Defining Success in Project Management

Defining Success in Project Management EXECUTIVE SUMMARY The report focuses upon the constituents of project success and provides key recommendations to enhance the company’s policy manual and understanding. The constituents are: Timescale Cost Quality Health and Safety Legacy Case studies examining projects which are established as being excessively flawed in one or more area feature: The Boston ‘big dig’, USA (timescale, cost, quality, safety) Qatar 2022 World Cup (safety, legacy, quality) Sydney Opera House (timescale, cost) In contrast, the London 2012 Olympic project is regarded as a major success. This expansive project was delivered safely on time, on budget and boasts a positive legacy. Failures common to the flawed projects are compared to the success of the Olympics. These company qualities constitute project management success: achieving ambitious performance targets developing partnerships Having a trained, integrated, experienced and motivated workforce placing value delivered over costs saved THE CONSTITUENTS OF SUCCESS Project management is a continuously evolving discipline. There is no golden formula to ensure perfect success (Smith, 2008). However, understanding gained through experience, investment in training and development of targets helps realise a project as successfully as possible. The constituents of success may be identified as: Timescale. A successful company adheres to defined objectives, plans effectively, anticipates problems and delivers a project to the client by an agreed deadline. Finance. This is not just about keeping costs low and within a defined budget, but about delivering the best value. Waste should be minimised and labour efficiency maximised. Margins are traditionally low in the industry (Egan, 1998): a successful company does not merely survive but makes a good enough profit to: Continue delivering the best value for clients and stakeholders Attract long term shareholders Invest in training, research and product development. Be honest and realistic about budgets Quality. There should be no building defects and through value management, client expectations should not only be met but exceeded. Through quality, a successful company retains and grows their client base and develops partnering arrangements. Partnerships with major clients reduce cost and timescales (Egan, 1998). Health and Safety. A successful project ensures a paucity of injuries and avoids fatalities. Legacy. A successful project leaves an appropriate, lasting imprint in the following ways: Political – promoting infrastructure and industry improvement. Economic – generating income for the area. Environmental – sustainability, adhering to low carbon construction. Cultural – benefitting all stakeholders. Technical – pushing the boundaries of achievement. Ideally succeeding on all levels, projects may instead succeed in one or more area but fail excessively in other areas. Three cases deemed overall failures are examined. FAILURE CASE STUDIES THE ‘BIG DIG’, BOSTON, USA Figure 1 The Big Dig or Central Artery/Tunnel Project (Geotimes, 2002) The ‘Big Dig’, launched in 1991, was the most expensive construction scheme in U.S. history designed to replace an outdated highway costing the economy $500 m/year (Silverman, 2015). The project was originally estimated at $2.6 billion due for completion in 1998 (National Academy of Engineering, 2003). However, delays pushed the project completion date to 2007 with cost overruns of $12.2 billion (Silverman, 2015). There were numerous reasons for the project delays: Tunnel leaks caused by lack of due diligence Program delays due to numerous revisions of the signature cable stayed bridge Change of management and communication issues Failure to manage client and stakeholder involvement Challenges of undertaking construction alongside daily public use Additionally, a tragedy occurred when ceiling panels in a tunnel collapsed, causing a fatality and resulting in extensive litigation for management. Federal investigation blamed inadequate materials and the projects escalating budget (LeBlanc, 2007). The excessive failures of the project led to extensive evaluation. Figure 2 shows the changing total project cost. Inflation contributed heavily approximately $6.5 billion. However, the true impact was difficult to assess due to the dynamic interplay of scope, schedule and construction costs. Mitigation costs were inadequately quantified (National Academy of Engineering, 2003). Figure 2 Cost History and Scope Evolution, in millions of dollars (Data from Edwards, 2002) 2022 WORLD CUP, QATAR Figure 3 Stadium construction site (Bhatia, 2014) The 2022 World Cup in Qatar is another prominent example of management failure. It remains to be seen whether the project will finish on time and on budget, although the figure reported by Deloitte is an excessive $200 billion USD (Figure 4) (Deloitte, 2013). However, regardless