Arthur Rackham Illustration Essay

Arthur Rackham (1867-1939), the most notable Illustrator of his time. His work carried life to a wide range of stories, for example, the Grimm’s fantasies, Alice’s Adventures in Wonderland and a significant number of Shakespeare’s work. Rackham way to deal with these stories is loaded with ‘grace and grotesque’, usually in a similar picture, Rackham would have an excellent little youngster and an old wrinkled animal. The drawing likewise incorporate so much crude feeling Rackham’s work has a style of line and shading utilize that were conspicuous in the Art Nouveau development (1890-1914), a style that has is beginning become well known again a century later. Rackham turned into a full time craftsman at the youthful age of 25 as a journalist and artist for The Westminster Budget and furthermore did some little book representation employments, however it wasn’t until he was 37 (1905) that his vocation took off with the distribution of Rip Van Winkle. The years following his ascent to distinction were exceptionally beneficial. Making work for more than 30 unique stories, averaging 13 shading plates for each task. My preferred works Rackham did were his Alice’s Adventures in Wonderland. Aside from cherishing the story Carroll composed, I think Rackham’s delineations are so wonderful and fit the story consummately. My most loved from this arrangement of drawings is Advice from a Caterpillar. Done in 1907, the 24. 5 x 16 cm drawing is just a couple of cm littler than A4 however shows such perplexing line work. Reference index http://www. alephbet. com/arthur-rackham-101. php http://www. library. pitt. edu/libraries/is/enroom/artists/rackham. htm http://en. wikipedia. organization/wiki/Arthur_Rackham

Poverty in Africa Essay Example | Topics and Well Written Essays - 1500 words

Neediness in Africa - Essay Example This has driven not exclusively to the arrangement yet in addition to reinforcing of G8 every once in a while. The texture of G8 is inundating in its overlap perpetually zones of security, exchange, improvement and other human concerns including condition and manageable development and progression viewpoints. The 'breakdown' of the Brettonwoods framework in 1971, development of Organization of Arab Petroleum Exporting Countries in 1967, Yom Kippur War of 1973 the 1973 Oil Crisis, monetary downturn and stagflation in 1970s are the main considerations prompting rise of G8 (Tinbergen, 1977. See likewise http://en.wikipedia.org/wiki/1973_oil_crisis ). Their anxiety for destitution likewise has clear reasons. Among creating and immature countries, Africa alone has around 170 million individuals living in subhuman conditions with basically only trash to eat day by day. This is, for sure, a huge capability of human asset going waste while living under extreme conditions. Eventual fate of the world, all things considered, lies in appropriate planned advancement of these across the board pockets of neediness and filth. G8, in that capacity, has advanced from a 'Library Group' to G8 today. Since 1975, the heads of state or administration of the major modern popular governments have been meeting every year to manage the major monetary and policy driven issues confronting their local social orders and the global network all in all. The six nations at the main highest point, held at Rambouillet, France, in November 1975, were France, the United States, Britain, Germany, Japan and Italy (in some cases alluded to as the G6). They were joined by Canada at the San Juan Summit of 1976 in Puerto Rico, and by the European Community at the London Summit of 1977. From that point on, enrollment in the Group of Seven, or G7, was fixed, albeit 15 building up nations' pioneers met with the G7 pioneers just before the 1989 Paris Summit, and the USSR and afterward Russia took part G8: Poverty in Africa in a post-highest point exchange with the G7 since 1991. Beginning with the 1994 Naples Summit, the G7 met with Russia at each highest point (alluded to as the P8 or Political Eight). The Denver Summit of the Eight was an achievement, stamping full Russian interest in everything except money related and certain financial conversations; and the 1998 Birmingham Summit saw full Russian support, bringing forth the Group of Eight, or G8 (in spite of the fact that the G7 kept on working close by the conventional highest points). At the Kananaskis Summit in Canada in 2002, it was reported that Russia would have the G8 Summit in 2006, hence finishing its procedure of turning into a full part (http://www.g7.utoronto.ca/what_is_g8.html see likewise http://www.g8online.org/, http://www.g8.utoronto.ca/). G8 and Millennium Summit Goals G8, at the most recent Gleneagles Summit, has secured a few zones of contemporary difficulties to global network. One of the significant concerns has been the topic of neediness in

