Analysis of project performance criteria and success factors

We often hear or read about various successes. But what is success and what should be the use of organizations to identify performance? What factors lead to a successful project? The purpose of this article is to define the effectiveness of project tasks, clarify their differences with performance factors and analyze their importance in project management systems.

One of the most ambiguous concepts of project management is the success of the project. As each person or group of people participating in the project has different needs and expectations, it is highly unexpected that they interpret the project's performance in its own right (Cleland & Ireland, 2004, p2). "For those involved in the project, the thought of the project is usually considered successful in certain project objectives" (Lim & Mohamed, 1999, p244), but the public has different views, which are generally based on user satisfaction. The classic example of different project perspectives is the Sydney Opera House project (Thomsett, 2002), which went over the budget 16 times and took 4 times to finish than originally planned. But the ultimate effect of the opera house was so great that no one remembered the original lost goals. The project was a great success for the people and at the same time a major failure from project management issues. The Millennium Dome in London, however, was a timely and budget project, but in British people it was considered a failure because it did not release the fear and glamor it was supposed to create (Cammack, 2005). "Just as quality demands both compliance with specifications and ability to use, the success of the project needs to be composed of a successful product (service, performance, or revenue) and performance of the project management" (Duncan, 2004).

The difference between criteria and factors is fuzzy for many. Cambridge Advanced Learner's Dictionary describes the criterion as "the standard in which you judge, decide or treat something" while an element is explained as a "fact or condition that affects the outcome of something". Lim and Mohamed applied these definitions to success and showed the difference as shown in Figure 1. It is clear that important factors can lead to many events that ultimately satisfy the overall performance criteria of the project, so they should not be used as synonyms.

Success Criteria

Many performance critics have been introduced in recent decades by various scientists. The main performance criteria have been integrated with project management teaching that provided early project management definitions with the so-called Iron Triangle & # 39; performance criteria – cost, time and quality. (Atkinson, 1999, p338)

Atkinson continues that "project management has not really changed or developed success metrics in nearly 50 years". To address the urgent need to modernize the performance criteria for the date, he points to the "Square Route" (Figure 3) success criteria instead of the "Iron Triangle", where he categorizes the criteria proposed by other academies. Adding qualitative goals rather than quantitative, before gaining the benefits of a different group of people from the project, seen from two perspectives, one of the organizational charts and one of the stakeholders, it is evident that each part will benefit from projects. For example, one organization can achieve a profit by achieving strategic goals when a project is completed, while at the same time achieving a serious environmental impact on stakeholders & # 39; community, this means that a successful venture must be shared between the benefits of the end-user and end-user satisfaction. The fourth corner of the & r; fourth root & # 39; is the information system that includes the subject of maintenance, reliability, and value of the project.

One of the "roots" of the root, organizational benefits, drew much attention because it was important and it was further analyzed. Kerzner (2001, p. 6) suggests three organizational criteria for the project to be successful. Firstly, it must complete "with a minimum or parallel consent for change in scope", even though stakeholders often have different views on projects and "Results (Maylor, 2005, p288). Second," without disturbing the organization's main flow "because projects need to help organize day-to-day operations and try to make them more efficient and effective. Finally, it should be completed" without changing the corporate culture "despite the fact that projects are" almost exclusively " worried about change – by knocking down old and building new ones "(Baguley, 1995, p8) Project Manager is to make sure that he only changes where necessary, otherwise he is sentenced to find strong resistance from almost every organization (Kerzner, 2001, p. 158) that could potentially lead to project failure.

More Coherent Approach to Project Success Wideman (1996, p. 4) describes four groups, the time dependent on: "Internal project management (project effectiveness), benefit to customers (short-term efficiency), direct contribution (long-term ) and future opportunities (in the long run) ". Characteristics of time dependent on & # 39; is based on the fact that success varies over time. Looking to the future, the agency's benefits can be very difficult because in some cases they do not even know what they want, but it is important to know what the project is trying to achieve after the end of time so that the success criteria are clearly defined in the early stages. This is a somewhat different approach, as the emphasis is on the current performance criteria in the future, so the project cannot cope with implementation if it is judged by criteria such as cost and quality, but in the long run it may be a thriving story. A good example of this hypothesis is the hosting of the Olympics in Athens, Greece, which received a lot of criticism both during the schedule due to delays in construction and when it was completed due to high costs. But the benefits that Greece will receive from the Olympics can be fully understood after 5 or maybe 10 years from the hosting year (Athens2004.com).

All of the above performance criteria "should be simple and accurate and when defined, they should also be ranked by priority" (Right Track Associates, 2003). Easy assumptions are easy to understand by everyone involved in the project and therefore commitment is guaranteed. Unrealistic criteria can set "failure" and # 39; evidence of many projects due to unreachable standards, can create low team views and team achievements in future projects and ultimately create unfair disappointment among owners. In terms of priorities, things are inevitable, and the project manager will be in a difficult situation as he has to make the right decisions bearing in mind that he has to sacrifice the least important performance criteria.

Success Factors

As mentioned earlier, "success factors of the entry into a management system that lead directly or indirectly to the success of the project or business" (Cooke-Davies, 2002, p.). Some promoters "determine their intuitive and informal success of their own. If these factors are not defined and recorded, they are not part of the project management's formal reporting process or that they become part of the historical project data" (Rad & Levin, 2002, p. 18). Belassi & Tukel (1996, p144) categorized these elements into 5 different groups according to the factors they refer to:

1. Project Manager

Having a promoter is not to ensure that the success of the project is successful . He must have a number of skills to use in the project to guide the other team to complete all the goals. The 2001 CHAOS report (The Standish Group International, 2001, p. 6) identifies business, communication, responsiveness, processes, performance, operations, pragmatism, and technology as some of the most important talents the promoter should deliver. However, studies by Turner and Muller (2005, p. 59) have come to the conclusion that "managerial style and competence of the promoter has no impact on the performance of the project". It is very interesting to find out why a highly respected project manager body presents such a contrast. It is possible to find an answer that the project manager is difficult to prove and difficult to measure. If the project is successful, senior executives will probably argue that all external factors are favurable. On the contrary, if it relates to failure, the project manager will be easily flexible.

2. Project Manager

Project managers are very fortunate if they have the opportunity to choose their project team. More often, their team is inherited from the project from various areas of the organization. It is important to have a good project team to work with, core competencies that can be developed into core competencies and capabilities for the entire organization. All project members must strive for the success of the project and the overall role of the company. Regardless of their abilities and commitments, the project participants should have clear communication channels to access "both the executive director and the project manager within the federal agency." Effective management of this dual reporting is often an important success factor for the project "(PMBOK Guide, 2004, p215).

