Drug Profile Drugs And Drugs - 1406 Words

Level 1: Drug Profile Coursework Drug substance: Pioglitazone Name: Cheong Hung Shing Student number: 40168923 Assessor: Dr P. McCague ï  ¬ 1.1 Source Pioglitazone is one kind of thiazolidinediones which is a type of anti-diabetic drugs. It is a synthetic substance. It has brand names of Actos ®. [1][2] ï  ¬ 1.2 Description Pioglitazone is 5-[[4-[2-(5-ethylpyridin-2-yl)ethoxy]phenyl]methyl]-1,3-thiazolidine-2,4-dione. It has a chemical formula of C19H20N2O3S and a molecular weight of 356.4387 g/mol. [3] It exists as white or almost white crystal or crystalline powder [4] which has a melting point between 183â„Æ' - 184â„Æ'. [5] It has the following structure: Figure 1: Structure of Pioglitazone molecule 98.0% - 102.0% purity is required for use as a drug substance. [4] ï  ¬ 1.3 Solubility Pioglitazone is insoluble in water but slightly soluble in methanol and very slightly soluble in methylene chloride. [4] ï  ¬ 2.1 Medical use and physiology effect Pioglitazone is used for controlling high blood pressure with type 2 diabetes along with a proper diet and exercise program. Controlling high blood sugar helps prevent kidney damage, blindness, nerve problems, loss of limbs, and sexual function problems. Proper control of diabetes can also prevent the risk of getting a heart attack or stroke. [6] The level of sugar in blood is controlled by insulin which is naturally made by in human body by the pancreas. When the amount of insulin is insufficient or insulin is not workingShow MoreRelatedDrug Profile1262 Words   |  6 PagesDrug Profile Drug Profile * * Addiction is an escape of experiencing control it is an illusion and a mood altering experience. A pathological relationship with life-threatening or negative consequences, it is the experience that is addicting. People can become addicted to anything that alters our mood or consciousness. 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Each of these categories has differentRead MoreDrug Profile : Drugs And Treatment And Prevention Of Venous Thromboembolism1121 Words   |  5 PagesWarfarin Drug profile Generic name: Warfarin Trade names: Coumadin, Jantoven Drug class: vitamin K antagonist (Medicinenet.com, 2013) Formulations: Tablets: 1, 2, 2.5, 3, 4, 5, 6, 5, 7.5 and 10 mg. Powder for Injection: 5 mg/vial (Medicinenet.com, 2013) Indications: Warfarin is primarily used for treatment and prevention of venous thromboembolism, and to reduce risk of pulmonary embolism. Warfarin may also be used to prevent strokes in patients with atrial fibrillation or artificial heart valvesRead MoreGeneric Drug Profile : Salbutamol1288 Words   |  6 PagesGeneric Drug Profile - Salbutamol New Zealand trade names: Ventolin, Respigen, Salamol, Asthalin, Salapin and Broncolin. Drug Class: Therapeutic class: bronchodilator. Pharmacologic class: sympathomimetic (stimulates the sympathetic nervous system). It is also classified as a SABA (short acting ÃŽ ²2-agonist). Formulations: The most common administration is by inhalation of a pressurised metered dose aerosol. Inhalation of Salbutamol directly reaches the lungs and acts rapidly with fewer side effectsRead MoreImplementation Analysis : Cell Morphological Enrichment Analysis1665 Words   |  7 Pagestranscriptomic profile} We applied the least absolute shrinkage and selection operator (LASSO) to test our main assumption that gene expression changes in response to perturbations can be used to identify associated changes in cell morphological features. The prediction error of the LASSO model was measured by cross validation (LOOCV). In each LOOCV iteration, we first mapped the transcriptomic response profile of an indicated drug against the reference repository to identify similar profiles. Next, weRead MoreThe War On Drugs And The United States1506 Words   |  7 Pages When, in 1971, Richard Nixon infamously declared a â€Å"war on drugs† it would have been nearly impossible for him to predict the collective sense of disapprobation which would come to accompany the now ubiquitous term. It would have been difficult for him to predict that the drug war would become a hot topic, a highly contentious and polarizing point of debate and, it would have difficult for him to predict that the United States would eventually become the prison capital of the world, incarceratingRead MoreA Diverse And Sustainable Compound Library For Aid Drug Development And Sales1185 Words   |  5 PagesA diverse and sustainable compound library to aid drug development and sales. ________________________________________ Public Profile The consumer-facing side of your profile is written so anybody can easily understand your product or service. Information about the investment opportunity is detailed on the â€Å"Business Plan† side of the profile to maintain compliance with SEC ‘general solicitation’ regulation. Carmolex Inc. 3-5 sentence â€Å"quick pitch† outlining key takeaways that will be exploredRead MoreInternational Drug Monitoring For The Thalidomide Disaster Detected1301 Words   |  6 Pagesas Drug Safety, is defined as the science and activities relating to the