BBC News - Gale Crater: Geological 'sweet shop' awaits Mars rover

[PHOTO LINK]

BBC News - Gale Crater: Geological 'sweet shop' awaits Mars rover: ""We're not just scratching and sniffing and taking pictures - we're boring into rock, getting that powder and analysing it in these laboratories," deputy project scientist, Ashwin Vasavada, told the BBC.

"These are really university laboratories that would normally fill up a room but which have been shrunk down - miniaturised - and made safe for the space environment, and then flown on this rover to Mars."

The intention on Monday is to put MSL-Curiosity down on the flat plain of the crater bottom.

The vehicle will then drive up to the base of Mount Sharp."

'via Blog this'

Blind Double Study: Coffee prevents leaky-blood-barriers Syndrome

http://pribek.net/2008/04/03/coffee-drinkers-are-less-likely-to-be-demented/

http://news.bbc.co.uk/2/hi/health/7326839.stm

In a dooble blind study, findings show bloggers can help themselves with coffee. Over the past twenty-three million years coffee has been touted as the reason for dinosaur extinction to blood vessel constriction. Just ask any Jehovah Witness, they are very astute to the coffee issues. Coffee may be maligned.

So, two giants of the blogo-sphere who remain anonymous have tested the theory on their own persons. The results will surprise even the most strident 2% tea-sipper.

MooPig's quantitative resultant pictures are as follows:


Before morning coffee --









See: also this dooble blind melon head study at-- http://pribek.net/2008/04/03/coffee-drinkers-are-less-likely-to-be-demented/


After just 83 ounces of French Roast Maxwell House, Med/Dark, 100% pure coffee.




"We can't wait to try Marinell's Italian Gusta Forte superfine grind cafe de' regular'e," said the participant.

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

Team Rally Speech

Managing Project Risk and Opportunities
Monitor, Leverage, and a bit of Respect By Patrick Darnell

Introduction

Now that Project X is in Early Start Mode because of inducements supporting fast delivery of the prototype, Project Risk Management must further its mission. There is a notion among stakeholders that massive amounts of substitutions have been made in critical areas of controls, especially wireless and fiber optics. Also, for security reasons military IT mesh network system of Project X does not align with standard, popular IT. Internet Technology and Engineering is backlogged with shop drawings, comparing them to specified units. The departments called in an army of temps to get back on target, by increasing hours using two shifts.

Manufactured piece parts ordered from Poland are on schedule but held up in special coating factories at Swedish plants in Romania. Stainless steel production is experiencing slow downs and shut downs in Eastern Europe. The manufacturers are renegotiating prices since the US dollar is plummeting, with two years to go in the Bush administration. Sounds like bad news? It isn’t because Project Risk Management Plan, PMP, saw those coming.

The test now is to winnow concurring risks that are waiting in the wings like villains who sweep in, to ruin the baking of the pie, putting their thumbs all in it. This is also not bad news because the Project Manager Office, PMO, has put together team monitoring and controlling processes to make early identification of unanticipated stumbling blocks falling from the ceilings.

Discussion: who monitors the Monitoring?

As will have been instilled in new Project Risk Team Managers, we will have an unusual opportunity to combine already learned processes of previous risk management parlays, with newer identification of enduring stalactites like risk-plagues common to all early-start projects. The key seems to be respect, as a proper spelunker knows; do not touch the conical hanging pillar hanging over your head; let it be. Two reasons for respectful delayed reaction:

· Each risk has a life cycle, like a project, and if disturbed too early or too late will likely end in disaster
· Latent Risk hanging over one’s head is what makes the project flourish, in other words is the prime motivation

It turns out “keeping track of identified risks, re-analyzing existing risks, monitoring trigger conditions for contingency plans, monitoring residual risks, reviewing and evaluating the effectiveness of risk responses” is ongoing by PMO reporting agents. And, make reports every shift changeover if possible. Reporting three times daily is very possible with wireless and radio frequency identification, RFID, and many other tactical Internet Technology, IT, based products.

The process is self iterate, according to Douglas B Boebinger, PMP, founder and President of Integrated Process Developers Inc, a project management and process re-engineering consultant and corporate trainer. After checking the overall plan to note if our response is clicking with core competency, and accepted standard mode of operation: ~Create workarounds, ~Control the project risks, and ~Refine and update the risk response plan.
This is very respectful spelunking when the risk, or stalactite, is worked around, and preserved for what it is, a relic, in a safe and controlled environment. This quarantine allows properly timed managing of latent risks.

