All types of industries; whether big or small generate hazardous wastes. But there are some companies which try to get rid of their dangerous waste by simply dumping it illegally. All for saving money at the cost of the environment. Its a threat to our rivers, lakes, air, land, oceans and ultimately to our health, environment and our future. The practice of discarding chemicals, which are highly toxic in nature, into rivers is highly hazardous to the environment. It has a severe adverse impact on the quality of water. When disposed of improperly; it contaminates ground and surface water supplies. As a result, it contaminates drinking water which in turn affects public health as well as aquatic life. Quite often our beautiful rivers become the victim of poisonous waste being thrown into them. A large number of fishes have been killed because of the polluted water in rivers.Such unfair actions not only pollute the environment but also pose serious health hazards. Breast cancer, prostate cancer and childhood brain disorders are increasing at an alarming rate and the increasing rates of contamination and pollution have only furthered these health problems. There is also a rise in certain maladies like autism and learning disabilities. The places where waste is illegally dumped are often freely accessible to people--even children--who may be seriously injured when coming in contact with hazardous chemicals. Many industries are blamed for cutting lives short by exposing innocent people to dangerous chemicals. Companies that take short cuts in controlling pollution threaten our environment. It is imperative that they should be made accountable for their behavior. Improper disposal of hazardous waste have deadly effects on nearby plants, animals and people. Its a critical issue that needs to be tackled on an immediate basis. Various companies are even fined for not disposing of their hazardous waste properly but that hasnt really helped solve the problem. Some truant companies would rather pay the fine than use the services of industrial cleaning services provider to safely dispose off their hazardous wastes. Unfortunately, the problem of illegal dumping is exceptionally large and extremely complex; that it would take tremendous effort, time and money to combat it. It can be handled by making companies sensitive to the environment and encouraging them to use the services of companies which help in disposing of environmental hazardous waste and provide "industrial cleaning" services. The cost of disposal services might be a little expensive but it is highly important and essential to preserve the environment and prevent it from being contaminated. The greener the environment, the brighter our future is.
Putting together a big event is no small accomplishment. That's why many organizations call on a professional event planner. Sometimes, however, you may have to organize a big event by yourself. Kara Mickelson, a corporate planner for Toyota Motor Sales U.S.A., Inc., has planned everything from intimate dinners to corporate meetings to citywide events for 20,000 people. Here are some tips that she has found to be helpful: • Get everyone on the same page. According to Mickelson, the first step is to sit down with everyone involved in the planning and set the objectives for the function. She also suggests that this can be an excellent time to assess what funds or resources will be available for the event. Mickelson believes one of the biggest mistakes planners make is improper budgeting. One way many pros save money is by printing their own meeting materials, including tent cards, signs, badges and more, with a company such as Avery Dennison.• Think backwards. When should you start planning? "The best way to start is by backing everything out from the event day," Mickelson advises. It's critical not to plan too much until the event date is set.• Build in extra time. What makes it hard for novice planners is they have no benchmark for how long it will take to research a hotel, negotiate a contract or find a band. "Give yourself more time than you think you need," she recommends. Some find it helpful to use a tool, such as those available on the Avery Meetings and Events Solution Center Web site (www.avery.com/meetings). It provides templates, tips and tools to make it easier to plan meetings and events.• Write it down. Mickelson suggests using a notebook to write down all the basics. Do you need invitations, meeting materials, flower arrangements? The details will help you create a timeline for your event. She contends that once it's written down, the time-line will start to reveal itself.• Play pretend. How do you avoid forgetting an important task? "Do a mental walk-through," advises Mickelson. "Pretend you're actually at the event. Go through the process of driving your car there. Where is parking? At the venue, do you need signs? Badges? Table tents for seating? Visually, if you can walk yourself through the entire event, it becomes clearer."What is her foremost bit of advice? She suggests to plan for the worst, and hope for the best.