Law -Case Response Term Paper - 275 Words

Law -Case Response (Term Paper Sample) Content: Name:Tutor:Course:Number:Date:Law -Case Response On many occasions, the parties to a contract are not the only people who have duties or rights arising from the contract. Third parties may have duties or rights in the contract and are of three categories namely assignees, delegates and beneficiaries. The case involving Thomas, Jessie, and Douglas requires determination of third-party beneficiaries. A third-party beneficiary is defined as a person who stands to enjoy benefits of a contract they never signed. An illustration of a third party recipient or beneficiary is exemplified in the case of a life insurance policy. The person who is compensated or paid by the insurance company is the third-party beneficiary. Referring to the case involving Douglas, Thomas, and Jessie, the main task in this paper is to decide whether Douglas is a third party recipient/beneficiary to Thomas and Jessie contract. For Douglas to qualify as a third-party recipient there are conditions th at must have been met at the formation of the contract between Jessie and Thomas. In order for Douglas to have a right in Thomas and Jessies contract, he must prove that he is an intended beneficiary and not an incidental recipient. Jessie entered in a contract with Thomas and was given $1000 repayable within 30 days. At the formation of this contract there was no expressed intention from Thomas or evidence that the money to be repaid was to benefit Douglas (a third party). This makes Douglas and incidental rec... Law -Case Response Term Paper - 275 Words Law -Case Response (Term Paper Sample) Content: Name:Tutor:Course:Number:Date:Law -Case Response On many occasions, the parties to a contract are not the only people who have duties or rights arising from the contract. Third parties may have duties or rights in the contract and are of three categories namely assignees, delegates and beneficiaries. The case involving Thomas, Jessie, and Douglas requires determination of third-party beneficiaries. A third-party beneficiary is defined as a person who stands to enjoy benefits of a contract they never signed. An illustration of a third party recipient or beneficiary is exemplified in the case of a life insurance policy. The person who is compensated or paid by the insurance company is the third-party beneficiary. Referring to the case involving Douglas, Thomas, and Jessie, the main task in this paper is to decide whether Douglas is a third party recipient/beneficiary to Thomas and Jessie contract. For Douglas to qualify as a third-party recipient there are conditions th at must have been met at the formation of the contract between Jessie and Thomas. In order for Douglas to have a right in Thomas and Jessies contract, he must prove that he is an intended beneficiary and not an incidental recipient. Jessie entered in a contract with Thomas and was given $1000 repayable within 30 days. At the formation of this contract there was no expressed intention from Thomas or evidence that the money to be repaid was to benefit Douglas (a third party). This makes Douglas and incidental rec...

Electromotive Force Definition (EMF)

Electromotive force is the electric potential generated by either a electrochemical cell or a changing magnetic field. It is also known as voltage. It is electrical action produced by a non-electrical source, such as a battery (converts chemical energy to electrical energy) or generator (converts mechanical energy into electrical energy). Although the term contains the word force its not akin to a force in physics that would be measured in newtons or pounds.Electromotive force is commonly denoted by the acronym emf, EMF or a cursive letter E.The SI unit for electromotive force is the volt.

