Deep water Horizon Oil Spill for Accounting - myassignmenthelp

Question: Discuss about theDeep water Horizon Oil Spill for Accounting Research. Answer: Introduction All the legal facts and figures such as accounting laws, financial implication and penalties and charges are consisted by this report which is imposed on Deep water Horizon Oil Spill for the strictly proven liabilities. Mainly, this report is made up of damages observed due to deep water Horizon Oil Spill and how organization comes with strategies for replacing its existing eco-safety machines. In this report, it is given that group has maintained escrow account to meet their contingent liabilities. It has been made and maintained as per the legal and regulatory requirements. In this case bifurcation is done on fines and penalties which are to be imposed on the Deep water Horizon Oil Spill and also the liabilities which are uncertain for the legal fines. In addition to this, this report on Deep water Horizon Oil Spillshows the direct and indirect impact of ecological and sociological services in and around the Gulf of Mexico. This Deep water Horizon Oil Spill forces the government an d regulatory authorities to introduce mandatory requirement of ecological and sociological services used by all the organizations in Mexico. There are many discussions and recommendation which are given; it reflects the true impact of Deep water Horizon Oil Spill (Boyd, 2010). Points of Discussion First of all the main argument discussion is made regarding negative impact of Deep water Horizon Oil Spill which causes because of the less effective ecosystem implemented by BP. In this case bifurcation is done on fines and penalties which are to be imposed on the Deep water Horizon Oil Spill and also the liabilities which are uncertain for the legal fines. BP has deposited all the money and penalties in escrow account with a view to discharge its liabilities. However, only penalties and fines which are certain have been looked into the escrow account. On the contrary to this side of BP, it is observed that BP should have deposited all the money in escrow account. It will increase the brand image and business functioning of organization. After doing analysis of all the details and points in this case study, it has been observed that BP did not disclose the proper information regarding eco-system services and other environmental support system which are used by company to eliminate the negative impact of its business functioning. However, BP had also implemented the new eco-system which hasno use and no positive response can be obtained. Deep water Horizon Oil Spill gives the negative impact on the financial positions of the company. It is observed that in 2009 BP was having profit of around $ million 6947 which suddenly decreased by the large amount and company had to face loss of $ million 11071. In addition to this, BP had promised to make contribution of $ 500 million in its research and development department in order to develop an effective level of eco-system after analyzing the negative impact of Deep water Horizon Oil Spill. Nonetheless, it was required to strengthen its destructive brand image, The BP group had also committed to provide fund $ million 360 cost of Six berms in Louisiana island project. The main discussion point is about the amount of money which was invested by BP in the development of Eco-system. Company charged this amount from prof it and loss account by considering its revenue expenses. As per all rules and regulation given by IFRS, the investment made for eco-system is capital expenditure. All the expenses are charged by company from profit and loss account (King, et al. 2015). This proves that company has not been following proper accounting standards and financial implications and regulatory requirements. This shows the company had been making several positive plans and strategies in order to lessen the negative impacts arouse in Mexico gulf. However, as per the accounting and regulatory requirements, it is been analyzed that BP had maintained all its required and promised funds in its escrow account. This escrow account was required to be maintained with a view to keep penalties of money and uncertain charges which could be aroused if all the imposed charges proved to be strict liabilities under the clean water act against the company. Moreover, all the requirements regarding consolidated financial statem ent and annual reports are prepared by BP in order to comply with IFRS rules AASB standards. Further to notice, BP describes amount of loss which it suffered from Deep water Horizon Oil Spill in its consolidated balance sheet for complying with its domestic and international regulatory requirements. It is being considered that the total value of eco-system which was destroyed due to oil spill would cost around USD 12 to 47 billion. The main concern in this report is related to the transparency of BP working system. Company got failed to maintain the transparency regarding disclosing of required amount of information to its domestic and international stakeholders. BP never followed international nor domestic reporting frameworks properly. If company really wants to maintain an international brand image then it should comply with IFRS rules and AASB accounting standard while providing report on its consolidated financial statements with regulatory authorities (Bodle, et al. 2016). It is evaluated that BP oil spill case has destructed the brand image of BP Company. It also failed to make disclosure of all its financial and non financial information. This has resulted into loss of not only tangible assets but also intangible assets. BP should have followed all the IFRS rules and regulation for establishment of harmonization in its domestic and international policies and frameworks. It had also made investment in its research and development department at the time when the company is facing loss from its business functioning. This type of management decisions had resulted into destruction of business. After happening of Deep water horizon oil spill, BP should have strengthened its safety policies and measures for the betterment of society. But, it had instead of installing effective eco system had indulged in investing its remaining funds in research and development department. BP was also not able to make proper level of disclosure to its stakeholders which had ma de company in default to comply with its accounting and financial regulatory requirements. BP did not disclose proper information on eco-system services and other environmental support system which could be used by company to lessen the negative impact of its business functioning. There are several drawbacks which have been faced by BP in its business functioning. Deep water Horizon Oil Spill had resulted into negative impact on the financial positions of the company (Zhuang, 2016) Reflection on the Case of BP In this case, BP had paid several penalties and charges which are caused due to its Deep water Horizon Oil Spill. These expenses are charged by company as revenue expenses from profit and loss account. On the other hand, as per IFRS and AASB 137 standards if company has made expenses and investment which is having high amount for investment and expenses and which is related to capital expenditure then it should be charged as Capital expenditure. BP has charged all its losses from the profit and losses which reflects high amount of losses in its business functioning as capital expenditure. Perhaps, BP had accounted many transactions as revenue expenditure to save tax from the governments. It is being evaluated that BP should have made proper disclosure of all its financial transactions to its stakeholders. BP was not able to make proper level of disclosure to its stakeholders which had made company in default to comply with its accounting and financial regulatory requirements. It is b eing observed that BP did not disclose any proper information on eco-system services and other environmental support system which could be used by company to lessen the negative impact of its business functioning. Deep water Horizon Oil Spill had resulted into negative impact on the financial positions of the company (Zhuang, 2016). It is being observed that company has lost its economic value and in 2009 BP was having high profit of around $ million 6947 which was decreased by very big amount and company had to face high amount of loss of $ million 11071. The reason