MooPig Design Nano-second Department :: "Introduction - Cradle 2 Cradle ..."

That's a Fact Jack
Redistributed Articles by Pat Darnell  |  August 23, 2015  |  Bryan TX

[Picture LINK]

Some might say, "I refuse to work with GREEN companies!" Working with GREEN seems to irritate many who might have start-up ideas, and for many who might have traditional industry that is fifty to eighty years old. Operations can be hindered in old industry by new Cradle 2 Cradle driven regulations. It looks like a new concept, but it is already fifty years in developing.

Because many industries like "building construction" lag behind other industries in absorbing new technology, our built environment suffers. Even in this century many father to son/Mother to daughter generational businesses do not embrace environmental friendly practices.

What is the "mountain" that society has to surmount to get industry less draining on the ecosystems of the world? In a word it is "ego." Yes a corporation can have an ego, since it is deemed a person in our mixed up oligarchy. Corp's can have id's and animus, and all the aspects of living things. But ego is the most obstructive wall to face changing times. The truth is that if change is not faced with diligence, then Nature changes it for us. YIKES!

Heart of Darkness is really the last chapter book of humans. From a summary of that book "...The impetus behind Marlow’s adventures, too, has to do with the hypocrisy inherent in the rhetoric used to justify imperialism ..."

Hearken the advent of Cradle to Cradle design:

William McDonough: Cradle to cradle design | TED Talk Subtitles and Transcript | TED.com: "And in my business as an architect, it's unfortunate the word "humility" and the word "architect" have not appeared in the same paragraph since "The Fountainhead." So if anybody here has trouble with the concept of design humility, reflect on this -- it took us 5,000 years to put wheels on our luggage. So, as Kevin Kelly pointed out, there is no endgame. There is an infinite game, and we're playing in that infinite game. And so we call it "cradle to cradle," and our goal is very simple."
'via Blog this'

CONCLUSION
We could talk in ad nausea about this monster topic. We instead just wag our heads at the difficulty in overcoming human egos to make stuff more environmentally friendly. Maybe some kind of rhetoric will arise that captures the imaginations of those who are imaginative enough to start up industries... eh?

We will keep you posted.

______________________Reference
http://www.ted.com/talks/william_mcdonough_on_cradle_to_cradle_design/transcript?language=en
http://www.c2ccertified.org/
http://www.mbdc.com/cradle-to-cradle/c2c-framework/
http://www.seatproject.org/portfolio/cradle-to-cradle-design/
https://en.wikipedia.org/wiki/Cradle-to-cradle_design

MooPig Tech Coroner :: "Internet Out; OUTERNET In"

Forget about the Internet; Seek Ye the "OUTERNET"
mashed articles by Pat Darnell | Feb 19, 2014 | Bryan TX

[Picture LINK] "Cubesat ..."

I heart this:

"...By leveraging data-casting technology over a low-cost satellite constellation, Outernet is able to bypass censorship, ensure privacy, and offer a universally-accessible information service at no cost to global citizens. It's the modern version of shortwave radio, or BitTorrent from space. (LINK) ..."

" ... WHAT PROBLEM IS OUTERNET SOLVING? There are more computing devices in the world than people, yet only 60% of the global population has access to the wealth of knowledge found on the Internet. The price of smartphones and tablets is dropping year after year, but the price of data in many parts of the world continues to be unaffordable for the majority of global citizens. In some places, such as rural areas and remote regions, cell towers and Internet cables simply don't exist. The primary objective of the Outernet is to bridge the global information divide..."

New York company says it can beam free OUTERNET Wi-fi to every person on Earth | Mail Online: "You might think you have to pay through the nose at the moment to access the Internet. But one ambitious organisation called the Media Development Investment Fund (MDIF) is planning to turn the age of online computing on its head by giving free web access to every person on Earth. Known as Outernet, MDIF plans to launch hundreds of satellites into orbit by 2015. And they say the project could provide unrestricted Internet access to countries where their web access is censored, including China and North Korea."

'via Blog this'

CONCLUSION
" ... Everyone has the right to freedom of opinion and expression; this right includes freedom to hold opinions without interference and to seek, receive and impart information and ideas through any media and regardless of frontiers. — Article 19 of the Universal Declaration of Human Rights ..."

________________________Reference
http://www.dailymail.co.uk/sciencetech/article-2552177/Forget-Internet-soon-OUTERNET-Company-plans-beam-free-wi-fi-person-Earth-space.html
http://www.educateinspirechange.org/2014/02/forget-internet-soon-will-free-outernet-everyone-earth.html
http://www.ibtimes.com/introducing-outernet-free-worldwide-wi-fi-access-beamed-space-1556016
http://appleinsider.com/articles/14/02/17/ambitious-outernet-could-bring-unfettered-internet-access-worldwide-via-mini-satellites
http://www.mdif.org/outernet-providing-information-to-the-world-from-outer-space/
http://motherboard.vice.com/blog/outernet-wants-to-free-the-internet-by-sending-it-to-space
https://www.outernet.is/
http://www.itproportal.com/2014/02/05/introducing-outernet-free-wi-fi-beamed-to-everywhere-on-earth-from-space/

Business Strategy for Quasi-corp: ABLECo

Portable Electric Power Tools
Mission Control @ ABLECorp
Analyze and Assess Information Available
By Patrick Darnell

Introduction

It is unwise to label the ABLE Company at this time. Although by definition it appears the company is leveled off in a vulnerable position of weakness. I do not perceive leadership is lethargic, or willing to let go any time soon of what they still claim to have.
This paper is a preliminary to more in depth team driven discussion forum. The task is to develop a strategy for ABLECo. What and why we will be recommending will have been hollowed out by the time we are ready to present to Strategic Officers Steering Committee. Our strategic assessment will be also a result of research in secondary sources, and any primary data that applies to our strategy development.
Each agent in the development will be asked to arrive at a recommendation that is:
· Plausible
· Defensible
· Rational
· Feasible

No team member should try to achieve consensus on his recommendations, rather think in terms of the best reciprocating strategies each other will have developed. This initial appraisal refers to the first four chapters of text: Strategic Management in action, by Mary Coulter. Those sections explain concepts and context of strategic management. Also, the author addresses external and internal analysis frameworks for strength, weakness, opportunity, and threats applicable of ABLECo’s new strategy.