Strategic Human Resource Development - 3112 Words

Introduction There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization. The evolution of a strategic HRD concept has also highlighted the need for the application of a stakeholder theory to HRD within the organization. Commentators such as Sparrow and Pettigrew[ 4]†¦show more content†¦The first is that the current state of the HRD function is the result of the supporting and the resisting forces brought to bear on the function by the stakeholders. Thus the present status of the HRD function is at best a temporary balance of opposing forces. Some of these forces provide resources and support to the function while others serve as barriers or constraints. The forces are generated by stakeholders in the course of pursuing their specific interests, goals and objectives. The second premiss is that the outcomes of the HRD function s strategies are the collective result of all the forces brought to bear on it by its stakeholders during implementation. The function is always in a state of quasi-equilibrium as it attempts to balance the various stakeholder forces. Each time the HRD function acts and its stakeholders respond, a new temporary balance is achieved. The status and performance of the HRD function at a given point in the future depends on the equilibrium it achieves throughout the period it is implementing its strategies. These two premisses lead to an important conclusion. The validity of the strategies implemented by the HRD function always depend on the assumptions that are made about its stakeholders and about the steps they will take during the planning and implementation of HRD strategies to involve key stakeholders. Models of HRD stakeholder management at the strategic level Based on detailed analysis of 16Show MoreRelatedStrategic Human Resource Development Framework1614 Words   |  7 Pagestheir Human Capital (HC) and understand how to incorporate HR policies into everyday decision making and long term planning. First we start by defining Strategic Human Resource Management (SHRM). We then look into what purpose it serves in an organisation. Then we look into the different models of SHRM how these models compare with each other. Literature review intends to develop a new framework which is a combination of two frameworks, The Harvard Model and the Warwick model of SHRM. STRATEGIC HUMANRead MoreDevelopment Of Strategic Human Resource Management3563 Words   |  15 Pagesin this academic research study. The role and contribution of SHRM in this direction is considered inseparable. It helps in encouraging new forms of working and making the environment suitable and adequate for effective work. The aspect of Strategic Human Resource Management facilitates in achieving the business performance through productive and satisfied employees, enhanced knowledge sharing and collaboration, speedier process of work flow and synchronizing the business activities in accordance withRead MoreStrategic Human Resource Development Plan2515 Words   |  11 PagesCOMPANY X STRATEGIC HUMAN RESOURCE DEVELOPMENT PLAN A Proposal by Edwin C. 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Each of these things go hand in hand with one another and they help make the overall company more successful and reliable in the eye of not only its employees but the people who choose to buy or use them in any way. This paperRead MoreThe Training And Development Part Of The Strategic Human Resource Management2440 Words   |  10 Pagesoccurs when making those boundaries vanish. Our aim is to discuss all the existing and potential challenges of this new boundaryless organisation system and try to find out the solution to these problems based on the training and development part of the Strategic Human Resource Management. 2. Boundaryless Organisation and Its Following Challenges The concept of ‘boundaryless organisation’ was first put forward by former General Electric chairman Jack Welch in order to help his company adaptRead MoreCapital Equipment Leasing Strategic Human Resource Development Plan1673 Words   |  7 Pages CEL Capital Equipment Leasing Strategic Human Resource Development Plan A Proposal by Tim Bowles OMM-618 Strategic Management in Human Resources Management Instructor Prof. Maja Zelihic May 12, 2015 Executive Summary As Capital Equipment Leasing continues to grow, the need to establish a more mature HR Development program that responds to the company’s needs to succeed in a fast growing market. Traditional values include optimism about the future. The contents of this report areRead MoreHuman Resource Management Development and Strategic Management Enhanced by Simulation Exercises6607 Words   |  27 Pagescom/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm Human resource management development and strategic management enhanced by simulation exercises Peter R.J. Trim Department of Management, Birkbeck College, University of London, London, UK Keywords Management development, Mentoring, Strategic management, Simulation Abstract In order to meet the challenges of the marketplace, senior management needs to ensure that an organisationRead MoreTrace the Development of Strategic Human Resource Management from the Resource Based View of the Firm. How Does the Resource Based View of the Firm Facilitate and Inhibit the Actual Practice of Strategic Human Resource Management.1538 Words   |  7 PagesToday, human resources are seen as the available talents and energies of people who are available to an organization as potential contributors to the creation and realization of the organizations mission, vision, strategy and goals (Jackson and Schuler, 2000, p. 37).There exist two models that seek to describe what strategy is and how an organization should develop such strategy. The first model known as the Industrial Organization (I/O) model is based on the assumption that firms competing inRead MoreIssues Involved When You Try to T ake a Strategic Approach to Human Resource Management and Development3752 Words   |  16 PagesThis essay is going to define strategic human resource management and development (SHRM/D) and briefly mention why this concept is important for organizations, I will then briefly mention other underlying concepts about strategic people management, and then go to the core of the essay and discuss the issues that are involved when we try to take a strategic approach to human resource management and development(HRM/D).Lastly I shall conclude by giving the extent to which my organization’s experienceRead MoreHow Strategic Management Plan And The Human Resource Planning Process1410 Words   |  6 PagesFor this assignment we will examine how strategic management plans are established and redefine to keep the organizations moving forward in growth. Management promotes and brings about a change in the structure to keep it active and efficient in the approaches to achieving its goals a nd objective. The strategy behind the approaches correlation is what leads to actually implementing and providing data to analyze on an ongoing basis to enhance the strategic plan of the organization. The relationship

