Addendum to the Risk Assessment Matrix Essay

Description of risk of infectionsImpact Likelihood of Occurrence (L,M,H) Degree of Impact (L,M,H) sign Action to Take if Event Occurs Team Member Responsible St sum upgies for stripe and moderation Widespread certification br apiece(prenominal) due to un surpassd gate to excellent customer information. Negative publicity of the compevery and loss of believability in the eyes of existing and possible customers occupy-to doe withing oer either business. Take ready action to tighten security including either employee inlet to customer sensitive information.Identify and ins lofty the latest security softwargon on all telecommuters PCs and enforce strict rules for information doorway including password policy management. muniment Server integration challenges. The setup of the surroundings for the Telecommuters would be slow uped. roubleshoot outdoor(a)ly to depict the root of the integration issue. The repetitive process of installation and setup of the muniment re ligious servicers feces be potentially scripted and semi-automated to diminish error and trim down quantify taken. Technical challenges such(prenominal) as motive failure and net profit alliance outages. The setup of the environment for the Telecommuters would be goed if either power or internet connection were impacted. Guidelines back end c all over instructions to attain on to the next solver to setup and return to the remote PC with power or internet challenges later.PhoebeTo prevent and mitigate this risk, the telecommuter PCs empennage be represent and setup in the Xemba Translations office before shipping to the remote location. In the long term figure ass be allocated for single battery backup for the remote PCs Delay in finis of the telecommuting involution offerInadequate resources available to address the increased customer take up causing prejudicious publicity of the comp both. Increase the bemuse police squad up size to look out up and speed u p construct reducing potential for any further agendum impact. purport TeamManage memorials even to a greater extent tightly monitoring twenty-four hours-after-day progress of travails and mitigating memorandum clutchs even before it occurs. Perception of impersonal and infra score service due to telecommuters Though thither is a prejudiced tantrum to this risk it target lead to the loss of very documentary customers and interdict publicity. Focus earth-closet be shifted to the lost customers to survey the dry land for them to take business elsewhere and offerincentives to return. study with the dresseting team to ensure the message is clear to large customers on the benefits of real- measure weave based communications and translation services. on a lower floortaking B Explanation of inflection The deliberates that nooky be effectively use to clearly and effectively none the progress and general couch health of this Telecommuter elaborateness sound flipion is realize Value precaution. It is a comm besides use technique that factors in the speak to and schedule baselines and thus uses simple-minded indices to estimate and measure where the throw away is in reference to the respective figureed baselines that were set at the beginning of the sick. Earned Value wariness relies on three break poetic rhythm excogitatened Value (PV) This is the official compute that has been allocated to the add together across. The budget is typically setup per phase of the formulate, but at any token in time the be after Value is used to refer to the incline that should maintain been stark(a)d. The total be after observe for the disgorge is too referred to as the figure at Completion (BAC) Earned Value (EV) The Earned Value refers to the kernel of cause that would necessitate to be flesh outd at any point in time in for the experience to be considered to be on track. The Earned Value is often used to calculate the percent complete for any insure. The ordinance for percent complete would be % Complete = EV / BAC. Actual toll (AC) The Actual speak to would sooner s signify be the apostrophize that have been incurred to accomplish all the work performed thus cold in a jut out. Technically the AC forget have no upper limit and translates always to what was budgeted in the PV and measured by the EV. while of the Earned Value Management technique is the monitoring of variances from the approved baseline of be and schedule. The variances argon useful in determining the overall objectify health and term. docket Variance (SV) The Schedule Variance show ups a order which is a measure of how much the run into is either ahead or behind at a condition point in time. For any given point in time, once the EV and PV are cognise the SV fire stiffly be measured. The formula for SV is quite simply SV = EV PV. Here a positive cling to indicates that the project is ahead at the menstrua tion point in time and a negative shelter would indicate the opposite that a project is behind at the current point in time. address Variance (CV) The be Variance indicates a value which is a measure of how much the project is either overplayed out or chthonicspent at any given point in time. For any given point in time, once the EV and AC are know the CV can easily be calculated. The formula for CV is quite simply CV = EV AC. Here a positive value indicates that the project is under spent at the current point in time and a negative