3. The project itself

Type of project suggests several factors It is important to succeed, For example, if the task is urgent, then an important factor in that case is that Wembley is expected to be the perfect operation for the month of the FA Cup in 2006 and that is the main goal, however, the cost "which has led managers calculations from the cold" (Evans, 2005) not been a major issue at that time. The size, value of the project and the uniqueness of the projects can be a mystery to the promoter used to plan and coordinate common and simple activities (Belassi & Tukel, 1996, p144). [19659002] 4. Agency

Top Support for management is the main focus of participants in many independent races strangers groups (Tukel & Rom, 1998, p. 48) (CHAOS Report, 2001, p4) (Cleland and Ireland, 2002, p210) (Tinnirello, 2002, p. 14), which means that no project can be completed without the project manager ensuring true support from senior or business management. Working in a hostile environment is extremely difficult as no one understands the benefits that the project will bring to the organization. "Corporate governance and contractual practices (number and size of contracts, links between different contracts and contract management) are separate success factors that are also part of organizational issues" (Torp, Austeng & Mengesha, 2004, p. 4).

5. External environment

External environment can be a political, economic, social, and technical (PEST) context in which the project is conducted. Factors such as weather, work accidents or favorable or unfavorable government legislation can affect the project in all its forms. "Note that if a client is outside the company, he should also consider it an external factor affecting the performance of the project" (Belassi & Tukel, 1996, p. 145). Competitors should also be accountable as external factors that can ensure the success of the project because the original project could have overshadowed a more glamorous and effective project created by another agency.

Conclusion

It is important for the project manager to understand what the owners consider to be a successful project. In order to avoid a surprise at the end of the project, it is important to disclose different viewpoints of what the results mean before the project takes place. It is also important to keep in mind that the success criteria are the standard that the project will be judged while success is the facts that shape the performance of projects. Success criteria have changed dramatically over time and moved from the perspective of the classic iron ring for time, cost, and quality into a platformer framework that includes benefits for organization and user satisfaction. An additional framework was also described to achieve success criteria by time. In terms of success, they were categorized into five different sets and scientific considerations contradicted how important the project manager is to the final success of the project. A common feature mentioned by many authors is support for the project and is recognized as one of the most important elements of all. Finally, early definition of performance criteria can provide a clear view of how the project will be judged and early detection of performance factors will ensure a safe way to succeed.

References

1. Project Management Center Guide, 2004, 3rd Edition, Project Management, USA

2. Atkinson, 1999, Project Management: cost, time and quality, two best guesses and phenomena, time to accept other performance requirements, the International Journal of Project Management Vol. 17, no. 6, p. 337-342, [Electronic]

3. Baguley, 1995, Management of Successful Projects: Guidelines for All Managing Directors, Pitman Publishing, London UK, p8

4. Belas & Tukel, 1996, New Framework for Determining Critical Performance Responses in Projects, International Journal of Project Management Vol. 14, no. 3, p. 141-151, [Electronic]

5. Cambridge University, Cambridge Advanced Learner's Dictionary, 2005, 2nd Edition, Cambridge University Press, UK

6. Cammack, 2005, Principles of Project Management – 1st Meeting, MSc in Project Management, Lancaster University

7. Cleland and Ireland, 2002, p210, Project Management: Strategic Design and Implementation, McGraw-Hill Professional, USA

8. Cleland & Ireland, 2004, Portable Handbook Project Manager, 2nd Edition, McGraw-Hill, USA, p. 210

9. Cooke-Davies, The "virtual" success factor in the projects, the International Journal of Project Management vol. 185-190, [Electronic]

10. Duncan, 2004, project definition and tracking, project management partners, [Online] Available: http://www.pmpartners.com/resources/defmeas_success.html [2005, Nov.4]

11. Evans, 2005, overdue and over budget, over and over again, The Economist, June 9, 2005, [Electronic]

12. Kerzner, 2001, Project Management – Methods of Planning, Planning and Control, 7th Edition, John Wiley & Sons, New York

13. Kerzner, 2001, Project Management Project Management Strategy Program, Wiley & Sons, New York, p. 158

14. Lim & Mohamed, 1999, Project Performance Requirements: Research Experience Review, International Journal of Project Management Vol. 17, no. 4, p. 243-248, [Electronic]

15. Maylor, 2005, Project Management, Third Edition with CD Microsoft Project, Prentice Hall, UK, p288

16. Rad & Levin, 2002, Advanced Project Management Office, St.Lucie Press, USA, page 18

17. Right Track Associates, 2003, define project performance, [Online] Available: http://www.ittoolkit.com/cgi-bin/itmember/itmember.cgi?file=assess_pmsuccess.htm [2005, Nov.5 ] [19659002] 18. The Official Website of the Olympic Games in Athens 2004, [Online] Available: [http://www.athens2004.com/en/Legacy] [2005, Nov.6]

19. The Standish Group International, 2001, Extreme CHAOS: The Standish Group International, [Electronic]

20. Thomsett, 2002, Radical Project Management, Prentice Hall, USA, p. 16

21. Tinnirello, 2002, New Project Management Guidelines, Auerbach, USA, p. 14

22. Torp, Austeng & Mengesha, 2004, Important success factors for project performance: A study from the final evaluation of large public projects in Norway

23. Tukel & Rom, 1998, Analysis of the Characteristics of a Variety of Industries, Journal of Operations Management, Vol 16, p. 43-61

24. Turner & Muller, 2005, project manager project manager as project success, project management, Vol. 36, no. 1, p. 49-61

25. Wideman, 1996, Improving PM: Linking Performance Criteria for Project Making, Paper Introduced in the South Alberta Section, Project Management Institute, Calgary Symposium

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Profitable channel management – What questions should you ask?

Do you have a channel program that costs you sharing and profit?

Frank Lynn & Associates has noticed interesting similarities among our clients recently, especially in traditional mature markets. These customers have realized that they control the current retransmission policy based on outdated channel programs. Often, through benign negligence, these plans have failed to keep pace with both market developments and changes in the manufacturer's policy of retaliation. When did you view the channel of your applications?

When most manufacturers think about channel applications, focus immediately turns to economics; Channel pricing and other economic issues with your channel partner. Most manufacturers have done a good job in keeping their channel pricing right now with channel content. However, your channel programs go well beyond the economy – they affect almost every aspect of your channel relationships. In this article, we look at aspects of well-equipped channel applications and discusses some common questions we hear manufacturers ask for today about these programs.

