Computational Complexity and the Origin of Universals :: Mathematics Mathematical Philosophy Papers

Computational Complexity and the Origin of Universals Unique: This paper sets up cozy connections between crucial issues in the philosophical and scientific hypotheses of brain. It audits the scientific ideas of knowledge, including design acknowledgment calculations, neural systems and rule frameworks. Numerical challenges show as combinatorial intricacy of calculations are identified with the jobs of from the earlier information and versatile learning, similar issues that have molded the multi year old discussion on the causes of the all inclusive ideas of brain. Joining philosophical and scientific investigations empowers following current numerical challenges to the inconsistency between Aristotelian rationale and Aristotelian hypothesis of psyche (Forms). Aristotelian rationale is demonstrated to be the guilty party for the current numerical challenges. I will likewise talk about associations with Gã ¶del’s hypotheses. The end is that fluffy rationale is a central necessity for joining adaptivity and apriority. Relating the numerical and philosophical helps explaining both and helps dissecting future exploration bearings of the science of insight. I. Presentation: Mathematics and Philosophy The multi year old discussion on the sources of all inclusive ideas of psyche was about the jobs of adaptivity or gaining as a matter of fact versus the from the earlier information (the inherent or natural). It is firmly identified with the epistemological issue of the sources of information. The issue of consolidating adaptivity and a-need is principal to computational knowledge just as to understanding human insight. There is an interrelationship among ideas of brain in science, brain research, and reasoning, which is a lot nearer than as of now suspected among researchers and rationalists of today. From the contemporary perspective, the inquiries regarding mind presented by old rationalists are incredibly logical. A focal inquiry to crafted by Plato, Aristotle, Avicenna, Maimonides, Aquinas, Occam, and Kant was the subject of the roots of general ideas. Is it true that we are brought into the world with from the earlier information on ideas or do we obtain this information adapti vely by gaining as a matter of fact? This inquiry was key to crafted by antiquated thinkers, medieval theologists, and it was similarly critical to speculations of Freud, Jung, and Skinner. The various answers they provided for this inquiry are fundamentally the same as the appropriate responses given by McCulloch, Minsky, Chomsky and Grossberg. At the point when 2300 years back Plato confronted a need to disclose our capacity to conceptualize, he reasoned that ideas are of from the earlier root. The way of thinking dependent on the supernatural, from the earlier truth of ideas was named authenticity. During the accompanying 2000 years the idea of a-need was hugely reinforced by the improvement of monotheistic religion in Europe, to the degree that it meddled with experimental examinations.

Character, Nature, Spatial Distribution of World Cities Essay

The nature character and spatial dispersion of world urban communities: Increasing globalization has impactsly affected the world urban framework. Accordingly a gathering of urban areas has risen as key hubs in the association and working of the world, known as World Cities. World urban communities, for example, London and New York are a result of social and financial globalization and go about as nodal focuses for the assortment of linkages and interconnections that support the working of the world economy. These urban areas have created particular qualities because of their dynamic nature, and are spatially disseminated far and wide. Nature: The rise of World urban communities has been because of the globalization of financial action, which includes the advancement of more grounded connects between different nations. There has been an extraordinary quickening in globalization and the development of world urban areas †due to: †¢Technologic improvement in transport and correspondence †¢Deregulation of exchange and money related markets †¢The development of and pretended by Trans National Corporations (TNC’s) †¢New methods of experiencing business tasks and monetary movement †¢Emergence of a worldwide market for way of life related products This procedure of globalization and the development of world urban communities have had various effects: †¢Economic rebuilding †A fast extension in world exchange and migration of work escalated producing procedures to creating countries (megacities) with less expensive work. World urban areas are rising up out of the internationalization of financial movement. TNCs are a key player in this fast extension as they have an expansion in monetary impact choosing what to create as well as where to deliver and circulate it. †¢Spatial rebuilding