at Nazca, Peru. Antiquity 86.334 (2012): 1126–40. Print.

Essay problem-solution Example | Topics and Well Written Essays - 500 words

Problem-solution - Essay Example Global warming is led to by many causes. The rise in the carbon dioxide content is the most principle cause for this phenomenon. Industrialization is one of the most important reasons for carbon dioxide release into the atmosphere. The release of carbon dioxide from the fossil fuels that are used in these industries leads to an increase in the carbon dioxide levels in the air. Automobiles are another source of the emission of carbon dioxide in the air. The trees work as a shield against the issue of global warming as they take in the carbon dioxide from the air and release in return. Deforestation for industrialization and forest fires are thus another major cause of global warming as they lead to a reduction in the number of trees and thus this promotes the warming phenomenon of Earth. Global warming has brought with it many disastrous effects on the atmosphere and the environment. The warming results in an increase in the overall temperature of the world. This promotes the melting of the glaciers which are the ice reserves which in turn leads to an increase in the level of water in the rivers and the seas. A rise in the overall water level can be cause of floods and many small islands can be destroyed from the world map owing to this. Furthermore, floods are also a cause of the spread of diseases. Heat waves are also generated owing to the warming of the earth. These heat waves can be a reason of many deaths as well. Thus, global warming provides for many damaging results for the earth’s atmosphere as well as for mankind. The issue of global warming should be taken seriously and steps should be taken on the global level to prevent further deterioration. The emission of greenhouse gases should be controlled. Alternative fuels should be introduced for the motor vehicles to prevent the emission of gases. The usage of public transport should be promoted to reduce the emission of carbon dioxide. Guidelines for industries should also be laid down which may

Call to Action Essay Example | Topics and Well Written Essays - 250 words

Call to Action - Essay Example porating communities, public and private sectors as well as families aimed at changing the negative notion about illness and obesity to a positive one peddled by alteration of national conversation with particular focus being healthy and fitness. The identified news article is the Public Health report Journal published in July-August 2010. It is traced from the PMC (PMC2882598) regarded as US National Library of Medicine National Institutes of Health. The report has been a vocal tool based on call to action proactive strategy. The initiative assigned specific roles to different institution and individuals. It is inspired by the need to reduce overweight and obesity based on promotion of exercise across the board. The ‘Exercise Medicine Initiative’ being a multinational and multi-organizational, is embedded on promotion of physical activities as the pillars upon which treatment and prevention of obesity and overweight are pegged. It culminated into immediate exercised-based actions spearheaded by close interactions amongst clinicians and patients. The report culminated into beneficial linkages between fitness professionals, the public and clinicians presenting avenues for instructions aimed at ensuring active and healthy individuals. Actions thus emerged to proactively advocate for exercise as the new medicine for obesity. With respect to communities, schools and workplaces, physical activities have been promoted to ensure well-being and increased health stocks. Besides, policy makers have also refocused on physical fitness-attached policies (Kazaks, 2013, p.122). This has also extended to clinicians as well as fitness professionals who have been subsequently incorporated exercise in their interaction with patients and clients. Media has remained the centerpiece in mobilizing the public to be educated and empowered via physical exercise consultations and counselling. Websites have been developed to sensitize people and patients on the pros attached to this

Effect of Globalization on IT Service Providers in Europe

Effect of Globalization on IT Service Providers in Europe Opportunities and challenges presented by Globalization: IT Service providers in Continental Europe EXECUTIVE SUMMARY Enterprises within Europe are increasingly trying to seek the advantages of global sourcing. Unlike enterprises in U.S. or U.K., continental European countries have historically been reluctant to engage with offshore providers. The reasons were far stretched, ranging from political sensitivity, labor laws, cultural compatibility and language requirements. Globalization, however, is creating new avenues that European companies can not ignore. A recent report by Gartner shows the potential IT Offshoring market to be in the range of about $ 200 to 240 Billion. The market is expected to register double digit growth for years to come. The current offshore spending by firms amounts to just $17 Billion worldwide. This clearly shows a big gap, a huge market potential which is yet to be exploited. The huge demand has also led to emergence and growth of several new players in the field of IT Outsourcing/ Offshoring services, this is leading to ever increasing competition in the marketplace. In order to cope up with this increased competition and to provide better services, these service providers are increasingly adopting Global delivery models. By selecting an advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In Europe, nearshore models still dominate the market. But these models are continuously being updated, with more and more providers setting up Offshore Development Centers in locations like India. A framework for building an optimal combination of onsite, nearshore, and offshore delivery capabilities is provided by Capgeminis Rightshore ® model. A recent Gartner report has suggested that, the current US economic slowdown is expected to lead buyers of IT services to consider increasing the percentage of their labor in offshore locations. India will remain the dominant location for IT offshore services for North American and European buyers as a result of its scale, quality of resources and strong presence of local and traditional service providers. INTRODUCTION: EUROPEAN IT MARKET The European market remains a highly complex and competitive market with a large number of providers. Mergers and acquisitions will continue but will be balanced by new market entrants Outsourcing adoption in Europe is increasing for both infrastructure and applications; the widespread lack of well defined sourcing strategies among buyers and the realities of ever-changing business requirements will generate frequent deal negotiations and renegotiations Global delivery and utility services are irreversible trends evolving at different speeds among various European countries. The European multi country, multi language/culture composition increases the evolutionary complexity of these trends Selective outsourcing with multiple providers will remain the preferred model of engagement for European buyers. Governance and end-to-end integration/management of different providers/solutions are the most challenging aspects of it ITO market maturity varies: UK is the most matured IT market in Europe. The other European markets are maturing at different speeds. An acceleration in ITO adoption is now apparent in countries such as France and Germany A focus on achieving service delivery excellence and the best value/quality balance is increasingly driving European organizations (especially those beyond the first generation deal) to consider selecting multiple providers for an outsourcing contract. For example, in the IT Telecom sector, the most common division is by service tower, with customers opting to choose different providers for their network, desktop, data center and application competencies. At the