Q. What is the channel program?

The most effective definition of a channel application includes all the formal written and designated elements of your channel connection. The program works well for only a contract or pricing – it defines all aspects of the relationship with the channel. As such, the program will be the "recipe book" that can control your channel communications.

Common elements of your channel include:

> The contract or legal framework for your channel relationship

> Price / discount structure and all related economic policies

> All sales / marketing or merchandising / channel suggestions or through the channel to the user

> Channel technical requirements and description of your technical support to the channel

> Rules and procedures describing the relationship with your channel (including a series of transactions and product transfers

Formal channel applications, as described above, provides the channel association structure. It gives your channel partners the right direction for the role of the channel and what you value and the metrics you use to gauge the performance of the channel, as well as channel partners in communicating with you

Q. What are the things in a successful channel?

The programs you choose for the channel of your program will be unique to the needs of the user and the role you want your channels to play to meet those needs. However, our experience shows that the most effective applications share a broad set of common factors. Show your channel program as a series of "chapters".

Agreement

This section defines the general conditions that you and your channels agree to trade with:

> A contractual agreement on a defined scope and timeframe; Most effective contracts specify periods (usually 1-3 years) with the channel offer. The purpose here is obviously not to replace channel operators often. Rather defined time limits provide a basis for regular review of communications

> General definition of channel obligation; Although this warranty will be spelled out in detail later on in the channel, the contract agreement is an insight into your expectations of the channel

> A statement of your distribution policy; will you offer your exclusive distributor? Will you have multiple channels serving defined geography or marketing type? This can be written out through

> Description of the "Main Responsibility" or Authorization
of the Channel Territory

> Reference to the Products the Channel is authorized to represent for you
]> Overview of the Process To review the relationship, planning goals and forecasting, you should expect that it will be a regular performance issue. Specific metrics can be spelled out later in the channel

> Rationale for Union Termination

Pricing / Economics

The purpose of this article is not to explore the nuances of channel price structure. However, part of your channel should detail the economic relationship. All program units that affect how money is exchanged between you and the channel are listed here: Billing / Billing Processes

> Other items, including warranty payments, pricing / rules, minimum grant, product termination policy, etc.

Sales / Marketing

It is important that you adapt this section to the needs of your end user. The reason why you are licensed to channel your partner is to help acquire and maintain your customers and in this section of the program you will find out exactly what you expect from your channel to do so. It is this part of your program that defines how and to what extent your channel offers the sale and promotion of your product (as well as the consequence of your partner's channel lacking your expectations). Common aspects of the sales and market share:

> Detailed requirements for sales representative requirements and the basis for each measurement; Do you think the channel will be within / out of sales to you? What are the expected benefits of these individuals?

> Sales / marketing investment in a product range; What additional information

the investment / capacity of the channel is important to you? How does the channel work for each? And what support does you offer to assist this
talent?

> Sales Training – Do you want to certify your sales partner's channel? What training is required for qualification and what benefits does the channel partner gain in achieving this certification?

> Advertising / Collaboration – Is a required investment by your channel partner? How do you support this with a collaborative program, and what is a gift for this program?

> Merchandising / buying price – Is merchandising appropriate, and if so, do you set some variables around how the partner partner merchandises your product?

> Literature and Contractual Topics – Does the channel require partner and contractual content? To what extent do you make this available and / or charge for it?

> Exhibitions – Has a channel partner been shown and / or exhibited at trade shows? How many and which ones? Do you have to publish images?

> Leadership generation / qualification – Do you want to provide ways or expect a colleague's channel to develop this? Are there any reporting requirements to follow and meet the requirements you provide?

Technical

This is especially important if your channel participates in technical sales conditions or adds technical value added on your behalf; The spelling of the technical elements of your channel association helps ensure consistency with your end user support. Typical Technical Requirements Address:

> Indicate the technical knowledge / capabilities expected in the channel's sales network, as well as the basis of your assessment; This may be related to how you train or confirm the channel sales organization. You can also specify the background of the partner technology companies (for example, engineering
degrees / experience)

> Technical Support Factors you submit to the channel including:

> Training – Do you offer technical support training within a channel partner? For repair / service? For secondary market special effects? Etc.

> Demo units / content – Are promotional skills needed to be part of your sales process for your customers? If so, what kind of investment did the channel expect to be made with regard to material resources / capabilities? (For many products, this shows up as a significant investment in samples.
site.)

> Reference pages – Is it important that your colleague's channel has a number of referral pages? What information is there for such a site and are instructions for using these references?

> Application documents / application support – What application assistance is required by your end users? Do you have to provide a central database or are your channels expected to create their own?

> Warranty – What is your responsibility and what is the role of the channel in the
guarantee fee? What is the policy of extracting a guarantee?

Operation / Transfer

This part of your channel emphasizes the effectiveness of the Union with your channel by outlining policies and procedures that enable you and the channel partner to fulfill your order with the lowest possible cost. This area is the one that should be most frequently updated to ensure that your policies monitor the changing technologies that enable activation. It includes:

> Order Processing Definition – What is the option for a channel partner to place orders and what information is available to allow the partner to track the order process?

> Organize accelerated / accelerate shipments / "deals" – Under what conditions do you agree, and what are the economic penalties (if any) associated with each?

> Minimum inventory requirements – Do you set minimum inventory requirements and what makes sense for each? How will you "review" or measure the channel to these requirements?
> Lead Time Product / Fill Price – Assist in Planning the Channel Supplies; can you specify your lead time by product group?

> Deposit policy – What conditions do you allow the partner to compare inventory by delivering a product? By what process and at what cost for the channel?

Q. Why is it important to provide the channel as an existing and effective program?
In two words, "mind sharing" – a successful channel program can keep you "thought" in your partner's channel by offering a range of benefits in touch.

An application sets the basics for your channel connection; Expectations are clearly spelled out across all of the channel's features. Just as you set expectations about what the channel can expect from you in each of these practical areas. Obviously, this puts the spotlight on your performance or lack of living on these promises.

Channel program provides a basis for evaluating the performance of both parties in the relationship. The most effective applications will be "live documents" that can be referred to frequently while controlling the channel. Understanding what areas of the program are delivered and where the channel is canceled, you can customize your conversation / support with the individual distributor to address areas of weakness and failure.

The program works as "how to do business instructions" by going beyond the basic agreement or contract and explaining the policies and procedures in detail. This should help to reduce the calls you receive that are exactly the explanation for the process. Our experience has consistently shown that channels are attracted to manufacturers who are both predictable and easy to trade. A "how to do business" guide supports these features.