designs in created zones †the move from private and business interest in rural areas to greater expense downtown lodging and ‘edge cities’ or ‘technoburbs’ which are particular urban hubs with bigger metropolitan zones. This frequently targets low salary zones which pushes low pay individuals further away from these hubs. †¢Social rebuilding designs in created territories Urban social orders have gotten more spellbound with more noteworthy measures of neediness and riches. The white collar class is deteriorating as far as riches in spite of the fact that there is a parting into a lower working class with low paid assistance division occupations and an upper working class who are multiskilled, for example, in the data based enterprises. The modern work class is declining in expectations for everyday comforts. The result of this rebuilding is an expansion in divergence regarding social preferences and impediments. Character: World urban areas are hubs in the worldwide economy which hold national and global importance because of their monetary and social impact; World urban areas have this financial and social authority through different attributes portrayed underneath. Monetary: - They are order focuses in the association of the worldwide economy - Key areas for a full scope of money related administrations - Markets for a tremendous scope of products and ventures Social: - Existence of social framework that encourages contact between individuals eye to eye - A middle for a scope of social offices - Provides the chance to carry on with a particular social way of life Spatial Distribution: World urban areas are spatially scattered, for the most part over the created world, yet all inclusive incorporated through frameworks of trade and creation. Inside the worldwide system of world urban communities exist a few sub frameworks: †¢Western European subsystem †focused on London and Paris. This contains the most noteworthy convergence of world urban areas as it is the it is the underlying site of the modern unrest prompting the interconnection of these urban areas to one another. †¢North American subsystem-focused on New York, Los Angeles and Chicago. This is the second biggest convergence of world urban areas as its modern upheaval prompted it being a main assembling district of the world and afterward the main help locale of the world. †¢Asian subsystem-fixated on Tokyo, Singapore and all the more as of late Shanghai. The Asian world urban communities above all interface local assembling territories, for example, India and China through Mumbai and Shanghai separately into the world economy. Different focuses, for example, Tokyo, Seoul and Hong Kong are likewise world urban communities because of their past industrialisation following World War II. †¢Southern Hemisphere-connected by Sydney, Johannesburg and Sao Paulo. The southern side of the equator is to a great extent disengaged as quite a bit of South America and Africa is still in a creating state yet key urban communities, for example, Sydney and Sao Paulo interface the individual districts of Australia and Brazil into the worldwide economy. Because of proceeded with globalization, various anticipated spatial patterns likewise exist: †¢An increment in African urban communities into a worldwide system might be found later on. Africa is an asset rich region, particularly in crude minerals and it likewise has a huge populace accessible. These regions are presently underestimated from the worldwide framework as there is an absence of foundation which considers the development of these economies on a worldwide scale. Regardless of this underestimation they do at present have network to Europe trading products, for example, oil. †¢A move of capacity to Asian urban areas The Asian district has been industrializing since the finish of World War II and urban communities, for example, Tokyo have significant network and impact as world urban areas. The financial development seen territories, for example, China and India may prompt a high centralization of world urban communities in this locale and a move in worldwide social and monetary force. †¢An increment in South American urban communities into the worldwide system. Through nations, for example, Brazil, which has kept up GDP development paces of around 10%, just as this different nations have territorial significance which can be connected to the worldwide system through urban communities, for example, Sao Paulo and Buenos Aires. †¢An increment in Middle East urban communities into the worldwide system. Nations, for example, the United Arab Emirates have continued high monetary development rates because of oil exportation which has then been put into framework, for example, for the travel industry. A case of this is in Dubai with significant interest in lodgings. This new arrangement of world urban areas dependent on the existences of data based exercises is a basic piece of the worldwide progressive system.