Task Objective

· Explain strategic management process within global environment
· Integrate and apply knowledge gained in other courses in business administration curriculum
· Use effective communication techniques

Task Detail

As a preliminary step in preparation of business plan, brainstorm major elements of strategic management processes. Using questions as guides, items to include might be:
· Insights
· Issues that need to be addressed
· Questions that need to be asked
o How would you go about defining the identity of Able Corporation and creating its mission statement?
o Where would you look for the information?
o What do you already know about Able that can help?
o What are some of the key elements that might be contained in ABLECo value propositions?
o What principle would you use in order to prioritize the implementation steps needed to accomplish the strategic objectives?
o What post implementation and feedback mechanisms would you have in place to evaluate the effectiveness of the process?
o What measures would you use?
For the ensuing presentation the deliverables are: mission statement, operating principles, market analysis, company strengths and weaknesses analysis, one-year, five-year and ten-year strategic objectives, sales forecasts, financial and operational objectives, and pro forma financials.

Discussion: Driving Force

Besides market demands what is the driving force of ABLECo? In many cases, a manufacturer in need of help will initially take on too much internal clamor. “The monthly meetings of senior management team have been reduced to arguments over attainment of company metrics [measurements] with each department pointing to its own set of reports to support its positions” (CTUOnline; April/2007).
Internal operations have evolved for many generations at ABLECo and those divisions may be change averse. If the firm depends on its own strategies it will create too much strife.
Organized by the senior management at ABLECo a future position is envisioned that sets the tone for a new channel of marketing. That channel is of end-users of industrial PEPT, Portable Electric Power Tools, who are drifting into the consumer PEPT channels of distribution. A shift in the gap between higher costing industrial tools and lower consumer tools is significant, so reports say. In this instance the gap is closing.

The senior staff has formed the position for Director of Strategic Planning and Analysis for our emerging ABLECo. The text defines the position as: “...management of a series of interrelated continuous steps that lead to the outcome” says the author. “Situation analysis, strategy formulation, strategy implementation and strategy evaluation” point the company in navigating its course (Coulter, M; 2005).

For help we look at levels of strategies on different organizational echelons and what they will divulge in context of driving forces.

· How would you go about defining the identity of Able Corporation and creating its mission statement?
Our firm has one vision, though yet to be assessed, but has several missions. Functional areas at ABLECo are ideal in finding the various missions emerging for the now strategically employed company. Major function areas are commonly:
o Production
o Financial
o Distribution
o And, unique areas to ABLECo
To establish competitive advantageous mission statement for ABLECo we will have evaluated our competitive levels in all departments. Once done we will attempt to implement, and evaluate our changing competitive strategy in a continuous improvement cycle. Competitive business unit strategy levels are comprised of:
o Resources
o Capabilities
o Core competencies

“Each [business strategy] unit’s mission statement still provides an overview of the unit’s purpose, what it does, and its goals,” says Coulter. “Ideally what you have is a broad framework within which organizational members know what they are doing and why they are doing it... aligned with the vision statement, ...with commitment to social responsibility, and ethical decision making” (Coulter, M; 2005 p48).

· Where would you look for the information?
In hope of finding useful information that has a thread of continuity for ABLE Co’s survival; strategic planners will ask management of functional strategic levels “What direction are we going and what businesses are we going to be in? What business do you want to be in” (Coulter, M; 2005, p7).
Tools to utilize for this stage of conceptual thinking are those already in use by crews. Tools for dynamic change and organized culture that have been in use for the life of ABLECo can be our best inroads.

Otherwise searching for the right path is in generating questions and weighing of ideas springing from those findings. Research questions, means questions about which you will be conducting qualitative research. The outcome of facilitated strategy on internet and secondary findings will lead to develop quantitative strategy that would help ABLECo make its business strategy decisions:

Should explain how statistical tools can be valuable to our business

• Should provide specific examples where we can effectively use statistical tools
• Should create a list of research questions that apply to our ABLECo situation
• Should use persistent links to help generate ideas for research questions

Also, generate research question ideas by conducting research in library and the Internet to find information about strategy management.

Should study and apply benchmark cases of similar companies so Strategic decision makers will find plenty of information, too much in fact, when they:
o Explore Additional Marketing Opportunities
o Explore Alternative Marketing Channels
o Set Up Comparison Shopping Campaigns
o Optimize Marketing Channels
o Pursue Credibility Indicators, such as

• * Improve Order Process
• * Optimize Product Offer
• * Optimize Presentation, and
• * Implement information technologic Metrics and Testing Platforms

With a little generous help from researchers, and strategic planners specialized in manufacturer’s unique battery of recent successes, ABLECo will find enormous amounts of information (Alt, B and Usborne, N; 25 April 2006, paraphrased).

· What do you already know about Able that can help?
What is already known about ABLECo is found in its historical natural attraction minus the new competitive threats. In context of analysis, a preliminary SWOT discloses weaknesses of our firm. Further study into complement context reveals threats, opportunity, and strengths, of this table and will clear up much of “what” is going on.
Evaluation of major strengths will characterize ABLECo culture from the early days and contrast it to cultural actions today. And how that will make our firm prevail?” (Alt, B and Usborne, N; 25 April 2006, paraphrased) This table is paraphrased from CTUOnline Task Details, 2007.

