What Role Did Women Play in World War I

Perhaps the best-known effect on women of World War I was the opening up of a vast range of new jobs for them. As men left their old work to fill the need for soldiers, women were needed to take their place in the workforce. While women were already an important part of the workforce and no strangers to factories, they were limited in the jobs they were allowed to perform. However, the extent to which these new opportunities survived the war is debated, and it’s now generally believed that the war didn’t have a huge, lasting effect on women’s employment. New Jobs, New Roles In Britain during World War I, roughly two million women replaced men at their jobs. Some of these were positions women might have been expected to fill before the war, such as clerical jobs. However, one effect of the war wasn’t just the number of jobs, but the type. Women were suddenly in demand for work on the land, on transport, in hospitals, and most significantly, in industry and engineering. Women were involved in the vital munitions factories, building ships and doing labor, such as loading and unloading coal. Few types of jobs were not filled by women by the war’s end. In Russia, the number of women in the industry went up from 26 to 43 percent, while in Austria a million women joined the workforce. In France, where women were already a relatively large proportion of the workforce, female employment still grew by 20 percent. Women doctors, although initially refused places working with the military, were able to also break into a male-dominated world (women being considered more suitable as nurses), whether through setting up their own volunteer hospitals or, later, being included officially when medical services tried to broaden to meet the war’s higher than expected demand. The Case of Germany In contrast, Germany saw fewer women join the workplace than other countries at war. This was largely due to pressure from trade unions, who were afraid women would undercut men’s jobs. These unions were partly responsible for forcing the government to turn away from moving women into workplaces more aggressively. The Auxiliary Service for the Fatherland law, designed to shift workers from the civilian into the military industry and increase the quantity of the potential workforce employed, only focused on men aged 17 to 60. Some members of the German High Command (and German suffrage groups) wanted women included but to no avail. This meant all-female labor had to come from volunteers who were not well encouraged, leading to a smaller proportion of women entering employment. It has been suggested that one small factor contributing to Germany’s loss in the war was their failure to maximize their potential workforce by ignoring women, although they did force women in occupied areas into manual labor. Regional Variation As the differences between Britain and Germany highlight, the opportunities available to women varied state by state and region by region. Generally, women in urban areas had more opportunities, such as working in factories, while women in rural areas tended to be drawn to the still-vital task of replacing farm laborers. Class was also a decider, with upper and middle-class women more prevalent in police work, volunteer work, nursing, and jobs which formed a bridge between employers and the lower class workers, such as supervisors. As opportunities increased in some work, the war caused a decline in the uptake of other jobs. One staple of pre-war women’s employment was domestic service for the upper and middle classes. The opportunities offered by war sped up the fall in this industry as women found alternative sources of employment. This included better-paying and more rewarding work in industries and other suddenly-available jobs. Wages and Unions While the war offered many new choices for women and work, it did not usually lead to a rise in the salaries of women, which were already much lower than mens. In Britain, rather than paying a woman during the war what they would have paid a man (as per government equal pay regulations), employers split tasks down into smaller steps, employing a woman for each and giving them less for doing it. This employed more women  but undermined their wages. In France in 1917, women initiated strikes over low wages, seven-day workweeks, and the continuing war. On the other hand, the number and size of female trade unions increased as the newly-employed labor force countered a pre-war tendency for unions to have few women — as they worked in part-time or small companies — or be outright hostile to them. In Britain, women’s membership of trade unions went from 350,000 in 1914 to over a 1,000,000 in 1918. Overall, women were able to earn more than they would have done pre-war, but less than a man doing the same job would make. Women in WW1 While the opportunity for women to expand their careers presented itself during World War 1, there was a range of reasons why women changed their lives to take up the new offers. There was firstly patriotic reasons, as pushed by the propaganda of the day, to do something to support their nation. Tied into this was a desire to do something more interesting and varied, and something which would help the war effort. Higher wages, relatively speaking, also played a part, as did the ensuing rise in social status. Some women entered the new forms of work out of sheer need because the government support (which varied by nation and generally supported only the dependants of absent soldiers) didn’t meet the gap. Post-War Effects After the war, there was pressure from returning men who wanted their jobs back. This also happened among women, with singles sometimes pressuring married women into staying at home. One setback in Britain occurred in the 1920s when women were again pushed out of hospital work. In 1921, the percentage of British women in the labor force was two percent less than in 1911. Yet the war undoubtedly opened doors. Historians are divided on the real impact, with Susan Grayzel (Women and the First World War) arguing: The extent to which individual women had better employment opportunities in the postwar world thus depended on nation, class, education, age, and other factors; there was no clear sense that the war had benefitted women overall. Source Grayzel, Susan R. Women and the First World War. 1st Edition, Routledge, August 29, 2002.

