Athletes Should Not Be Paid For Their Skill - 1703 Words

Division I intercollegiate athletics is no easy feat. Whether it is basketball, softball, baseball, soccer, or gymnastics, athletes devotion and sacrifice is innumerable. Athletes spend countless hours throughout the year training and performing in competition. According to the NCAA bylaw 17.1, athletes can only spend 20 hours a week with a maximum of 4 hours a day on athletically related activities. This rule excludes pre-season and post-season training which account for the other 50% of the year. Although most athletes get enjoyment out of simply playing, some athletes feel they should be paid for their skill. There is an arising controversy regarding athletes not being paid for the amount of commitment they put into their sport. While†¦show more content†¦There have been many scandals where athletes were arrested for betting on sports events and fantasy sports. For example, in 1997 two basketball players from Arizona state, Stevin Smith and Isaac Burton, pleaded guilty to point shaving on four home games. These two players intentional missed shots and cut points in games for money. They made almost up to $100,000 from point shaving. Ultimately, money made them lose sight of the purpose of playing college athletics which is for enjoyment. Instead of playing for another two years, Stevin Smith and Isaac Burton served a year in prison. If athletes are paid, more athletes will face the same fate as Stevin Smith and Isaac Burton because they will be able to bet without the consequence of the NCAA rule. Although the rule will not longer be in place, betting on sports is illegal in every state except Nevada, Delaware, Oregon, and Montana. Therefore, the NCAA would face repercussions because more athletes will be arrested on gambling charges. In turn, this will jeopardize the integrity of the intercollegiate sports. Instead of being seen as respectable and admirable athletes, intercollegiate sports will be seen as full of money-hungry athletes. Although athletes help generate money for athletic programs and institutions, money distributed to athletes would limit the amount of money available for other necessities. Many people believe athletes deserve a share of the money they generate through the sale of

The Ministry Of Catholic Educations - 1424 Words

The Ministry of Catholic Educations says that youth ministry is a â€Å"response to the mission entrusted by Christ.† God told his disciples in Matthew chapter twenty eight verse nineteen ‘Go and make disciples of all nations baptizing them in the name of the father and of the son and of the Holy Spirit.’ And youth ministry is one of the many ways the Catholic Church is doing this. As stated in the Occupational Outlook Handbook, recreational workers create programs that can be altered to specific age groups. Being a youth minister you encounter many different things. Like recreational workers, youth minister put together programs for both middle school and high school. The Arch Dioceses send a lesson plan of what the students should know by the end of the year. The youth ministers will then branch together similar topics and make that the main focus for the night. The themes revolve around the four pillars of the Catholic Church. According to the Catechism of the Catholic Church these four pillars are faith, liturgy and sacraments, morality of our life and prayer. This program is a fun an interesting way to bring these teenagers to Christ. A typical night starts with snacks and games to start building a community and then officially starts with a prayer. One of the reasons we pray is to calculate disengagement which is transitioning the students into a more pra yerful mode for the rest of the night. After prayer we go into a talk prepared by the minister and sometimes having aShow MoreRelatedCritical Planning And Catholic Healthcare Association944 Words   |  4 PagesCritical Planning and Catholic Healthcare Association By far, the Catholic Churches Healthcare Systems is one of the largest integrated health care systems. Catholic Healthcare Associations (CHA) integrates the progression of the Catholic health ministry of the United States with caring for people and communities of all faiths and believes. 