Email COLUMBIA UNIVERSITY - SIPA Admissions Blog

Email COLUMBIA UNIVERSITY - SIPA Admissions Blog Along with processing applications a major job these days is answering email.   Email is actually our preferred method of communication because it offers us a digital trail to follow.   While you might be tempted to call, and calling is okay, in the long run an email might be more effective when you have questions regarding your application. In addition to providing us, and you for that matter, with a traceable communication chain, we can answer emails at all hours of the day and you do not have to wait for us to get back to you via voice mail.   We certainly check our voice mail and respond as quickly as we are able, however on the efficiency scale voice mail is far below email. Let us say you call and leave a voice mail.   Let us also say that our phone is ringing non-stop.   What this means is that we will answer the phone as quickly as we are able and we will likely not check voice mail until after or before business hours.   This means that if you call and get voice mail, you are likely to receive a delayed response due to the fact that is impossible to keep up with voice mail when the phone is ringing all of the time. Unlike the phone, our email box is always open and ready for your message.   Many people in the office can view the same box and it is much more efficient for us to deal with.   Those of you that have emailed us know that we have an auto-response that indicates we will try to respond within five days.   Our goal is to respond must faster than five days, especially during the time around the application deadline. On this topic, the University I.T. department scheduled maintenance on the email servers for January 3rd.   The message to us stated that systems updates, hardware repairs, and general maintenance would leave email unavailable for extended periods of time on January 3rd. I am sure it seemed like a good time for the I.T. Department because of the holiday break, but it was not the best time for our office considering the deadline is almost upon us.   So if our response has been delayed we apologize.   We will keep checking for email availability and answer questions as soon as possible. One more side note please resist the urge to copy multiple parties on the same email (this is often called CCing).   Please only send emails to one address.   Copying multiple parties on the same email can lead to confusion and slower processing time.

The importance of Integrity and Honesty in criminal...

Integrity and Honesty Integrity can be defined as an uncompromising adherence to a code of moral, artistic or other values, utter sincerity, honesty and candor, avoidance of deception, expediency, artificiality or shallowness of any kind (Websters 3rd New International Dictionary 1174). In simpler words this means to maintain high standards and follow the rules, even when no one is watching. Integrity is very important in our everyday life if we wish to be good people. The sad thing is that if you ask some people what integrity means to them they will probably tell you that it doesnt mean much and some may not even know what integrity is. Certain people feel that in order to get ahead in life they need to break certain rules. It is†¦show more content†¦Having a high standard of personal integrity and honesty will really help prepare one for employment in the justice field in many different ways. Integrity and honesty is one of the most important requirements for any criminal justice career. It is extremely important to know what is right and wrong and to be honest no matter what the consequences if you are planning on entering the justice field, especially a police officer. Police officers must commit to the highest moral and ethical standards, they cant be prejudice or favor someone without knowing every single detail, must show good personal conduct, have high integrity on and off duty, and plenty more. One major reason to have a high standard of integrity and honesty at all times is because if you are a person who has ever been in trouble for something that showed you had been dishonest (such as theft, cheating, lying, and more) and you apply for a job in the justice field, they will most likely find it no matter how off your record it supposedly is and you will not be hired. In their minds they are most likely thinking that if you could be dishonest once then you can be dishonest again and they dont want someone likely that employed with them. Another reason to have a h igh standard of integrity and honesty at all times would be because if you were ableShow MoreRelatedFundamentals of Hrm263904 Words   |  1056 Pagesan HRM Skill: HR Certification 53 Enhancing Your Communication Skills 54 PART 2 THE LEGAL AND ETHICAL CONTEXT OF HRM Chapter 3 Equal Employment Opportunity 56 Learning Outcomes 56 Introduction 58 Laws Affecting Discriminatory Practices 58 The Importance of the Civil Rights Act of 1964 59 Affirmative Action Plans 59 Demonstrating Comprehension: Questions for Review 80 Key Terms 80 81 HRM Workshop Linking Concepts to Practice: Discussion Questions 81 Developing Diagnostic and Analytical Skills

The Real Shape of Raindrops

