Compare and Contrast Great Britain and France's most recent elections Research Paper

Compare and Contrast Great Britain and France's most recent elections - Research Paper Example This writing will focus upon the recent elections that took place in France as well as Great Britain. This writing will focus upon the differences between the election procedures, power structures, voting trends and voting systems experienced by the Great Britain and France. Body French Elections 2012 The presidential elections of 2012 that were held in France during the month of 2012 had a total of 10 individuals running for the president. These ten individuals included Francois Hollande and Nicolas Sarkozy. Sarkozy was the previous president of France and was running for the seat for the second time and according to the constitution of France; he was running for the second and the final time. After the first set of elections, both Sarkozy and Hollande stood as the leaders with 28% votes earned by Hollande and 27% votes earned by Sarkozy. This led to the second round in which both Hollande and Sarkozy took part, the end result of the second round was that both failed to gain majorit y and the difference between the percentage of votes for both the candidates was only 3%. Hollande took the lead by winning 51.64 votes and Sarkozy stood second by winning 48.36% votes (Thompson 131). This ended in the victory of Hollande and after this election followed the elections of Legislative level. The number of people who voted during the second round was much higher than the number of people who voted in the elections of the Great Britain. The average votes from all the territories was 82%, in which highest turnaround was experienced in the voters of Lot and lowest turnaround was experienced in the votes from the region of Saint-Martin. Sarkozy had a stronger hold in the southern and eastern regions of the nation and he was able to secure 60% of the total votes. Sarkozy even gained majority in areas that had voted in round one for Marine Le Pen but ample amount for support from Hollande was even available because of his proposal of Change. A two staged election process is used in France to select the president of the nation, in the first round different parties take part and one candidate from these parties is selected to run for the president’s office. Those who are elected as candidates have to attain 500 endorsements before being selected as a candidate. If the results of the first round do not select a majority, then a second round takes place in which two candidates who have the most number of votes run for the office and the individual who secures the majority of the votes in the second round, ends up securing the position. The voters list of France comprises of all French citizens who have reached the age of 18, these people include only those who are regarded as French Nationals and are registered to vote. There are several issues on which the voters of French presidential elections cast their vote. One of the major issues concerning the voters is the issue of unemployment which as been quite high in the recent past. According to the 2 007 statistics, the rate of unemployment in France was 9% (Brooke 757). The most lethal issue experienced by voters is the issue of immigration. It is said that the French community has become divided due to the issue of immigration. The numbers of immigrants that have been deported from France since 2002 have increased and have doubled. Another issue experienced by the voters of presidential elections is the issue of Law and order. The most popular party

Special interest tourism

Special interest tourism Abstract Tourism is included in the most dynamic and propulsive activities, with complex and multiple effects. It supplies tourism with strong driving force in wide range of activities and includes it more and more into priorities of economic development of numerous receptive countries and their particular parts. Wealth, preservation and appeal of natural resources, large number of traditional agricultural households, gradual increase in domestic population living standard, as well as increasing interest of international market for performances of special interest tourism, make solid framework for development of this branch of tourism in Serbia, where required conditions exist. The development of other, accompanying activities is emphasized also in order to enrich the content that this particular branch of tourism has to offer. The intention of the authors in this paper is to, whit particular retrospective on conditions in Croatia and Serbia, answer to some developmental questions of tourism progress, depending on natural, economic and social facts, recognition of geographic aspects of terrain and determination by human factor in enhancing special interest tourism with all of its following content, through its work and activities. Key words: special interest tourism, comparative analysis, market, accommodation capacities, education. Introduction Based on key factors of success analysis, apparent is that both destinations have relatively good potential for developmental and international commercialization of tourism product. The fact is, that this product is based on preserved natural resources, to the larges extent, which both countries are abundant with, which enables them to define, develop and supply international market with attractive product palette of special tourism services. Natural and economic resources of special interest tourism in Istrian Regoin and Kolubara District Istrian Region by its geographic and natural landmarks has significant advantage, amongst others, in development of special interest tourism. This is justified by numerous data that evidence Istrian precedence in degree of quality supply, as well as the visit, when it comes to tourism in general. To comprehend completely essential vantages for tourism development of special