The channel program creates a context for consistency and discipline in your channel management actions. By formulating basic principles, policies / procedures, and requirements for skill requirements, you must reduce the "contract type" that often occurs in this field. This is likely to lead to efficiency (cost-benefit) in your channel management and serve to reduce channel interruptions that are often unexpected contracts.

The program provides legal protection for both parties by disconnecting ambiguity from the interpretation of performance.

Q. How effective is your program today?

Frank Lynn & Associates has created a simple review process to measure the relative performance of your channel applications. Based on our extensive experience in this field, the review will provide you with various guidance:

> How effective is your program?

> What factors seem to be particularly effective? Or useless?

> What aspects of the program should you consider? And why?

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Ten characteristics of leaders

Many people are interested in answering the question: "What makes a great leader?". What would you answer that question? There are many lists of these exercises written by others. These are quotes from an article by Bill George's former chairman and CEO of Medtronic. According to him, the most important feature is to be yourself! As you will see many leadership leaders need a lot of self-knowledge. Big leaders know themselves so they can be themselves.

1. Truth "After years of leaders of leaders and their habits, I believe that leadership begins and ends with reliability."

2. Desire to serve others "Powerful leaders really want to serve others with their leadership."

3. Empowering People "They are more interested in strengthening the people they lead to make a difference than they are in power, money or opinion."

4. Guidance of Heart, Passion, and Compassion "They are governed by the characteristics of the heart, with passion and compassion, as they are with the mind's qualities."

5. Recognizing their faults "Good leaders use their natural abilities, but they also acknowledge their faults and work hard to overcome them."

6. Lead with Purpose "They result from purpose, meaning and value."

7. Build long lasting relationships "They build sustained relationships with people."

8. Clear where they stand "Others watch them because they know where they stand."

9. Refuse to compromise "When principals are tested, they refuse to compromise."

10. Developing oneself "Self-directed leaders are dedicated to evolving because they know that becoming a leader takes a lifetime of personal growth."

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Negotiations – Importance and Technology

Negotiations are an important tool we use at different times, at different stages of our lives, to achieve different goals. The first time we had written for the first time in our lives, when we continued crying for mother's milk. Negotiations are usually marked with prices, which must not be expressed in monetary terms. For example, a seafaring agreement has a typical social status, but negotiations on a job interview are the clear lines of money. It may be more than one price level, also provided there are different categories involved in the negotiations. For example, in trade union negotiations in the form of wages, there may be price lines related to working conditions and business relations.

In order to negotiate understanding, one must do the right work on self-confidence and weaknesses on the strengths and weaknesses on the other side. In negotiations, it will all depend on how you can monitor your nerves. Thus, it is very important to know the bottom line where the negotiator can sit down. Body language is also very important in negotiation.
The price can be social recognition, peer knowledge and many others. Negotiations can take place either 1 to 1 or may involve more than two parties.

It all depends on how well one has created the background and strength area on the other side. It is also important to know the dynamics of the energy game.
To know more about it click here [http://www.homejob.in/stories/self_improvement/negotiation__a_tool_to_change_your_lifestyle.html].

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Simple definition of project management

Project management is a system of knowledge, skills and tools that an administrator can use to deliver their tasks effectively. Projects often take place in an uninhabited environment where the parties involved have to deal with new information every day. Integrated with outdated information further complicates the issue of miscommunication.

Often, managers often have to deal with a variety of challenges that may involve solving technical problems, ensuring that they comply with rules and stakeholder engagement. An uneducated manager could probably survive one such task and succeed in delivering satisfactory results. Increasing the number of tasks and / or complexities can put the project at risk of sending an uneducated manager for the job. Ability managers can respond to such uninhabited environments by ensuring that the right system exists.

As a project employee, I personally find that the system set out in the PMBOK is particularly useful. It's the best exercise that managers should learn and try to implement in their governance. The PMBOK divides the entire project into the 47 logical group of project management processes that can generally be divided into five process groups. Five process groups are as follows:

a) Beginning;
b) Planning;
c) Implementation;
c) Monitoring and monitoring; and
d) Closing.

This is a good example of a proper project management system that managers can use to manage and deliver tasks effectively. Project management is a system that includes several processes that allow the manager to break down the project into different groups for easy management. To manage projects effectively, the manager should include the following tasks:

a) Define requirements;
b) Addressing different needs, concerns and expectations of stakeholders in the planning and implementation of the project;
c) Setting up, maintaining, and interacting with pedestrians who are active, efficient and cooperative in nature.
d) Manage stakeholders to meet project requirements and create project. and
e) Balancing the competitiveness of project coercion.

Changing one of these factors will often affect other and selected tasks. It is almost impossible to complete tasks without changing these factors; It is therefore inevitable that the project manager needs to rely on the proper methodology to deal with it. A detailed project management plan should also include assessing how such changes will affect other aspects to determine whether the project is impacting.

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Find the work you love

You know the famous words attributed to Confucius: "Choose a job you love, and you'll never have to work a day in your life." You know it and you want it, but how can you find a job that pleases you whatever you love? Even if you don't worry about what you want, you don't know how to get it. You're not alone.

According to the Gallup-Healthways Welfare Index *, fewer US employees are happy with their jobs or work they do than before the economic crisis began in 2008. At the end of April 2011, 87.5 percent of Americans were accepted by their 18-year-olds and older employers or self-employed is happy with their work. And there are Americans who have jobs. While reviewing the entire year (since data for 2011 have not yet been completed), California's environmental index declined in the ranking of 21 out of 50 countries. The work environment index measures Americans & # 39; perception of their job satisfaction, ability to use a person's strengths at work, treatment of a supervisor (more like a boss or a spouse) and that a supervisor creates an open and trusted working environment. Fortunately, San Diego is ranked 52th out of 188 cities ranked. Los Angeles is ranked 80 and while Ventura is 132 and Riverside is 139 out of 188 cities. The working environment index does not take into account subjective health, physical health, health behavior, basic behavior, or the life-assurance index, which the Gallup health-care index also shows.

Often people find it necessary to fit them into a job that is open to work safety. No wonder 22.5 percent of Americans are unhappy at work. What is the choice, ask? Clarify what you want. Of course, it's more complicated that it sounds (otherwise it would have already done so). Explore your unique abilities, gifts, natural talents, interests and experiences. Evaluate what you really want if there is the freedom to be a creative or freedom timetable or both, among other things. If you want to be creative at your work, how do you want to be creative? There are 23 different ways to be creative at the Life Purpose Institute in San Diego.