moment, however, providers tend to join forces in an opportunistic manner, as a response to customer demands. This is the cause behind the ever-changing composition of the providers teams; as a consequence, consolidating best practices to manage IT service spin offs between different providers in an effort to guarantee end-to-end service delivery excellence remains challenging. As the number of providers engaged is set to increase, this challenge is likely to intensify. It will also be driven by other market characteristics, which include a persistent tactical use of outsourcing by European customers, insufficient process maturity, and lack of clarity in the definition of roles and responsibilities. As we look at global delivery, it is fair to say that there are two major misconceptions that still exist among the European market: 1) Global delivery is often considered as a synonym of offshore, and 2) IT services delivered through global delivery capabilities are application services. In reality, in the past few years, the European market has witnessed a considerable expansion in terms of both geographical location options (in areas such as Eastern Europe or North Africa, for example) and portfolio of services offered (now including, for example, help desk and remote infrastructure management services). Global delivery and offshore, however, remain the key deal characteristics that need to be treated with extra care in many European geographies, and as a consequence, many deals remain confidential. Traditional providers investment will be directed toward enhancing existing capabilities (especially near shore in Eastern Europe) and ensuring process solidity. Offshore providers inv estment on the other side will be centered on creating front-end capabilities with a focus on specific country and vertical-oriented competencies. While these global delivery models mature and are refined/ optimized, customers satisfaction will remain a challenge. KEY TRENDS SHAPING IT OUTSOURCING MARKET IN EUROPE TRENDS CHARACTERISTICS Selective Outsourcing With Multiple Providers * Embraced by majority of European companies * Objectives: IT excellence and cost optimization * Integration and governance challenges Global Sourcing and Global Delivery Models * Near shore proximity key for European market * Expanding portfolio of outsourcing services * Key area of investment for providers and buyers IT Utility * Industrialization is accelerating * Convergence of IT utility and global delivery * Key drivers: flexibility, efficiency, optimized cost, speed Aggressive ESP Competitive Landscape * National, global and offshore ESPs converging * Mergers, acquisitions and divestitures to continue * Providers are implementing new business models * New offshore market entrants Application Outsourcing to Grow * Drivers: portfolio rationalization, legacy modernization * Global delivery will gain acceptance * Multitude of providers competing Source: Gartner The U.K., Netherlands, Sweden and Finland are examples of countries more attracted by the global delivery model. However, in the meantime, the impact of global competition has started to drive countries such as Germany and France to consider global delivery as a viable option to be considered strategically, rather than when all other options have been exhausted. Despite a slower gestation and the fact that a complete infrastructure utility (IU) offering has not yet been developed, the IU model is continuing to attract new offerings and/or new providers. In the meantime, European customers, attracted by the idea of being able to access IT services in a flexible way, remain cautious as they expect further clarity on issues such as unit definition, pricing mechanisms, integration to existing systems, and security portability In the near future, we expect that the IU for ERP platforms will remain the most common battleground for providers; other providers are expected to instead mask their IU offering behind a package that includes product and support services. The concept of software as a service (SaaS) or ready-to-use applications will continue to generate lot of interest. Expectations for a solid delivery and specific functionalities will drive providers to specialize their offerings. Finally, gains in terms of process efficiency will be seen as crucial to deliver enhanced competitiveness, flexibility, agility and cost optimization. GLOBAL TRENDS: IT OUTSOURCING and OFFSHORING MARKET IT Outsourcing market is showing an average growth of 9% p.a. IT Outsourcing Worldwide forecast (Million $) Source : Gartner Dataquest In terms of volume, North America continues to be the leader in IT outsourcing. Latin America and APAC have shown good growth Europe has fast emerged as a big IT outsourcer Global offshore spending is continuing to register double digit growth. Worldwide Offshore IT Services Spending by Importing Region (million $) Source: Gartner Dataquest, 2004 and Worldwide and U.S. Offshore IT Services 2006-2010 Forecast In terms of volume, the North America continues to be the leader in IT offshoring. Once averse to the idea of outsourcing, Europe is now steadily adopting an IT offshore model to boost the economy Global offshore spending is projected to increase to 29400 $ Million in 2010 The graph on the next page shows the potential market for various types of sourcing options. This clearly depicts that he IT and Business Process offshoring market has grown at a tremendous rate over the past 7 year and the market provides a huge potential which is yet to be exploited. IT and BPO market Source Gartner, Dataquest, Aberdeen Group, McKinsey, Evalueserve, Infosys, IDC and Nasscom strategic review 2008 Currently we are not even exploiting 10% of the potential market size ( IT services off shoring just at $17 Billion, whereas market potential is about $200-240 Billion *) According to a new research by Gartner, the market is likely to grow further after the financial slowdown, as firms will try aggressively to reduce costs and improve efficiency Different Sourcing Models In-sourcing / Shared Services: Sourcing from internal sources or from an affiliated firm in the home economy Onshore Outsourcing: Sourcing from a non-affiliated firm in the home economy Captive Offshoring: Sourcing from an affiliated firm located abroad Offshore Outsourcing: Sourcing from a non-affiliated firm located abroad REGIONAL DYNAMICS ACROSS EUROPE The following section will describe the regional ITO trends and local dynamics across different European locations. UK and IRELAND 2005: â‚ ¬17.2B 2010: â‚ ¬25.7B 2005-2010 CAGR: 8.3% ITO drivers: Improve IT quality for end users, speed/flexibility, access to technical skills, cost reduction Inhibitors: Loss of control, lack of trust, security/privacy, IP Key trends: †¢ Most mature market in Europe with wider number of mega deals (public sector) †¢ Deal sophistication, including government. Increasing interest in new pricing schemes, business enhancement and shared services †¢ More selective sourcing and global delivery †¢ Areas such as Scotland and Ireland feeling pressure of Indian and Eastern European operations †¢ Wide potential for application engagements to mature from project engagements into outsourcing based engagements Despite being the largest and most mature market in Europe, the U.K. remains also one of the fast-growing ones. Here organizations seem to have moved away from the equation of outsourcing = cost reduction. While cost remains a key component, other objectives seem more important, such as improving IT service delivery, gaining specific skills, especially for application outsourcing deals, and becoming a more flexible organization. (See Appendix F) Inhibitions remain related to a general lack of trust in the ability to join forces with the providers to manage security, control over IT operations and IP. The U.K. market is characterized by a large number of mega deals, especially in the public sector. These outsourcing deals often include initiatives that have classically been carried out through project engagements and now are increasingly being performed