Applied Electricity Lecture Notes Free Essays

string(44) " are also taken as complex, as given above\." Module 4 Single-phase AC Circuits Version 2 EE IIT, Kharagpur Lesson 13 Representation of Sinusoidal Signal by a Phasor and Solution of Current in R-L-C Series Circuits Version 2 EE IIT, Kharagpur In the last lesson, two points were described: 1. How a sinusoidal voltage waveform (ac) is generated? 2. How the average and rms values of the periodic voltage or current waveforms, are computed? Some examples are also described there. We will write a custom essay sample on Applied Electricity Lecture Notes or any similar topic only for you Order Now In this lesson, the representation of sinusoidal (ac) voltage/current signals by a phasor is first explained. The polar/Cartesian (rectangular) form of phasor, as complex quantity, is described. Lastly, the algebra, involving the phasors (voltage/current), is presented. Different mathematical operations – addition/subtraction and multiplication/division, on two or more phasors, are discussed. Keywords: Phasor, Sinusoidal signals, phasor algebra After going through this lesson, the students will be able to answer the following questions; 1. What is meant by the term, ‘phasor’ in respect of a sinusoidal signal? 2. How to represent the sinusoidal voltage or current waveform by phasor? 3. How to write a phasor quantity (complex) in polar/Cartesian (rectangular) form? 4. How to perform the operations, like addition/subtraction and multiplication/division on two or more phasors, to obtain a phasor? This lesson forms the background of the following lessons in the complete module of single ac circuits, starting with the next lesson on the solution of the current in the steady state, in R-L-C series circuits. Symbols i or i(t) Instantaneous value of the current (sinusoidal form) I Im ? Current (rms value) Maximum value of the current Phasor representation of the current Phase angle, say of the current phasor, with respect to the reference phasor I Same symbols are used for voltage or any other phasor. Representation of Sinusoidal Signal by a Phasor A sinusoidal quantity, i. e. current, i (t ) = I m sin ? t , is taken up as an example. In Fig. 13. 1a, the length, OP, along the x-axis, represents the maximum value of the current I m , on a certain scale. It is being rotated in the anti-clockwise direction at an angular speed, ? , and takes up a position, O A after a time t (or angle, ? = ? t , with the x-axis). The vertical projection of OA is plotted in the right hand side of the above figure with respect to the angle ? It will generate a sine wave (Fig. 13. 1b), as OA is at an angle, ? with the x-axis, as stated earlier. The vertical projection of OA along y-axis is OC = AB = Version 2 EE IIT, Kharagpur i (? ) = I m sin ? , which is the instantaneous value of the current at any time t or angle ? . The angle ? is in rad. , i. e. ? = ? t . The angular speed, ? is in rad/s, i. e. ? = 2 ? f , where f is the frequency in Hz or cycles/sec. Thus, i = I m sin ? = I m sin ? t = I m sin 2? ft So, OP represents the phasor with respect to the above current, i. The line, OP can be taken as the rms value, I = I m / 2 , instead of maximum value, Im . Then the vertical projection of OA, in magnitude equal to OP, does not represent exactly the instantaneous value of I, but represents it with the scale factor of 1 / 2 = 0. 707 . The reason for this choice of phasor as given above, will be given in another lesson later in this module. Version 2 EE IIT, Kharagpur Generalized case The current can be of the form, i (t ) = I m sin (? t ? ? ) as shown in Fig. 13. 1d. The phasor representation of this current is the line, OQ, at an angle, ? may be taken as negative), with the line, OP along x-axis (Fig. 13. 1c). One has to move in clockwise direction to go to OQ from OP (reference line), though the phasor, OQ is assumed to move in anti-clockwise direction as given earlier. After a time t, OD will be at an angle ? with OQ, which is at an angle ( ? ? ? = ? t ? ? ), with the line, OP along x-axis. The vertical projection of OD along y-axis gives the insta ntaneous value of the current, i = 2 I sin (? t ? ? ) = I m sin (? t ? ? ) . Phasor representation of Voltage and Current The voltage and current waveforms are given as, v = 2 V sin ? and i = 2 I sin (? + ? ) It can be seen from the waveforms (Fig. 13. 2b) of the two sinusoidal quantities – voltage and current, that the voltage, V lags the current I, which means that the positive maximum value of the voltage is reached earlier by an angle, ? , as compared to the positive maximum value of the current. In phasor notation as described earlier, the voltage and current are represented by OP and OQ (Fig. 13. 2a) respectively, the length of which are proportional to voltage, V and current, I in different scales as applicable to each one. The voltage phasor, OP (V) lags the current phasor, OQ (I) by the angle ? , as two phasors rotate in the anticlockwise direction as stated earlier, whereas the angle ? is also measured in the anticlockwise direction. In other words, the current phasor (I) leads the voltage phasor (V). Version 2 EE IIT, Kharagpur Mathematically, the two phasors can be represented in polar form, with the voltage phasor ( V ) taken as reference, such as V = V ? 0 0 , and I = I . In Cartesian or rectangular form, these are, V = V ? 0 0 = V + j 0 , and I = I = I cos ? + j I sin ? , where, the symbol, j is given by j = ? . Of the two terms in each phasor, the first one is termed as real or its component in x-axis, while the second one is imaginary or its component in y-axis, as shown in Fig. 13. 3a. The angle, ? is in degree or rad. ? ? ? ? ? Phasor Algebra Before discussing the mathematical operations, like addition/subtraction and multiplication/division, involving phasors and also complex quantities, let us take a look at the two forms – polar and rectangular, by which a phasor or complex quantity is represented. It may be observed here that phasors are also taken as complex, as given above. You read "Applied Electricity Lecture Notes" in category "Essay examples" Representation of a phasor and Transformation A phasor or a complex quantity in rectangular form (Fig. 13. 3) is, A = ax + j a y Version 2 EE IIT, Kharagpur ? where a x and a y are real and imaginary parts, of the phasor respectively. In polar form, it is expressed as A = A a = A cos ? a + j A sin ? a ? where A and ? a are magnitude and phase angle of the phasor. From the two equations or expressions, the procedure or rule of transformation from polar to rectangular form is a x = A cos ? a and a y = A sin ? a From the above, the rule for transformation from rectangular to polar form is 2 2 A = a x + a y and ? = tan ? 