detection, collection, assessment, monitoring, understanding and prevention of adverse effects (AEs) or any other drug-related problem. World health organization (WHO) established its programme for International Drug Monitoring in response to the thalidomide disaster detected in 1961. The aims of PV are to enhance patient care and patient safety in relation to the use of medicines; and to ensure the risk-benefit profile of medicinesRead MoreTranscriptomic And Cell Morphological Profiles886 Words   |  4 Pagesthis step, we use LINCS online resources to provide transcriptomic and cell morphological profiles of drugs and small compound molecules as a back-end data for our proposed pipeline. Step II: Mapping the query transcriptomic profile against the LINCS repository. We compare the query signature of expressions for Landmark Genes measured by L1000 assay and the reference transcriptomic profiles to find the drugs and small compound molecules that can potentially mimic the gene expression pattern of theRead MoreEssay On Cell Morphological Features933 Words   |  4 Pagesrelated transcriptomic profiles to predict cell morphological states for a transcriptomic profile of interest (Figure 1, Step IVa) \cite{11}. We hypothesize similar transcriptomic profiles that mimic a query gene expression pattern can be applied using appropriate computational model to predict changes in cell morphological features in response to a compound treatment \cite{13}. We use LASSO to fit a regression model for changes in cell morphology and gene expression profiles in response to treatment

The Da Vinci Code EPILOGUE Free Essays

Robert Langdon awoke with a start. He had been dreaming. The bathrobe beside his bed bore the monogram HOTEL RITZ PARIS. We will write a custom essay sample on The Da Vinci Code EPILOGUE or any similar topic only for you Order Now He saw a dim light filtering through the blinds. Is it dusk ordawn? he wondered. Langdon’s body felt warm and deeply contented. He had slept the better part of the last two days. Sitting up slowly in bed, he now realized what had awoken him†¦ the strangest thought. For day she had been trying to sort through a barrage of information, but now Langdon found himself fixed on something he’d not considered before. Could it be? He remained motionless a long moment. Getting out of bed, he walked to the marble shower. Stepping inside, he let the powerful jets message his shoulders. Still, the thought enthralled him. Impossible. Twenty minutes later, Langdon stepped out of the Hotel Ritz into Place Vendà ´me. Night was falling. The days of sleep had left him disoriented†¦ and yet his mind felt oddly lucid. He had promised himself he would stop in the hotel lobby for a cafe au lait to clear his thoughts, but instead his legs carried him directly out the front door into the gathering Paris night. Walking east on Rue des Petits Champs, Langdon felt a growing excitement. He turned south onto Rue Richelieu, where the air grew sweet with the scent of blossoming jasmine from the stately gardens of the Palais Royal. He continued south until he saw what he was looking for – the famous royal arcade – a glistening expanse of polished black marble. Moving onto it, Langdon scanned the surface beneath his feet. Within seconds, he found what he knew was there – several bronze medallions embedded in the ground in a perfectly straight line. Each disk was five inches in diameter and embossed with the letters N and S. Nord. Sud. He turned due south, letting his eye trace the extended line formed by the medallions. He began moving again, following the trail, watching the pavement as he walked. As he cut across the corner of the Comedie-Franà §aise, another bronze medallion passed beneath his feet. Yes! The streets of Paris, Langdon had learned years ago, were adorned with 135 of these bronze markers, embedded in sidewalks, courtyards, and streets, on a north-south axis across the city. He had once followed the line from Sacre-Coeur, north across the Seine, and finally to the ancient Paris Observatory. There he discovered the significance of the sacred path it traced. The earth’s original prime meridian.The first zero longitude of the world.Paris’s ancient Rose Line. Now, as Langdon hurried across Rue de Rivoli, he could feel his destination within reach. Less than a block away. The Holy Grail ‘neath ancient Roslin waits. The revelations were coming now in waves. Sauniere’s ancient spelling of Roslin†¦ the blade and chalice†¦ the tomb adorned with masters’ art. Is that why Sauniere needed to talk with me? Had I unknowingly guessed the truth? He broke into a jog, feeling the Rose Line beneath his feet, guiding him, pulling him toward his destination. As he entered the long tunnel of Passage Richelieu, the hairs on his neck began to bristle with anticipation. He knew that at the end of this tunnel stood the most mysterious of Parisian monuments – conceived and commissioned in the 1980s by the Sphinx himself, Fran;ois Mitterrand, a man rumored to move in secret circles, a man whose final legacy to Paris was a place Langdon had visited only days before. Another