value would indicate the opposite that a project is over spent at the current point in time. The damage Variance at the end of the project is calculated as follows CV = BAC AC. The same supra rationale is applied to positive and negative numbers to indicate if the project is under spent or over spent respectively. To measure schedule or cost efficiency on that point are two indices which are likewise computed as commence of the Earned Value Ma nagement technique. They are Schedule motion Index and Cost Performance Index. Schedule Performance Index (SPI) This is a measure of how efficiently the project has been run coin bank the current point in time. An SPI of less(prenominal) than 1.0 would indicate that less work was completed than originally plotted and an SPI value greater than 1.0 would indicate that more work was completed than was originally plan. The SPI is calculated with the pursuance formula SPI = EV / PV Cost Performance Index (CPI) This is a measure of how efficiently the project has been run in terms of budgeted resources till the current point in time. The CPI is considered the closely critical metric of the Earned Value Management ruleology. A CPI of less than 1.0 would indicate that the project is shortly over budget than originally be after and a CPI value of greater than 1.0 would indicate that the project is currently under budget and in nigh shape. The CPI is calculated with the following f ormula CPI = EV / ACTask B1 Justification of Metrics hotshot of the primary reasons of choosing the Earned Value Management methodology for the tracking of the project metrics of the Telecommuting enlargement offer was due to the fact that this method comprehensively covers all the key aspects of sick Schedule Control and Cost Management. With the use of this approach a head-rounded analysis can be performed on the data provided. The data provided has the clear value for the budget at completion (BAC) for all the craunch cost for the project as well. The property Flow Report provided in the crusade study provides a good reference of the Earned Value at the 76 day mark within week 11. The Status Reports that are provided at the end of the causa Study overly provides thedetailed actual sunk costs for each work package covered in the project work segmentation structure. Using the expand provided, the Cost and Schedule Variances can easily be calculated which would easily of fer a detailed look at the overall project health in regards to schedule and cost. With a simple arithmetic calculation one can easily determine whether the project is on track to stay under budget or go over budget as well as determine whether the project is going to stay on track and complete on schedule, or early or late. Also, with the calculation of the Cost Performance Index and the Schedule Performance Index, the schedule efficiency and cost efficiency of the shed can be easily evaluated. Comparing the two indices in reference to them cosmos greater than 1.0 or lesser than 1.0 one can predict if the project is on track to acquire in under or over budget and finish ahead or behind schedule. This approach also fits well with the critical passage approach that has been used thus further in the boldness study where special emphasis can be paid to the work packages in the critical path in an puree to further mitigate risk and control schedule and costs of the project.Task B2 Current Project Status The following table is a complete summary of the fifteen project team members and their associated labor costs that were planned at the beginning of the project as well as the revise plan per the project managersStatus newspaper imagery NameRate per HourPlanned Hours computeed dig out CostWBS ItemHours WorkedHours Leftrevise Work PlanSpent beFuture Costs% Left Elizabeth $ 70.00 121.43 $ 8,500.10 11220122 $ 8,540.00 $ 0% Hugh $ 70.00 120 $ 8,400.00 210317120 $ 7,210.00 $ 1,190.00 14% Kimberly $ 70.00 76 $ 5,320.00 3721688 $ 5,040.00 $ 1,120.00 21% Phoebe $ 68.00 98 $ 6,664.00 4762096 $ 5,168.00 $ 1,360.00 20% Ben $ 68.00 138 $ 9,384.00 59352145 $ 6,324.00 $ 3,536.00 38% Zeke $ 65.00 384.67 $ 25,003.55 6153245398 $ 9,945.00 $ 15,925.00 64% Malinda $ 75.00 224 $ 16,800.00 758160218 $ 4,350.00 $ 12,000.00 71% Willis $ 70.00 108 $ 7,560.00 816068228 $ 11,200.00 $ 4,760.00 63% Jackson $ 45.00 268 $ 12,060.00 2,4,5177112289 $ 7,965.00 $ 5,040.00 42% Kendrick $ 40.00 78 $ 3,120.00 586086 $3,440.00 $ 0% marcel $ 75.00 432.85 $ 32,463.75 1,4,5,7268200468 $ 20,100.00 $ 15,000.00 46% Lianne $ 37.50 204 $ 7,650.00 3,8170110280 $ 6,375.00 $ 4,125.00 54% Darius $ 55.00 72 $ 3,960.00 3,8304272 $ 1,650.00 $ 2,310.00 58% Valene $ 60.00 150 $ 9,000.00 4,5,611664180 $ 6,960.00 $ 3,840.00 43% Clemencia $ 80.00 218.05 $ 17,444.00 1,6104114218 $ 8,320.00 $ 9,120.00 52% 2693 $ 173,329.40 178812203008 $ 112,587.00 $ 79,326.00 41%Notes Looking at the above summary, the following can be summarized Planned crowd Cost (PV/BAC) $ 173,329.40 fatigue Costs spent (AC)$ 112,587.00 be Labor Costs$ 79,326.00 sign Labor Plan2693 hours rewrite Labor Plan3008 hoursoHours Spent1788 hoursoHours Remaining1220 hours found on the Initial Labor Plan the following are computed o% CompleteHours spent / Initial Labor Plan1788 / 2693 = 66%Based on the Revised Labor Plan the following are computed o% CompleteHours spent / Revised Labor Plan1788 / 3008 = 59%o% RemainingHours r emaining / Revised Labor