1 (a y / a x ) The examples using numerical values are given at the end of this lesson. Addition/Subtraction of Phasors Before describing the rules of addition/subtraction of phasors or complex quantities, everyone should recall the rule of addition/subtraction of scalar quantities, which may be positive or signed (decimal/fraction or fraction with integer). It may be s tated that, for the two operations, the quantities must be either phasors, or complex. The example of phasor is voltage/current, and that of complex quantity is impedance/admittance, which will be explained in the next lesson. But one phasor and another complex quantity should not be used for addition/subtraction operation. For the operations, the two phasors or complex quantities must be expressed in rectangular form as A = a x + j a y ; B = bx + j b y If they are in polar form as A = A a ; B = B b In this case, two phasors are to be transformed to rectangular form by the procedure or rule given earlier. The rule of addition/subtraction operation is that both the real and imaginary parts have to be separately treated as ? ? ? ? where c x = (a x  ± b x ) ; c y = (a y  ± b y ) Say, for addition, real parts must be added, so also for imaginary parts. Same rule follows for subtraction. After the result is obtained in rectangular form, it can be transformed to polar one. It may be observed that the six values of a’ s , b’ s and c’ s – parts of the two phasors and the resultant one, are all signed scalar quantities, though in the example, a’ s and b’ s are taken as positive, resulting in positive values of c’ s . Also the phase angle ? ‘ s may lie in any of the four quadrants, though here the angles are in the first quadrant only. This rule for addition can be extended to three or more quantities, as will be illustrated through example, which is given at the end of this lesson. C = A  ± B = (a x  ± bx ) + j (a y  ± b y ) = c x + j c y ? ? ? Version 2 EE IIT, Kharagpur The addition/subtraction operations can also be performed using the quantities as ? ? ? phasors in polar form (Fig. 13. 4). The two phasors are A (OA) and B (OB) . The find the sum C (OC ) , a line AC is drawn equal and parallel to OB. The line BC is equal and parallel to OA. Thus, C = OC = OA + AC = OA + OB = A + B . Also, OC = OB + BC = OB + OA ? ? ? ? To obtain the difference D (OD) , a line AD is drawn equal and parallel to OB, but in opposite direction to AC or OB. A line OE is also drawn equal to OB, but in opposite direction to OB. Both AD and OE represent the phasor ( ? B ). The line, ED is equal to OA. Thus, D = OD = OA + AD = OA ? OB = A ? B . Also OD = OE + ED = ? OB + OA . The examples using numerical values are given at the end of this lesson. ? ? ? ? Multiplication/Division of Phasors Firstly, the procedure for multiplication is taken up. In this case no reference is being made to the rule involving scalar quantities, as everyone is familiar with them. Assuming that the two phasors are available in polar from as A = A a and B = B b . Otherwise, they are to be transformed from rectangular to polar form. This is also valid for the procedure of division. Please note that a phasor is to be multiplied by a complex quantity only, to obtain the resultant phasor. A phasor is not normally multiplied by another phasor, except in special case. Same is for division. A phasor is to be divided by a complex quantity only, to obtain the resultant phasor. A phasor is not normally divided by another phasor. ? ? ? To find the magnitude of the product C , the two magnitudes of the phasors are to be multiplied, whereas for phase angle, the phase angles are to added. Thus, Version 2 EE IIT, Kharagpur C = C c = A? B = A A ? B B = ( A ? B ) ? (? a + ? b ) ? ? ? where C = A ? B and ? c = ? a + ? b ? Please note that the same symbol, C is used for the product in this case. ? ? ? To divide A . by B to obtain the result D . , the magnitude is obtained by division of the magnitudes, and the phase is difference of the two phase angles. Thus, D = D d = ? ? A ? = B where D = A / B and ? d = ? a ? ? b ? ? A a ? A ? = ? ? ? (? a ? ? b ) B b ? B ? If the phasors are expressed in rectangular form as A = a x + j a y and B = bx + j by here A = (a 2 x ? 2 + a y ; ? a = tan ? 1 (a y / a x ) ) The values of B are not given as they can be obtained by substituting b’ s for a’ s . To find the product, C = C c = A ? B = (a x + j a y ) ? (bx + j b y ) = (a x bx ? a y b y ) + j (a x b y + a y bx ) ? ? ? Please note that j 2 = ? 1 . The magnitude and phase angle of the result (phasor) are, C = (a x bx ? a y b y ) + (a x b y + a y bx ) 2 [ 1 2 2 ] = (a 2 x 2 + ay ? ) (b 2 x 2 + b y = A ? B , and ) ? c = tan ? 1 ? ? ? a x b y + a y bx ? ? a x bx ? a y b y ? ? ? The phase angle, ? c = ? a + ? b = tan ? 1 ? ? a x b y + a y bx = tan ? 1 ? ?a b ? a b y y ? x x ? ? ? ? ay ? ax ? ? ? ? ? ? b ? + tan ? 1 ? y ? ?b ? ? x ? (a / a ) + (b y / bx ) ? ? ? = tan ? 1 ? y x ? ? ? 1 ? (a y / a x ) ? (b y / bx )? ? ? ? The above results are obtained by simplification. ? To divide A by B to obtain D as D = dx + j dy = ? ? A ? = ax + j a y bx + j by ? B To simplify D , i. e. to obtain real and imaginary parts, both numerator and denominator, are to be multiplied by the complex conjugate of B , so as to convert the ? denominator into real value only. The complex conjugate of B is Version 2 EE IIT, Kharagpur B * = bx + j b y = B ? ? ? b In the complex conjugate, the sign of the imaginary part is negative, and also the phase angle is negative. ? (a x + j a y )? (bx ? j by ) = ? a x bx + a y by ? + j ? a y bx ? a x by ? ? ? ? ? D = dx + j dy = (bx + j by )? (bx ? j by ) ? bx2 + by2 ? ? bx2 + by2 ? ? ? ? ? The magnitude and phase angle of the result (phasor) are, [(a b D= x x + a y b y ) + (a y bx ? a x b y ) 2 1 2 2 (b 2 x +b 2 y ) ] = (a (b 2 x 2 x 2 + ay 2 + by ) A = , and ) B ? a y bx ? a x b y ? ? ? d = tan ? 1 ? ?a b +a b ? y y ? ? x x The phase angle, ? ay ? ax ? ? ? ? tan ? 1 ? y ? b ? ? x ? ? a b ? a xby ? ? = tan ? 1 ? y x ? ?a b +a b y y ? ? x x ? ? ? ? ? d = ? a ? ? b = tan ? 1 ? ? The steps are shown here in brief, as detailed steps have been given earlier. Example ? The phasor, A in the rectangular form (Fig. 13. 5) is, A = A a = A cos ? a + j A sin ? a = a x + j a y = ? 2 + j 4 where the real and imaginary parts are a x = ? 2 ; ? ? ay = 4 To transform the phasor, A into the polar form, the magnitude and phase angle are Version 2 EE IIT, Kharagpur 2 2 A = a x + a y = (? 2) 2 + 4 2 = 4. 472 ? 4 ? ? = tan ? 1 ? ? ? 116. 565 ° = 2. 034 rad ? ? ? 2? ? Please note that ? a is in the second quadrant, as real part is negative and imaginary part is positive. ? a = tan ? 1 ? ? ? ay ? ax ? Transforming the phasor, A into rectangular form, the real and imaginary parts are a x = A cos? a = 4. 472 ? cos116. 565 ° = ? 2. 0 a y = A sin ? a = 4. 472 ? sin 116. 565 ° = 4. 0 Phasor Algebra ? ? ? Another phasor, B in rectangular form is introduced in addition to the earlier one, A B = 6 + j 6 = 8. 485 ? 45 ° Firstly, let us take the addition and subtraction of the above two phasors. The sum and ? difference are given by the phasors, C and D respectively (Fig. 13. 6). C = A+ B = (? 2 + j 4) +(6 + j 6) = (? 2 + 6) + j (4 + 6) = 4 + j 10 = 10. 77 ? 68. 2 ° D = A? B = (? 2 + j 4) ? (6 + j 6) = (? 2 ? 6) + j (4 ? 6) = ? 8 ? j 2 = 8. 246 ? ? 166. 0 ° It may be noted that for the addition and subtraction operations involving phasors, they should be represented in rectangular form as given above. If any one of the phasors Version 2 EE IIT, Kharagpur ? ? ? ? ? ? is in polar form, it should be transformed into rectangular form, for calculating the results as shown. If the two phasors are both in polar form, the phasor diagram (the diagram must be drawn to scale), or the geometrical method can be used as shown in Fig 13. 6. The result obtained using the diagram, as shown are the same as obtained earlier. [ C (OC) = 10. 77, ? COX = 68. 