Remember “ABLE Corporation has come to a decision to not let itself be manipulated in its market without some better reference” (CTUOnline; April/2007). Since stakeholders are timid about re-investing in ABLECo, senior staff turns to strategic planners. Upper Management hopes to distinguish itself and see if it helps boost interest of investors. Knowing it has weaknesses will motivate staff to identify strengths and opportunities.

· What are some of the key elements that might be contained in ABLECo value propositions?
ABLECo has lost track of its original Value Proposition, VP. In manufacturing we are an innovator of PEPT. However, defining VP is paramount to market penetration; actually the whole purpose of the VP is market penetration. Is innovation our value proposition?
If ABLECo were only interested in putting a spin on its marketing it would hire a marketing specialist, and innovation would be the spin. The firm is not looking for a patch. ABLECo has hired a strategy management specialist. Value proposition is to be made using all measurements, Optimized search produces ratio of our value proposition to truth.
That said, it turns out the key elements will be derived from the internal functions of:
o Human resources
o Business Historical perspectives
o Brand values
o And core competencies

We could at ABLECo devote extraordinary time and resources “developing and fine-tuning the product delivery chain; sales, marketing, distribution, customer service, and all, but fail to assess the most fundamental of business success factors: our Value Proposition. So how did we survive?” Our VP will be the concise statement of the uniqueness of our business that sets it apart from all competitors. Without our Unique Value Proposition, ABLECo “risks becoming lost at sea with a host of similar businesses” (Alt, B and Usborne, N; 25 April 2006, para).

o Analyzing our competitors further identifies our strengths, weaknesses to strengthen our bottom lines
o Competitive analysis helps to develop our VP
o VP forces us to Test validity of claims we make about our business
o VP statement must contain quantitative statements about uniqueness of ABLECo
o What percentage of our market channels truly has an effective value proposition?
o How will this affect competitive marketing in our channels?
o Our primary research question will have to be this:

* How do we evaluate our own value proposition?
It seems that many firms try to incorrectly “out-market a poor value proposition” over the top. Messily, if their VP is improper, it is like saying “We can cross over to the island when the tide is out.” The researchers at Marketing Experiments say, “[Those with poor VP’s] use the heavy force of marketing to try to overcome the weak force of their value proposition” (Alt, B and Usborne, N; 25 April 2006, para).

· What principle would you use in order to prioritize the implementation steps needed to accomplish the strategic objectives?
Because ABLECo is innovator in PEPT, it deserves to reap benefit of better design by being rewarded in large volume of sales. This could be developed in a closed circuit of defining market potential and planning each release to that volume. A little bit more work for accounting management, and operations, but is worth the effort in reduced waste.

Our firm wants to carve out its own niches using service supported sales, and matching competitors’ pricing. Our strategic decisions will be based on a “five forces model as posed by Michael Porter in the text.” Our strategy will find exit barriers that threaten and provide opportunities for ABLECo, such as: Buyers; Suppliers; Substitutes, and Potential new entrants creating natural rivalry amongst firms in the PEPT industry (Coulter, M; 2005, p 70-75).

Volume can be created several ways. One way is to create opposing lines, each with its own curve and completion. Each is the nemesis of the other. While the border of each line defines a whelk, or spiraling development, a well-placed opposing line will complete the strategy. Only a large venerated company like ABLECo could get this to work for them for each generation of innovative tools.

Another way is to create shading and spin. One technique is no more effective than the other, because each must be implemented at the time it best fits. Therefore, the implementation is all about the timing and space the market has for the co-functional operations of these strategies.
Priority for implementation can spring back from force that is working against ABLECo at any given time. The forcers designated are then like this:

Search for market stability

• Produce only a limited product line for a narrow segment of total potential market
• Seek to protect and defend its well established business
• Do whatever is necessary aggressively to prevent competitors entering our turf
• Carve out, maintain niches within our industry that competitors find difficult to penetrate

This is paraphrased from the text where is described the characteristics of a Defender Strategy of competitiveness. (Coulter, M; 2005, p 188-190)

· What post implementation and feedback mechanisms would you have in place to evaluate the effectiveness of the process?
Once the company launches its satellites, it will have a mission control set up. At mission control will be the senior management, directors and investors. Success will have been dependent on strategic continuous improvement of functional levels at ABLECo; therefore monitoring will be a similar process, a common thread running between all divisions.
Team building is our first organization-wide strategy put into practice at ABLECo. For that to come about workers will be needy, demanding much more encouragement and follow-up. I have found one company that comes up in a majority of benchmark discussions: IBM, big blue. “Everyone talks innovation but IBM helps with a: Six Different Potentially Innovative doorways,” says the authors at IBM website. “Responding to competitive pressures and market opportunities requires business systems — and supporting technology infrastructures — to be quickly adaptable and flexible in structure,” claim IBM Partners (IBM Global Services; 2000).

Post-evaluation is the first functional strategic consideration because the firm must make a decision about its information technology systems right now. In best interest of efficient tracking, the entire company needs a trustworthy, helpful, friendly measuring system that ties functional, competitive and corporate strategies together. Useful strategy evaluations can not be made otherwise. Organizational context and external and internal contexts are not going to be explained properly unless the post-evaluation implements are in place from the beginning.