Political Science Is An Article Written By Hans Noel

Political science is known to be one of the most ignored sciences there are. Over the years, there has not been a demand for everyone to pay attention to politics because people always have their own opinion anyways. Ten Things Political Scientists Know that You Don’t was an article written by Hans Noel. His main objective to writing this was to inform readers of the reasons why politics is something that is important to understand. Many journalists and bloggers became more aware of politics and want to know more about what political scientists actually know. This article also wants to inform many people that political science is something that you can study over a period of time, which is the real reason to pay attention to elections. Hans Noel came up with 10 different things that political scientists know but American citizens do not. Main Topic As I was reading Ten Things Political Scientists Know that You Don’t, there was a particular finding of Noels that is relevant to today’s election. I think the first topic, which was called â€Å"It’s The Fundamentals, Stupid,† was the most interesting because it points out the obvious things that happen when politicians and their team try to come up with different campaigns, slogans and other stuff that will catch citizens off guard. I think that this is most important part in a campaign because this is where citizens get a first look of who you are, and decide if they will like you or not. Since Americans do not dig deep intoShow MoreRelatedRacism and Ethnic Discrimination44667 Words   |  179 Pageson the exercise of autonomy and self-government 5.6.3 Limitations on access to justice 5.6.4 Racial profiling and ethnic stereotypes 5.7 Manifestations of ethnic discrimination in the political sphere 5.7.1 Unequal relations with the State 5.7.2 Lack of access to State posts 5.7.3 Limited political participation 49 52 53 54 54 57 58 58 59 60 60 61 61 62 64 66 66 66 67 68 6 Demands of Indigenous Peoples and Afro-descendents 70 7 Evaluation of actionsRead MoreRastafarian79520 Words   |  319 Pagesemergence as an international viii FOREWORD star, after Selassies arrival in Jamaica, and after so much had been written about the importance of Rastafarianism. The problem was that Rasta was counter to the strong Christian structure that dominated and continues to dominate Jamaican life and was seen ï ¬ rst as heretical and misguided before its powerful social and political ideas were fully appreciated. Most important, however, was the Rastafarian insistence that Africa was the promised landRead MoreThe Studio System Essay14396 Words   |  58 PagesWife (1940). Hans Dreier, the supervising art director at Paramount in contrast to the aloof methods of Gibbons and Polglase, and the artistic split of Menzies, ran his art department as a highly disciplined school. Dreier considered himself the head master and he was involved at some level with all of the projects at Paramount. Robert Boyle, who worked in the Paramount art department at this time says of Dreier, †¦His stamp was on everything†¦. Hans was a tremendous influence†¦Read MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesprior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturers and sellers to distinguish their products are

Technology And Its Effects On Society Essay - 2983 Words

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Essay Ethics Article Review - 886 Words

Ethics Article Review Ethics Article Review The topic of ethics usually revolves around business practices. Included in these businesses practices are accounting and financial decision-making. Both of these require high standards of ethics as many people rely on the information produced by them. The lack of ethics results in misinformation and the lack of trust. This paper will first provide a brief summary of an article that discusses ethics in accounting and financial decision-making. After that, this article will be related to assigned readings and to an organization’s current accounting practices. In addition, there will be a discussion on the importance of ethics and The Sarbanes-Oxley Act in accounting and financial†¦show more content†¦17). ParexUSA and Ethical Accounting ParexUSA is a manufacturing company. Usually manufacturing companies perform two forms of financial accounting and reporting. One is for the external stakeholders and the other one is referred to as management accounting (Engle, 2005). The external stakeholders are from the parent company in France. ParexUSA practices these two forms of accounting. To produce these two forms, the accountants at ParexUSA must ensure that they are producing accurate information and are not being unethical in their reporting just to please the stakeholders. Management must also be given an accurate picture of the financial position of the organization to make better decisions. However, to paint a better picture for the stakeholders, some financial information is at times inflated or not shown. This does involve some unethical behavior as true information is being hidden. The recommendation for ParexUSA would be for the parent company of ParexUSA to provide more guidelines and controls on financial reporting. 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Zynga’s Revenue Recognition Dilemma Free Essays

http://accrualperspective. wordpress. com/2012/10/10/zyngas-revenue-recognition-dilemma/ Zynga’s Revenue Recognition Dilemma Leave a reply Zynga’s Revenue Recognition Dilemma Zynga has been the focus of a highly disputed topic on bookings and revenues as of late. We will write a custom essay sample on Zynga’s Revenue Recognition Dilemma or any similar topic only for you Order Now Unfortunately for the online gaming company, many accountants and financial analysts are not in Zynga’s favor on the way that the company has been recognizing revenues. To put the company in perspective, there are 26 million digital farmers via the vastly rampant FarmVille application run by Zynga. In the popular game, Facebook users build farms to produce crops and create the kind of productivity that they desire. This creates the need for virtual, heavy equipment, such as tractors, seeders and harvesters, all which can be bought with FarmVille Currency. Zynga makes money by allowing users to hurry the