Discussion: Iterative Teamwork

What then is the reaction that will seal the fortune of early start Project X in regards monitoring and processing of latent risk? First we discern external or internal root of incoming risks. From there we apply our guided “Risk Management Paradigm: Communicate ~ Identify ~ Analyze ~ Plan ~ Track ~ Control,” (Dorofee; Apr 97) and;
Implement an alternate strategy
· Execute a fallback strategy
· Modify the PMP
· Take corrective measures
· Update organizational process assets
· Puts lessons-learned in computer database for future use

Jump-starting the risk evaluation during tasks depends very much on the project management team and its reciprocal interdependence. Extreme teams can be formed where “ordinary people are called upon to achieve extraordinary results, and ...not be burned out when they are done” (Thompson; 2004).

In the 1990’s Mrs. Thompson points out that “134 separate project teams in 88 countries in the USA ...indicated that ‘despite positive indicators... overall results show companies [were] generally doing a poor job of team building’”(2004; p 72). Despite the team’s mission internal dynamics will be done in three phases:

• Task Analysis: what work needs to be done?
• People: how many people should be on the team?
• And, Relationships: What roles are implicitly negotiated among team members?” (2004; p 73)

Please, lead risk Management team members, oblige your self to remember to bring in other persons to your latent risk identification process, as it makes higher probable recognition of threats. Accomplish interpersonal work through well-planned facilitated group meetings, and individual interviews. Keep the I.D. process simply “known/ unknown, important/ unimportant, external/ internal, or predictable/ unpredictable” (CTUOnline Task Multimedia PPT; Dec 8, 2006)

Team Risk Management should keep the edge on and capture the vehemence of the project workers and sponsors to accomplish this prototype early finish. Remember to structure your interview questions to your best understanding of psychology of your guest, and to power of listening by you the interviewer. Allow the workers and teams to vent, and otherwise stay loose in the environment of the interviews and meetings. I trust you will all capture and document all that is to be discovered in your sessions. The interviewees are reaching into their past experiences in context of what’s happening now, to give you a glimpse of the next round of situations (Para, CTUOnline Task Multimedia PPT; Dec 8, 2006).

Conclusion

In conclusion the struggle upfront to instill risk management is beginning to pay off. When sponsors came in project management’s first meetings they wanted not much to do with the qualitative research needed to identify major risks. Yet, now that it has been done, and is ongoing done, almost everyone in the entire project from Poland to Thailand cannot wait to tout their latest brain-surge that identifies upon the horizon an incursive risk. At last we all know what it means to say, “We welcome the unwelcome intrusion with its usually unpleasant and damaging effects.”

References

CTUOnline Task Multimedia PPT; (Dec 8, 2006) questions and answers
CTUOnline, (October 2006) Task Detail, HRM345-0604A-05: Building Effective Teams
Boebinger, DOUGLAS B, PMP (Dec 2006) CTU Online, Risk Management Tricks of the Trade for Project Managers, Rita Mulcahy, PMP dbb process developers Integrated Process Developers Inc
Dorofee, Audrey J, Walker, Julie A, and Williams, Ray C; (Apr 97) Risk Management in Practice, SEI, Carnegie Mellon U, retrieved 12/7/2006
Thompson, Leigh L; (2004) Making the Team, a guide for Managers, Prentice / Pearson Hall, Upper Saddle River, NJ, second edition

GI, Going International

By Patrick Darnell
Your presentations were very well received. Yet, having no previous work experience with moving into international markets, you think it might be best to contract with an external service to research international markets. In the discussion board, meet with your marketing team and discuss the following challenges ahead of you. (CTU, Task Detail; Dec 2006). Consider and discuss the following:

Title: Going International, GI (SAP; 06/01)