in the initial phases of an IT outsourcing or BPO deal. This change reflects the growing desire of customers for a tighter link between investment and results (for which the outsourcer is responsible during the duration of the contract) and the important shift in role for the internal IT department. Rather than focusing on assembling and managing all of the necessary skills and capabilities to meet a certain objective, IT organizations, in this scenario, are responsible for coordinating the objectives of the Business Unit and the internal and external providers engaged to support them. Often infrastructure outsourcing is at the core of these complex relationships. At the same time, the U.K. is also the largest market in terms of adoption of IT services delivered through a network of global delivery capabilities (which include nearshore and offshore locations). From this point of view, areas that used to be considered as low cost for outsourcing operations (Scotland and Ireland) continue to feel the pressure of Indian and Eastern European capabilities. Finally, organizations that have engaged for a long period of time in project-based application deals are planning to elevate them into more-strategic, long-term application management engagements. This will allow them to gain a longer-term commitment from the service provider and the relevant support to re-evaluate their application portfolio. NORDIC COUNTRIES 2005: â‚ ¬5.2B 2010: â‚ ¬7.6B 2005-2010 CAGR: 8.2% Drivers: Cost reduction, access to technical skills (especially in application outsourcing engagements), support in global operations, focus on core business Inhibitors: Loss of control, security/privacy, lack of trust Key trends: †¢ Nordic market generally mature. Many large deals are in second or third generation. Some likely to evolve toward multi sourcing †¢ Large corporations see global delivery as a viable option. SMBs see nearshore option more favorably †¢ Consolidation drives specialization by geography, vertical market or horizontal service †¢ Increased competition between regional and global ESPs †¢ Cultural affinity seen as crucial to guarantee deal success/longevity Each of the four country markets that compose the Nordic region has its own distinct characteristics and buying behaviors in IT services. However, if we look at the forecast growth between 2005 and 2010, we expect the region to grow at a similar speed (despite size differences) of about 8%. Denmark: Sometimes seen as the entry point for the global service providers to the Nordics. Expected growth is from â‚ ¬856 million in 2005 to â‚ ¬1.2 billion in 2010 (CAGR of 7.8%). Finland: Unique in the Nordic region as buyers focus much more on business value of an outsourcing deal rather than just cost. Expected growth is from â‚ ¬1 billion in 2005 to â‚ ¬1.45 billion in 2010 (CAGR of 7.5%) Norway: Remains the smallest outsourcing market in the region. Expected growth is from â‚ ¬1.2 billion in 2005 to â‚ ¬1.8 billion in 2010 (CAGR of 8.1%) Sweden: Largest market and very cost-competitive. Probably the Nordic country targeted most by offshore providers currently. Expected growth is from â‚ ¬2 billion in 2005 to â‚ ¬3.1 billion in 2010 (CGR of 8.7%) From a client perspective, the Nordic region market is generally mature, with many large corporations in second- or third-generation outsourcing deals. Global delivery is widely accepted as an option. Competition between regional providers and global providers is increasing; this was initiated by the inability of local providers to support the operations of key Nordic organizations around the globe. However, recent acquisitions and divestitures by both local and international providers prove that the market has still got room for further maturation and consolidation. NETHERLANDS 2005: â‚ ¬3.4B 2010:â‚ ¬5B 2005-2010 CAGR: 8% Drivers: Cost reduction above all, agility/flexibility, improving service to end users Inhibitors: Loss of IP and control, security/privacy, high cost Key trends: Market shows mixed signs of maturity (organizations accept global delivery) and immaturity (sourcing strategy is often neglected) Market split between large global corporations and wide portion of SMBs Increased competition for local/national champions Application under scrutiny for externalization The market in the Netherlands is one of the more modern IT outsourcing environments in Europe, closely following the U.K. in many trends. A focus on global delivery and the expansion of many deals into the application or business process layer points to more market maturity. This maturity is driven primarily by the relatively high proportion of large (and often multinational) enterprises headquartered in the Netherlands and competing in major markets such as financial services. But there are some contradictory characteristics that point to an immature market (cost cutting is by far the major driver, and sourcing strategy is often neglected); this, as a consequence, often inhibits the potential success of outsourcing initiatives. The market remains very challenging and competitive. This is due to the high presence of small and midsize businesses (SMBs), which traditionally tend to consider outsourcing as a threat more than an opportunity and require a higher level of customization, which tests the profitability model of service providers. Competition remains strong for national champions as global and offshore providers continue to target opportunities in the country. Increasingly, application outsourcing opportunities are emerging as organizations look at portfolio rationalization, legacy system transformation, and custom application software development initiatives and accessing application utility solutions. FRANCE 2005: â‚ ¬6.6B 2010: â‚ ¬10B CAGR: 8.4 % Drivers: Cost reduction, refocus internal IT, speed/flexibility Inhibitors: Loss of control, lack of trust, security/privacy Key trends: Beyond its reliance on staff augmentation, Frances outsourcing market shows opportunities in all facets of outsourcing: infrastructure, applications and BPO Selective outsourcing has gained acceptance, and organizations show cautious interest in global service delivery National champions remain under competitive pressure from the global and multinational providers France has long been considered behind in the outsourcing trend. Now, however, the French outsourcing market is consolidating and growing, while the long-standing reliance on staff augmentation is losing strength. The major driver that will support a CAGR of over 8% between 2005 and 2010 is the need for French organizations to reduce cost and enhance their level of competitiveness in the market by refocusing their internal IT skills on more-strategic tasks while gaining flexibility. On the other side, it is interesting to see that challenges related to HR management have lost strength, compared with the traditional fears related to loss of control and security and lack of trust. Large organizations have recently moved toward the adoption of selective outsourcing with multiple providers. This model has gained acceptance as organizations look at maximizing the balance between cost and service delivery excellence. There is also a new focus on application outsourcing. This trend is important not only because it signals an acceleration in the growth of outsourcing in France overall, but because it signals a major change in the way French organizations use different kinds of IT services. Increase in application outsourcing deals also touches on one of the major taboos of IT services in France: offshore outsourcing. As such, although offshore remains a word to be used with extra care in the French market, many organizations would consider that access to global delivery models is an appealing part of outsourcing, especially when delivered by traditional players. In this case, North Africa (Morocco, for example) is emerging as a viable near shore location. National champions, the providers that focus on a specific region or country, remain under competitive pressure from the global and multinational