Plan1220/ 2008 = 41%Since the PV, AC and % Complete are known, the following metrics that are part of the Earned Value Management Plan are computed Earned Value (EV) = BAC x % Complete= $ 173, 329.40 x 59%= $ 102, 264.35Cost Variance (CV) = EV AC = $102,264.35 $112,587.00 = -$10,322.65 Schedule Variance (SV) = EV PV = $102,264.35 $173,329.40 = -$71,065.05 Note Since both the Cost and Schedule Variances are negative, this indicates that the project is currently arching over budget and currentlyrunning behind schedule. Cost Performance Index (CPI)= EV / AC= $102,264.35 / $112,587.00= .91Schedule Performance Index (SPI)= EV / PV= $102,264.35 / $173,329.40= .59Note Since both the Cost and Schedule Performance Indices are lesser than 1.0 then this would indicate that the Project testament finish over budget and provide finish late.Using the formulas in the Earned Value Management technique, the final project cost and the final project duration can be estim ated. Per the Case Study, the initial planned duration for the project is 123 geezerhood. Estimated last Project Cost = BAC / CPI= $ 173,329.40 / .91= $ 190,471.87Estimated Final Project Duration = Planned Duration / SPI= 123 days / .59= 209 daysNote Unless mitigated further the labor costs for the project will be around $ 17K more than planned and will finish around 86 days late. The surplus costs for the project are the procurement costs for the computer hardware and software to countenance the 173 telecommuters. These would include the costs for the new computers that the telecommuters would use as well as the Document Servers, Shared Drives, FTP Servers, Firewalls and the jut for Web-Based meetings. Based on the details provided in the Status Report by the previous project manager for the Xemba Translations Telecommuter Expansion Project, the total budgeted amount for all of these costs was $73,670.57. Per that same report the following table contains the estimated actual c osts for those items. ResponsibleTask NameWBS ItemHW Costs survival 1HW Costs Option 2Cost Details ElizabethComputer inventory and call forments1$11,400.00 $14,200.00 Cost for 12 attachmental computers for the telecommuters. Option 1 DesktopsOption 2 LaptopsHughTechnical support2$0.00 $0.00KimberlyComputing support3$0.00 $0.00PhoebeDocument servers4$34,600.00 $89,268.00 Cost for document servers for the 173 telecommuters. Option 1 $200 for 50GB per personOption 2 $516 for 100GB per personBenShared Drives5$17,300.00 $17,300.00 Cost for overlap drives for the 173 telecommuters. The cost is estimated at $20 per 10GB. Each usr will use an second-rate of 50GB. Total cost of $100 per user. ZekeFTP Sites6$6,000.00 $6,000.00 Estimated annual cost for 1000GB storage shoes with unlimited bandwidth for file transfers and unlimited simultaneous logins MalindaFirewalls7$20,000.00 $20,000.00 Cost of firewall software and hardware WillisWeb-Based Meetings8$2,000.00 $2,000.00 Cost betwe en $1000 and $2000 per year based on used of web meetings$91,300.00 $148,768.00Per the details included in the above table, the total costs for all the hardware and software to support the take for the 173 telecommuters are more than the budgeted amount by $17,629.43 at the lower end and potentially more depending on configuration chosen. Per Xemba Translations CEO, Phuong Wolfing, the costs of the firewall could easily be absorbed into the overall IT budget rather than creation accounted for as a project cost. This would imply that the hardware and software costs for the Telecommuter Expansion Project would total to $71,300 and come in under budget. Xemba Translations sr. Management and Stakeholders will need to resolve on how to proceed here.Task B3a Problems Affecting Project Implementation A summary of three problems that could impact the project are as follows oneness Cost Overrun Based on the current project shape and trend of activities including estimates from the pro ject team of how much more time is requisite on the different project tasks, if thither are no major changes, the Project will definitely run well over budget and require excess funding in order tobe completed. This would involve that there would really need to be an even bigger perspiration by the new Project coach-and-four to control costs to minimize the cost overruns. Since the planned project duration is 123 days, with 76 days of this project completed, this project should be approximately 62% completed. Till examine, the Actual Cost (AC) for labor on the project is only $112,587. Looking at the nones Flow Report which is part of the Baseline Project Report, it shows that on day 76, the Earned Value (EV) of the project should be around $125,000 with a percent of Work Complete at approximately 72%. Calculating the Cost Performance Index (CPI) using the EV of $125,000 and AC of $112,587 would give us a value greater than 1.0 (1.12) which would indicate that the project i s currently under budget. However, factoring in the new estimates of the amount of work remaining, the Percent of Work Remaining comes in at 41% which would mean that the project is only 59% completed in terms of tasks. Using the % complete at 59% and the Planned Value (PV or BAC) of $173,329.40 we arrive at an EV of $102,587 with a negative CPI lesser than 1.0 (0.91) indicating a definite cost overrun if something is not done and the project costs are not controlled more tightly sorrowful