1. What are the key considerations in choosing such a partner?
Key consideration: Is it profitable and will it add value?
Most USA based companies go forward in international markets because costs of materials, components, assemblies and real estate often is less than in US. In JavaJoy desire is to “look” at international opportunities and risks. Could it turn out that the firm has a high “ratio of outsourcing?”
Paul Strassman says, “A company’s outsourcing ratio [is] defined as purchases divided by sales...” The worksheet Strassman provides “only indirectly computes amounts a company purchases.” For most company decisions to Going International, GI, effort is related to “basis for decreasing taxation” liabilities (Strassman, Paul A; March 2005).
Without more contextual information, reasons for owner Hank Sanchez’s brainstorm to go international is assumed to “add value via tax savings... and that includes payroll, depreciation, cost of interest and taxes, plus all profits”(Strassman, Paul A; March 2005).
2. What would you expect of them?
Key consideration: “What portion of its internal business controls” is JavaJoy willing to give up for international growth (Para. Strassman; March 2005)?
Strassman warns “Unfortunately, none of generally accepted accounting or financial reports reveals how much a company has placed its business functions in hands of suppliers.” I find international expansion to be a natural evolution for JavaJoy GI. I also believe there are numerous suitors vying for opportunity to share in risks, costs and profits of the coffee brewer.
Would the future partner be very willing to divulge annual expenses and its debt or litigation, in transparency as known in negotiations? Transparency on JavaJoy’s side is “labor and directly related expenses, depreciation costs, interest costs, non-op costs minus expenses, special income, subtracted losses, income taxes, and other income” (Strassman, Paul A; March 2005).
Costs divided into the net sales will give a ratio: if it exceeds 50% the ratio will have meant JavaJoy GI releasing greater portions of control to suppliers international or otherwise.
Determination by using risk aversion ratios is the best way to approach an outsourcing market research partner. It will set the grammar of negotiations when expectations are reviewed with prospects.
3. How would you go about finding such a partner?
Key Consideration: Where does coffee come from?
The “innovations in global commerce have lowered costs and expanded the reach of purchasing transactions” means JavaJoy GI probably has already trans-national pipelines (Strassman, Paul A; March 2005).
Chief Information Officers are key personnel for deciding on an international research partner. Innovation in information technology is a major indicator for merging with any other company. To be a “strategic” partnership, JavaJoy GI will be obliged to look at costs of “intra-organizational matters from those that deal with suppliers to customers” (Strassman, Paul A; March 2005).
Once biggest and best, and most efficient supplier is found, JavaJoy has opportunity to find out if they are involved in international market research or have it in their sights. Outsourcing market research is a very good item for opening up vertical markets with their new prospect. Also cost reductions can be realized as the relationship becomes more transparent.
4. What would your selection criteria be?
Key consideration: So far high price of JavaJoy Inc products has limited growth.
“The JavaJoy product line is very well known and highly respected in coffee industry but, due to its high price JavaJoy has had limited success” (CTU, Task Detail, 2006). Selection for a GI partner is based on the vision statement Hank Sanchez, JavaJoy Owner, has developed. Marketing forecasts will have included research into these categories:
· Company must grow
· How can this growth be accomplished
· What are possible alternative approaches
· Which are best strategy/ approach
· What growth can be anticipated
· What are threats to growth
Moreover, ultimate decisions concerning “how to grow” constitute strategic planning; providing accurate and timely information, and supporting strategic planning process. To provide the answers, the potential partner must appear willing and able to provide and deploy control for gathered data and developed information about:
· Current market size
· Growth potential
· Buying habits
· Distribution channels
· Competition
· Cultural diversity
· Costs versus added value
5. Is marketing research process you have learned applicable partly or wholly in this JavaJoy GI effort?
Key Consideration: With his new market growth vision as the driver, Hank wants to “recast his 5-year strategy to take advantage of expanding markets,” and has decided international incursion is a remedy (CTU, Task Detail; Dec 2006).
Discussion: Learn > Plan > Deploy
Learn >> we have been learning frameworks of market research, and those lessons will provide structure to facilitate as we search for an international research partner. The firm is not looking for another middleman partner, as JavaJoy GI is already high priced. The method then is in applying what has been learned to what will be international strategic planning with all contingency. Define general research areas as primary and secondary. Qualify proposed questions for each area with qualitative research. Apply 6 stages of the marketing research process in extensive research.
Plan >> Clarifying the Research Question ~ Proposing Research ~ Designing the Research Project ~ Data Collection and Preparation ~ Data Analysis and Interpretation ~ Reporting the Results ~ (Cooper & Schindler, 2006, p. 86)
· Can JavaJoy survive in international high-end coffee brewing markets?
· What are trends in coffee consumption?
· How will competition measure up in international markets?
Deploy >> thus, JavaJoy GI will have found a partner who will have capacity in delivering:
• Product acceptance
• Coffee consumption
• Competition
• Regional analysis
• Global partnerships
• Financial
Marketing campaigns
• Primary Research
• Secondary Research
• Qualitative Research
• Quantitative Research
• International Research Companies
• e-commerce transactions
• Automated marketing campaigns
• Full reporting capabilities
• Surveys
• Interviews
• Internet Research
• Analyze
• Reduce
• Interpret
• Develop Website Catalog
• Recommend (CTU, DB; Dec 2006)
6. Is it more cost effective to do research yourself?
Key Consideration: Core Competency of JavaJoy Inc...
“Because of the ease of use of [International Financial Reporting Standards, IFRS] software, even students who lack technical expertise can work with the system in a structured way, and I can finally concentrate on my core competence as a physician, says Gerhard Polak, Manager and Publisher, on Going International”(SAP; 06/01).
JavaJoy GI can learn from every GI industry some fundamental lesson. JavaJoy is not an international marketing firm. Historically, JavaJoy takes bean and grinds and brews it to perfection.
I am certain that rummaging around for a suitor to partner up with is the only answer that will have most positive impact toward implementing growth and expansion visions of Hank Sanchez and JavaJoy GI.
Once its immediate business-system needs are satisfied, JavaJoy GI will investigate additional ways in which it can benefit from hiring consulting groups. The result will be praises for its professionalism and responsiveness to global outsourcing. JavaJoy GI will continue in its role as partner exploring how the solution can further improve its global markets doing business overseas.

