The booth demonstrated the integration between Syncade, DeltaV™ and SynTQ (Process Analytical Technology) with Syncade batch reports that highlight out of specification process parameters. The pharmaceutical customer can eliminate their long Batch review process and release batches in Real Time because of the total integration to the plant process.
Tenga en cuenta al iniciar su proiyecto NIIF un claro entendimiento de los riesgos, beneficios y entregables del proyecto. La experiencia nos dice que de la calidad del proceso de iniciación es un buen predicitivo del éxito del proyecto. Sin duda!
How software size influence productivity and project durationIJECEIAES
To make a perfect project plan, the software size of the order from the customer is the most important factor. The biggest challenge for the project manager is to estimate the project end date in the beginning of the project i.e. in project planning phase with realistic accuracy. Apart from other major inputs to estimate the project end date, expected team capability (productivity) and estimated software size are the major inputs that may influence the project end date. Software size is one of the most significant independent metric available in the planning phase and project manager has to estimate the other metrics based on the initial estimated software size. There is no direct relationship available between software size and project duration or software size and team productivity, however, there are industry data published by Quantitative Software Management and ISBSG that shows how these metrics influence each other. In this paper, using the data published by ISBSG and Quantitative Software Management, we try to statistically establish how productivity and project duration are influenced by software size. We have done linear regression analysis by generating the secondary data based on the data published by ISBSG and Quantitative Software Management. Linear regression equation validated with the actual project data and experimental results suggest that that productivity is significantly dependent on software size, however, project duration does not significantly depend on software size but may also be dependent on other metrics like team size, apart from software size.
Tenga en cuenta al iniciar su proiyecto NIIF un claro entendimiento de los riesgos, beneficios y entregables del proyecto. La experiencia nos dice que de la calidad del proceso de iniciación es un buen predicitivo del éxito del proyecto. Sin duda!
How software size influence productivity and project durationIJECEIAES
To make a perfect project plan, the software size of the order from the customer is the most important factor. The biggest challenge for the project manager is to estimate the project end date in the beginning of the project i.e. in project planning phase with realistic accuracy. Apart from other major inputs to estimate the project end date, expected team capability (productivity) and estimated software size are the major inputs that may influence the project end date. Software size is one of the most significant independent metric available in the planning phase and project manager has to estimate the other metrics based on the initial estimated software size. There is no direct relationship available between software size and project duration or software size and team productivity, however, there are industry data published by Quantitative Software Management and ISBSG that shows how these metrics influence each other. In this paper, using the data published by ISBSG and Quantitative Software Management, we try to statistically establish how productivity and project duration are influenced by software size. We have done linear regression analysis by generating the secondary data based on the data published by ISBSG and Quantitative Software Management. Linear regression equation validated with the actual project data and experimental results suggest that that productivity is significantly dependent on software size, however, project duration does not significantly depend on software size but may also be dependent on other metrics like team size, apart from software size.
Project Management Leadership, And Skills : Planning And Control | Assignment...Emre Dirlik
University Of Salford Manchester
Msc Dijital Business
Module 2 : Project Management Leadership, And Skills : Planning And Control
Assignment 2 : People in Project
Using project data analytics to improve efficiency and effectiveness finalPMIUKChapter
According to Oxford business school only 1 in 200 projects are delivered on time, on budget and on benefits. This statistic has been relatively static for the last 20 years and data is the only way to move the dial.
Data is everywhere but we still don’t know exactly how to utilise it correctly; storage, collection, cleaning, trust, validation, etc. are all issues that organisations are facing every day.
In this session James will demonstrate what large organisations are doing with data analytics in the fight to improve project delivery performance. We’ll focus on efficiency and effectiveness and discuss the first few steps to starting your own journey.
Speaker
Dr James Smith is the Chief Technology Officer at Projecting Success. He is responsible for a wide scope, spanning full stack development through to data science and AI. James has a passion for optimising and transforming how projects are delivered using the latest advanced methods in data analytics and data science, where he has been lead for around 30 projects. He heads up the Projecting Success Dev team and enjoys tutoring in the Project Data Analyst apprenticeship.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
Project Management Leadership, And Skills : Planning And Control | Assignment...Emre Dirlik
University Of Salford Manchester
Msc Dijital Business
Module 2 : Project Management Leadership, And Skills : Planning And Control
Assignment 2 : People in Project
Using project data analytics to improve efficiency and effectiveness finalPMIUKChapter
According to Oxford business school only 1 in 200 projects are delivered on time, on budget and on benefits. This statistic has been relatively static for the last 20 years and data is the only way to move the dial.