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In this scenario, the women wonder if what they are doing is enough; however, they again make more advances to help the people because they did not try to preach to anyone. Their ministry was one of healing, and Leah Price recognizes this when she hides for protection in their mission. Missionaries have been exploring theRead MorePublic School Boards Vs. Private Schools993 Words   |  4 PagesEnglish school boards and 29 English Catholic school boards (Ministry of Education, n.d.). There are also 4 French Public school boards and 8 French Catholic school boards (Ministry of Education, n.d.). Public school boards or private schools are the ones who hire elementary school teachers (Elementary School Teacher., n.d.). In 2014-2015, there were about 115,156 full-time teachers, about 74,960 elementary schools and 40, 196 secondary teachers (Ministry of Education, n.d.). During the same time, thereRead MoreMinistry of Fear- Seamus Heaney Analysis909 Words   |  4 PagesUsing Ministry of fear and another appropriately selected poem explore the sense of place Heaney conveys with reference to the troubles in N.I, with particular reference to the effects of any political and social context and Heaney’s own views. Ministry of Fear is from Heaney’s ‘North’ collection, written in 1975 while Heaney was staying in Wicklow, Casualty was written shortly after in ‘Field work’ in 1979. Through these two poems Heaney conveys a strong sense of place, namely Northern IrelandRead MoreCesar Chavez Rhetorical Analysis1248 Words   |  5 Pagesa firm foundation to lead his organization to success. He was the leader of the Mexican-American Community in Delano, Ca. Cesar went through a spiritual fasting, in which he did not eat due to the hazardous chemicals in field fruit. Chavez was a Catholic and used his morals for a nonviolent protest to better working conditions for field workers. Chavez had many helpers from different communities, but his own. The Mexican-American organization was let down by their own church. This escalated to suchRead MoreThe Call, Os Guinness1490 Words   |  6 Pagesour secondary calling is. Sadly, there is a distortion within the modern church tha t refutes this idea. The distortion that Guinness addresses in â€Å"The Call† can be categorized in two different ways; one, the â€Å"Catholic distortion†, and two, the â€Å"Protestant distortion†. The first, â€Å"Catholic distortion†, separates life into two areas, the â€Å"perfect life† and the â€Å"permitted† life (Pg. 32). This view separates people that are â€Å"called† to be priests, monks and nuns from the people that are â€Å"merely† soldiersRead MoreAfrican Catholic Church And The Church Of South Africa1608 Words   |  7 PagesAfrica (UCCSA). Their arrival opened the missionary field to other churches namely the Dutch Reformed Church (1871), the Lutheran Church (1891), the Anglican Church (1900s), the Methodist Church (1940s), the Seventh Day Adventists (1922) the Roman Catholic Church (1928) and Pentecostal Churches (1930s). It should be noted that though Christian values have permeated every aspect of Tswana society, Batswana C hristians continue to observe a great deal of African traditional religious practices alongsideRead MoreConversion Therapy And Its Effects On The Lgbtq Community1218 Words   |  5 PagesSouthern Baptist, Mormon, Roman Catholic, and other religious organizations to promote conversion of homosexuality (Baxter, pg. 1, 2015). Love in Action, which was one of the first religious based organizations to participate in conversion therapy, was founded in 1973. By 1976, Exodus, a national coalition of ex-gay ministries was founded. There were hundreds of participates over the years and most went back to homosexual life. Interestingly enough, ex-gay ministries do not keep statistics on theRead MoreThe Call, Os Guinness1497 Words   |  6 Pagessecondary calling is. Sadly, there is a distortion within the modern church that refutes this idea. The distortion that Guinness addresses in â€Å"The Call† can be categorized in two different ways; one being the â€Å"Catholic distortion†, and the other being the â€Å"Protestant distortion†. The first, â€Å"Catholic distortion†, separates life in to two areas, the â€Å"perfect life† and the â€Å"permitted† life (Pg. 32). This view separates people that are â€Å"called† to be priests, monks and nuns from the people that are merely

Operation overlord Essay Example For Students