Once you've done a deep self-examination, you can design a career for yourself. First, are you aware of all the work options out there? If not, you may want to seek more information and professional guidance. In the vocabulary dictionary, more than 12,000 jobs are listed, but why only limit your career? By looking for professional guidance (for example, with a recognized career manager), you can customize your career and help you make this career faster and easier than if you were working alone. Talk about finding a job you love!

Finding a job you love takes exploration, clarity and knowledge of your options. No matter what your circumstances, with a strategic plan can move you towards your goals quickly. People who focus on finding work that they love and doing significant work face the best prospects of success in these difficult times.

* The Gallup-Healthways Welfare Index is in the US and UK welfare and offers the best healthcare solutions and interviews are no fewer than 1,000 US adults nationwide each day, approximately 350 days.

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Movement as a teaching tool

Animations are not simply cowardly eye candy. Under the right conditions, it can be used to communicate advanced concepts in many areas. It can also be a great equalizer in the class as students who have difficulty understanding or communicating have a form of media that enables them to utilize a new playground.

Here are some striking examples of unusual learning:

Development of organizational skills:

All animations need to be organized. As a skill in time / art, you only have a certain amount of time (30 frames per second in a video or 24 frames in the picture) to make an item from one place to another. You must also decide if the item needs to interact with another object and determine the next path.

Understanding of actions, reactions and consequences:

This leads to the determination of a short plot. History line where it is action, reaction and result. It always gives a student a quick sense of that mad scientist feeling about keeping the power of creation in their hands. Most importantly, it enables them to choose concepts and understand artistic decisions and the consequences of life.

Understanding physics:

Animation uses actions and responses, which are fundamental physics principles. In addition, the concept of reflective point of view, gravity and acceleration is all enforced in part actions and characters in animation.

Understanding and Interaction of Chemicals:

When understanding the physics of the animation, the next step is to understand that the weight or behavior of the subject is visual. A good example is using a simple circle in the motion path. Because of the path and its speed, the ring seems to float like a balloon across the screen. Changing that way may cause the same ring to appear as chewing gum or even solid lead bolts.

Understanding and planning chaos:

If the same ring occurred for an explosion of fireworks or explosion, each new part would have a random path. The idea of ​​creating random events is inherently contradictory. The student needs to create random events and needs to organize a disorganized platform. This leads to the possibility of returning from the final event, such as a scene from an accident.

Understanding three-dimensional coordinates:

Because animation is a two-dimensional representation with a time set, it raises the pupil, even as young as six, literally graphic information at a three-dimensional level. The student is deeply interested in learning complex mathematical ideas.

Understanding the Basics of Computer Application:

In addition to understanding mathematical concepts, animation literally has the same sequence of structures and computer programs. For example, each drawing may represent a line of code. If the character is within the range, the walking sequence from one foot to the next is the same as the loop repeated. If the character is increasing in size, a scaling or spin factor is added within the code. The end of the site could be the end of this code sequence.

Communication Technology Development:

An animation has so many other elements in it that, depending on the complexity of people, can contribute to that process. It allows participants to work together to a greater extent. Another opportunity for human skill development would have to be each one to create a series of beginnings and endings related to another person's contribution. Methodology depends on the goals set for the curriculum.

Animation has meditation and meditation in the creative process. Once the planning has been completed, the / production process repeatedly takes over. As art takes a picture, the expectation is to look at the finished work emphasized. It's like setting up a domino path. Although I have found most students very receptive to the creative and challenging process of animation, it has proved to me that students who were considered slow students have difficulty learning or being considered subordinates were very up-and-coming pupils who were up to their expectations in the educational authority. When opportunities are given, students, without pre-determined conflicts, can be hired and inspired to create meaningful works that transfer to other areas of the curriculum and life.

As a teaching tool, animation has many applications and it is possible to provide assessment in a course. My best results have come from never having the prerequisites for students, treating everyone with respect and open mind. Use animation to encourage and interact. Make each drawing and each student count.

SOURCE SBOBET

Advantages and disadvantages of making your own accounting

Introduction:

The issue of making own accounting became commonplace with the introduction of low cost software in the early 1990s. On September 27, 1994, Intuit purchased a program called MoneyCounts from Parsons Technology for $ 64 million. Intuit changed the name of MoneyCounts into QuickBooks and created a very successful Unique Seller Proposal "You Can Save Money by Making Your Own Accounting". That USP claimed in the Intuit to capture almost 85% of the small business market. Accountants were not fans of this very popular software for some very valid reasons. First, it was not true accounting with serious security breaches. Second, promoting inexperienced individuals was an important part of the financial system. Third, it was disturbing to the company's owners from their core business and the latter severely cut it into the auditing firm.

Addressing all issues related to DIY accounting in detail would require a book. I will take as many essentials here to give the reader the opportunity to better understand a very important topic. I welcome all questions and comments on content in an attempt to assist entrepreneurs who have not had the opportunity to make an informed decision.

Issues

If you read these special reports, you are one of the millions of small business owners who have difficulty publishing "creating their own books". In many cases, the idea of ​​keeping an external accountant or accountant to address your financial financial issues, such as opening your closet to foreigners in full. I believe this privacy is valid. To be completely honest, one of the reasons I decided to become a CPA was because I knew I was in business and wanted to be in control of my own finances. Most entrepreneurs do not have the advantage or the ability. Publishing DIY accounting is of the utmost importance because it could affect the financial viability of your business.

Use of booking information to prepare a tax return

The integrity of the financial information produced

Validity of historical data to work on future performance

Managing cash flow

Cost of keeping a professional

Time, effort and dissatisfaction with Keeping Your Own Brochures

Dealing With Increased Government Tendency to Review

Time and Effort to Learn About Accounting [19659002] Creating a Bookkeeping Process

Trust Factor

As You Can See Many Problems dealing with making the right choice. This is far, not all inclusive. There may be many other legal, financial and / or personal issues at stake. The point is that the task of creating and maintaining a collection of books and posts for small businesses is extremely important. The decision on how to do it should not be done on behavior or uneducated. Anyone who works a small business does not know what they do not know. The business of a company comes with certain duties and obligations. It is not known that there is a reason when the books and files are in doubt. I present it as the business owner, it is your duty to know exactly what the issues are and make an informed decision to deal with each of them. You are the default president of your business, which accompanies all related guarantees, including tax, legal and personal debt.

Reasons and excuses

Most, if not all beginners, take on the task of creating their own collection of books and files for a few simple reasons:

No funds to keep a professional

Limited number of trades

Disclosure of Personal Information

Understanding That It's Easy

The Probability of Postponing

Fear

Facts

Every company must submit a tax return. Accounting will be discussed. Millions of people choose to prepare their own tax return, which is another matter in itself. Let me take it before you go further. It's very easy and not because I prepare a tax return but because of the complex tax laws, both Federal and State.

