Effects of Enterprise Resource Planning (ERP)

Effects of Enterprise Resource Planning (ERP) Abstract Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate. The purpose of this study is to determine if ERP implementations have brought about significant changes on large industries in India, by answering questions other studies have not answered. This study is motivated both by an appreciation of the magnitude of a companys decision to invest in an ERP system and by the fact that other research to date contains limitations of scope or method that may reduce the reliability of reported results. Accordingly, this study examines success factors of ERP implementations. The results of this research are significantly more reliable than results of other studies because this research examines whether the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect. Introduction 1.1 Background Information systems exist in most peoples working lives. It is now generally accepted that the information system world is one where human, social and organizational factors are as important as the technological (Avison et al. 2001).The business environment is changing dramatically and in order to stay competitive in the market, organizations must improve their business practices and procedures. Organizations within all departments and functions upgrade their capability to generate and communicate accurate and timely information. During the last decades, enterprises have focused on Information Technology (IT) and implemented various applications to automate their business processes. These applications were not developed in a coordinated way but have evolved as a result of the latest technological innovations. As a result various integration problems were caused because the applications could not co-operate and disparate IT solutions could not bind together (Thermistocleous and Irani, 2000). Prior to the concept of ERP systems, departments within an organization (for example, the human resources (HR) department, the payroll department, and the financials department) would have their own computer systems. The HR computer system would typically contain information on the department, reporting structure, and personal details of employees. The payroll department would typically calculate and store paycheck information. The financials department would typically store financial transactions for the organization. Each system would have to rely on a set of common data to communicate with each other. For the HRIS to send salary information to the payroll system, an employee number would need to be assigned and remain static between the two systems to accurately identify an employee. The financials system was not interested in the employee-level data, but only in the payouts made by the payroll systems, such as the tax payments to various authorities, payments for employee benefit s to providers, and so on. This provided complications. For instance, a person could not be paid in the payroll system without an employee number. But later ERP software, among other things, combined the data of formerly separate applications. This made the worry of keeping numbers in synchronization across multiple systems disappears. It standardized and reduced the number of software specialties required within larger organizations (Slater, 1999). 1.2 Evolution of ERP The evolution of ERP systems was after the spectacular developments in the field of computer hardware and software systems. In 1960s many organizations designed, developed and implemented centralized computing systems, which were almost like automating their inventory control systems using inventory packages (IC). These were legacy system based on their programming languages such as COBOL, ALGOL and FORTRAN. Material requirement planning (MRP) systems were developed in 1970s, which involves many planning the product or parts requirements according to the master production schedule (Okrent Vokurka, 2004). Following this system a new software system called manufacturing resource planning (MRP II) was introduced in 1980s with an emphasis on optimizing manufacturing process by synchronizing the materials with production requirements. Areas like shop floor and distribution management, human resource, finance, project management and engineering comes under MRP II (Okrent Vokurka, 2004). ERP systems first appeared in late 1980s and in the beginning of 1990s with the power of enterprise wide inter-functional co-ordination and integration. Based on the technological foundations of MRP and MRP II, ERP systems integrate business processes including manufacturing, accounting, human resource, distribution, financial, project management, service and maintenance, transportation, accessibility, visibility and consistency across the enterprise (Okrent Vokurka, 2004). During 1990s ERP vendors added more modules and functions as added advantage to the core modules giving birth to the ‘Extended ERP. These ERP extensions include advanced planning and scheduling (APS), e-business solution such as costumer relationship management (CRM) and supply chain management (SCM) (Okrent Vokurka, 2004). 1.3 About ERP systems During the 1990s, Enterprise Resource Planning (ERP) systems was introduced as â€Å"integrated suites† that included a wide range of software products supporting day-to-day business operations and decision-making. ERP serves many industries and numerous functional areas in an integrated fashion, attempting to automate operations from supply chain management, inventory control, manufacturing scheduling and production, sales support, customer relationship management, financial and cost accounting, human resources and almost any other data oriented management process. ERP systems have become increasingly prevalent over the last 10 years. Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which tr aditional capital budgeting decision-making models may not be appropriate. The license/maintenance revenue of ERP market was $17.2 billion dollars in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been implemented in over 60% of multi-national firms. This market also cuts across industries for example, two of the worlds best-known software companies, IBM and Microsoft, now run most of their business on software neither of them makes, the SAP R/3 ERP package made by SAP AG (OLeary, 2000). The appeal of the ERP systems is clear. While most organizations typically had software systems that performed much of the component functions of ERP, the standardized and integrated ERP software environment provides a degree of interoperable that was difficult and expensive to achieve with stand alone, custom-built systems. For example, when a salesperson enters an order in the field, the transaction can immediately flow through to other functional areas both within and external to the firm. The order might trigger an immediate change in production plans, inventory stock levels or employees schedules, or lead to the automated generation of invoices and credit evaluations for the customer and purchase orders from suppliers. In addition to process automation, the ability of ERP systems to disseminate timely and accurate information also enables improved managerial and worker decision-making. Managers can make decisions based on current data, while individual workers can have greater a ccess to information, enabling increasing delegation of authority for production decisions as well as improved communications to customers (OLeary, 2000). 1.4 Model layer of ERP A Global Business Process Model is created which represents the whole ERP software product. This model is layered in 3 deeper levels. The first level is the System Configuration Level, which scopes on high-level option on the entire system. Option definition is therefore static: once a high-level option of the ERP system is chosen to be used within the organization, the choice cannot be made changed. One level deeper is the Object Level, which scopes on single data objects. The option on this level is more dynamic. The lowest level is the Occurrence level, which analyses single process occurrences. Because this level elaborates on object parameters, the option is very dynamic, meaning that options can easily be altered (Garg and venkitakrishnan, 2006). 1.5 Case study We systematically study the productivity and business performance effects of ERP using a unique dataset on firms that have purchased licenses for the SAP R/3 system, the most widely adopted ERP package. In the last 30 years, SAP has become the global leader in business software, serving more than 38,000 customers worldwide, including organizations of every size and type. Along the way, SAP has accumulated a unique knowledge base of best practices in more than 25 industries. The SAP tradition of leadership continues with a new generation of ERP software that gives the company unprecedented speed and flexibility to improve your bottom line by improving your enterprise resource planning (Web-1). Our goal is to better understand the economics of ERP implementations specifically, and more broadly, contribute to the understanding of the benefits of large-scale Industries in India. The author has tried to find out the success of ERP (Enterprise Resource Planning) implementation and the return on investment depends, among other factors, on the active project management team. This success and return on investment is very important to the organization since implementation cost is very high and the resulting Information Technology platform needs to supply significantly to the organizations business strategy and survival. Since competitors are likely to be implementing ERP solutions at the same time, there is the added advantage to gain a benefit, a boundary. How is this achieved? According to the research the organizations that have successfully implemented the ERP systems are gathering the benefits of having integrating working environment, standardized process and operational benefits. There have been many disgusting stories of improper ERP implementation because of which many companies have become bankrupt and in many cases organizations have decided to discard the ERP implementation projects. Not all ERP implementations have been successful. Majority of these studies have used case studies to conclude their findings and very few have used the experiential study of the ERP implementation process and its success. The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998), but research on critical success factors in ERP implementation is rare and sectioned. Till now, only a few organizations have done a little to imagine the important predictors for initial and ongoing ERP implementation success (Brown and Vessey, 1999). This research is an effort to achieve that. It identifies the critical success factors in ERP implementation, categorizes them into the respective phases in the ERP life cycle model and discusses the importance of these factors in ERP implementation (Markus and Tanis, 2000). 1.6 Aims and objectives: This research is an attempt to broaden the ERP implementation research by defining the theoretical areas built and operational measures specific to ERP implementation and success measure to advance ERP research. 1.6.1 Aim The main aim of this research is to study and analyze the impact of implementing ERP solutions on large industries in India. 1.6.2 Objective The objective of this dissertation is to: Study about the Enterprise Resource Planning (ERP) systems and their business aspects. Analysing the implementation process of ERP systems and their Life cycle. Analysing the success and failure factors of the implementation of ERP systems. Analysing the pre and post implementation strategies involved in an ERP project. Understanding the effect of implementing ERP solutions on Indian large industries. Understanding the success factors of the ERP implementation by doing the case study on SAP (Systems, Applications and Products). This dissertation explains the importance of ERP implementation within an organization, primarily within the large industries and explains the issues related with the usability and the users opinion on an implemented ERP system. The research project discussed in this dissertation is derived from an implemented ERP system on large industries in Bangalore. The author has chosen SAP as his case study as the SAP provides the worlds best integrated solutions for the organizations. The system examined in this dissertation is the SAP implementation and the selected users for this system are the large industries in Bangalore like Bharath Heavy Electricals Limited (BHEL), Karnataka State Road Transport Commission (KSRTC), Repcol, etc. 1.7 Layout of the dissertation Chapter 2 Literature Review This chapter explores the literature that is relevant to the research questions on Enterprise Resource Planning systems and their implementation, Life cycle, Success factors, failure factors, the business aspects of ERP and as well as ERP solutions provided by SAP and its significance. This chapter mainly focuses on eleven critical success factors of ERP systems. This chapter will form the bases for the argument presented in proceeding chapters. Chapter 3 Research Approach This chapter discusses the overall review of the research approach and methods that will guide this research. This chapter also discusses about the techniques for data analysis including triangulation. Chapter 4 Research Site In this chapter, the site of the study and how the research was carried out (data collection) is discussed in detail. This chapter also provides the analysis of the data which was collected and an overall conclusion of the analyzed data. The particular component of the ERP system is studied and the problems being encountered. Chapter 5 Conclusion and recommendations This chapter outlines the conclusion of the research with the recommendations and the suggestions for future research. Literature review According to Garg and venkitakrishnan (2006), business environment has changed more in the last five years than it was before. Enterprises are continuously trying to improve themselves in the areas quality, time to market, costumer satisfaction, performance and profitability. The Enterprise Resource Planning (ERP) software fulfils all these needs. 