Business Operation of a Travel Agency-Free-Sample for Students

Question: Discuss about the usage and value of Information and Communication Technology in the everyday Business operation of a travel agency. Answer: Travel agency includes private retailers that provide facilities to the customers related to the travel and tourism on the behalf of the suppliers. Information and communication technology has usage and value in the travel agency for the daily operations. The increase in the usage of the internet by the people made the companies to use the internet in their working. ICT brings change in the professional as well in the personal lives. The travel booking system is changed with the emergence of the ICT. Everyday business operations are possible because of the use of the information and communication technology (Yiu, Law, 2016). Below given are some of the value and usage of the ICT in daily operations of a travel agency. Coordination- Advance information and communication technology provided a wide scope to the travel agency. With the help of internet connections, the travel agency can easily coordinate with the customers as well as with the business partners. Agency can give the details related their travel by communicating them (Pappas, 2015). Apart from proper coordination, the speed of information transfer will also improve. Organization working- Computers, hardware, and software help the travel agency in the working. ITC advanced age brought software and computers with the help of which travel agency can store data on daily basis. Enterprise-level software like Unit4's Central Command permits travel agency to manage the business data, this brings efficiency in the working of the travel agency. The booking process is taken care by the agencies with the use of ICT. Video text system is used by the UK 97% Travel agents (International Federation for IT and Travel Tourism, 2017). Online booking- Travel companies are selling their travel package on the online website. This might bring a decline in the business of the travel agencies. Though, Questex travel group said that still 55% of the airline travel bookings, 73% of the package travel bookings and 77% of the cruise bookings are possible because of the travel agencies. This is possible because of the adaptation and implementation of the advanced technologies. Value added to service- Travel agencies are preferred by the customer because nowadays these agencies are adding value to the services. Travel agencies try to bring improvement in the user experience. GPS tracking technology builds the trust of the customers on the travel agencies. Many companies use GPS tracking not only in travel but also in transportation for the daily purpose. Technology supports agencies to track the customer's activities with the help of the CRM system and Personalize service. Australian travel agencies provide a mode of sharing feedback with the customers through which agencies will be able to identify the problems (Meriague, 2014). Then, agencies can take corrective steps to improve the services. Turnover increases- Travel agencies turnover increased after using the updated technology. Agencies used CRSs/GDSs increase the productivity of the travel agencies. For example- In Germany, travel agencies introduced the German START system could lesser their traditional communication charges- 22% and increased their turnover- 17% (International Federation for IT and Travel Tourism, 2017). Computer Reservation Systems and global distribution system is part of the daily Operating's of the travel agencies. References International Federation for IT and Travel Tourism. (2017). Information and Communication Technologies in Tourism. Viewed on 2nd August 2017, https://www.ifitt.org/wp-content/uploads/2014/05/ICTs-in-Tour-Operators-and-Travel-Agencies.pdf Meriague, O.E., (2014). The Role of ICT in the Tourism Industry. Viewed on 2nd August 2017, https://www.moroccoworldnews.com/2014/01/121365/the-role-of-ict-in-the-tourism-industry/ Pappas, N. (2015). Internet use and destination preferences: evidence from Crete and Cyprus. In Strategic Infrastructure Development for Economic Growth and Social Change (pp. 218-236). IGI Global. Yiu, M., Law, R. (2016). Technological impacts on knowledge sharing: A case study of three travel agencies in Hong Kong. Tourism Recreation Research, 41(1), 2-15.