providers. GERMANY 2005: â‚ ¬10.6B 2010: â‚ ¬16B 2005-2010 CAGR: 8.6% Drivers: Cost reduction above all, focus on core business, refocus internal IT Inhibitors: Security/privacy, lack of trust, loss of control Key trends: Global economic pressures have forced many organizations to look at outsourcing as a viable option In the short term, objectives such as flexibility and agility are secondary Pressure to divest internal IT departments or internal shared service organizations remains strong Global delivery gaining ground especially toward Eastern Europe Intensifying competition between strong German players and global ones Legacy system modernization will remain a key objective The German market is â€Å"federated† in several ways: government responsibilities, industrial centers, buying centers within enterprises, and management structures in place. All of this makes doing business in Germany (and negotiating significant IT service deals) unique. Decision processes tend to be longer, require more consensus building and often entail more travel than in other parts of Europe. For a long time, the majority of German organizations have considered IT operations as a key component to maintain or enhance their level of competitiveness in the market. This has, as a consequence, slowed the outsourcing growth. In the past two years, however, economic pressures have forced many organizations to look at outsourcing tactically to cut cost. While in the short term, achieving flexibility is a secondary objective, organizations look at outsourcing as a way to refocus their internal capabilities while focusing on their core business. The traditional inhibitors around security, trust and loss of control apply. While non-German external service providers (ESPs) still find it difficult to position themselves in Germany (exceptions are IBM Germany, which established itself early on as a â€Å"German† ESP, and HP, based on its early SAP hosting business and penetration as a technology provider), German providers maintain strong domestic positions and are starting to focus on expanding their international presence (through T-Systems). In the short term, German organizations will still consider selling their own IT capabilities, while global providers will see these as viable targets to build capabilities as long as they provide financial support through a long-term outsourcing deal. Finally, beyond potential healthy growth for ERP application outsourcing initiatives (especially SAP), as many organizations look at legacy system modernization, it is likely that many projects will evolve and deploy model to include the long-term management of applications. EASTERN EUROPE 2005: â‚ ¬1.1B 2010: â‚ ¬1.6B 2005-2010 CAGR: 7.9% Drivers: Acquisitions made by large Western European organizations, increased competition, need to revamp obsolete IT environments (leap-frog) Inhibitors: Low expertise to manage OS deals, high cost of OS, loss of control Key trends: Slow internal consumption of outsourcing Key nearshore delivery hub for providers supporting operations of European organizations Local Eastern European service providers will remain target for acquisitions Long-term growth will be supported by increasing competition, acquisitions made by Western companies and the penetration of Western ESPs in the region The region has become a strong global delivery hub Recent admission to the European Union has transformed countries such as Poland, Romania and the Czech Republic into attractive locations to establish global delivery capabilities designed to deliver IT services to European or global customers. Eastern Europe has been identified as an ideal region to establish a service delivery hub by U.S.-based providers (IBM, Accenture and EDS), European ones (Atos Origin, Capgemini, T-Systems, SIS and ST) and offshore ones (Ness, TCS, Satyam, Infosys and Wipro). When necessary, providers are openly seeking acquisitions to gain scale; it is the case for SIS, which acquired ELAS, HT Computers in Slovakia, and Ibis-Sys in Serbia (February 2005). Others, like Austrian-based ST, are pursuing a strategy of becoming the provider of choice in Eastern Europe through a combination of organic development and local acquisitions. ST acquired Computacenter Austria to strengthen its product resale capabilities. Although internal consumption of outsourcing has been slow, it is expected to grow rapidly, thanks to increasing competition driven by the fact that private-sector companies and public-sector organizations are now focusing on bringing their systems into line with market standards. This is leading to some â€Å"leapfrogging† effects — the IT utility approach, for example, holds significant appeal without posing the same transition challenges as elsewhere — but because these markets are fairly immature, there is still a strong focus on products and product support services rather than more-sophisticated IT service engagements. Italy and Spain are two other major countries with an expected ITO market size of about 5 Billion $ each by the year 2010. GLOBAL DELIVERY MODEL GDM is a unique approach to outsourcing and off shoring, which offers the best of both worlds by blending onsite, onshore and offshore resources and locations. By using a far-reaching network of onsite, onshore, and offshore resources, GDM aims to cuts across geographies to access the right resources, in the right place, at the right cost. By selecting the most advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In this section we would discuss in detail, the key drivers to a successful GDM. Source: Capgemini, 2008 KEY DRIVERS OF A SUCCESSFUL GDM STRONG PROCESSES Strong processes are the backbone of a successful Global Delivery Model. There is a strong need for detailed, documented and time-tested processes for all the activities and interfaces. Strong quality and project management processes ensure delivery excellence. World class processes for knowledge management and sharing resources encourage improved learning among teams. Processes for managing talent ensure that the projects get the best and most motivated people. Strong processes for interaction and communication within team make it possible for globally distributed groups to interface and collaborate in an effective manner while delivering excellence on a continuous basis. On the other hand, processes, while strong, should leave ample space for creativity and flexibility. It is only then that the Global Delivery Model (GDM) can create far more value than the traditional sourcing models. Here is what it will translate into: Quicker, seamless transitions, and early project ownership Optimum onsite/ offshore mixes through intelligent allocation of the available resources High degree of predictability through processes, sharing and reuse A strong relationship approach to ensure continuity and business focus Sharing of best practices and tools across the enterprise Depth and quality of resources, continuously trained and retrained to suit project needs Adherence to SLA based pricing models to ensure good Return on Investment (ROI) and drive customer satisfaction PROCESS ARCHITECTURE Companies rely on processes to consistently deliver high quality solutions while executing a number of engagements from multiple locations. According to the policies adopted by a leading IT services provider: values, vision and policies should form the first level of the three-tiered process architecture. These are then implemented through process execution at the next level. These processes are defined with clear ownership and clearly defined roles and responsibilities. Quality System Documentation Quality System Documentation defines clearly all the processes that should be put into place. These documents provide the engineers and consultations with a vast repository of detailed procedures, templates, standards, guidelines and checklists. The comprehensiveness of these documents supports all tasks from higher-level information abstraction and definition to tasks such as coding and documentation. This is crucial to assure clients with the delivery