2.1 Definition of ERP Enterprise resource planning has been in defined in many ways as cited by Brown (2006) they are as follows Sets of business software which allows an organization for complete management of operations.(Al-Mashari, et al., 2003) A software infrastructure fixed with â€Å"best practices,† respectively best ways to do business based on common business practices or academic theory. (Bernroider Koch, 2001) An organization-wide Information System that tightly combines all aspects of a business. It promises one database, one application, and a unified interface across the entire enterprise. (Bingi, Sharma, Godla, 1999) Highly integrated enterprise-wide software package that computerize core business processes such as finance, human resources, manufacturing, and supply and distribution. (Holland Light, 1999) A packaged business software system that enables a company to manage the efficient and effective use of resources by providing a total, integrated solution for the organizations information-processing needs. (Nah, Lau, Kuang, 2001) Business software that combines information across the organization. This integration removes inconsistencies and enables the organization to attain consolidated reports. (Shakir, 2000 cited by Brown, 2006) A combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. (Web-8:www.sap.com) 2.2 Features of ERP systems According to Garg and venkitakrishnan (2006) ERP system needs have the following features: Modular design comprising many distinct business modules such as distribution, accounting, manufacturing, financial, etc. Use centralized common database management system (DBMS) The modules are integrated and provide seamless data flow among the modules, increasing operational transparency through standard interface. They are generally complex systems involving high cost. They are flexible and offer best business practices. They are time-consuming and configuration setups for integrating with the companys business information. The modules work in real time with online and batch processing capabilities. They will soon be internet enabled (Garg and venkitakrishnan, 2006). 2.3 Modules Different ERP vendors provide ERP systems with some degree of speciality but the core modules are almost the same for all of them. Some of the core ERP modules are Human resource management, Transportation management, Manufacturing management, Accounting management, financial management, Production management, Sales and distribution management, Costumer relation management, Supply chain management and E-Business. The modules of an ERP system can either work as stand alone units or several modules can be combined together to form an integrated system. The systems are usually designed to operate under several operating platforms. SAP AG, the largest ERP vendor provides a number of modules with its famous R/3 ERP system. New modules are introduced by SAP and other vendors in response to the market and technological demand such as the internet technology (Garg and venkitakrishnan, 2006). Koch et al. (1999) also discusses three common approaches to ERP systems implementation in organisations. As the number of modules being implemented increases, there is a shift from a big-bang to a phased approach. Big bang This approach enables organizations to cast off all their legacy systems at once and implement a single ERP system across the entire organization. This is the most ambitious and difficult of approaches to ERP implementation (Koch et al., 1999). Franchise Strategy This strategy, also referred to in literature as ‘phased implementation, suits large or diverse companies that dont share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes (Koch et al., 1999). This is the most common way of implementing ERP and it allows the systems to link together only to share the information necessary for the corporation to get a performance big picture across all the business units. â€Å"Usually these implementations begin with a demonstration or â€Å"pilot† installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong† (Koch et al. 1999 cited by Jenine, 2001). Slam-dunk With this approach, ERP dictates the process design and the focus is on just a few key business processes. This implementation strategy is most appropriate for smaller organizations (Koch et al., 1999). ERP systems are usually highly complex, expensive, and difficult to implement. Besides the traditional MRP functionality, ERP systems include applications for many other functional areas such as Customer Relationship Management, Sales and Marketing processes, Human Resources, Accounting and Finance, Supply Chain Management, and Operational and Logistical Management. Many ERP vendors are offering some or all of these functions as options within their offering. Organizations can usually pick and choose between modules, implementing only those which are applicable to their situation (Al-Mashari et al., 2000 cited by Brown, 2006). 2.4 Functions of ERP This software tries to combine all departments and functions across a company onto a single computer system that can serve each different departments particular needs (Koch et al. 1999). ERP systems are nothing more than generic representations of the way a typical company which does business (Koch et al. 1999 cited by Jenine, 2001). ERP is software, which collects data from various key business processes and stores in a single comprehensive data repository where they can be used by other parts of the business. Many organizations are now using ERP systems to solve their problems. ERP improves organizational co-ordination, efficiency and decision-making. It is a kind of software, which helps managers to find out the most and the least profitable jobs. This in turn, helps managers to eliminate the most unprofitable jobs (Zygmont, 1998). Pp 89-91. ERPs allow computerising the tasks involved in performing a business process so it is important that implementers start with a clear expression of the business problems being addressed (Slater 1999 cited by Jenine, 2001). The most common reason that companies walk away from multimillion dollar ERP projects is that they discover that the software does not support one of their important business processes (Koch et al. 1999). Not only do the business functions need to be identified, the more delicate issues such as the companys corporate culture and management style must be examined to enable a holistic view of the implementation (Slater 1999). ERP systems stress the importance of accountability, responsibility and communication within an organisation. They focus on optimizing the way things are done internally rather than with customers, suppliers or partners (Koch et al. 1999 cited by Jenine, 2001). It is said that ERP is the best expression of the inseparability of business and information technology (Gupta, 2000). ERP systems highlight one specific theme: integration of all organisational processes and this has attracted many organizations to adopt ERPs in recent year (Sia, et.al. 2002 cited by Thavapragasam, 2003). According to Gupta (2000) ERP allows companies to integrate departmental information and for many users, an ERP is a â€Å"does it all† system that performs everything from entry of sales orders to customer service. Moreover, an ERP-system enables companies to integrate data used throughout the whole organization and holds operation and logistic, procurement, sales and marketing, human resource and financial modules (Wassenaar, et al., 2002 cited by Thavapragasam, 2003). ERPs are often known as off the shelf IT solutions that will enable organizations to achieve faster cycle fastens, reduces cost, and improved customer service (Sia, et al., 2002 cited by Thavapragasam, 2003). Wassenaar, et al. (2002) continues to suggest that ERP-system implementation implies a much stronger organizational change that normal information system development. Problems associated with software implementations are neither new nor specific to enterprise resource planning (ERP) systems. 2.5 Impact of implementation There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, cases studies or a collection of case studies and industry surveys (Davenport, 1998). McAfee (1999) studied the impact of ERP systems on self-reported company performance based on a survey of Indian implementers of SAP R/3 packages. Participating companies reported substantial performance improvement in several areas as a result of their ERP implementation, including their ability to provide information to customers, cycle times, and on-time completion rates. 2.5.1 Benefits ERPs are designed to help manage organizational resources in an integrated manner. The primary benefits that are expected to result from their implementation are closely related to the level of integration that is promoted across functions in an enterprise. The professional literature has been proactive in determining the types of benefits that companies might anticipate from their ERP systems and to what extent organizations had actually attained those benefits on a post-implementation basis. Expectations for improved business performance after adoption may result from both operational and strategic benefits (Irving 1999; Jenson and Johnson 1999 cited by Nicolaou, 2004). In the Benchmarking Partners study (1998), respondent companies anticipated both tangible and intangible benefits. The most significant intangible benefits related to internal integration, improved information and processes, and improved customer service, while tangible benefits related to cost efficiencies in inventory, personnel, procurement and the time needed to close books, as well as improvements in productivity, cash/order management, and overall profitability. In assessing the extent to which they had actually attained those benefits, however, on a post-implementation basis, it was evident that they were not able to improve profitability or lower personnel, inventories, or system maintenance costs as much as they had hoped. On the other hand, respondents noted better-than-expected results in overall productivity and in order-management cycle time, as well as procurement, on-time delivery, and the ability to close financial cycles (cited by Nicolaou, 2004). Likewise, in the Conference Board study (Peterson et al. 2001 cited by Nicolaou, 2004), responding companies reported anticipating similar types of tangible and intangible benefits, although it was evident that the realization of those benefits required more time than expected. Where as Gattiker and Goodhue (2000) group the literature of ERP benefits into four categories: Improve information flow across sub-units, standardization and integration facilitates communication and better coordination; Enabling centralization of administrative activities such as account payable and payroll; Reduce IS maintenance costs and increase the ability to deploy new IS functionality; ERP may be instrumental in moving a firm away from inefficient business processes and toward accepted best of practice processes. The above studies on the impact of ERP systems suggest that there are potentially substantial benefits for firms that successfully implemented ERP systems (Ragowsky and Somers, 2000). We note here the significance of ERP impact has started to attract more attention from the organizations (Sarkis and Gunasekaran, 2001 cited by Hitt et. al, 2001). 2.5.2 Limitations Limitations of ERP systems have also been widely documented; as identified below. ERPs can have a negative impact on the work practices and culture of an organization (Gefen, 2000) There is a need for extensive technical support prior to its actual use (Gefen, 2000). The need for competent consulting staff to extensively customize the ERP to increase the acceptance of a new system (Gefen 2000). â€Å"Lack of feature-function fit† between the companys needs and the packages available (Markus and Tanis 2000). It takes an average of 8 months after the new system is installed to see any benefits (Koch et al. 1999). The Total Cost of Ownership (TCO) of ERP, as identified by the Meta Group, includes hardware, software, professional services and internal staff costs. TCO is averaged at $15 million per system (Koch et al., 1999). 