interest places, parallel review of basic characteristics of each region is given, Istrian Region and Kolubara District, that also disposes with numerous natural attributes and potential possibilities. Additional assurance of special interest tourism prosperity on both locations, what can be seen from previous table is attractive relief that includes water areas, mountains, numerous gouges, caves and other. Segments of product Starting with a fact that special interest product is compounded of large number of market niches, the easiest way to segregate it is following: Mild or soft activities that include camping, hiking, bike riding, rafting, 44 driving, in-nature activities, horse riding, fishing, etc. Some of these activities, for example animal chase are being largely commercialized in Istria and Serbia, while some are being included in maps and catalogues of specialized operators, more in Istria then in Kolubara District. It is good to keep in mind that particular niches of special interest products, can represent an included part of product group Mountains and Lakes as additional activities while vacationing. Rich offer of activities represents a base for development of these products throughout the year, not only during high season. Rough or hard activities, that refer to canoeing or kayaking down river streams, exploring canyons, caves, mountain biking, cross country skiing, alpinism, free climbing, paragliding, jeep safari and similar. All of these activities, can in long-term, be presented as independent product on the market, particularly because their organization and popularization need more investment in promotion, standard formation and similar. Cultural resources activities, gastro interests, monastery tours, places of importance heritage tours, archeological journeys and similar. Market special interest products ought to be introduced to domestic market, as well as to foreign emissive markets of special interest like Germany, Great Britain, France, Netherlands, Italy etc. Competitive strategy of special interest tourism development in Serbia Taking into consideration complexity of the product, it is hard to determine unique developmental strategy. Each creative and professional destination, with its management on behalf, will determine its own competitive strategy. Regarding that Serbia is taking smaller steps in tourism supply and in its representation on foreign markets, in comparison to Istria, it must specially focus on these production segments which accompanied with reasonable prices and low costs make its biggest potential. On the other hand, Serbia must directly approach communication among its strategic benefits in special interest product, even more because of the fact that these products development and their international popularization do not require large financial investment. Although the special interest product is of mostly seasonal character, vast resource base provides Serbia with possibility of organizing activities in this domain, throughout the year. Aiming for faster popularization of special interest product, needed is to stimulate development of destination management companies, who have programs for preparation and development of different product segments. Special interest product are usually promoted by specialized brochures of foreign tour-operators, presentations on specialized fairs and especially by direct marketing and internet. To enhance international promotion of this product in Serbia, special internet platform should be established, connected to powerful international internet providers. Accommodation facilities are essential and characteristic features of tourism area, which implies that their space and quality in significant part determine range of tourism circulation; their types, forms and quality directly affect types and forms of tourism and therefore tourisms economy effects. In continental Istria possibilities of hotel, camp, private accommodation and family agricultural households prevail. In Kolubara District domestic country tourism is developed, which could contribute to tourism development of that particular part of Serbia in total, but its still being conducted slowly and poorly organized. Models of development Considering special interest product as mainly reposing on natural resources preservation, both in Istrian Region and Kolubara District, there is a big chance for this product to develop, define itself and offer itself to international market. Special interest product can in medium term develop on low cost strategy, with small investments and reasonable prices, considering wealth of resources. In medium and long term, Serbia must raise general competitiveness level in field of infrastructure development, particularly road accessibility, which open numerous opportunities for special interests products development, what characterizes majority of even vaguely developed tourist countries. Besides, both regions have traditional and cultural heritage and conditions that facilitates them to attract tourists interest, what enables tourists to, while on vacation, use their leisure time to get to know the people and surroundings, where they temporarily reside in (to see the museums, galleries, special collections and similar). Cultural manifestations also have strong ability to attract tourists, supplying with enrichment of contents, higher value to an area or a place and enable higher cost budget. Naturally, high emphasis is put on distinguished conditions for rural tourism development in agro-tourism oasis of Istria and Kolubara. Global market potential of special interest product significantly overcomes possibilities of Serbia and Istria to develop and popularize this product, exceptionally in short and medium term. Therefore, intensifying global communication of this product by mediation with present global internet portals is of great importance. Simultaneously, creation of sales orientated