of final performance in these regards, the project will be remembered as an appalling failure in safe and responsible construction. Reports have emerged exposing unethical (and in some cases, illegal) practises on the part of contractors responsible for the various sites and developments. Despite the colossal spending involved in the project, the cost of construction work has been minimised through cheap migrant labour subjected to poor working conditions and minimal pay. Workers’ payslips reveal that some labourers were paid as little as  £4.90 a day, or 45p an hour. In other cases, pay has been withheld for up to one year (Booth and Pattison, 2014). Beyond financial exploitation, there has been disregard from contractors regarding safety on-site: controls are often lax and additionally, labourers are required to work in extreme temperatures for long hours. Both of these factors combined resulted in a reported death toll of over one per day for workers in 2014 (Gibson and Pattison, 2014). Figure 5 illustrates the death toll in comparison with equivalent sporting events. Figure 5 – Construction deaths in recent sporting events (London Loves Business, 2014) It should be noted that this performance can be attributed primarily to the contractors managing the projects – an international law firm’s report confirmed that â€Å"it appears clear to us that the legislation is in place to ensure migrant workers wages are paid and to preclude unauthorised deductions. It is, therefore, an issue of the proper monitoring and enforcement of such legislation.† The same conclusion was also expressed regarding worker safety considerations (DLA Piper, 2014). Regardless of deadlines or commercial performance, a key managerial role must be to ensure a safe, ethically run site. For this reason the construction of Qatar 2022 will always be considered a failure. 3.3 SYDNEY OPERA HOUSE Known globally as the symbol for Australia, Sydney Opera House is arguably one of the world’s most breath-taking structures, floating effortlessly atop the Sydney Harbour. However, the task of realising the project was far from effortless. Figure 6 Sydney Opera House (SOH) (Enochlau, 2006) In 1957, architect Jà ¸rn Utzon won the competition initiated by the New South Wales government for the building. Construction started in 1959 with Utzon as project manager. The first failure stemmed from biased judgement tending to architectural form rather than feasibility. The judging panel also failed to evaluate how much experience the competition entrants had with large-scale design projects. The incomplete, untested structural strategy proposed to achieve the complex roof design was the second failure; the project started without a full set of completed drawings (MIT, 2011). This was one of the first major projects to be designed using CAD software, thus imposing challenges in itself. Furthermore, there was no clear program, resulting in major design changes being made on a daily basis during construction. These changes included the demolition and reconstruction of parts of the structure and consequently the budget soared to an unprecedented level. Stakeholders began to get involved and demanded alterations be made for financial reasons. For example, the Australian Broadcasting Commission wanted the proposed larger opera hall to be converted to a concert hall because to increase revenue through larger audiences (MIT, 2011). Figure 7 SOH under construction (Martin, 2012) In 1966 Utzon resigned as project manager, taking the majority of the designs with him. The new management subsequently struggled to replicate them which had significant cost and program implications. The project took 14 years to complete, which was originally planned for 4 years. The total cost amounted to $102 million AUSD; the initial estimate was $7 million (Martin, 2012). The scale and complexity of the project was unprecedented and the original cost estimate was highly unrealistic. A SUCCESS STORY: LONDON OLYMPIC GAMES 2012 The London 2012 Olympics was undoubtedly a management success. This can be attributed to two key factors ambitious targets and foresight in planning. Figure 8 Queen Elizabeth 11 Olympic Park, London (Inhabitat, 2010) The Olympic Design Authority (ODA) had clearly defined targets concerning environment and sustainability, health safety and design legacy. PICTURE The ODA began planning the Olympic bid and brief well in advance of construction. They utilised the knowledge and experience of specialist government departments (e.g. Health and Safety Executive) concerning: The commissioning of studies to identify contractors with relevant experience Setting targets for each phase Monitoring and developing partnerships with contractors On site health and safety management (HSE involvement) Despite a multitude of challenges arising from the enormous scale, the project succeeded on many levels: Delivered on time final works completed in