2.6 ERP lifecycle The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live (Robey, Ross and Boudreau, 2000). An integrative, theoretical framework was introduced which we call â€Å"integrated ERP implementation,† which is comprised of a set of theoretically important constructs. This framework has been developed based on the project life cycle approach, in which the ERP implementation project goes through different stages before it goes live. There are number of factors that affect the ERP implementation process are termed in this study as implementation critical success factors. Upon the completion of ERP implementation project, performance is measured by a mix of outcomes (Robey, Ross and Boudreau, 2000). Since the models are unpredictable, they cannot be measured directly, multi-item scales, each composed of a set of individual items, were needed to obtain indirect measures of each construct (Robey, Ross and Boudreau, 2000). Implementation planning- It is the first phase of ERP implementation in which initial implementation plan is prepared, team members are selected (which could be new or roll over from the acquisition team), project scope and initial objectives are defined. In this phase as well the implementation strategies and outcomes are identified as well. Installation- It is the second phase of Implementation process, activities such as hardware and network is installed according to the requirements of ERP system, configuration of ERP is conducted, system customization is performed and change management plan is executed. Final Preparation- In this phase data from legacy system is imported to the new system, data is converted and system testing is performed. Moreover, the users are trained on the system. Go Live- Going Live is the point in time in the ERP implementation, when the system is first used for actual production. In this phase, ERP system goes lives, progress is monitored and user feedback is reviewed (Robey, Ross and Boudreau, 2000). 2.7 Critical Factors of ERP implementation success This section discusses the 11 factors that are critical to ERP implementation success (cited by Kuang, 2001). ERP teamwork and composition ERP teamwork and composition is important throughout the ERP life cycle. The ERP team should consist of the best people in the organization (Bingi et al., 1999; Rosario, 2000; Wee, 2000). Building a cross-functional team is also critical. The team should have a mix of consultants and internal staff so the internal staff can develop Effects of Enterprise Resource Planning (ERP) Effects of Enterprise Resource Planning (ERP) Abstract Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate. The purpose of this study is to determine if ERP implementations have brought about significant changes on large industries in India, by answering questions other studies have not answered. This study is motivated both by an appreciation of the magnitude of a companys decision to invest in an ERP system and by the fact that other research to date contains limitations of scope or method that may reduce the reliability of reported results. Accordingly, this study examines success factors of ERP implementations. The results of this research are significantly more reliable than results of other studies because this research examines whether the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect. Introduction 1.1 Background Information systems exist in most peoples working lives. It is now generally accepted that the information system world is one where human, social and organizational factors are as important as the technological (Avison et al. 2001).The business environment is changing dramatically and in order to stay competitive in the market, organizations must improve their business practices and procedures. Organizations within all departments and functions upgrade their capability to generate and communicate accurate and timely information. During the last decades, enterprises have focused on Information Technology (IT) and implemented various applications to automate their business processes. These applications were not developed in a coordinated way but have evolved as a result of the latest technological innovations. As a result various integration problems were caused because the applications could not co-operate and disparate IT solutions could not bind together (Thermistocleous and Irani, 2000). Prior to the concept of ERP systems, departments within an organization (for example, the human resources (HR) department, the payroll department, and the financials department) would have their own computer systems. The HR computer system would typically contain information on the department, reporting structure, and personal details of employees. The payroll department would typically calculate and store paycheck information. The financials department would typically store financial transactions for the organization. Each system would have to rely on a set of common data to communicate with each other. For the HRIS to send salary information to the payroll system, an employee number would need to be assigned and remain static between the two systems to accurately identify an employee. The financials system was not interested in the employee-level data, but only in the payouts made by the payroll systems, such as the tax payments to various authorities, payments for employee benefit s to providers, and so on. This provided complications. For instance, a person could not be paid in the payroll system without an employee number. But later ERP software, among other things, combined the data of formerly separate applications. This made the worry of keeping numbers in synchronization across multiple systems disappears. It standardized and reduced the number of software specialties required within larger organizations (Slater, 1999). 1.2 Evolution of ERP The evolution of ERP systems was after the spectacular developments in the field of computer hardware and software systems. In 1960s many organizations designed, developed and implemented centralized computing systems, which were almost like automating their inventory control systems using inventory packages (IC). These were legacy system based on their programming languages such as COBOL, ALGOL and FORTRAN. Material requirement planning (MRP) systems were developed in 1970s, which involves many planning the product or parts requirements according to the master production schedule (Okrent Vokurka, 2004). Following this system a new software system called manufacturing resource planning (MRP II) was introduced in 1980s with an emphasis on optimizing manufacturing process by synchronizing the materials with production requirements. Areas like shop floor and distribution management, human resource, finance, project management and engineering comes under MRP II (Okrent Vokurka, 2004). ERP systems first appeared in late 1980s and in the beginning of 1990s with the power of enterprise wide inter-functional co-ordination and integration. Based on the technological foundations of MRP and MRP II, ERP systems integrate business processes including manufacturing, accounting, human resource, distribution, financial, project management, service and maintenance, transportation, accessibility, visibility and consistency across the enterprise (Okrent Vokurka, 2004). During 1990s ERP vendors added more modules and functions as added advantage to the core modules giving birth to the ‘Extended ERP. These ERP extensions include advanced planning and scheduling (APS), e-business solution such as costumer relationship management (CRM) and supply chain management (SCM) (Okrent Vokurka, 2004). 1.3 About ERP systems During the 1990s, Enterprise Resource Planning (ERP) systems was introduced as â€Å"integrated suites† that included a wide range of software products supporting day-to-day business operations and decision-making. ERP serves many industries and numerous functional areas in an integrated fashion, attempting to automate operations from supply chain management, inventory control, manufacturing scheduling and production, sales support, customer relationship management, financial and cost accounting, human resources and almost any other data oriented management process. ERP systems have become increasingly prevalent over the last 10 years. Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which tr aditional capital budgeting decision-making models may not be appropriate. The license/maintenance revenue of ERP market was $17.2 billion dollars in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been implemented in over 60% of multi-national firms. This market also cuts across industries for example, two of the worlds best-known software companies, IBM and Microsoft, now run most of their business on software neither of them makes, the SAP R/3 ERP package made by SAP AG (OLeary, 2000). The appeal of the ERP systems is clear. While most organizations typically had software systems that performed much of the component functions of ERP, the standardized and integrated ERP software environment provides a degree of interoperable that was difficult and expensive to achieve with stand alone, custom-built systems. For example, when a salesperson enters an order in the field, the transaction can immediately flow through to other functional areas both within and external to the firm. The order might trigger an immediate change in production plans, inventory stock levels or employees schedules, or lead to the automated generation of invoices and credit evaluations for the customer and purchase orders from suppliers. In addition to process automation, the ability of ERP systems to disseminate timely and accurate information also enables improved managerial and worker decision-making. Managers can make decisions based on current data, while individual workers can have greater a ccess to information, enabling increasing delegation of authority for production decisions as well as improved communications to customers (OLeary, 2000). 1.4 Model layer of ERP A Global Business Process Model is created which represents the whole ERP software product. This model is layered in 3 deeper levels. The first level is the System Configuration Level, which scopes on high-level option on the entire system. Option definition is therefore static: once a high-level option of the ERP system is chosen to be used within the organization, the choice cannot be made changed. One level deeper is the Object Level, which scopes on single data objects. The option on this level is more dynamic. The lowest level is the Occurrence level, which analyses single process occurrences. Because this level elaborates on object parameters, the option is very dynamic, meaning that options can easily be altered (Garg and venkitakrishnan, 2006). 1.5 Case study We systematically study the productivity and business performance effects of ERP using a unique dataset on firms that have purchased licenses for the SAP R/3 system, the most widely adopted ERP package. In the last 30 years, SAP has become the global leader in business software, serving more than 38,000 customers worldwide, including organizations of every size and type. Along the way, SAP has accumulated a unique knowledge base of best practices in more than 25 industries. The SAP tradition of leadership continues with a new generation of ERP software that gives the company unprecedented speed and flexibility to improve your bottom line by improving your enterprise resource planning (Web-1). Our goal is to better understand the economics of ERP implementations specifically, and more broadly, contribute to the understanding of the benefits of large-scale Industries in India. The author has tried to find out the success of ERP (Enterprise Resource Planning) implementation and the return on investment depends, among other factors, on the active project management team. This success and return on investment is very important to the organization since implementation cost is very high and the resulting Information Technology platform needs to supply significantly to the organizations business strategy and survival. Since competitors are likely to be implementing ERP solutions at the same time, there is the added advantage to gain a benefit, a boundary. How is this achieved? According to the research the organizations that have successfully implemented the ERP systems are gathering the benefits of having integrating working environment, standardized process and operational benefits. There have been many disgusting stories of improper ERP implementation because of which many companies have become bankrupt and in many cases organizations have decided to discard the ERP implementation projects. Not all ERP implementations have been successful. Majority of these studies have used case studies to conclude their findings and very few have used the experiential study of the ERP implementation process and its success. The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998), but research on critical success factors in ERP implementation is rare and sectioned. Till now, only a few organizations have done a little to imagine the important predictors for initial and ongoing ERP implementation success (Brown and Vessey, 1999). This research is an effort to achieve that. It identifies the critical success factors in ERP implementation, categorizes them into the respective phases in the ERP life cycle model and discusses the importance of these factors in ERP implementation (Markus and Tanis, 2000). 