Operation overlord Essay Operation OverlordBy 1944 World War II had lasted nearly four and a half years. The entire war nowdepended on the success or failure of an invasion of France. The first three years of the warhad almost entirely been a chain of Nazi victories. They had succeeded in crushing Poland andforcing France to surrender. Hitlers attempts at capturing England were halted by the RAF,Royal Air Force. After the devastating Japanese attack on Pearl Harbor, Hitler declared war onthe United States and forced Italy to follow. By November of 1942 Hitler began to pay for his string of mistakes. In Egypt his favoriteGeneral, Field Marshal Erwin Rommel, had been defeated at The Alamein by the British EighthArmy, after being trapped between two armies. Hitler, fearing he would be captured, orderedhim back. The fighting in Russia had been so severe and deadly that Marshal Stalin wasdemanding an allied landing in France, so as to force Hitler to move his troops from Stalinsdivisions in the East. The line of trust between Stalin and the allies was thin, but fearing Russiawould leave the was, the United States and Britain send Canadian soldiers and Britishcommandos to raid Frances Port of Dieppe. Nearly five-thousand troops were either dead,wounded or captured by the alert German forces, it had been a disaster. Britain and the United States were butting heads on whether to invade Europe at theearliest possible opportunity. Britain argued that a failure of not capturing a strong hold on abeachhead could set them back two years. In August of 1943, Roosevelt and Churchill met inQuebec, Canada and the invasion was approved. The plan included the landing of allied troopson different beaches, and also the battles that would follow, on the quest for Berlin. Theshortest route would be Dover to Calais, but that would be a place where Germany wouldexpect an invasion and would be heavily guarded. Now all eyes were pointing towardsNormandy. The distance was almost twice that of Dover to Calais. The final review of Operation Overlord was held on May 15,1944 at the St. Pauls schoolin West London. The plan had taken nearly two years to plan. Attending the review waseveryone who had a role in the plan. Some in attendance were King George VI, WinstonChurchill, General Dwight Eisenhower and General Bernard Montgomery. Many of the Britishcommanders in attendance had served in the first World War and were weary of sending massamounts of troops into a battle where the enemy may be laying and waiting for them. The plan was complicated, precise and heavily relied on the element of surprise. Timingand coordination were of great importance, a failure at one of the hundred points could sendthe whole balanced plan in to chaos. The first assault wave would have eight division, close to80,000 men. Three of the eight divisions, 1 of Britain and two of the United States, would beairborne paratroopers and glider troops that would be dropped at night. The other five divisionswould be Infantry divi sions and would land on five beaches at the crack of dawn. After theAtlantic Wall had been broken by the first assault and a stable beachhead was obtained, morethan thirty-nine divisions would rapidly pour in. Capturing a strong hold of a beachhead was crucial to the success of the invasion. Thebeachhead would need to be able to hold back the inevitable counterattack of strong Germanforces. A port would have to be seized to be able to supply necessary supplies for land invasion. A strategic drop was to be made at the Contentin Peninsula of Normandy because its North wasCherbourg a major harbor. Unless this mission was successful, supplies would have to beshipped through open invasion beaches subject to attacks by guns, planes and buzz bombs. British Admiral Sir Bertram would be responsible for five-thousand ships that wouldcarry the assault troops across the channel, bombard the enemy defenses threatening thebeaches, then send troops to landing crafts. Never in history had such a large fleet beenassembled. Chief Marshal Trevor Leigh-Mallory had many concerns about the plans. The24,000 allied paratroopers and glider forces would be in unarmed and unarmored transportplanes, a mere thousand feet above the ground. Over a thousand twin-engine, slow planeswould each carry about twenty paratroopers and be towing a glider. The gliders would carry notonly a glider infantry but also extra ammunition, land mines, antitank guns, cannons and jeeps. If the Germans caught on too quickly and counter attacked happened too soon, it could costthem three-quarters of their airborne troops. When it came down to it Eisenhower had to makethe decision to let the airborne divisions take their chances, because if they did not make theirpositions, the whole invasion could quite possibly fail. The weather, was one of the biggest factors on deciding