Much like the snowflake symbolizes all things winter, a teardrop is a symbol of water and rain. We see them in illustrations and even on weather maps on TV. The truth is, a raindrop assumes several shapes as it falls from a cloud—none of which resemble teardrops. What is the true shape of a raindrop? Lets follow it along its journey from cloud to ground and find out! Droplets Raindrops, which are collections of millions of tiny cloud droplets, start out as small and round spheres. But as raindrops fall, they lose their rounded shape thanks to the tug-of-war between two forces: surface tension (the waters outer surface film which acts to hold the drop together) and the air flow which pushes up against the raindrops bottom as it falls.   Sphere to Hamburger Bun When the drop is small (under 1 mm across), surface tension wins out and pulls it into a spherical shape. But as the drop falls, colliding with other drops as it does so, it grows in size and it falls faster which increases the pressure on its bottom. This added pressure causes the raindrop to flatten on the bottom. Since the air flow on the bottom of the water drop is greater than the airflow at its top, the raindrop  remains curved on top, the raindrop resembles a hamburger bun. Thats right, raindrops have more in common with hamburger buns than falling on them and ruining your cookout—they are shaped like  them! Jelly Bean to Umbrella As the raindrop grows even bigger, the pressure along its bottom increases further and presses a dimple into it, making the raindrop look jelly-bean-shaped. When the raindrop grows to a large size (around 4 mm across or larger) the air flow has pressed so deeply into the water drop that it now resembles a parachute or an  umbrella. Soon after, the air flow presses through the raindrops top and breaks it apart into smaller drops.       To help visualize this process, watch the video, Anatomy of a Raindrop, courtesy of NASA.    Visualizing the Shape Due to the high speeds at which water droplets fall through the atmosphere, it is very difficult to see the variety of shapes it takes in nature without the use of high-speed photography. However, there is a way to model this in the lab, the classroom, or at home. An experiment you can do at home represents an analysis of raindrop shape through experimentation. Now that you know about raindrop shape and size, continue your raindrop exploration by learning why some rainshowers feel warm and others are cool to the touch.   SourcesAre Raindrops Tear-Shaped?  The USGS Water Science School

Manistique Inc. Free Essays

Manistique Inc. devised a safety compliance program within the organization whose aim is to train and monitor employees inducing low injury rates and higher safety compliance standards. Manistique offers rewards to employees with lower injury rates. We will write a custom essay sample on Manistique Inc. or any similar topic only for you Order Now The program was implemented on a large-scale throughout the organization amongst 83 plants. Without any statistical analysis it would be impossible to reach a conclusion as to whether the program has improvised the injury rates or not; however, individuals remark that there has been a slide in the injury rates depicting a favorable influence of the training program. The objective at Manistique is to standardize the program across the board so that there is ample saving on administrative costs incurred due to workplace injuries. Before this can be done so, the terms of the program have to be decided which will come in handy in convincing the management of the worthiness of this program. Therefore, the aim of this paper is to analyze the relationship between the terms of the safety program and the most two important measures of safety rates: 1. Safety attitudes 2. Time lost due to injuries. Making use of historical information as well as data available from the last quarter, this paper will use statistical techniques to reach a conclusion as to whether the safety program has been successful in lowering injury rates. Analysis The report is attached with the original dataset provided for the analysis of this report. We shall begin by analyzing the correlations between the different variables in the dataset to ascertain a conclusion as to whether the program has really improved safety attitudes and improved the time lost in injuries or whether the change is statistically insignificant Correlation between safe training attitude (safetrain) i) Total number of injuries (tinjuries) Using the CORREL function in Excel, the value for the correlation co-efficient was: The low positive value of the correlation co-efficient suggests that there is no significant relationship between the safety attitude and the actual number of workplace injuries i. e. the attitude has not helped the practical level of injuries incurred at Manistique. For a significant cause-and-effect relationship the value of the correlation coefficient should have been positively larger. i) Total number of deaths (tfatalities) Using the CORREL function in Excel, the value for the correlation co-efficient was: The correlation co-efficient is negative (as should not have been the case). The value is not significantly high (very close to 0), which suggests that safety standards have hardly any influence in lowering the number of deaths at Manistique. On the other hand it has slightly increased the number of injuries (correlation co-efficient is slightly positive). Thus, safety attitudes have not at all been effective in reducing the number of injuries. iii) Disability days (disabdays) Using the CORREL function in Excel, the value for the correlation co-efficient was: Again the negative value suggests that there is a negative relationship between safety attitude and disability days (the lower the attitude, the lower the disability days). However, the value of the correlation co-efficient is very small which negates any strong relationship between the two variables. Correlation between safety support from co-workers (safesupport) i) Total number of injuries (tinjuries) Using the CORREL function in Excel, the value for the correlation co-efficient was: The correlation coefficient is positive. This suggests that the increased safety support from co-workers actually has a positivee influence as it results in a drop in number of injuries at Manistique. However the low value of the coefficient suggests no strong cause-and-effect relationship for the program implemented at Manistique. ii) Total number of deaths (tfatalities) Using the CORREL function in Excel, the value for the correlation co-efficient was: The correlation co-efficient is negative (as should not have been the case). This negates all possibilities of a favorable influence of the coworker