internet portal and other common steps of advanced popularization with preceding unification of special interest product leading organizations. Conclusion Development and popularization of special interests do not require high investment. Therefore, the emphasis is on management of activities that are much less favored in Istrian Region and Kolubara District. Following this context, developmental model of this product should be based on following activities: Location of coordination responsibility for development and popularization of special interest product, especially because of large number of small individual organizations activities (for example fishing and animal chase) lacking in joint effort for serious popularization, on behalf of the region or whole country. Identification and creation of unique data base of activity organizations and special interest supply. Creation of greatest worlds tour-operators data base in field of special interests. Support and financial stimulation for private personae when forming new companies for destination management. Additional regulation of activities description for these companies, that make the most important link in chain of product value. Drawing initiative for general preservation and sustainable development of mountains, rivers and lakes, together with successive formation of infrastructure favorable for special interests development. Program of incorporation of specialized and scientific workers and education of tourist guides for various cultural and scientific contents in field of this product. Formation of special quality systems in field of special interest products. Seminary organization by qualified companies in all tourism clusters. Organization of special tours for those engaged in this field. Support of specialized magazines and publication launching in this field. Educational program for specialized guides Consumer protection program and other competitiveness programs in general. References DFV, Nachhaltige Entwicklung: Tourismus und Umwelt, 2008 Hamovic, V. „Quality of service and consumer protection in tourism, Besjeda, Banja Luka,RS, 2004 Horner, S., Swarbrook, J. International cases in tourism management, Elsevier, London, England, 2004 htt://www.wttc.org/reports/wttc99ver1.3doc Kripendorf, J. „Traveling Mankind, Zavod za istraÃ…Â ¾ivanje trÃ…Â ¾iÃ… ¡ta, Zagreb, Croatia, 1986 Ph. Kotler, Keller K. Marketing management, Data status, Belgrade, Serbia, 2006; Weaver, D., Lawton, L. „Tourism mangement, Data status, Belgrade, Serbia, 2008; Strategija razvoja turizma Srbije do 2015.godine; MagaÃ… ¡, D., „Management in touris organization and destinations, Adamic, Rijeka, Croatia, 2003; MaruÃ… ¡ic, M., PrebeÃ…Â ¾ac, D. „Tourist market research, ADECO, Zagreb, Croatia, 2004; BuleÃ… ¡ic, E. „Rural tourism in Istria, University in Rijeka, Business department Pula, Croatia, 2004. Golja, S. „Opportunities for tourism development in rural area of Istrian Region University in Rijeka, Business department Pula, 2008. This article represents a part of the Project no. 149007 D research results Multifunctional Agriculture and Rural Development Aimed at EU Integration of Serbia, financed by the Serbian Ministry of Science and and project Competitiveness and Comparative sustainable rural development of Istra and Kolubara region, within the program of scientific-technical cooperation of R.Serbia and R.Croatia. Both projects are financed by the Ministry of Science and Technological Development of the Republic of Serbia.

The Consumer And The Gimmick :: essays research papers

The Consumer and the Gimmick Today there are many factors that hurt the music industry. One factor involves the way we push musicians into allowing the industry to popularize one good song thus forgetting the rest of the album.   We the consumers have somehow been satisfied with just one good song from one mediocre band.   Perhaps there is a simple formula for disaster.   First the song is played on the radio and then the video is constantly on MTV, thus causing us to get tired of the music.   It's as easy as that! We sit and whine about not hearing enough from our favorite band, but once they come out with new music we smother ourselves in it. We then get sick of it and are left looking for something new to fulfill our cravings. This is when we, the monster consumers of music, decide to take our interest to the next hit song. It's not all our fault. You have to put at least some blame on the bands themselves. They feel that it is part of their job to indulge our wants.   We as lovers of what these songwriters do are appalled and disgusted by hearing anything but the best from our favorite bands.   Once we have what we want it's not long before we want more.   This is because we consume the musicians' talents like a fast food happy meal.   We open the box, take out the toy, throw away the contents, and then bitch about being hungry.   When we do this we always say, "It's a cool song, but they are a one hit wonder."   We the hungry consumer do not give the bands a chance to show their true musical talents. One example involves the group Verve Pipe and their hit song "The Freshman." This songs LP was out in December. No one noticed it until halfway through the month of March.   "The Freshman" was played every thirty minutes on the radio and fifteen times a day on MTV. This in my opinion results in the complete overplay of one bands hit song.   Now we consider them a "One hit wonder."   The Verve Pipe has more good music, but who is to say that anyone will ever hear it? Another thing that hurts the industry is the reliance on gimmicks. Finding  Ã‚   talent in a band that relies on gimmicks is as easy as lifting a three-hundred pound man above you head.   Sure for some it is easy, but for others it's damn near impossible.   A few bands that rely on gimmicks are Marilyn Manson and basically any rapper you can think of off the top of your head.

