...Plan TS5332 Project Budgeting, Procurement, and Quality Instructor: Thursday, July 14, 2016 Contents Triplicty Events Integrate Change Control Plan 1 Plan to Setup Change Control Board (CCB) 1 Category 1. Changes to Project Objectives 1 Category 2. Forced Modification of Scope 1 Category 3. Possible Modification of Scope – 1 Plan to Review and Approve Requested Changes 3 Change management process 4 Change Request Process Flow Requirements 4 Change Request Form and Change Management Log 5 Plan for Managing Approved Change Procedures 5 Evaluating and Authorizing Change Requests 6 Types of Change Requests 7 Status of Change Requests 7 Plan for Corrective and Preventative Action Procedures 8 Overview of CAPA 8 Corrective and Preventative Action Procedure 8 Plan for Areas that Needed to be Updated After Approved Changes Are Implemented 10 Plan for Controlling Project Quality from Standards Based on Quality Report Procedures 10 Control procedures 11 Control methods 11 Quality procedures 11 References 12 Triplicty Events Integrate Change Control Plan Plan to Setup Change Control Board (CCB) Change requests are inevitable in any project. In order to effectively manage the changes for the Triplicty project, a change control board (CCB) has been devised to review and prioritize changes presented during the course of the project. The CCB can range from the Group 2 project managers and the Triplicity management teams meeting on...
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...Low-cost carriers are also known as the LCCs or budget airlines. The first LCCs business was established at 1971 in the Southwest of US. LCCs had become a common business model in present time. It was stated by (HKEXPRESS n.d.) that LCCs is maintaining a safety flight journey with the lowest air ticket price to travel between destinations, in the arrival time and paid fee for the customer service as you desire. For the reason of LCCs is providing the cut-price airfares sending you to the destination on time. This is the main impact of reasons why most travellers choose LCCs rather than FSCs airline. The phenomenon of low-cost carriers of lower fare makes the impossible dream possible for people to enjoy traveling for the first time in their life. This has become the captivating selling point to the passengers that may not be concerned regarding the in-flight service or luggage...
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...for waist to be more ... Casestudy Bersin Pfizer Red Hat[1] - SlideShare www.slideshare.net/Jnasslander/casestudy-bersin-pfizer-red-hat1 Nov 24, 2011 - Casestudy Bersin Pfizer Red Hat[1] Document Transcript ... companies can source applicants looking for new OAKLAND, CA 94611 roles, as well as .... Training – Continually reinforcing correct behaviors and training on new ... [PDF] Q10 Approach to Design (PDF - 769KB) www.fda.gov/downloads/Drugs/.../Manufacturing/UCM291602.pdf georges.france@pfizer.com. 1 ... Inhaler Case Study: Use of CAPA and QRM. • How ICH Q10 enablers ... Looking for continual Improvement. Development ... Case Study: Pfizer & Content Managment - PointSharePoint www.pointsharepoint.com/.../case-study-pfizer-content-managment.html by Hitender Singh - Apr 24, 2009 - A case study from Gartner on Pfizer Shows Why & How: .... as the search engine to support federated searches...
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...Www.academia.edu/1508051/AirAsia_The_Worlds_Lowest_Cost_Airline Presentation ref Pacific Southwest Airlines 1949 – first low cost airline Pioneered by Southwest airlines in 1970s followed by Ryanair and easyjet in europe Monopoly Operator Malaysian Airlines Promotional fare as low as MYR 1 Started 1993 Boought by tony Fernandez in 2001 AirAsia, the heavily-indebted subsidiary of the Malaysian government-owned conglomerate, DRB-Hicom, was quickly losing money. Fernandes mortgaged his home and used his personal savings to acquire the company, comprising two ageing Boeing 737-300 jets (9M-AAA and 9M-AAB) and US$11 million (RM40 million) worth of debts, for one ringgit (about 26 US cents), and transformed it into an industry player. One year after his takeover, AirAsia had broken even and cleared all its debts DRB-HICOM assembles cars in Malaysia for Honda, Isuzu, Suzuki, Mercedes-Benz[1] and Volkswagen,[2][3] with plans for expansion. REFERENCE http://www.airasia.com/ask/template.do?id=429 PARIS, 19 JUNE 2013 – AirAsia is named the World’s Best and Asia’s Best Low Cost Airline for the fifth consecutive year at the 2013 World Airline Awards. AirAsia X, the low cost, long haul affiliate carrier of the AirAsia Group also received the World’s Best Low Cost Airline – Premium Class and World’s Best Low Cost Airline – Premium Class Seat title. The Skytrax World Airline Awards is the global benchmark of airline excellence and one of the most prestigious accolades...