lifetime. With a final surge of energy, Langdon burst from the passageway into the familiar courtyard and came to a stop. Breathless, he raised his eyes, slowly, disbelieving, to the glistening structure in front of him. The Louvre Pyramid. Gleaming in the darkness. He admired it only a moment. He was more interested in what lay to his right. Turning, he felt his feet again tracing the invisible path of the ancient Rose Line, carrying him across the courtyard to the Carrousel du Louvre – the enormous circle of grass surrounded by a perimeter of neatly trimmed hedges – once the site of Paris’s primeval nature-worshipping festivals†¦ joyous rites to celebrate fertility and the Goddess. Langdon felt as if he were crossing into another world as he stepped over the bushes to the grassy area within. This hallowed ground was now marked by one of the city’s most unusual monuments. There in the center, plunging into the earth like a crystal chasm, gaped the giant inverted pyramid of glass that he had seen a few nights ago when he entered the Louvre’s subterranean entresol. La Pyramide Inversee. Tremulous, Langdon walked to the edge and peered down into the Louvre’s sprawling underground complex, aglow with amber light. His eye was trained not just on the massive inverted pyramid, but on what lay directly beneath it. There, on the floor of the chamber below, stood the tiniest of structures†¦ a structure Langdon had mentioned in his manuscript. Langdon felt himself awaken fully now to the thrill of unthinkable possibility. Raising his eyes again to the Louvre, he sensed the huge wings of the museum enveloping him†¦ hallways that burgeoned with the world’s finest art. Da Vinci†¦ Botticelli†¦ Adorned in masters’ loving art, She lies. Alive with wonder, he stared once again downward through the glass at the tiny structure below. I must go down there! Stepping out of the circle, he hurried across the courtyard back toward the towering pyramid entrance of the Louvre. The day’s last visitors were trickling out of the museum. Pushing through the revolving door, Langdon descended the curved staircase into the pyramid. He could feel the air grow cooler. When he reached the bottom, he entered the long tunnel that stretched beneath the Louvre’s courtyard, back toward La Pyramide Inversee. At the end of the tunnel, he emerged into a large chamber. Directly before him, hanging down from above, gleamed the inverted pyramid – a breathtaking V-shaped contour of glass. The Chalice. Langdon’s eyes traced its narrowing form downward to its tip, suspended only six feet above the floor. There, directly beneath it, stood the tiny structure. A miniature pyramid. Only three feet tall. The only structure in this colossal complex that had been built on a small scale. Langdon’s manuscript, while discussing the Louvre’s elaborate collection of goddess art, had made passing note of this modest pyramid. â€Å"The miniature structure itself protrudes up through the flooras though it were the tip of an iceberg – the apex, of an enormous, pyramidical vault, submerged below like a hidden chamber.† Illuminated in the soft lights of the deserted entresol, the two pyramids pointed at one another, their bodies perfectly aligned, their tips almost touching. The Chalice above. The Blade below. The blade and chalice guarding o’er Her gates. Langdon heard Marie Chauvel’s words. One day it will dawn on you. He was standing beneath the ancient Rose Line, surrounded by the work of masters. What better place for Sauniere to keep watch? Now at last, he sensed he understood the true meaning of the Grand Master’s verse. Raising his eyes to heaven, he gazed upward through the glass to a glorious, star-filled night. She rests at last beneath the starry skies. Like the murmurs of spirits in the darkness, forgotten words echoed. The quest for the Holy Grail is the quest to kneel before the bones of Mary Magdalene. A journey to pray at the feet of the outcast one. With a sudden upwelling of reverence, Robert Langdon fell to his knees. For a moment, he thought he heard a woman’s voice†¦ the wisdom of the ages†¦ whispering up from the chasms of the earth. How to cite The Da Vinci Code EPILOGUE, Essay examples

Project Scope and Time Management Project Status Report

Question: Describe about the Project Scope and Time Management for Project Status Report. Answer: 1. Report your assessment of the current project status As the senior consultant with project management consulting company PM Right Track or PMRT, the CEO of Good programs approached me to take a lead on the new project of the company. There are very few individuals who have the necessary skills and knowledge about how to report on the status of a new project. There are a number of rules and regulations that would be followed by me in order to report the assessment of the present status of project in an effective manner. It would not only keep the management as well as the project team informed about the ongoing status but would also make them work in coordination for making the project successful (Atkinson et al, 2006). As because the project is