Data is everywhere but we still don’t know exactly how to utilise it correctly; storage, collection, cleaning, trust, validation, etc. are all issues that organisations are facing every day.
In this session James will demonstrate what large organisations are doing with data analytics in the fight to improve project delivery performance. We’ll focus on efficiency and effectiveness and discuss the first few steps to starting your own journey.
Speaker
Dr James Smith is the Chief Technology Officer at Projecting Success. He is responsible for a wide scope, spanning full stack development through to data science and AI. James has a passion for optimising and transforming how projects are delivered using the latest advanced methods in data analytics and data science, where he has been lead for around 30 projects. He heads up the Projecting Success Dev team and enjoys tutoring in the Project Data Analyst apprenticeship.
In the present day corporate environment, where there is cut-throat competition, the need for efficient time management and timely completion of projects is essential for organizations to stay competitive. Even due to the growing need for time management in construction projects, many are failing to be finished on time. This can be detrimental for any hiring company since infrastructure development project delays can lead to increase in costs and process halt for organizations. These are real life scenarios which are bound to take place in the professional life of any and every project manager. A project manager will only be considered efficient and competent when he or she knows how to manage the allotted time, and to carry out operations and activities in a manner that further reduces this time period. In order to prepare project managers for such circumstances, it is crucial for them to understand Extension of Time and delay analysis.
Course link: https://planningengineer.net/courses/claims-management-and-delays-analysis-online-workshop/
Practical Strategies for Project Recovery Webinar SlidesPM Solutions
Organizations spend a lot of money on projects. In the last year alone, the average firm closed US$200 million in projects, according to a just-released study conducted by PM Solutions Research. And more than a third of those projects were troubled. That means US$74 million of those projects were at risk of failure. The good news is that project recoveries are common and firms that proactively undertake successful project recoveries report saving US$50 million on average per firm. Learn what other organizations are doing to recover troubled projects and the significant business results they have been able to realize.
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
MBA6231 - 1.1 - project charter.docxProject Charter Pr.docxwkyra78
MBA6231 - 1.1 - project charter.docx
Project Charter
Project Charter
Student Name
Institution
Course Code
Project Title: Michael Joseph Place, The place to be
Project Start Date: 25/7/2018
Projected Finish Date: 25/12/2018
Budget Information: $ 4,500.00
Project Manager: Student name,[email protected], 210- 105 - 6676
Business Need
The project manager will be hosting an evening lounge event that will be targeting the clientele to an upscale lounge to be built in downtown. Through such an event the city will have a positive exposure.
There will be need for effective marketing, music, modern décor and most likely investors. The menu for food and drinks will need to be within budget. The venue needs to have amiable space and adequate seats for all guests.
The first step to this project involves coming up with a plan on a piece of paper. Once this is done the next step will involve selection of vendors to various goods and services. Once everything has been put to perspective the next stage will be to involve investors who will include local business owners. These investors will be encouraged to do so with the exchange for them to market and advertise their products at the event. We will have three packages for investors including Silver, Gold and Platinum packages.
Project Objectives
The proposal is to have a social entertainment evening lounge in Chicago. The project managers will be showcasing the new concept of entertainment by holding a series of events known as “The Place to be!”
· The events will be used to showcase the atmosphere that the new lounge will be offering
· The events will offer the professional audiences an opportunity to network while at the same time being entertained.
· The events will be targeting an audience of 150 attendants
· To have an environment where attendants can dance, dine and drink socially while discussing business.
Approach
This project will be managed in accordance with the PMI approach as modified.
Assumptions/Constraints/Dependencies
The assumption is that with the provision of an exquisite and upscale venue that is mature in Chicago, IL, will be successful due to the fact that there is no such a venue within a 100 mile radius.
One of the likely constraint is finding a venue that grabs attention of the targeted crowd.
The success of these events depends on attracting two sets of individuals. One of them is investors and the other is private professionals who will attend a social event at night.
Initial Risk Factors
· Obtaining a liquor license on time for the event is the major risk factor.
· Failure of attendees despite investing money and time is another risk.
· Failing to complete the organizational plans within 30 days before the event series begin.