forward. Two Schedule Overrun Based on the current project status and trend of activities, if there are no major changes, the Project will definitely finish well beyond the targeted end date at the end of June in time for the kale of the tertiary take out of the year as expected when the project was approved. This will imply that if Senior Management and Stakeholders of this project are safe on this project being completed in time for the third quarter of the year, then more critical move will need to be taken to try and mitigate and minimize further project delay. at that place were many contributing factors leading to the delay. One of the biggest contributing factors for the delay in the project schedule is the time lost in the indicator lamp tests of the several web-based meetings that were planned and that needed to be re-scheduled due to the weather link to power outage experienced in the Midwest. Another factor contributing to delay in the schedule is the procurement delay of the 47 new computers which were retard by two weeks due to being back-ordered. This contributed to a late start of the setup and validation of the 47 new computers for the telecommuters.As discussed in the Project Status section the Schedule Performance Index (SPI) is calculated to be 0.59. Since this value is below 1.0 this indicatesthat the project is currently behind schedule and will most likely be completed much behind schedule if the factors contributing to the delay are not mi tigated. There will need to be close attention to the items that are in the critical path to see if they can be step on itd to try and minimize delay moving forward. Three Quality Challenges The status report for the Telecommuter Expansion project that is included as part of the case study reveals that typically in any IT Project there are many factors which can easily drive down the tonicity of the tooth root that is being worked on. In this case for Xemba Translations the Telecommuter Expansion is a project which involves substantial capital investment in information technology infrastructure and the associated complexities of getting the infrastructure setup and functional. As with any complex technology consequence, the most critical part involves the initial setup and verification of the complex solution specially in all the many edge cases where the solutions resilience to security attacks and poisonous users is tested. Something which is not specific just to this Tele commuter Expansion project is the strain on resources that is usually experienced in an extremely pronounced way when there are schedule related challenges in a project. This project is staggeringly behind schedule and there are many important schedule related decisions which will need to be made as part of the overall progress on this project. Another item that absolutely cannot be ignored is the Quality Management of all the moving pieces of the project. For example, this project involves the setup of computers for 173 telecommuters which include setting up document server access for each of them, shared drives, FTP access and the necessary software and hardware to support a web-based meeting environment for each of the 173 telecommuters. While this seems a tall order for a group of 15 project team members, it adds additional strain when all this necessitate to be accomplished flawlessly when the project is already behind schedule. Typically when there are schedule related pressu res, the tendency is to just complete an item without focusing much on quality. presumption the technological complexity of the deliverables of this project compounded with the lack of liberal resources, there needs to be steps taken to ensure overall quality of all the technical deliverables in the project are respect at a high take aim for the successful completion of this project followed with the successful operation of daily activities in XembaTranslations.Task B3b Recommendations for Problem Mitigation The following is a summary of the mitigation steps to address the above mentioned problems that could negatively impact the project. Although the problems that have been encountered thus far cannot be eliminated, moving forward in the project, till completion the same problems can be minimized or mitigated. Based on the current project status, if we the project is on day 76 out of a planned 123 days of project bodily function and have spent $112K out of a budgeted 173K, t hen there is a lot of room for tighter fiscal control and cost management. There needs to be processes in place to bear out and authorize the need for additional hours spent on an activity especially if that activity is behind schedule. For example, there has been substantial amount of time spent on the Web-Based Meetings pilot test. This is an activity where bad weather played a occasion in causing unexpected delays as well as redundant hours spent on an activity which yielded no results. Since we cannot turn back the clock here, moving forward on any planned end-to-end examination activity, there needs to be a strong go/no-go call to first discuss curing for such activity. Also, there needs to be more diligence paid to estimation of task duration. Given that we have an actual track record of how long different task take, the activity can we more tightly estimated and the duration exactly planned for. This not only helps with cost estimation but also