the date of the invasion. Theweather could not be accurately predicted until three or four days before hand. The date of June5, was set as the beginning of Operation Overlord. If the weather was not suitable they couldpostpone for a maximum of forty-eight hours. Now that the date had been set, Keepinglocations and plans a secret was the main objective. Only a few senior officers knew the exactdate of the invasion, but by the fifth of June over a hundred thousand troops would beinformed. Keeping the plans and date a secret was a hard task for some, and Germany had a fewopportunities to find out about the invasion. At a cocktail party, a United States Airforcegeneral man an indiscreet indication to the date of D-day. On another occasion an army postalclerk accidentally mailed his sister a package of overlord reports instead of the intended gift. Souls of black folk EssayEight miles inland from Sword was Caen, the key town. It wasnt taken the first day and theBritish troops prepared for counterattack. At the same time the British 6th airborne was fightingto hold onto the Orne Bridges. At 9:30 a.m. allied headquarters announced what was already happening in Normandy. 1Under the command of General Eisenhower, allied naval forces, supported by strong airforces, began landing allied armies this morning on the northern coast of France.Many peoplein the United States were asleep and didnt get word of the invasion until morning. Churchbells rang, sirens were heard and many people wept and prayed for loved ones fighting inNormandy. The public was not informed of the success, failure or given any information onwhat was going on. They had to wait and hope for the best. Meanwhile, Von Rundstedt decided to call Berlin and demand Hitler release two Panzerdivisions begin held back. Hitler was sleeping and his officials refused to wake him. When hewoke it was to late to repel the invasion. IT was late afternoon before the tanks began to fillCane. The Germans began to try to make it to the gap between the British hold on Juno andSword beaches. It was too late, the Germans had waited too long. The Germans fought to reachthe gap and the British fought to reach Ca en. Allied planes came to relieve some troops in theCotentin, and planes and naval gunfire cut off the Germans. It was a stalemate. When Hitlerawoke and released the two divisions, he thought it would be enough to rid the allies inNormandy. The Panzer divisions got word at 5 p.m. and were ordered to move out at first light. It was too late. By June 8th, the holds on the beachheads were strong. 155,000 soldiers werepoured into Normandy on the first day alone. No accurate number of how many allied troops died in Normandy can be determined. After fifty-five days the allied troops had reached where they should have five days after theinitial invasion. Still they prevailed. D-day had been the beginning of the end for the Germanrule. Today signs of the massive, and deadly battles that took place on the Normandy beachescan still be seen. Rusting hulks of ships still sunk in the sea can be seen. But the most visible, isthe military cemeteries and the rows of carefully placed white crosses that remind people thecost of the invasion that day. Words/ Pages : 2,711 / 24

Case Study Grunfolds World of WaterPumps

Question: Grunfolds World of WaterPumps is a manufacturer of water pumps, which are sold to plumbers and retail outlets. The home office is in Melbourne, which is also the headquarters for the main sales office. A sales office is also located in Albury. The company has two manufacturing plants in Australia: one in Melbourne, and another one in Albury, NSW. Distribution centres are also located at each of the current manufacturing plants. The company has recently added a China sales force in Beijing, on January 6, 2011. This also includes a manufacturing facility. The facility includes a distribution centre. The company is keen to expand into India a niche market in which to sell a variety of green waterpumps. In the past, each of the manufacturing plants has acted as an independent company maintaining separate sets of books and operating more or less autonomously. The company thinks an ERP system will allow for process standardisation and to enable centralized procurement and sales functions. They also want to be able to consolidate financial statements as well as look at sales by product. Selling of the products is done with a sales force that calls on plumbers, Bunnings, Home Hardware stores and other home hardware retail