Successfully Navigating the Turbulent Skies of a Large-Scale Erp Implementation free essay sample

I will also address how the project team managed and communicated it’s vision amongst the firm and how the new roles were defined, communicated amp; understood. The analysis will focus up to and including the implementation of the system. As the company grew over the years, Bombardier’s strategy of growth by acquisition turned the firm into a â€Å"textbook silo organization†. This created problems as systems did not communicate with each other effectively. This inefficiency generated additional costs because the firm had to maintain all the different systems. Another problem, related to the operation of the aerospace division, was the low visibility of inventory and lack of integration between the old computer systems. This caused process delays, low inventory turns amp; price inconsistency from suppliers. The Bombardier Manufacturing System (BMS) , the group of information technology applications that had been supporting Bombardier Aerospace’s manufacturing activities, had not evolved to cope with the fast changes. We will write a custom essay sample on Successfully Navigating the Turbulent Skies of a Large-Scale Erp Implementation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The BMS capabilities had become limited. We can assume that Bombardier was not a fully integrated company at that time because there was a clear lack of coordination and unity. An example would be how employees would create numerous stand-alone databases throughout the company on operations specific to their function without realizing the negative effect it causes to the rest of the organization such as data errors or omissions. But Bombardier Aerospace was working on becoming an integrated Company, as the Vice-President of Operations and Project Sponsor was aware of the challenges and created a Vision: â€Å"One Company†: To align the operations of its acquired companies by implementing common roles and responsibilities. To meet this enormous challenge, a Enterprise Resource planning (ERP) system was first implemented at Bombardier Aerospace. The first attempt in 2000 was a costly failure. The implementation of this technology without the corresponding organizational changes was the main reason of its failure. The factors that contributed to its breakdown are identified as : Focusing the implementation on inappropriate business processes, an outdated company vision, a weak sponsorship model, insufficient involvement of internal employees and having too many third-party consultants employed on the project. In October 2001, Bombardier Manufacturing Information System (BMIS) was created by the Senior Project Manager to establish a new integrated manufacturing system. BMIS was the first project launched with a vision of an integrated organization. Once completed it would support 9,500 users over seven sites and the main benefit of the system’s integration is the cost savings of over $1. 171 billion and a one time reduction in material inventory of $219 million. To Create amp; implement such a system, a blue print of the operation was created. An integration team was formed; There role was to identify integration points where a process crossed functional boundaries, and independently resolve integration points that could potentially cause disagreement. The functional council took high –level decisions regarding the design of the projects. The BMIS team requested that the plants provide them with experienced employees for the design phase. Some problems that the BMIS project manager was concerned about is that there was a lack of strong business employees, although empowered to make decisions and complete the design had to constantly go back to the business in order to validate. Another problem was the documentation that was requested by the BMIS team were not provided. As a result, the Design phase ran over schedule by several months. Bombardier Aerospace decided to go with a progressive implementation of the system. BMIS would be implemented one plant at a time starting with there newest facility, the Mirabel Plant. The Critical success factor for the project was the â€Å" Vanilla† approach to system design: It was important that the first roll-out or implementation of the system at the Mirabel plant to be a controlled one. Bombardier limited the scope of the first roll-out one section at a time and trained the rest of the shop accordingly. This approach would siege the system to one part of the plant and identify lessons for subsequent roll-outs. The Restructuring of the procurement function plays an important role in realizing the vision of the BMIS. As was stated earlier, one of the problems the firm faced was the low visibility of inventory. By improving the visibility, you can reduce inventory levels that would improve liquidity and reduce cycle time. It was decided mid-project to restructure the procurement function, it was undertaken in parallel with the implementation of the BMIS and was called the Material Resource Planning Technology. The main idea for procurement was to minimize the total acquisition cost and overall procurement costs by concentrating on a centralized and strategic sourcing of inventory. This big change would require the training of new employees and have them ready to use the new system. Data Management was also a parallel project, it can be divided in 2 activities: 1. Data Cleansing: identified as a major risk of the project. 2. Data Preparation: Extraction, mapping, staging and consolidation of data. Before going live it was important to prepare the users in utilizing the new system. Due to the pressure of staying on schedule, training were delivered to users in a short period of time which wasn’t effective because transmitting such a large amount of information in a sort period resulted in a negative effect. Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation free essay sample Bombardier’s Background Bombardier started in the year 1942 and went on to become a key player in the transportation industry. It entered the market of rail transportation in 1974 and 8 years later its desire to diversify led it to enter the Aerospace Industry. By January 31, 2007 Bombardier Transportation posted revenues of $ 6.6 Billion of which 55% came from Aerospace division. The Aerospace division has headquarters in Montreal and is the 3rd largest designer and manufacturer of commercial aircraft in the world. Bombardier Aerospace believed that regional jet is necessary to compete with the range of 1000 seat planes that its nearest rival Embraer in introducing the market. The detrimental impact of 9/11, war in Iraq have led to reduction of passenger numbers for large carriers which gave Bombardier a firm position in the airline industry. Business Problem As the company grew over the years, Bombardier’s strategy of growth by acquisition turned the firm into a â€Å"textbook silo organization†. We will write a custom essay sample on Successfully Navigating the Turbulent Skies of a Large-Scale ERP Implementation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This created problems as systems did not communicate with each other effectively. This inefficiency generated additional costs because the firm had to maintain all the different systems. Another problem, related to the operation of the aerospace division, was the low visibility of inventory and lack of integration between the old computer systems. This caused process delays, low inventory turns price inconsistency from suppliers. The Bombardier Manufacturing System (BMS), the group of information technology applications that had been supporting Bombardier Aerospace’s manufacturing activities, had not evolved to cope with the fast changes. The BMS capabilities had become limited. We can assume that Bombardier was not a fully integrated company at that time because there was a clear lack of coordination and unity. An example would be how employees would create numerous stand-alone databases throughout the company on operations specific to their function. Solution for the business problem Enterprise Resource Planning (ERP) system was considered by Aerospace as best way to realize the strategic vision.It was realized early on by senior management that if the many assorted clerical process could be organized under one overarching system, the resulting efficiency would enable a savings of 1.71 billion dollars. First ERP Implementation Wasted approximately 130 million dollars due to an improper alignment of IT and business strategy. Accordingly, this time around there existed great imperative to ensure that the new project team created a blue print that â€Å"cut a line through the processes horizontally†. The design of the PC term project is based on similar principles diverging perhaps only on how Bombardier insourced rather than outsourced its development. Nonetheless, like how the consulting group PC contracted has also overpriced its services to the tune of $6,000 dollars yearly (See Cost-Benefit Analysis), the innumerable consultants Bombardier originally hired delivered a product whose quality was out of proportion to its price. Another parallel lies in how for both Projects, meetings with the senior management needed to be conduct so as to ensure that the proposed and design project appropriately captured the company’s business strategy. The case presents the implementation of an ERP system in Bombardier, along with all the major changes the corporation undertook for a successful transition. The problem that Bombardier is facing is the ability to find out how to implement an ERP system that will contribute to the large inherited data and processes from other sectors of the company. At this point Bombardier is facing compatibility issues with their systems. An answer was needed to enable and establish a better way of communication between systems or establish an alternative to become a better centralized system and find a solution to the lack of integration of their legacy systems. Problem/Issue Statement The problem presented by Joseph-Armand Bombardier is the upcoming third round of ERP implementation in his organization. Even though a big improvement over the efficiency and success of execution between the first ERP round (Mirabel plant) and second round (Saint-Laurent plant), there is still room for improvement. The focus is to identify the practices vs. the best of the best practices in the industry in relation to ERP implementation and offer specifics on how to make this third round provide a higher success rate. Main Problem: The rollout of ERP at the Mirabel plant and then followed by the Saint-Laurent plant did improve, but still had their fair share of challenges. Our area of improvement will be from the results given after ERP went live at Saint-Laurent. The main problem appears to be still be a disconnect between the business vs. project team and properly communicating and training those who will be using the new ERP system (SAP in this situation). While the overall response was positive, not every issue from the Mirabel plant has been corrected and resolved. Symptoms: A few symptoms mentioned was that specialized knowledge was concentrated in a few individuals, embellishing the scorecards to mask some of the issues, gaps in understanding of priority between project team and actual business, and finally some feedback on wanting SAP to have done more for an individual’s current job. The scope of the problem involves the next plant/location of Bombardier that will have ERP implemented to replace their legacy system. It is vital to establish â€Å"best of best† practices to provide a seamless transition with positive short and long-term results. We do not want to take a step backwards with loss of productivity, dissatisfied employees, and weak communication within the