· Not attracting any viable investors
Regulatory cost/impact
One of the needed licensing is from the city council where I will be required to get a special event license. This will enable us to have alcohol i.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Project Description The new computer-controlled convey.docxbriancrawford30935
Project Description
The new computer-controlled conveyor belt is an exciting project that moves and positions
items on the conveyor belt within 1 millimeter. The project will produce a new system for
future installations, and for replacement o f those in the field, at a low cost. The computer-
controlled conveyor belt has the potential to be a critical unit in 30 percent of the systems
installed in factories. The new system is also easier to update with future technologies. Table 1
has been developed for you to use in completing the project exercises.
Table 1 Conveyor Belt Project; WBS
Hardware Hardware specifications
Hardware design
Hardware documentation
Prototypes
Order circuit boards
Assemble preproduction models
Operating system Kernel specifications
Drivers
Disk drivers
Serial I/O drivers
Memory management
Operating system documentation
Network interface
Utilities Utilities specifications
Routine utilities
Complex utilities
Utilities documentation
Shell
System integration Architectural decisions
Integration first phase
System hard/software test
Project documentation
Integration acceptance testing
The project begins January 4, 2010.
The following holidays are observed: January 1, Memorial Day (last Monday in May),
July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in
November), December 25 and 26.
If a holiday falls on a Saturday then Friday will be given as an extra day off, and if it falls
on a Sunday, then Monday will be given as a day off.
The project teams work eight-hour days, Monday through Friday.
Part 1
1. Develop the WBS outline using the software available to you.
2. When is the project estimated to be completed?
3. How long will the project take?
4. What is the critical path(s) for the project?
5. Which activity has the greatest amount of slack?
Include the following printouts:
A Gantt chart.
A network diagram highlighting the critical path.
A schedule table reporting. ES, LS, EF, LF, and slack for each activity.
Table 2 Conveyor Belt Project; Schedule
Activity Description Resource (one team each) Duration (days) Preceding Activity
1 Architectural decisions Design 25 —
2 Hardware specifications Development, design 50 1
3 Kernel specifications Design 20 1
4 Utilities specifications Development, design 15 1
5 Hardware design Design, development 70 2
6 Disk drivers Assembly, development 100 3
7 Memory management Development 90 3
8 Operating system documentation Design, documentation 25 3
9 Routine utilities Development 60 4
10 Complex utilities Development 80 4
11 Utilities documentation Documentation, design 20 4
12 Hardware documentation Documentation, design 30 5
13 Integration first phase Assembly, development 50 6,7,8,9,10,11,12
14 Prototypes Assembly, development 80 13
15 Serial I/O drivers Development 130 13
16 System hard/software test Assembly 25 14.
Running Head Project Overview Statement1Project Overview Stat.docxtodd581
Running Head: Project Overview Statement 1
Project Overview Statement 3
Project Overview Statement
Krishna Marepalli - 170068
Harrisburg University
PMGT 540-50
PROJECT OVERVIEW STATEMENT
Project Name
Hardware Deployment for ABC Company
Project No.
Project Manager
Krishna Marepalli
Problem/Opportunity
ABC company has had serious challenges emanating from its hardware system, which has posed major shortfalls in the proper functioning of the company. The software system cannot function well with the current old-hardware in place. The central processing unit, computer data storage, monitor, motherboard, graphic card, keyboard, and sound card are not completely compatible with the current software and therefore the need to deploy a more current hardware. In the past, the ABC company staffs have been raising complains of non-response from the current hardware to the newly innovated software in the market. There has also been a total failure from some other parts like motherboard and keyboard of the computer system. Therefore, deploying a new hardware system in the company would enable solve the challenges ABC staff were undergoing with the old hardware. The company programs and other activities would run very smoothly with the newly deployed hardware in place (Kerzner & Kerzner, 2017).
Goal
The main goal of the new hardware deployment is to ensure ABC company and their staffs easily get operations executed with advance technological appliances. All its software and hardware are compatible and easy work.
Objectives
· To deploy the most current hardware system to ABC company
· Ensure compatibility between the current software and the newly deployed hardware.
· To provide all ABC Company staffs access the newly deployed hardware system.
· Improve the overall functionality and efficient program progress of ABC Company by hardware deployment.
· Decommission the already existing hardware system.
Success Criteria
· The new hardware is deployed, and all old hardware decommissioned.