September 2011. Exemplary health and safety record – the plan was to set a new standard in construction, to research educate the industry to develop a health and safety conscious and proactive culture. This was achieved emphatically; there were no work related fatalities on the whole of the construction programme. Injury frequency rate as reported by the HSE per 100,000 hours worked was 0.16, well below the industry average of 0.55 (Bolt et al, 2012). Legacy – The project provided: re-use of world class sporting facilities, affordable housing to a now prime area, implementation of modern infrastructure and a massive urban regeneration programme. Cost The original cost of the games in its entirety was advertised at around the  £2.4 billion mark. This was revised to  £9.3 billion in 2007 (DCMS 2012). Despite being initially over budget, there was openness and transparency concerning financing. This resulted in a revised, realistic budget which delivered a successful venue for the games. COMMON FAILURES AND COMPARISON WITH SUCCESS Considering the constituents of success in section 2, table 5.1 compares common themes found within the failures to the success of London 2012. Table 5.1: Comparing common failure themes with success. It is clear that a project may be deemed a success if the above criteria are achieved with the exception of sticking rigidly to an original budget. Ultimately, the British Government was correct in spending more to entirely achieve the other four criteria. CONCLUSIONS AND RECOMMENDATIONS This report concludes that having control and command of the five areas outlined in sections 2 and 5 constitutes success. If a project is a technical success but fails on other levels, then it may be deemed an overall failure. Equally, saving money does not equate to success or delivering the best value for stakeholders and spending money does not guarantee safety. The policy manual should therefore state that the company: Establishes and adheres to a system of clear performance targets. Allowing evaluation of quality and performance. Pursues a culture of establishing partnering relationships with clients offering repeat business. Improving efficiency. Decreasing the need for tendering and contracts (Egan, 1998). Employs an integrated, trained, safe and motivated workforce. Sharing and pooling experience across disciplines. Working together on numerous projects. Avoiding fatalities and major injuries. Considers finance by value delivered rather than money saved. Exuding financial honesty and transparency. BIBLIOGRAPHY Bolt, H. Haslam, R. Gibb, A. Waterson, P., (2012). Pre-conditioning for success. Loughborough: HSE, (RR955). Booth, R., Pattison, P. 2014. Qatar World Cup stadium workers earn as little as 45p an hour [online]. Doha: The Guardian. Available from: http://www.theguardian.com/global-development/2014/jul/29/qatar-world-cup-stadium-workers-earn-45p-hour [Accessed 21/02/15] Booth, R., Pattison, P. 2014. Qatar World Cup: migrants wait a year to be paid for building offices [online]. Doha: The Guardian. Available from: http://www.theguardian.com/global-development/2014/jul/28/qatar-world-cup-migrants-not-paid-building-office [Accessed 21/02/15] Bust, P. (2011). Learning legacy. Loughborough: Loughborough University, (ODA 2011/269). Deloitte, 2013. Insight into the Qatar construction market and opportunities for real estate developers. Middle East: Deloitte Corporate Finance Limited. Department of Culture, Media and Sport. (2010). November London 2012 Olympic and Paralympic budget report published Anticipated final cost down  £29m. Gov Announcements Online. Available from: https://www.gov.uk/government/news/november-london-2012-olympic-and-paralympic-budget-report-published-anticipated-final-cost-down-29m2 [Accessed 25/02/2015 Department for Culture, Media and Sport, (2012). London 2012 Olympic And Paralympic Games – Quarterly Report. London: DCMS DLA Piper, 2014. Migrant labour in the construction sector in the state of Qatar. Qatar: DLA Piper UK LLP Egan, J.,The Construction Task Force. Rethinking Construction. 1998. [online]. Available from: URLhttp://www.constructingexcellence.org.uk/pdf/rethinking%20construction/rethinking_construction_report.pdf [Accessed 16 February 2015]. Egan, J.,The Strategic Forum for Construction. Accelerating Change. ISBN 1 898671 28 1. Rethinking Construction, Construction Industry Council. ENOCHLAU. (2006) Sydney Opera House Sails. [Online]. Available from: http://en.wikipedia.org/wiki/File:Sydney_Opera_House_Sails.jpg#filehistory . Wikipedia. [Accessed on: 26th February 2015]. Gibson, O., Pattison, P. 2014. Death toll among Qatar’s 2022 World Cup workers revealed [online]. Kathmandu: The Guardian. Available from: http://www.theguardian.com/world/2014/dec/23/qatar-nepal-workers-world-cup-2022-death-toll-doha [Accessed 21/02/15] IRVINE, J. (2013) Why Sydneys Opera House was the worlds biggest planning disaster. [Online]. Available from: http://www.couriermail.com.au/news/why-sydneys-opera-house-was-the-worlds-biggest-planning-disaster/story-e6freon6-1226744769556 . [Accessed on: 26th February 2015]. LeBlanc, Steve., 2007. On Dec. 31, It’s Official: Boston’s Big Dig Will Be Done [online]. Available from: http://www.washingtonpost.com/wp-dyn/content/article/2007/12/25/AR2007122500600_3.html [Accessed 13 February 2015]. MARTIN, C. G. O. (2012) The Sidney Opera House construction: A case of project management failure. [Online]. Available from: http://www.eoi.es/blogs/cristinagarcia-ochoa/2012/01/14/the-sidney-opera-house-construction-a-case-of-project-management-failure/ . [Accessed on: 26th February 2015]. MIT. (2011) Project Evaluation. [Online]. Available from: file:///C:/Users/staples/Documents/Bath%20University/3rd%20Year/Semester%202/Management%202/The%20Sydney%20Opera%20House.pdf . [Accessed on: 26th February 2015]. National Research Council Committee for Review of the Project Management Practices Employed on the Boston Central Artery/Tunnel (Big Dig) Project, National Research Council, National Academy of Engineering., 2003. Completing the â€Å"Big Dig: managing the final stages of Boston’s central artery/tunnel project. National Academies Press, 2003, pp, 1,3,7,8,10,12,14,17. Silverman, Jacob., 10 Construction Projects That Broke the Bank [online]. Available from: http://science.howstuffworks.com/engineering/structural/10-construction-projects.htm#page=9 [Accessed 13 February 2015] Smith, N.J., 2008. Engineering Project Management. ISBN: 978-1-4051-6802-1. Blackwell Publishing, Third Edition. http://www.geotimes.org/oct02/bostonsandgravel.jpg (Source: W.Edwards, â€Å"Project History,† Presentation to the Committee on October 21, 2002) Qatar World Cup preparation expected to invite deals worth $150bn Bhatia, N. 2014. http://www.bigprojectme.com/news/qatar-world-cup-preparation-expected-to-invite-deals-worth-150bn/ http://www.usnews.com/news/blogs/data-mine/2014/06/24/world-cup-price-tag-multiplies-with-time http://www.londonlovesbusiness.com/business-news/london-2012-olympics/this-graph-shows-the-sickening-extent-of-the-qatar-world-cup-deaths/8120.article Vinter, R Image Available http://assets.inhabitat.com/wp-content/blogs.dir/1/files/2010/10/ukolympic-ed01.jpg

Convention on the Prevention and Punishment of the Crime of Genocide Es

The Convention on the Prevention and Punishment of the Crime of Genocide (1948) 1. The Vienna Convention on the Law of Treaties (1969), the Convention applies to treaties between states. 2. The Preamble enshrines the recognition of genocide as a crime that must be eradicated from the world within the conceptual framework of the Convention. The atrocities of history are declared as evidence of the substantial impact that genocide has had on humanity and to prevent these atrocities international co-operation is required. 3. Articles I and II, Article I which recognises genocide as an international crime in â€Å"time of peace or in time of war† which states undertake to â€Å"prevent† and â€Å"punish†. Article II defines the crime of genocide specifying â€Å"an intent to destroy, in whole or in part, a national, ethnical, racial or religious group†. 4. Article IV through to Article IX; in particular Article V directs states to enact the necessary legislation to give effect to the provisions of the Convention outlined in Articles I, II and III. Article VIII also provides for states to call upon the United Nations (UN) to take action for the prevention and suppression of the acts enumerated in Article III. While Article VI enshrines the role of tribunals in punishing the crime of genocide and hence enforcing Articles I, II and III. 5. Articles X and XI, the Convention was open for signature on 9 December 1948 until 31 December 1949, on behalf of any Member of the UN and of any non-member State to which an invitation to sign had been addressed by the General Assembly. 6. Article V asserts that states must enact the necessary legislation to give effect to the provisions of the Convention. 7. Article XI, after 1 January 1950 the Convention ... ...al of International Law, vol. 20, no. 4, p. 1195-1222. Convention on the Prevention and Punishment of the Crime of Genocide, 9 December 1948, 12 January 1951. Kelly, M. J. 2008, ‘â€Å"Genocide† – the power of a label’, Case Western Reserve Journal of International Law, vol. 40, p. 147-162. Sayapin, S. 2010, ‘Raphael Lemkin: A tribute’, The European Journal of International Law, vol. 20, no. 4, p. 1157-1162. Schabas, W. A. 1999, The genocide convention at fifty, US Institute of Peace, 7 January, 1999. Schabas, W. A. 2008, ‘Origins of the genocide convention: From Nuremburg to Paris’, Case Western Reserve Journal of International Law, vol. 40, p. 35-55. Scott, S. V. 2010, International law in world politics, 2nd edn, Lynne Rienner Publishers, Inc., Colorado. Straus, S. 2005, ‘Darfur and the genocide debate’, Foreign Affairs, vol. 84, no. 1, p. 123-133.