very much important for XY department in order to fix a number of issues and problems for implementing the hardware systems and also make replacement of the outdated computer systems for ensuring proper management of clients. In order to accomplish the project properly, the amount of budget that was needed was R 23 million, though there was disagreement and non-approval by the Government, as because there was lack of sufficient funds for completion of the project. The available budget was R 15 million, which was later taken by the company XY Department so as to make as much progress as it could be done with such amount of money (Atkinson, 2011). As the senor consultant of the consultancy group, I gathered necessary and relevant data and information regarding the project and also got informed about the current condition of the project and how it could be guided towards the right direction. XY Department of the Federal Government faced several computers related risks and issues that hindered the privacy of the department. It mainly resulted due to the outdated computer system that further created difficulties in managing the clients, that is why it was needed to be replaced. In order to manage this project properly, R 23 million was needed, which was not available (Burke, 20 13). As a very substantial amount of money was available, so the Government approved an amount of R 15 million. With the available amount of money, the project had been planned and commenced with the help of partnership working with Good Computers which also assisted XY department by providing them with benefits during the develop and implementation of the new software and computer systems (Crawford, 2005). The three major components which had been included while assessing the project status were overall condition of the project which could be shown in red, yellow or green. The project name has been also stated. Any sort of problems would be identified by me along with the changes in scope of the project. The status was also presented to show how the managers were not communicating with each other properly as a result of which certain effects were remained unanticipated overhead for the XY department as well. From the assessment, it was also found that the milestones were not achieved, thus it could stated that the project did not make any progress regarding the project of client management system for XY department (De Reyck et al, 2005). Another component which was determined during the assessment of the current status of project was the issues and problem faced during the implementation of the system. The issues were not addressed properly, which lead to difficulties in making proper decisions regarding the scenario. The new CEO was not informed about the scope and was also told about necessity of some additional amount of money which was extra to the budget. All these issues hindered proper implementation of the system, so it would be needed to look into the status of this project properly and then advance with necessary solutions to all these problems (Forsberg et al, 2005). I, as the senior consultant of this management consultancy company prepared this report so as to show what kinds of issues were faced during the implementation of the project, so as to plan for necessary measures that could resolve these kinds of situations and ensure that the project implementation would be successful in the future (Heagney, 2012). 2. Compare your assessment with sound project management practices By comparing the assessment of project status with the various practices and methods of project management, it had been found that the project implementation could only be successful with the allocation of proper time and budget along with a manager and CEO who had the relevant skills and knowledge to cope up with the changing conditions. At the first stage, it would be important to initiate and plan for the project of client management system implementation and then make proper scheduling and budgeting so as to determine how much cost would be necessary for making the project implementation successful and noteworthy. The risks in project must be managed and also identification of the changes ins cope of the project would be essential (Ika, 2009). One of the most effective project management practices could be the breaking down the project into smaller components and activities and then set a particular date within which the activities must be completed. All these management practice s would be needed to be considered by the newly appointed CEO of XY department. The manager must also be able to deal with the other company named Good Programs so as to work in partnership and ensure that n3cessary software systems were supplied to the department for assisting in the implementation of the client management system. This would help in gaining enough scopes and opportunities that the company would be free of cost, thereby resulting in implementing the project in a successful manner too (Kappelman et al, 2006). Later on, when a new CEO was appointed for XY department, it was found that there were