of high quality and predictable IT solutions that meet their business needs. These documents should also be monitored and updated regularly. Knowledge Sharing Employees are given a forum like a website portal, to share knowledge gained from their experience at the organization. It is meant to be a central repository of the knowledge that can be tapped by peers and as sometimes external clients as well. The collection of documents on this portal is reviewed and classified into different areas: Software development life-cycle activities such as requirements specification, design, build and testing documentation. Software-related topics such as tools and quality documentation. Topics of general or operational interest such as travel or HR policies, etc. Process Assets This is a repository to facilitate sharing and giving out of engagement learning across the organization. The user has the facility to submit to the repository, retrieve from the repository and obtain information on the status of the repository. A process asset can be any information ranging from an engagement, which can be re-used by future engagements. Typically these include project plans, configuration management plans, requirements documents, standards, checklists, design documents, test plans, causal analysis reports and utilities used in the engagement, etc. Process Database The Process Database is a software engineering database to study the processes at the organization with respect to productivity and quality. More specifically, its purpose areas are as follows: To aid estimation of effort and project defects To get the productivity and quality data on different types of projects To aid in creating of a process capability baseline Process Capability Baseline (PCB) Process Capability baseline is used to specify, what the performance of the process is, i.e. what a project can expect when following the process. This estimation is done based on the past data. The performance factors of the process are Effect of Globalization on IT Service Providers in Europe Effect of Globalization on IT Service Providers in Europe Opportunities and challenges presented by Globalization: IT Service providers in Continental Europe EXECUTIVE SUMMARY Enterprises within Europe are increasingly trying to seek the advantages of global sourcing. Unlike enterprises in U.S. or U.K., continental European countries have historically been reluctant to engage with offshore providers. The reasons were far stretched, ranging from political sensitivity, labor laws, cultural compatibility and language requirements. Globalization, however, is creating new avenues that European companies can not ignore. A recent report by Gartner shows the potential IT Offshoring market to be in the range of about $ 200 to 240 Billion. The market is expected to register double digit growth for years to come. The current offshore spending by firms amounts to just $17 Billion worldwide. This clearly shows a big gap, a huge market potential which is yet to be exploited. The huge demand has also led to emergence and growth of several new players in the field of IT Outsourcing/ Offshoring services, this is leading to ever increasing competition in the marketplace. In order to cope up with this increased competition and to provide better services, these service providers are increasingly adopting Global delivery models. By selecting an advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In Europe, nearshore models still dominate the market. But these models are continuously being updated, with more and more providers setting up Offshore Development Centers in locations like India. A framework for building an optimal combination of onsite, nearshore, and offshore delivery capabilities is provided by Capgeminis Rightshore ® model. A recent Gartner report has suggested that, the current US economic slowdown is expected to lead buyers of IT services to consider increasing the percentage of their labor in offshore locations. India will remain the dominant location for IT offshore services for North American and European buyers as a result of its scale, quality of resources and strong presence of local and traditional service providers. INTRODUCTION: EUROPEAN IT MARKET The European market remains a highly complex and competitive market with a large number of providers. Mergers and acquisitions will continue but will be balanced by new market entrants Outsourcing adoption in Europe is increasing for both infrastructure and applications; the widespread lack of well defined sourcing strategies among buyers and the realities of ever-changing business requirements will generate frequent deal negotiations and renegotiations Global delivery and utility services are irreversible trends evolving at different speeds among various European countries. The European multi country, multi language/culture composition increases the evolutionary complexity of these trends Selective outsourcing with multiple providers will remain the preferred model of engagement for European buyers. Governance and end-to-end integration/management of different providers/solutions are the most challenging aspects of it ITO market maturity varies: UK is the most matured IT market in Europe. The other European markets are maturing at different speeds. An acceleration in ITO adoption is now apparent in countries such as France and Germany A focus on achieving service delivery excellence and the best value/quality balance is increasingly driving European organizations (especially those beyond the first generation deal) to consider selecting multiple providers for an outsourcing contract. For example, in the IT Telecom sector, the most common division is by service tower, with customers opting to choose different providers for their network, desktop, data center and application competencies. At the moment, however, providers tend to join forces in an opportunistic manner, as a response to customer demands. This is the cause behind the ever-changing composition of the providers teams; as a consequence, consolidating best practices to manage IT service spin offs between different providers in an effort to guarantee end-to-end service delivery excellence remains challenging. As the number of providers engaged is set to increase, this challenge is likely to intensify. It will also be driven by other market characteristics, which include a persistent tactical use of outsourcing by European customers, insufficient process maturity, and lack of clarity in the definition of roles and responsibilities. As we look at global delivery, it is fair to say that there are two major misconceptions that still exist among the European market: 1) Global delivery is often considered as a synonym of offshore, and 2) IT services delivered through global delivery capabilities are application services. In reality, in the past few years, the European market has witnessed a considerable expansion in terms of both geographical location options (in areas such as Eastern Europe or North Africa, for example) and portfolio of services offered (now including, for example, help desk and remote infrastructure management services). Global delivery and offshore, however, remain the key deal characteristics that need to be treated with extra care in many European geographies, and as a consequence, many deals remain confidential. Traditional providers investment will be directed toward enhancing existing capabilities (especially near shore in Eastern Europe) and ensuring process solidity. Offshore providers inv estment on the other side will be centered on creating front-end capabilities with a focus on specific country and vertical-oriented competencies. While these global delivery models mature and are refined/ optimized, customers satisfaction will remain a challenge. KEY TRENDS SHAPING IT OUTSOURCING MARKET IN EUROPE TRENDS CHARACTERISTICS Selective Outsourcing With Multiple Providers * Embraced by majority of European companies * Objectives: IT excellence and cost optimization * Integration and governance challenges Global Sourcing and Global Delivery