Resourcing talent Essay

The aims and objectives of this report are to: identify factors affecting an organization’s approach to attracting talent explain the benefits of attracting and retaining a diverse workforce describe factors affecting organizational approach to recruitment and selection give examples of recruitment and selection methods explain the purpose of induction and give a sample induction plan 2. ATRACTING TALENT 2. 1. 4 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO ATTRACTING TALENT An organisation’s ability to attract talent from outside depends on how potential applicants view the company, the sector in which it operates and its culture. This is why BRAND IDENTITY seems to be one of the most important factors influencing an organisation’s approach to attracting talent. The top-notch candidates will always ask ‘what’s in this for me’? ‘Unless a business is a brand new start-up, they’re likely to have an existing reputation as an employer – whether this is intentional or not. Given that potential new employees make decisions about joining based on this impression, it pays to define a strategy to make sure the right (and real) messages are being heard. ’ (http://www. pageexecutive. com/insights/talent-attraction-through-employer-branding). WORKFORCE PLANNING which is company likely needs for talent is another very important factor. An organisation’s approach to attracting talent is determined by its workforce planning (WFP). This means: predicting organisation workforce requirements by taking into account: existing skills, training and development, retention, career progression, staff turnover, external factors like: economic climate, demographics, working patterns, and most importantly the demand and supply in labour market. Organisations need to have strategic approach to attracting talent and need to understand the importance of investment in human capital. Talent strategy must be as close to corporate strategy as possible. SIZE OF ORGANIZATION – A small organization cannot have same staffing practices which a large organization may have; it may not be able to attract highly talented staff. Even if it tries to do so it may increase the staffing cost. TYPE OF TALENT THE ORGANISATION IS LOOKING FOR is a very important factor in organisation’s approach to attracting potential employees. For example the level of staff required will determine the recruitment pool, low level team members will be easy to find locally whilst to find a senior manager or a director a company may have to resource internationally. Other factors influencing a company’s talent management are: type of product/services the company is delivering, recruitment tools/methods available, the labour market, national as well as international, legal factors, socio-culture factors or political influences. 2. 2. CIPD POINT OF VIEW ON TALENT MANAGEMENT HR professionals have a very important role in talent management. They have to understand the 4 areas of talent management which are: attracting, developing, managing and evaluating talent. In the current uncertain economic climate strategic approach to talent management is even more important than ever before. 3. A DIVERSE WORKFORCE 3. 1. 3 ORGANISATION BENEFITS OF ATRACTING AND RETAINING A DIVERSE WORKFORCE ‘Diversity is the art of thinking independently together’ Publisher Malcolm Forbes People need to be treated differently in ways that are fair and tailored to their needs but in ways that are aligned to business needs and objectives (The business case for diversity). There are many advantages of a diverse workforce: WIDENS THE RECRUITMENT POOL – ACAS points out that the working generation is getting older therefore people from different cultural ; ethnic backgrounds are entering the workforce. REDUCES LABOUR TURNOVER – looking at the UK labour market in the last 10 years, foreign workers are more motivated to work for lower salaries than people living permanently in the UK. They tend to stay in a job for long mainly due to their financial commitment to families living abroad. GIVES GOOD CORPORATE REPUTATION and this helps to attract talent. Organizations with high level of diverse workforce are valued by many people e. g. large supermarkets by having a diverse workforce on the shop floor help international customers to communicate with staff in their own languages. Other benefits of a diverse workforce include: it’s a key to fostering new ways of thinking, opens up a wealth of possibilities and helps to encourage creativity and foster innovation, gives bias-free people policies and working practices, helps to develop new products and practices, opens up new markets and provides due diligence against discrimination claims. 3. 2. CIPD POINT OF VIEW ON DIVERSE WORKFORCE Recognizing and valuing diversity is crucial to good people management practice. HR practitioners have important role in creating inclusive workplace. CIPD advises to companies to go beyond legal compliance with anti-discrimination laws and create diversity strategy or they will become less attractive to potential employees. Company diversity strategy needs to support business objectives and strategies. 