References

Cooper, D and Schindler, P; (2006) Marketing Research New York, NY: McGraw-Hill Companies

CTU Online, (Dec 2006) Small Group Discussion Board, MKT350-0604B-03, JavaJoy Inc

CTU Online, (Dec 2006) Task detail, MKT350-0604B-03, JavaJoy Inc

SAP 50 077 808; (06/01) GOING INTERNATIONAL Business One Promotes Medical Training, sap com contact sap

Strassman, Paul A; (March 2005) Outsourcing: what ratio is right, Baseline, 2001-2006 Ziff Davis Publishing Holdings Inc, baseline mag international

Opportunity or RisK? Data Mining: Privacy, Compliance and Data Flow

By Patrick Darnell
Managing Project X Opportunities and Risks

Introduction

Use of this Framework for the discovery of Innovation, Opportunity and Risks scan will help in deciding if the supply chain is full, or not, of opportunity and risk for improvements in risk management of Project X:

• Uncover and prepare for opportunities/ risks
• Understand opportunity/ risk
• Identify opportunities/ risks
• Evaluate new products and services
• Assess internal capacities to excel in schedule, assembly and delivery (paraphrased, Power Decisions Group, Inc. Dec 2006)
  Use tools such as:
• Online, wireless local area networking
• Phone, Mail, Surveys
• Hybrid Methods, Focus Groups
• Qualitative Methods
• Quantitative Methods

"Services for the public are designed so there is one route to perform multiple tasks with different agencies.” Gary Robinson, Washington CIO

Discussion: Opportunities

Several opportunities stand out. The following list is made in hopes that savings can be multiplied throughout the whole Project X.
1. Assembly Revisions
Major Innovations discovered by work teams while assembling the prototypes may qualify as unmistakable revisions in the final builds. Savings from on job discoveries will be touted as major events of opportune and lead to earlier delivery of products, and greater ROI.
2. Internet Technology Advantages
Ripping out the wires and using wireless solutions to fulfill the gamut is today a security and networking management solution industry ideally situated for key providers.
According to a recent survey by Aberdeen Group, '88% of best-in-class service organizations view the connection between the field and back office as a top strategic priority. If your company doesn’t already have some type of communication solution in place — such as calling techs via cell phones or a scheduling and optimization field service data solution — it will soon. But your solution can be more than just connectivity between the field and the office. You can leverage complementary technologies to make the most of your investment" (Chapin, Khristen; October 2006).
3. Supply Chain
Unified just-in-time based delivery of piece parts and hardware can be the biggest opportunity to capture the imaginations of the work teams. In-the-field operations have opportunity to make a wish come true with the mobile voice over internet protocol, VOIP. More efficient onsite comm can boost the delivery of dwindling supplies, and ensure teams' efficiency when at the site of larger re-tools, or do-over’s, with VOIP.
4. Post PERT weighted averages analysis
After meetings to discuss worst case situations of major headings of the WBS, opportunity is abundantly portrayed in scarcity of resources. For instance if the total project is using up next years' entire supply of armored steel, what is available in the next two quarters of the next year. Then the major opportunity is to advise production of this condition. Opportunity does not always have to be dramatic. Many opportunities are simple good turn attitudes.