IBM proclaims that they can help with at least six doorways of “Service oriented architecture, SOA that helps clients create business value by helping them develop a more on demand IT infrastructure.” If this sounds familiar, it should: “IBM introduced the idea of On Demand Business.” Continuous managed improvement means to continually:
o Continually re-consider your business model
o Re-examine your processes
o Constantly challenge your management culture
o Make your products special
o Make your services special
o Respond to changing conditions
(IBM Global Services; 2000, paraphrased)

IBM global Services may have the most recent word on implementing evaluative systems: “But the demands of an increasingly competitive global marketplace — driven largely by the networked world — are driving companies to find new ways to grow their businesses, while at the same time they must operate as efficiently as possible.” If IBM’s logic prevails then the Unique Value Proposition at ABLECo will have to include its new attitude on strategic post-evaluation. I am going to support continuous improvement with post-evaluation in mind at ABLECo throughout my own assessment.

· What measures would you use?
Initially our post evaluations will have been structured around our internal and external analyses. However fine tuning of a more universal review to respond to each business unit’s unique function is our goal. With losses showing up in the last few years, ABLECo must support cost of strategic command with senior Mission Control, to curtail awkward downward spirals of functions and business. Rather ABLECo will show compounding gains over all to thwart bad press.

In a previous brief we showed how small, incremental gains can produce significant gain when compounded in a sequential manner. When the gains themselves are significant, the compounding effect is quite impressive. Albert Einstein is widely rumored to have once said that the most powerful force in the universe is compound interest, and we can clearly see why from the above data (Alt, B and Usborne, N; 25 April 2006, paraphrased).

Making ABLECo products special for future generations is the purpose of this strategic analysis after all:
Do customers demand our products?

• Do they convert their friends to use our products?
• Are we innovating products that can “best our existing products?”
• How will we be ahead of our competition, when the next big idea emerges?
• Will ABLECo be attractive to investors and acquisitions when we finish?
• (IBM Global Services; 2000, paraphrased)

Conclusion

Concluding arguments are pointing to a many-branched, multi-faceted strategy workshop environment for ABLECo. It includes the following, but is not limited to this list. In fact the condition today in the business environment is that there is too much information to sift. Therefore the planning and adopting an efficient outline of strategic objectives that is unique to ABLECo will prove very effective.

Consider our business value proposition, vision, mission models:
Has the world evolved faster than our business models?

• Has our market changed?
• Is new technology enabling new competition, and new opportunities?
• Could we leverage our strengths, or the scale and skills of ABLECo partners?
• Will we identify where we are competitive and not, then restructure for optimum performance and return?

Examine processes
Which processes run smoothly, and, which are bottlenecks?
Are systems and processes outdated?
Do we have duplication of processes?
Do we have adequate infra-structure communication; do we speak to one another?
Do we speak to our partners’ and customers’ processes and systems?

Challenge management culture
Is encouraging innovation in your company more than a gesture?
So the employees share in opinions and sharing ideas?
Do we have collaborative projects in the works?
What companies, industries suppliers force ABLECo into exit barriers?
What is labor forcing ABLECo to do?

Make sales support and services special
How do our customers rate us?
With real-time feedback form our customers could we respond faster, with more services? And, Plan better?
Drive loyalty through the roof.
Respond to changing conditions.
Put in place comprehensive external studies for each strategy adopted

Summary

1. Adopt and install a company-wide evaluation system


2. Find a business partner like IBM to help expedite our information tech


3. Utilize exit barriers to motivate the strategic decision makers into action on IT


4. Conduct a Competitive Analysis and Price Testing, but also cover market analysis, quantitative analysis, product and program strategy, usability testing, and similar efforts unique to ABLECo way of doing business (IBM Global Services; 2000, paraphrased)

References

Alt, Brian and Usborne, Nick; (25 April 2006, para) In Search of a Value Proposition Tuesday, 25 April 2006; Editor Flint McGlaughlin; Writers Brian Alt, Nick Usborne; Contributors: Jalali Hartman; HTML Designer: Cliff Rainer; retrieved from April 12- 14, 2007 at: marketing experiments com improving website conversion value proposition

Coulter, M; (2005) Strategic Management in action, 3rd Edition, Pearson/ Prentice Hall, Upper Saddle River, NJ 07458

IBM Global Services; (2000) IBM Corporation 2000 -- IBM Global Services; Route 100 Somers, NY 10589 USA; Printed in the United States of America 01-00; retrieved April 10-14, 2007 at 935 ibm com services us index wss it service cases its a1002583

Project X Hurdles forward, Like the Texas Two Step

Unlocking Potential at Project X By Patrick Darnell
Risk Management Integration -- Managing Project Risk and Opportunities

Introduction
This paper introduces the work Project Risk Management Team is doing to analyze and mitigate risks on Project X. Comments are directed to stakeholders of the prototype early completion goal, thereafter continuing production of AMD. Please note unlocking risk is ongoing and determinant, and is supported by Performing Management Organization, PMO, who uses bodies of knowledge to identify, and qualify risks in each of the sub-processes.

Monitoring with tools of comparison, Risk Management will have determined risks most impacting life-cycle and put some heavier tools of quantitative analysis to work. This will have unlocked potential for increased probability and impact of events positive to the project’s realization.

Description: Task Detail
How will you address varied interests of stakeholders when you present your plan? Develop an idea or two for each stakeholder to "sell" them on your plan” (CTUOnline; 2006).

In concert effort scientists in PMO dedicate their efforts to principle that “projects have to meet all stakeholder expectations... [And] Identifying stakeholders is a primary task because all the important decisions during the initiation, planning and execution stages of the project are made by these stakeholders” (E-Coach; 2006).