process by converting real dollars from their credit cards into the virtual currency necessary to get the equipment they need to get the job done. Like FarmVille, Zynga has users across a variety of applications such as CityVille, Words with Friends, and Mafia Wars, all of which using the same models. This type of unique revenue however provokes a unique question; that is, how is Zynga supposed to report revenues from these products that they’ve offered? According to the company’s 10-k report, it’s policies on reporting states that: * â€Å"For the sale of consumable virtual goods, we recognize revenue as the goods are consumed† * â€Å"We recognize revenue from the sale of durable virtual goods ratably over the estimated average playing period of paying players for the applicable game, which represents our best estimate of the average life of our durable virtual goods† And perhaps the most important: â€Å"If we do not have the ability to differentiate revenue attributable to durable virtual goods from consumable virtual goods for a specific game, we recognize revenue from the sale of durable and consumable virtual goods for that game ratably over the estimated average period that paying players typically play our games† This type of fina ncial reporting is simply too confusing and leaves the door open for too much alteration within the reports. Also, this type of unpredictable reporting technique allows the company to skew bottom-line profits and maneuver their earnings to reflect an untrue valuation of the company’s worth. These types of manipulations are especially alarming to users of the financials who are looking to invest in a company that appears to be growing, when in reality it is altering production numbers with every consecutive quarter. In regards to the revenue recognition dispute, the way their accountants estimate average periods that paying players actually play the Zynga games must be validated. In a recent article by Bloomberg’s Cory Johnson, he notes that Zynga has made changes to these estimates five of the last six quarters. These changes made drastically effect the net profits that Zynga is reporting to the public. By taking the estimate and distorting it, they are able to report profits when indeed there are none. It is curious that the auditor assigned to Zynga, Ernst Young, has allowed this method of accounting to be implemented when clearly it is affecting the bottom line. It is also curious that EY is also the auditor for the Zynga’s distributor, Facebook whose Zynga profits have accounted for roughly 12% of its revenue. This â€Å"independence† (or lack there of) calls into question the true authenticity behind these reporting standards and what they mean to the accounting profession as well as financial statement users world-wide. At any rate, this is a topic that needs to be brought to light, discussed and ruled upon. Zynga cannot merely go on reporting as they wish to provoke the appearance of a success while the true profits and losses go unnoticed. http://blogs. smeal. psu. edu/grumpyoldaccountants/archives/746#more-746 http://articles. businessinsider. com/2011-10-12/research/30269486_1_zynga-virtual-goods-bookings http://www. forbes. com/sites/francinemckenna/2012/04/23/how-zynga-facebook-and-groupons-go-to-auditor-rewrites-accounting-rules/ How to cite Zynga’s Revenue Recognition Dilemma, Papers

Project Management Concepts Customer Relationship Management

Question: Describe about the Project Management Concepts for Customer Relationship Management. Answer: Introduction The report has been made for focusing on the topic of project management. The project management is important for focusing on the development of project plan and completing the project within provided time. The case study of a major theme park company has been selected for understanding the role of project management in a particular project and the components of project processing. The business parks situated in Australia is the centre of attraction for almost 150,000 families from both national and international sectors. According to Bradley (2016), the information system proposed should be with latest technological features and it should be integrated on a single platform. Hence it would be easily accessible from any place. The report would show profound and extensive methods for implementation of the project. The report would evaluate the strategies that can be used for making sure that the project is successfully implemented. Plan for the Project Implementation Comprehensive plans for pre-implementation and post-implementation The project management would deal with the process of making plans for pre-implementation and post-implementation of the information system required at the park company. It would require considering a complete life cycle of the project plan for information system implementation (Dozier, Grunig and Grunig 2013). The steps required for making the implementation plans are: Plan for Pre Implementation The pre implementation plan consists of steps like planning, analysis of requirements, system design, system development, and system implementation. Explanation of the steps is being done in the following paragraphs. Planning: The proper planning is very crucial for any project execution and completion. It is essential for determining the success or failure of the project (Hill 2013). The planning of the project could be done by the analysis of various facts and estimation of the benefits of the project plan for the customers. Analysis of Requirements: The requirements of the project planning consist of forming information analysis about the customers. It is important for analyzing the requirements prior to the implementation process (Turner 2016). The requirement analysis would help in understanding the requirements of the customers, organization and other stakeholders of the project and it is done before the project is implemented. System Design: The design of the system proposed for the park company would have to be sufficient for meeting all the requirements of the organization (Crawford 2014). The customers and other stakeholders have some requirements from the information system such as being able to provide the necessary information, ease of decision making, and efficiency. The design new information system must supplement and