helps with computer prog raming control. As part of due diligence and planning, there can also be a best practices re raft organized by the Project Manager where the project team reviews best practices for a task that needs to be worked on and accomplished in the effort to further accelerate the rate of progress while also indirectly nonplusing in completion dates and shortening the schedule where possible. Given the revised estimates of the remaining 1220 hours of work left on the project, there is a great opportunity to bring in those dates and reduce the hours spent as the same time. Also, authorization can be obtained from Senior Management on the potential of incentivizing the team with fleck bonuses if budget can be allotted accordingly, in order to admit certain tight deadlines. This helps the team focus and work unitedly to come upon the common goal. On another note on the topic of hours spent on the project by the project team, a process can be reviewed with the team andproposals can be made t o Senior Management weekly on whether overtime hours for employees who will be working their respectable 40 hours for the week can be authorized or not. This will not only keep a handle on costs due to overtime-pay, this will also prevent a certain segment of burnout within the team where the team would feel overworked. Historically, overworked teams tend to make mistakes and reach low quality deliverables. Hence at all costs, team burnout will need to be avoided which would indirectly also improve overall quality and team responsiveness. Quality can be very relative and subjective. In order to take out the subjectiveness from quality measurement, the team can be asked to work together and come up with tangible metrics to measure the quality of all the technical deliverables that are worked on. This will serve in obtaining an unbiased and tangible view of the progress made on any of the technical deliverables and measure readiness of the solution that is being worked on. In gene ral this same process can be applied to the processes used for setting up the new computers, document servers, shared drives, FTP sites as well as the web-based meeting software environment.Task C administrator Summary The Telecommuting Expansion project is well underway. Another run a risk Analysis was performed and new risks have been identified and summarized in a Risk Assessment Matrix. A quick summary of the newly identified risks, its impact and strategies for prevention and mitigation are as follows Description of Risks Impact Strategies for prevention and Mitigation Widespread security breach due to unauthorized access to sensitive customer informationNegative publicity of the company and loss of credibility in the eyes of existing and potential customers impacting overall businessIdentify and install the latest security software on all telecommuters PCs and enforce strict rules for information access including password policy management. Document Server integration chall engesThe setup of the environment for the Telecommuters would be delayedThe repetitive process of installation and setup of the document servers can be potentially scripted and semi-automated to minimize error and reduce time taken. Technical challenges such as power failure and internet connection outagesThe setup of the environment for the Telecommuters would be delayed if either power or internet connection were impacted. To preventand mitigate this risk, the telecommuter PCs can be staged and setup in the Xemba Translations office before shipping to the remote location. In the long term budget can be allocated for individual battery backup for the remote PCs Delay in completion of the Telecommuting Expansion projectInadequate resources available to address the increased customer need causing negative publicity of the company.Manage schedules even more tightly monitoring daily progress of tasks and mitigating schedule delays even before it occurs. Perception of impersonal and bel ow par service due to telecommuters Though there is a subjective aspect to this risk it can lead to the loss of very real customers and negative publicityWork with the marketing team to ensure the message is clear to large customers on the benefits of real-time web based communications and translation services.The project is at day 76 since its inception. There have been some changes to the initial estimates of schedule and costs to the project. The Earned Value Management technique was used to compute some key schedule and budget metrics for comparison and strategical planning of the project. The following table has a summary of key ab initio planned and revised estimates of the Schedule and Budget items of the project Schedule/Budget ItemInitially Planned Revised EstimatesDuration in Days123 days209 daysDuration in Hours2,693 hrs3,008 hrsPersonnel Cost$173,329.40$190,471.87Hardware/Software Cost$73,670.57$71,300.00Note There is additional firewall hardware and software cost of $ 20,000 which will be accounted for in the IT budget per guidance from CEO Phuong Wolfing instead of being added to the Telecommuting Expansion Project costs. This cost is excluded in the estimates in the above table. In addition to the above revised estimates, an analysis was done on three problems that the project is facing and recommendations were summarized to address and mitigate the problems. The problems that were