Models * Near shore proximity key for European market * Expanding portfolio of outsourcing services * Key area of investment for providers and buyers IT Utility * Industrialization is accelerating * Convergence of IT utility and global delivery * Key drivers: flexibility, efficiency, optimized cost, speed Aggressive ESP Competitive Landscape * National, global and offshore ESPs converging * Mergers, acquisitions and divestitures to continue * Providers are implementing new business models * New offshore market entrants Application Outsourcing to Grow * Drivers: portfolio rationalization, legacy modernization * Global delivery will gain acceptance * Multitude of providers competing Source: Gartner The U.K., Netherlands, Sweden and Finland are examples of countries more attracted by the global delivery model. However, in the meantime, the impact of global competition has started to drive countries such as Germany and France to consider global delivery as a viable option to be considered strategically, rather than when all other options have been exhausted. Despite a slower gestation and the fact that a complete infrastructure utility (IU) offering has not yet been developed, the IU model is continuing to attract new offerings and/or new providers. In the meantime, European customers, attracted by the idea of being able to access IT services in a flexible way, remain cautious as they expect further clarity on issues such as unit definition, pricing mechanisms, integration to existing systems, and security portability In the near future, we expect that the IU for ERP platforms will remain the most common battleground for providers; other providers are expected to instead mask their IU offering behind a package that includes product and support services. The concept of software as a service (SaaS) or ready-to-use applications will continue to generate lot of interest. Expectations for a solid delivery and specific functionalities will drive providers to specialize their offerings. Finally, gains in terms of process efficiency will be seen as crucial to deliver enhanced competitiveness, flexibility, agility and cost optimization. GLOBAL TRENDS: IT OUTSOURCING and OFFSHORING MARKET IT Outsourcing market is showing an average growth of 9% p.a. IT Outsourcing Worldwide forecast (Million $) Source : Gartner Dataquest In terms of volume, North America continues to be the leader in IT outsourcing. Latin America and APAC have shown good growth Europe has fast emerged as a big IT outsourcer Global offshore spending is continuing to register double digit growth. Worldwide Offshore IT Services Spending by Importing Region (million $) Source: Gartner Dataquest, 2004 and Worldwide and U.S. Offshore IT Services 2006-2010 Forecast In terms of volume, the North America continues to be the leader in IT offshoring. Once averse to the idea of outsourcing, Europe is now steadily adopting an IT offshore model to boost the economy Global offshore spending is projected to increase to 29400 $ Million in 2010 The graph on the next page shows the potential market for various types of sourcing options. This clearly depicts that he IT and Business Process offshoring market has grown at a tremendous rate over the past 7 year and the market provides a huge potential which is yet to be exploited. IT and BPO market Source Gartner, Dataquest, Aberdeen Group, McKinsey, Evalueserve, Infosys, IDC and Nasscom strategic review 2008 Currently we are not even exploiting 10% of the potential market size ( IT services off shoring just at $17 Billion, whereas market potential is about $200-240 Billion *) According to a new research by Gartner, the market is likely to grow further after the financial slowdown, as firms will try aggressively to reduce costs and improve efficiency Different Sourcing Models In-sourcing / Shared Services: Sourcing from internal sources or from an affiliated firm in the home economy Onshore Outsourcing: Sourcing from a non-affiliated firm in the home economy Captive Offshoring: Sourcing from an affiliated firm located abroad Offshore Outsourcing: Sourcing from a non-affiliated firm located abroad REGIONAL DYNAMICS ACROSS EUROPE The following section will describe the regional ITO trends and local dynamics across different European locations. UK and IRELAND 2005: â‚ ¬17.2B 2010: â‚ ¬25.7B 2005-2010 CAGR: 8.3% ITO drivers: Improve IT quality for end users, speed/flexibility, access to technical skills, cost reduction Inhibitors: Loss of control, lack of trust, security/privacy, IP Key trends: †¢ Most mature market in Europe with wider number of mega deals (public sector) †¢ Deal sophistication, including government. Increasing interest in new pricing schemes, business enhancement and shared services †¢ More selective sourcing and global delivery †¢ Areas such as Scotland and Ireland feeling pressure of Indian and Eastern European operations †¢ Wide potential for application engagements to mature from project engagements into outsourcing based engagements Despite being the largest and most mature market in Europe, the U.K. remains also one of the fast-growing ones. Here organizations seem to have moved away from the equation of outsourcing = cost reduction. While cost remains a key component, other objectives seem more important, such as improving IT service delivery, gaining specific skills, especially for application outsourcing deals, and becoming a more flexible organization. (See Appendix F) Inhibitions remain related to a general lack of trust in the ability to join forces with the providers to manage security, control over IT operations and IP. The U.K. market is characterized by a large number of mega deals, especially in the public sector. These outsourcing deals often include initiatives that have classically been carried out through project engagements and now are increasingly being performed in the initial phases of an IT outsourcing or BPO deal. This change reflects the growing desire of customers for a tighter link between investment and results (for which the outsourcer is responsible during the duration of the contract) and the important shift in role for the internal IT department. Rather than focusing on assembling and managing all of the necessary skills and capabilities to meet a certain objective, IT organizations, in this scenario, are responsible for coordinating the objectives of the Business Unit and the internal and external providers engaged to support them. Often infrastructure outsourcing is at the core of these complex relationships. At the same time, the U.K. is also the largest market in terms of adoption of IT services delivered through a network of global delivery capabilities (which include nearshore and offshore locations). From this point of view, areas that used to be considered as low cost for outsourcing operations (Scotland and Ireland) continue to feel the pressure of Indian and Eastern European capabilities. Finally, organizations that have engaged for a long period of time in project-based application deals are planning to elevate them into more-strategic, long-term application management engagements. This will allow them to gain a longer-term commitment from the service provider and the relevant support to re-evaluate their application portfolio. NORDIC COUNTRIES 2005: â‚ ¬5.2B 2010: â‚ ¬7.6B 2005-2010 CAGR: 8.2% Drivers: Cost reduction, access to technical skills (especially in application outsourcing engagements), support in global operations, focus on core business Inhibitors: Loss of control, security/privacy, lack of trust Key trends: †¢ Nordic market generally mature. Many large deals are in second or third generation. Some likely to evolve toward multi sourcing †¢ Large corporations see global delivery as a viable option. SMBs see nearshore option more favorably †¢ Consolidation drives specialization by geography, vertical market or horizontal service †¢ Increased competition between regional and global ESPs †¢ Cultural affinity seen as crucial to guarantee deal success/longevity Each of the four country markets that compose the Nordic region has its own