several faults which the 16.5 version of the client management system. I was approached so as to study this case properly and make an assessment about the present status of the project. As it could be seen that the project did not commence at present due to lack of proper amount of funds and also because the new CEO of the department was not informed about the actual scope of the project along with the changes made and the budget which increased to some additional R 185000 (Kerzner, 2013). The documents consisting of the definition and purpose of the project must be utilized so as to plan for necessary activities. The documentation would consist of the overview of project along with the goals and objectives that must be achieved. The scope of the project would also be defined like what changes would be done to the outdated computer systems and what were the departments that were needed to be converted. The assumption of risks would also be done during this effective project management practice. The costs would be estimated as well based on the time that had been scheduled. The planning horizon creation could be another project management practice that would easily define the work plan by providing step by step information about how to construct the project in an appropriate manner (Leach, 2014). One of the most essential consideration that would be needed to be done would be to ensure that the sponsors had approved with the changes in scope of the project. The procedur es of management of the client management system project would also include identify the changes in scope, managing the risks and furthermore maintaining the quality of the project by creating a level of understating between the various stakeholders in business like the suppliers, investors or shareholders, clients, etc of XY department. This is how the work plan could be managed properly and the budget and schedule would be assumed properly as well. Updating the work plan is essential that can further determine whether the project is feasible or not and whether it can be completed within the available budget and time period or not (Meredith Mantel, 2011). After management of work and time schedule, the scope management would be essential for controlling the project properly and thereby reduce the chances of failures during project implementation due to improper estimation of skills of team members involved in the project of XY department. The project had been hold on for a long ti me due to non-approval of extended amount of money and also due to lack of proper resources and less communication with the managers, which was a major risk (Pollack, 2007). The last and most important project management procedure which I, as a senior project management consultant, have recommended is the assessment of potential risks all throughout the project and then resolves those as soon as possible with a feeling of urgency so that it would not be able to deteriorate the project implementation further. This would not only continue the project with a new horizon and with a new purpose with new CEO and manager, but would also improve the effectiveness of the implementation of client management system for XY department (Schwalbe, 2015). 3. Recommend steps to bring the project to a close. Acceptance by the sponsor or CEO of XY department The project of client management system could not be closed unless the approvals of customers were taken. Here the meetings could be held with the CEO so as to make discussion about the project closure based on the criteria of acceptance for the project by the clients. All the deliverables and documents must be signed properly before making an agreement for the closing of the project. As because the project was put on hold due to certain issues and problems for XY department, so it was needed to close down and start in a fresh way (Shenhar Dvir, 2007). Conducting assessment of Project would be essential The responses and feedbacks of the stakeholders were needed to be considered along with the opinions of project team members so that it could be close down and start for new projects in the future. It would be necessary to identify what were the positives and what were the negatives faced during the implementation of this project (Slack Lewis, 2005). This would help in determining the project life cycle as well so as to carry out the project valuation and assessment. Collecting the necessary data related to the project history At the beginning of the project, various guidelines were needed to be followed by the project team members for handling the project efficiently, so as to ensure progress. So, the history of the project must be kept secured so as to use those afterwards in the future (Williams, 2005). Finally singing off from the project The information which had been gained from this hold on project of client management system might be of no use in the future for the CEO and manager of XY department, as well as for the clients and tech support, though they would provide ongoing support for solution with the clients. Managing relationship with customer post closure