outlets. They also handle replacement parts, and have been looking into starting a home shopping cart web site where they could sell parts directly to farmers, plumbers and plumbing outlet stores. Current Situation: Grunfolds is a company that requires a progressive enterprise system that will enable it to support its growth over the next decade while improving their decision-making capabilities. Grunfolds World of WaterPumps is yet to develop a green water system that will help them meet their growth objectives and which can be used in third world countries. The key strategy for Grunfolds is its commitment to customer satisfaction by delivering the product(s) at the right time, right place, and at the right price. Grunfolds is organized around processes that are focused on the value added to customers. Some additional high-level facts about Grunfolds are as follows: Produce standardized components for waterpumps to stock. Products are customized for VARs (value added resellers) by application of the companys logo at assembly. Individual customers do not have direct influence over the product or its function, shape, and size; however this is something that the Board of Directors is considering changing in the future to allow individual customers the opportunity to create specialised pumps. CEO and Board of Directors want to increase productivity and have access to new technology Sales planning and product design are determined by management in cooperation with other staff members. Grunfolds currently sells in Australian/US currency only, even though they do business with companies globally. Grunfolds operates under one common set of general ledger accounts. Costs are allocated among departments and are managed centrally at Grunfolds headquarters. Management will use this information to collect and analyze costs/departmental performance and marke ting requirements. Grunfolds wants to track profitability and manufacturing costs of each of its products. At the main headquarters the board of directors of this public corporation likes to review one consolidated financial statement. In addition, management wants to know which of their products were profitable in the market. The marketing department needs sales reports for each region, product, and distribution method. Grunfolds currently produces two components internally and procures one product through a contract manufacturer. The products are sold directly on a contract basis. The products and parts information are as follows: Solar thermal water pump comes in two output sizes 50 litres and 100 litres per hour and can be powered by electricity or diesel; a standard water pump comes in three capacities: capacity 1 is capable of producing up to 1,000 litres of water per hour at 12rpm from a depth of 20 meters, it is effective up to a depth of 60 meters and can be used for farm u se; capacity 2 is capable of producing up to 1,200 litres of water per hour at 14 rpm from a depth of 30 meters, it is effective up to a depth of 80 meters or capacity 3 which is capable of producing up to 1,400 litres of water per hour at 16 rpm from a depth of 40 meters, it is effective up to a depth of 100 meters. Parts and sub assemblies for the waterpumps are onsold to contracted retailers. Some of the raw materials and subassemblies are purchased from China, Korea and Vietnam; this has helped to reduce the cost of the waterpumps. Additional business drivers behind the implementation: Be competitive with their nearest company rival who has just implemented SAP Enable online customer orders and customer order transparency Enable on line vendor managed inventory stocks and communicate effectively with their overseas vendors Build and supply products in China Be able to perform current data analytics for marketing and decision making purposes Be able to interact with business partners using up to date software technologies Integrate 15 legacy systems with the new system The company has approx 10000 staff worldwide; this includes 20 top level managers, 35 middle managers and 25 operational managers and a large variety of contractors. As well as 8,250 users of the system from a variety of departments; such as, warehouse, production and manufacturing, research and development, call centre personnel, sales and distribution and HR staff to name a few. These end users can be broken down into four main groups with vari ous levels of computer literacy: experienced ERP system users, inexperienced core users, inexperienced casual users, and users requiring