incorporate all these expectations of the organization (Alhawari et al. 2012). The design should compile with the feature of mobile application for the organization. System Development: The system development incorporates the development option for making any amendments in future when required (Morris 2013). It would also take in consideration for any necessary changes demanded by the client. Hence the system design must be made compatible for being update with the demands of the clients or customers. The system must provide the feature of using online booking options with the mobile application of the organization. System implementation: The system for the information processing must be used for enhancing the functionality and operations of the park company. According to Garton and McCulloch (2012), it would integrate the customer system on a single centralized platform for easing the flow of operations in the company and improving the business processes. Plan for Post Implementation The plan for post implementation consists of system design, system development and system implementation. Explanation of these steps is given in the following paragraph. System Design: The system design for the new information system of the customers would be helpful for fulfilling the requirements of the organization, customers and other stakeholders (Morris, Pinto and Jonas 2012). The design can be evaluated for checking the consistency and accuracy by using the functioning and testing of customer acceptance. System Development: The system developed for the park company would be able for providing the organization with ease of acquisitioning the further development and changes. The system developed can be used for executing the best possible solution for the development model. System Implementation: It is important for management of the customers of the park company and monitoring them on a daily basis (Lientz and Rea 2012). The implemented system would be helpful for consideration of security account for the privacy of the user system. Implementation plan The project made has helped in forming improved management system for the information system of the park company. The budget of the company has been estimated to be around $718,495.00. It would take almost 78 days for completion of the project. Variety of resources would be used for completion of the project within the allocated time and fixed budget. Activity of the project Name of the party (or commodities) involved Proposed Customer Management Information System Planning of the Project Manager of the Project and Accountant Schedule of the Project Project Manager and Project Co-ordinator Fixing the Budget of the Project Accountant of the Project, Computer Hardware and Software resources, Land, Furniture, and Infrastructure Gathering required resources for the Project Project Manager and the Software Developer of the information system Commencing the project Leader of the team and the Project Manager Development process of Digital conversion Software developer, Hardware Engineer and Design Developer of the project Software Correction Software tester, Software Developer and Network Engineer Development of the Mobile Application Software Developer and Hardware Engineer Modification of the App Software tester, Software Developer and Design Developer Closure of the Project Manager of the Project and Accountant Assumptions of the Plan The following assumptions were made for considering the new information management system of the park company: The computer software and hardware resources were bought before the implementation of the project along with the basic infrastructural things like furniture and land. The proposed information system for the customer and the mobile application would be developed internally with the company of major theme park. The internal staffs of the company would be responsible for designing and developing the information system and the mobile application. Fundamentals of the Plan The fundamentals of the plan implementation consist of various factors like stakeholders, budget estimation and allocation, and resources. These factors have been explained below: Project Stakeholders Name of the Stakeholders Company Board of Major Theme Park Sponsors of Major Theme Park Customers and Clients of Major Theme Park Intensity of the Impact Intense Intense Intense Degree of Influence High Medium High Formed Strategy for engagement of the stakeholder On a monthly basis for the board meetings Monthly growth report of the companys budget Analysis of the requirements before the initialization of the project Budget Estimation and Allocation for the project Name of the Financial Activity Expected Cost expense Proposed Customer Management Information System $718,495.00 Planning of the Project $697.00 Schedule of the Project $520.00 Fixing the Budget of the Project $690,617.00 Gathering required resources for the Project $395.00 Commencing the project $3,980.00 Development process of Digital conversion $16903.00 Software Correction $2,793.00 Development of the Mobile Application $1,397.00 Modification of the App $793.00 Closure of the Project $400.00 Project resources The resources of the project are being shown in the list below: Serial No. Resource 1 Team Leader 2 Project Manager 3 Accountant 4 Hardware engineer 5 Software developer 6 Network engineer 7 Tester 8 Designer Monitoring and Controlling Some strategies can be used for keeping an eye on the progress of the project and making sure it has not sidetracked from the main goal. They have been pointed out below: 1) Preparation of the review meeting at regular interval 2) Evaluating the expenses of the project with the estimated cost 3) Developing a practical tracking method for project progression and its costing factors 4) Summarization of the major events of the project with the estimated project sequence and its timeline Budget Plan for the Project The estimated sum of the project budget is $718,495.00 and the duration of the project is 78 days. The list is shown below: Name of the Financial Activity Duration of the activity Expected Cost expense Proposed Customer Management Information System 78 days $718,495.00 Planning of the Project 3 days $697.00 Schedule of the Project 1 day $520.00 Fixing the Budget of the Project 2 days $690,617.00 Gathering required