· All ABC staff can efficiently work and increase the productivity of the company.
· The new hardware system becomes very reliable and efficient for use by the ABC Company.
· The efficient flow of work is once again assured by the newly deployed hardware (Kerzner & Kerzner, 2017).
Assumptions/Risks/Obstacles.
· A brief training on ABC staff would be carried out for acquaintance with the newly deployed hardware.
· An assumption is that it would take a little longer time for the new hardware to be fully deployed and the staff to get used to it.
· Absenteeism by any staff during the training on the use of the new hardware would be very risky.
· Availability of knowledgeable staff on matters deployment of new hardware would create a major obstacle during the actual deployment (Burgess, 2018).
References.
Burgess, A. (2018). AI in Action. In the Executive Guide to Artificial Intelligence . Deploy systems faster with services that reduce cost & demands on your .
The Bespoke Building System (BeBS) Project CharterProject Detail.docxmehek4
The Bespoke Building System (BeBS) Project Charter
Project Detail
Project title:
Bespoke Building System (BeBS)
Date of authorisation:
11/04/2017
Project Manager:
Paras Joshi
Contact Detail:
Email : [email protected]
Phone : 0424745339
Objectives of Project
Objective of the project is that we need to create an application which will have ability to choose the design concepts for the house and they can choose materials they want to use to build house. Also they want to give pricing structure based on the progress of design and want to allow secure payment options via bank transfers, PayPal or credit cards. They want a web application and also device application for both IOS and Android clients. They also want PC based administration application for themselves.Vision of Project
Vision of the project is that we need to develop a system which will help them to grow their business and increase their margins by 20% on each job. They want this project also because of their own satisfaction and want to provide more satisfaction to their clients with the help of feedback.
Summary budget
Budget of this project is $550,000. If any changes made in this project in future, budget can be increased depending on demands.
Cost for Human Resources
$250,000
Cost of Infrastructure
$150,000
Cost on other things
$150,000Success criteria for the Project
Success criteria of the project is that product should be done in 5 months of time and should be done within $550,000 budget. Product delivered should have high quality and should met all the requirements.Project scope
Scope of the project is that to create a software that manage the specifications of the house as per customer’s satisfaction. Software need to focus on design and building concepts of the house. Software will also be able to allow secure payments as bank transfers or PayPal payments.Summary Schedule and Objective of Each Sprint
Project should be completed in 5 months of time period and software should able to perform all functions properly.
Start date of project: 01/05/2017
End Date of project: 01/10/2017
Sprint name
Date Start
Date Finish
Design and coding of product
02/05/2017
04/05/2017
Interface and Prototype
05/08/2017
09/09/2017
Testing of product
10/09/2017
16/09/2017
Finalising of Product
17/09/2017
25/09/2017
Sprint name
Sprint objective
House Structure Selection
Customers have to select the structure of the house they want like how many bedrooms, bathrooms they want and how many floors they want etc.
Material Used Selection
Which type of material including fixtures and fittings
Duration of building a House
Give the estimation of the time period of building house they selected
Pricing Structure
Give them total cost to build the house
Payment Options
Give options for Payments like bank transfer, PayPal or credit card.
Summary of the project management methodology Assumptions
1. Design is fixed it will not be changed.
2. Our company may be provide funding if needed.
Constraints
1. Pr ...
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
[Insert project title, e.g. Cosmo Inc.”] Project Scope State.docxgerardkortney
[Insert project title, e.g. “Cosmo Inc.”]: Project Scope Statement[Insert learner name]Capella UniversityProject Scope Statement
Note: Any work not explicitly included in the Project Scope Statement is implicitly excluded from the project.
Project Name
Prepared By
Date
(MM/DD/YYYY)Version History (insert rows as needed):VersionDateComments
1.0
1. Executive Summary
Provide below a brief overview of this project (for example, project purpose and justification).