behind all this negative impact was that BP had not followed proper compliances and disclosure requirements. In addition to this, Company was becoming less effective and consequently business functioning of BP had resulted into high level of losses. With a view to conclude the point of view on this subject matter it is being reflected that BP needs to make changes in its reporting frameworks and should work on its trans parency issues in determined approach (Gutierrez, et al. 2013). Moreover, there was much other inefficiency which has been disclosed and BP had introduced in its financial reporting. These all the details reflects that BP had failed to comply with all the possible rules and regulations and IFRS 137 which had resulted into damage to the brand image of company in stakeholders mind. After that, the mechanisms which have been used by BP to overcome the negative impact arouse from Deep water Horizon Oil spill is also not satisfactory. The management department and accountant who prepared financial statement was also in fault as he had not complied with international financial reporting standards and had less transparency in its reporting frameworks. Conclusion This report reflects the inefficiency of BP regarding accounting and financial regulatory compliances. There above study on Deep water Horizon Oil Spill was analyzed and it has provided how management department had encountered with the financial requirements of BPs responses to Deep water Horizon Oil Spill. Stakeholders had claimed that company did not maintain transparency regarding disclosureof proper information in its annual report. Accountant of BP had charged all of its expenses as revenue expenses with no capital expenditure. In addition to this, the company suffered many losses due to its negative business functioning. If BP wants to again establish its brand image then it will have to pay off its all charges and establish an effective eco-system. Now in the end it would be concluded by the things that accountant and financial managers need to analysis all IFRS rules and accounting standards in determining approaches before analyzing and making financial statement of BP.Also , after the case of Deep water Horizon Oil case, government and regulatory authoritieshas made changes in mandatory requirement of ecological and sociological services used by all the organizations in Mexico. This would not only introduced to increase the health safety requirements but to maintain the transparency in disclosure of financial and accounting details to its stakeholders after following all the legal requirements (Liu, et al. 2016). References Bodle, K.A., Bodle, K.A., Cybinski, P.J., Cybinski, P.J., Monem, R. and Monem, R., 2016. Effect of IFRS adoption on financial reporting quality: Evidence from bankruptcy prediction.Accounting Research Journal,29(3), pp.292-312. Boyd, J., 2010. Lost ecosystem goods and services as a measure of marine oil pollution damages. Resources for the Future DP 10-31, 25p Gutierrez, T., Singleton, D.R., Berry, D., Yang, T., Aitken, M.D. and Teske, A., 2013. Hydrocarbon-degrading bacteria enriched by the Deepwater Horizon oil spill identified by cultivation and DNA-SIP. The ISME journal, 7(11), p.2091. King, G.M., Kostka, J.E., Hazen, T.C. and Sobecky, P.A., 2015. Microbial responses to the Deepwater Horizon oil spill: from coastal wetlands to the deep sea. Annual review of marine science, 7, pp.377-401. Liu, Z., Liu, J., Gardner, W.S., Shank, G.C. and Ostrom, N.E., 2016. The impact of Deepwater Horizon oil spill on petroleum hydrocarbons in surface waters of the northern Gulf of Mexico. Deep Sea Research Part II: Topical Studies in Oceanography, 129, pp.292-300. Zhuang, Z., 2016. Discussion of An evaluation of asset impairments by Australian firms and whether they were impacted by AASB 136.Accounting Finance,56(1), pp.289-294.

Summery of project management Essay Example

Summery of project management Essay What is project management? Key understanding of Project Management In changing world How can a small business succeed in a rapidly changing world, with changing customer desires, new competitors, new technology, and new suppliers halting us from all directions? The answer is project management. Project management helps us realize our dreams, take an advantage of opportunities, and solve our problems in changing times. Well put project management into simple language and learn how we can make projects work. Definition of basic conception; Project Management When it comes to the definition of Project, it can be defined as follows; a dream with a deadline or a problem scheduled for a solution. In general, Projects come in all sizes. In a small business, some might take months such as launching the business or opening a new store. Others might be fulfillment work for a few weeks: creating the fall catalog and mailing It out or building a new web site. Some projects take Just a few hours: finding a new supplier to replace the one that Is unreliable or holing staff for the summer rush. We will write a custom essay sample on Summery of project management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Summery of project management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Summery of project management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer It Is a good idea to think of our opportunities and problems as projects. With regard to the definition of management, it can be said as follows; all process to evaluate, investigate, and plan how to control the business or the opposite meaning of situation where business is on out of control. Classification of Project Management. We can largely divide the project into two; internal project and external project. Firstly, some projects are Internal. They dont make money directly, but they change the way you work. Maybe you install a new bookkeeping system or you launch a new advertising campaign. For these projects, your customer Is Inside the company. Secondly, External projects are projects for customers. When we succeed on an external project, we make money and delight the customer. By making delighted customer, companies run their business stably and earn the constant profit from them. So, managing external projects souls be considered important in their management. 2. General idea to practice project management Eight Ways Projects Benefit Your Business In order to improve business, companies can throw away the conventional step to measure and practice the project, and develop the new conception what it calls 8 ways Into their business. 8 ways are as follows; firstly, companies should bring a new reduce or service to market they have something new to sell. And secondly, they Increase production so they can make more things to sell. This helps only If they have customers who will buy those things. Thirdly, they should Increase market share, for they should reach new markets or customers, for example, by opening a new location or starting to sell through a web site. For fifth step, they can market or deliver to their customers in new ways, increasing sales or lowering the cost of sales. For sixth step, they should speed up cycle time, getting products to market faster, completing Jobs aster, getting supplies faster, and making decisions faster, which makes themselves more flexible and competitive. For seventh step, they should reduce or avoid costs, changing the way we get supplies or the way they work to reduce waste and cost and increase net revenue. As for the last step, they should reduce risk and protects assets, to improve protection of their tangible assets preventing damage, fraud, and theft and their intangible assets things like customer good will, employee loyalty, and recognition of themselves and their company as reliable professionals and good citizens. Participants and their role in Project Management participants Their role Sponsors They kick off the project and provides the money Executive managers They run the company that is doing the project Customers They receive primary benefit from project results Project managers They are responsible for running the project with the team on a daily basis. Project team They work full time or the most time on the project, planning and doing the actual work to create the result Vendor They provide products or services to the project team Peripheral stakeholder They have some occasional contact with part of the product 3. Nine area of Project Management. Over the last 35 years, the