Discussion: Risks -- Let’s Call this Data Mining

Data mining -- finding gems of insight from sophisticated or basic analysis of your internal databases and WBS, and margin trend data -- is a key part in ...Development & Naming assignments, as well as New Project [Risk Management] Development.
(Power Decisions Group, Inc. Dec 2006)
The search for hidden risk elements is no less a savings when found. A dollar saved is a dollar return on investment. “Simply put, an analysis data mining effort searches for meaning and insight among the stacks of data and related data already within a project management organization. ...Thus, data mining is the search and the use of techniques that squeeze out meaning. Tools include advanced statistical tests and modeling, and the use of neural networks” (Power Decisions Group, Inc; Dec 4, 2006).
Consolidate the risks on a collaborative level and the “business as usual” in government contracts may be sarcasm of the past. Success breeds success in every knowledge base for Project X. Project management juggles expectations of states' and Uncle Sam and finally finds relief from more diverse companies' vying for a slice of government pie. Risk Management no longer means being locked in to particular vendors with only a self interest in pushing their own products, services or securities.
1. No Substitutions if untested, or not certified
In the search for austere methods for procurement of resources, there is a great risk in substituting materials. Testing may not be finished on some materials, or the testing is pending. Sometimes austerity may lead to incomparable solutions. The risk is in compromised performance, reliability and injury.
2. Security is at stake
With information being generated through the pipeline to executives outside the office, the underpinning of earlier wireless LAN was “vulnerable to security breaches and caused enterprises to be leery of the technology” (McAdams, Jennifer; November 7, 2006). McAdams reports: “’We’ve always believed management and security aren’t separate and distinct issues,’ Greg Murphy, AirWave Wireless.”
“’Balancing the needs of security and business-integration requirements is our biggest challenge,’ says Tom Jarrett, Delaware CIO" (Aitoro, Jill R; November 13, 2006). Jarrett says: “As more agencies want to collaborate, the data owners need a higher assurance of data [integrity] and its proper uses” reports Aitoro.
3. State of Distribution
While the state of distribution of products is “fairly status quo,” say the resellers and distributors, there may be hidden under radar, price creep due to fuel prices and other concerns that could bust smaller distributors, and Project X. For instance the often ignored distributors of the cutting-edge technology needed for Project X are not all-that-established. In fact the “up and comers” who provide innovative access to emerging technologies are small specialty distributors. These are the distributors to watch in the early deliverables of the high tech Project X defense systems.
4. Political Winds
“Regardless of what changes come with November elections, states are most likely to adopt proven success models” says Aitoro ...Such as “statewide data-center-consolidation initiatives” (Aitoro, Jill R; November 13, 2006). As government may struggle to appease the many stakeholders “influencing decisions, the change in political favor" is a major risk that could and will change the scope and funding of any federal or state projects. The best way to deal with political wind-shifts is to force the privates sectors to “do their homework, and take more time on risk issues, making for better partnerships” (Aitoro, Jill R; November 13, 2006, p15).
Collaboration by the companies that currently hold contracts, such as “McLean, Virginia based Northrop Grumman, San Diego based Technology Integration Group and Marketware Technologies in Sacramento” can move a project into completion by showing and proving cost savings of 30% in $100 million in contracts by these leading companies. That is a lot of risk management.
The idea is to circumnavigate the “bureaucratic process,” says Clark Kelso, CS CIO. “These were not just some general services that led to some leveraged procurements; we gave all agencies a chance to be involved in designing specifications and programs.” Surely, this will take the large out of the hands of the few.
References
Aitoro, Jill R; (November 13, 2006): By the time... government VAR, Feature, State of the states, P 9-12, GovernmentVAR com

Chapin, Khristen; (October 2006) Integrated Solutions, Three Steps to Field Service Success, retrieved date: 15 November 2006 WesP CorryPub %20PDFs ISM06

Kelso, Clark (November 13, 2006): By the time... government VAR, Feature, State of the states, P 9-12, GovernmentVAR com

McAdams, Jennifer; (November 7, 2006) Ripping out the wires, VARBusiness Tech Advantage Series, VARBusiness, article p 45-50, varbusiness com

Power Decisions Group, Inc. (Dec 4, 2006) San Francisco, Tools & Techniques

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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Project Stakeholders: Do Not Ignore