1.6 Aims and objectives: This research is an attempt to broaden the ERP implementation research by defining the theoretical areas built and operational measures specific to ERP implementation and success measure to advance ERP research. 1.6.1 Aim The main aim of this research is to study and analyze the impact of implementing ERP solutions on large industries in India. 1.6.2 Objective The objective of this dissertation is to: Study about the Enterprise Resource Planning (ERP) systems and their business aspects. Analysing the implementation process of ERP systems and their Life cycle. Analysing the success and failure factors of the implementation of ERP systems. Analysing the pre and post implementation strategies involved in an ERP project. Understanding the effect of implementing ERP solutions on Indian large industries. Understanding the success factors of the ERP implementation by doing the case study on SAP (Systems, Applications and Products). This dissertation explains the importance of ERP implementation within an organization, primarily within the large industries and explains the issues related with the usability and the users opinion on an implemented ERP system. The research project discussed in this dissertation is derived from an implemented ERP system on large industries in Bangalore. The author has chosen SAP as his case study as the SAP provides the worlds best integrated solutions for the organizations. The system examined in this dissertation is the SAP implementation and the selected users for this system are the large industries in Bangalore like Bharath Heavy Electricals Limited (BHEL), Karnataka State Road Transport Commission (KSRTC), Repcol, etc. 1.7 Layout of the dissertation Chapter 2 Literature Review This chapter explores the literature that is relevant to the research questions on Enterprise Resource Planning systems and their implementation, Life cycle, Success factors, failure factors, the business aspects of ERP and as well as ERP solutions provided by SAP and its significance. This chapter mainly focuses on eleven critical success factors of ERP systems. This chapter will form the bases for the argument presented in proceeding chapters. Chapter 3 Research Approach This chapter discusses the overall review of the research approach and methods that will guide this research. This chapter also discusses about the techniques for data analysis including triangulation. Chapter 4 Research Site In this chapter, the site of the study and how the research was carried out (data collection) is discussed in detail. This chapter also provides the analysis of the data which was collected and an overall conclusion of the analyzed data. The particular component of the ERP system is studied and the problems being encountered. Chapter 5 Conclusion and recommendations This chapter outlines the conclusion of the research with the recommendations and the suggestions for future research. Literature review According to Garg and venkitakrishnan (2006), business environment has changed more in the last five years than it was before. Enterprises are continuously trying to improve themselves in the areas quality, time to market, costumer satisfaction, performance and profitability. The Enterprise Resource Planning (ERP) software fulfils all these needs. 2.1 Definition of ERP Enterprise resource planning has been in defined in many ways as cited by Brown (2006) they are as follows Sets of business software which allows an organization for complete management of operations.(Al-Mashari, et al., 2003) A software infrastructure fixed with â€Å"best practices,† respectively best ways to do business based on common business practices or academic theory. (Bernroider Koch, 2001) An organization-wide Information System that tightly combines all aspects of a business. It promises one database, one application, and a unified interface across the entire enterprise. (Bingi, Sharma, Godla, 1999) Highly integrated enterprise-wide software package that computerize core business processes such as finance, human resources, manufacturing, and supply and distribution. (Holland Light, 1999) A packaged business software system that enables a company to manage the efficient and effective use of resources by providing a total, integrated solution for the organizations information-processing needs. (Nah, Lau, Kuang, 2001) Business software that combines information across the organization. This integration removes inconsistencies and enables the organization to attain consolidated reports. (Shakir, 2000 cited by Brown, 2006) A combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. (Web-8:www.sap.com) 2.2 Features of ERP systems According to Garg and venkitakrishnan (2006) ERP system needs have the following features: Modular design comprising many distinct business modules such as distribution, accounting, manufacturing, financial, etc. Use centralized common database management system (DBMS) The modules are integrated and provide seamless data flow among the modules, increasing operational transparency through standard interface. They are generally complex systems involving high cost. They are flexible and offer best business practices. They are time-consuming and configuration setups for integrating with the companys business information. The modules work in real time with online and batch processing capabilities. They will soon be internet enabled (Garg and venkitakrishnan, 2006). 2.3 Modules Different ERP vendors provide ERP systems with some degree of speciality but the core modules are almost the same for all of them. Some of the core ERP modules are Human resource management, Transportation management, Manufacturing management, Accounting management, financial management, Production management, Sales and distribution management, Costumer relation management, Supply chain management and E-Business. The modules of an ERP system can either work as stand alone units or several modules can be combined together to form an integrated system. The systems are usually designed to operate under several operating platforms. SAP AG, the largest ERP vendor provides a number of modules with its famous R/3 ERP system. New modules are introduced by SAP and other vendors in response to the market and technological demand such as the internet technology (Garg and venkitakrishnan, 2006). Koch et al. (1999) also discusses three common approaches to ERP systems implementation in organisations. As the number of modules being implemented increases, there is a shift from a big-bang to a phased approach. Big bang This approach enables organizations to cast off all their legacy systems at once and implement a single ERP system across the entire organization. This is the most ambitious and difficult of approaches to ERP implementation (Koch et al., 1999). Franchise Strategy This strategy, also referred to in literature as ‘phased implementation, suits large or diverse companies that dont share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes (Koch et al., 1999). This is the most common way of implementing ERP and it allows the systems to link together only to share the information necessary for the corporation to get a performance big picture across all the business units. â€Å"Usually these implementations begin with a demonstration or â€Å"pilot† installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong† (Koch et al. 1999 cited by Jenine, 2001). Slam-dunk With this approach, ERP dictates the process design and the focus is on just a few key business processes. This implementation strategy is most appropriate for smaller organizations (Koch et al., 1999). ERP systems are usually highly complex, expensive, and difficult to implement. Besides the traditional MRP functionality, ERP systems include applications for many other functional areas such as Customer Relationship Management, Sales and Marketing processes, Human Resources, Accounting and Finance, Supply Chain Management, and Operational and Logistical Management. Many ERP vendors are offering some or all of these functions as options within their offering. Organizations can usually pick and choose between modules, implementing only those which are applicable to their situation (Al-Mashari et al., 2000 cited by Brown, 2006). 2.4 Functions of ERP This software tries to combine all departments and functions across a company onto a single computer system that can serve each different departments particular needs (Koch et al. 1999). ERP systems are nothing more than generic representations of the way a typical company which does business (Koch et al. 1999 cited by Jenine, 2001). ERP is software, which collects data from various key business processes and stores in a single comprehensive data repository where they can be used by other parts of the business. Many organizations are now using ERP systems to solve their problems. ERP improves organizational co-ordination, efficiency and decision-making. It is a kind of software, which helps managers to find out the most and the least profitable jobs. This in turn, helps managers to eliminate the most unprofitable jobs (Zygmont, 1998). Pp 89-91. ERPs allow computerising the tasks involved in performing a business process so it is important that implementers start with a clear expression of the business problems being addressed (Slater 1999 cited by Jenine, 2001). The most common reason that companies walk away from multimillion dollar ERP projects is that they discover that the software does not support one of their important business processes (Koch et al. 1999). Not only do the business functions need to be identified, the more delicate issues such as the companys corporate culture and management style must be examined to enable a holistic view of the implementation (Slater 1999). ERP systems stress the importance of accountability, responsibility and communication within an organisation. They focus on optimizing the way things are done internally rather than with customers, suppliers or partners (Koch et al. 1999 cited by Jenine, 2001). It is said that ERP is the best expression of the inseparability of business and information technology (Gupta, 2000). ERP systems highlight one specific theme: integration of all organisational processes and this has attracted many organizations to adopt ERPs in recent year (Sia, et.al. 2002 cited by Thavapragasam, 2003). According to Gupta (2000) ERP allows companies to integrate departmental information and for many users, an ERP is a â€Å"does it all† system that performs everything from entry of sales orders to customer service. Moreover, an ERP-system enables companies to integrate data used throughout the whole organization and holds operation and logistic, procurement, sales and marketing, human resource and financial modules (Wassenaar, et al., 2002 cited by Thavapragasam, 2003). ERPs are often known as off the shelf IT solutions that will enable organizations to achieve faster cycle fastens, reduces cost, and improved customer service (Sia, et al., 2002 cited by Thavapragasam, 2003). Wassenaar, et al. (2002) continues to suggest that ERP-system implementation implies a much stronger organizational change that normal information system development. Problems associated with software implementations are neither new nor specific to enterprise resource planning (ERP) systems. 2.5 Impact of implementation There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, cases studies or a collection of case studies and industry surveys (Davenport, 1998). McAfee (1999) studied the impact of ERP systems on self-reported company performance based on a survey of Indian implementers of SAP R/3 packages. Participating companies reported substantial performance improvement in several areas as a result of their ERP implementation, including their ability to provide information to customers, cycle times, and on-time completion rates. 