simple system awareness. These end users will be impacted by the implementation in various ways. RequirementsYou are employed as a Business Systems Requirements Analyst on a contractual basis. You have had some experience with SAP implementations in manufacturing organisations, you are a certified SAP TERP10 consultant and an expert in manufacturing business processes. Your knowledge in this area includes: Materials management software Inventory and warehouse management software o Procurement Sales and Distribution Answer: Schedule Work Breakdown Structure WBS Task Name 1 SAP Implementation 1.1 Necessities, Strategy Development 1.1.1 Requirement Gathering 1.1.1.1 Questionnaire prepared for the gathering of resources 1.1.1.2 Interviews conducted with major business owners 1.1.1.3 Focus group interviews with major business owners 1.1.1.4 Availability of resources understood with brainstorming sessions 1.1.1.5 Extent of employment frozen 1.1.2 Strategize 1.1.2.1 Identification of major success factors 1.1.2.2 Identification of important indicators of performance 1.1.2.3 Acceptance of all strategies and CSF/KPI documents 1.1.3 Hardware Sizing 1.1.3.1 Present hardware configuration identified 1.1.3.2 Hardware redundancies identified 1.1.3.3 Estimation of upgrade of hardware configuration 1.1.3.4 Fit-gap analysis of hardware configuration to be done 1.1.3.5 Suggestion for required upgrade given 1.1.3.6 Preparation of budget for upgrade 1.1.3.7 Selection and identification of vendor required for upgrade 1.2 Analysis Design 1.2.1 Analysis 1.2.1.1 Present environment study 1.2.1.2 Business workings study 1.2.1.3 All accounting processes and structures study 1.2.1.4 Required customization study 1.2.1.5 Present 3rd Party Applications study 1.2.1.6 Readiness for change study 1.2.1.7 Fit-gap analysis done 1.2.1.8 Impact analysis done 1.2.2 Business Blueprinting 1.2.2.1 Future system landscape preparation 1.2.2.2 Workings of various processes preparation 1.2.2.3 Blueprinting workshops 1.2.2.4 DoD RICE Concept of Operations confirmation 1.2.2.5 SAP Bolt-On Evaluation completion 1.2.2.6 Specifications development 1.2.2.7 Custom specifications development 1.2.2.8 Specifications acceptance 1.3 Implementation 1.3.1 Finance 1.3.1.1 Basic planning 1.3.1.1.1 Unique company code defined 1.3.1.1.2 Fiscal year variant to company code assignment 1.3.1.1.3 Posting period variant 1.3.1.1.4 Period variant to company code assignments 1.3.1.1.5 Sample Document and postings creation 1.3.1.1.6 Recurring entry document and postings defined 1.3.1.1.7 Account assignment model and posting creation 1.3.1.1.8 Line layouts for display of General Ledger line items configuration 1.3.1.1.9 Individual documents and accrual and deferral documents reversal 1.3.1.1.10 Transactions in foreign currency posting 1.3.1.1.11 Interest on short-term and long-term term loans calculation 1.3.1.1.12 Accrual/Deferral documents 1.3.1.2 Accounts Payable 1.3.1.2.1 Vendor account groups 1.3.1.2.2 Number ranges to vendor account groups assignment 1.3.1.2.3 Void reasons creation 1.3.1.2.4 Issued checks cancellation 1.3.1.2.5 Purchase returns 1.3.1.2.6 Automatic payment program configuration 1.3.1.2.7 Vendors paid by Automatic Payment Program 1.3.1.2.8 Correspondence account statements created 1.3.1.3 Accounts receivable (AR) 1.3.1.3.1 Customer account groups+B111 1.3.1.3.2 Customers tolerance 1.3.1.3.3 Customer master creation by blocking unblocking of vendor master 1.3.1.3.4 Customer transactions posting 1.3.1.3.5 Advance payments set 1.3.1.3.6 Statement of accounts defined 1.3.1.3.7 Bills of exchange 1.3.1.3.8 Sales returns posted 1.3.1.4 Asset Accounting (AA) 1.3.1.4.1 Depreciation chart 1.3.1.4.2 % tax codes creation 1.3.1.4.3 Multi-level methods created 1.3.1.4.4 Period control methods defined 1.3.1.4.5 Main asset records created 1.3.1.4.6 Sub-asset records creation 1.3.1.4.7 Acquired fixed assets accounting 1.3.1.4.8 Sale of fixed assets accounting 1.3.1.4.9 Transfer of assets accounting 1.3.1.4.10 Assets scraping accounting 1.3.1.4.11 Depreciation process 1.3.1.5 ew General ledger Accounting 1.3.1.5.1 Parallel ledger 1.3.1.5.2 Document Splitting 1.3.1.5.3 Segmentation 1.3.1.6 ports 1.3.1.6.1 Financial Statement reporting 1.3.1.6.2 General Ledger reporting 1.3.1.6.3 Accounts Payable reporting 1.3.1.6.4 Accounts Receivable reporting 1.3.1.6.5 Assets status Report 1.3.2 Human Resources 1.3.2.1 Organizational Management 1.3.2.1.1 Organizational Management Introduction 1.3.2.1.2 SAP HCM structure defined 1.3.2.1.3 Define