organization. Situation Assessment The context of the problem is based primarily on improvements over the last ERP implementation from the Saint-Laurent plant as well as looking at the best of best industry practices for successfully rolling out ERP in a large size corporation. We, as the consultants, must look at what’s been done both  internally and externally, and develop strategies to help guide Bombardier into a smoother process. Again, with looking at the symptoms that Bombardier is currently experiencing post-Saint Laurent plant, the company has a clearer vision on how to proceed. The decision criteria to consider include: Greater active involvement with management, stronger communication, closer link between business and support group, and increase in productivity and output. List of Plausible Alternative Courses of Action and Evaluations The alternative courses of actions would be to adopt key best-of-best practices that have led to a positive ERP implementation. Based on a study down by Panorama Consulting (Link# 1), we see that five key findings found in ERP implementations done in 2010 include the following: ERP implementations take longer than expected Software as a service (SaaS) implementations take less time than on-premise ERP implementations, but deliver less business value Companies do not effectively manage the organizational changes of ERP Based on these five problems, I would recommend that Bombardier adopt/continue to strengthen the following best practices (Cite #1): 1. Executive management should endorse the ERP project and remain active throughout implementation. – As was seen with the Saint Laurent plant, management was very active in meetings, progress reports, and being a pro-voice for ERP. Even the Vice-President could be seen at the location promoting the new software. Moving forward, this model should be continued and strengthened. By having upper management communicate (see item# 5) the feedback and updates to all personnel, it will show that every employee has a role to play and is vital to the success of this rollout. 2. Project manager should be assigned full-time to the implementation. – By not having to separate one’s time from work and ERP preparation, you can ensure that focus and attention is being given as a high priority. This will trickle down to show employees that this is not a haphazard process, but one that takes time and is meant to have a lasting effect on the organization. 3. Employees should receive  training on how to work as a team on a project before implementation begins. – With SAP, departments are connecting in a way that may be unfamiliar to those who were used to having their own system and methodology for working. For that reason, I would recommend having these team building exercises to make everyone aware and comfortable with sharing information. Aside from that, it is important for everyone to know how their work in the new system can directly (and indirectly) affect others in different departments. For instance, knowing what happens when a wrong route code is entered and the effect it has on logistics can help to prevent these errors and eliminate this â€Å"me† mentality. 4. Employees should receive training before and after implementation. One key area that was improved from the Mirabel implementation was that not a lot of training should be given before vs. after ERP is live. Instead, it is wise to have the employees aware of the changes coming, but to also provide more in depth training sessions and refresher courses after those employees have had time to use the system. As stated in the case, a lot of unknown problems/issues originated after the system went live and the company would do well to retain a support staff on location (or easily accessible via phone/computer) if questions do arise. 5. Communication must be maintained throughout process and in an efficient manner. – By holding department meetings, producing a newsletter, or just having impromptu updates, employees will be kept in the loop and will see the importance of ERP implementation. While management would not want to communicate any issues during these phases, it would be wise to be honest with employees and to offer a forum for feedback and suggestions. This is important as the employees will be the ones using the system more than anyone else involved in setting up ERP and when employees concerns go unheard, it can lead to disengagement and resentment. I am not too concerned about budget costs, mainly because Bombardier is already familiar with the process and as they continue to bring SAP over to their other facilities, there is a positive network effect of sharing information from the other locations and even bringing those â€Å"power users† over to assist. Whereas other companies looked at in other case studies may have had experienced far greater risks with ERP implementation, this is because the organization was not ready for change. Case Study Conclusions While viewing the quality and logical recommendation, it is right to say that Bombardier should allow the ERP process to take place once more and finish what was once started. With the BMIS team created, training and support would be available to be present during future implementations which would create a positive influence on all the employees who are new to it all. Having training before and after the implementation would allow those who were never working on the same systems integrate and have familiarity working together. During the implementations, the upper management should always be present along with the BMIS team. The presence with upper management influences not only the employees but the consultants also. Also, the divisions would also need support while the entire company is being implemented because they are also in the loop . With ERP, Bombardier would allow their vision to become â€Å"One Company† and allow all their divisions to share and become centralized as a whole.