or deployment Though the project would be closed, still it would be necessary to manage contact with the clients and make then informed about any updates or project that would be implemented in the future by XY department (Wysocki, 2011). Recommend improvements to the XY Department's future project management practices. Few recommendations have been provided so as to improve the implementation of project through project management practices by XY Department. The detailed work plan could be developed with the help of assigning the resources properly and make an estimation of the work properly. This would help to identify the high levels of uncertainty, thus resulting in resolving the chances of risks and issues easily. The determination of critical path determination would also be another project management procedure that could enhance the efficiency of the implementation process (Atkinson et al, 2006). Allocating the resources properly along with maintenance of budget so that the project implementation would remain within the budget had also been recommended. The budget must be corporate and the policies must be upgraded as well Preparation of annual audit had also been recommended as major effective project management practice in the future (Azhar, 2011). The estimation of cost would be recommended as well along with the scheduling of task or work for the team members involved in the project of XY department. The financial and non-financial information must be gathered so as to utilize the financial resources properly and prevent wastage of those as well. The organisation must develop a proper organisational structure during their plan with skillful staffs and managers who could carry out their roles and responsibilities with dedication and commitment (Burke, 2013). 2. The project paths are as follows A-B-D-E-G Duration 7+3+5+2+5=22 A-B-D-F-G Duration 7+3+5+4+5= 24 A-C-D-E-G Duration 7+4+5+2+5= 23 A-C-D-F-G Duration 7+4+5+4+5= 25 So the critical path of the project is A-C-D-F-G and the duration is 25 days If each activity A, D, F and G are done in crash time then the project could be executed in 4 days less as this would mean that all the project paths would be shortened The cost escalation would be 1000+1500+3000+3000 = 8500 3. Discussing the issues of Critical Chain Project Management and explaining our opinion regarding this topic The Critical Chain Project Management (CCPM) is considered to be an effective technique of planning, executing and managing projects in both single and multi project environments. It has been found that in the majority of complex projects, the duration of successful project implementation often can exceed their planned schedule by almost 50% to 100% and this is mainly attributed to unforeseen circumstances or uncertainty associated with the project. For compensating for this age-old dilemma, project managers and personnel who are in charge of handling projects have learned to compensate by adding additional time within their planning and scheduling estimates (Tukel et al. 2006). Yet in spite of this, there are still instances when projects are overrunning their schedules. The Critical Chain Method (CCM) or Critical Chain Project Management (CCPM) was first propounded by Dr. Eliyahu Goldratt and it was first introduced into the market in the year 1997 as a part of his Theory of Constr aints book Critical Chain which revolutionised and changed the manner in which scheduling and production management takes place. By utilising the Critical Chain Project Management, projects can be undertaken and completed in an effective and timely manner by ensuring greater accuracy in the project scheduling process (Chun-chao, 2008). However, there are certain issues which are associated with the CCPM methods and these have been mentioned below: 1) Task Duration and Safety Margins The CCPM methods utilises the main assumption that all the project managers are going to overestimate the task duration by a certain safety factor which might not be accurate in nature. This method estimates that the duration of actual execution of each and every task will invariably increase in the course of time and thereby supplement the timescale allotted. Thus, in simple words the actual time duration becomes a self fulfilling prophecy in the CCPM methods (Takahashi et al. 2009). 2) Use of Buffers in Planning and Control The utilisation of buffers are playing a major role in the success of the CCPM theory. Usually, the amount of buffering in a project essentially reflects the amount of protection and safety which would be required against the elements of uncertainty associated with the sum of duration of tasks which comprise the critical path of the project. The sizes of the feeding buffers need to be appropriate enough to provide the necessary protection to the feeding chains or else the project duration will be unnecessarily delayed. In order to ensure that such a situation does not arise, it is really essential to ensure that the size of the buffers must be less than the summation of the safety margins which are extracted from the individual tasks on the corresponding chain (Long Ohsato, 2008). 