Objects 1.3.2.1.4 Define Relationships 1.3.2.1.5 Menu, Open and Action guided methods defined 1.3.2.1.6 Objects and Relationships edit 1.3.2.1.7 Validity Period defined 1.3.2.1.8 OM Info type defined 1.3.2.1.9 Define Objects Number Ranges 1.3.2.1.10 Define Evaluation Path 1.3.2.2 Personnel Administration 1.3.2.2.1 OM and PA integration 1.3.2.2.2 Development of enterprise structure 1.3.2.2.3 Define Company Code 1.3.2.2.4 Define Personnel Area 1.3.2.2.5 Define Personnel Sub Area 1.3.2.2.6 Define Personnel structure Definition and Assignment 1.3.2.2.7 Define Employee Group 1.3.2.2.8 Define Employee Subgroup 1.3.2.3 Payroll Area and Control Record 1.3.2.3.1 Define Financial Accounting Global settings 1.3.2.3.2 Define Global Parameters 1.3.2.3.3 Define Fiscal Year Variants 1.3.2.3.4 Define Info type Menus 1.3.2.3.5 Activations and use of additional action 1.3.2.3.6 Define Customizing User Interfaces: 1.3.2.3.7 Modification of Info type screen 1.3.2.3.8 Modification of Type Header 1.3.2.3.9 Administrator group 1.3.2.3.10 OM and PA mapping 1.3.2.4 Time Management 1.3.2.4.1 Applicability with Enterprise Structure of holiday calendar of business 1.3.2.4.2 Define Factory Calendar in HR Perspective 1.3.2.4.3 Work schedules 1.3.2.4.4 Define Counting Rules for attendance 1.3.2.4.5 Define deduction Rules 1.3.2.4.6 Define Time Management Info types 1.3.2.4.7 Payroll 1.3.2.5 Payroll periods generation 1.3.2.5.1 Payroll processing 1.3.2.5.2 Relevant data maintained for payroll process review 1.3.2.5.3 Wage type model defined 1.3.2.5.4 Basic pay info type configuration 1.3.2.5.5 Annual salary defined 1.3.2.5.6 Other configuration payroll info 1.3.2.5.7 Multi Country payroll defined 1.3.2.5.8 Benefits 1.3.2.5.9 Benefits Area defined 1.3.2.6 Benefits provider defined 1.3.2.6.1 Plan categories 1.3.2.6.2 Define Pre- Requisite and co- requisite plans 1.3.2.6.3 Define Benefits Adjustment 1.3.2.6.4 Define Employee eligibility 1.3.2.6.5 Define Benefits info types 1.3.2.6.6 Benefits of payroll defined 1.3.2.6.7 Results in Payroll checking 1.3.2.6.8 Training Event Management 1.3.2.6.9 Training requirement 1.3.2.7 Defining training cost 1.3.2.7.1 Set up of business events 1.3.2.7.2 Business Event Group and type 1.3.2.7.3 Maintaining the employee data w.r.t. event type 1.3.2.7.4 Manufacturing 1.3.2.7.5 Material Planning 1.3.2.7.6 Safety time range of coverage and period profile 1.3.3 Master Resource Planning defined 1.3.3.1 Material bills 1.3.3.1.1 Material master processing 1.3.3.1.2 Bills of Material processing 1.3.3.1.3 Work center and routing display 1.3.3.1.4 Production Planning 1.3.3.1.5 Production material scheduling 1.3.3.1.6 Material master processing 1.3.3.2 Material BOM processing 1.3.3.2.1 Material requirement planning 1.3.3.2.2 Work center and routing display 1.3.3.2.3 Planning calendar maintenance 1.3.3.2.4 Production lot maintenance 1.3.3.2.5 Quota file maintenance 1.3.3.2.6 Demand management 1.3.3.2.7 Cost Accounting 1.3.3.2.8 Cost elements defined 1.3.3.2.9 Standard, Simulated and budgeted cost calculation 1.3.3.3 Actual production costs calculation 1.3.3.3.1 Variance analysis 1.3.3.3.2 Repetitive Manufacturing 1.3.3.3.3 Repetitive manufacturing master data display 1.3.3.3.4 Repetitive production plan, sequence and schedule change 1.3.3.4 Production line work process recording 1.3.3.4.1 Logistics and production cost analysis 1.3.3.4.2 Build Install 1.3.3.4.3 Setup development instances 1.3.3.4.4 Conversions, Reports, Interfaces and Enhancements coding 1.4 Initial run conduct 1.4.1 Create Security Authorizations 1.4.2 Test scripts and code preparation 1.4.3 Conduct unit testing 1.4.4 Design Instructor Training Material 1.4.5 Training Programs for the end users 1.4.6 Review and feedback 1.4.7 Training content Acceptance 1.4.8 Data Migration, Testing Training 1.4.9 Data Migration 1.4.10 Historical data migration 1.5 Data Archiving Planning 1.5.1 Testing 1.5.1.1 Testing instance setup 1.5.1.2 System and integration test cases and scripts creation 1.5.2 Conduct integration testing 1.5.2.1 Conduct regression testing 1.5.2.2 Conduct User Acceptance Testing 1.5.2.3 Acceptance of test scripts and SIT/UAT 1.5.2.4 Training 1.5.2.5 Setup training instance 1.5.2.6 Train power users 1.5.3 Train end users 1.5.3.1 Training and training content review 1.5.3.2 Acceptance of training and training content 1.5.3.3 Go-Live Support 1.5.3.4 Pre-Go-Live Activities 1.5.3.5 Conversion Planning Preparation 1.6 Recommendations Assessment 1.6.1 Go-Live Quality Assurance / Check planning 1.6.1.1 Final