Note: In any instance where there is a discrepancy between the Project Charter and the Project Scope Statement, the latter is considered authoritative.2. Business Objectives2.1 Product Description (
Solution
)
2.2 Business Objectives
3. Project Description
For each area below, provide sufficient detail to define this project adequately.3.1 Project Scope
Includes (list deliverables):
Does not include:
3.2 Dependencies (External and Internal)
3.3 Assumptions
3.4 Constraints
4. Project MilestonesTarget Date
Project Start
Project Complete
5. Project Approach
Briefly describe how each of the following will be handled. Provide links to relevant documents as appropriate. 5.1 Change Management
5.2 Communication Management
5.3 Quality Management
5.4 Resource Management
5.5 Critical Success Factors
5.6 Risk Management
5.7 Project Organization
6. AuthorizationsThe Project Scope Statement is approved by the:
Project Sponsor
Project Manager
Project performance baseline changes will be approved by the:
Project Sponsor
Project Manager
Project deliverables will be approved and accepted by the:
Project Sponsor
Key Stakeholders
7. Project Scope Statement ApprovalProject Name
Project Manager
The purpose of this document is to provide a vehicle for documenting the initial planning efforts for the project. It is used to reach a satisfactory level of mutual agreement between the Project Manager and the Project Sponsors and Owners with respect to the objectives and scope of the project before significant resources are committed and expenses incurred.
I have reviewed the information contained in this Project Scope Statement and agree:NameRoleSignatureDate
The signatures above indicate an understanding of the purpose and content of this document by those signing it. By signing this document, they agree to this as the formal Project Scope Statement document.
References
2
PM5018 Business Case
PM5018 Business CaseCosmo, Inc.
Cosmo, Inc. is a leader in the development and distribution of wearable technology, including fitness coaching, nutritional coaching, and lifestyle advising products. The company holds a 33-percent market share in the wearable technology category. After doing marketing analysis, senior leadership realizes the onset of competition could negatively impact future earnings.
CEO and President Harold Living tells his leadership Cosmo, Inc. needs a new marketing strategy to not only increase market share but to maintain current le.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
NO1 Uk best vashikaran specialist in delhi vashikaran baba near me online vas...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
2014 DeltaV life sciences booth at emerson exchange
1. The need for enhanced analysis capability within Project Controls
(PC) has been identified as an issue dating back to 2012. Efforts under-
way to improve PC analytical capability include the continued work of
the PC NA CoP, training of PC resources and increased coordination
with PMs & PMO.
The vision of Project Controls is to “drive positive outcomes in our
projects and the enterprise through its knowledge, analysis, recommen-
dations, and engaged leadership.” To analyze can be defined as to
“Examine Methodically” - without timely and accurate methodical ex-
amination of data, PC cannot fulfill its vision to provide the recommen-
dations necessary to ensure project objectives are met. But what is Pro-
ject Controls Analysis?
Project Controls Analysis is the process of identifying and address-
ing variance from the project baseline. The steps and elements (inputs,
outputs, attributes) of the process are:
1. Develop Baseline: In conjunction with the PM, Tech. Lead and
Project Team, PC should assist in the creation of the project base-
line (consisting of the Execution Plan, Cost Budget, and Sched-
ule). Multiple individual PC analyses go into development of the
baseline including, but not limited to, those associated with esti-
mate, budget, Emerson product and schedule development.
2. Measure Progress & Performance: PC monitors and measures
progress performance against the baseline via its array of cost and
schedule monitoring tools (updated at the optimum frequency as
defined by the PM), via review of other project tools/systems, and
via job knowledge obtained through team interactions. PC ensures
that the data feeding its control systems is accurate, as examina-
tion of the data provides no benefit if the data is incorrect.
3. Identify Variances: Actual and potential variance to execution
plan, cost, and schedule are identified via progress and perfor-
mance measurement. Timely identification is key, as well as the
assessment of magnitude and criticality.
4. Validate Impact: Actual and potential variance, once identified, is
validated through verification of data and/or confirmation of the
PM responsible for the project.
5. Identify Cause: The cause of the variance is investigated and the
impact may be further quantified. Timeliness in addressing the
cause is more important than exact detailed quantification, as the
goal is to positively adjust the quantification with corrective ac-
tion. Responsibility for the cause is determined (Emerson, client,
or other) so that contractual actions can be initiated as required /
confirmed by the PM.
6. Recommend Solutions: PC in conjunction with the PM, Tech.
Lead and project team, assesses the options available and their
associated impacts to cost and/or schedule.
7. Facilitate Decision Making: Options are presented at the appro-
priate management level for decision making (e.g., Project Man-
ager/Tech Lead). A path forward is agreed upon and a corrective
action plan with DOR and dates documented.