Project Management Institute (PM) has worked to define the field of project management as an independent profession and certify professionals in the field. And the PM has finally discovered that there are nine areas companies need to manage to make a project succeed. It calls these the nine areas of project management knowledge. Scope: What and How Project scope definition answers the questions What are we making? and How will we make it? The goal is to define everything companies need to do to complete that, their goal is to keep scope under control. They track their work and correct their course so that they do everything they need to do. Time: Effort and Duration At the end of project scope management, companies know what work they will be doing. In time planning, they prepare activity lists they decide who will do, what and when. From this, they can plan project effort, the number of person and hours of work to be done, and project duration, how long the project will take from start to finish. Project time management also includes time estimation and schedule control to make sure theyre getting work done on time. Cost: Estimates, Budgets, and Tracking Once companies have figured out our schedule, they can estimate what the project will cost. They build a budget and then they track the time and money they spend each week. If they dont track it as they go along, their schedule and budget will go out of control. They will fall behind and not even know it. They keep on top of the project by looking at the work theyve accomplished, the time theyve spent, and the money theyve spent. Quality: Make It Good There are two aspects to quality management. One is in designing the product or service?the project results. They should ask more than What are we making? They would ask, What will make it really good? The second part of quality management is about working smarter. That is, they focus on the quality of their process?on how they do the work, manage the project, and manage business and customer value. Risk: Make Sure We Get It Done What if? is the central question of project risk management. Companies realize that the future is always uncertain they dont know what will happen. So, they should think about what might happen and write it down. Then they prepare for each thing that might change their project plan or get in the way of success. Once theyre ready or any contingency, they keep risk under control by tracking events weekly and handling things if they look like they are about to happen or when they do. Human Resources: The Project Team For small businesses, project human resources means getting the right people on the team for the Job and making sure workers can do the work well. For each person on each Job, companies ask if they understand the work, if they have the right skills, and if they have the time to do the work. Any time one of those questions gets no for an answer, they find a solution: they explain the Job, they get training or bring in an expert, or they give project work the priority it needs to get the Job done right. Communications: Keep Everyone on Board management are. Then companies figure out what they need to hear from them and what they need to hear from head centers. They plan, manage, and execute effective communications to make sure the plan includes everyones perspective, that everyone understands the plan, and that everyone is on the same page and up to date when changes hit the project. Procurement: Getting What We Need For most small business projects, procurement is making a good shopping list and hen making sure companies get the right thing and that it comes in on time. In some cases, they may do some hunting for best prices. Sometimes, they have to deal with vendor selection and contract management as well Integration: Keeping It All Together. In ninth area, project integration management, means that companies should keep track of what is going on in all the other areas and deal with any changes to the project promptly and fully. This is also called integrated change management. That is, the eight knowledge areas in advance companies should consider are all tied together in one system. 4. Process of making problems into project Right way to approach the problem There are a bunch of wrong ways to approach problems and theyre all about blame. Blame asks questions about the past, but only to point fingers. Who did this? Who made this mess? Those kinds of questions dont get companies anywhere. Instead of asking, Who? if something isnt working, ask, What? and then ask, Why? What happened? Whats wrong? Why did this happen? Those are useful questions. Another way to avoid blame is to focus on the present and the future. Once companies understand what happened, they shift from the past to the future and ask, What can we do to fix this? Then Who? can be the right question: Who is the best person to fix this problem? And he or she might Just be the person who made the mistake. From Problem to Project Often times, while companies run their business, they obviously face some problems to block them from reaching their goal. Some companies try to avoid and ignore it. However, a problem is a problem. And when they recognize that, they put it on a schedule to fix it. As soon as they do that, the problem becomes a project. Here is a process for going choosing the best solution to a problem. 1. Picture the solution. A information. Do you need to get a price quote on repair? On a new machine? Do you need to learn about newer models? Do you need to see how much money you have available? 3. Ask if you need expertise. Are you and your team qualified to come up with the best solution? Remember that a lot of expertise is free these days between vendors who will give a price quote at no charge and internet research, we can often get the know-how we need while spending little or no money and little time. . List your options. Write out a clear description of each solution. The repair will cost $2,000 and the machine will probably last two more years. A new machine costs $6,000 and will probably last five years. . Maybe make a decision. If one option is clearly better than the others, then select that one. If not, then put off the decision by including maki ng the decision as part of the project plan. In this case, we might delay the decision until weve learned about financing options on the new machine and the money we can make selling the old machine. 5. Process of defining the scope Companies should pick one and plan out what they are doing in detail to make the project happen. The Project Management Institute calls this defining the scope of the project. Scope planning includes defining all that companies are making and layering what they are not making. When they are done planning scope, they should have a clear picture of what they are making. Once they know what they are making, they can define how they will make it?that is, they move from describing results to describing the steps of the process, the tasks that will get the work done. Here are the steps of defining scope, from the big picture down to the details. 6. Planning time and money Companies should figure out how much it will cost, when they will do it, and how long it will take. The techniques in this step are not difficult, but few take the time to really use them well. If most of them remember a few basic rules, they can avoid the most common problems in planning time and money: here are two basic key concepts; 1 . Keep allocation and estimation separate. Allocate based on the amount of time and money the company can reasonably spend to get project results. Estimate from the project plan. After both the allocation and the estimate are prepared, then see if the project is affordable. If not, change the plan or cancel the project. 2. In estimating, avoid bias. Bias means leaning one way or the other. For example, if you say, l have to do this for under $2,000, then youll try to make the numbers look right. You could end up fooling yourself telling yourself that you can do a $5,000 Job for $2,000. And the allocation. 