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...This report analyses and evaluates the potential for EasyJet to continue to be competitive in the UK and Europe but also the opportunity to expand into India INTRODUCTION – THE COMPANY AN OVERVIEW Easyjet Airline was established in 1995 by Sir Stelios Haji-Ioannou a Greek Cypriot as part of EasyGroup Holdings Ltd. He envisaged it as a low cost airline which could impact on the existing domestic market in the UK which was at the time dominated by large British companies such as British Airways and British Midland. The Company started with two leased airplanes and began operating from London Luton to Glasgow and Edinburgh In 1996 they began operating from Luton to Amsterdam and now in 2014, operate on 633 routes across more than 30 countries and own 217 Airbus aircraft. They employ over 8,000 people including 2,000 pilots and 4,500+ cabin crew and in 2013 they flew over 60 million passengers They now claim that “over 300 million people within a one hour drive of an EasyJet airport” (Easyjet About Us 2013) The obvious move for the airline for further growth may now be outside of Europe and India may be the best market to consider. PESTLE Analysis Political/Legal Up to April 1997 the European Airline Market was regulated strictly and each county controlled their own airline companies. After 1997 and deregulation the European market opened up for carriers and subsequently for example an Irish low cost carrier like Ryan Air was allowed to operate between two other European countries...
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...in the forefront of discussions about their own industry and more general questions as political and social consciousness changes under the impact of the restructuring crisis. These experiences are valuable for all workers. While 9/11 and subsequent events greatly worsened the crisis, the dire state of this industry pre-dated the 9/11 attacks. The major carriers were losing millions of dollars and facing possible bankruptcy filings because of broken business models that were no longer profitable. In the capitalist system that generally means businesses fold. Bankruptcy as a Weapon Government aid still flows to the airlines, as it did after 9/11. But Wall Street and Washington are pushing the restructuring process. Meanwhile some important facts indicate the depth of the crisis and the challenge facing rank-and-file workers and their unions. Last summer US Airways, the seventh largest carrier, filed for bankruptcy and began slashing jobs, wages and benefits. It emerged from bankruptcy in the spring as a smaller carrier with lower labor costs than most of its competitors, but US Airways is still not out of turbulent skies. "They've basically changed every little thing, and all those little things add up to the employee working more days for less pay," said one flight attendant. United Airlines, the second largest carrier, fired or furloughed more than 30,000 employees since 9/11, 34% of its worldwide total. It filed for bankruptcy protection in December and recently forced...
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.............................. 7 5. ORGANIZATION............................................................................................................. 7 6. MARKET ENTRY STRATEGY ................................................................................... 8 6.1 Strategic alliances .............................................................................................................. 8 6.1.1 Environment that can help the alliance strategy success .................................... 9 6.1.2 Environment having problems............................................................................................ 9 6.2 The product differentiation and vertical integration ............................................ 9 6.2.1 Why strategies were chosen ............................................................................................ 10 6.2.2 Implementation strategy...
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...Unclassified Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development DAF/COMP(2014)14 06-Jun-2014 ___________________________________________________________________________________________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE DAF/COMP(2014)14 Unclassified AIRLINE COMPETITION -- Background Paper by the Secretariat -18-19 June 2014 This document was prepared by the OECD Secretariat to serve as a background note for Item IX at the 121st meeting of OECD Competition Committee on 18-19 June 2014. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. More documents related to this discussion can be found at http://www.oecd.org/daf/competition/airlinecompetition.htm. English - Or. English JT03358883 Complete document available on OLIS in its original format This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP(2014)14 TABLE OF CONTENTS Introduction ................................................................................................................................................. 3 1. Features of the airline industry .............................