Because “Projects and project management are carried out in environments broader than that of the project itself” (PMBOK Guide; 2004, p 19) at all times the PMO will:

· Apply basic competencies of project management in understanding and planning for risk
· Use effective, understandable communication techniques.
· Communicate risk effectively to all project stakeholders throughout life of Project X (CTUOnline; 2006)

Mitigating Materiel Substitutions Risk factor discussion relates to:
· Procurement and Resource Stakeholders
· Stakeholders in DOD, US Government Quality, and Expectations of Project X
· Design / build personnel
· Final documentation and Printing

In mitigated response to stakeholders we have looked at scope, budget and time for procurement of certain materiel. We made a Risk Log to identify, qualify and quantify risk of substitutions in metallurgy of the project. This scope risk involves either protecting specifications for the deliverables or reducing scope requirements.

In first two weeks of the Risk Management Plan, PMO gathered much information from supplier stakeholders who had been specified and identified in project design documents. The initial trend in shop drawing checking, PMO was to find, was numerous submittals of substitutions for those resources specified. Articles reviewed specified materials armor steel, stainless steel, and sheet metal manufacturing standards, and testing values.

PMO determined this risk to be immediate, and invited input from those suppliers. Resource stakeholders wanted to know what savings would be realized if substitutions were approved. Also, they wanted all test data on alternate materials in question. Using qualitative technique PMO qualified several non-issue risks. Yet with careful analysis of the inputs, PMO found there to be no significant savings by using substituted materiel in metals.

The PMO mitigated the risk by finding the tests and certifications of almost half of the alternate materials are non-existent, or pending. In interest of stakeholders, PMO suggested to DOD that there be no substitutions in metal resource scope materials. Also, “metrics drive behaviors ...provide information needed to improve processes and to detect when it is time to modify or replace existing” (Kendrick, Tom; 2003). Therefore, all substitutions are subject to metrics discovered in building the prototype.

To our stakeholders of resources and procurement in scope, PMO submits no changes in engineered design drawings in order to preserve anticipated performance, reliability, and effective deployment of AMD. PMO restriction on substitutions reduces time needed to check shop drawings. All risk mitigation will have been included in “as-built” documents.

Controllable and Uncontrollable Communications
This proactive risk discussion is for:
· All stakeholders Note: One special risk generating dynamic affects all stakeholders in Project X Prototype. Because, materials and components of Project X are technologies that were not available just five years ago, communications plays pivotal role in entire project. The systems used to move project communications as pooled interdependencies between manufacturers’ are also interdependent systems in other branches of the DOD, and designed for optimum security available today.

It may be possible to avoid damage to overall planning and budgeting, “if communication knowledge base is consolidated on collaborative level” (Kendrick, Tom; 2003). PMO has put communications on its list of highest priority. Two categories are at stake:

· Communications used in interdependence of workers and supervisors
o New technology requires unanticipated skills
· Communications being tested and installed in the AMD itself
o Learning curve is too high

To compensate for unfavorable communication situations, such as security leaks, PMO is exploring assigning additional staff to avoid later critical path failure. Fortunately those personnel will come from lower priority tasks and will make little impact on budget and human capital.

Also, vendors are providing services to identify those risk areas that could jeopardize due date, assembly and security of Project X. Additionally, a proactive budget reserve has been requisitioned, in effect to add consulting partners introduced for training on the advanced communications testing and installations for Project X communication systems. Those vendors will be found in the listings of companies suitable for “working on these DOD projects” (US DOD; 2006).

At this stage PMO has not determined the risk trigger event, or when residual risk exposure could cause the use of contingency planning or fallback strategy. Most feel stakeholders throughout the project should first become very comfortable with the pipeline of communications in use, and security avoidance enhancements of the IT.

Qualitative survey will follow employee usage to determine further risk avenues. But note security leaks are out of the hands of PMO. Those uncontrollable risks are part of the stakeholders’ responsibilities to mitigate or resolve; “provide prevention or recovery” (Kendrick, Tom; 2003).

Because the far reaching nature of unlikely-to-happen, worst case risk in communications security, all stakeholders must be on high alert throughout manufacturing and assembly all the way to closure. Stakeholders could introduce effective opportunistic incentives for its workers as each increase skill set to include the communications objective.

Customer Relations Management
The stakeholder addressed in this section is the US citizen. The root basis for customer relations in this project is fourfold:
· Avoidance
· Transfer
· Contingency planning
· Passive acceptance

As any process, “any brainstorming process will be effective so long as it is successful in determining conditions or events that may lead to risk” (Kendrick, Tom; 2003) It became more evident in qualitative study that the US clientele is very interested in a passive defense system, land based or otherwise. Since the Star-Wars initiative in the Reagan presidency, the major cause for this type defense has not been fully understood by the larger external stakeholder, the taxpaying US citizens.

Moreover, in initial brainstorming where the risk steering team applied scope, budget, schedule, resource and other root cause descriptors, the ubiquitous stakeholder US citizenry kept coming up. Then in the recent elections of 2004, the legislature was swept with a majority of chair changes. In use of its opinion to act with balance of power, voting public is watching the scale of measured consequences of war more closely than could be predicted. Also, if public opinion sways future defense developments with budget cuts, interruptions, Key contributors will be unable to complete critical activities. The project could be abandoned because technology supplanted the designed systems.

This risk can be mitigated with stakeholders’ providing public access to limited and less secure aspects of the project. Public Tours or internet news releases could help spread out the risk of uncontrollable risks popping up. When elections are held, contributing parties could add urgent support work in CRM. Tom Kendrick begins discussion of Project risk Management: “Far too many technical projects retrace the shortcomings and errors of earlier work.” Macro-risk management of the US citizenry is effective technique to avoid those errors of the past (Kendrick, Tom; 2003).

Loss of Key Personnel
This section addresses the employees who as stakeholders identify skill sets on the project.
Loss of personnel can affect internal workings dramatically:

• Reciprocal interdependence


• Pooled interdependence

According to PMBOK Guide: Quality risk management also is paramount to end-users’ enduring stability. Cross-functioning influences of multiple categorical stakeholders will play heavily in the “acquisition and final use of the war machine developed” (2004).