resources for the Project 13 days $395.00 Commencing the project 1 day $3,980.00 Development process of Digital conversion 39 days $16903.00 Software Correction 7 days $2,793.00 Development of the Mobile Application 8 days $1,397.00 Modification of the App 3 days $793.00 Closure of the Project 1 day $400.00 Identification of risk factors The risk factors for the project of customer information system are : Unscheduled requirements in the project Unavailability of the staff Unattended work package updates Risk Management Planning Risk Identification Requirements update in the project Staff Unavailability during the execution of the project Work package updates in the project Degree of Impact High High Medium Strategy for Mitigation Requirement analysis should be executed prior to the project in accordance with the respective stakeholders Allocation of the additional resources for completion of the project within allocated time and stipulated budget Analysis of the work packages regularly or at regular interval for ensuring the assurance of the successful completion Project Schedule Recommendations for the information system Management Improvement: According to Heagney (2012), the management improvement comprises of methodology or procedures that are planned for figuring the change in the improvement of the framework. The proposed framework would be secondary to the Customer relationship administration framework and it would help in dealing with the clients' connection with the Theme Park. The administration is the examination of the degree, usefulness, and deliverable of the Customer connection administration. The proposed framework would be very successful and the administration of the framework would be facilitated (Mir and Pinnington 2014). The extent of the framework like administration of the CRM information and practical operations of the Theme Park would be exceedingly expanded and it would help in conveying the required yield from the framework proposed. Quality Assurance: The quality management plays a significant role in project management of the Theme Park. It consists of various ways or processes such as proficiency testing, rechecking or retesting, and on site evaluation (Kerzner 2013). The proficiency testing requires external provider for sending the testing of the system being made for Theme Park. It would help in analyzing and comparing reports for the system proposed. Rechecking is the process of analyzing the proposed system again for errors or bugs. The system proposed for the Theme Park would have to be made consistent and error free. On site evaluation, refers to the process of monitoring the system while deployed in the Theme Park. According to Burke (2013), the processes or activities of the system would that is to be implemented in the Theme Park must be constantly monitored. The use of External Quality Assessment would help in comparing the performance and outcomes of the system that would be implied in the Theme Pa rk. Communication Management: It is the orderly administration of the communication procedure inside an association. The procedure of correspondence administration incorporates the arranging, checking, executing, and updating the techniques or procedures of correspondence (Bloch, Blumberg and Laartz 2012). The correspondence is a two way handle and the channel must be commotion (unsettling influence) free with a specific end goal to pass on one's message plainly to the others. The correspondence administration would help in ensuring that the imparted message has been gotten instantly and without being altered by any outer media. According to Goetsch and Davis (2014), the correspondence administration would help in ensuring that the stream of the data in the Customer Relation framework would be viable and consistent. Conclusion It can be concluded from the report that the project for advancement and usage of new client management system will be effectively accomplished by implying the recommended techniques. The accomplishment of the project is conditioned by different components. Subsequently, the key administration techniques are fundamental for satisfaction of the client prerequisites and also business targets of the association. However, it can be reasoned that the process of planning of any project is a key component for guaranteeing accomplishment of the project. The planning of a project should be possibly improved by plotting a Gantt graph with the assistance of Microsoft Project application. References Alhawari, S., Karadsheh, L., Talet, A.N. and Mansour, E., 2012. Knowledge-based risk management framework for information technology project. International Journal of Information Management, 32(1), pp.50-65. Bloch, M., Blumberg, S. and Laartz, J., 2012. Delivering large-scale IT projects on time, on budget, and on value. Harvard Business Review. Bradley, G., 2016. Benefit Realisation Management: A practical guide to achieving benefits through change. CRC Press. Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA. Crawford, J.K., 2014. Project management maturity model. CRC Press. Dozier, D.M., Grunig, L.A. and Grunig, J.E., 2013. Manager's guide to excellence in public relations and communication management. Routledge. Garton, C. and McCulloch, E., 2012. Fundamentals of Technology Project Management. MC Press, LLC. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. pearson. Heagney, J., 2012. Fundamentals of project management. AMACOM Div American Mgmt Assn. Hill, G.M., 2013. The complete project management office handbook. CRC Press. Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Lientz, B. and Rea, K., 2012. International project management. Routledge. Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217. Morris, P.W., 2013. Reconstructing project management. John Wiley Sons. Morris, P.W., Pinto, J.K. and Jonas, S. eds., 2012. The Oxford handbook of project management. OUP Oxford. Turner, R., 2016. Gower handbook of project management. Routledge.

Case Study Grunfolds World of WaterPumps