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...“Turkish Airlines experiences rapid expansion”. This is the title of an article appeared on November 14, 2013 in the Financial Times. In the decade 2003-2013 the company expanded enormously, from 65 to 233 aircrafts, the passenger numbers have more than quadrupled and the number of international destinations grew surprisingly from 76 to 199. (See Exhibit 1) At present, Turkish Airlines appears to be one of the most extensive airline companies with 106 connected countries (the last was added in April 2014). It was also acclaimed as the best European company in the last four years consecutively at the Skytrax World Airline Awards, being the third most profitable carrier after Ryanair and Easyjet. The expansion continues: with the project of the third Istanbul’s international airport and the announcements of new destinations to countries like Mexico, Philippines and South Sudan. (See Exhibit 2) How a small Turkish state-owned company became so huge and successful? What are the main challenges it had to face and how did it tackle them? What are the main actual and future issues for a company that is expanding quickly and widely? We will try to give an answer to these questions in the paper: starting from an essential and short presentation of Turkish Airlines historical evolution, making a synthetic overview of its main strategies and analyzing the past and the future challenges in developing countries such as India. Turkish Airline historical steps towards internationalization...
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...Introduction………………………………………………….3 Ryanair’s Background……………………………………..3 Ryanair’s external environment analyses (PESTEL)…3 Ryanair’s internal strategic capabilities (SWOT)……...4 Ryanair’s strategic choice (Porter’s five forces)………5 VRIO framework……………………………………………..5 Rumelt’s criteria……………………………………………..6 Ryanair’s implementation of low cost strategy………..6 Recommendations………………………………………….6 Conclusion…………………………………………………...7 Reference List……………………………………………….7 Appendix………………………………....…………………..8 12.1 Presentation’s slides…………………………………8 Word count 1,744 (excluding reference list and appendix) 2 Besmir Lika 1.0 Introduction Strategic Management Individual Report Richard Jump The notion of underlying the concept of generic strategies is that competitive advantage is at the heart of any strategy, and achieving competitive advantage requires a firm to make a choice, if a firm is to attain competitive advantage, it must make a choice about the type of competitive advantage it seeks to attain and the scope within which it will attain it (Porter, 2004). The purpose of this report is to assess the key strategies chosen by Ryanair within cost leadership and that were likely to generate competitive advantages to the organisation. Furthermore, this paper will analyse the Ryanair’s decision to become a low cost airline through Porter’s five forces. It will help to understand the industry attractiveness and competitive forces. PEST analyses will be directed in order to analyse...
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...EXECUTIVE SUMMARY Tony Fernandes, as the Chief Executive Officer of AirAsia, decided to pursue his dream to start an airline with the following vision: “To be an airline that flies long-hauls with low fares with a corporate culture that is flexible and functional”. AirAsia has achieved its title as “The World Lowest Cost Airline,” and was also one of the world’s most profitable airlines. This report provides an analysis and evaluation of internal and external of the company. Methods of analysis includes of internal and external assessment and financial analysis. SWOT analysis provided in this report will shows the strengths, weaknesses, opportunities and threats of AirAsia. At last of this report, we have provided the recommendations for AirAsia to increase their performance. 1.0 INTRODUCTION 2.1 Company Background Asia’s leading airline was established with the dream of making flying possible for everyone. Since 2001, Air Asia has swiftly broken travel norms around the globe and has risen to become the world’s best. Air Asia was named the World’s Best Low Cost Airlines in the annual World Airline Survey by Skytrax for five year consecutive years in 2009, 2010, 2011, 2012 and 2013 and has been ranked Top 5 among the most recognized and admired airlines in the Asia Pacific Top 1000 Brands 2008. With a route network that spans through to over 20 countries, Air Asia continues to pave the way for low-cost aviation through our innovative solutions, efficient processes...