7. Process of making quality The phases of the best project quality management For the first, companies define quality. When they build their scope statement, they should ask, What makes it good? When they focus on quality from the beginning, they can make fewer mistakes, reducing total project cost and shortening the schedule. They deliver better results with less rework, sooner, while spending less money. For the second, they should plan for quality. Through using quality control, laity assurance, and effective gate reviews, they find smart ways of workin g that deliver the best results at the lowest cost on the shortest schedule. For the third, they control quality to make sure that the product is what it is supposed to be. And then, they should ensure quality from the beginning to the end of the project. And lastly, they should deliver quality to ensure customer delight. 8. Risk management Basic concept of risk management For the first, companies should know the meaning of Risk Identification. It is about to figure out what could go wrong, and write it down. They start with knowing that something could go wrong, that something unexpected could happen. They ask, What could that be? Then they write down the answer. The best time to hold a major risk-planning meeting is shortly after the activity list is done. For the second, they should know the meaning of Risk Analysis. It is about to identify the likelihood and consequences of each risk, and prioritize the risks. It accompanies the process of naming the risk, and describing the consequences, the risk trigger, the likelihood, and estimating the significance of the risk, and finally describing options for managing he risk before or when it happens. And for the third step, and last step, they should know the meaning of Risk response planning and Risk monitoring. When it comes to Risk response planning, it is about to get ready for what might happen, item by item. They have to decide what theyre going to do about it their risk management options. By putting it on the list, theyve accepted the risk under management. And with regard to Risk monitoring, it is about to check up on the risks and update the risk control plan at each daily or weekly status meeting throughout the project,. 9. Management of HRS and communication Management of human resource Once companies have good people with the right skills, they have the resources for the project. However, those resources have to work together well. Therefore, their best bet is to hire people with these qualities as follows; Honesty, Interest, Reliability, Attitude and Skill or Testability. But not only that, they should define Jobs very clearly. If the team members are willing to do the work, then its companies Job to work with them so that they know what to do. At a minimum, each worker should have a clearly defined goal for each day of work. And finally, companies should also ark and gets it done right, the more likely the project is to succeed. Also, people are more motivated and enjoy their work more when they figure out how to do a Job themselves. Management of communication Effective communications is essential to project success. So often, companies leave out one small detail and then they have to redo the work. To prevent this, they have to teach their team members to think through details, request what is needed in detail, and work together to get it done right the first time. Even worse, it is only human to get frustrated, upset, or even angry when things dont go well. When it moms to communications, we have to lead by example. If we communicate clearly and effectively; if they thank people for telling themselves whats going on, even when the news is bad; and if they apologize when they make a mistake and get a little snippy, then their team members will be open to learning to do likewise. When the team is ready to learn, they should consider Figure 10-2 on upper picture. This is because when companies have a project plan and then all team members make a habit of doing good level-I and level-2 feedback, something wonderful happens. By sharing the feedback which is information for better performance, They et a highly effective process called customer service within the team. 10. About Procurement Management Most of what the Project Management Institute teaches about putting out requests for proposals, comparing bids to select vendors, and managing contracts doesnt apply to companies small business folks, anyway. So, they should focus on the following issues: Purchasing for projects, Getting expertise, Getting information, Getting permission, Evaluating vendors, Tracking and saving money in the purchasing process. Although this work is a small part of our project, doing it well is a big prevention of project problems. Everything we need from outside the project every external dependency is a project risk. So some extra attention is called for to prevent problems. Purchasing for Projects When it comes to purchasing for projects, inside the company, the only way to find out all the rules, glitches, and possible delays is to talk with everyone. And even then, someone usually leaves something out. In addition, Projects are unique, so purchases for projects are often unique. Companies may be buying something from an industry theyve never dealt with before. When they dont know the ropes, theyre more likely to make assumptions and mistakes. Getting Expertise When it comes to getting expertise, it could be clearly said; sometimes, companies dont need products or services; they need expertise and knowledge. Usually, this comes in one of two forms: they need either training or guidance. In training, they and their team learn how to do something and then apply the ideas themselves. In guidance, they and their team receive specific direction on how to prepare for or to Getting Information Sometimes, companies simply need information. They may Just need to know certain facts for a project or they may need to get information as a first step toward finding he right book, the right training class, or the right vendor. The internet is an amazing timeserver here. If they dont know how to do research on the internet, they can take a few hours and learn?it will save themselves weeks of time within a year. And most of what they are looking for is available for free. Getting Permission Sometimes, companies need permission, too. An obvious case is building permits for a construction project. The challenge with getting permission is often that the person or organization giving permission cares more about not making a mistake than about helping themselves to succeed. The guard doesnt want to let the wrong person into the building. The town council wants to stop the wrong kind of development. Evaluating Vendors The bigger the project, the more important it is to evaluate vendors carefully. Companies need to look at vendors for products and short-term services in one way and vendors for long-term services differently. If they are buying a product or piece of equipment for their project, they also should consider that the vendor understands the business and technical requirements and can guide themselves in product selection and confirm that the product they are choosing is suited to the ask. Vendors for Long-Term Services Sometimes, companies want to use someone from outside their company for most or all of the length of the project. In this case, they need to do a deeper evaluation and check the vendors against their requirements more rigorously. This applies whether they are hiring a consultant to Join (or even lead) the team or they are outsourcing the project entirely to a consulting firm or vendor. 1 1 . About Procurement Management In working up the project plan, companies have looked at eight areas of project management: scope, time, cost, quality, risk, human resources, communications, and recruitment. With eight perspectives, it can be hard to see that, all together, they make one plan. But companies should see how the eight areas work together and then learn about the ninth area project integration management. Using the ninth area, theyll have one solid plan, good to go. In organizing the nine areas of project management theyll distinguish three that lead to defined, measurable results (r) and six that support these results, but that are measured by tracking their process (p). Theyll start with the three (r) results areas, which are related to one another by what is called the iron triangle. Iron doesnt bend or stretch. And theres a rule about triangles: if companies change keep the shape of the triangle. The iron triangle illustrates a rule in project management: they cant deliver more on a project (increase scope), without spending more and taking longer (increasing time and cost). This is illustrated in Figure 12-1, the iron triangle. The main use of this tool is to educate customers and executives on the fact that, if they ask for more results, youre going to ask for more time and money. 