Question: Grunfolds World of WaterPumps is a manufacturer of water pumps, which are sold to plumbers and retail outlets. The home office is in Melbourne, which is also the headquarters for the main sales office. A sales office is also located in Albury. The company has two manufacturing plants in Australia: one in Melbourne, and another one in Albury, NSW. Distribution centres are also located at each of the current manufacturing plants. The company has recently added a China sales force in Beijing, on January 6, 2011. This also includes a manufacturing facility. The facility includes a distribution centre. The company is keen to expand into India a niche market in which to sell a variety of green waterpumps. In the past, each of the manufacturing plants has acted as an independent company maintaining separate sets of books and operating more or less autonomously. The company thinks an ERP system will allow for process standardisation and to enable centralized procurement and sales functions. They also want to be able to consolidate financial statements as well as look at sales by product. Selling of the products is done with a sales force that calls on plumbers, Bunnings, Home Hardware stores and other home hardware retail outlets. They also handle replacement parts, and have been looking into starting a home shopping cart web site where they could sell parts directly to farmers, plumbers and plumbing outlet stores. Current Situation: Grunfolds is a company that requires a progressive enterprise system that will enable it to support its growth over the next decade while improving their decision-making capabilities. Grunfolds World of WaterPumps is yet to develop a green water system that will help them meet their growth objectives and which can be used in third world countries. The key strategy for Grunfolds is its commitment to customer satisfaction by delivering the product(s) at the right time, right place, and at the right price. Grunfolds is organized around processes that are focused on the value added to customers. Some additional high-level facts about Grunfolds are as follows: Produce standardized components for waterpumps to stock. Products are customized for VARs (value added resellers) by application of the companys logo at assembly. Individual customers do not have direct influence over the product or its function, shape, and size; however this is something that the Board of Directors is considering changing in the future to allow individual customers the opportunity to create specialised pumps. CEO and Board of Directors want to increase productivity and have access to new technology Sales planning and product design are determined by management in cooperation with other staff members. Grunfolds currently sells in Australian/US currency only, even though they do business with companies globally. Grunfolds operates under one common set of general ledger accounts. Costs are allocated among departments and are managed centrally at Grunfolds headquarters. Management will use this information to collect and analyze costs/departmental performance and marke ting requirements. Grunfolds wants to track profitability and manufacturing costs of each of its products. At the main headquarters the board of directors of this public corporation likes to review one consolidated financial statement. In addition, management wants to know which of their products were profitable in the market. The marketing department needs sales reports for each region, product, and distribution method. Grunfolds currently produces two components internally and procures one product through a contract manufacturer. The products are sold directly on a contract basis. The products and parts information are as follows: Solar thermal water pump comes in two output sizes 50 litres and 100 litres per hour and can be powered by electricity or diesel; a standard water pump comes in three capacities: capacity 1 is capable of producing up to 1,000 litres of water per hour at 12rpm from a depth of 20 meters, it is effective up to a depth of 60 meters and can be used for farm u se; capacity 2 is capable of producing up to 1,200 litres of water per hour at 14 rpm from a depth of 30 meters, it is effective up to a depth of 80 meters or capacity 3 which is capable of producing up to 1,400 litres of water per hour at 16 rpm from a depth of 40 meters, it is effective up to a depth of 100 meters. Parts and sub assemblies for the waterpumps are onsold to contracted retailers. Some of the raw materials and subassemblies are purchased from China, Korea and Vietnam; this has helped to reduce the cost of the waterpumps. Additional business drivers behind the implementation: Be competitive with their nearest company rival who has just implemented SAP Enable online customer orders and customer order transparency Enable on line vendor managed inventory stocks and communicate effectively with their overseas vendors Build and supply products in China Be able to perform current data analytics for marketing and decision making purposes Be able to interact with business partners using up to date software technologies Integrate 15 legacy systems with the new system The company has approx 10000 staff worldwide; this includes 20 top level managers, 35 middle managers and 25 operational managers and a large variety of contractors. As well as 8,250 users of the system from a variety of departments; such as, warehouse, production and manufacturing, research and development, call centre personnel, sales and distribution and HR staff to name a few. These end users can be broken down into four main groups with vari ous levels of computer literacy: experienced ERP system users, inexperienced core users, inexperienced casual users, and users requiring simple system awareness. These end users will be impacted by the implementation in various ways. RequirementsYou are employed as a Business Systems Requirements Analyst on a contractual basis. You have had some experience with SAP implementations in manufacturing organisations, you are a certified SAP TERP10 consultant and an expert in manufacturing business processes. Your knowledge in this area includes: Materials management software Inventory and warehouse management software o Procurement Sales and Distribution Answer: Schedule Work Breakdown Structure WBS Task Name 1 SAP Implementation 1.1 Necessities, Strategy Development 1.1.1 Requirement Gathering 1.1.1.1 Questionnaire prepared for the gathering of resources 1.1.1.2 Interviews conducted with major business owners 1.1.1.3 Focus group interviews with major business owners 1.1.1.4 Availability of resources understood with