Life of Bob Marley

Gabrielle Coelho ENC 1101 Informative Essay Bob Marley â€Å"Who are you to judge the life I live, I know I'm not perfect and I don't live to be, but before you point fingers make sure your hands are clean†, one of my favorite Bob Marley quotes; I know it by heart. This quote is perfect to me because I know I'm not perfect and I don't allow anybody to judge my lifestyle or decisions especially if they have or made the same or worse decisions. I grew up listening to Bob Marley's music because of my dad. Nobody loves reggae or Bob Marley more than my dad.So ever since I've been little I've had a love for Bob Marley. Bob Marley, born Robert Nesta Marley, is a singer, song writer and musician. He was the most widely known reggae performer and was a great aid in spreading Jamaican music and the Rastafari movement. Marley first began his career as the lead singer of the music band â€Å"Bob Marley and the Wailers†, making songs such as â€Å"I Shot the Sheriff† and â⠂¬Å"Get Up Stand Up† which are still known today. The Wailers later broke up while each of the members continued to pursue solo careers.Marley later had his first international hit, outside of Jamaica â€Å"No Woman No Cry†. Marley was also very much involved with the social and political issues going on in Jamaica. He held rallies and free concerts, which some turned violent where Marley was shot, but fully recovered after. Bob Marley had many children; two from is wife Rita Anderson, two adopted from Rita's previous relationship and several others from different women, according to the Bob Marley official website. Bob also has many grandchild, a few I personally know myself from middle school.Most of Marley's children and grandchildren reside in Miami now. Bob Marley continued to make the best lyrical and influential reggae music, with songs like â€Å"One Love†, â€Å"Jamming† and â€Å"Redemption Song†. In July 1977, Marley discovered a type of melanoma under his toe, which was a symptom of already existing cancer. Doctors told Marley that he should get his toe amputated, but refused because of his religious beliefs. Despite his illness Marley continued on with his world tour up until his final show in at the Stanley theater in Pittsburg.Marley became very ill and the cancer spread through out his body. After fighting the cancer for eight months without success Marley died on the morning of May 11, 1981, in the Cedars of Lebanon hospital in Miami. All in all, Bob Marley introduced the world to the mystic power of reggae. His influential music is loved by everybody all over the world. His music was educational, lyrical and very positive. Bob Marley always stood up for what he believed him which is why I adore him too. Marley is still very popular after his death and his legacy still lives on today.