12. Change Management Sometimes, companies cant follow the original plan, because of an error in the plan r a big change or several risk events. When companies change the plan, it is called rebelling. This means that they are working to a new plan, with a new schedule, a new budget, and some new risks as well. Here are the four levels of change management and risk management to deal with these situations: Add to the scope. If, when companies evaluate a change request, they decide to add to project scope, theyre adding time, cost, and risk. If it is essential so that project results actually add value, then they do it. If it is very beneficial and early enough in he project to make the change, then they might do it. But, in either case, it is equivalent to changing the destination on their sailing trip. Drop something from the scope. Sometimes they run into trouble either a big risk event or Just a discovery that work cant go as fast as theyd hoped. Then they cant deliver everything on time and within the budget. If they cannot delay delivery and get more money, then they should intentionally drop some part of our scope. Add more time and/or money. If they run into trouble?either with a big risk event or with the discovery that their Lana left something out or Just estimated over-optimistically, they may be able to meet our original project goals by spending more time and/or increasing their budget. Reevaluate the plan. Sometimes, major changes to the company or project or a realization that something was wrong at the start force them to reevaluate the whole project plan. They might be considering project cancellation or they might Just be saying, Theyve got to figure out whats wrong here and fix it. This is called a project review. 13. Managing Scope Creep In project change management, each change requires good Judgment. Therefore, it is essential to write down the change request and take it through a process of research, decision, communication, and if the change is accepted updating the plan. In addition, companies should manage the entire load of change with good communication, planning, and finally education to prevent scope creep. Preventing Scope Creep and set up a clear project life cycle with stages and gates. Let people know that creative ideas are encouraged during the planning and preparation stage. Be sure to do walk-through and risk assessment meetings so that features, quality, value, and risks are all addressed in planning. Also, investigate the initial situation as thoroughly as companies can. Then make a list of their assumptions and check them. If companies do all of this, there will be very few surprises and very few reasons for change. 14. Time Cost Management Time management in project doing stage This part is quite related to how companies finally manage their workers inside the company so as to make time efficient. So, the key to make success in managing them has to do with the employees who need to be motivated and focused. And here are some consideration that companies should notice in managing them. ) Interruptions or conflicting priorities. When people get interrupted, they work only one-third as fast as if they are not interrupted. Also, they may be given contradictory priorities between the project and other work or may feel that there is a conflict. Work to clear time and clarify priorities. 2) The need for a can-do attitude. A can-do attitude, also called a proactive approach, is essential for project work. Because projects are unique, they bring up new challenges and demand creative thinking. Support this in your team. If any team members are more l Just do my Job, focus on avian them understand that there is no excuse for missing a deadline. If work gets stuck, then there is a reason, and team members should come to you and bring the problems, so you can get the work unstuck and they can meet their goals. 3) Overestimation of speed or ability. The plan may simply have had an over-optimistic estimate. Rather than continuing to accept a small, cumulative delay each week, ask what youve learned about how much work can be done and revise the plan so that it is realistic. Cost management in project doing stage Simply tracking expenses is an important first step. There are four other things companies can do to keep costs under management and also reduce hassle. 1) Do clear procurement in writing. Even for small items and short, inexpensive sub- contractor Jobs, write a letter of agreement saying what will be done/ 2) Keep up to date with vendors. Agree on schedules for billing and work with vendors. 3) Keep organized electronic and paper files. 4) Price shop and negotiate for discounts 15. Quality Management These days, companies have emphasized that focusing on quality from the beginning actually lowers project cost while improving the quality of results and allows them to

A Brief Biography of Karl Marx

A Brief Biography of Karl Marx Karl Marx (May 5, 1818–March 14, 1883), a Prussian political economist, journalist, and activist, and author of the seminal works, The Communist Manifesto and Das Kapital, influenced generations of political leaders and socioeconomic thinkers. Also known as the Father of Communism, Marxs ideas gave rise to furious, bloody revolutions, ushered in the toppling of centuries-old governments, and serve as the foundation for political systems that still rule over more than  20 percent of the worlds population- or one in five people on the planet. The Columbia History of the World called Marxs writings one of the most remarkable and original syntheses in the history of human intellect.   Personal Life and Education Marx was born in Trier, Prussia (present-day Germany) on May 5, 1818, to Heinrich Marx and Henrietta Pressberg. Marxs parents were Jewish, and he came from a long line of rabbis on both sides of his family. However, his father converted to Lutheranism to evade antisemitism prior to Marxs birth. Marx  was educated at home by his father until high school, and in 1835 at the age of 17, enrolled at Bonn University in Germany, where he studied law at his fathers request. Marx, however, was much more interested in philosophy and literature. Following that first year at the university, Marx became engaged to Jenny von Westphalen, an educated baroness. They would later marry in 1843. In 1836, Marx enrolled at the University of Berlin, where he soon felt at home when he joined a circle of brilliant and extreme thinkers who were challenging existing institutions and ideas, including religion, philosophy, ethics, and politics. Marx graduated with his doctoral degree in 1841. Career and Exile After school, Marx turned to writing and journalism to support himself. In 1842 he became the editor of the liberal Cologne newspaper Rheinische Zeitung, but the Berlin government banned it from publication the following year. Marx left Germany- never to return- and spent two years in Paris, where he first met his collaborator, Friedrich Engels. However, chased out of France by those in power who opposed his ideas, Marx moved to Brussels, in 1845, where he founded the German Workers’ Party and was active in the Communist League. There, Marx networked with other leftist intellectuals and activists and- together with Engels- wrote his most famous work, The Communist Manifesto. Published in 1848, it contained the famous line: Workers of the world unite. You have nothing to lose but your chains. After being exiled from Belgium, Marx finally settled in London where he lived as a stateless exile for the rest of his life. Marx worked in journalism and wrote for both German and English language publications. From 1852 to 1862, he was a correspondent for the New York Daily Tribune, writing a total of 355 articles. He also continued writing and formulating his theories about the nature of society and how he believed it could be improved, as well as actively campaigning for socialism. He spent the rest of his life working on  a three-volume tome, Das Kapital, which saw its first volume published in 1867. In this work, Marx aimed to explain the economic impact of capitalist society, where a small group, which he called the  bourgeoisie, owned the means of production and used their power to exploit the proletariat, the working class that actually produced the goods that enriched the capitalist tsars. Engels edited and published the second and