brainstorming sessions 1.1.1.5 Extent of employment frozen 1.1.2 Strategize 1.1.2.1 Identification of major success factors 1.1.2.2 Identification of important indicators of performance 1.1.2.3 Acceptance of all strategies and CSF/KPI documents 1.1.3 Hardware Sizing 1.1.3.1 Present hardware configuration identified 1.1.3.2 Hardware redundancies identified 1.1.3.3 Estimation of upgrade of hardware configuration 1.1.3.4 Fit-gap analysis of hardware configuration to be done 1.1.3.5 Suggestion for required upgrade given 1.1.3.6 Preparation of budget for upgrade 1.1.3.7 Selection and identification of vendor required for upgrade 1.2 Analysis Design 1.2.1 Analysis 1.2.1.1 Present environment study 1.2.1.2 Business workings study 1.2.1.3 All accounting processes and structures study 1.2.1.4 Required customization study 1.2.1.5 Present 3rd Party Applications study 1.2.1.6 Readiness for change study 1.2.1.7 Fit-gap analysis done 1.2.1.8 Impact analysis done 1.2.2 Business Blueprinting 1.2.2.1 Future system landscape preparation 1.2.2.2 Workings of various processes preparation 1.2.2.3 Blueprinting workshops 1.2.2.4 DoD RICE Concept of Operations confirmation 1.2.2.5 SAP Bolt-On Evaluation completion 1.2.2.6 Specifications development 1.2.2.7 Custom specifications development 1.2.2.8 Specifications acceptance 1.3 Implementation 1.3.1 Finance 1.3.1.1 Basic planning 1.3.1.1.1 Unique company code defined 1.3.1.1.2 Fiscal year variant to company code assignment 1.3.1.1.3 Posting period variant 1.3.1.1.4 Period variant to company code assignments 1.3.1.1.5 Sample Document and postings creation 1.3.1.1.6 Recurring entry document and postings defined 1.3.1.1.7 Account assignment model and posting creation 1.3.1.1.8 Line layouts for display of General Ledger line items configuration 1.3.1.1.9 Individual documents and accrual and deferral documents reversal 1.3.1.1.10 Transactions in foreign currency posting 1.3.1.1.11 Interest on short-term and long-term term loans calculation 1.3.1.1.12 Accrual/Deferral documents 1.3.1.2 Accounts Payable 1.3.1.2.1 Vendor account groups 1.3.1.2.2 Number ranges to vendor account groups assignment 1.3.1.2.3 Void reasons creation 1.3.1.2.4 Issued checks cancellation 1.3.1.2.5 Purchase returns 1.3.1.2.6 Automatic payment program configuration 1.3.1.2.7 Vendors paid by Automatic Payment Program 1.3.1.2.8 Correspondence account statements created 1.3.1.3 Accounts receivable (AR) 1.3.1.3.1 Customer account groups+B111 1.3.1.3.2 Customers tolerance 1.3.1.3.3 Customer master creation by blocking unblocking of vendor master 1.3.1.3.4 Customer transactions posting 1.3.1.3.5 Advance payments set 1.3.1.3.6 Statement of accounts defined 1.3.1.3.7 Bills of exchange 1.3.1.3.8 Sales returns posted 1.3.1.4 Asset Accounting (AA) 1.3.1.4.1 Depreciation chart 1.3.1.4.2 % tax codes creation 1.3.1.4.3 Multi-level methods created 1.3.1.4.4 Period control methods defined 1.3.1.4.5 Main asset records created 1.3.1.4.6 Sub-asset records creation 1.3.1.4.7 Acquired fixed assets accounting 1.3.1.4.8 Sale of fixed assets accounting 1.3.1.4.9 Transfer of assets accounting 1.3.1.4.10 Assets scraping accounting 1.3.1.4.11 Depreciation process 1.3.1.5 ew General ledger Accounting 1.3.1.5.1 Parallel ledger 1.3.1.5.2 Document Splitting 1.3.1.5.3 Segmentation 1.3.1.6 ports 1.3.1.6.1 Financial Statement reporting 1.3.1.6.2 General Ledger reporting 1.3.1.6.3 Accounts Payable reporting 1.3.1.6.4 Accounts Receivable reporting 1.3.1.6.5 Assets status Report 1.3.2 Human Resources 1.3.2.1 Organizational Management 1.3.2.1.1 Organizational Management Introduction 1.3.2.1.2 SAP HCM structure defined 1.3.2.1.3 Define Objects 1.3.2.1.4 Define Relationships 1.3.2.1.5 Menu, Open and Action guided methods defined 1.3.2.1.6 Objects and Relationships edit 1.3.2.1.7 Validity Period defined 1.3.2.1.8 OM Info type defined 1.3.2.1.9 Define Objects Number Ranges 1.3.2.1.10 Define Evaluation Path 1.3.2.2 Personnel Administration 1.3.2.2.1 OM and PA integration 1.3.2.2.2 Development of enterprise structure 1.3.2.2.3 Define Company Code 1.3.2.2.4 Define Personnel Area 1.3.2.2.5 Define Personnel Sub Area 1.3.2.2.6 Define Personnel structure Definition and Assignment 1.3.2.2.7 Define Employee Group 1.3.2.2.8 Define Employee Subgroup 1.3.2.3 Payroll Area and Control Record 1.3.2.3.1 Define Financial Accounting Global settings 1.3.2.3.2 Define Global Parameters 1.3.2.3.3 Define Fiscal Year Variants 1.3.2.3.4 Define Info type Menus 1.3.2.3.5 Activations and use of additional action 1.3.2.3.6 Define Customizing User Interfaces: 1.3.2.3.7 Modification of Info type screen 1.3.2.3.8 Modification of Type Header 1.3.2.3.9 Administrator group 1.3.2.3.10 OM and PA mapping 1.3.2.4 Time Management 1.3.2.4.1 Applicability with Enterprise Structure of holiday calendar of business 1.3.2.4.2 Define Factory Calendar in HR Perspective 1.3.2.4.3 Work schedules 1.3.2.4.4 Define Counting Rules for attendance 1.3.2.4.5 Define deduction Rules 1.3.2.4.6 Define Time Management Info types 1.3.2.4.7 Payroll 1.3.2.5 Payroll periods generation 1.3.2.5.1 Payroll processing 1.3.2.5.2 Relevant data maintained for payroll process review 1.3.2.5.3 Wage type model defined 1.3.2.5.4 Basic pay info type configuration 1.3.2.5.5 Annual salary defined 1.3.2.5.6 Other configuration payroll info 1.3.2.5.7 Multi Country payroll defined 1.3.2.5.8 Benefits 1.3.2.5.9 Benefits Area defined 1.3.2.6 Benefits provider defined 1.3.2.6.1 Plan categories 1.3.2.6.2 Define Pre- Requisite and co- requisite plans 1.3.2.6.3 Define Benefits Adjustment 1.3.2.6.4 Define Employee eligibility 1.3.2.6.5 Define Benefits info types 1.3.2.6.6 Benefits of payroll defined 1.3.2.6.7 Results in Payroll checking 1.3.2.6.8 Training Event Management 1.3.2.6.9 Training requirement 1.3.2.7 Defining training cost 1.3.2.7.1 Set up of business events 1.3.2.7.2 Business Event Group and type 1.3.2.7.3 Maintaining the employee data w.r.t. event type 1.3.2.7.4 Manufacturing 1.3.2.7.5 Material Planning 1.3.2.7.6 Safety time range of coverage and period profile 1.3.3 Master Resource Planning defined 1.3.3.1 Material bills 1.3.3.1.1 Material master processing 1.3.3.1.2 Bills of Material processing 1.3.3.1.3 Work center and routing display 1.3.3.1.4 Production Planning 1.3.3.1.5 Production material scheduling 1.3.3.1.6 Material master processing 1.3.3.2 Material BOM processing 1.3.3.2.1 