Project Risk Management
“Who are the project stakeholders? Keep in mind that you work for a publicly-owned company and the customer is the Department of Defense” (CTUOnline; 2006).
• Apply the basic competencies of the project manager in understanding and planning for risk
• Use effective communication techniques.
• Communicate risk effectively to all project stakeholders (CTUOnline; 2006)
According to chapter 2 of the PMBOK guide, the “Projects and project management are carried out in environments broader than that of the project itself” (PMBOK Guide; 2004, p 19).
The project stakeholder organization is made up of those who front the resources, and back the bonds and funds to make the projects possible. The ones who own a stake in the monetary underwriting of projects are often called, stakeholders or sponsors. 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).
Essentially, the sponsors whether individuals or organizations, are willing to risk involvement and funds to see the project completed. Project management teams are obliged to “determine [stakeholders’] requirements and expectations” and proportion the measured risks accordingly. The goal is to “ensure a successful project” (2004, p 25-26).
The most feared word in the relationship between stakeholder and project management is: ignore. The stakeholders and sponsors have started the ball rolling, and it is imperative they contribute throughout the project life cycle. Smartly the Project Manager, who is the captive liaison for the project continuity, must never fail to update, and reiterate essential knowledge to the stakeholders. Expect dramatic damage reports should one ignore the other.
Therefore, in this instance of project length of 5 years or more, and resource provided by hefty supply chains, the stakeholder list is rather extensive. The best placement of the stakeholder is in the shared values and norms of each knowledge base in the project. Therefore the sponsors vary according to the category of their financial responsibilities.
In larger category the stakeholders are the Project Management Organization, and the Customer/ End-user of our Department of Defense project. The cross-functioning influences of multiple categorical stakeholders will play heavily in the “acquisition and final use of the war machine developed” (2004, p 25-26).
PMBOK Guide claims the “key stakeholders on every project include:
• Project Manager
• Customer/ End-users
• Performing organization
• Project team members
• Project Management team
• Sponsors
• Influencers
• PMO (2004, p 25-26)
The initial response to the question: “Who are the project stakeholders, bearing in mind the DOD is the end user stakeholder,” is in a stakeholder analysis. During the Scope definition as discussed in PMBOK Guide chapter 5, it is important to “identify influence and interests of the various stakeholders and document their needs, wants and expectations” (2004, p 110).
As all analysis is quantitative, “the analysis diligently selects, prioritizes, and quantifies” those conditions. The Guide also states there is “high risk in quantifying expectations” that are non-specific, such as “customer satisfaction” (paraphrased, (2004, p 110).
The scope places high priority on the identification of the stakeholders. As part of our exercise the stakeholders can be declared in the statements of the scope risk management phase. Certain assumptions in the scope risk management have to be proven if found false, especially if the assumptions are part of the stakeholders’ claims. The same can be said for scope boundaries, and “scope priority requirements risk management” (2004, p111).
According to PMBOK Guide: Quality risk management also is paramount to end-users’ enduring stability. The various quality standards for industry apply as reference to a quality expectation. Improper inspections, lack of maintenance, or rushing through a task can produce negative consequences for “any and all of the project stakeholders” This is an understatement when the negative turns out to be a plane crash due to “defects, poorly organized user documentation or numerous extraneous features” (2004, p 180).
Some Quality Standards Organizations in context are:

• International Organization for Standardization, ISO
• Total Quality Management, TQM
• Six Sigma
• Failure Mode and Effect Analysis
• Design reviews
• Voice of the Customer
• Cost of Quality, COQ
• Continuous Improvement
• Communications Planning
• Performance Reporting
• Risk Management
(2004, p 180)

Conclusion: Who are they?
1) The Project Manager is the elected liaison from the ranks, placed by the stakeholders
2) The Customer end-user is the US citizenry as represented in the Department of Defense:
a. The class of military personnel due to use and maintain the end product
b. B2G, business to Government, B2B, and B2C; all lien-holders and bond holders
3) The Performing Organization, or PMO, is the labor groups who are affected by the completion or non-completion of the project. This could be a large group in this case.
4) The Team Members are the “dozen nuclear scientists, engineers, and technology professionals including military personnel” and all their distaff members
5) The Project management Team is my esteemed colleagues
6) The Sponsor is the US government Department of Defense, DOD
7) The Influencers will have been identified as stakeholders in each of the risk management knowledge phases such as:
8) Members of Committee in Legislatures, the Judicial, or the Executive
a. Security Organizations
b. Environmental organizations
c. Lobbyists
d. Risk Management Organizations
The list includes but is not limited to the above. It is abridged for this discussion, though it will include in the end many watch groups, accounting branches and other business groups local, nationally and internationally.
Reference:
CTUOnline (November 2006) Task Detail, MPM450 03 0604B Managing Project Risk and Opportunities
Pmi org (2006) retrieved from web, Nov 15 2006 Project Management Institute (PMI) The Largest Project Management Association. Retrieved October 19, 2006, from pmi org info default asp
PMBOK; (2004) A Guide to the Project Management Body of Knowledge, PMBOK Guide, third edition, 2004 project management Institute, 4 Campus Blvd, Newton Square, PA 19073 USA

Is your National VP Sales shy about getting involved in production?

