Abstract
The paper looks at Unilever's Hindustan Lever Limited (HLL) brand's new distribution network throughout several Indian states, known as Project Shakti. The paper explains that Shakti relies on an informal distribution network modeled after a micro-finance enterprise structure. The paper analyzes the project's competitive issues, including its consumer marketing, product/service innovation, marketing strategy and target markets. The paper concludes with a recommendation of how to expand the Shakti project.

Outline:
Abstract
Competitive Issues
Conclusion and Recommendations

From the Paper
"Unilever is one of the world's most recognized consumer product goods (CPG) companies with operations in every major region of the globe. In India, Unilever operates primarily under the Hindustan Lever Limited (HLL) brand and is India's largest CPG manufacturer and specifically within the Fast Moving Consumer Goods (FMCG) segment of the industry with revenues of $2.43b in India. While successful in the India market, HLL and its parent corporation are not content because competitive pressures from both local and international brands are forcing HLL to squeeze margins while lowering prices. Unless HLL is able to further penetrate its existing markets in India as well as enter and expand new ones throughout the country, these ever shrinking margins will lead to a lack of profitability and negative revenues. In order to enter new markets within greater India and to reach the rural consumer which is a largely untapped market in India, HLL is developing a sort of grass roots sales and marketing (S&M) distribution network throughout several Indian states known as Project Shakti."

Tags:micro-finance, enterprise, structure, entrepreneurs, marketing, margins, revenues

Abstract
This paper takes an in-depth look at Unilever's operations in India. The paper further describes how the company operates primarily under the Hindustan Lever Limited (HLL) brand and is India's largest CPG manufacturer.

From the Paper
"Unilever is one of the world's most recognized consumer product goods (CPG) companies with operations in every major region of the globe. In India, Unilever operates primarily under the Hindustan Lever Limited (HLL) brand and is India's largest CPG manufacturer and specifically within the Fast Moving Consumer Goods (FMCG) segment of the industry with revenues of $2.43b in India. While successful in the India market, HLL and its parent corporation are not content because competitive pressures from both local and international brands are forcing HLL to squeeze margins while lowering..."

Tags:shakti, case, unilever

Abstract
This paper describes the full scope and plan for a preoperative clinic including deliverables, milestones, and exclusions of implementing a preoperative clinic within a hospital. The paper discusses how effective risk control is an essential part to project management and is imperative for the preoperative clinic project to be a success. The creation of a work breakdown structure that outlines the tasks and milestones as well as a timeline is an important step in meeting this goal. This gives the project manager and other key individuals, a tool to judge the progress of the project and identify, assess, and control potential risks that may arise throughout the life cycle of the project. Five specific risks for the preoperative clinic are identified.

Table of Contents:
Project Plan Overview
Project Description
Problem/result Statement
Mission Justification
High-level Scope
Measurement Strategies
Best Practices
Key Learning Points
Task and Risk Management Plan
Tasks and Milestones
Task/Milestone Table
Project Risks
Risk Impact
Risk Impact Table
Mitigation Strategies
Mitigation Strategies Table
Change Mangement Plan
Key Learning Points
Project Plan Forecast
Communications Plan
Communications Plan Table
Time Forecast
Project Closure Process
Project Audit Process
Budget Estimates Table
Forecasted Project Outcomes
Key Learning Points
Conclusion
References

From the Paper
"At Sanford, surgical patients, with the exception of inpatients, are called a few days prior to surgery by surgical case managers to obtain medical history, medication list, pre-operative physical information, and to provide education. However, with the growing number of surgeries, problems such as cardiac and pulmonary risk factors are not always identified far enough in advance to obtain tests needed for surgical clearance. This leads to cancellations the day of surgery which is not optimal for the patient or the hospital.
"The creation of a four room, preoperative clinic within the surgical tower can reduce many of these bottlenecks. The four room clinic will be built in the existing shell storage space. The rooms will be built to the same specifications in terms of size, lighting, and furnishings as the existing consult rooms with the exception that a computer will be placed in each room to obtain medical information. The preoperative clinic would be open Monday through Friday from 0600 to 1830. It will be manned by a secretary, surgical case manager, and a hospitalist. An anesthesiologist will be available for consults upon request. Patients will be seen within two to four weeks prior to the scheduled surgery.
"When patients arrive, they would fill out a medical, surgical, and medication questionnaire. The case manager would review the information with the patient and obtain any additional information needed. The patient will be educated regarding the surgery such as what to expect, pre and postoperative instructions, pain management, and any special needs such as crutch walking. Any questions, concerns, or anxieties would also be addressed. The patient would then see the hospitalist, who would do the preoperative exam and order any tests or consults needed to clear the patient for surgery."

Tags:medical patient surgery, risk management, project management

Abstract
This report briefly discusses options presented to the founders of the Temper Tinglary SOHO Art Gallery regarding expanding their business. It looks at the rationale behind the selection of the website project that was presented and paper presents an argument, set forth by way of non-numeric and financial models. The paper recommends hardware and software platforms for the implementation of the project and presents a development methodology. A Microsoft Office Project document that lists tasks and their duration is included with the file. A copy of the contents of this document has also been copied to the paper itself.