I can compare the idea that an individual prepares their own tax return to extract their own teeth. When I was a child, my teeth came out naturally. I didn't have to go to the dentist to have them professionally pushed. Even if I pushed them out when I shouldn't have, my lasting teeth would grow in to cover my mistake that I was a dentist. As an adult, I know better. Hopefully, if you have a business you know better. Trying to prepare your own tax return would be the same as trying to be your own dentist.

It's simply too much at stake. Possibly miss write-off or even worse, over aggressive depreciation that leads to review and very unfortunate mistake of not incorporating your business and exposing your personal assets in lawsuits, just to name a few. If you haven't calculated my position on this topic, let me make it clear. Making your own tax return is a great mistake. If you are going to open a business you need to utilize the advice of a good accountant.

Coming back to doing it yourself accounting issues, another fact that is considered a financial aspect. This is true as most initials have zero capital initially. The idea of ​​investing in professional guidance takes a special shrewdness. One thing to consider is the very popular "Free Consultation". I do not know many professionals who would not offer original appointments to a potential new customer. It almost happens this case invalid.

If you decide to keep the professional to guide you, they will understand the financial issues involved. The right person will be ready to nurture you and your new business and come up with pricing that will work. Don't expect a good accountant to work for free and don't use a family member or friend who is ready to work for free. They will not treat you like any other customer for a simple fact that you are not. Some of the worst customers I always needed to work with were friends and families. The problem is that often I was carrying very bad news by putting myself in a defensive position. If you have a friend or family member in business, ask them to refer you to their partner. You will all be happy with what you did.

The remaining numbers should all bear in mind your personal mindset. Fear, Suspension, Perception etc. Need to be directly at the level of thought and I am not capable of dealing with these issues so I will not. Business and personal thinking coaches are in abundance today.

Twenty years ago, when Intuit offended USP that "You can save money by doing your own accounting" business training was not general. It was probably more in psychiatric or counseling states that were either very personal or too expensive for the beginning. Today, treatment and business training is a standard fare that really makes the matter think – are you serious about this business or not?

It really only understands one control to deal with; which is the volume of business. Is it really wise to seek the help of professional books when your business volume is at a minimum? This question leads to other questions, which parts are minimal? If it is not minimal, should you still create your own books?

Now I can really get into the subject of whether or not the owner of the owner should make his own account. First, let's begin with the definition of accounting. It seems obvious that issues that matter to a business need to be defined in order to make an informed decision.

Accounting Definition:

Work or skill to keep account books or systematic records of cash transactions (separate from accounting).

This is from yourdictionary dot com

Accounting Definition is keeping a detailed record of the transaction for an individual or business.

An example of accounting is the method of registering bank accounts each month.

So it's obviously very simple. Or is it? Where does one start? Which method of keeping files acceptable? What is the purpose of accounting? For these answers, I will refer you to the IRS version 583 Start of Business and Quotes.

Why keep records?

Everyone in business must keep records. Good records will help you do the following.

Keep track of your business progress.

You need good records to track your business progress. Files can show if your business is improving, what things are selling, or what changes you need to make. Good records can increase the likelihood of business success.

Prepare your financial statements.

You need good records to prepare accurate financial statements. These include income (income statement) and balance sheets. These statements can help you deal with your bank or creditors and help you manage your business.

Profit and Loss Account shows income and expenses of the company for a specified period.

Balance Sheet shows assets, liabilities and equity in a transaction on a particular day.

Know receipt letters.

You will get money or property from many sources. Your files may indicate the source of your receipts. You need this information to separate transactions from receipts outside a commercial bank and taxable from non-indexed income.

Keep track of deductible costs.

You can forget about costs when you prepare a tax return without taking up the tax when they occur.

Prepare your tax return.

You need good records to prepare your tax return. These records must support the revenue, expenses, and credits you report. Usually, these are the same files you use to track your business and prepare financial statements.

Support reported on tax return.

You must always keep your business records available for inspection by the IRS. If the IRS examines one of your tax returns, you may be asked to explain the details reported. A complete set of data will speed the test.

So, "why" is clearly established by one, if not recognized, existing today currency exchange service. Now the kicker is. On page 12 of version 583 Beginning of business and quotes, they define the types of files that hold:

Types of files to keep

Except in some cases, the law does not require specific types of files. You can choose any recording system that is created for your business that clearly shows your earnings and expenses.

I don't know about you, but this leaves the door wide open for misinterpretation. Let me go for a long and short time. Your books and records should clearly reflect the revenue and expenses reported in your financial statements. Your financial reports are used in the preparation of your right of return. For some kind of review, figures that are not clear about the origin and nature of each underlying transaction are suspected financial reports. Your financial reports should be clearly defined so that a person who does not know your business can clearly see the logic and methodology of how your numbers came. Not only do the numbers need to be clear and concise. Documents supporting these numbers must be enclosed. In accounting, this is called an audit trail.

If the audit trail has gaps, the numbers will be suspected and need further investigation. If you get in, this is a type of statement that can cause anxiety, stress and many hours of sleep. Albert Einstein said "If you can't explain it for six years, you don't understand it yourself."

Coordination on its own should compel any business owner to maintain a good collection of books and files. Most accountants take one and only positions. You have to do it because "they" say you do. It is not enough for any entrepreneur to complain. Let's face it, we're risky. Entrepreneurs are misleading at first and leaving a little obstacle such as the threat of auditing, government, insurance or banking institutions that gets in our way is bad.

For me, the most compelling reason to build a solid financial foundation is because you are serious about your business. Knowing your numbers is one of the mantras spoken of just about every success of the business owner. Think about it. Are some successful employers you can think of that do not have a solid hand on their financial information. This was what originally asked me to become an accountant. Knowledge of my numbers. Not only to show me what happened and to show me how I came where I was, but to help me find what I wanted to be.

Your financial information tells you a story about you and your business. If your story is full of holes and decorations, how can anyone take your intentions as serious. It takes a brave man to deal with their flaws and flaws and true financial information can be a scary material for you to deal with. If that is the case with you, I would strongly encourage you to take a closer look at you and your intentions. Are you in business to fill your own and create false hopes or are you in business to make a profit?

My talents

I believe that it is important that you understand the background and experience of my accounting. Being a CPA does not automatically create power over the content, although it does provide credibility. What is more important than my credentials is my experience. First, as I mentioned before, I became an accountant because I knew I would have my own business. That's a plural of reason. It was never a question in my mind that I was an entrepreneur. So first and foremost, I consider myself an entrepreneur and the CPA latter. What that means to you is that I approach this topic just like an entrepreneur would.