PMBOK Guide claims the “key stakeholders on every project include:"
· Project Manager
· Customer/ End-users
· Performing management organization
· Project team members
· Project Management team
· Sponsors
· Influencers

Also, as described in section 2.2 PMBOK Guide, the interdependence of the project management and the stakeholders is prevailing, and immediate (2004, p 25-26).

Kendrick has generalized in his book that “Mitigation strategies that reduce probability and impact of potential problems are best described:”
· Good communication
· Using specialists and generalists
· Strong sponsorship
· Continuing user involvement
· Clear decision priorities (Kendrick, Tom; 2003)


The best of class shown here is obviously a list of the risks that have been fully identified in risk management registers. Qualitative and quantitative analysis proves the mitigation strategy. Why mitigate? Most employee involvement is already well entrenched in the internal aspects of projects. Mitigation is a proactive technique that could delay employee attritions, when used by skilled functional managers.

Stakeholders can release through clear communication “unambiguous project documentation that is easily accessible by the whole team. Communication can significantly reduce risk probabilities,” concludes Kendrick (2003).

References

E-Coach (n/d) Project Stakeholders, their Roles and Contribution (2006) by E-Coach, retrieved from the World Wide Web 11-27-06 from 1000ventures com business guide crosscutting project stakeholders

Guide to the Project Management Body of Knowledge, A 3rd Edition (2004) Project Management Institute, Newtown Square, PA

Kendrick, T; (2003) Identifying and managing project risk New York, NY: American Management Association

US DOD; US Department of Defense (2006) Contracts, Retrieved Dec 15, 2006 from defense link mil Contracts Contract 3386

Global Position Mission

Charter Member RED Team

Opportunity Abroad: Must be targeted
Following the Basics of Principles of Marketing, global or anywhere in the universe, Customers and Markets are made of these things:
Product
Distribution
Promotion
Price
Introduction: Global Position Mission
Somewhere in the infinite body of knowledge that is market research may lay the answer for any business success in the face of adversity. The three I's of success are innovation, ingenuity, and indomitability. The Owner and Stakeholders are pushing the boundaries of technical innovation for exploring holistic systems, devising and executing business strategies and goals. An ideal of successful marketing in global terms is the determination propelling JavaJoy Inc forward in its business. Consider these tips and tools for global strategy decisions, in context of partnering with Multinational Corporations, as means to JavaJoy Inc’s future home.
Questions to Consider
How resistant is the owner and stakeholders of JavaJoy to doing business completely differently, with a new partner?
Is the current domestic business of JavaJoy resistant to change greater in scale than the pressure of urgency to start plans for global expansion? Or, is the executive willing to spread the news to its present workforce?
Is the path to global expansion brave, determined, and impossible to defeat or paved in risk to frighten and dissuade?
Those suffering risk aversion are not the first choice for starting foreign business strategies, or partnering with. Is the firm ready to recruit new people?
The development of business strategy from a position of strength will propel the firm into the international markets they desire. Preparations must be done with least disruption possible. Is the firm willing to play a subordinate role in this mission?
Some Companies that are already in the country of choice, such as Hilton is with its "370,000 rooms worldwide with catering services" make the transition easily. The question is "How does Hilton forecast global demand for its product and services?"(EWeek; June 19, 2006).
Hilton "imports data from six systems into one data warehouse that requires 7 million rows, running on Microsoft SQL Server 2005, and analyzing 1.4 million records a day" (2006). How much buy-in is JavaJoy willing to front in IT and other system upgrades?
Is JavaJoy willing to re-define its business in context of global partnership? Thus, like Eric Lundquist says: ...some claim all the talk about 1.0, 2.0, and 3.0 versions of anything is simply marketing spin ...I argue that a new set of characteristics does require a new definition. (EWeek; June 19, 2006, Pp. 10)
Does JavaJoy Inc require alignment with their own markets before taking on a partner? If so these will be asked of the potential partners: Ask four key questions, that are similar to all previous primary problem areas:
What do we know now about our markets, our market opportunities, and our own strategic and marketing goals?
What are the best marketing and operational opportunities as we understand them now?
How can we frame our marketing and strategic options based on what we know now?
What do we need to know that we do not know now -- about strengths, weaknesses, our products, our markets, and our customers?