2 ° ; and D ( OD) = 8. 246, ? DOX = 166. 0 ° ] Now, the multiplication and division operations are performed, using the above two phasors represented in polar form. If any one of the phasors is in rectangular form, it may be transformed into polar form. Also note that the same symbols for the phasors are used here, as was used earlier. Later, the method of both multiplication and division using rectangular form of the phasor representation will be explained. ? ? ? The resultant phasor C , i. e. the product of the two phasors is C = A? B = 4. 472 ? 116. 565 ° ? 8. 485 ? 45 ° = (4. 472 ? 8. 485) ? (116. 565 ° + 45 °) = 37. 945 ? 161. 565 ° = ? 36 + j 12 The product of the two phasors in rectangular form can be found as C = (? 2 + j 4) ? (6 + j 6) = (? 12 ? 24) + j (24 ? 12) = ? 36 + j 12 ? ? ? ? ? ? ? The result ( D ) obtained by the division of A by B is D= ? ? A ? = B = 0. 167 + j 0. The above result can be calculated by the procedure described earlier, using the rectangular form of the two phasors as D= ? ? 4. 472 ? 116. 565 ° ? 4. 472 ? =? ? ? (116. 565 ° ? 45 °) = 0. 527 ? 71. 565 ° 8. 485 ? 45 ° ? 8. 485 ? A ? = B 12 + j 36 = = 0. 167 + j 0. 5 72 ? 2 + j 4 ( ? 2 + j 4) ? (6 ? j 6) (? 12 + 24) + j (24 + 12) = = 6+ j6 ( 6 + j 6) ? ( 6 ? j 6) 62 + 62 The procedure for the elementary operations using two phasors only, in both forms of representation is shown. It can be easily extended, for say, addition/multiplication, using three or more phasors. The simplification procedure with the scalar quantities, using the different elementary operations, which is well known, can be extended to the phasor quantities. This will be used in the study of ac circuits to be discussed in the following lessons. The background required, i. e. phasor representation of sinusoidal quantities (voltage/current), and algebra – mathematical operations, such as addition/subtraction and multiplication/division of phasors or complex quantities, including transformation of phasor from rectangular to polar form, and vice versa, has been discussed here. The study of ac circuits, starting from series ones, will be described in the next few lessons. Version 2 EE IIT, Kharagpur Problems 13. 1 Use plasor technique to evaluate the expression and then find the numerical value at t = 10 ms. i ( t ) = 150 cos (100t – 450 ) + 500 sin (100t ) + d ? cos 100t – 30 0 ) ? ? dt ? ( 13. 2 Find the result in both rectangular and polar forms, for the following, using complex quantities: 5 – j12 15 ? 53. 1 ° b) ( 5 – j12 ) +15 ? – 53. 1 ° a) 2 ? 30 ° – 4 ? 210 ° 5 ? 450 ° 1 ? ? d) ? 5 ? 0 ° + ? . 2 ? 210 ° 3 2 ? – 45 ° ? ? c) Version 2 EE IIT, Kharagpur List of Figures Fig. 13. 1 (a) Phasor representation of a sinusoidal voltage, and (b) Waveform Fig. 13. 2 (a) Phasor representation of voltage and current, and (b) Waveforms Fig. 13. 3 Representation of a phasor, both in rectangular and polar forms Fig. 13. 4 Addition and subtraction of two phasors, both represented in polar form Fig. 13. 5 Representation of phasor as an example, both in rectangular and polar forms Fig. 13. 6 Addition and subtraction of two phasors represented in polar form, as an example Version 2 EE IIT, Kharagpur How to cite Applied Electricity Lecture Notes, Essay examples

Toronto Ultimate Club

Executive Summary Ultimate Toronto club (UTC), a not-for-profit organization, is the third largest Ultimate club in Canada based on its market share. Jason Robinson was brought into the club in 2006, and was tasked with the challenge of increasing membership into the club, and reducing member turnover rates.Advertising We will write a custom research paper sample on Toronto Ultimate Club specifically for you for only $16.05 $11/page Learn More A high increase in for-profit competitors in the greater Toronto region was causing a rapid drop in UTC’s market share. This case study evaluates UTC’s position in the market, and effectiveness of strategies used by the club as well as recommendations. Problem Statement Competition from profit making establishments is gradually eating up Toronto Ultimate Club’s market share. While the club could grow its membership by 30 percent annually, the high membership turnover rate will undermine any pro gress made. Situation Analysis Objectives The main objectives for Ultimate Toronto club include; growing the sport of Ultimate Frisbee in Canada, providing quality ultimate leagues and programs, and developing Ultimate players and the community (exhibit 3). Another key objective forthe Ultimate Toronto club is to grow at a healthy sustainable rate, and maintaining club membership. Background Ultimate Toronto club is currently the third largest Ultimate club in Canada, with membership growing by an annual rate of 30 percent, but the club is experiencing a significantly high turnover rate in membership. The club is known for its competitive nature and quality services, which attract serious Ultimate players. For-profit companies have realized the potential in the sport, and have targeted niche markets, a consequence of which has been a reduction in market share for UTC. UTC ageing membership population offers a limited growth potential for the club in terms of revenues, and Ultimate s porting activities. UTC has recognized the need for change; for it to grow, it has to be able to attract newer and younger members. SWOT Analysis Strengths Toronto Ultimate club has used a blend of recreational and competitive membership programs to boost its market position, helping the not-for profit organization attain its current third ranking in the market. The club is well known for its competitive leagues, and quality Ultimate services, which might explain the healthy and sustainable 30 percent annual growth in membership.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The Frisbee leagues form loyalty within groups, which helps secure future subscription fees, and support for future missions. Toronto Ultimate club offers year round tournaments, for instance outdoor fall, spring and summer leagues, and indoors winter leagues. This strategy forms a basis for concrete earnings throughout the year, as compared to competitors who only offer outdoor leagues in specific seasons. UTC’s website provides members with current information about the club, and could therefore be a source for consumer satisfaction. Weaknesses Ultimate Toronto Club has no field of its own, which subjects the club to rental expenses for access to fields for sporting activities, not to mention the uncertainty and higher rental fees brought about by competitive bidding. The club does not have other sporting activities, other than Ultimate Frisbee, while its competitors offer other leagues such as basketball, softball, football and soccer. The club will therefore be at a disadvantage while competing with these other clubs, since they offer more service packages. UTC is also relies too much on volunteers, who may not offer the same services as full time staff. UTC’s full time staff is limited in number, which may seem to overstretch the current team. Ultimate Toronto club ha s harsh regulations, for example penalties are imposed on teams that consistently achieve low â€Å"spirit scores†. This could de-motivate members since the regulations defeat the concept of the free spirit of the game, which could help explain the high membership