3) Resource Utilisation CCPM does not encourage the process of assigning multiple tasks to a single resource. The business establishments can reduce the amount of multitasking in their business without switching to CCPM but the idea of eliminating the process of multitasking is usually not considered to be a good business practice. 4) Multi-Project Management The CCPM method deals with a multi project environment by staggering the projects around the constraining resource (often referred to as drum in TOC terminology). There could be several constraining resources in a given project at any given point of time and each of them would lead to a different schedule and this would invariably complicate the process of task scheduling and cause delay in the project (Leach, 2014). All the issues which have been mentioned above clearly undermines the overall effectiveness and advantages of utilising the CCPM methods in case of project scheduling and this makes us question the overall utility of applying the CCPM methods in a project. All these issues would invariably hamper and compromise the timely implementation and completion of a project and thus we are really sceptical regarding utilising the CCMP methods as it would not produce any desirable benefit in the project (Tukel et al. 2006). Highlighting the difference between critical path and critical chain The critical path and the critical chain are vastly different from each other and they have their own significance within a project. The management principles tend to emphasise on limiting or constraining factor of a system that determines the total duration of a project and the main objective of project management and scheduling is to minimize the entire project duration. Both the critical path and the critical chain are methods of project scheduling. The critical chain focuses on the resource whereas the critical path focuses on the order of the different tasks (Kerzner, 2013). Critical Chain Modelling is essentially utilised in order to address the inherent uncertainty which is related with change and human behaviours, and this helps in ensuring the efficiency of a project by facilitating the execution of multiple tasks by dividing the total work into natural work streams. On the other hand, the Critical Path concentrates on tasks by evaluating their resource and time efficiencies, thereby enabling the project managers to delay the implementation of those tasks which are causing schedule risk (Tukel et al. 2006). The critical chain method helps in modifying the project schedule which helps the project managers to account for limited resources by adding time buffers (non-work schedule activities) which helps them to keep a tract on their planned activity durations during each and every stage of the project. Critical chain technique is incorporated once the critical path has been determined. This is usually achieved by evaluating the availability of the resources and thus the resulting schedule produced already has a resource-constrained critical path. The critical chain then emphasises on effectively utilising the remaining buffer durations against the remaining durations of the task chains (Long Ohsato, 2008). The critical path method helps us to calculate both the early start and finish dates and the late start and finish dates for all the scheduled activities of a project. This involves performing a forward pass analysis and a backward pass analysis through the projected schedule network paths. The forward pass helps us to calculate the early start (ES) and early finish (EF) dates (ES + duration (DU) = EF); whereas the backward pass helps us in determining the late start (LS) and late finish (LF): (LF DU = LS). The critical path is usually the longest path through the entire project schedule which has either zero or negative total float. The critical path contains all the activities which are critical to the success of the project and without which the project would come to a standstill (Chun-chao, 2008). 4. Discussing the philosophy of scope planning Each and every project has their own needs and necessities which requires their own set of practices, processes, tools and techniques in order to ensure that the project is completed within the specific time frame. This will help in satisfying the interests of all the stakeholders who are associated with that particular project. The combination of these factors along with the product and service which are going to be delivered by the project is known as the scope of the project. The project scope planning essentially involves getting the key parties of the project to arrive at a mutual consensus regarding the scope of the project. Project scope planning is a very important aspect which plays a vital role in ensuring the successful implementation of the project (Burke, 2013). The task of project scope planning essentially involves including all the high level features or functionalities which the business team have committed to successfully deliver to their clients. The project scope is usually defined