If we can engage and drive towards achieving a process like the
one outlined above, not only will Project Controls be an active part of
our daily Project Management process, but it will be a clear value added
system in which we have confidence and trust.
What is Project Analysis?
ISSUE OCTOBER 2014
S C B -
P & B ...4
L S B
E E
I F ................. 3
News-
AutomationIMPROVING COMMUNICATION,
ONE ISSUE AT A TIME BYTE
26
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
This past year we had our struggles primarily centered on a lack of business. This caused many of you
to stretch yourselves into different situations to help out. Some of these included longer term site as-
signments, working projects outside of our engineering center or perhaps assisting our technology and
testing groups. In many cases, these were all necessary roles within our greater organization but was likely not what you want to do for
the long term. The reality was we could not fully implement some of the initiatives as much as we would have liked. Nothing does
more to create opportunity and excitement than lots of business. However, a lack of business tends to have an opposite effect.
As we look at our coming year, I see much greater opportunity to do the things we’ve been wanting to do for the past year. Unfor-
tunately business doesn’t come in nice even flows allowing for you to perfectly plan. It tends to be either “not enough” or “too
much….too much.” We are beginning to see the latter in certain parts of our engineering center at the same time seeing an abundance
of opportunity in major areas of our North American operations. We can now trigger some of the initiatives we hoped to start some
time ago. Some of these may create some opportunities you have been looking for while others will definitely stretch you. The up-
coming project prospects alone will create some great and challenging opportunities for you. Look for them and take advantage of
them.
My ask of you is to continue to have patience, help out where you can, and be prepared for some interesting opportunities. Let’s
have a fantastic year and show our greater organization what we can do!!!
Rick’s BIT
P H
P D ... 2
LSEC, WCEC, OTS & MLM
- Alex Brooks
2. G K :
Jacquie
D
Project Highlight
Finesse Smart MES
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
Emerson is currently in the
Basis of Design phase for Fi-
nesse, a provider of automated
biotech process solutions, located
in Santa Clara, California. San-
ta Clara is located in the heart of
Silicon Valley, home to the head-
quarters of several high-tech
companies and Levi’s Stadium,
the new home of the National
Football League’s San Francisco
49ers.
This project is led by Pro-
ject Manager, Craig Bieda, with
the help of Technical Lead, Mike
Buchanan and ISG Consultant,
Jonathan Lustri. The project ex-
pects to use Pune MES resources
in later phases of the project.
Finesse is a provider of au-
tomated biotech process solu-
tions, mostly for lab and clinical
environments. They are entering
the GMP manufacturing world
and need an MES solution to lay-
er on top of their DeltaV-based
automation. Their first MES cli-
ent, Alvotech, is building a new
biosimilar production facility at
the campus of the University of
Iceland in Reykjavik.
The project faces challeng-
es, in it has a very tight schedule
and the customer wants a flexible
and reusable solution. The dura-
tion of the project is seven
months, from kickoff to start of
FAT. Since Alvotech is Finesse’s
first client, there is potential for
future work with the expansion of
scope to cover Fill Finish and
Warehouse Management and also
in future clients requiring MES
solutions.
PProjectroject DashboardDashboard
Jacquie has worked for
Emerson since July of
1989. She started in
Burnsville, MN and
worked for Rosemount
Measurement prior to mov-
ing to Austin, TX in
1997. Jacquie currently
works in LSEC as a Project
Controls Specialist II and
reports to Alex
Brooks. An interesting
fact about Jacquie is that
she worked at a radio sta-
tion as an on air personali-
ty prior to working for
Emerson.
- Craig Bieda
3. EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY
G K :
Aimee
F P
- David McKee
The Life Sciences booth for the Life Sciences
Industry Solutions Group has been a well-traveled
exhibit for the last 5 years. Based on customer feed-
back, ISG made design changes for the 2014 Emer-
son Exchange booth.
The project team was led by Saroj Patnaik and
Michalle Adkins. Zuwei Jin provided instrumenta-
tion and process design direction and Jonathan Lustri
implemented the SynTQ software while Bill Carey
led the Syncade effort. Alpana Desai supported the
DeltaV™ software design. Del-
taV™ software and hardware
implementation for the booth
upgrade was executed by David
McKee and Joe Bobshosky of the
West Coast Engineering Center,
Irvine Office.