turnover rate. Opportunities A major opportunity for Ultimate Toronto club to capitalize on is the rising numbers of minorities in Toronto, as they are under-represented within UTC. Individuals of Asian descent form almost 50 percent of visible minority population, and present opportunity for growth in UTC’s membership base.Advertising We will write a custom research paper sample on Toronto Ultimate Club specifically for you for only $16.05 $11/page Learn More As a cultural and entertainment hub in the country, clubs such as UTC have high growth opportunities in the recreational field. UTC could also capitalize on the gaining acceptance levels for Ultimate Frisbee in Canada. UTC has more to gain by targeting the middle income group, who form the majority proportion of Toronto’s population (exhibit 2). Toronto’s population is made up of an even age distribution (exhibit 1), and younger adults present a higher opportunity for growth. Most young professionals live on their own, without families, and thus have more disposable income. Female leagues would also suffice in the achievement of UTC’s objectives. Ladies would be more comfortable competing among themselves. This idea would help attract more female members into the club, and increase loyalty levels. Threats For-profit clubs are able to gain in market share by identifying and targeting specific niches, thereby improving the reception from consumers in the market. This has resulted in a decline in Ultimate Toronto club’s growth, declining market share, and could also help explain UTC’s membership turnover rate.Increased competition will also lead to higher field rental c harges due to increased bidding. The economic downturn in 2008 affected both businesses and individuals alike. Although most countries emerged from the global recession, some individuals are still skeptical about the future. Uncertainty about the future outlook may lead to decreased household spending. Indirect competition also poses a threat for the continuance of UTC’s operations. Numerous health and fitness centers in Toronto provide cheaper alternatives for individuals who want to keep fit, but have limited recreational time or budgets. A higher percentage of young adults are spending more of their free time indoors, leaving Ultimate clubs such as UTC with idle facilities. Lack of quality partnerships may weigh down on the success of strategies implemented by Ultimate Toronto club. Continued decentralization of the sport will counteract the uniformity of the rules, and eventually lead to loss in appeal for the sport.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Market Analysis UTC main target market is serious Ultimate Frisbee players, due to the competitive and quality leagues in the club. Whereas Ultimate Toronto club serves both serious and recreational members, the move to focus on this target could discourage casual players from joining the leagues. Competitors, such as Everyman Sports, have positioned themselves as the go-to place for fun, subsequently increasing their market share in the sport. Recreational Sporting Club (RSC) has positioned itself as a one-stop sports league shop, where it provides for a wide range of sporting activities other than Ultimate Frisbee. This strategy will lead to rapid growth of RSC, since it serves various recreational interests, rather than clubs that only satisfy one need. Ultimate Toronto club has an ageing membership group, which could make the club lose its competitive edge due to decreased individual performance levels. Competitors that target their marketing efforts towards niche markets are ab le to compel consumers to take up their service offerings because their specialized needs and interests have been covered (Armstrong Kotler 2010). The main basis for segmentation in this market would be through age distribution. Young professionals provide a feasible growth potential, given their rising income levels. Young adults have little financial obligations, so the disposable income could go towards recreational activities such as Ultimate Frisbee. Toronto is among the most populated and wealthiest cities in Canada, with a healthy average annual income of Cdn$30,350 for its residents. Financial Analysis In the best case scenario (probability =30%), UTC could have 4,500 members in the short term, while in worst case scenario (probability=20%), members would be 3,000. The normal scenario is equivalent to 3800 members. Expected earnings will therefore be $250,250 (4,500*$65*0.3 + 3,800*$65*0.5 + 3,000*$65*0.2). The club will be able to brake-even if it achieves quality partners hips in excess of $250,000. Critical Factors Keys to Success Assuring accessibility to the club’s services would be a quick way of increasing membership. Favorable pricing policies are likely to attract and retain members, and ward off competition. Differentiation of services at the club will increase the intrinsic value to consumers, thereby increasing levels of loyalty and lower membership turnover rates. Effective promotion activities that communicate UTC’s value delivery and affordability will create awareness for the club’s programs and profile, increase interest in Ultimate Frisbee, hence lead to a rise in membership rates. Key Uncertainties It’s difficult to ascertain how competitors will react following Ultimate Toronto club’s strategic move. A reduction in subscription fees or team charge in leagues may lead to a price war, which will hinder any chances of growth due to the low liquidity resulting from decreased surpluses. Alternatives Opt ions The product change option would decrease the rigidity of the regulations, whereby the flexibility in rules may lead to customization of leagues according to prevailing circumstances or individual wants. These changes may increase the spirit of fun in the Ultimate Frisbee, in the process leading to increased player satisfaction. Satisfied members would mean that the club will receive more loyalty, which will be evidenced in reduced turnover rates. The rising cost of field space may have a negative effect on Ultimate Toronto club’s contribution margins, but the club charges the highest fees per team in summer leagues. UTC charges a team $800 for a spot in the summer leagues, while competitors such as Recreational Sporting Club, Everyman Sports and West Side Sports charge $539, $476 and $500 per season respectively. An increase in prices would not be feasible since it will not help UTC achieve its growth objectives, as members would move to competitor clubs that offer bette r prices. Various promotional options come up, where UTC could use mass media to create awareness about the club. Promotion via 102.1 The Edge, a popular radio service in Toronto, would reach an approximated 800,000 listeners per week. Advertising through radio is a relatively cheaper as compared to other modes of advertising, so it will not have a large impact on the budget. The Edge is accustomed to younger listeners, who form an attractive consumer segment for UTC, and thus complement the positioning strategy. Promotion via the Toronto Star, which was the most popular daily in Canada, would guarantee a larger audience for UTC. While The Edge may have reached 800,000 people weekly, The Toronto Star can serve an estimated 1 million people on a day to day basis, or