safety in reducing the number of deaths at Manistique; in fact, the relationship is quite the opposite with a very small magnitude. iii) Disability days (disabdays) Using the CORREL function in Excel, the value for the correlation co-efficient was: The low negative value again brings the conclusion that there exists a negative relationship but the degree of influence is very meek. This brings about the conclusion that there is no significant influence of the co-worker support attitude on the number of disability days; it is quite the opposite. Correlation between safety support from co-workers (feelsafe) i) Total number of injuries (tinjuries) Using the CORREL function in Excel, the value for the correlation co-efficient was: The correlation co-efficient is negative (as should have been the case). However, the highly negligible value of the co-efficient suggests no significant relationship between a feeling of safety amongst the workers and the actual injuries at Manistique. ii) Total number of deaths (tfatalities) Using the CORREL function in Excel, the value for the correlation co-efficient was: The correlation coefficient is positive (as should not have been the case). Increasing confidence held by a worker that he/she is safe does not decrease the number of injuries at Manistique; rather it increases it weakly. This is ample evidence for a lack of good relationship between the two variables. iii) Disability days (disabdays) Using the CORREL function in Excel, the value for the correlation co-efficient was: The low negative value again brings the conclusion that there exists a positive relationship but the degree of influence is very meek. This brings about the conclusion that there is no significant influence of the belief of safety held by a worker on the number of disability days. Conclusion Based on the calculations made in the above section, the conclusion that can be formed here is quite obvious and brief: the new safety compliance program at Manistique has no significant influence upon improving the number of injuries, fatalities or disability days at Manistique. The training program, co-worker support regarding the safety program or even the belief held by the workers that their safety has increased as a result of the program have no cause-and-effect relationship good enough to reduce the number of worker injuries, deaths and the number of disability days at Manistique. Moving barely above the 0. 1 correlation level, there is no need for statistical hypothesis testing methods to be employed in reaching the conclusion. At any confidence level, these values are sufficiently weak enough to conclude that the safety compliance program is of significant importance in saving administrative costs for Manistique by reducing the number of injuries, deaths or disability days at Manistique. How to cite Manistique Inc., Papers

Performer Driver’s

Questions: Describe the project, the approach that was taken at the time and the lessons learnt through reflective practice of Performer driver isn project management capacity. Refer to specific reflective tools and techniques using the guide book attached. Demonstrate a focus on the reflective aspect of how the project was managed and using performance drivers methodology, be able to demonstrate an improved outcome if this approach had been applied to the project selected. Also see additional paper Writing on Project Management supplied by the Editor of the Project Manager for additional requirements. Answers: Abstract This report is constructed with an aim of understanding how performance based metrics as a method for measuring of performance can be used in combination with project management principles and methodologies so as to improve the project performance. The report covers the basics of one of the chosen method that is widely used by organization for measuring performance in business and the same is called Balanced Score Card. The perspectives of balanced score card are bring applied to the project management framework so as to develop a methodology that empowers project management practice by enabling comprehensive performance control process through the use of strategic metrics in addition to traditional performance measurement methods used in practice. For a practical understanding of how BSC can be used with project management, a customized methodology called Adjusted Balanced Score Card that was identified and the same was used for planning the performance control for an identified IT project. The project involves development of an ecommerce learning portal for which ABSC was used as the measuring tool for project progress such that the same could be used for monitoring project progress in an efficient manner. The report contains details of a real project with step by step process that was used for development of project balanced score card. Further, the report would present reflections on what was learned when the theories of BSC were applied to the real project case in a company for the management and monitoring of an IT project. The reflection would also include an understanding of the practical aspects of ABSC and how the same could be utilized in future projects. Introduction As per the Wall Street Journal, around 42% of IT projects are abandoned before they could be completed. Every year, American organizations together face over $105 of losses because of project failure. While traditional project success was measured only considered only the operational outcome, the success is actually affected in other ways as well. Some major barriers that lead to such high rate of failure of projects are lack of understanding of strategy, management impacts and of people but they were not been a part of assessment in tradition methods of project success measurement. While project managers can talk about the ability of a project to get deliveries within schedule and within allotted costs, they struggle to identify if the project has delivered its strategic value