How willing is JavaJoy to adopt a broad view of Marketing Intelligence? At (Blog)red we use the "Intelligence Platform with three components: data, ideas, and management drivers." Will JavaJoy compromise its quality standards for partnership privilege?
How willing is JavaJoy to pinpoint decision-making to drive market research objectives and design? How much share of cost in intense, primary research is JavaJoy willing to pay?
Even after shouldering expenses in primary research, is JavaJoy willing to pay for more to answer: Do we have solid marketing information, or is more funds for market research needed?
Does the partner being considered for global diffusion have a strong customer base of US citizens who are looking for the familiar as they travel to foreign lands as tourists and business agents?
Is the executive at JavaJoy willing to talk to enough firms until they find several with which they are comfortable? And, wait long enough to obtain background materials, references or examples of past work?
Decisions of the magnitude that JavaJoy is suggesting do not come without problems. As mentioned before, the elected company leaders, VP's, CFO, President, and the advisors who are on the tangent of global venture must identify the strengths within their business that makes transparency possible. Does JavaJoy believe Transparency is their position of strength?
Global leaders establish structured goals. Why structured? The goal as practiced must withstand both implicit and explicit threats abroad. The goals must be accomplished easily, and become the "open standard." Do the leaders of JavaJoy believe its Technology will be structured, as mentioned before, to support say, the first goal of "Creditworthiness?"
Having sufficient credit backed with austerity and technology is the first and most important tool in the toolbox. Does JavaJoy have in place technology that will cope with inflows/ outflows of cash in differing denominations?
Do JavaJoy's gathered planners make goals that in principle will thwart crisis and global hegemony or subjugation?
Can JavaJoy remain functional in crisis where there is interruption in cash-flows throughout the supply chain, and to creditors?
The analysis will most probably be inconclusive, but it is on record that the process is started. When JavaJoy Inc proceeds will it go with its advisors from say: "JP Morgan, Goldman Sachs or Morgan Stanley to ensure market makers have a common interest from the start (Strong, Norman; 7/12/2006)?"
Conclusion
In context of market research management the corollaries do after all exist between Basic Principles of Marketing and the impulse to find a partner for global incursion. The previous list of questions needs further refinement if a path to partnership is desired by the firm, JavaJoy Inc.
References
Lundquist, Eric, E. D.; eWeek, June 19, 2006; Ziff Davis Media, front cover, MacDonald, John go eWeek com web log
Vass, Will; VP, CIO Sun Microsystems, eWeek, June 19, 2006
Thompson, David; CIO Symantec, eWeek, June 19, 2006
Strong, Norman; 7/12/2006, How to default: a primer, leftbusinessobserver
Griffin, Ricky W, and Pustay, Michael W; International Business, a Managerial Perspective, fourth Edition, 2005, Pearson/ Prentice Hall, Upper Saddle river, NJ


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MSN says: Blog it and they will Come

Blog it and they will come (retrieved entirely from http://office.microsoft.com/en-us/help/HA012240831033.aspx , November 17, 2006) Others aspire to write may find this muy interesting!!!
"So is the hope of every blogger — or Web diarist — out there. Because everyone, whether they admit or not, wants to be heard, and a blog offers the perfect environment for just that.
Several of my readers have written to ask me what blogs ("Web logs") are all about. To be frank, I hadn't really been a big reader of blogs. But once I decided to delve deeper into the world of online Web logs and do some research, I discovered a brave new world out there. And sure, while I found some blogs to be pointless, others narcissistic, and yet others downright weird, I also discovered that there are many people out there who are interesting writers with unique perspectives on the world around them. In other words, I was pleasantly surprised, and it sucked the crabbiness right out of me — although my editor doesn't think so. (Regardless, don't worry; there are plenty of opportunities all around waiting to refill my crabby heart.)
You see, when the Internet first became a part of our common lexicon and people got a tiny amount of technical knowledge, personal Web pages became all the rage (and bane) of the Internet. I don't know how many of these are on the Net but I think I can safely say too many.
Blogs are a little different. While a blog can have many of the same qualities as a personal Web page, a blog is usually seen as more of a diary or a commentary, a core upon which a virtual community can form. (At least, that's my take on it, and from what I've read, there are as as many definitions for blog as there are bloggers.) Bloggers write about whatever is on their minds, be it personal, philosophical, or political. All of a sudden, their opinions are out there, for all to read, and their audience may just join them and create a community around one of their entries or ideas. And while personal Web pages were pretty much only for those who knew how to code a Web page, blogs can be created by anyone with an Internet connection since those who host blogs often provide the simple software and design choices that enable non-techie types to express themselves on the Web.
So what blogs are out there? There are blogs about hairless cats, blogs about politics, blogs extolling the virtues of nudist colonies, and blogs that serve the close-knit community of scientists studying the mating habits of paramecium. In other words, there are almost as many blogs as there are reasons to blog. And, according to comScore Networks, a company that provides information regarding consumer behavior in various industries, nearly 50 million Americans, or about 30 percent of the total U.S. Internet population, visited blogs in the first quarter (Q1) of 2005. That is a lot of people reading, interacting, and listening to what you have to say.
A blog by any other name is still a weird word
As I mentioned at the beginning of the column, as human beings, we have this need to express ourselves, and a blog is the perfect place to do that. Now, expression, as we know, comes in many forms, and so do blogs. Some blogs are strictly text based: the writer — or "blogger" — writes an entry every day, week, or however often he decides. If he develops a following of sorts, the audience expects to see his entries at certain intervals, and so a sort of community is formed. Some blogs incorporate photos, video clips, and lists, such as a list of links to other blogs or any other kind of sites. Sometimes readers of blogs can even provide comments, thereby enhancing the feeling of community.
So you can see why this type of communication is really catching on: If you nurture and pay attention to your blog, you can create a community out of thin air around yourself and your interests. For example, consider the blogs that gained notoriety during the last national election: Many of these bloggers became somewhat famous as their communities grew, and they were granted entry into the circles normally reserved for mainstream journalists.
Blogs can also be oriented toward business; they can perform such duties as exposing new products, or acting as forums to talk about everything from new inventions to changes in business practices. Remember that number of 50 million blog visitors in Q1 2005? Imagine the countless ways in which you can reach, connect, and correspond with your current — and prospective — customers.
You can see why blogs are growing more popular: It only takes a few minutes to set up a blog and it doesn't require that you be a computer geek.
Everyone else has one; I want one too
...and so now I have one. That's right: Crabby has her own blog. And while my blog isn't really where I post commentary and opinions, it is a place to read my column. But even better than that, you can access my blog (and therefore my column) using RSS, or Really Simple Syndication. RSS allows you to subscribe to "feeds," or content, from several sources and automatically combines the information into one list, a list that is contained in an RSS reader. You can quickly browse the list without visiting each site to search for new information of interest to you. It's ingenious, really; you don't have to bookmark all your favorite sites (such as my archive page); you just check in with your reader, see what's new and read what you want. When you subscribe to my blog on MSN Spaces via RSS, the moment I publish a notice that I have a new column, you can go and read it. Or, you can just read the intro and decide the content isn't for you right now.
More information about Crabby's blog
Get the latest Crabby columns with RSS.This article explains what RSS is
Crabby's Corner on MSN SpacesThis is my actual blog
Crabby RSS feedThis is a link to the place that explains how to subscribe to my RSS feed
Now, if after reading this column you're all hot to create a blog of your own, visit MSN Spaces. They make it nice and easy to get started and make your voice heard." (November 17, 2006)