third volumes of Das Kapital shortly after Marxs death. Death and Legacy While Marx remained a relatively unknown figure in his own lifetime, his ideas and the ideology of Marxism began to exert a major influence on socialist movements shortly after his death. He succumbed to cancer on March 14, 1883, and was buried in Highgate Cemetery in London. Marxs theories about society, economics, and politics, which are collectively known as Marxism, argue that all society progresses through the dialectic of class struggle. He was critical of the current socio-economic form of society, capitalism, which he called the dictatorship of the bourgeoisie, believing it to be run by the wealthy middle and upper classes purely for their own benefit, and predicted that it would inevitably produce internal tensions which would lead to its self-destruction and replacement by a new system, socialism. Under socialism, he argued that society would be governed by the working class in what he called the dictatorship of the proletariat. He believed that socialism would eventually be replaced by a stateless, classless society called  communism. Continuing Influence Whether Marx intended for the proletariat to rise up and foment revolution or whether he felt that the ideals of communism, ruled by an egalitarian proletariat, would simply outlast capitalism, is debated to this day. But, several successful revolutions did occur, propelled by groups that adopted communism- including those in  Russia, 1917-1919,  and China, 1945-1948. Flags and banners depicting Vladimir Lenin, the leader of the Russian Revolution, together with Marx, were long displayed in the  Soviet Union. The same was true in China, where similar flags showing the leader of that countrys revolution,  Mao Zedong,  together with Marx were also prominently displayed. Marx has been described as one of the most influential figures in human history, and in a 1999 BBC poll was voted the thinker of the millennium by people from around the world. The memorial at his grave is always covered by tokens of appreciation from his fans. His tombstone is inscribed with words that echo those from The Communist Manifesto, which seemingly predicted the influence Marx would have on world politics and economics: Workers of all lands unite.†

Managing Change Research Proposal Example | Topics and Well Written Essays - 1000 words

Managing Change - Research Proposal Example A successful management of change process leads to implement the procedural changes in a sustainable manner so that the organization can enjoy the long enduring benefits arising out of such changes (Hernes, Hendrup and Schà ¤ffnerc, 2015). In this paper, research will be done on change management of a renowned global fast food restaurant, Burger King. Theories of cultural changes and adaptation versus standardization will be analysed in order to establish the research agenda. Since its inception, the company has gone through several transformations in terms of management changes and changes in the production and operational process, as a result of external environmental changes. The Florida based company has gone through substantial changes since it has decided to expand its business in the Gulf Region. The research paper will concentrate on how the management has been able to manage the changes exclusively in Gulf region over a period of time. Organizational change is a critical aspect for every organization operating in global business framework. According to Hoenen and Kostova (2014), as the Gulf region is still in a state of pursuing its socio-economic and political reforms and accordingly changing the rules and legislations from time to time, it has become necessary for all the multinational companies operating in this region to change their business process and align their operations with the transforming regulations in this region. Schmid and Kotulla (2011) are on the opinion that when a multinational company decides to expand business in a new region on the globe, the management has to decide for every aspects of business starting from source of raw material, production and distribution process to supply chain and marketing strategies. Therefore, depending on the availability of resources and other facilities they should decide whether the company will standardize their existing

Advantages and disadvantages of outsourcing in IT Project Management Research Paper

Advantages and disadvantages of outsourcing in IT Project Management - Research Paper Example This research will begin with the statement that in most of the businesses today, the sole aim is to operate at optimum levels, where they reduce as many costs as possible and increase revenues to their best. In cost reduction, it is about reducing expenditure, especially expenditure, and ensuring that they use the cheapest products and services as possible. For instance, a company might be in need of a certain service for just but a short period of time. It could also be in need of such a service seasonally and not throughout. It would then be quite expensive and unnecessary to hire a full-time professional to handle that task for a short period then stay idle for a larger amount of time. In such cases, the company could consider hiring that professional on a contractual kind of a relationship. This is the primary concept lying behind outsourcing. Outsourcing is essentially the act of assigning certain business processes or activities to an external party that can help in handling t hem. Most of the time, large organizations cannot handle all their processes internally, either because they are too complex, bulky, or seasonal. The more common reason is the temporary nature of some tasks, such that the company is not willing to hire professionals permanently to carry out these activities from within. When the company then outsources the work to the external service provider, they accord them the responsibility of handling that activity all by themselves and maintaining the firm’s interests and assets at the same time.

Employment Relations in Australia Essay Example | Topics and Well Written Essays - 2000 words

Employment Relations in Australia - Essay Example In addition to this, the trade unions are deemed not to be of necessity as this would bring conflicts which are a vise and would bring disruptions. From the perspective of the employees, they should be multi skilled, flexible and should focus on improvement of business processes. Their efficiency is required to de full time in every field that they may be required to work in. The unions that are to be recognised are only those which are going to further communication between staff groups and the company but not for fighting of rights and seemingly propaganda. In addition to this, good relations and decision making participation is enabled and this is done to improve performance, enhance innovativeness, promote creativity and this is expected to improve the conditions of employment. The conflicts in an organisation are in this believed to emanate from inadequacy on the communication of management policies and information lack The unitaristic approach in Australia is more fictitious as it assumes that the employees will have a common interest with that of the organisation and the employers and that is to focus on achieving maximum results, following company’s policies and adhering to their goals under all conditions. This opposes the thought propounded by Moore and Gardner on managerial prerogative, the validity of unitary in Australia is in question as the theory is only a lie that lies in the heart of HRM philosophy. The insistence on maintenance of a unitaristic state in organizations has gone far and wide to creating tensions in work places and is even believed that the employees no longer work out of good will, but out of lacking an alternative and have to bear the burden of following that which most of them do not believe in. and although they are involved in the decision making process, their interests do not supersede those of the organization and are therefore subordinate to them. Whenever there has been any tendency of formation of unions, measur es have been taken, first to deal with those involved and then with disintegrating the unions as demonstrated by Plowman, David H. (2005) in Recruitment strategies and union exclusion in two Australian call centers. The result which is a case of inequality has led to controversies far reaching even to the policy makers who have not taken it to be a serious case. Their argument is that for a case where growth and development has occurred, this should not be taken as a problem but an avoidable circumstance. Inequality in itself is not a state of poverty, but it’s a situation where equal efforts are not rewarded the same to different employees. It is seen more to be way of discriminating between parties for one reason or the other, either as a punishment or it may go too far to be a bit personal where even benefits and bonuses are involved. This may take different forms; due to race, gender, age, ethnicity, or as a way to let one learn a lesson in obedience to a certain powerful external force. Discussion There has been means in which this has evolved over time, most of which has been innovative and varied over time. For instance, the workplace relationships and awards have shifted from being centralised to being decentralised and the joint negotiations, agreements and awards to being individualised, the permanent contracts on jobs are no longer applicable as contingent working environments have taken their place. This has diminished the collective bargaining