Preparation Acceptance 1.6.1.2 Go-Live 1.6.1.3 Configuration Production Environment(s) 1.6.1.4 Install Quality Assurance (QA) Environment 1.6.1.5 Support 1.6.1.6 stablish Service Level Agreements 1.6.1.7 Help Desk 1.6.2 Continuous Improvement Plan 1.6.2.1 Post Implementation Review 1.6.2.2 Provide Production Support (Help Desk) 1.6.2.3 Develop Continuous Improvement Plan 1.6.2.4 Produce and Deliver Program Management Status Reports 1.6.2.5 Post Implementation Review Gantt chart Staff management Cost estimation Labor costs Resource Name Type Material Label Initials Group Max. Units Std. Rate Ovt. Rate Cost/Use Business Analyst Work B 100% $80.00/hr $50.00/hr $0.00 Project Manager Work P 100% $90.00/hr $78.00/hr $0.00 Technical consultant Work T 100% $75.00/hr $60.00/hr $0.00 Functional consultant Work F 100% $70.00/hr $55.00/hr $0.00 Finance Consultant Work F 100% $90.00/hr $65.00/hr $0.00 HRM consultant Work H 100% $75.00/hr $60.00/hr $0.00 Service Expert Work S 100% $55.00/hr $45.00/hr $0.00 Developer Work D 100% $70.00/hr $60.00/hr $0.00 Senior Tester Work S 100% $55.00/hr $50.00/hr $0.00 Tester Work T 100% $45.00/hr $40.00/hr $0.00 System Analyst Work S 100% $80.00/hr $55.00/hr $0.00 Element Cost Labor cost $679,840 Project Management cost $1,200 ERP software $300 Forms and report modification $500 Estimated trips $1,500 Operational costs $3,500 1. Project manager First of all the responsibility of a project manager is that ofauthorizing as well as approving all the expenditures relevant to the current project. Thenext important responsibility is to make sure that every work related activity fall not only under the acceptability criteria but also under the acceptable variance range. The manager is again responsible for reporting timely about the status ofthe project, which ought to according to thedesigned communication plan. Lastly, evaluating and monitoring the performance of the team members in his team and informing this torespective functional managers is the ultimate duty of a project manager. 2. Technical consultant an Implementation engineer is responsible for implementing, distributing and monitoring the total network related up gradations. An implementation engineer shall be working with a network engineer for ensuring the coding of any required software goes according to the plan andsecurity regulations. 3. Functional Consultant Functional consultants aren't members of the company's functional team, yet they keep providing resources for carrying out the staffing plan of a particular project. Functional managers ought to work alongside the project manager to determine the skill sets required for resource assignments. 4. System/Network analyst System/Network analystsanalyze the system configuration and alsodevelop animplementation plan for upgrading the plan. Theirwork is to develop an accessibility criterion for the much needed network planning. 5. Tester Network- the engineers are to test out the network plan that has been drafted by a network analyst and have to be implemented by an implementation engineer. 6. HRM consultant - A HRM consultant generally acts as a medium of interaction between the new applicants and a company. Since they are aware of the internal working as well as the information of a company, they also specialize in giving out information about the organization, the personnel administration, and the payroll generation, management of the timesheet, training and also event management. 7. Service Expert- A service expert's main duty is to ensure the outcome of flawless service, which includes figuring out the demands of users and if the demands are met. 8. Business Analyst - The Business Analystengages in solving the crucial issues of any information problem related to an organization, the design computer programs, and suggests protocols along with system controls. Furthermore, he determines the objectives of an organization on analyzing its business functions and gathering sufficient information. An analyst will simultaneously be responsible for evaluating his/her output requirements. Designs a brand new computer program on just studying and observing the requirements and then by creating appropriate workflow diagrams and charts. Business Analyst strives to improve the already existing practices of the systems and the design modifications. Also, recommends appropriate controls on analyzing the critical problems and points out the exact needs of any particular project on identifying the milestones, the phases and the form project team.