Table of Contents:
Project Selection Rationale
Increase High Value Work
Improved Accuracy and Efficiency
Improved Decision Making
Financial Modelling
Hardware & Software Recommendations
Development methodology
Project Charter
Stakeholders
Project Description
Measurable Organisational Value
Project Scope
Work Breakdown Structure
Scope Verification
Project Schedule Summary
Project Budget Summary
Quality Issues
Verification and Validation
Change Management
Resources Required
Assumptions and Risks
Assumptions
Risks
Impacts on the Gallery
Appendix A (Microsoft Project file)

From the Paper
"A known constraint imposed upon the project is budget. It is estimated that the project can be completed within the budget, however various compromises have had to be made in terms of hardware and software in order to remain within budgetary constraints. The project manager and BI consultants have expressed their concern regarding running the website and database server off a desktop PC and the use of Microsoft Access 2007 in order to save on licensing fees. It is felt that while these resources should meet requirements for the project, their scalability is questionable. Future expansion of the system is not within the scope of this project, yet the project team wishes to clarify its stance at this stage regarding the limitations and constraints imposed by the magnitude of the Gallery's project budget."

Tags:microsoft project, efficiency stakeholders budget

Abstract
This project plan forecast for the talent management system project provides an overview of the project, including a communications plan, a forecast of the time required to complete the project, descriptions of the project closure process and the project audit process, budget estimates, forecasted project outcomes, three key learning points, and a conclusion. The project closure process is covered in special detail due to its critical function in assuring customer satisfaction.

Tags:project plan forecast, budget estimates, forecasted outcomes, key learning points, project closure, communications plan

Abstract
This paper is a project plan overview for a human resources project to select an appropriate talent management system. It consists of an abstract followed by a paper describing the problem that the project aspires to resolve, a mission justification, high-level project scope with objectives, deliverables, milestones, technical requirements, and limits and exclusions, as well as a description of how the success of the project will be measured. Best practices and key learning points are included.

Tags:project plan, talent management, human resources, HR, onboarding, applicant tracking, project scope, best practices, learning points

Abstract
This paper explains that the process of global project management has much in common with domestic project management; however, global project management does add a number of requirements and cautions to the mix. The author points out that global project management and domestic project management are similar in that, in both cases, the project is defined as a sequence of tasks that must be completed with an established end result. The paper relates that they may differ in the means of achieving the goal because of cultural, language and other differences.

From the Paper
The process of global project management has much in common with domestic project management while also adding a number of requirements and cautions to the mix. The similarities between domestic and global project management show how alike management is in different countries, while the differences show added requirements for a global perspective and the influence of cultural differences on the manager. A project in both cases if the same and is defined as "a sequence of tasks that must be completed with an established end result. It differs from daily work in that there is a definite beginning and an ending to the sequence of tasks. When a project ends, managers and workers move on to other work or projects. Different talents are required for effective project management compared with daily managerial activities" (Nie and Young 109).

Tags:global, project, management

Abstract
This paper reviews the typical professional environments where one might expect to find project management techniques being implemented. This paper also discusses the constraints within each of these environments that require project management; why some practitioners have called project management a carefully created illusion and why they argue that an organization can only barely exist within a complex project.

Contents:
Objective
Introduction
Constraints Within the Environment Requiring Project Management
A Carefully Created Illusion
Organizations Can Only Exist in a Complex Project
Charts and Benefits
Measurement of Goals and Three Critical Dimensions
Summary and Conclusion

From the Paper
"Whether referred to as an illusion or indeed a vision, the project manager is responsible to assist others involved in the project in their ability to see the project from the manager's view. In the earlier stages of the project this may be referred to as a 'carefully created illusion' however, without this vision the project will flounder and fail. As stated by Phillips (2005) in the work entitled: Real World Project Management: An Introduction: "Good photographers and good project managers have much in common: experience, a foundation in the fundamentals, and a willingness to learn. At the core, I believe, is an ability to capture a vision--and then process that vision for others to see."

Tags:budget, schedules, project-driven, roles, project, responsibilities

Abstract
This paper describes the qualities necessary to be an effective project manager. In particular, the paper emphasizes the "dreaded triple constraints" of time, money (resources) and quality, and a project manager's juggling act. The paper gives a bulleted list of the five areas of expertise a project manager must possess. The author concludes by stating that the project manager should adhere to the precept that he must always strive to be a good leader and manager.

From the Paper
"The Project Management Institute or PMI (www.pmi.org) is considered the de facto pioneer in the field of project management and they have a publication entitled "A Guide to the Project Management Book of Knowledge (PMBOK)", which is now on its third edition. Any person aspiring to take up a career as a project manager or any person for that matter handling project management tasks should look at the PMI and the PMBOK first to get a good start and have a solid foundation in the project management career or job track. This is a good initial premise because for one, the principles evangelized by the PMI are in line with the standards set by the International Organisation for Standardization (ISO) and therefore are considered generally recognized and accepted global standards and industry best practices. Second, the PMBOK is also an accepted standard by the American National Standards Institute. Having stated the points on ISO and ANSI recognitions, one can never go wrong by starting with the PMI and the PMBOK."

Tags:project, management, Project, Management, Institute, PMI, leadership

Abstract
This paper discusses Turnkey Project Management and the factors involved in managing a high-speed railroad project. In the paper, political, social and economic implications are discussed, as well as each project management step to follow. Ideas for winning and shaping public opinion and promoting the railroad are included.

From the Paper
"Turnkey Project Management. A turnkey project provides a deliverable to the customer that is fully tested and ready to use upon delivery. This can be a tremendous advantage to the customer since it eliminates the need for the customer to manage the project. Projects that are time and resource-intensive can seriously impair a company's ability to continue with normal business while executing the project, since many key people are necessarily engaged in working on the project."

Tags:project management, turnkey, railroad, railway, train, intermodal, promotion, web site, rolling stock, tracks, Maglev, TGV, bullet train, shinkansen, site evaluation, feasibility study, project plan, contractors, subcontractors, equipment list, test plan