by the different stakeholders which includes the project sponsor, steering committee, executive sponsor, the end users or customers who are going to benefit from the project and all the other persons who are going to be directly or indirectly impacted by the project. The success of the project essentially depends on how the project managers are able to satisfy the interests of the project stakeholders and the project scope planning helps the project managers to achieve this objective (Atkinson et al. 2006). Benefits of a Scope Statement A project scope statement is considered to be a vital tool which helps us to underline the deliverables of a project and this enables us in identifying the different constraints and assumptions which are considered to be important parameters for ensuring the successful implementation of the project. A properly designed project scope essentially demonstrates the boundaries of the project. The project scope statement is essentially designed by the Project initiation process group whose main goal is to identify the high level objectives from the project. The objectives of a project must be developed in such a manner so that it is clearly understood and comprehensible by each and everyone involved (Heagney, 2012). By utilising a project scope statement, an organisation is able to obtain a lot of benefits which play a vital role in ensuring the timely and successful implementation of the projects which have been undertaken by them. It enables the project managers to identify the different risks that are associated with a project and this makes the managers better equipped to tackle those risks in an effective manner which helps in ensuring the smooth continuity and implementation of the project. Having a project scope statement helps the project managers to undertake an accurate cost analysis and capital budgeting regarding the different activities which are involved with the project and this helps in ensuring a better and effective allocation of resources which is imperative for the successful completion of the project (Khan, 2006). This helps the project managers to monitor the costs associated with a project and this helps to eliminate the chances of any cost escalation in a project. A proje ct scope statement plays a vital role in helping the managers to identify and understand the main purpose behind implementing a project and this helps to foster better coordination and understanding by improving the teamwork among the different individuals who are working on a project. A project scope statement helps the project managers to evaluate the progress made by them towards the successful implementation of the project and they will be able to evaluate the project requirements in a better and effective manner (Kerzner, 2013). Discussing the typical sections of a project scope statement A project scope statement generally includes the following aspects: 1) Project Description This describes the nature of the project and what will be accomplished out of the project. 2) Project Purpose This describes the main purpose of the project by elaborately describing the strategic goals and objectives of the project. 3) Project Objectives This helps in providing a clear and comprehensive set of project objectives which can be measured from time to time as the project reaches its completion (Burke, 2013). 4) Project Requirements - This helps in identifying the high level resources requirements of a project in terms of the product and service which is going to be delivered by the project, 5) Project Assumptions These are the conditions which must be taken into consideration before starting/beginning work on the project. 6) Project Constraints These include certain unforeseen conditions or situations on which the project managers do not have any control and which might threaten the timely and successful implementation of the project. This includes the different risk factors and constraints which might be encountered by the project in due course of time. 7) Project Boundaries The project boundary is essentially the product or system boundary which is going to be implemented once the project is completed. It makes a lot of business sense to divide the scope of work into multiple phases which would help in the smooth implementation of the project (Atkinson et al. 2006). 8) Project Risks This include a detailed description regarding the known risks which could be encountered by the project. 9) Project Deliverables This includes the identification of the products and services which will be delivered by the project to the end users. 10) Project Milestones This includes a detailed description regarding the important achievements and milestones which have been accomplished by the project managers in the project. 11) Project High Level Work Breakdown Structure (WBS) This includes a detailed description regarding how the work is to be carrie4d forwards and how the project is going to be implemented in the near future (Heagney, 2012). References Atkinson, R., Crawford, L., Ward, S. (2006). 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