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...Cyros Lakdawala Botvinnik move by move 'Ill INW,tiHlfiJ rymafl( he-ss"co m EVERYMAN CHESS First published in 2013 by Gloucester Publishers Limited, Northburgh House, 10 Northburgh Street, London ECIV OAT 2013 Cyrus Lakdawala Copyright © The right of Cyrus Lakdawala to be identified as the author of this work has been asserted in accordance with the Copyrights, Designs and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, electrostatic, magnetic tape, photocopying, recording or otherwise, without prior permission of the publisher . British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. Kindle ISB N: Ebook ISBN: 978-1-78194-104-1 978-1-78194-103-4 480, Distributed in North America by The Globe Pequot Press, P. O Box 246 Goose Lane, Guilford, CT 06437-0480. All other sales enquiries should be directed to Everyman Chess, Northburgh House, 10 Northburgh Street, London ECIV OAT tel: 020 7253 7887 fax: 020 7490 3708 email: info@everymanchess.com; website: www.everymanchess.com Everyman is the registered trade mark of Random House Inc. and is used in this work under licence from Random House Inc. Everyman Chess Series Chief advisor : Byron Jacobs Commissioning editor: John Emms Assistant editor : Richard Palliser Typeset and edited by First Rank Publishing...
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...CH.12 Managing Human Resources Why Is HRM Important? 1. it can be a significant source of competitive advantage as various studies have concluded 2. HRM is an important part of organizational strategies 3. the way organizations treat their people has been found to significantly impact organizational performance High performance work practices * Self-managed teams * Decentralized decision making * Training programs to develop knowledge, skills, and abilities * Flexible job assignments * Open communication * Performance-based compensation * Staffing based on person–job and person–organization fit * Extensive employee involvement * Giving employees more control over decision making * Increasing employee access to information HRM processs: External factors that affect HRM process 1. The economys 2. Employee labor unions A labor union is an organization that represents workers and seeks to protect their interests through collective bargaining. 3. Legal environment of HRM -affirmative action is Organizational programs that enhance the status of members of protected groups -work councils is Groups of nominated or elected employees who must be consulted when management makes decisions involving personnel -board representatives is employees who sit on a company’s board of directors and represent the interests of the firms employees 4. Demographic trends With Gen Y now in the workforce, analysts...
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...believe that even students like us can help people like them in our own ways. And that is the main purpose of doing this documentation and that is to encourage people to help and keep an open mind on the societal issues that our country has. Its never too late for change. So lets act now. Eleanore: We all have experienced discrimination in our everyday lives, may it be a serious one or something that is laughed at the end of the day. But no matter how funny we think about the things we say about others, in some point, we've already offended and caused pain to other people. For me, all we need to do is to be more careful of what we say unto others to prevent things from hurting each other. We are all created equally and I dont see any reason why people should treat each other unfairly. Maybe, what we all need to do is to look at ourselves in the mirror before we start saying mean things to others. These are childish acts that we have brought as we grow older and I guess we all should be mature enough to notice everything that we're doing. We must learn to appreciate others and respect! Kara: When I first got in the area, I’m in doubt if we can make the interview possible. We even mock Aetas along our way to Zambales but during the interview as I saw the sincerity in the eyes of the Aeta, it changed the way I see them. We often think that they are not civilized and we often call them “taga-bundok”. But they are human beings who feel pain and should be respected. As the song goes...
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... in turn, comes from Ryanair's use of smaller, lower cost airports with fast turnaround times, its bargaining power with airports and the impact of bag and check-in fees on lowering handling and check-in costs at airports. Costs per passenger (EUR, ex fuel) | Ryanair | easyJet | Norwegian | Air Berlin | Spirit | Southwest | Staff | 5 | 8 | 15 | 14 | 16 | 33 | Airports & Handling | 8 | 18 | 8 | 26 | 15 | 22 | Route Charges | 6 | 6 | 13 | 8 | - | - | Aircraft O’ship & Maint. | 6 | 8 | 17 | 20 | 16 | 17 | Sales & Marketing | 2 | 6 | 12 | 31 | 4 | 2 | Total | 27 | 46 | 65 | 99 | 51 | 74 | % vs Ryanair | - | +67% | +137% | +262% | +86% | +170% | Source: CAPA - Centre for Aviation and latest available accounts via Ryanair presentation 28 January 2013 Another important source of unit cost advantage is its labour force, which is more productive and flexible (around 50% of flight crew are contractors employed only when required). It also benefits from high seat density (189 seats per aircraft, compared with easyJet’s 156 on A319s and 174 on A320s), high load factors (82% for Ryanair in the year to December 2012 versus just below 80% for AEA carriers), a point to point strategy that allows high aircraft utilisation, a young and efficient fleet, lean overheads and a lack of legacy pension costs. Ryanair’s focus on having the lowest costs in the market is the...
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