Name: Patrick Darnell, Charter Member RED Team

Task Detail: “Julie Hogan is JavaJoy's National Sales Manager, and is in the process of rolling out JavaJoy's first non-coffee brewing system - a tea brewer. While the sales channels are the same as for the coffee brewing equipment, the end users (tea drinkers) are certainly different. Julie is desperate to know how the new product is being received because she needs to give the manufacturing department a production forecast for the coming quarter - and the forecast is due in two weeks! Assuming some time to work on this project:” (CTUOnline; Nov 2006)
1. What information can you develop for Julie in the time frame available?
Of the six market research rationales listed here, the first four can be somewhat achieved with some elegance in the next two weeks. The last two require more effort, and will be difficult to wrap up without quantitative research or refined interpretation for additional qualitative research. Marketing will pursue these objectives:
1) Clarifying Research Question
2) Proposing Research
3) Designing Research Projects
4) Attempting Data Collection and Preparation
5) Attempting Data Analysis and Interpretation
6) Reporting the Results (Cooper, D; 2006)
Assumption: Julie Hogan is a live wire with 500 amps of persuasion at her finger tips, as National Sales Manager. She can weld the project shut with just a little more marketing information. Moreover, if we read ahead in the task list -- the mind of Sanchez-- she is headed toward becoming the international sales manager.
The information needed is: How many units TeaJoy Brewers will we produce in production cycles following roll out? For a “congealed” data standard, hurry up method is not the best way to go. But, supply chains in manufacturing wait for no one.
At last measure Julie Hogan is 94% of the way to unleashing the new tea brewer. She is only 1/8 of an inch away from welding the deal closed. However, Mrs. Hogan, without a production estimate is at the farthest point from her marketing goal as a person can be. So she must ask key questions of key persons, soon. Sitting on the production estimate will make the TeaJoy trial a short-run.
2. What you would say to Julie. Submit 4 – 5 paragraphs which describe a type of marketing research she can use to gauge the consumer’s response to the tea brewer.
We must not lose face. Therefore we look at this opportunity to incorporate a time line of events. Two weeks is ten working days, or fourteen days when including weekends. To hit upon the most pertinent research question most apt, is to promote. Guidance for production quantities depends on resources that are hidden in end-user customers’ opinions, and vendors’ inputs who sell the equipment. To contact busy people during their work day is nearly impossible, unless the surveyor has a lure. The actual lure is right under our noses, in the form of the internet.
Proposing a type of research that is last minute and relates to work schedules we consider the various time frames. The manpower hours needed to find reliable numbers for this last minute decision is more or less 10 days x 8 hrs = 80 hours available in the traditional work-a-day. In contrast, internet is available 24 hours at seven days or a total of 24 hrs x 14 days = 336 hours available. Why not multiply our TeaJoy exposure to the maximum?
Much greater hours, 4 to 1 more, on the internet suggests immediately go to a free web business log site, known as Blog, and write a new, free Tea Sippers’ ‘Blog. On your new TeaJoy web Blog site. Advertise free tea-related prizes for entering preference surveys, or promise a door prize such as the newest Play Station, for how many, how much and when is tea preferred as an end-user or as a reseller. Sounds easy? It is. As national sales manager Mrs. Hogan has a large e-mail list she can invite to visit new TeaJoy Blog site, over and over, 24/7.
Moreover, since production predictions calls for extreme marketing research that exposes benchmark cases correlated to TeaJoy roll out, that is concurrent task to pursue. For instance, Julie Hogan might have a teenager at home who can type in some keywords to browsers, and activate some secondary sources for starters. That is not because Mrs. Hogan is not comfortable with the net, it is because her own child will work more cheaply than others, and probably has some web technique, and empathy for her mother’s task. This action could enhance the roll out in several ways, to make an educated production turn round: as in “Customers Seven Steps in the Benchmarking Process” (1-HBR; Nov 06).
3. Include the information that could be obtained.
A quick visit to Harvard Business Review publishing website revealed some favorable Key words. No doubt clear evidence in secondary research can be gathered from efforts online and from regional business agents, using incremental planning approach:
1 “Functional areas within JavaJoy to be benchmarked
a) partners that will benefit most from benchmarking
b) based upon cost, importance and potential of changes
2 “Identify key factors and variables with which to measure functions
a) financial resources
b) Product strategy.
3 “Select best-in-class companies for each area to be benchmarked
a) lowest cost
b) highest degree of customer satisfaction
c) can be direct competitors, foreign and domestic
d) parallel competitors with replacement or substitute products or services
e) latent competitors which might backwards- or forwards-integrate into your market
f) Out-of-industry firms with whom do not compete such as FedEx or Wal-Mart logistics
4 “Measure performance of best-in-class for each benchmark considered
a) SEC, Government
b) Companies themselves
c) Trade associations, Articles in press or trade journals
d) Analysts in the market
e) Credit reports
f) Clients and vendors
g) Interviews with other organizations willing to share their prior research or ‘swap’..." (2-HBR; Nov 06).
In this comprehensive and helpful outline form HBR Five, Six and Seven headings relate to data analysis.
“...5. Measure [TeaJoy Brewer] performance for each variable; begin comparing the results in an ‘apples-to-apples’ format; determine the gap between your firm and best-in-class examples.
6. Specify those programs and actions to meet and surpass the competition [to enhance] potential areas discovered...
7. Implement these programs”
(Paraphrased; 2-HBR, Nov 26 2006)
The last increments of our hurry up tasks include careful analyses leading to descriptions of very speicialized:
• Marketing analysis: A major un-met need among certain groups of customers, or target markets
• Product description: Ideas for a product to meet the need
• Competitor analysis: Major competitors to the product
• Advertising plan: How the target markets will be informed of the new product
(4-HBR, Harvard Business Review, Nov 2006)