4. RECRUITMENT AND SELECTION 4. 1. 3 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO RECRUITMENT AND SELECTION Recruitment and selection is the process of having the right person, in the right place, at the right time. It should be affected by current needs as well as future plans (see workforce planning, page 3). One of the factors that can affect an organization’s approach to recruitment and selection is the EQUAL OPPORTUNITIES LEGISLATION. Companies should ensure that they take account of equality and diversity at all times. Organizations should monitor whole recruitment processes continuously to ensure their validity, and that they are non-discriminatory. Advice and guidance is provided by Equality and Human Rights Commission, for example wider advertising, flexible working hours arrangements or child care vouchers for employees. THE SIZE OF THE COMPANY AND RESOURCES AVAILABLE – small companies will have to use different recruitment and selection methods that the larger ones. The infrastructure and finance will determine if it’s a newspaper advert or TV campaign, for example: ‘Join the Army’ Campaign being used to recruit candidates. Also a small organisation will not be able to use assessment centres or psychometric testing due to low budget available. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. Other factors include: costs, recruitment policy or unemployment rate. 4. 2. 3 DIFFERENT RECRUITMENT METHODS There are many recruitment methods available on the market including: advertising, agency, website, word of mouth, newspaper, posters, ‘milk round’, internships, head hunters, recommend a friend scheme, social media: Facebook, LinkedIn, job centre, etc. For the purpose of this exercise I will describe 3 methods in a table below: RECRUITMENT METHOD BENEFITS OTHER COMMENTS Advertising on the website Cost effective Creates employer’s branding Easily accessible Gives understanding of organization’s culture Broad recruitment pool HR managers are actively involved in recruitment and selection Recruitment agency Time effective Efficient Broadens the recruitment pool High standard UK eligibility and CRB checks done Is used to hire management level employees, mainly by larger organizations Recommend a friend scheme It’s less expensive than agency It comes with a recommendation of someone we already trust Used to employ all levels staff from waiters and chefs to senior management There is a risk of discrimination claim Source: Aleksandra Wozniak 2013 4. 3. 3 SELECTION METHODS There are many selection methods, including: assessment centres, speed networking, psychometric testing, daily trail – role practice, competency based interviews, telephone interviews/screening, group interviews/exercises or occupational tests. For the purpose of this exercise I will describe 3 methods in a table below: SELECTION METHOD BENEFITS OTHER COMMENTS Assessment centre Creates employer’s branding Time effective It’s expensive Doesn’t give understanding of organizational culture Face to face interview Time effective Efficient Cost effective Availability to see candidates’ attitude Opportunity for probing Needs good preparation Should be done by a trained and experienced interviewer Psychometric tests Gives highly predictive results Improves the efficiency of the recruitment process There is a risk of standardisation Source: Aleksandra Wozniak 2013 5. INDUCTION Induction is the process of familiarisation with the organisation and settling into the job (acas. org. uk). 5. 1. PURPOSE OF INDUCTION 1. Social welcome – employees feeling valued 2. Introduction to the Company’s culture 3. Physical orientation 4. Explanation of employee’s benefits: staff discount and pension scheme. 5. Check of eligibility to work in UK 6. Explanation of house rules – staff uniforms, reporting absences, etc. 5. 2. HOW DOES INDUCTION BENEFIT INDIVIDUALS AND ORGANISATIONS Most labour turnover is among new employees, and work efficiency is reached only after a period of learning and adjusting to the new environment. Induction benefits for individuals are: Builds positive attitude of the company Allows quick adjusting, especially for school leavers or people returning to the workforce Saves time The benefits of induction for an employer are: The chance to build on the positive attitude of the new recruit To answer their anxieties about how well they will get on with their co-workers and understand the standards and rules of the organisation Chance to welcome new employees and build on their positive attitude and enthusiasm for their new job An opportunity to familiarise new members of staff with your organisation To introduce them to their immediate colleagues and other members of the wider workforce Health and safety, equality and discrimination Case study illustrating the result of the lack of an induction process: A new employee starts on a Monday, reports to reception and no one knows he is due to start work on that day. He is sent to room 302 where 3 very surprised team members welcome him in a cold way. It transpires that the desk and computer are not ready and he has to share a desk with one of his colleagues. The new starter feels very lost and disappointed. He doesn’t know who to ask for help and find out only after going back home and visiting the web site. He contacts HR but the situation isn’t resolved until the following week. He doesn’t think positively about his new company and starts regretting quitting his last job. 5. 