2.5.1 Benefits ERPs are designed to help manage organizational resources in an integrated manner. The primary benefits that are expected to result from their implementation are closely related to the level of integration that is promoted across functions in an enterprise. The professional literature has been proactive in determining the types of benefits that companies might anticipate from their ERP systems and to what extent organizations had actually attained those benefits on a post-implementation basis. Expectations for improved business performance after adoption may result from both operational and strategic benefits (Irving 1999; Jenson and Johnson 1999 cited by Nicolaou, 2004). In the Benchmarking Partners study (1998), respondent companies anticipated both tangible and intangible benefits. The most significant intangible benefits related to internal integration, improved information and processes, and improved customer service, while tangible benefits related to cost efficiencies in inventory, personnel, procurement and the time needed to close books, as well as improvements in productivity, cash/order management, and overall profitability. In assessing the extent to which they had actually attained those benefits, however, on a post-implementation basis, it was evident that they were not able to improve profitability or lower personnel, inventories, or system maintenance costs as much as they had hoped. On the other hand, respondents noted better-than-expected results in overall productivity and in order-management cycle time, as well as procurement, on-time delivery, and the ability to close financial cycles (cited by Nicolaou, 2004). Likewise, in the Conference Board study (Peterson et al. 2001 cited by Nicolaou, 2004), responding companies reported anticipating similar types of tangible and intangible benefits, although it was evident that the realization of those benefits required more time than expected. Where as Gattiker and Goodhue (2000) group the literature of ERP benefits into four categories: Improve information flow across sub-units, standardization and integration facilitates communication and better coordination; Enabling centralization of administrative activities such as account payable and payroll; Reduce IS maintenance costs and increase the ability to deploy new IS functionality; ERP may be instrumental in moving a firm away from inefficient business processes and toward accepted best of practice processes. The above studies on the impact of ERP systems suggest that there are potentially substantial benefits for firms that successfully implemented ERP systems (Ragowsky and Somers, 2000). We note here the significance of ERP impact has started to attract more attention from the organizations (Sarkis and Gunasekaran, 2001 cited by Hitt et. al, 2001). 2.5.2 Limitations Limitations of ERP systems have also been widely documented; as identified below. ERPs can have a negative impact on the work practices and culture of an organization (Gefen, 2000) There is a need for extensive technical support prior to its actual use (Gefen, 2000). The need for competent consulting staff to extensively customize the ERP to increase the acceptance of a new system (Gefen 2000). â€Å"Lack of feature-function fit† between the companys needs and the packages available (Markus and Tanis 2000). It takes an average of 8 months after the new system is installed to see any benefits (Koch et al. 1999). The Total Cost of Ownership (TCO) of ERP, as identified by the Meta Group, includes hardware, software, professional services and internal staff costs. TCO is averaged at $15 million per system (Koch et al., 1999). 2.6 ERP lifecycle The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live (Robey, Ross and Boudreau, 2000). An integrative, theoretical framework was introduced which we call â€Å"integrated ERP implementation,† which is comprised of a set of theoretically important constructs. This framework has been developed based on the project life cycle approach, in which the ERP implementation project goes through different stages before it goes live. There are number of factors that affect the ERP implementation process are termed in this study as implementation critical success factors. Upon the completion of ERP implementation project, performance is measured by a mix of outcomes (Robey, Ross and Boudreau, 2000). Since the models are unpredictable, they cannot be measured directly, multi-item scales, each composed of a set of individual items, were needed to obtain indirect measures of each construct (Robey, Ross and Boudreau, 2000). Implementation planning- It is the first phase of ERP implementation in which initial implementation plan is prepared, team members are selected (which could be new or roll over from the acquisition team), project scope and initial objectives are defined. In this phase as well the implementation strategies and outcomes are identified as well. Installation- It is the second phase of Implementation process, activities such as hardware and network is installed according to the requirements of ERP system, configuration of ERP is conducted, system customization is performed and change management plan is executed. Final Preparation- In this phase data from legacy system is imported to the new system, data is converted and system testing is performed. Moreover, the users are trained on the system. Go Live- Going Live is the point in time in the ERP implementation, when the system is first used for actual production. In this phase, ERP system goes lives, progress is monitored and user feedback is reviewed (Robey, Ross and Boudreau, 2000). 2.7 Critical Factors of ERP implementation success This section discusses the 11 factors that are critical to ERP implementation success (cited by Kuang, 2001). ERP teamwork and composition ERP teamwork and composition is important throughout the ERP life cycle. The ERP team should consist of the best people in the organization (Bingi et al., 1999; Rosario, 2000; Wee, 2000). Building a cross-functional team is also critical. The team should have a mix of consultants and internal staff so the internal staff can develop

Reflection and Personal Development Plan

Personal development (PDP) can be defined as â€Å"enabling people to fulfil their potential, to expand their talents and to progress at work and through life with meaning and satisfaction. † (Guirdham, 1995:116). PDP is likely to be an essential tool for development, and helps in the planning of basic strategies require to evaluate and enhance own capabilities. Evaluating personal capability entails reviewing personal qualities like the strengths and weaknesses in various areas of learning. The PDP will help me tackle the areas where weakness was seen in the learning process and ensure the areas of strength are maintained at high levels.The aim of this essay is to give a reflective account of my experience of personal development. I chose to critically reflect on ‘teamwork' and ‘leadership' skills, as not only were these skills some of the essential skills I undertook in my previous job, but these skills are also required for my future development and career prosp ect.In order to examine the factors that enhance or impede the achievement of my chosen skills, I undertook a SWOT analysis to examine the strengths, weaknesses, opportunities, threats that affect me, the work environment and I also consider the wider influencing factors.Though we learn from experience, PDP enables us to get into the habit of frequently recording that learning as well as thinking about how it could be applied in the future. Personal development (PDP) can be defined as â€Å"enabling people to fulfil their potential, to expand their talents and to progress at work and through life with meaning and satisfaction. † (Guirdham, 1995:116). PDP is likely to be an essential tool for development, and helps in the planning of basic strategies require to evaluate and enhance own capabilities.Evaluating personal capability entails reviewing personal qualities like the strengths and weaknesses in various areas of learning. The PDP will help me tackle the areas where weakn ess was seen in the learning process and ensure the areas of strength are maintained at high levels.The aim of this essay is to give a reflective account of my experience of personal development. I chose to critically reflect on ‘teamwork' and ‘leadership' skills, as not only were these skills some of the essential skills I undertook in my previous job, but these skills are also required for my future development and career prospect.In order to examine the factors that enhance or impede the achievement of my chosen skills, I undertook a SWOT analysis to examine the strengths, weaknesses, opportunities, threats that affect me, the work environment and I also consider the wider influencing factors. Though we learn from experience, PDP enables us to get into the habit of frequently recording that learning as well as thinking about how it could be applied in the future.

Palm Jumeirah - Free Essay Example

Sample details Pages: 2 Words: 724 Downloads: 1 Date added: 2017/09/21 Category Advertising Essay Type Narrative essay Did you like this example? The Jewel of the Gulf The Dubain desert has given birth to a grand island. Situated off the gorgeous Dubain shore and engulfed within the Gulf’s crystal sparkling blue waters, The Palm Jumeirah’s architectural brilliance hypnotises the viewer. Solely a residential area of beach front villas, luxury apartments and 5 star hotels, the Palm Jumeirah’s branches boast a mesmerising display of engineering success; placing it amidst the great wonders of the modern world. The Designers Nakheel is one of the largest architectural companies in the world, and has proven itself through its’ amazing buildings, engineering and architectural feats. As the designers of The World, The Palms, The universe and much more, they are driven by their vision for a better way of life, â€Å"it is a vision with humanity as its heart† (Our Vision, Accessed 9/5/09). Their developments within Dubai have become icons known all around the world, which highlight Nakheelâ €™s originality and ingenuity, and thus never fail to inspire the people of the world. As their Chairman, Sultan bin Sulayem said â€Å"Nakheel is more than just a company – it’s a belief that defies ordinary thinking, when conventional wisdom says no, we say yes and make it happen†. The Testing Period Test Model https://www. bebrandx. com/archives/Nakheel%20Cityscape%20USA%20Palm%20Jumeirah%20Model. jpg Before construction, tests were undertaken by Nakheel, in order to determine whether or not the Palm Jumeirah would be possible to create. They combined with Helman Hurley Charvat Peacock (HHCP); famous for Sea world and Disney Worlds, for feedback on the possibility of the concept design. â€Å"Years of research, trials, surveys and environmental assessments were carried out to form the back bone of the project† (The Palm, Jumeirah, Dubai, United Arab Emirates, Accessed 8/5/09). The assessments and surveys included tests that were carried out b y Dubai-based Emirates Nortech to check â€Å"the shape and volume of the island above and below the waterline† (The Palm, Jumeirah, Dubai, United Arab Emirates, Accessed 8/5/09). Three dimensional physical scale models were also built and tested on by Dubai-based Sogreath Gulf. This organization did laboratory tests using 12 metre random wave generator, along with the help of WL Delft which created the hydraulic simulated tidal waves, in order to model the breakwater crescent. These pre-construction tests made Nakheel aware of the stagnate water within the 16 channels between the branches of the Palm Jumeirah. This led to â€Å"a crucial recommendation to include two 100 metre openings on either side to allow the sea t be refreshed every 14 days and improve the water quality† (The Palm, Jumeirah, Dubai, United Arab Emirates, Accessed 8/5/09). Due to both, 3D physical models and computer generated tests, the final designs were finalised and adapted, which in turn al low the project to move on to is first stages of construction. The Palm Jumeirah’s Construction Jumeirah under construction https://www. hatsupjacksonville. com/wp-content/uploads/2008/12/the-palm-jumeirah-march-2007-stelllar-group. jpg Nakheel along with contractor Van Oord of Netherlands began constructing the Palm Jumeirah in 2002. They first began working on the breakwater to protect the reclaimed land from both the northerly winds and the oceans strong currents. A team of divers, surveyors, engineers and builders worked hand in hand as they constructed the crescent-shaped breakwater from relocating sand which formed the base toppled with rocks blasted from the mountains to form the foundation of the breakwater. This is the first curved breakwater to be built which sits â€Å"13 feet above sea level at low tide and sits in 34 feet of water at its deepest point† (Why is the worlds largest artificial island in the shape of a palm tree? , By Sarah Dowdy, Accessed 1 0/5/09). The elliptical shape of the branches as well as the breakwater, made it very difficult for both the builders and surveyors, when placing the sand for the bases of the construction. Nakheel’s CEO Chris O’Donnell expresses this complication as he states â€Å"because there were no fixed points of land to survey from, there had to be other means of locating the positions to place the materials† (The Palm, Jumeirah, Dubai, United Arab Emirates, Accessed 8/5/09). This obstacle however, was overcome when the team’s engineers produce a solution, the DGPS, differential global positioning system, which like a GPS works through satellites but provides builders with unbelievable accuracy of placement to within 1 cm. The sand, all 94 million cubic metres, for the base of both the Don’t waste time! Our writers will create an original "Palm Jumeirah" essay for you Create order