I graduated from SUNY Oswego in 1983 with a degree in accounting and started working for a tax office in Brooklyn NY. During my first two tax years, we made over 2,000 income taxes, all available. This requires calculations using additional tools as well as investigating the tax code in the actual book. We had no computers. From there, I continued to work with several companies that bought small business businesses. Again, it was a very small computer and just about everything was done by hand. From the rudimentary accounts all the way up to preparing advanced tax returns and financial statements. I began to work in managerial positions at some high-level companies to be strictly to solve tax issues. I handled all sorts of federal and fiscal statements, including negotiation, compromise deals, sales payroll, and business tax assessments, including some criminal investigations.

I have this because I find it very important to understand that I come from a bookkeeping accountancy book instead of an electronic accounting background. I learned first hand what they want to see and what red flags rise. Most accountants have never had the opportunity to cope with the amount of tax review I have. I didn't have the luxury of printing books and files from a computer program. We always had copies of books and files. This initial experience seemed to be invaluable when accounting became computerized. I knew first and foremost what was going to come out of these projects and too often the garbage that was shed was not even close to being typical of detailed books and records. When the authorities ask to see your books and files, they want to see a copy of everything. They don't care what kind of electronic system you used. You have to print it all out and show them your audit trail. If there are gaps you will have difficulty with. Computer change changed the landscape of accounting for small businesses and it was not in a positive direction.

In 2009, I started teaching people my remote accounting system with the aim of adding to my staff. Surprisingly, I enjoyed it very much and some of my students started landing their own customers and accounting. This experience focused on my entrepreneurship and I started learning.

I found that the best way for me was to educate and guide the business owners to succeed. It became clear that what small business owners really needed was a good set of books. My skills and experience allowed for that, I was very good at it and there were already plenty of training courses that teach success principles.

Since 2013, I have spent a significant part of my time teaching business owners and accountants about basic accounting articles to start external accounting.

Today's Status

Today I find it scary to see the quality of people referring to as books and records. This is no fault of the business owner. I am particularly concerned about the accounting profession because of this worsening of the financial system for small businesses. It is my fact that auditors were trusted advisors who were for the sole purpose of managing small business owners away from the untrue individual sales orders that Intuit described as "You can save money by making your own books."

You can assume what I have written so far that I am against small business owners making their own books. At one point, not too long ago I was 100% against the idea but today I have another opinion on this subject.

I believe that a small business owner today must actively participate in the production of books and files. It does not mean that business owners should make their own books. Making your own books means there is no guidance or instruction from a professional who knows how to create an adequate accounting system. Quickbooks, or other programs, are not accounting systems. Software, the same as pencil and paper, is just a tool to use in the accounting system.

There are not many areas of small businesses that can be done effectively by someone who has no knowledge, experience or skills to do so. I don't fix my own car or do my own marketing for the same reason, someone shouldn't do their own books. It is said to be very active in maintaining my car and working in and on my marketing system. The case is not whether you should make your own books. The question is which part or part of creating your books and records will be your responsibility, which items will be your auditors, and what items will be your bookkeepers if necessary.

Let's look at the definition of accounting once more:

This is from your bibliography

Accounting

Accounting definition is to keep a detailed record of the transaction for an individual or business.

Accounting is a process that at least ends with the preparation of tax returns. My opinion, based on my experience, is that no player can make their own books, on their own, and expect an accountant to produce a detailed tax return. There must be an interaction between the one who prepares the tax return and the one who collects the records. I suggest that accounting and bookkeeping done right must be a joint venture between experienced professionals, entrepreneurs, and accounting. Sometimes and almost always in the beginning, the bookkeeper can be the owner of the company.

The answer to the question of whether the owner of the owner should do their own books or not, is an unequivocal answer in my opinion yes and no. Accounting is a process that begins at the moment the first transaction takes place and continues to liquid every time another transaction occurs. Accounting is a detailed summary of information that requires teamwork to be able to complete accurately. Initially, this group usually consists of the owner of the company and the auditor. Now the owner of the business can be responsible for entering and coordinating all transactions but this does not mean "making your own books".

Every accounting system requires control. There must be checks and balances established to ensure that all business transactions are properly recorded on time. The only person with the knowledge and experience to design and review accounting systems is a good accountant. Accountants do not design systems, they keep them. There lies the root of the problem. When business owners make a genuine decision to make their own books, they inevitably take on the task of developing their own accounting systems.

It is not really a question of whether the owner of the owner should make his own account or not. The real issue is who has developed the system and who is responsible for managing it. I argue that this is the accountant's accountant and accountant who allows their customers to simply enter into what they have and try to make a tax return with suspicious information to make their customers a serious injustice. Before the low cost computer software this would have been unfathomable.

A great accountant will educate his client on what needs to be done to create an accurate set of books and files. This is our job as a trusted advisor. Business owners did not make a mistake when they decided to "make their own books", accountants did not embrace the concept and become an integral part of the process. Instead of releasing QuickBooks as an inferior accounting plan and letting their customers out, they should have educated themselves and their customers on how to bring this new technology to the best of their customers' needs.

The Solution

The idea of ​​trying to do something on your own in business can be a smooth deficit. The first question you need to ask yourself is how serious you are about this business. If you are not so serious and are just about to get some money, go ahead and do everything yourself. I don't say it sarkastically. There are millions of small businesses out there because the business owner decided that this was just a part-time "business" that generates a small amount of income and dubious tax credits. I say questionable because, by definition, IRS needs a company goal to make a profit. If a company breaks or loses money every year, you run a very good opportunity to be classified as a hobby.

For those serious entrepreneurs, I believe you must actively participate in the production of your books and records, along with the accounting records that follow. This can only be done with a pre-active auditor. The accounting process is an endless system that combines a growing number of accurate transactions. This will require constant adaptation and education for all parties involved. The accountant must inform about all transactions that occur and the proposed transaction, but the entrepreneur must be at the top of the results and comparative views. In other words, when an entrepreneur does something and expects it to be profitable, the accounting system should be structured to provide reliable and reliable results.

The only real solution to "doing your own accounting" is "how should we make our accounting right?". There must be cooperation. Apple Computer would never have been if it were just Jobs and Wozniak. They needed the financial guy who put all their ideas into financial reality. It's just as obvious an example I can come up with, but the truth is as I said before. The success of the business owner will tell you that their numbers are key to their success.