4. Discuss your thoughts on the accuracy of whatever information you are able to gather in two weeks.
Accuracy will be low, but best practices will have been used. In context of the first four stages of qualitative data collecting, from the above discussions that introduced six major stages of marketing research: TeaJoy will be unable to prepare a unified production schedule for the manufacturing departments at the end of 336 hours.
The first four increments can be pursued quickly and possibly resolved in qualitative analysis. The final two analysis stages require the attention of those who are very busy, and hard to track down, owners and executives. Our research will entail "How to Mobilize the Executive Team for Strategic Change" to create the proposal that is due in two weeks or sooner (4-HBR, Harvard Business Review, Nov 2006).
Costs of producing it over the course of the year, Julie Hogan’s TeaJoy Brewer will be produced in a manner that reflects demand. In any new venture the cost accounting management is vital to establishing the price the consumer will pay for our product.
Julie Hogan will be very busy doing her regular tasks, and her related follow up duties of coordinating final promotions, printing and sales reps for the two weeks up to roll out. The final data analysis is up to the marketing department. A TeaJoy task team could be appointed to follow through with the best-case demand percentages most expected. Accuracy remains in the data analysis, as to how many units to produce next year. So let’s get cracking on the internet, and e-mails.
Working in this framework we will build on JavaJoy qualitative market statement, and make a benchmark with new products for our customers. Working to improve the management of TeaJoy division we see “...there a variety of views, formats and content regarding business [marketing opportunities and research] plans” (5-HBR; 2006). “The firm can choose from a few different approaches -- from simply trying harder, to emulating the best-in-class, changing the rules of the industry or leapfrogging the competition with innovation or technology from outside the industry.
In an ideal world the marketing research could answer all the pertinent questions for a production model and the price structure. Best practices in market research will justify financial resources and product strategy. Learning and understanding can often be used to simplify framework of analysis. Therefore at the end of the promotion sound advice to TeaJoy’s Mrs. Hogan is “...Always feel free to estimate results, as exact measures are usually disproportionately difficult to obtain and often do not significantly add value to the [end result]” (3-HBR; Nov 2006)

References:
Cooper, D, & Schindler, P, (2006) Marketing Research, New York, NY: McGraw-Hill Irwin

CTUOnline; (Nov 2006) Session: MKT 350 Phase 2 Discussion Board 1, Task List

1-HBR, Harvard Business Review, (Nov 2006) Various Approaches to Building Products and Services Approaches to Product development, Adapted “Field Guide to Consulting and Organizational Development” managementhelp org misc product-devapproaches and authenticityconsulting, 11/27/06, Harvard Business School Publishing

2-HBR, Harvard Business Review, (Nov 2006) Approaches to Market Research, managementhelp org mrktng mk_rsrch needs, 11/27/06, Harvard Business School Publishing

3-HBR, Harvard Business Review, (Nov 2006) Approaches to Competitor Market Analysis, managementhelp org mrktng cmpetitr cmpetitr, 11/27/06, Harvard Business School Publishing

4-HBR, Harvard Business Review, (Nov 2006) Approaches to Marketing Intelligence, marketing-intelligence co uk sitemap, 11/27/06, Harvard Business School Publishing

5-HBR, Harvard Business Review, (Nov 2006) the Mechanics of pricing, short term pain for long term gain, Approaches to Marketing Management bullet point com archives market BP3806, 11/27/06, Harvard Business School Publishing