Thesis Proposal Ng Sad - 2822 Words

NSTP ONLINE INFORMATION SYSTEM FOR BATANGAS STATE UNIVERSITY A Project study Presented to the Faculty of the Colleges of Engineering and Computing Sciences Batangas State University Lipa City In Partial Fulfillment of the Requirements for the Degree Bachelor of Science in Computing Science By: Rolan Eleazer T. Molano Reymark M. Saludo October 2012 TABLE OF CONTENTS CHAPTER 1: THE PROJECT AND ITS BACKGROUND Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 Background of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 Objectives of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 Significance of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Scope and Limitation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 CHAPTER II: REVIEW OF RELATED LITERATURE AND STUDIES Related†¦show more content†¦Develop an automatic report feature of the system to generate appropriate reports needed by the NSTP Director. Significance of the Study The study is deemed significant for its contributions to the following: This study will lessen the time and effort extended by the NSTP directors in gathering information form the enrolled NSTP students in all campuses of Batangas State University. This will also provide the information about the activities, schedule, grades and the instructor of the NSTP class for the school year to the NSTP students. This will be of great tool to Batangas State University in monitoring all NSTP operation and service. This study will also benefits the present research for it will provide a chance to further understand and learn the technicalities involve in developing the system of with related features. Scope and Limitation of the Study The proponents focused their study on the development of NSTP information system for Batangas State Unversity. The authorized user of the system are the administrator or the NSTP director, instructor and students ass well. The NSTP director’s role is to provide all reports add SR code of the students, location of NSTP service. He may also add and delete course and budget for school year. The student’s role is to fill up NSTP registration form and view their schedule and grades. The instructor’s role is to provide grades and set schedule to students. For the security of the website, usernameShow MoreRelatedThe Implication of Paulo Freires Banking Concept to the 8.4.4 System of Education in Kenya9634 Words   |  39 PagesPAULO FREIRE’S BANKING CONCEPT AND ITS APPLICATION TO THE KENYAN EDUCATION SYSTEM. MASTERS PROPOSAL PRESENTED BY: OTIENO PHOEBE KISII UNIVERSITY COLLEGE JULY 2011 AN EXAMINATION OF PAULO FREIRE’S BANKING CONCEPT AND ITS APPLICATION TO THE KENYAN EDUCATION SYSTEM. BY OTIENO PHOEBE A MASTERS IN EDUCATION (MED) PROPOSAL SUBMITTED TO THE DEPARTMENT OF HUMAN RESOURCE MANAGEMENT JULY 2011 Read MoreFolk Dances: the Lost Prestige of Philippine Culture6862 Words   |  28 Pages1998). 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Planned store additions for 2008 were cut to 1,175 from the original plan of 2,000, and 100 underperformers would be closed.16 Your prognosis, please, for Schultz’s proposals for turning Starbucks around. WHAT WE CAN LEARN A Strong Commitment to Corporate Social Responsibility Is Not Incompatible with a Growth Mode Through the years, Starbucks has shown a steady and rather remarkable growth, while at the same time

Hamlet vs Othello - 1907 Words

How the protagonists deal with their difficulties: Hamlet vs Othello In William Shakespeare Hamlet and Othello, the author creates two similar yet vastly different protagonists. The major source of contrast lies within each characters approach to decision making and premeditated action. As David Nichol Smith puts it, Hamlet â€Å"is not a character marked by strength of will or even passion, but by refinement of thought and sentiment.†(Smith 288) This very refinement of thought is what characterizes both Hamlet’s indecision and forces him to act when he renounces indecision. In contrast Everything about Othello’s mind, on the contrary, is direct, healthy, objective; with an openness and docility of childhood he loses himself in†¦show more content†¦Both protagonists have friends whose loyalties are questioned in the plays. For Hamlet, his friends, Rosencrantz and Guildenstern, return from university upon the request of King Claudius. While for Othello, h is second in command, and best friend Cassio is accused of infidelity with Desdemona. For both plays, the friends are originally perceived by the protagonist as trustworthy and loyal but the events of the play reveal otherwise. This deception causes the protagonists to question their allegiances. Hamlet maintains his application of trust and thought and reason by keeping his friends in a state of ignorance to his true motives. While Othello, instead, acts rashly, inflamed with the fury of his passion and committed to the death of his once loyal friend. Othello stays true to his character while we see Hamlet’s progressing willingness to violence over rational thought while sentencing Rosencrantz and Guildenstern to their death. In both cases we see the protagonists unwillingness to commit these acts of violence themselves and feel contempt to delegate these extremely actions to others. Love is a fickle thing. William Shakespeare holds true to this statement in both plays as b oth protagonists struggle to maintain their relationship with their lovers. Both Hamlet and Othello are considered to be tragicShow MoreRelatedKing Lear : A Shakespearean Shakespearian Tragedy1540 Words   |  7 Pagesof the best Shakespeare tragedies, but it generally comes down to opinion. In order to determine the best Shakespeare tragedy, it has to be stacked up against other well-known Shakespearian tragedies like Macbeth, Othello, Julius Caesar, Romeo and Juliet, Antony and Cleopatra, and Hamlet in multiple ways, both objectively and subjectively. When compared to these plays, it is evident that King Lear should not be counted as one of the top four Shakespearian tragedies on account of three things, itsRead MoreDefining The Terms Renaissance And Humanism875 Words   |  4 Pagesgreatest and most well-known poet of all time, wrote thirty-seven plays during his lifetime, according to the Internet Shakespeare Editions article â€Å"Fast Facts about Shakespeare†. Notably , some of his most famous works are Romeo and Juliet, Macbeth, Hamlet, Othello, a Midsummer’s Night Dream, and Julius Caesar (Internet Shakespeare Editions). 5. What is the setting of Romeo and Juliet? According to Romeo and Juliet (Modern) by William Shakespeare, the setting of William Shakespeare s’ famous play RomeoRead MoreOthello as a Tragedy of Character1649 Words   |  7 PagesOthello as â€Å"A Tragedy of Character† â€Å"Tragedy of Othello/ The Moor of Venice† is a typical of classical tragedy and is regarded as the greatest work of William Shakespeare by many critics. While writing his play in 1604, Shakespeare adapted the story from Italian author Cynthio’s novella called Hecatammithi which was written in 1565. In order to bring a comment on play’s being â€Å"a tragedy of character† it’s necessary to emphasize on these points: general characteristics of classical tragedy, â€Å"TragedyRead MoreThe Controversial Ending of King Lear by William Shakespeare Essays1580 Words   |  7 PagesThe Controversial Ending of King Lear by William Shakespeare Few Shakespearean plays have caused the controversy that is found with King Lear’s ending scenes. 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A number of fortunate circumstances helps hisRead MoreJulius Caesar Character Analysis2014 Words   |  9 Pagesarmies created by Brutus and Cassius. Brutus and Cassius meet in a tent and argue about who wronged who. After this meeting of them arguing against each other, they renew their friendship. The 5th act is about the battle between Antony and Octavius vs. Brutus and Cassius. On the plain of Philippi, Octavius and Antony, along with their forces, waiting for Brutus’s and Cassius’s armies. A messenger appears to tell Octavius and Antony that the enemy is on their way. Antony tells Octavius attack fromRead More A Marxist Reading of Shakespeares Coriolanus Essay examples2243 Words   |  9 PagesA Marxist Reading of Coriolanus      Ã‚  Ã‚   One popular dissecting instrument of any Shakespearean character is the modern tool of psychoanalysis. Many of Shakespeares great tragic heroes-Macbeth, Hamlet, King Lear, and Othello, to name a few-have all been understood by this method of plying back and interpreting the layers of motivation and desire that constitute every individual. Add to this list Shakespeares Roman warrior Coriolanus. His strong maternal ties coupled with his aggressive and intractableRead MoreHow to Read Lit Like a Prof Notes3608 Words   |  15 Pagesgood, being based on Hamlet won’t save it. 6. When in Doubt, It’s from Shakespeare†¦ a. Writers use what is common in a culture as a kind of shorthand. Shakespeare is pervasive, so he is frequently echoed. b. See plays as a pattern, either in plot or theme or both. Examples: i. Hamlet: heroic character, revenge, indecision, melancholy nature ii. Henry IV—a young man who must grow up to become king, take on his responsibilities iii. Othello—jealousy iv. Merchant of Venice—justice vs. mercy v. 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Government and scientist role in science c. Rely too much on technology? d. Nuclear technology

MRSA infection in neonatal intensive care units Free Essays

Methicillin-resistant S. aureus strains increased in the U.S. We will write a custom essay sample on MRSA infection in neonatal intensive care units or any similar topic only for you Order Now from 2.4% in 1975 to 29% in 1991. Once established, MRSA is very difficult to eradicate. One of the biggest challenges is preventing cross-transmission of these organisms. Certain patients are more prone to infection and colonization by MRSA, and neonates in NICUs are a high-risk group (Finkelstein, 1999, 24). Risk factors for acquiring MRSA include prolonged hospitalization; a stay in an ICU or burn unit; previous antimicrobial therapy; surgical site infections; and exposure to colonized or infected patients. The majority of MRSA infections in neonates are primary bacteremias and pneumonias. MRSA infections have also been associated with increased morbidity and mortality, and greater hospital costs than those due to methicillin-sensitive Staphylococcus aureus (MSSA). Why are neonates more prone to MRSA infection? With regards to skin infection it has been shown that an infant’s gestational age has a great impact on epidermal barrier function as measured by transepidermal water loss. Preterm infants younger than 28 weeks show decreased functioning of the epidermal barrier, placing them at risk for cutaneous bacterial infection (Kalia, 1998, 323). The skin barrier attains full function, similar to adult skin, by 2 to 4 weeks of age but can take as long as 8 weeks in extremely premature infants. Mandel et al. (2004, 161) conducted a retrospective analysis of the role of cutaneous abscess in sepsis. They found that in 22% of the newborn infants with nosocomial sepsis, cutaneous abscess was the underlying cause. Additionally, their immune systems are underdeveloped, with white blood cells-neutrophils in particular-moving more slowly than adults’. It’s suspected that neonates become colonized with S. aureus soon after being placed in a nursery, with the umbilical stump as the site of initial colonization. Factors identified with MRSA outbreaks in NICUs include high infant-to-staff ratios and infection transmission through hand carriage by health care workers (AAP, 1997) Spread of MRSA Infection and prevention MRSA is found on the anterior nares, groin, and perineum, S. aureus is a normal part of the body flora. It’s also a common pathogen, causing major infections in both compromised and uncompromised patients. The normal immune response of the body can overcome any MRSA attempt to infection, but in the intensive care due to reduced immune response, and bacterial resistance, these organisms van create havoc. In a report from Australia quoted by Park (2007, 26-27), it was shown that from 1992 to 1994, methicillin-resistant S. aureus (MRSA) infections caused only 8% of staphylococcal infections but from 1995 to 1998, there was an outbreak of MRSA infection in two Melbourne hospitals. Methods to halt the spread of MRSA outbreaks include reducing overcrowding and improving staffing patterns, treating umbilical cords with triple-dye, and bathing full-term infants