Material requirement planning 1.3.3.2.2 Work center and routing display 1.3.3.2.3 Planning calendar maintenance 1.3.3.2.4 Production lot maintenance 1.3.3.2.5 Quota file maintenance 1.3.3.2.6 Demand management 1.3.3.2.7 Cost Accounting 1.3.3.2.8 Cost elements defined 1.3.3.2.9 Standard, Simulated and budgeted cost calculation 1.3.3.3 Actual production costs calculation 1.3.3.3.1 Variance analysis 1.3.3.3.2 Repetitive Manufacturing 1.3.3.3.3 Repetitive manufacturing master data display 1.3.3.3.4 Repetitive production plan, sequence and schedule change 1.3.3.4 Production line work process recording 1.3.3.4.1 Logistics and production cost analysis 1.3.3.4.2 Build Install 1.3.3.4.3 Setup development instances 1.3.3.4.4 Conversions, Reports, Interfaces and Enhancements coding 1.4 Initial run conduct 1.4.1 Create Security Authorizations 1.4.2 Test scripts and code preparation 1.4.3 Conduct unit testing 1.4.4 Design Instructor Training Material 1.4.5 Training Programs for the end users 1.4.6 Review and feedback 1.4.7 Training content Acceptance 1.4.8 Data Migration, Testing Training 1.4.9 Data Migration 1.4.10 Historical data migration 1.5 Data Archiving Planning 1.5.1 Testing 1.5.1.1 Testing instance setup 1.5.1.2 System and integration test cases and scripts creation 1.5.2 Conduct integration testing 1.5.2.1 Conduct regression testing 1.5.2.2 Conduct User Acceptance Testing 1.5.2.3 Acceptance of test scripts and SIT/UAT 1.5.2.4 Training 1.5.2.5 Setup training instance 1.5.2.6 Train power users 1.5.3 Train end users 1.5.3.1 Training and training content review 1.5.3.2 Acceptance of training and training content 1.5.3.3 Go-Live Support 1.5.3.4 Pre-Go-Live Activities 1.5.3.5 Conversion Planning Preparation 1.6 Recommendations Assessment 1.6.1 Go-Live Quality Assurance / Check planning 1.6.1.1 Final Preparation Acceptance 1.6.1.2 Go-Live 1.6.1.3 Configuration Production Environment(s) 1.6.1.4 Install Quality Assurance (QA) Environment 1.6.1.5 Support 1.6.1.6 stablish Service Level Agreements 1.6.1.7 Help Desk 1.6.2 Continuous Improvement Plan 1.6.2.1 Post Implementation Review 1.6.2.2 Provide Production Support (Help Desk) 1.6.2.3 Develop Continuous Improvement Plan 1.6.2.4 Produce and Deliver Program Management Status Reports 1.6.2.5 Post Implementation Review Gantt chart Staff management Cost estimation Labor costs Resource Name Type Material Label Initials Group Max. Units Std. Rate Ovt. Rate Cost/Use Business Analyst Work B 100% $80.00/hr $50.00/hr $0.00 Project Manager Work P 100% $90.00/hr $78.00/hr $0.00 Technical consultant Work T 100% $75.00/hr $60.00/hr $0.00 Functional consultant Work F 100% $70.00/hr $55.00/hr $0.00 Finance Consultant Work F 100% $90.00/hr $65.00/hr $0.00 HRM consultant Work H 100% $75.00/hr $60.00/hr $0.00 Service Expert Work S 100% $55.00/hr $45.00/hr $0.00 Developer Work D 100% $70.00/hr $60.00/hr $0.00 Senior Tester Work S 100% $55.00/hr $50.00/hr $0.00 Tester Work T 100% $45.00/hr $40.00/hr $0.00 System Analyst Work S 100% $80.00/hr $55.00/hr $0.00 Element Cost Labor cost $679,840 Project Management cost $1,200 ERP software $300 Forms and report modification $500 Estimated trips $1,500 Operational costs $3,500 1. Project manager First of all the responsibility of a project manager is that ofauthorizing as well as approving all the expenditures relevant to the current project. Thenext important responsibility is to make sure that every work related activity fall not only under the acceptability criteria but also under the acceptable variance range. The manager is again responsible for reporting timely about the status ofthe project, which ought to according to thedesigned communication plan. Lastly, evaluating and monitoring the performance of the team members in his team and informing this torespective functional managers is the ultimate duty of a project manager. 2. Technical consultant an Implementation engineer is responsible for implementing, distributing and monitoring the total network related up gradations. An implementation engineer shall be working with a network engineer for ensuring the coding of any required software goes according to the plan andsecurity regulations. 3. Functional Consultant Functional consultants aren't members of the company's functional team, yet they keep providing resources for carrying out the staffing plan of a particular project. Functional managers ought to work alongside the project manager to determine the skill sets required for resource assignments. 4. System/Network analyst System/Network analystsanalyze the system configuration and alsodevelop animplementation plan for upgrading the plan. Theirwork is to develop an accessibility criterion for the much needed network planning. 5. Tester Network- the engineers are to test out the network plan that has been drafted by a network analyst and have to be implemented by an implementation engineer. 6. HRM consultant - A HRM consultant generally acts as a medium of interaction between the new applicants and a company. Since they are aware of the internal working as well as the information of a company, they also specialize in giving out information about the organization, the personnel administration, and the payroll generation, management of the timesheet, training and also event management. 7. Service Expert- A service expert's main duty is to ensure the outcome of flawless service, which includes figuring out the demands of users and if the demands are met. 8. Business Analyst - The Business Analystengages in solving the crucial issues of any information problem related to an organization, the design computer programs, and suggests protocols along with system controls. Furthermore, he determines the objectives of an organization on analyzing its business functions and gathering sufficient information. An analyst will simultaneously be responsible for evaluating his/her output requirements. Designs a brand new computer program on just studying and observing the requirements and then by creating appropriate workflow diagrams and charts. Business Analyst strives to improve the already existing practices of the systems and the design modifications. Also, recommends appropriate controls on analyzing the critical problems and points out the exact needs of any particular project on identifying the milestones, the phases and the form project team.