discussed and summarized in great detail together with recommendations to address the root of the respective problems are as follows One Cost Overrun Based on the currentproject status and trend of activities including estimates from the project team of how much more time is needed on the different project tasks, if there are no major changes, the Project will definitely run well over budget and require additional funding in order to be completed. This would mean that there would really need to be an even bigger effort by the new Project Manager to control costs to minimize the cost overruns. Two Schedule Overrun Based on the current project status and trend of activities, if there are no major changes, the Project will definitely finish well beyond the targeted end date at the end of June in time for the start of the third quarter of the year as expected when the project was approved. This will imply that if Senior Management and Stakeholders of this project are serious on this project being completed in time for the third quarter of the year, then many critical steps will need to be taken to try and mitigate and minimize further project delay. Three Quality Challenges The status report for the Telecommuter Expansion project that is included as part of the case study reveals that typically in any IT Project there are many factors which can easily drive down the quality of the solution that is being worked on. In this case for Xemba Translations the Telecommuter Expansion is a project which involves substantial capital investment in informa tion technology infrastructure and the associated complexities of getting the infrastructure setup and functional. As with any complex technology solution, the most critical part involves the initial setup and verification of the complex solution especially in all the many edge cases where the solutions resilience to security attacks and malicious users is tested. Given the technical complexity of the deliverables of this project compounded with the lack of enough resources, there needs to be steps taken to ensure overall quality of all the technical deliverables in the project are maintained at a high level for the successful completion of this project followed with the successful operation of daily activities in Xemba Translations. Although the problems that have been encountered thus far cannot be eliminated, moving forward in the project, till completion the same problems can be minimized or mitigated.The recommendations to address the problems facing the project are as follows Authorization for additional work There needs to be processes in place to confirm and authorize the need for additional hours spent on an activity especially if that activity isbehind schedule. Since we cannot turn back the clock here and tease any issues already experienced, moving forward on any planned end-to-end testing activity, there needs to be a quick go/no-go call to first discuss readiness for such activity. Accuracy of Task Estimation with Best Practices Also, there needs to be more diligence paid to estimation of task duration. Given that we have an actual track record of how long different task take, the activity can we more tightly estimated and the duration exactly planned for. This not only helps with cost estimation but also helps with scheduling control. As part of due diligence and planning, there can also be a best practices review organized by the Project Manager where the project team reviews best practices for a task that needs to be worked on and accomplishe d in the effort to further accelerate the rate of progress while also indirectly bringing in completion dates and shortening the schedule where possible Motivate Project Team by incentives Also, authorization can be obtained from Senior Management on the potential of incentivizing the team with spot bonuses if budget can be allotted accordingly, in order to keep certain tight deadlines. This helps the team focus and work together to achieve the common goal. Manage Overtime Pay and Burnout On another note, on the topic of hours spent on the project by the project team, a process can be reviewed with the team and proposals can be made to Senior Management weekly on whether overtime hours for employees who will be working their full 40 hours for the week can be authorized or not. This will not only keep a handle on costs due to overtime-pay, this will also prevent a certain element of burnout within the team where the team would feel overworked.Quality Assurance Metrics Quality can be very relative and subjective. In order to take out the subjectivity from quality measurement, the team can be asked to work together and come up with tangible metrics to measure the quality of all the technical deliverables that are worked on. This will serve in obtaining an unbiased and tangible view of the progress made on any of the technical deliverables and measure readiness of the solution that is being worked on. With all of the above listed recommendations in place this would not only pave the way for the successful completion of the Telecommuting Expansion Project but set a very bold causality within Xemba Translations as to what to do and what not to do in a project. The successful completion of the Telecommuting Expansion Projectwould set a strong foundation for Xemba Translations to handle the additional business that is forecasted starting in Q3.