with hexachlorophene. But unless strict adherence to infection control is maintained, it is not possible to control this infection. Handwashing is most important. The American Academy of Pediatrics recommends that neonatal nursery staff perform a three-minute handwash at the start of each shift, cleansing up to the elbows with an antiseptic soap and sponge brush (AAP, 1997). Infected neonates should be placed on contact precautions. Here the infant must be handled with gloves, and if possible, depending on the spacing available and the acute status of the infant, they should be assigned to isolated chambers (Larson, 1995, 259, 262). Hitomi etal (2000, 127), advocate the use of mupirocin as a nasal spray to control nasal carriage of MRSA in the hospital staff, which act as the greatest source of spread of this infection. Effects of Nosocomial MRSA infection According to the NNIS (2002), In 2000, 55.3% of S. aureus isolates causing nosocomial infections among patients hospitalized in intensive care units in hospitals reporting to the National Nosocomial Infection Surveillance System were resistant to methicillin. Nambiar etal(2003, 224) give an interesting account of the complications MRSA can cause in an intensive care setting. They describe an outbreak of MRSA, in which neonates had meningitis, blood stream infection (with its complications – soft tissue abscess, shock and a right atrial thrombus, suppurative thrombophlebitis, osteoarthritis of the distal femur and knee joint). Masanga (1999, 169) reported colonic stenosis after MRSA enterocolitis. The predisposing factors for neonatal MSSA enterocolitis include breast feeding from a mother with staphylococcal mastitis,an indwelling feeding catheter   and malnutrition. The clinical picture of MSSA enterocolitis in the neonate is characterized by acute onset of diarrhea and ileus. Necrotizing enterocolitis. intensive care including mechanical ventilation, indwelling feeding catheter, the use of antibiotics, the delay of feeding causing the lower acidity of gastric contents, hypoactive peristalsis and the change of bowel flora, conditions similar to those seen in postoperative patients most likely predisposed to abnormal MRSA growth and resultant enterocolitis. toxic shock syndrome (combination of erythema and thrombocytopenia, low-positive C-reactive protein (CRP) value, or fever), (Richtmann etal, 2000, 88-89, Takahashi, 2003, 234-35). Effect on parents The illness in the neonate is a great source of stress to the parents. Not only is the child separated from the mother, which leads to anxiety for the mother, and nursing problems. There occur problems of lactation, with breast engorgement and galactorrhoea. In addition, the mother is at a greater risk of catching infection from a septicemic child with pneumonia and exanthemas. Skin infection can spread via contact. Thus parents are at an increased risk from a child affected with MRSA infection. Treatment Prevention is the best treatment. This infection can be rapidly fatal in the neonates, particularly the preterm infants. Prompt recognition of the symptoms and active measures to prevent spread can reduce the morbidity and mortality. Cultures should be obtained for susceptibility determination in any child with a presumed S. aureus infection that is moderate to severe. The choice of empiric therapy, before susceptibility testing, and the choice of definitive therapy will depend on the local antibiotic resistance patterns, the tissue site and severity of infection, and the toxicity profile of the antibiotic. Vancomycin has been the traditional antibiotic employed for the treatment of MRSA pneumonia. It has been found, however, that problems with lung tissue penetration may limit the effectiveness of vancomycin   Similarly, daptomycin has been shown to have limited activity for pneumonia due to limited lung penetration and inhibition by surfactant. Linezolid has also recently been evaluated as a specific treatment for MRSA pneumonia, and found to have good lung tissue penetration capability (Bradley, 200575-77) Conclusions MRSA infection in the neonatal intensive care setting is associated with exceptional morbidity and mortality. Preventive measures are the key to victory against MRSA. Each unit has to chart out effective protocols of infection control and adhere to it with a strong will. References 1 Finkelstein LE etal(1999MRSA in NeonatesAm J Nurs, Volume 99(1).January.24 2   Kalia YN, Nonato LB, Lund CH, et al(1998) Development of skin barrier function in premature infants. J Invest Dermatol; 111:320-326 3 Mandel D, Littner Y, Mimouni FB, et al.( 2004) Nosocomial cutaneous abscesses in septic infants. Arch Dis Child Fetal Neonatal Ed; 89:F161-F162 4 American Academy of Pedaitrics and American College of Obstetricians and Gynecologists (1997)Guidelines for Perinatal care, 4th ed. Elk Grove Village, IL, The Academy, 5 PARK CH etal(2007). Changing trend of neonatal infection: Experience at a newly established regional medical center in KoreaPediatr Int, Volume 49(1).24–30 6 Larson, E. L(1995). APIC guideline for handwashing and hand antisepsis in health care settings. Am.J. Infect.Control 23:251-269. 7   Hitomi S, Kubota M, Mori N, et al(2005): Control of methicillin resistant Staphylococcus aureus outbreak in a neonatal intensive care unit by unselective use of nasal mupirocin ointment. J Hosp Infect; 46: 123–129 8 National Nosocomial Infections Surveillance (NNIS) System Report. Data Summary from January 1992 to June 2001. Issued August 2001. Available at: http://www.cdc.gov/ncidod/hip/NNIS/members/members.htm #nnisreports. Accessed Mar 5 2007 9   Nambiar S, Herwaldt LA, Singh N (2003). Outbreak of invasive disease caused by methicillin-resistant Staphylococcus aureus in neonates and prevalence in the neonatal intensive care unit. Pediatr Crit Care Med, Volume 4(2).220-226 10 Masanga K etal (1999). Colonic Stenosis After Severe Methicillin-Resistant Staphylococcus Aureus Enterocolitis In A Newborn. Pediatr Infect Dis J, Volume 18(2).169-171 11 Richtmann R etal.(2000) Outbreak Of Methicillin-Resistent Staphylococcus Aureus (Mrsa) Infection On A Neonate Intensive Care Unit (Nicu): The Key Role Of Infection Control Measures. Am J Infect Control, Volume 28(1).February 88-89. 12 Takahashi N (2003). Neonatal toxic shock syndrome-like exanthematous disease (NTED). Pediatr Int, Volume 45(2).233–237 13 Bradley JS (2005). Newer antistaphylococcal agents Curr Opin Pediatr, Volume 17(1).71-77                            How to cite MRSA infection in neonatal intensive care units, Essay examples

Implement In Making Designing New Projects â€Myassignmenthelp.Com

Question: Discuss About The Implement In Making Designing New Projects? Answer: Introducation Responsive Web Design can be well-defined as the approach that suggests that design and expansion should response to the users performance and the environment is based on the size of the screen, its platform and the orientation. The design of the website generally consist of a mix flexible grids and layouts, and the images and graphics been used and an intelligent use of CSS media queries. Responses Web Design aims to make your web page look attractive and good in all the devices. It is designed in HTML and CSS. It is generally not a JavaScript or a program. Generally the responsive web design when designed in HTML and CSS is used to resize, fleece and shrink, expand or transfer the content to make it look good on any screen. It basically allows the website to familiarize on the device your users are viewing it on. It initially aims to responds to the users need. The makers movement holds in invention, imagination and knowledge to improve the upcoming scenario and to make them learn for the better future (Firdaus, 2013). This site basically tends to develop and design in the field of art and science and it is been created by the educators, parents and professionals. They design and develop the projects of the different fields and to innovate the new ideas to implement in making and designing the new projects. They acquire to help the people who are keen to learn and participate with them to become the expertise using various tools and techniques to implement their ideas into the reality. It is a wide range of people of all the age groups who are involving and developing their talents and discovering the new ways of solving the problems by working in a groups and making an appropriate solutions. It builds a community and brings the people together to collaborate and inspire them in the field of innovation. Conventional Approach of Responsive Web Design Figure 1 Responsive Web Design Approach The main Features of this Website are: Adaptation to all devices- It is essential that the website should adapt the users device as it is the most beneficial aspects of the responsive websites. User generally gets attract towards the gesture of the website and they provide the good user experience across many devices so as to ignore the screen size. It makes it more appealing towards the screen resolution. It is essential to provide the positive feedback to the user experience. The Working of this websites for both mobile device as well as desktop makes the site more extensive. The images of the makers adjust its images according to its size and the position which make the good impact on users site. Open support for all Browsers- This website is more compatible in all the search engines. As it is the most important feature and gives the benefits to this website. Better the compatibility would be of website; best the site would be visible. The visibility of the makers website provides the ease of accessibly website on the devices. This visibility will gain the attraction of the users and will increase the income graph. Perfection in your SEO- The websites which dont have the responsive design are generally not compatible for smart phones or other devices. For this other companies design their separate mobile sites. But these things increase the challenge towards the SEO. This website gives the consistency in the URL structure again all the optimizations. This increases the higher outcome to the performance rate and the popularity to this site. Low cost and higher maintenance- It is the main feature to the makers website as it allows the website to access to the makes magazines and to the games designed by their community. This single site is compatible to all devices according to responsive features. More sale and higher Conversation- A huge amount of people visit on this website globally to interact with the makers community through smart phones, tablets, etc. The main benefit of this website is that makers provide the facility for educating and provides the best services to the people around globally, for their user friendly behaviour of the leads to the higher conversation growth (Hussain Mkpojiogu, 2015). The Positive and the Negative Aspects of the Website are: Smooth Management of Mobile Traffic- The traffic on this website is more as the people easily get attracted towards those websites which help them to develop their skills and provide the knowledge for innovating new ideas of designing and implementation. It is necessary for the makers to provide the proper accessibility to the users so that the users dont encounter any distorted experience regarding the website. Faster Mobile Development at Lower Costs- Availability to the faster access of the maker website considerably take less time in making a user to provide the stand alone mobile application in addition to a standard desktop website. Since It is the scenario where money have become the important priority, responsive design generally cost less than the options. Minimum Need of Maintenance- It is essential to maintain the brand name of the maker website so as to attract the users and gain the attention on the mobile site. Protection of the separate mobile site requires the extra testing and support from the makers team. The makers website used the standardized methodologies for certifying the optimal use of a maker magazine on the screen. Quick access to Webpages- It has the fast accessibility over the browser or in standalone application as it provides the quick access whether it is makers magazines, conversation or reading the testimonials from the makers magazines. Users particularly have the shorter attention spans and studies about the ideas been implemented and the work progress going on innovation of new techniques. If a site does not optimize properly it will take more time for the navigation and the user stop accessing to the webpage. Minimum Fluctuation in Rates- It provides the greatest experience to the users to have the ideas of implementing the new techniques and get an opportunity to work with the makers community. A responsive and optimized mobile site provides a greater experience to the customer for visiting and accessing on their webpage. It is more likely to have best ideas that will switch around for a longer time to explore all the new fields and new technologies of innovation. If the site doesnt