almost 22 percent of Toronto’s population, and has standard pricing rates (exhibit 6). CBS Outdoor Canada (CBS) was the market leader in outdoor advertising, through mediums such as posters, transit shelters and bu s, subway and streetcar advertising. Advertising through CBS could be an effective way of targeting the youth market, which is categorized by individuals who have limited attention span. Facebook, on the other hand, could be used to reach a wider population base than conventional advertising media. UTC will be in a better to choose its audience base geographically, and demographically, which is probably the best feature of the online application to advertising companies. The bid pricing mechanism may lead to higher prices, thus cash strapped organizations will not be able to compete for the best placements. The UTC promotion team may offer direct selling, which helps in building relationships between new members and the club. (Ivey management Services, 2009) Analysis of Alternatives The radio and newspaper options present alternatively cheap advertising rates (exhibit 5 and 6), but may not necessarily be effective. The target market, made up of young individuals, may be impatient an d thus not pay full attention to these advertisements. Another disadvantage is that there is no clear way in measuring response rate from readers or listeners. CBS outdoor Canada has a track record of being effective and efficient in advertising placements, but its four week option is rather expensive for UTC. The proposed marketing budget is $50,000 (10 percent of $500,000), while the cheapest for week cost is $50,000, a plan that would reach 48 percent of Toronto’s population. The high costs and low market penetration would therefore not justify CBS option over other advertising media, such as the newspaper which reaches a greater audience. Facebook would probably be the most suitable option for UTC promotions. The option allows UTC to bid for a comfortable price (exhibit8), and offers greater control in placement expenses. UTC will be able to determine the audience based on geographical and demographic characteristics. Furthermore, friends and families can recommend UTC re lated content to other people on Facebook, thereby providing free promotion services to organization. The UTC promotion team may offer benefits of direct selling, but local athletic functions where booths can be set up are rare, which may slow down UTC’s awareness campaigns. Costs for using the promotion team are not certain; hence this may deter budgeting efforts. Recommendations In the short term, Ultimate Toronto Club should use promotional mediums to generate awareness. By targeting a broader market base, UTC will achieve an increase in membership. While the club is positioned to serve serious players, deregulation in league rules may promote the element of fun and freedom in the club, resulting to higher consumer satisfaction scores, and therefore a decline in the attrition rate. Prominent athletes could be contracted to endorse the club in the market. In the long-term, UTC could offer more sporting activities, and thereby enter other markets and consequently foster the club’s growth ambitions. A field could be secured, in the process reducing expenses related to rental fees. If the grounds are large enough, then sporting activities can carry-on seamlessly. Proportions of the grounds can also be rented out to other clubs, therefore providing the club with another revenue streams. Action Plan Jason Robinson should first ensure an appropriate promotional tool, which could either be through Facebook, The Edge or Toronto Star, or a combination of some elements of each. Once costs are ascertained, the UTC promotion team could be sent to various sporting events to promote the club. Value enhancement is another critical factor that management should emphasize if the club is to increase satisfaction to consumers (Brassington Pettitt 2006). In the future, the club can implement pricing policies that would offer discounts to loyal members, and members who enroll their friends and relatives to the club. In the third year of the strategic plan, the clu b can use a mixture of retained earnings and debt to finance the acquisition of new grounds. Risk Management The club could use key performance indicators, such as growth data and membership attrition rates to measure effectiveness of its programs. Professional publications relating to recreational clubs analyze industry data, including market shares, which could be a good basis for comparing different strategies. Should promotional activities fail, Ultimate Toronto club could increase the budget to allow for value engineering in club activities and grounds, in the process differentiating the club from competitors. Stabilizing prices, or reducing rates, will be essential if the clubs growth rate slows down. References Armstrong, G. Kotler, P. (2010). Marketing: An Introduction, 10th Ed. New York, NY: prentice Hall. Brassington, F. Pettitt, S. (2006). Principles of Marketing, 4th Ed. New York, NY: prentice Hall. Ivey management Services. (2009). Case Study: The Toronto Ultimate Clu b. London, Ontario: Ivey Publishing. This research paper on Toronto Ultimate Club was written and submitted by user Nancy Lindsay to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Micmac essays

The Micmac essays The Micmac natives were one of the first inhabitants that arrived from Asia to the North American continent. They crossed Bering Strait, which was covered by the last glaciation, approximately 30,000 years ago. Upon the settlement of the continent, the Micmac finally settled in the Maritimes. Here, they established themselves as people and as the dominant tribe in the Canadian Maritimes. The Micmac were semi-nomadic since they routinely moved between summer fishing villages near the coast to inland locations for winter hunting. Their culture was established to distinguish them from the other native tribes settled nearby. Their clothing gave them a significant amount of freedom and was created, once again; to keep their tribe more characterized. Soon, came the contact with Europeans. The Micmac were probably the first Native Americans to have regular contact with the Europeans. This contact may have occurred as early as the 11th century with the Viking settlements on the coast of N orth America, or possibly with the Basque fishermen who visited the Grand Banks before Columbus voyage in 1492. Before long, the European contact became very influential upon the Micmac peoples and integration of the two began. The Micmac were the most influential tribe in the Maritimes and their contact with the Europeans almost caused their own eradication. The Micmac were the more prevailing tribe in the Canadian Maritimes, but in most ways their language was similar to the other tribes. Their language belonged to the Algonquian family of languages. It was known to be very rich and descriptive. Because the Micmac language contains some characteristics of Cree, many historians believe that the reason for this is because they moved into the Canadian Maritimes from the north possibly with the Cree. With their partial settlement they created in North America, the Micmac did very little farming because for the most part, they were too far north t...