to the company. Main reason behind this challenge was that strategy was an intangible object and thus, could not be measured in monetary terms and this inability to convert strategic perspective into measureab le dimensions was making it difficult for project managers to assess the strategic performance of a project. (Norrie, 2014). In the discipline of project management, as assessment of project with respect its performance is traditionally done by exploring the impacts of and on its triple constraints including time, cost and quality. However, over the years of development project management principles, a need has been realized to have an added dimension of project management when considering its outcome. This suggested use of performance based measures for analyzing the outputs of a project. The traditional performance measures including triple constrains only measure the product outcome of a project. However, there is more to a project than a product. It is more of an experience that is delivered to the stakeholders of a project. Thus, stakeholder management has become a widely used practice wile assessing a project methodology. Stakeholder benefits lead to customer satisfaction which can build upon competitive advantage for the brand and the goodwill can then convert into financial rewards for an organization or a brand. This has led to a surge in demand for measurement of stakeholder satisfaction which can be done by using certain performance based measures like Balance Score Card which allowed measuring of not just the tangible assets in terms of money, which was done in traditional methods for measuring project outcome, but also made way to including tangible outcomes in assessment by attaching monetary value to the same. Figure 1: On Strategy With the use of BSC, an organization can assess its project form multiple perspectives including financial, customer specific, process and growth. It also allows for determination of the cause and effect relationships between different dimensions of a project. This is possible as the method allows a company to have an established measure for every goal of the project as well as all the initiatives that lead to development of the project. Also, the use of BSC modifies the triple constraints triangle by including strategy as one deliverable such that a project is considered successful only when it delivers good quality, on time, within budget and on-strategy. Balance Score Card Balance Score Card is a framework that is used for translating the vision and strategy of an organization into operational terms and provides a balanced measure of all the perspectives that exist on a project including financial, customer, internal and growth perspectives. When applying the principles of Balance Score Card, a P-BSC may be prepared addressing all key issues of project and needs of its stakeholders with objectives to reduce risks and assure alignment of project to organizations strategic outcome. BSC deals with four perspectives of a project that include customer, financial, internal business processes and learning growth. Customer perspective deals with understanding of customer who is made the focus of business processes that are practiced with an aim to satisfy their needs. When considering this perspective, performance of a project can be measured using customer centric metrics such as lead time and quality of project outcome. Financial perspective explores data on risk assessment, funding, cost-benefit, cash flow, market share, growth, revenues, operational expenses, asset turnover and so on. Internal perspective involve managers into the working of the project and usually involves checking if higher level targets are successfully decomposed to convert to clear targets for decision making and actions for lower level of the staff. Learning and growth perspective involves learning of employees, their training provisions, corporate culture, communication, self-improvement strategies and so on. Success of project would be measured by ability of a company to innovate and learn continuously(KAZI, RADOSAV, NIKOLI, CHOTALIYA, 2011). To understand how BSC can be used for specific projects, a discipline of IT project management can be chosen to build focus for a better understanding. In case of IT projects, several researchers in the area of project management including Alleman (2003) and Brock (2003) have suggested integration of BSC and PM to create a balanced approach to project management. A framework called Control Objectives for Information and related Technology (CObiT) is been widely used on software and IT projects for linking business goals to IT goals and obtaining performance measurement metrics based on BSC framework. Several project management methodologies have been combined with BSC principles this way to create modified methodologies such as Agile Balanced scorecard that puts emphasis on measurement of teamwork, reliability, performance and velocity of key business metric categories. Another approach for using BSC in IT projects is taken in the Adjusted BSC Framework which adjusts the components of BSC to make way for improvement of performance of an IT project. This modified the perspectives including Finance to consider project costing, customers perspective to stakeholder perspective, learning including focus to specific areas like quality and risk and internal processes referring to project processes. This added some metrics to project management performance measurement such as Lag Indicators like Earned Value Management (EVM), Budget Variance analysis, lead indicators and so on. Figure 2: Strategy Map Example When using BSC in combination with the Project management disciplines, a strategic value can be added to the project which improves the shareholder value of a project. A stakeholder value can be created with improvements in revenues and in productivity at the same time. Various perspectives of BSC can add to this value creation process at each stage. As