Principles of Project Management Essay

1. The Commitment Principle An equitable commitment between the project sponsor and the project delivery team must exist before a possible project exists. The Project Sponsor is considered to be the Project Owner who provides resources such as funds, services and general direction. The project delivery team is the one in charge for appropriate techniques, plans and controls for using the skills needed and work to convert those resources into the required deliverables or product. Dealing with a Sponsor is a matter of developing a trust and understanding between the Sponsor and the team. Project sponsors should set clear boundaries for cost and time, with which the manager should work. If he/she cannot provide the agreed deliverables within these constraints, concerns must be escalated to the sponsor for a decision. Defined roles and responsibilities: A project team in which ALL people understand their responsibilities and sincerely believe they can achieve them. Each person must know how they can contribute to project objectives. Project stakeholders must have a clear understanding of their roles and responsibilities, to be able know exactly what he or she is supposed to be doing. Project environment is of critical importance and requires definition and understanding. 2. The Success Principle The measures of project success, in terms of both process and product, must be defined at the beginning of the project as a basis for project management decision making and post-project evaluation. Success for a project and how it will be measured after completion needs to be defined at the beginning of the project. The most important reason is to provide an on-going basis for management decision making during the course of the project. The timing of the measurement of success itself may also need identifying. It is not possible to measure its ultimate success without agreement on the project’s success criteria 3. The Tetrad Trade-off Principle The core variables of the project management process — namely, product scope, quality grade, time-to-produce, and 4 total cost-at-completion — must all be mutually compatible and definitely attainable. The term â€Å"Tetrad trade-off† is quite an unfamiliar word, but possibly this is the value of the term to stressed that there are four separate but interactive variables which are scope, quality, time and cost rather than just three as in the old view of ‘Triple Constraint’ (time, cost and performance.) The advantage of viewing the four as a tetrad rather than choosing only three to form a triangle is that it gives more importance to quality. Of the four, the quality of the product is apparently, and in fact, the most stable. 4. The Strategy Principle A strategy encompassing first planning then doing, in a focused set of sequential and progressive phases, must be in place. Before the project start, it is very important that consumers think thoroughly about the products, or deliverables they need. They must be prà ©cised and detailed about their requirements to produce a feasible plan. This makes managing the project much easier and less risky. 5. The management principle The Management Principle begins with â€Å"how it will be done and who will do it†. Policies and procedures that are effective and efficient must be in place for the proper conduct and control of the project commitment. 6. The Single-Point Responsibility Principle This principle is an extension of the management principle and is needed for effective management of the project commitment. Clear communication is very important for the coordination of a complicated project activity. A single channel of communication must exist between the project sponsor and the project team leader for all decisions affecting the product scope. 7. The Cultural Environment Principle Management must provide an informed and supportive cultural environment to ensure that the project delivery team are able to work to the limits of their capacity. Whatever methodology or framework you prefer, it must be modified to suit the requirements and needs of your project. Rather than sticking to methodology, the project manager must be able to get used to procedures to meet the demands of the work in hand. the management of the organization in which the project takes place must be supportive and the environment free of obstacles in the way of project progress. (Wideman, Robert Max; Bing, John A.; Neal, Gerald;, 2000) B. Appraise the viability of at least five (5) project’s success/ failure criteria (1.2) To be successful, a project must have: 1. Agreement or arrangement among the project stakeholders – the project team, customer, project leader skills and management – on the objective of the project. 2. A project plan that shows what is capable, shows an overall path and clear tasks, contains the facts and details for calculating the people, money, time, equipment, and materials needed to get the job completed, and will be used to determine development as the project is taking its course. 3. Continuous, effective communication among everyone that is concerned in the project in order to manage and organize action, distinguish and get to the bottom of problems and respond to changes. 4. A controlled scope or â€Å"stakeholder expectations management†. Everyone involved in the project must know their share of responsibilities. To make sure that everyone concerned understands exactly what can be done within a specified time frame and budget; a systematic method for establishing practical goals for deliverables, cost, schedule, and quality, as well as techniques for maintaining the goals reliable all through the project. 5. Upper management support, â€Å"managing upward†, guiding the upper managers toward appropriate decisions that maintains the project moving – to bring people and other resources, make guidelines, or remove organizational obstacles. The main causes of project failure that were identified were: 1. Lack of User Involvement One of the reasons why projects fail is that users do not participate in the system development process to the extent that they should. the lack of participation in the project by those who will use the system has proved fatal for many projects. Without user participation, it will cause delay to Projects because the management has not allocated people to do the work that users should be doing. If a project is to be a success management and users need to be concerned from the start to end of the progress. This requires time and effort. 