3. INDUCTION PLAN A copy of an induction plan should be kept by new starter to enable him to follow what is happening and will act as a reminder of anything missed or that needs particular attention. POSITION: EMPLOYEE START DATE: NAME: INDUCTION COMPLETION DATE: SIGNATURE: AREAS TO BE COVERED WHEN WHO HOW COMMENTS PERSONAL DOCUMENTATION/ ELIGIBILITY TO WORK IN UK CHECKED First day HR Take copies P45 First day HR Take copies NIN First day HR Take copies INTRODUCTION TO THE COMPANY First week Line manager Presentation Who’s who History Products/services/markets Future plans and developments TERMS AND CONDITIONS OF EMPLOYMENT First day HR Written Written terms and conditions issued Contract of employment issued Hours, breaks, method of payment Holidays Clocking on/flexitime/reporting procedures Probationary period Period of notice Sickness provisions Pension provisions Maternity/paternity/parental leave provisions AREAS TO BE COVERED WHEN WHO HOW COMMENTS EQUAL OPPORTUNITIES POLICY AND WORKER DEVELOPMENT First week HR Verbal/Written Equal opportunities policy Training needs and objectives Further education/training policies Performance appraisal Promotion avenues Policy/procedures to prevent bullying and harassment WORKER/EMPLOYER RELATIONS First week Line manager Verbal Trade union membership Other worker representation Worker communications and consultation Grievance and disciplinary procedure Appeals procedure ORGANISATION RULES First week Mentor/Buddy Verbal/Coffee chat Smoking policy General behaviour/dress code Telephone calls/emails and use of the internet Canteen/break facilities Cloakroom/toilets/lockers HEALTH AND SAFETY First week Safety officer E learning Risk assessment Emergency procedures AREAS TO BE COVERED WHEN WHO HOW COMMENTS Awareness of hazards – any particular to type of work Safety rules Emergency procedures Clear gangways, exits Location of exits Reporting of accidents First aid Personal hygiene WELFARE AND WORKER BENEFITS/FACILITIES First month Section supervisor Coffee chat Sports facilities Protective clothing – supply, laundry, replacement Transport/parking arrangements Company discounts THE JOB First week Mentor/Buddy Coffee chat Introduction to manager/supervisor Requirements of new job Standards expected Co-workers Supervision and work performance appraisals Source: Induction, Appendix 3, acas. org. uk with small changes by Aleksandra Wozniak 2013 6. BIBLIOGRAPHY

Progress Report On Android Privacy Tools - 832 Words

Progress Report on Android Privacy Tools Introduction With respect to security and usability, the report included criteria that can be considered relevant from the perspective of software engineering methodologies and project management side. Some of them were selected based on their importance held as non-functional requirements. One of the actual methods of measuring the usability degree of the analyzed tools involves the HCI factor (Human-Computer Interaction). The deployability refers to how reliable and easy to be designed is the software from development phase until it arrives into actual production. XPrivacy Security – it allows the restrictions to certain categories of applications and data (e.g. contacts, location). The list†¦show more content†¦Storage: to be able to export XPrivacy s settings to the SD card Wakelock: to keep the processor running during batch operations. Usability – regarded as a measure of easiness in use of the tool from different perspectives. At the same time, it measures how suitable is the privacy tool for its end users. How easy is to manipulate the restrictions? In order to apply the restrictions it is needed applications to be restarted. The entire process is easy and doesn’t require advanced using skills from users’ end. Thus from this point of view it can be stated the usability is high. The process can be summarized as below: at first find the application to restrict in the main application list; then tap on the application icon; in the end the user must tap the first check box of any category you want to restrict. Accessibility – it has a high degree as an overall; for instance, the global settings and application specific settings can be accessed both from the application list s menu and from the menu of the application s Readability – the detailed view – therefore XPrivacy provides users with possibility of ease in read. Users’ intervention is decreased to minimum – the application of restriction is done in automated manner. Compatibility incompatibility – on one hand, it works with Android