distinct characteristics and buying behaviors in IT services. However, if we look at the forecast growth between 2005 and 2010, we expect the region to grow at a similar speed (despite size differences) of about 8%. Denmark: Sometimes seen as the entry point for the global service providers to the Nordics. Expected growth is from â‚ ¬856 million in 2005 to â‚ ¬1.2 billion in 2010 (CAGR of 7.8%). Finland: Unique in the Nordic region as buyers focus much more on business value of an outsourcing deal rather than just cost. Expected growth is from â‚ ¬1 billion in 2005 to â‚ ¬1.45 billion in 2010 (CAGR of 7.5%) Norway: Remains the smallest outsourcing market in the region. Expected growth is from â‚ ¬1.2 billion in 2005 to â‚ ¬1.8 billion in 2010 (CAGR of 8.1%) Sweden: Largest market and very cost-competitive. Probably the Nordic country targeted most by offshore providers currently. Expected growth is from â‚ ¬2 billion in 2005 to â‚ ¬3.1 billion in 2010 (CGR of 8.7%) From a client perspective, the Nordic region market is generally mature, with many large corporations in second- or third-generation outsourcing deals. Global delivery is widely accepted as an option. Competition between regional providers and global providers is increasing; this was initiated by the inability of local providers to support the operations of key Nordic organizations around the globe. However, recent acquisitions and divestitures by both local and international providers prove that the market has still got room for further maturation and consolidation. NETHERLANDS 2005: â‚ ¬3.4B 2010:â‚ ¬5B 2005-2010 CAGR: 8% Drivers: Cost reduction above all, agility/flexibility, improving service to end users Inhibitors: Loss of IP and control, security/privacy, high cost Key trends: Market shows mixed signs of maturity (organizations accept global delivery) and immaturity (sourcing strategy is often neglected) Market split between large global corporations and wide portion of SMBs Increased competition for local/national champions Application under scrutiny for externalization The market in the Netherlands is one of the more modern IT outsourcing environments in Europe, closely following the U.K. in many trends. A focus on global delivery and the expansion of many deals into the application or business process layer points to more market maturity. This maturity is driven primarily by the relatively high proportion of large (and often multinational) enterprises headquartered in the Netherlands and competing in major markets such as financial services. But there are some contradictory characteristics that point to an immature market (cost cutting is by far the major driver, and sourcing strategy is often neglected); this, as a consequence, often inhibits the potential success of outsourcing initiatives. The market remains very challenging and competitive. This is due to the high presence of small and midsize businesses (SMBs), which traditionally tend to consider outsourcing as a threat more than an opportunity and require a higher level of customization, which tests the profitability model of service providers. Competition remains strong for national champions as global and offshore providers continue to target opportunities in the country. Increasingly, application outsourcing opportunities are emerging as organizations look at portfolio rationalization, legacy system transformation, and custom application software development initiatives and accessing application utility solutions. FRANCE 2005: â‚ ¬6.6B 2010: â‚ ¬10B CAGR: 8.4 % Drivers: Cost reduction, refocus internal IT, speed/flexibility Inhibitors: Loss of control, lack of trust, security/privacy Key trends: Beyond its reliance on staff augmentation, Frances outsourcing market shows opportunities in all facets of outsourcing: infrastructure, applications and BPO Selective outsourcing has gained acceptance, and organizations show cautious interest in global service delivery National champions remain under competitive pressure from the global and multinational providers France has long been considered behind in the outsourcing trend. Now, however, the French outsourcing market is consolidating and growing, while the long-standing reliance on staff augmentation is losing strength. The major driver that will support a CAGR of over 8% between 2005 and 2010 is the need for French organizations to reduce cost and enhance their level of competitiveness in the market by refocusing their internal IT skills on more-strategic tasks while gaining flexibility. On the other side, it is interesting to see that challenges related to HR management have lost strength, compared with the traditional fears related to loss of control and security and lack of trust. Large organizations have recently moved toward the adoption of selective outsourcing with multiple providers. This model has gained acceptance as organizations look at maximizing the balance between cost and service delivery excellence. There is also a new focus on application outsourcing. This trend is important not only because it signals an acceleration in the growth of outsourcing in France overall, but because it signals a major change in the way French organizations use different kinds of IT services. Increase in application outsourcing deals also touches on one of the major taboos of IT services in France: offshore outsourcing. As such, although offshore remains a word to be used with extra care in the French market, many organizations would consider that access to global delivery models is an appealing part of outsourcing, especially when delivered by traditional players. In this case, North Africa (Morocco, for example) is emerging as a viable near shore location. National champions, the providers that focus on a specific region or country, remain under competitive pressure from the global and multinational providers. GERMANY 2005: â‚ ¬10.6B 2010: â‚ ¬16B 2005-2010 CAGR: 8.6% Drivers: Cost reduction above all, focus on core business, refocus internal IT Inhibitors: Security/privacy, lack of trust, loss of control Key trends: Global economic pressures have forced many organizations to look at outsourcing as a viable option In the short term, objectives such as flexibility and agility are secondary Pressure to divest internal IT departments or internal shared service organizations remains strong Global delivery gaining ground especially toward Eastern Europe Intensifying competition between strong German players and global ones Legacy system modernization will remain a key objective The German market is â€Å"federated† in several ways: government responsibilities, industrial centers, buying centers within enterprises, and management structures in place. All of this makes doing business in Germany (and negotiating significant IT service deals) unique. Decision processes tend to be longer, require more consensus building and often entail more travel than in other parts of Europe. For a long time, the majority of German organizations have considered IT operations as a key component to maintain or enhance their level of competitiveness in the market. This has, as a consequence, slowed the outsourcing growth. In the past two years, however, economic pressures have forced many organizations to look at outsourcing tactically to cut cost. While in the short term, achieving flexibility is a secondary objective, organizations look at outsourcing as a way to refocus their internal capabilities while focusing on their core business. The traditional inhibitors around security, trust and loss of control apply. While non-German external service providers (ESPs) still find it difficult to position themselves in Germany (exceptions are IBM Germany, which established itself early on as a â€Å"German† ESP, and HP, based on its early SAP hosting business and penetration as a technology provider), German providers maintain strong domestic positions and are starting to focus on expanding their international presence (through T-Systems). In the short term, German organizations will still consider selling their own IT capabilities, while global providers