2. Long or Unrealistic Time Scales The key advice is that project timescales should be little, which means that better systems should be split into separate projects. There are always problems with this approach, but the profit of doing so is significant. 3. Poor or No Requirements poor requirements are probably one of the most difficult issue that can be faced by a project. The incapacity to identify good requirements has also led to other project delivery problems — such as the desire to narrow the scope of the project so as to minimize the requirements workload and risk. Users should understand what it is they want, and be able to identify it specifically. if you don’t get the business requirements right, however well you deliver the project, the client/business will be dissatisfied. 4. Scope Creep Scope creep is a risk in most projects. it is the change or growth of project scope. Scope creep more frequently occurs during the later stages of a project, such as programming and testing, than during the earlier stages, such as design. This can occur when the scope of a project is not properly defined, documented, or controlled. This is a management issue similar to change control. Management should be able to figure it all out at the start. A project manager often tries to manage scope creep. The goal in managing scope creep is to try to minimize the impact of any changes on the project, such as on the timeline and cost. 5. No Change Control System Business needs are changing even more rapidly than ever before. There may be unavoidable external requirements over which you have no control, such as new regulations for data privacy, changed regulatory reporting requirements etc.So it is not reasonable to anticipate no change in requirements while a project or system is being built. However uncontrolled changes play chaos with a system under improvement and have caused many project confusion and failures. (Anon., 2001) (Suggest additional standard for the project’s success/ failure criteria, M1) Other IT project failure criteria by the IT and project managers were: * missed deadlines * exceeded budget * cost getting out of hand * many projects fail because they use new or unproven technology. * poor project definition by the project’s owner, perhaps because of insufficient consultation with stakeholders or their failure to be specific about requirements and desired outcomes. * lack of ownership and personal accountability by senior management. * inadequately skilled and experienced project personnel. * inadequate reporting arrangements and decision-making. * inconsistent understanding of required project activities, roles and responsibilities. Other criteria for project success were: * meeting the budget * meeting milestones * a well-defined scope and agreed understanding of intended outcome. * active management of risks, issues and timely decision-making supported by clear and short lines of reporting. * ongoing commitment and support from senior management. * a senior individual with personal accountability and overall responsibility for the successful outcome of the project. * defined and visibly managed processes that are appropriate or the scale and complexity of the project. (Find another company that uses success/failure criteria and tell something about how these criteria help the company’s projects , D1) The Calvert Social Index is a stock market index created by Calvert Investments as a benchmark of large companies that are considered socially responsible or ethical. It currently consists of 468 companies, weighted by market capitalization, selected from approximately 1,000 of the largest publicly traded companies in the United States using Calvert’s social criteria. These criteria relate to the environment, workplace issues, product safety, community relations, weapons contracting, international operations, and human rights. This index was created following the success of the Domini 400 Social Index by KLD Research & Analytics, Inc. The Calvert index is used by many so-called socially responsible mutual funds as a benchmark for their performance. These criteria helped the company improve with their business management. They were able to market those specific products that seem to be most wanted by their customers. With these criteria, it helped them improve their product development that made them stand out from their competitors. It also helped the company improve business management in the area of finance and because of this, they have built a good business reputation. (Calvert Investment Distributors, n.d.) B. Discuss the principles behind project management systems and procedures (1.3) The Project Management Process suggest three main deliverables be defined before actual work on the project begins. These are the Project Definition, Project work plan, and the Project Management Procedures. The Project Management Procedures explains how the project will be managed, and are an effective and efficient way to communicate the processes to the project team, customers, and stakeholders. Although they may appear time consuming to develop, in most cases these procedures only need to be created once. When you have a set of procedures that allow you to be successful, you can reuse them on later projects. In fact, these procedures can be written at the company or organization level, and then used as the starting point for all projects in the company. These procedures come from the process for large projects. They should be customized as appropriate for your project, your team, and your organization. In most cases, the processes should be simplified for smaller projects. Although this template is called Project Management Procedures, this document really describes processes. Processes are at a higher level than procedures. You can turn them into procedures by specifying the particular roles, people, and dates that make sense. The procedures that will be used to manage the project will include parts