Define objectivesObjectives guide everyone on the project to your final goals. Are your objectives to sell your product online, to provide customer support, to promote investor relations? Carefully decide and clearly document your objectives. Decide the critical success factors the things at the end of the project which tell you if youve been successful. Make them measurable so you know if youve achieved them. For example, the website development should result in an increase in online sales of 25% by year end.Stakeholder analysisA stakeholder is someone with an interest in your projects success (or failure). Decide who they are and whether they support your project. Perform stakeholder analysis by classifying them (high or low) according to how motivated they are in helping (or blocking) your project and how influential (high or low) they are.Highly influential and supportive people are your allies. Gain their support whenever you can. Aim to reduce the influence of people who are both highly influential and against your project as these people could act to damage your project. During your stakeholder analysis, draw up strategies for dealing with each group of stakeholders.Define deliverablesDeliverables are tangible things produced during the project. Talk with key stakeholders to help define deliverables. Will your website design include web page layouts and sitemap for use by the programming team? What is the content for each page? Write all this down. Key stakeholders must review and agree the deliverables accurately reflect what they expect to be delivered. Project planningDefine how you will arrive at your objectives. This involves planning how many people, resources and budget are required. If delivering this in house, decide what activities are required to produce each deliverable. For example, you might decide a web designer will develop page layouts and navigation diagrams. You might decide the marketing team will supply all product details and photographs. You might decide the finance manager will set up merchant and payment gateway accounts to enable e-commerce transactions via your website. If outsourcing work, specify exactly what the sub-contractor should deliver. Estimate the time and effort required for each activity and decide realistic schedules and budget. Ensure key stakeholders review and agree the plan and budget.Communication planningHold a kick off meeting with the team and explain the plan. Ensure everyone knows exactly what the schedule is, and what is expected of them.For example, the web designer needs to know that he is to produce page layouts and navigation diagrams based upon the marketing managers requirements. He needs to know his expected start and end times. Share your project communication plan with the team. This should include details of report templates, frequency of reporting and meetings, and details of how conflicts between teams and their members will be resolved. Project trackingConstant monitoring of variations between actual and planned cost, schedule and scope is required. Report variations to key stakeholders and take corrective actions if variations occur. To get a project back on track you will need to juggle cost, scope and schedule. Suppose your programmer hits technical problems which threaten to delay the project. You might recover time by re-organising or shortening remaining tasks. If thats not possible, you might consider increasing the budget to employ an additional programmer, or consider reducing the scope in other areas. Be aware that any adjustments you make to the plan might affect the quality of deliverables. If you need to increase the budget, seek approval from the project sponsor.Change managementOnce started, all projects change. Decide a simple change strategy with key stakeholders. This could be a committee which decides to accept or reject changes which comprises of you and one or more key stakeholders.Assess the impact of each change on scope, cost and schedule. Decide to accept or reject the change. Be aware that the more changes you accept the less chance you have of completing the project on time and within budget unless you reduce scope in other areas.Suppose the marketing manager wants to add a popup window to display full size photographs of products. Assess the impact of this change. You might need to remove some remaining tasks to include this change and stay within budget. Or, it might be impossible to include the change without increasing the budget or schedule. Dont blindly accept changes without assessing the impact or your project will overrun.Risk managementRisks are events which can adversely affect the success of the project. Identify risks to a project early. Decide if each risk is likely or unlikely to occur. Decide if its impact on the project is high or low. Risks that are likely to occur and have high impact are the severest risks. High impact but unlikely risks, or low impact but likely risks pose a medium threat. Unlikely and low impact risks pose the least threat. Create a mitigation plan of the actions necessary to reduce the impact if the risk occurs. Start with the severest risks first, then deal with the medium risks. Regularly review risks. Add new ones if they occur. Suppose the marketing manager cannot decide what he wants from the website. Without knowing what the marketing manager wants, the team cannot deliver a website to meet his expectations. You assess this risk as highly likely to occur and having high impact. Your mitigation plan might be that the web designer develops page layouts to be reviewed by the manager early in the project.SummaryPerforming best practices in project management will give your website development project the best chance of success.