Impact of the Enron Scandal on Accounting Standards

Impact of the Enron Scandal on Accounting Standards Abstract Every firm and its managers are expected to maximize investor returns while complying with regulatory standards, avoiding principal-agent conflicts of interest, and enhancing the reputational capital of their firms. However, in practices, being ethically is not just about giving large sum of charitys money but recognizing and acting on potential ethical issues before they become legal problems are more important aspects to taking care of. Enron collapsed as the result of unethical management practices such as the equivocation of taxes and fraudulent accounting practices. The Enron scandal is the most significant corporate collapse in the United States since the failure of many savings and loan banks during the 1980s. This scandal demonstrates the need for a close look at the ethical quality of the culture of business generally and of business corporations in the United States. Organization need to infuse ethics and integrity throughout their corporate cultures as well as into their d efinition of success. Unethical and illegal business practices at Enron led to the creation of Serbanes Oxley Act of 2002. This report will discuss and find out illegal and unethical activities, impacts on stakeholders and lessons from the Enron case. The Enron Scandal and Ethical Issues Enron Corporation is an energy trading, natural gas, and electric utilities company located in Houston, Texas that had around 21,000 employees by mid-2001, before it went bankrupt. Its revenue in the year 2000 was more than $100 billion and named as Americas most innovative companies for six consecutive years by Fortune. Enron was a company that was able to profit by providing the delivery of gas to utility companies and businesses at the fair value market price. Enron was listed as the seventh largest company in the United States and had the domination in the trading of communications, power, and weather securities (Corporate Narc, nd). At first sight, Enron looks like an excellent corporate citizen, with all the corporate social responsibility (CSR) and business ethics tools in community (Sims Brinkmann, 2003). However, the scandal of Enron has been the largest corporate scandal in history, and has become emblematic of institutionalized and well-planned corporate fraud; the Enron scandal involves both illegal and unethical activities. According to Carroll and Buchholtz (2008), the CFO Jeffrey Skilling and the CEO Ken Lay played major roles in the Enron scandal. Both of them committed securities fraud and conspiracy to inflate profit. In disguise debts of Enron, Lay and Skilling used off-the-books partnerships, after that they lied to investors and employees about the companys disastrous financial situation while selling their own companys shares (Carroll Buchholtz, 2008, p. 256). Enrons top level management has violated several accounting laws, SPE laws, and bent the accounting rules to satisfy their own desires of profit in the short term but ignoring long term repercussions for investors, stockholders, employees and the business itself. The close relationships that were formed among top leading executives and the board of directors grew arrogant, thinking they were invincible and causing them to act in an unethical manner. Enron allowed Andrew Fastow, the Chief Financial Officer to control two SPEs (special pur pose entities) that were knowingly connected to Enron, and gave him an opportunity to abuse his power. Enron also parked some of its debt on the balance sheet of its SPVs and kept it hidden from analysts and investors. When the extent of its debt burden came to light, Enrons credit rating fell and lenders demanded immediate payment in the sum of hundreds of millions of dollars in debt (Sims Brinkmann, 2003). It means that Enrons decision makers saw the shuffling of debt rather as a timing issue and not as an ethical one. They maintained that the company was financially stable and that many of their emerging problems really were not too serious, even though they knew the truth and were making financial decisions to protect their personal gains. No discussion of the Enron scandal would be complete without a discussion of the involvement of Enrons accountants, the firm Arthur Andersen. Arthur Andersen was one of many causes of the Enron collapse when they were the conflict of interest between the two roles played for Enron, as auditor but also as consultant. Andrew Fastow, the Chief Financial Officer of Enron pushed many deals across where he had a vested interested on both sides of the deal. By creating and knowingly participating in these deals, he put his financial greed above the responsibility to his position for the company. According to Paul and Palepu (2003) in 2000, Arthur Andersen earned $25 million in audit fees and $27 million in consulting fees, this amount accounted for roughly 27% of the audit fees of public clients for Arthur Andersens Houston office. The auditors methods were questioned as either being completed solely to receive its annual fees or for their lack of expertise in properly reviewing Enrons reve nue recognition, special entities, derivatives, and other accounting practices. Due to these relationships that Enron had with Arthur Andersen, it was just too easy for both Enron and the accounting firm to work together in covering up financial losses and debt. Andersen was also responsible for some of Enrons internal bookkeeping, with some of Andersens employees eventually leaving to work for Enron. The result of the accounting scandal was that many of the losses that Enron encountered were not reported in its financial statements. In November, 2001, Enron revises financial statements for the previous five years to account for $586 million in losses (Corporate Narc, nd). After a series of scandals involving irregular accounting procedures bordering on fraud involving Enron and its accounting firm Arthur Andersen, it stood at the verge of undergoing the largest bankruptcy in history by mid-November 2001. As Enron was considered a blue chip stock, this was an unprecedented and disastrous event in the financial world. Enrons plunge occurred after it was revealed that many of its profits and revenue were the result of deals with special purpose entities (Corporate Narc, nd). Enrons leaders also ignored, then denied serious problems with their business transactions and were more concerned about their personal financial rewards than those of the company. When the companys stock price began to drop as the problems were becoming public, the company was transitioning from one investment program to another. Impacts on Stakeholders Every business has a moral obligation to serve its stakeholders, whether they are business partners, customers, stockholders, or employees. Enrons bankruptcy has injured several parties including banks, stockholders, former employees, customers, suppliers, communities, and also the United States. Impacts on Employees The first thing, and most important thing the Enron scandal had an effect was the job situation. Carroll and Buchholtz (2008) argued that when Enron went bankrupt and then the Arthur Andersen accounting firm went out of business in 2002, employees were displaced and significantly affected (p. 47). Enrons financial implosion