Building a Small Business in Spectacular Times

• Correlations and Questions: WAG for Nags, things to ponder while building your business
  by Patrick Darnell
  PIGGYBANK is actually an acronym for the frustrated academician who has been left behind by those who pander the reality found in hard statistical analysis.
  P.I.G.G.Y.B.A.N.K.
  “Patterns in geometric gain yield bountiful academic nosegays of knowledge.”
  Or,
  “Probably, investigation gives geographic yields to bolster against ineffectual knowledge.”
  
  P (Platonic’s) What may make the oriental culture so good at math, is the formidable task of learning the complexity inherent in their pictographic, written languages. Correlation: The number of pictographs in a language, or pictorial iconography may determine the height of that particular culture’s logic system.
  
  I (Interest) Tee shirt cotton & Denim, total sales and the advent of European Union for a one world uniform. Correlation: Just who makes all the denim, anyway? I want to buy stock in that company.
  
  G (Greed) Need for Casual Friday vs. the advent of the 32 hour work week. Correlation: The fewer hours worked in the week, the more hours one must spend doing side work, while others enjoy leisure-tronics.
  
  G (Gas Planets) Does the lag time in the Judicial system define its demise? Correlation: does the number of years the Judicial system lags behind technologic advances, relate to the number of years of stagnation in the US economy?
  
  Y (Yellow/Green Politics) What if possible to introduce a variety of aardvark into Texas to rid the prairies of red ants? Correlation: What quantity of aardvarks is needed to thrive in Texas to deter the spread of the red ant, by half?
  
  B (Bureaucracy). Why is Fiber-optics about the beginning of non-regulation of communications? Correlation: Do Communications ever return to the hands of the general public, who are party to size of optic bandwidth, available to communication moguls.
  
  A (Angst). What is the dollar amount per newborn child, with all variables of mortality figured in, that each innocent human owes on the US national debt at birth? Correlation: The inverse relationship of the interest payments on the national debt, to the increase in US population will make a pool, of how many taxpayers to pay into the coffers in the next twenty years.
  
  N (Nitrogen based fuel) How many carbon atoms are used in ignition of total SUV’s internal combustion engines throughout USA? Correlation: One SUV in a hundred will be outside the normal operating standards for air purity, and what is the ‘straw that will break the Ozone’s back? Is this true?
  
  K (Pawn to King) Yes, and, how many roads must a man walk down, before others will call him a man?
  
  Summary
  I have determined that while I have a crude knowledge now of the world just outside my understanding, that it is just that, a glimpse. I would stake much on the exponential increase in knowledge, as the middle ground of human’s wakes up to the expanding knowledge bases of every enterprise. Can an explosion of this magnitude be under-studied by, for example, me, the frustrated academician?
  
  Consider the decade in which we are living:
  
  Ahead of schedule, the statistics community has mapped the human genome.
  Before even a 386 could be decidedly put into a garbage dump legally, statisticians have put a Pentium Four in a package the size of a gnat’s eyebrow.
  My child’s Neo Pet has more processing power than the Mercury rocket program, of the 1960’s.
  There is an international space station orbiting the earth.
  I have forgotten more word processing than my children will ever know.
  
  Just a reminder, I will be there if you need a friend, only I might not have up to date information. Maybe that is also a disclaimer, if you later find a hole in my logic. Ciao.
  
  _______________________________________References/ Notes/ Links
  Why You Really Ought to Want to Love Your Work
  Part 1: Are You Working Long Hours on the Right Career?
  You Work Long Hours
  http://humanresources.about.com/od/motivationrewardretention/l/aalove_work.htm
  “The average American manager works 42 hours per week, but a substantial number of managers and professionals - three in 10, or 10.8 million people - work 49 or more hours per week. Of male managers and professionals, four in 10 work 49 hours. According to the U.S. Department of Labor, Bureau of Labor Statistics, May 2000 report, this number of working hours is substantially unchanged since 1989. More managers and professionals are working over 49 hours, but more are also working less which keeps the number steady.”
  
  “Comparatively, the hours that people work in non-supervisory or production jobs have steadily declined since the early 1960s in all categories except manufacturing, construction, and mining. In these jobs, hours have increased, according to the U.S. Department of Labor, Bureau of Labor Statistics Monthly Labor Review, July 2000. While the overall trend in working hours is down, with the average non-supervisory or production employee working 34.5 hours in 1999 as compared to 38.7 in 1964, this figure is skewed by workers in services and especially retail, who are working substantially fewer hours.”
  
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  STS-106/2A.2B • Atlantis Launch date: September 8, 2000Welcome to Spaceflight Now's comprehensive coverage of shuttle mission STS-106, the next flight to the international space station. This is your gateway to extensive, up-to-the-minute coverage and background information -- including detailed timelines, statistical data and real-time updates -- unavailable anywhere else on the World Wide Web. These pages will be updated daily to reflect the very latest information so be sure to check in often. Comments, suggestions and corrections welcome!
  http://www.genome.gov/
  Read the story behind the Human Genome Project, the NHGRI-led, international research effort that sequenced all of the genes in a human being, revealing our complete genetic blueprint and opening a new and exciting world of research in genetics and genomics.