1949 UN Resolution Calling for Referendum on Kashmir

1949 UN Resolution Calling for Referendum on Kashmir Pakistan was carved out of India in 1947 as the Muslim counterweight to Indias Hindu population. Predominantly Muslim Kashmir to the north of both countries was divided between them, with India dominating two-thirds of the region and Pakistan one third. A Muslim-led revolt against the Hindu ruler triggered a build-up of Indian troops and an attempt by India to annex the whole in 1948, provoking a war with Pakistan, which sent troops and Pashtun tribesmen to the region. A UN commission called for the withdrawal of both countries troops in August 1948. The United Nations brokered a cease-fire in 1949, and a five-member commission made up of Argentina, Belgium, Columbia, Czechoslovakia and the United States drew up a resolution calling for a referendum to decide Kashmirs future. The full text of the resolution, which India never allowed to be implemented, follows. Resolution of the Commission of January 5, 1949 The United Nations Commission for India and Pakistan, Having received from the Governments of India and Pakistan, in communications dated 23 December and 25 December 1948, respectively, their acceptance of the following principles which are supplementary to the Commissions Resolution of 13 August 1948: 1. The question of the accession of the State of Jammu and Kashmir to India or Pakistan will be decided through the democratic method of a free and impartial plebiscite; 2. A plebiscite will be held when it shall be found by the Commission that the cease-fire and truce arrangements set forth in Parts I and II of the Commissions resolution of 13 August 1948 have been carried out and arrangements for the plebiscite have been completed; 3. (a) The Secretary-General of the United Nations will, in agreement with the Commission, nominate a Plebiscite Administrator who shall be a personality of high international standing and commanding general confidence. He will be formally appointed to office by the Government of Jammu and Kashmir.(b) The Plebiscite Administrator shall derive from the State of Jammu and Kashmir the powers he considers necessary for organizing and conducting the plebiscite and for ensuring the freedom and impartiality of the plebiscite.(c) The Plebiscite Administrator shall have authority to appoint such staff of assistants and observes as he may require. 4. (a) After implementation of Parts I and II of the Commissions resolution of 13 August 1948, and when the Commission is satisfied that peaceful conditions have been restored in the State, the Commission and the Plebiscite Administrator will determine, in consultation with the Government of India, the final disposal of Indian and State armed forces, such disposal to be with due regard to the security of the State and the freedom of the plebiscite.(b) As regards the territory referred to in A.2 of Part II of the resolution of 13 August, final disposal of the armed forces in that territory will be determined by the Commission and the Plebiscite Administrator in consultation with the local authorities. 5. All civil and military authorities within the State and the principal political elements of the State will be required to co-operate with the Plebiscite Administrator in the preparation for the holding of the plebiscite. 6. (a) All citizens of the State who have left it on account of the disturbances will be invited and be free to return and to exercise all their rights as such citizens. For the purpose of facilitating repatriation there shall be appointed two Commissions, one composed of nominees of India and the other of nominees of Pakistan. The Commission shall operate under the direction of the Plebiscite Administrator. The Governments of India and Pakistan and all authorities within the State of Jammu and Kashmir will collaborate with the Plebiscite Administrator in putting this provision into effect.(b) All person (other than citizens of the State) who on or since 15 August 1947 have entered it for other than lawful purpose, shall be required to leave the State. 7. All authorities within the State of Jammu and Kashmir will undertake to ensure, in collaboration with the Plebiscite Administrator, that: (a) There is no threat, coercion or intimidation, bribery or other undue influence on the voters in the plebiscite;(b) No restrictions are placed on legitimate political activity throughout the State. All subjects of the State, regardless of creed, caste or party, shall be safe and free in expressing their views and in voting on the question of the accession of the State to India or Pakistan. There shall be freedom of the press, speech and assembly and freedom of travel in the State, including freedom of lawful entry and exit;(c) All political prisoners are released;(d) Minorities in all parts of the State are accorded adequate protection; and(e) There is no victimization. 8. The Plebiscite Administrator may refer to the United Nations Commission for India and Pakistan problems on which he may require assistance, and the Commission may in its discretion call upon the Plebiscite Administrator to carry out on its behalf any of the responsibilities with which it has been entrusted; 9. At the conclusion of the plebiscite, the Plebiscite Administrator shall report the result thereof to the Commission and to the Government of Jammu and Kashmir. The Commission shall then certify to the Security Council whether the plebiscite has or has not been free and impartial; 10. Upon the signature of the truce agreement the details of the foregoing proposals will be elaborated in the consultations envisaged in Part III of the Commissions resolution of 13 August 1948. The Plebiscite Administrator will be fully associated in these consultations; Commends the Governments of India and Pakistan for their prompt action in ordering a cease-fire to take effect from one minute before midnight of 1 January 1949, pursuant to the agreement arrived at as provided for by the Commissions Resolution of 13 August 1948; and Resolves to return in the immediate future to the Sub-continent to discharge the responsibilities imposed upon it by the Resolution of 13 August 1948 and by the foregoing principles.