Whether you're an executive, manager, professional, or entrepreneur, you need to think ahead. When you do it in a formal sense, it's called it planning, when you do it informally it's something like speculating.Whether you're planning or speculating, the exercise rep- resents just the tip of the iceberg. For the plans or scenarios to amount to something, they have to be implemented. In turn, that usually involves other people.Which takes us to the subject of communication: How do you convert those ideas in your head into instructions or position papers or even real plans?I recommend writing, as in the sense of spending at least a few minutes to put the ideas to paper. Several benefits come out of the writing process:First, you'll force yourself to clarify what you're doing and what you want others to do. As long as an idea remains in our heads, it's not made accountable, so to speak. That is, we don't subject our ideas to rigorous scrutiny when they're just thoughts.But, when we write out an idea, the strengths and weaknesses show up rather quickly; we force ourselves to look at the idea more critically. When I wrote the publishing plan for Abbott's Communication Letter, for example, the writing process uncovered many key issues.But, writing it down assumes even greater importance when we need to communicate with others. Since most thoughts for the future are inherently complex or uncertain, a written version of your plan enables you to explain much more.As you've probably noticed, you can't really deal with much complexity verbally, unless you're making a speech or presentation. In face-to-face communication, for example, a train of thought often gets derailed by questions or interjections by the other person.A written plan also communicates to others a broader scope than a verbal plan. After all, when you're writing, you can bring in the past, cover the present, and look into the future. Or, you can illustrate your points with more detail than you can in a verbal report.So, let's subject this article to the writing test, to see if hangs together.First, the article opened with the idea of looking or thinking ahead, and I assumed -- note, I assumed -- this thinking implied future action.Second, you'll see the idea to take action, or to get others to take action on our behalf, we need to be clear about the 'what' and the 'why' before we start. Of course, not every action needs this kind of launch; perhaps I should have said "For important projects...."Third, I suggested the way to get this clarity is to write it out, but in retrospect, perhaps that simply reflects my bias toward writing. Perhaps you manage well simply by thinking, and don't need to write.Fourth, I next listed a couple of benefits that flow from writing, and looking back I see a that I had bigger projects in mind when I wrote it. Smaller projects may not warrant the writing process.So, all in all, subjecting this article (at least the first part of it) to the writing process did have the desired effect, and I discovered a couple of assumptions that I wasn't conscious of while writing. And, if I was writing a plan, especially a plan for a big project, those would be worthwhile discoveries.In summary, writing down your ideas not only helps you clarify your plans or goals, but also helps you communicate what you want others to do or think.
What is Patch Management Software?Patch management software uses a system for scanning, management and applying of patches in a network environment in order to make it secure and free from vulnerabilities. Patch "management software" allows for the approval and denial of patches used on desktops, laptops, servers, and other mobile devices. It is software that detects weak and possibly susceptible infrastructures that may be present in software applications and varying operating systems that threaten the security of the network.Who is Patch Management Software for?Patch management software is for anyone who wants a secure network, easy management of changes and updates, and efficient network management. IT professionals in small businesses to large organizations are prime candidates for patch management software. The larger the organization, the more important it is to have "patch management software" .What are the main features of Patch Management Software? * Patch approval or denial * Automatic and recurring scans * Policy based patch management * Complete automation for patch location, discovery, and deployment * Reliable and up-to-date patch databases * Complete rollback to pre-patch environment * Rapid, easy, & automated deployment * Flexible configurations * Multilingual consoles * Complete & comprehensive local/web-based reports and history * Multi-OS vulnerability scanning and patching * Cross platform product installation * Client-side aptitudeWhy should you use Patch Management Software?Here are 7 good reasons: * To ensure that the most appropriate software available is installed * To seal security ambiguities in systems that can be exploited by malicious attacks * To reduce system downtime and keep up with system changes, bugs and issues * To limit attacks that target known software vulnerabilities by hackers * To be the last line of defense and secure networks from security threats * To evaluate and choose the proper patches for each computing platform * To defend your IT infrastructure and keep up with ordinary maintenanceWhat kind of financial investment can you expect to make for Patch Management Software?Here are a few guidelines to help you: * Its usually on a volume system license basis. For example if you need have less than 100 systems on your network, it may cost you anywhere between $200 -$1000 for the license. On the other hand, if you have more than a 1000 systems on your network, it may cost you somewhere around $2500 $5000 for the license. * There are companies that provide unlimited licensing, but that can cost $6000+. Generally companies provide yearly licenses. So when you are trying to figure your budget, make sure you calculate these figures in for a yearly basis. * Many times the licenses are by seats (which is still the number of computers on the network). The prices for seats can range from $150 - $300 for up to 5 seats or $3500 - $10,000 for 100 or more seats. * The most important thing to understand is that price varies by company and need. Be sure to ask a lot of questions and use the guidelines you find on this page before you make your final decision or make any financial investment._______________________________________________________For more information on patch management software or other types of management software, visit Management Software Review (http://managementsoftwarereview.org). Your SOURCE for management software info.