Practical work

I see no real way about the fact that when the entity begins the owner should and must be the bookkeeper. I will do it by saying this – as long as it is done right and in relation to the accountant. When a business starts at zero, and even if it is not, I believe that education and experience are gained by keeping your own books invaluable. Knowing your numbers involves knowing how the numbers must be where they are. Make business decisions, create new revenue streams, keep costs down, and high profit levels require knowledge of these facts and figures.

Where to start

You need to start with an active accountant who does not expect you to simply drop your bank accounts and check stubs. If you are working with an accountant who does not ask you questions, you should start looking for a new accountant immediately. When I first started doing this business, what auditors did. We asked questions about the company and about the financial standing of the client. For most small business owners, companies they are running are their main income and their personal finances are not in part. They are linked but unfortunately most auditors have lost sight.

You should form a mastermind with your accountant with the goal of being your financial success. If you do not know the MasterMind concept, I encourage you to learn about it. In short, MasterMind is created when two or more individuals participate fully in achieving a common goal. What I suggest is that your accountant should not just be a historian explaining what has already been in your business. You already know.

I suggest that your accountant should work with you and your bookmarks to publish your financial information to understand how you are and more importantly, how to use that information to find out what you want to be.

Your accountant should set up appropriate tools and information to help you succeed. This involves acquainting you with information on transaction data, processing accounts, recording payroll and paying payroll taxes, the type of software you use and when it will be wise to enter a professional accounting meeting.

Conclusion

Accounting becomes a partnership and yes, you should be an integral part of the accounting process. I believe "doing it yourself" should not be the best terms to use. Making your own accounting doesn't mean you should be doing it alone. Accounting requires professional guidance, education and experience of first hand in the nuances of accounting and accounting. You have to be part of the process so if your business starts, you will be in a position to hire not only your bookmaker but train them. You and your accountant will train them so you can devote more time to expanding your business. Isn't that why you started business in the first place?

SOURCE SBOBET

Why is relationship counseling always direct with women

Women often ask, "Why do we need to change?"

This is probably one of the first questions I said in training meetings or interviews with women. This question was also presented on another blog and across the internet. I will give my thoughts on this subject and would love to hear yours.

I will first answer your question with obvious: Women buy more books. Women buy contact books. In fact, women read books especially relationships or romantic novels. Therefore, if you are an author and publisher, who would you target? Women! This is a business response first.

Second, I always tell women they appreciate their power over men. Because they have a greater tendency to shift in perspective, it gives them the power to create the relationships they seek. How? Understanding how male brain works and what makes him mark and respond to a variable in a relationship.

I have trained men, given them advice, and undertook, but nothing happened in his current relationship. As a matter of fact, many times, they want a breakup. What I did was to help him change his identity and make all the difference in the world. But this current woman does not understand how people think and the relationship is resolved. Now was it teaching her? No blame game here, but all I will say is that it was within its power to correct the course. She really saw how her words were destroying his feelings and increasing his shame when she thought of help. This is no, no if you are looking for a loving relationship with a person. You see, the essence of a woman's vulnerability is fear and isolation, but with a man it is a shame.

The women I have trained are given the education of the male soul. This information has changed many to create the love they wanted. They learn about the emotional vocabulary gap, words to use to influence change, and any words that never use. She teaches how to appeal to the owner and patron of instinct and learn what he appreciates. What usually happens is that women come back to say he's more loving than ever. That's why I say women have all the power when she understands.

Don't confuse me, we have dogs out but if you have a working man who has value, these methods work like a charm.

Those who read this answer should know that people need to succeed. He feels good when he does it well. He can change his current situation by doing something and it works or was successful. It will increase their self-esteem in the core. Although women love to succeed, it does not have the same meaning as men. She just does it well when she feels good inside. So she is in the mercy of her destiny to feel good because she only comes from within her. Therefore, it is important that she needs to pamper and care for herself in this regard.

Women are better than men and have the ability to multitask because most men are highlighted souls. Her feminine energy is all-knowing and why she is sensory. All she has to do is grow water that energizes with technology and watch her flowers (her relationship) grow. I call it emotional intelligence.

SOURCE SBOBET

Information Technology (ICT) – Definition, Pros and Cons

This article will introduce you to the definition, advantages and disadvantages of information technology (ICT). It is important for you to read carefully to understand the basics of information technology (ICT).

The Definition

Information Technology (IT) or Information Technology (IT) abbreviated for the use of computer and telecommunications technology and tools for producing, working, storing, transmitting and reliably downloading information.

Information Technology

These are tools or gadgets used to find, explore and exchange information. They are the following devices: –

• Computers – desktop computers, laptops, handbags, PDAs, main applications
• Telephones
• Mobile phones (GSM)
• Fax machines
• Television sets
] • Satellite
• Internet

Advantages of Information Technology

The following are the benefits of information technology (ICT):
1. It provides timely, better and cheaper access to knowledge and information.
2. It speeds up business, production and management processes.
3. Information technology has made it possible for people around the world to access the internet in a new and exciting way.
4. Trading and trading have moved closer with IT tools.
5. It provides a very reliable, flexible, quick and accurate way to share information in the present.
6. It provides job opportunities and opens up new practices for people around the world.
7. It is also one of the best means of publishing instruction in schools.

Disadvantages of Information Technology

Despite its many benefits, IT has some boundaries, including: –

1. Unemployment: An e-mail program in offices can cut down some jobs that manuals and tasks are automated.
2. Cost: Information technology components and tools can be expensive and unaffordable to the public.
3. Losses on social bonds: The introduction of information technology in all areas of life restricts personal human relations and physical relationships, as more jobs and communication are based on the Internet.
4. Crime: Information technology can lead to increased crime. People are betrayed online. Cyber ​​crimes such as identity theft, credit card scams, system hacking and piracy are on the rise. The Internet is the flood of criminals who are hacked, such as hackers, perverts, and stalkers.
5. Abuse: This is another flaw in information technology. Some examples include pornography (especially child pornography), plagiarism, networking, e-mail spam, etc.
6. Addiction: The use of information technology is addictive. Alternative users can find online expenses online. This behavior can lead to stress and other health complications.

Many parents also believe that the most common harmful effects of information technology may involve contacting the child with aggressive or inappropriate content, causing their physical health (visual impairment, stiffness, spinal cord injury) due to prolonged sitting in front of a computer, obesity and loss of contact with the real world that leads to addiction. In addition, emphasizing all the positive effects are the acquisition of new knowledge and skills that the child can benefit from in IT for future work. Parents who believe the use of information technology is harmful but beneficial to their child; argue by asserting their views that a four-year-old child is too young to be affected by information technology.

SOURCE SBOBET