on how the team will manage issues, scope change, risk, quality, communication, etc. It is important to be able to manage the project thoroughly and proactively and make sure the project team and all stakeholders have a common understanding of how the project will be managed. If common procedures have already been recognized for your organization, apply them on your project. (Discuss how to integrate human and material resources to achieve successful projects, M2) Every project that involves more than one person requires a project team to get the work done. Building a motivated project team will be your primary and most critical task, because the success of the project will rely heavily on choosing the right team members and gaining their commitment to the project’s objectives. To utilize the abilities of permanently assigned staff and to fulfill these requirements but if there are required skills that are not available, then other sources must be identified and pursued. Books, educational programs, internet and human involvement go hand in hand to make the task accomplished. With these help, unforeseen errors and miscalculation will be lessened. Coordination will also make time required less for the project to be successful. (Wideman, 1991) (Look for an existing IT Project of any company and evaluate the project management system and procedures, D2) IS Auditing Procedure: P6 Firewalls An information security audit is an audit on the level of information security in an organization. Within the broad scope of auditing information security there are multiple types of audits, multiple objectives for different audits, etc. Most commonly the controls being audited can be categorized to technical, physical and administrative. Auditing information security covers topics from auditing the physical security of data centers to the auditing logical security of databases and highlights key components to look for and different methods for auditing these areas. When centered on the IT aspects of information security, it can be seen as a part of an information technology audit. It is often then referred to as an information technology security audit or a computer security audit. However, information security encompasses much more than IT. By and large the two concepts of application security and segregation of duties are both in many ways connected and they both have the same goal, to protect the integrity of the companies’ data and to prevent fraud. For application security it has to do with preventing unauthorized access to hardware and software through having proper security measures both physical and electronic in place. With segregation of duties it is primarily a physical review of individuals’ access to the systems and processing and ensuring that there are no overlaps that could lead to fraud. (Isaca, 2003) C. Identify the key elements involved in terminating projects and conducting post – project appraisals (1.4) 1. Termination activities should be identified in the baseline plan 2. Verify that all agreed-on deliverables were provided. 3. Organize and file project-related documentation. 4. Assure that all payments have been collected from the customer. 5. Assure that all payments for materials and subcontractors have been paid. 6. Prepare a written performance evaluation of each member of the project team. (Evaluate the key elements involved in terminating projects, M3) Terminating a project should always undergo a process – resources used could be audited and workforce could be evaluated properly. 1. Go back to project plan to check the appropriate balance between resource usage and project duration that directly complies with project objectives. 2. Confirm or prove that all deliverables that were agreed on were clearly fleshed out. 3. Document and organize all files related to the project. 4. All invoices should have been sent to the customer. All collectibles should be received before closing the review. 5. Payments for materials and subcontractors should be fulfilled as well. 6. Evaluate the performance of the project team and properly document it as well. 7. Conduct post-mortem or –project evaluation meetings (Szabelski, n.d.) (Give situations where a terminated project can still be considered again, D3) Hiring a new principal investigator (PI) (or an equivalent person) is the next best solution for projects that were terminated or put on hold. In order to ensure the smooth transition of documents and processes, the old PI should train the new hire Loss of human, funding and other valuable resources, whether anticipated or not, is the most common problem that may force an organization to terminate or put a project on hold. In order to address this challenge, the affected organization should be able to tap other available resources such as funding vehicles and connections or networks for new hires or experts. If an internal assessment or evaluation of the project showed negative results, resources, processes and even the project itself can be adjusted or modified in order to achieve or fulfill set expectations and objectives. (Orfano, 2009) Bibliography Anon., 2001. Coley Consulting. [Online] Available at: http://www.coleyconsulting.co.uk/failure.htm [Accessed 18 October 2011]. Calvert Investment Distributors, I., n.d. Calvert Investments. [Online] Available at: http://www.calvert.com/NRC/Literature/Documents/TL10036.pdf [Accessed 20 October 2011]. Isaca, 2003. ISACA. [Online] Available at: http://www.isaca.org/Knowledge-Center/Standards/Pages/IS-Auditing-Procedure-P6-Firewalls1.aspx [Accessed 22 October 2011]. Orfano, F., 2009. Feministy.org. [Online] Available at: http://www.feministy.org/business-management/re-starting-a-terminated-project [Accessed 22 October 2011]. Szabelski, T., n.d. Modern Project Management. [Online] Available at: bpr-project.eu/./project_management_by_tomasz szabelski.pdf [Accessed 21 October 2011]. Wideman, Robert Max; Bing, John A.; Neal, Gerald;, 2000. Max’s Project Management Wisdom. [Online] Available at: http://www.maxwideman.com/papers/principles/principles.htm [Accessed 16 October 2011]. Wideman, R.M., 1991. Max’s Project Managenent Wisdo m. [Online] Available at: http://www.maxwideman.com/papers/questions/answers.htm [Accessed 18 October 2011].