has cost thousands of employees their jobs, left thousands of people still employed by the bankrupt trader and left 5,600 employees jobless and facing retirements with no nest eggs (Carroll Buchholtz, 2008, p. 256). Many employees had their entire pensions vested in Enron stock, Kenneth Lay advised employees keep their Enron stock when the firm was crashing, and he was selling his own. While the employees were unable to sell their stock, Lay and other executives were quickly selling off many of their shares. The lives and savings of thousands employees were destroyed. They also were deprived of the freedom to diversify their retirement portfolios; and they had to stand by helplessly while their retirement savings evaporated at the same time that top managers cashed in on their lucrative stock options. Impacts on Investors and Stockholders As the result of Enron scandal, individual and institutional investors lost millions of dollars because they were misinformed about the firms financial performance reality through questionable accounting practices, and all of the shareholders lost the money that they had invested in the corporation after it went bankrupt. Shareholders lost nearly $11 billion when Enrons stock price, which hit a high of US$90 per share in mid-2000, plummeted to less than $1 by the end of November 2001 (Answers.com, 2010). Investors those who were hurt can never be made totally whole once again after the terrible experiences of Enron. Impacts on the United States and Communities Political parties, such as the Bush administration, who accepted contributions from Enron, were finding themselves in positions where returning the funds to Enron or donating them to a charitable. Enron also affected the United States in several important ways. If anything positive can be said about the Enron scandal, it is that the scandal itself heightened awareness of the importance of integrity in Accounting and business in general, and led to the creation of new safeguards to make sure that something like this would not happen again, or at least not to the full extent of the Enron damage. Enron cynically and knowingly created the phony California electricity crisis of 2000 and 2001. Between 30 percent and 50 percent of Californias energy industry was shut down by Enron a great deal of the time, and up to 76 percent at one point, as the company drove the price of electricity higher by nine times (Corporate Narc, nd). Impacts on Other Stakeholders The Enron scandal also harmed other stakeholders. For example, Enron top managers pressured Arthur Andersen to certify maximum-risk; questionable accounting practices in part to retain their consulting business and, by acceding to this pressure, Arthur Andersen won huge contracts in the short run however ultimately lost their professional credibility and client base. Some investment banks such as Citigroup, J.P. Morgan, and Merrill Lynch made over $200 million in fees from deals that helped Enron and other energy firms boost cash flow and hide debt, and, by failing to exercise their own adequate due diligence, they multiplied the harm done to other stakeholders. Citigroup and JP Morgan Chase in particular appeared to have significant amounts to lose with Enrons fall. Punishment Thousands of aggrieved employees, investors, and other stakeholders were waiting to find out what punishment will be meted out to those who covered up Enrons true financial position so successfully for so long. Three individuals that participated in the various frauds that were committed by Enron included the former president and CEO of Enron, Jeffrey Skilling; former chief financial officer in charge of LJM, Andrew Fastow; founder, former chairman, and CEO, Kenneth Lay. At first, in 2002, Enrons former chief financial officer, Andrew Fastow, and three other current and former Enron executives exercise their Fifth Amendment right not to testify at a congressional hearing. He was charged with securities fraud, wire fraud, mail fraud, money laundering, and conspiracy. It is alleged that Fastow and others devised a scheme to defraud Enron and its shareholders (Cbsnews.com, 2006). Fastow, his wife Lea Fastow and nine other former executives faced 31 more charges and 98 counts of fraud an d they were also indicted on a host of fraud, insider trading, and other counts (Associated Press, 2006). Andrew Fastow pleaded guilty to two counts of conspiracy. The plea called for a 10-year sentence and his aid in targeting former top Enron executives Kenneth Lay and Jeffrey Skilling. Lea Fastow pleaded guilty to filing false tax forms. Finally, in March 2006, Fastow had already pleaded guilty and faced up to 10 years in prison on two counts of conspiracy. Lay and Skilling went on trial for their part in the Enron scandal in January 2006 in Houston. Skilling faced 31 counts ranging from fraud to lying to auditors for allegedly lying about Enrons financial state. Lay faced seven counts of fraud and conspiracy for allegedly perpetuating the scheme. After six days of deliberations, on May 25, 2006 a verdict was reached in the Houston trial of former Enron chiefs Kenneth Lay and Jeffrey Skilling. Skilling was convicted of 19 of 28 counts of securities fraud and wire fraud and acquitted on the remaining nine, including charges of insider trading, making him the highest ranking former executive charged in the collapse of Enron. He was sentenced to 24 years and 4 months in prison for his role in one of the biggest corporate scandals in U.S. history (Cbsnews.com, 2006). Lay was convicted of all six counts against him, including conspiracy to commit securities and wire fraud and he faced a total sentence of up to 45 years in prison. However, be fore sentencing was scheduled, Lay died on July 5, 2006 due to a heart attack (Answers.com, 2010). Lessons from the Enron Case In the new economic, the Enron scandal has been being the morality lesson. The case will teach executives and the American public the most important ethics lessons. The first lesson it that both individuals and organizations or firms should only earn money by providing goods or services that have real value in the new economic. Moreover, executives who are paid too much can think they are above the rules and can be tempted to cut ethical corners to retain their wealth and perquisites. Every firms need to demonstrate that they have eliminated all off-books accounts which distort the publics understanding of the financial health of the organization and they should to pledge that they will not suspend the companys code of conduct, or at least report to the public when they do. In order for companies to prevent an Enron-like scandal, there needs to be supervision over managers and executives as they exercise their own business judgments about what is in the best interest for an organizat ion. Kirk Hanson (2002), executive director of the Markkula Center for Applied Ethics, explained that the Enron scandal demonstrates the need for significant reforms in accounting and corporate governance in the United States, as well as for a close look at the ethical quality of the culture of business generally and of business corporations in the United States. Due to the accounting frauds that occurred in the Enron scandal, several accounting firms should reorganize their employees towards remaining loyal to the ethical standards demanded by the SEC. In order for companies to prevent an Enron-like scandal, there needs to be supervision over managers and executives as they exercise their own business judgments about what is in the best interest for an organization. On the other hand, when accounting firms have been moving to sever in both auditing and consulting services for their consulting businesses, the SEC should probably adopt additional disclosure requirements. Government regulat ions and rules need to be updated for the new economy, not relaxed and eliminated. Conclusion Looking at the Enron scandal from the retrospective viewpoint of history, essentially most of the problems faced by Enron derive from the immoral and unethical actions taken on by the board of directors in their attempt to achieve personal profits. The Enron scandal changed the lives of everyone in America and perhaps just as importantly, it forced everyone to look at themselves and fully realize the consequences of reckless greed and the breakage of laws on a whim. Most of individuals and organizations had been receiving proper punishment and lessons for their relevance.