per the strategy map model defined by Kaplan and Norton, learning and development provide the key inputs to internal processes that are made to work in alignment with the customer value proposition to achieve operational excellence, customer intimacy and product leadership which in turn affects the financial performance of the organization. The involvement of different perspectives defined in the BSC methods reveal the importance of intangible elements like employee competencies, leadership skills, corporate culture, and so on and also allows create metrics for each of these to measure the performance of a project through conversion o f the intangible elements into numeric value metrics allowing an efficient and clear monitoring of progress of the project. A balance scorecard on one side adds four perspectives of a project in its monitoring process, on the other side it defines specific objectives, measures, targets and strategic actions required for each of those perspectives. This allows a project manager to understand how a strategy can be formulated for specific perspective, how the progress could be measured in order to achieve specific objectives, what are the target values that can be used for measurement of the progress and what specific actions are required to achieve set objectives in a project. Some examples of the measures include ROI which is a financial measure, market share which is customer perspective, on-time delivery makes internal process perspective and employee turnover deals with learning and growth perspective(Snapka Copikova, 2011). Guiding Principles of BSC Kaplan also defines some guiding principles for using best practices of BSC in case of projects. These include: Translation of strategy into operational terms: For an organization to perform, the value it provides must exceed the sum of the value provided by its specific parts that are linked through an organizational strategy. In the reporting structure on a project, thus, strategic themes must be embedded. The BSC does not act as a strategy formulation tool but only makes a presentation of the complete view of strategy and thus, these steps have to be completed before a BSC can be made. Organization to be aligned with strategy: To be able to use the BSC efficiently, a number of strategic themes may be developed that may be complementing or supporting other themes in a way to create a balance in the organization. Themes can be identified by identifying strategic outcomes and by dividing the strategy into general categories of different projects. Every strategic theme must have own hypothesis and cause and effect relationships. With strategic themes, corporate roles involving creation of value for each business unit must also be identified. Strategy must be responsibility of everyone and not just strategy or project manager: Scorecard allows cascading of lower level departmental scores but it would not serve the purpose if the employees do not buy in and thus, for BSC to deliver successful results, employees have to understand the value and importance of BSC for the project. Further, to keep them motivated and interested in the use of BSC, personalized balanced score cards can be prepared to be a part of their proposal. Before a strategy can be practically launched, these employees need to be trained as well as be used for testing of specific strategies. Strategic objectives must be embedded into various aspects of organization: Strategic objectives can be embedded into individual personal and team objectives of a project to able to make them aligned with the BSC key objective of the project. This can be done in several ways such as by using super bowl approach which involves creation of awareness about the importance of achieving targets for employees, strategic initiatives alignment through linking of routine jobs with projects, integration with planning, integration with Human resource, and so on(Murby Gould, 2005). BSC in IT Project: Case Study For the purpose of practical understanding of use of BSC with Project Management practice, an actual IT project that involved development and implementation of ecommerce learning portal for B2C business has been studied. The project life cycle had 7 major phases including requirement gathering, designing and portal development, content development, e-learning portal establishment, pilot testing, production strategy and continuous improvement. ABSC framework was implemented to manage and assess the performance of the project that began with defining of project objectives and linking of the same with every phase of the project life cycle. The identified objectives for the development of e-learning portal included: Increasing the penetration of deliveries by reaching out to a wider audience Facilitation of online learning for skills upgrading in ecommerce domain Making learning affordable by reducing costs by 50% Based on these objectives, performance indicators were identified. For increasing delivery penetration, activities that were required to be done included requirement gathering which could be completed by taking sign-off, development of multi-language capability, and set of an easy interface that could be measured for its performance through testing. For improving availability of services for learning skills, designing were to be done next and specific features that were to be implemented were scheduled. For continuous development of ecommerce knowledge base in the field of ecommerce, the infrastructure that was to develop was required to be both robust and scalable with a content management system with capability to manage updates with ease. For reduction in learning cost of the customers using the portal, the project manager decides to use fixed price per participant model using shared services. For the measurement of the above mentioned objectives for understanding their achievement and performance of the project, a traceability matrix with respect to major project phases including