The booth demonstrated the
integration between Syncade,
DeltaV™ and SynTQ (Process
Analytical Technology) with Syn-
cade batch reports that highlight
out of specification process pa-
rameters. The pharmaceutical
customer can eliminate their long
Batch review process and release
batches in Real Time because of
the total integration to the plant
process.
Through execution of a Syncade order Del-
taV™ batch (phases) are run to mix then transfer
media to the Bioreactor via the process equipment.
The initial material added to the media tank is rec-
orded in the Syncade order. After transfer to the
Bioreactor, a DeltaV™ simulated media addition
phase takes place. SynTQ (via OPC) then simulates
the bioprocess consuming glucose, cell density in-
creasing, and lactose increasing. A revised glucose
set point is calculated and sent to the media flow
control valve control module to control glucose addi-
tion. Along with total media added, the SynTQ pa-
rameters are included in the Syncade Batch final
report.
DeltaV™ software and hardware updates were
implemented by the WCEC Irvine team to present
the latest process solutions including PCSD HCD
and CHARMS to the customer.
Software updates:
Graphics - New graphics were developed using
PCSD HCD.
Database - PCSD v12a library was used in de-
veloping the new control Modules and I/O data-
base.
Batch - PCSD v12a library was used in devel-
oping the phase logic for
batch execution.
Simulation - Ran tie-
back simulation in some
instances to mimic tank
level during media trans-
fers.
Hardware updates:
DeltaV™ - Controls
and monitors the process
equipment and instrumenta-
tion on the booth.
I/O - Traditional I/O
was replaced by CHARMS.
Controller - Replaced
MD controller with SD+.
The booth went through a significant makeover
during the final build and update at the vendor site.
All new wiring was run and connectors assembled
for safety and ease of setup at Exchange. New pH
and level transmitters were wired and configured.
And a new Bioreactor tank was purchased with pres-
sure, temperature, level and pH wired and config-
ured.
Some of the project challenges were a very tight
schedule that aligned with the Exchange start date
and many team members throughout multiple EC’s
with specific tasks that relied on one another in order
to meet the finish date. It was the great collaboration
between the operations and sales groups in Philadel-
phia, Austin and Irvine that made the project a suc-
cess.
Aimee has been with Emerson
for six years. She works as a
Project Controls Specialist I,
reporting to Alex Brooks in
the Austin office, but she is
physically located at the PCE
Pacific office in Bothell, WA.
She has a Bachelor’s Degree
from St. Edward’s University
(Austin, TX) in Business Ad-
ministration and Management.
Off-work, Aimee is usually
running around and chasing
her active preschooler to the
pool, gymnastics and soccer
field, but if she has spare time,
she would be at a tennis court,
attending Seattle Sounders
games, traveling to a new
place, or enjoying good food
and wine.
In the Field
Life Sciences Booth at Emerson Exchange
Name Location Name Location
Abhishek Deshpande (PUN) Baxter LAMP, Glendale CA Mark Durica (PHIL) Merck, Elkton, VA
Kevin Kwan (IRV) Baxter, Los Angeles, CA Santosh Anturkar (PUN) Austin Office
Andrzej Kozlowski (PHIL) BMS, Humacao, PR Mandar Shikhare (PUN) Austin Office
Deb Bardoquillo (MNL) BMS, Mt. Vernon, MA Adriana Chaves (CORI) Austin Office
Jordec Jornales (MNL) BMS, Mt. Vernon, IN Harish Nayak (PUN) Austin Office (OTS)
Will Minton (FAIR) Boehringer Ingelheim, Fremont, CA Carlos Blasio (CORI) Austin Office (OTS)
Jessica Thomas (FAIR) Boehringer Ingelheim, Fremont, CA Dipak Bhatlawande (PUN) Bradenton Office
Sameer Kangutkar (HILLS) Genentech, Hillsboro, CA Vishal Dandge (PUN) Bradenton Office
Christine Materum (AUS) Genentech, Oceanside, CA Onkar Kulkarni (PUN) Bradenton Office
Doug Strohl (AUS) Genentech, Oceanside, CA Swapnali Suryawanshi (PUN) Bradenton Office
Guadalupe Zuniga (CORI) Genentech, Oceanside, CA Dan Van Kirk (FAIR) GCEC, Houston, TX
Clint Garrity (FAIR) Genentech, Vacaville, CA Gopalakrishnan Babu (PUN) Houston Office
Shrikant Shinde (PUN) Hospira, Philadelphia Office PL Shriprakashan (PUN) Philadelphia Office
Daniel Kim (PHIL) Merck, West Point, PA Shrikant Deshmukhmath (PUN) Philadelphia Office (Dow)
Gitali Karandikar (PHIL) Merck, West Point, PA Tejashkumar Patel (PUN) Philadelphia Office