response properly it is difficult to engage the user for the longer period. Higher Conversion Rates- Generating a consistent user experience to all the other devices is the essential key for converting the new users. It depends on the user whether the user is satisfied and has achieved the basic criteria and satisfaction working with the makers team and learning to the new technologies makes the user decide whether to subscribe or not to the service provided by the team. Generally users dont prefer to redirect to the specific devices for the websites because sometimes the process may take longer time for accessing. Convenient Analytical Reporting- It is essential to know which area has the maximum usability and from where the traffic is coming. It is fully dependable on how the users interact with the website. It is necessary for the makers to manage the multiple version of their website which helps the developers to track the users location. For a single responsive web design it basically simplifies the great monitoring process. Enhanced SEO- It has become a vital role for enhancing the search engine optimization for the quality content. Stronger the look of the website would be more the users would access to the webpage for having the stronger links and better bounce rates will transfer to the great rankings but the makers provide extra benefits for the mobile applications SEO. Upgraded Online Browsing- The makers attract the users from the very first time the users access to the website and it is obvious that the first impression is everything. It is necessary that whether the user is accessing a website from the smart phone or to desktop the user should have the great experience and positive feedback for the website (Peterson, 2014). Negative Aspects: Time taken during Loading- Due to redundant codes downloads in a mobile device, heaping time is usually higher. Sometimes many users are communicating with the team so it creates kiosks during the website being loaded. Responsive Design Development- Sometimes the initial development in the design and the implementation takes time during designing period so it is much easier to access to the mobile site rather than the desktop site. Problems faced during Implementation- During the implementation time the responsive web design takes much time than the expected time being mentioned by the team. When the implementation is made on the new technique many things are unfamiliar and some problems generally arise which is hard to fix. Resources are Limited- As the makers keep on bringing to the new ideas and innovations so resources used are always less according to the concept designing and for that the proper designing is not made. Design- It is essential to design the different webpages for the different fields so it can become easy way for the user to access to the desired field, for this several layouts should be designed for accessing into mobiles and desktop (Schade, 2014.). Recommendations for the robust features of Responsive Web Design The recommendations to the robust features for designing to a website before launching the new technologies and implementing the new techniques should test on the responsive test tools. These tools create more effective and efficient way to look the website better. These Tools are not same as the actual device testing. This is a replacement of actual device testing simply used for recommending to the new ideologies and features for testing for the responsive site. It must prioritize Extreme Viewport dimensions- It is essential to follow the technical constraints for the smallest and the largest devices for the effective strategy so as to make the website presentable in all sizes according to the user availability devices. It mainly targets to all the sizes and focus on the overall designing part. It must Model out the instances occurring between the breakpoints- User can keep the accessibility according to his needs that how the application would look like in his device. It must readily the feedbacks- while designing and implementation the developers and the technical team focus and are very protective to their work for seeking to the good opportunities and positive feedback from the customer to always have a better service. Team members generally have the knowledge in all the fields and have the experience to share in different fields. It must promote higher sale- It is essential that the team should promote their products and services to the users for the better profit by promoting and providing the packages to the customers. Supports maximum conversation- The team is always ready to provide the innovative idea and keep on providing the new technologies for implementing the designs and keep the conversation as friendly behaviour (Wiener, 2017). Evaluation of Responsive Web Design It is essential for the web page to be responsive and have the proper conversation when user is accessed to an application in the device. It generally happens because of the developing and implementing of an idea for the usability of Smartphones and tablets, there is an increase in demand for responsive web designs is expected to satisfy the users need and provide the new ideologies and tools for the innovations. As the usability of the makers is increasing more the number of users are spending the time on mobile devices to access on the Internet, many of the website owners are implementing and designing the responsive outlines to reach to the users globally from where the accessibility is made. Aresponsive web design also known as RWD is produced using various principles and simulation tools. Furthermore, it is been designed usingCSS media queries. A responsive website directly approach and responds to users expectation so that user feel free to use and access the webpage faster and the screen of a website should be appropriate to the mobile user. In the current scenario more modern browsers are been accessed and devices are being developed, it becomes indispensable to the test makers website approachability for all the browsers and device groupings (Peterson, 2014). Basic Principles followed by the Makers Website of Responsive Web Design Figure 2 Principles of RWD Fluid Grids- These are the grid systems that are based according to the user device screen scale and their width are generally fixed that appears same in the device. It generally derived and ensures that all the elements relate to one another. Flexible Images- The greatest challenge of the makers website is that to provide the projects and innovation ideas to all the users and the main impact is made on the resizing of an images. The images are loaded very fast for the learning purpose. They generally provide the original size of a viewport for accessing on the mobile device. Media Queries- According to the accessibility on the browsers, it has become narrow because of the new challenges have arisen which makes it essential to query from the browsers. This website enables to collect the data and innovate the ideas for implementing the task for this the data is collected separately from the desired field. Interaction between Client and Server-It is necessary to build the communication between the client and the server and the Makers aim to build the healthy communication and provide the proper and desired services to the user. Mobile Experiencing- Makers have their own mobile application for those users who access and browse the applications in mobile for the better experiencing and easy accessibility. Break Points- It depends on the user desires that how the application should look like on their screen. Designers generally think on the break points for the sizing down the layouts of their screen according to their needs (Sheng, 2017). Simulation Software tools of somebest Responsive Web Design tools. Responsivepx- This tool is used for the web based applications that let you to upload your own URL to the website at a specific height and width, so as to help you to estimate how your website assemble at different resolutions. 2. Responsive Web Design Tool- This is basically a testing tool that allows you to view your website in different formats on the screen simultaneously. For using the web application, it is essential to enter your website URL, and all the web pages will be visible in different device sizes in all the other devices. MobiReady- This tool provides the free facility for testing, which helps in designing and implementing, to calculate the performance of theirnetwork designson mobile devices. This tools is been used in the web industry as it is the best tool for testing and generally performs and ideals to the test if a site is mobile-ready or not. It operates a scoring scheme to determine how proficient your website performance would be, when accessed in different devices. Edge Inspect- This tool is of Adobe- Edge Inspect, It is an excessive assessment tool which helps in designing to help web designers and creators to view the performance of the pages of their site across multiple devices. Using this tool, user needs to install softwares for functioning of tools in the system, and Google Chrome browser extension. Screenfly- This tool is immediately used to check how the website will look like on all types of device screens and its resolutions, Screenfly checks the suitability that the user is satisfied and attracted towards the easier way of accessing. Responsive.Is- This tool is the appropriate for the designing and implementation of the, who want to check how their website will look after the website is been accessed across different device screens. Responsive Design Bookmarklet- This tool is used as a simplest way of web testing tool that generally lets the user preview the makers website's and the view of the current page in four different screen widths of Smartphones, desktop and tablet. Responsive Design Bookmarklet tool, is used simply for the drag and drop purpose. (Ekholm Haller, 2017). Advantages of the Simulation Software Tools Used: It makes easier way to the users for sharing and linking to the contents with a single URL. Generally it requires less manufacturing time to build multiple pages for the same content. It reduces the copied data and the content on which generally the mistakes are been affected and shown on the mobile sites. Generally it requires no functioning for the users to have an optimization of a devices to view the web page, which decreases the loading time. Dis-advantages of the Simulation Software Tools: Some simulation tools are not readily available after an event has occurred and they take long time for processing in the stimulating environment. Some simulators are basically restricted by the limited hardware platforms. Sometimes it becomes difficult to imply the hierarchical approach to design and it itself create its own problem of simulation. Conclusion In todays scenario everyone is aware of using smart phones, tablets etc. With the development in the new technologies and tools are designed and implementing in everyday basis by the makers team for the upcoming future for better knowledge and advancement in the technologies. Responsive web design is becoming a critical pillar of overall mobile strategy. Device manufacturers are continuing to develop web-enabled devices in expanding resolutions and capabilities. Companies including Google, Apple, Samsung, and others are looking for the next big thing, and many suggest wearable technology may be the next shake-up in the computing landscape. As the new technologies is been arrived in the scenario our team start working on the tools and technologies being implemented for the better results. By adapting the technical enhancement in IT field, it has become essential that the user should be aware with the technologies and the tools for the responsive web designs for the better visualise ex perience in the near future. As a result, it is critical to ensure that the data and content that power our websites and applications are available so they can be consumed in many different ways and will improve the SEO burden for the higher performance in low cost and an affordable time (Peterson, 2014). References Firdaus, T. (2013).Responsive web design by example beginner's guide. UK: Packt Publishing Ltd. Hussain, A., Mkpojiogu, E. O. (2015). The effect of responsive web design on the user experience with laptop and Smartphone devices.Jurnal Teknologi,77(4), 41-47. Peterson, C. (2014).Learning responsive web design: a beginner's guide. USA: O'Reilly Media, Inc. Schade, A. (2014). Responsive web design (RWD) and user experience.USA: Nielsen Norman Group. Sheng, M. H., Lu, Y. W., Liu, S. T., Chou, M. I., Wang, W. L., Lai, Y. J., Liang, Y. C. (2017, May). An investigation of RWD Web site Design for first aid and postoperative care education. InApplied System Innovation (ICASI), 2017 International Conference on(pp. 254-255). IEEE. Wiener, L., Ekholm, T., Haller, P. (2017). Modular Responsive Web Design: An Experience Report. Retrieved from: https://soft.vub.ac.be/~cfscholl/ProWeb17/ProWeb_2017_paper_4.pd