will see these as viable targets to build capabilities as long as they provide financial support through a long-term outsourcing deal. Finally, beyond potential healthy growth for ERP application outsourcing initiatives (especially SAP), as many organizations look at legacy system modernization, it is likely that many projects will evolve and deploy model to include the long-term management of applications. EASTERN EUROPE 2005: â‚ ¬1.1B 2010: â‚ ¬1.6B 2005-2010 CAGR: 7.9% Drivers: Acquisitions made by large Western European organizations, increased competition, need to revamp obsolete IT environments (leap-frog) Inhibitors: Low expertise to manage OS deals, high cost of OS, loss of control Key trends: Slow internal consumption of outsourcing Key nearshore delivery hub for providers supporting operations of European organizations Local Eastern European service providers will remain target for acquisitions Long-term growth will be supported by increasing competition, acquisitions made by Western companies and the penetration of Western ESPs in the region The region has become a strong global delivery hub Recent admission to the European Union has transformed countries such as Poland, Romania and the Czech Republic into attractive locations to establish global delivery capabilities designed to deliver IT services to European or global customers. Eastern Europe has been identified as an ideal region to establish a service delivery hub by U.S.-based providers (IBM, Accenture and EDS), European ones (Atos Origin, Capgemini, T-Systems, SIS and ST) and offshore ones (Ness, TCS, Satyam, Infosys and Wipro). When necessary, providers are openly seeking acquisitions to gain scale; it is the case for SIS, which acquired ELAS, HT Computers in Slovakia, and Ibis-Sys in Serbia (February 2005). Others, like Austrian-based ST, are pursuing a strategy of becoming the provider of choice in Eastern Europe through a combination of organic development and local acquisitions. ST acquired Computacenter Austria to strengthen its product resale capabilities. Although internal consumption of outsourcing has been slow, it is expected to grow rapidly, thanks to increasing competition driven by the fact that private-sector companies and public-sector organizations are now focusing on bringing their systems into line with market standards. This is leading to some â€Å"leapfrogging† effects — the IT utility approach, for example, holds significant appeal without posing the same transition challenges as elsewhere — but because these markets are fairly immature, there is still a strong focus on products and product support services rather than more-sophisticated IT service engagements. Italy and Spain are two other major countries with an expected ITO market size of about 5 Billion $ each by the year 2010. GLOBAL DELIVERY MODEL GDM is a unique approach to outsourcing and off shoring, which offers the best of both worlds by blending onsite, onshore and offshore resources and locations. By using a far-reaching network of onsite, onshore, and offshore resources, GDM aims to cuts across geographies to access the right resources, in the right place, at the right cost. By selecting the most advantageous and cost effective proportion of resources worldwide, Global Delivery Model boosts business performance while also lowering costs. It also helps the supplier deliver requirements that are met on-time, within budget, and with high quality; greater efficiency and responsiveness to their clients. In this section we would discuss in detail, the key drivers to a successful GDM. Source: Capgemini, 2008 KEY DRIVERS OF A SUCCESSFUL GDM STRONG PROCESSES Strong processes are the backbone of a successful Global Delivery Model. There is a strong need for detailed, documented and time-tested processes for all the activities and interfaces. Strong quality and project management processes ensure delivery excellence. World class processes for knowledge management and sharing resources encourage improved learning among teams. Processes for managing talent ensure that the projects get the best and most motivated people. Strong processes for interaction and communication within team make it possible for globally distributed groups to interface and collaborate in an effective manner while delivering excellence on a continuous basis. On the other hand, processes, while strong, should leave ample space for creativity and flexibility. It is only then that the Global Delivery Model (GDM) can create far more value than the traditional sourcing models. Here is what it will translate into: Quicker, seamless transitions, and early project ownership Optimum onsite/ offshore mixes through intelligent allocation of the available resources High degree of predictability through processes, sharing and reuse A strong relationship approach to ensure continuity and business focus Sharing of best practices and tools across the enterprise Depth and quality of resources, continuously trained and retrained to suit project needs Adherence to SLA based pricing models to ensure good Return on Investment (ROI) and drive customer satisfaction PROCESS ARCHITECTURE Companies rely on processes to consistently deliver high quality solutions while executing a number of engagements from multiple locations. According to the policies adopted by a leading IT services provider: values, vision and policies should form the first level of the three-tiered process architecture. These are then implemented through process execution at the next level. These processes are defined with clear ownership and clearly defined roles and responsibilities. Quality System Documentation Quality System Documentation defines clearly all the processes that should be put into place. These documents provide the engineers and consultations with a vast repository of detailed procedures, templates, standards, guidelines and checklists. The comprehensiveness of these documents supports all tasks from higher-level information abstraction and definition to tasks such as coding and documentation. This is crucial to assure clients with the delivery of high quality and predictable IT solutions that meet their business needs. These documents should also be monitored and updated regularly. Knowledge Sharing Employees are given a forum like a website portal, to share knowledge gained from their experience at the organization. It is meant to be a central repository of the knowledge that can be tapped by peers and as sometimes external clients as well. The collection of documents on this portal is reviewed and classified into different areas: Software development life-cycle activities such as requirements specification, design, build and testing documentation. Software-related topics such as tools and quality documentation. Topics of general or operational interest such as travel or HR policies, etc. Process Assets This is a repository to facilitate sharing and giving out of engagement learning across the organization. The user has the facility to submit to the repository, retrieve from the repository and obtain information on the status of the repository. A process asset can be any information ranging from an engagement, which can be re-used by future engagements. Typically these include project plans, configuration management plans, requirements documents, standards, checklists, design documents, test plans, causal analysis reports and utilities used in the engagement, etc. Process Database The Process Database is a software engineering database to study the processes at the organization with respect to productivity and quality. More specifically, its purpose areas are as follows: To aid estimation of effort and project defects To get the productivity and quality data on different types of projects To aid in creating of a process capability baseline Process Capability Baseline (PCB) Process Capability baseline is used to specify, what the performance of the process is, i.e. what a project can expect when following the process. This estimation is done based on the past data. The performance factors of the process are