Enabling Real Time Release
4. - Jeffrey Hackney
GRIFOLS Project Win
In April I wrote an article about the ‘SPII’ or ‘six principles.’ The six
principles are:
Accelerate growth and penetration of systems and maximize solu-
tions pull
A collective “do what it takes to win” attitude – the project, cus-
tomer, site
Always Think Customer – best interests of customer success –
project, account
Maximize leverage of respective PSS and LBP strengths
Mutually strong and predictable financial outcomes for Emerson,
PSS, LBPs
Build and sustain business partner trust between PSS, LBPs, Sales
We received a Purchase Order, Monday, September 15th
from Grifols
that was earned by LEVERAGING the six principles. By proposing a
blended team with strong leadership coming from Halil E and Bob K
and rounding out the team with local resources from RE Mason, who
know the site and have experience with similar migrations, Team Emer-
son positioned ourselves as a supplier of first choice. When you couple
the proposed team with our continued project execution, quality and site
relationships, Team Emerson moves from a supplier to a trusted advisor.
Team Emerson kept the ‘customer first’ in developing the final proposal
(after 12 revisions!) by re-evaluating their BOM to ensure it was aligned
with the site’s short and long term needs. Team Emerson also took a
‘collective do what it takes to win attitude’ with Emerson and RE Ma-
son, re-evaluating deliverables and reducing scope to ensure we were
aligned with Grifol’s needs. This proved to be a winning strategy.
The level of collaboration and transparency demonstrated in this pursuit
only builds on the strong foundation we have with RE Mason today.
Special thanks go out to Christie, Ryan, Halil, Cliff, Ling, Todd and the
RE Mason management and field sales for exemplifying SPII in earning
this significant win.
FY14 Recap
The Grifols win put an exclamation point on a very strong orders year
for the Life Sciences Industry. Our trade and projects bookings (orders)
exceeded $63M, a 14%+ increase over FY14! This will make a very
positive impact on utilization. We’ve also made tremendous progress
with Baxter over the course of the year. In addition to Covington, we
continue to win projects on the West Coast with Baxter. With strong
orders in FY14, we look forward to FY15 for continued success and
improved results with MES and Log books.
FY15
The Funnel for both MES and DeltaV in FY15 is looking strong. The
MES funnel is back to levels not seen since October of 2012. This im-
proved funnel coupled with several positive changes to the MES busi-
ness including bundled pricing, Syncade Commission Program, the re-
lease of Logbooks, the staffing of the Syncade team from the Business
Org (Lenich), Global Sales (Opatka) and a dedicated North American
Syncade Sales Director (Schiros) are all indicative of a business headed
in a positive direction.
The DeltaV funnel for FY15 is at its highest level going back to Dec. of
2010 (when our group initiated funnel analysis). The mix of business is
also encouraging, ranging from a few OEM opportunities to numerous
product add (multi product recipes), brownfield and green field projects.
Although FY14 finished strong, the North American Industry Sales team
is being challenged to continue the growth into FY15.
The foundation of Team Emerson’s success is the ‘six principles.’ The
results we collectively achieved in the Life Sciences industry for FY14
were based, in no small part, on the continued growth of our partnership
with the Local Business Partners and leveraging our collective strengths.
Projects such as Grifols serve as examples of best practices for this con-
tinued growth. As we look to FY15 we’re buoyed by the strong fore-
cast, our relationship with the Channel and the continued investment in
the business.
Sales Corner
Grifols, FY14 Recap and a Peek into FY15
EMERSON CONFIDENTIAL—FOR INTERNAL USE ONLY Comments, Suggestions?
Melissa.Andrew@Emerson.com
The Austin office participates in a
coed softball team with a perfect
record (0 wins!). The team cap-
tain, Kelsey, is a fan of the Royals
and the pitcher, Rick, a fan of the
A’s. As the season drew towards
a close, both teams were in
playoff contention. A series of
bets were made and both ended
up having to wear the other’s
team attire.
Here are the results!
Baseball Playoffs
and bets