Gender roles and Marriage Essay Example | Topics and Well Written Essays - 2250 words

Gender roles and Marriage - Essay Example As time progressed the gender roles altered and the relationships and roles within the families were no longer confined to gender roles. While sex refers to the biological classification into male and female categories, gender indicates social classification of the masculine and feminine attributes. On the other hand identity depends on ones self realization about his or her sexual category. In the paper two stories have been taken up for study – ‘The Secret Life of Walter Mitty’ by James Thurber and ‘The Story of an Hour’ by Kate Chopin. In the former work, Mr. Mitty tries to build his masculine identity through his regular daydreams and in the second work, Mrs. Mallard tries to gain freedom from the repressive bond of marriage and a kind of sexual freedom is experienced after she hears the news of her husband’s death. In fact both these characters of opposite gender tries to gain freedom in their own ways. Mr. Walter Mitty attempts to gain fr eedom from the influence of his dominating wife who apparently always has the last word. The institution of marriage can be repressive owing to the influence of gender roles. ‘The Story of An Hour’ by the American writer Kate Chopin talks about the central character Mrs. Mallard’s reaction and mental transformation on hearing the news of her husband’s death and the mix of emotions experienced by the frail woman. Widowhood does cause some sorrow but within minutes it brings forth a new opportunity and light to the journey of life (GRIN Verlag, 2010, p.3). The transformation in thoughts and a feeling of some kind of freedom gradually replaces the initial feeling of loss. In this case the freedom enjoyed within shows how repressive the marriage could be. This is not really written to criticize the character of Mr. Mallard as a repressive husband but through the reactions of his wife, it mocks this supposedly happy union. The open window, the comfortable chair, ‘delicious breath of rain’ and the tops of the trees that were ‘all aquiver with the new spring life’, all indicate an underlying feeling of regene ration or rebirth and a mind which is open to the change and the new life that will belong solely to her. The open window through which she stares at the sky represents a glance at life through the eye of freedom. Mrs. Mallard was ‘young, with a fair, calm face, whose lines bespoke repression and even a certain strength’; this description has been used as a tool to highlight the change that was taking place within. She was gaining her strength from the expectation of a new life approaching her. These new oncoming years have been portrayed like â€Å"creeping out of the sky, reaching toward her through the sounds, the scents, the color that filled the air†. (Chopin, 1894) Chopin’s story bears significance to The Yellow Wallpaper by Charlotte Gilman where the wife finally protests against her husband who does not want her to write and always asks her to rest and sleep like a sick woman. Gilman finally breaks free of her husband’s control and tears off the wallpaper while Mrs. Mallard waits for a way out. The reason behind their desire for freedom is also different in each case. This was a time when the Women’s Suffrage Movement has just begun and several issues such as the domination and subjugation of a married woman was brought into consideration. A woman was considered as the property of her husband including her life and decisions. The spring of awareness was just born around the time this story was written (late nineteenth century) and hence Mrs. Mallard is kind of relieved that she would not have to face the domination of her husband henceforth. Again, there are sexual

Learning Disabilities of Gifted and Talented Children Research Paper

Learning Disabilities of Gifted and Talented Children - Research Paper Example In 1981, the Johns Hopkins University arranged a tutorial in which experts belonging to both the fields of the giftedness and learning disabilities were called together to consider this issue from various aspects (Brody and Mills, 1997). That was the time when the educationalists expressed interest in addressing the concerns of the gifted children as well as others with the learning disabilities, but the students with both the traits had not received sufficient recognition. The participants of the tutorial mutually consented upon the existence of the students with both the traits and also the fact that they are overlooked because of the conventional trend of assessing the students either for learning disabilities or for giftedness. The dual exceptionality has been defined as â€Å"emerging within the context of moral concern for the civil right of all children to have an appropriate public school education that will help them fully develop their potential for life satisfaction and c ontribution to society†. Children who are gifted and also have the learning disability can be characterized into three main subgroups. The first kind is of those students who are known for their giftedness but they experience difficulties in the school. These children are perceived to be underachievers. Their underachievement is attributed to their lack of motivation, the subjectivity of self-perception and laziness. For a major part of their educational tenure, their learning disabilities remain unidentified.  ... For a major part of their educational tenure, their learning disabilities remain unidentified. As the level of difficulty of the studies increases, things become so difficult for these students that they fall considerably behind their class fellows and thus, they become prominent as students with learning disabilities. The second kind of these students is that in which the students’ learning disabilities are known but their giftedness is unrealized. So this kind is the opposite of the first kind. The population of this kind of students with dual exceptionality is larger than that of the first kind. Baum (1985 cited in Brody and Mills, 1997) conducted a research and found this kind of students to be 33 per cent of the total number of students with learning disabilities. The intellectual abilities of these students are underestimated because of their poor performance in the IQ tests or inadequate assessment of the teachers. These students are not fortunate enough to be referred for the gifted services because their giftedness is never realized. The third kind of students with dual exceptionality is the largest in population. These are the students whose abilities and disabilities cover each other. The students of this kind are educated in the general classrooms and are deemed unsuitable for the services prescribed to the students with learning disabilities or giftedness. These students are thought to possess average abilities. Despite the fact that the magnitude of performance of these students is considerably lower than it can potentially be, they perform good enough to pass and are hence promoted. However, as the level of difficulty of the education increases, these students start to

how to make a justification report

how to make a justification report Justification Report 1. Introduction I have been appointed as a project manager of MPAG (Mostper Park Automobile Group Ltd) which is a fast growing campany formed by the merger of a number of garages who sell used cars. As the newly formed MPAG, the garages then became dealers for the Average Autos Car manufacturer. Subsequetly, as the business of each garage has expanded to cover the sale of new vehicles, the parts and servicing side of the business has also developed. The primary business of each garage is currently considered to be in car sales; each garage deals in both new and used cars. The used cars held at a particular garage come from a variety of sources; some from customer trade-ins at that garage, some from exchanges with other MPAG garages. Each garage aims to keep a limited number of second-hand cars in stock, depending on current trends within the group as well as local sales patterns. Cars are frequently moved between the five MPAG garages in the Mostper Park Automobile Group to avoid any car remaining on a forecourt for any great period. In addition to used cars, each garage keeps a limited supply of new cars. These are available for customers to test drive or purchase. A record is maintained of all new cars on stock within the MPAG. If a customer requires a particular car and the local garage does not have the desired model or specification, the sales staff can check if another garage in the MPAG has one in stock. If one can be located then a transfer/exchange between garage is aranged by the manager. If not, in the case of a purchase requirement, they can place an order with the Average Autos manufacturer. Although members of the sales staff can take bookings for test drives, the final authorisation rests with the manager of the garage. Each garage has a number of other departments; parts, servicing and administration. The primary purpose of the parts department is in supplying the service department and supporting car sales if any optional extras are required which are not factory fitted. The parts department can also trade with customers directly. The service department at each garage has a variety of functions such as basic car servicing and valet service. A number handle MOTs. The small admin department takes care of staff administration functions. The admin department may also handle booking in cars for the service department and switchboard activities. The company decided to develop an online service and appointed a project manager to control the project. So my first tasks as a project manager would be; choose appropriate agile method in order to develop the solution and manage the project, guide the systems analyst to produce analysis and design documents which help to visualise the project well before the development, and Guide the developer to produce the software which meet all the user requirement. Comparing with last couple of decades, todays Information Technology (IT) manager is under ever-increasing pressure to deliver results in the form of applications that drive improvements to the bottom line even while IT budgets are being significantly slashed. Meanwhile, despite the fall of the Internet economy business environments continue to change at a rapid pace leaving many IT shops struggling to keep up with the pace of change. These changes have led to an increased interest in agile software development methodologies with their promise of rapid delivery and flexibility while maintaining quality. Agile methodologies such as extreme Programming (XP), SCRUM and Feature-Driven Development strive to reduce the cost of change throughout the software development process. So after the discussion of requirement gathering, the methodology will be decided to the above mentioned case study scenario. 