requirement gathering, design and development and testing could be prepared as follows: Project objectives Requirement Gathering Portal Design and development Testing Increasing delivery penetration Project Sign off Multi-lingual capabilities User testing Availability of features for anytime learning Multiple indicators Reduction in costs of learning Multiple indicators Once, the objectives were clarified with understanding of their relationships within each phase, the next step of project management in the ABSC approach was to develop Lag Indicators. These indicators could be identified for each perspective of ABSC including finance, stakeholders, process and learning. Lag indicators would be used for defining if the project went as per planned schedule or within budget. The lag indicators that were identified were considered for measurement of performance through the use of certain target measures for these specific knowledge areas including cost and risk as described in the table below: PM Knowledge areas Objectives Indicator Target Measure Cost Less than 5% of cost overrun CPI Less than 1.05 Risk Less than 5% of risk impact High risk items with over USD10,000 cost to be monitored Less than 3 such items facing risks Just as lag indicators identified problems in the project related to cost and schedule, lead indicators were used for understanding achievements of the project. This involved an understanding of requirements of all business users, assurance of sign off with requirements of each process owner incorporated, conducting training sessions for e-learning and limited iterations. Objective Lag Indicator Target Measure Responsibility Requirement Gathering Sign off with all requirements of process owners included Within 5 working days after submission Process owner All team members participated and all requirements obtained 100% Project Management team No incomplete or partially complete information Forms, templates and user reviews collection Project Team and end users Just as the lag indicators were mapped against each perspective of ABSC, lead indicators could also be mapped using same technique. Once all indicators were identified, the next step that was followed was combining of these indicators for establishing a cause and effect relationship between each of the measures, perspectives and project knowledge areas. This included understanding of how these indicators related to each project phase. For instance, sign off requirement which is one of the indicators in the requirement gathering phase could result into scope creep if not management properly affecting other project knowledge areas such as time, cost and risks. Based on these relationships, the indicators with high impacts on project, in case the indicators are not managed well, can be tracked as identified in the following table: Lead Indicator Effects (Impact) Impact Objectives Sign off Time overrun Incomplete requirements Incomplete information Quality; testing; high risk items Service delivery Cost of delivery Once, all the above steps were fulfilled, it enabled project manager of the e-learning portal project to monitor the project progress against each of the identified objectives, performance indicators and targets in an integrated manner that allowed them to track progress with full understanding of relationships between different elements which allowed good management of stakeholder expectations(Vasudevan, 2012). A comprehensive Adjusted Balanced Score Card can be prepared by using each of these measures including all perspectives, objectives, measures, and targets. This comprehensive scorecard would then make it possible for a project manager to have a complete strategic view of the project and use the same for monitoring its progress. Update strategy with revision Strategy BSC Feedback Vision Goals Themes Financial Perspective Minimum Expenses and Maximum return Objectives Minimum expenses Measures: CPI Targets: Minimum CPI Stakeholder Perspective Resource Availability Stakeholder expectations Objectives: Requirement gathering Measures: Requirement sign off Targets: all member participation Input to decision Making Internal Perspective Management of processes Objectives: Reduce risks; ensure compliance; manage change Compare results Measures: Scope creep; High risk items; compliance, planned iterations Targets: Less than 5% scope creep, cost overrun, schedule overrun; less than 3 high risk items; OPA compliance; less than 2 iterations Learning and Growth Perspective Continuous learning Objectives: Knowledge base Measures: Lessons learnt database for future use Targets: record quality issues, lessons learned, lead practices Operational Decision Making Conclusions This report was created for studying performance based measurement methods used in business context by applying the same to the project management practice and understand the impact or improvements that can be brought about with this combination of the two disciplines. IT was found that major project failure were caused because of incapability of project organizations to achieve strategic results as there was a lack on the methods that could be used for measuring strategic performance as it was an intangible measure. It was found that BSC, a widely used method in the area of strategic management provide this capability of measuring intangible areas of a project and thus, the same was applied to a specific case of IT project to understand how BSC could be used for making project monitoring and performance measurement process more efficient. The case was studied with the use of Adjusted Balanced Score card, a method defined for the use of BSC in project management practice. There were other performance based methods as well other approaches to incorporation of BSC perspectives on project but ABSC provided a simplified learning which is why it was chosen to understand a specific case of the project. References Bonham, S. 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