2. List of Requirements This is the list of requirements for MPAG written below. The first sets of requirements can be considered as the main/ general requirements for every user without specifying their need. 1. The users should be able to create an account using Sign Up process. 2. Once a customer opens an account, he should be able to login using his user name and password. 3. The customer should be able to see online where the nearest garage is (The geographical location). 4. Then the user requirements are going to be categorized according to their major requirement of the time. After the main requirements, I have categorized the user requirements according to their wants and needs stated below. Service Department 1. Once signed in, the customers should be able to do a booking for their car service. 2. When the car(s) are garaged, the car owner should be able to see the progress online. 3. The customer should be able to store private data, such as VIN or license info, for easy access online. 4. The customer should be able to retrieve the history like the last time a repair was performed, with searchable repair forms. 5. The online profile should allow them to display their vehicle in virtual showroom. Sales Department 1. Once signed in the customers can search for used/new cars using advanced search options like manufacture, made, color, etc for the purpose of purchase before they visit the garage. 2. Once signed in the customers can search for used/new cars using advanced search options like manufacture, made, color, etc for the purpose of test drive before they visit the garage. 3. If the customers choice of car is not available in the nearest garage for purchasing or test drive, they should be able to send a request to the garage to get the specific car as soon as possible. 4. If the garage received the customer requested car from another branch, the customer should be acknowledged by sending an email. Parts Department 1. Customers should be able to search for a specific car part online in general (In the entire garage network) 2. Customers should be able to see a list of garages where a specific car part is available for purchasing. 3. They should be able to order it online, if they wish, as an online transaction so the goods will be delivered to him. Administration Department 1. Administration Department should be able to communicate with all the branch administrations as a network. 2. Handle booking in cars for the service department and switchboard activities. 3. The customers should be able to reach the main administration department for inquiry and customer service purpose. 3. Justification Report on Development Customer service is the best customer retention investment organizations can make. Customers expect immediate response and if dissatisfied can disappear. Therefore I am concluding my decision about the development stage of MPAG as I go in below written explanations considering those key facts. Investment in Business Outsourcing is the most effective way to ensure your customers are getting the response they require without a huge capital investment. The right partner adds value to your customer service program. Managing customer services takes special skills training, administration, systems, sales, creative work, legal assistance, and response and tracking technology. A service bureau, with its large volume of work and varied client base, can attract and retain the top specialists in the field. PROVEN PROCESS The outsourcing approach to customer service solutions is a powerful business model because it allows our clients to focus on their core competencies while allowing EMS to focus on ours customer service. You can concentrate on your business while we maintain and enhance your client base through the management of all types of electronic communications without the expense incurred by in-house, customer care programs. SCALABLE OPERATIONS Its hard to build as you go. The flexibility of a modular and scalable environment allows seamless support of your programs and grows with your needs. A service bureau already has the infrastructure and management team in place, so companies can buy the capabilities they need right now, without paying for what might be needed down the road. TECHNOLOGY PRODUCTIVITY MANAGEMENT Many companies look to outsourcing because its just too expensive to keep up on todays technology treadmill. As a result, powerful new products and services are made available to our clients way before such solutions would be possible under an internal development environment. FLEXIBLITY Outsourcing solutions are ready to be deployed very quickly, providing our clients with a clear advantage in time to market. Outsourcing allows clients to manage the growth of their business and improve customer contact, while we respond to, route and track customer electronic communications. 4. Justification Report on chosen Methodology After doing few research studies, I am coming to the conclusion of using SCRUM as the methodology. The main reasons for my choice of SCRUM can be stated as: Scrum delivers value to the business Scrum helps form high performing teams Scrum helps motivate and focus team members So giving an explanation note to each one of those above motioned facts I would like to start with the most important fact for the project manager: delivering values to the business. Scrum delivers value to the business through: Every iteration the product is ready to ship. Adapt to changing requirements: Short iterations mean that the Product Owner provides frequent feedback. As result there are frequent small course corrections as opposed to massive changes late in the project. Visibility of progress: delivering a working product at the end of every iteration means that the customer, executive sponsors and other interested parties can see the product take shape. They are not surprised six weeks before release. Accurate tracking of how much work is left before release: the combination of the product backlog and the teams velocity means that you tell how much the team will get done by the release date. Lightweight requirements: Since the team is in frequent (preferably daily contact) with the Product Owner, she spends less time writing detailed requirements. Instead she is able focus on making decisions and answering questions from developers. Process improvement mechanism to meet business needs: As business needs change SOX, FDA compliance, through the retrospective the Scrum process can be improved and adapted to meet goals and needs in changing environments. Apart from SCRUM, XP was also a considerable option for this project until I came across that XP is geared toward a single project, developed and maintained by a single team and it is particularly vulnerable to developers who are actually not very good at team working. Because in this project where I am going to be the project manager for MPAG, I would really appreciate the team spirit and gathering around for one motivation. And especially XP will not work in an environment where a customer or manager insists on a complete specification or design before they begin programming and it will not work in an environment where programmers are separated geographically as well which I think is one of the crucial reasons for this project where we definitely have to deal with different geographical locations of garages. And XP has not been proven to work with systems that have scalability issues (new applications must integrate into existing systems) which I think will be a drawback for the future development. So in conclusion, scrum provides a way for the business to maximize its ROI by using iterative development to rapidly create working software. It ensures that the team is always working to deliver the highest priority features which concludes any decision of using SCRUM for this project. Motivation Conclusion Concluding this justification report, so far I have gathered the requirements of MPAG, categorizing them to appropriate departments. Then I have finalized the methodology that I am going to apply for this project and how the development should be carried on. In this stage activities like last debugging, marketing and promotion havent taken place yet as this is the very initial stage I am reporting for. By finishing this activity the project will not be closed. But because of the unpredictability of the software development process its not possible to define exactly when this activity will take place and so the project may take shorter or longer than planned. But by using the controls given by Scrum, the project is now of course in the right route.