Individual Privacy vs National Security Essay

Introduction Since the terrorist attack of 9/11, America has been in a high level conflict with terrorist around the world, particularly the group known as Al Qaeda. There has been many discussions within the U.S. Congress about the measures of how to effectively combat this organization and their members, here and abroad. Consequently, the issue of individual privacy vs. national security has generated discussions within the civilian and government sectors. To date, the discussions continues with many private citizens who feels they are constantly losing their privacy , when will it end, and how long will it continue. In this report, it will discuss where privacy issues began and where the public see individual privacy vs. national security come together in its most recent society. Do the public succumb to total governmental control, or do they propose continued debate in the nation’s process of the national security process. There are always two sides of a story, the pros and cons, the laurels and pitfalls, or the good and the bad, and for the public, it has to decide which side in each of these is the right side it feels is the best possible side to be on. One hand, national security is decided by the government to protect its citizens, by the measures it puts into place it feels is necessary, and what duration these measures will be in effect. On the other hand, the level of security and safety is set without discrimination to all. This results in the dilemma of the battle between individual privacy versus national security issues, that are essential to the individual, the public, and government. The Claim: What privacy should an individual lose to protect against terrorist because It gives society a level of feeling protected by the protections in place. The public can only maintain a limit of safety by giving up a degree of privacy to governmental agencies in order to protect this basic need; and it is a trade off to give up a certain amount of privacy, but not complete privacy. Justification of Claim: The justification of the claim is that it is prudent and the right of the public to debate the process of privacy, which the public has come to rely on for many years. Even though limited under the constitution, privacy rights and national security is important to the country’s citizens on all levels of government. The Bill of Rights is the area where citizens’ rights are specified, and over the years of war, and specifically after 9/11, citizens have seen and felt an erosion of their rights. Constitutional protections of individual rights not expressed specifically by the Bill of Rights is being at best controversial, (Linder 2012a). Many originalists, including most famously Judge Robert Bork in his ill-fated Supreme Court confirmation hearings, have argued that no such general right of privacy exists. The Supreme Court, however, beginning as early as 1923 and continuing through its recent decisions, has broadly read the â€Å"liberty† guarantee of the Fourteenth Amendment to guarantee a fairly broad right of privacy that has come to encompass decisions about child rearing, procreation, marriage, and termination of medical treatment. Polls show most Americans support this broader reading of the Constitution, (Linder 2012b). Looking forward under this decision, each citizen relies on its government to maintain a fair level of protection and security as well as maintaining a balanced level of privacy. The justification for this claim shows how the rights of individuals is a must, within the American society, compared to the national security of the country’s territory and a balanced approach it must give to its people within previous rulings. Individual Privacy vs. National Security After 9/11 a set of laws was set in place to protect us from Terrorism and terrorist attacks and placed under a new governmental act called the Patriot Act. With the past occurrences of 9/11, with the airlines planes crashing into the twin towers in New York City, and the Pentagon, it was not hard to convince the public this action was not needed. The residing administration presented stacks of follow-up attacks to Congress from experts and officials on a daily basis with grim pictures or scenarios of possible attacks on nuclear facilities, schools, shopping centers, and  others alike, that the public saw measures in place as acceptable and adequate, (Downing 2008a). Downing further states; Americans have seen their privacy and other rights curtailed in previous wars but the present-day privations are unfounded only in the duration of these rights. Just how long will the duration of war on terrorism and rights last, it has already lasted longer than any other US wars. Further sources of concern to the public, are the rich array of devices and techniques of the government, such as improved computer programs, databases, and surveillance gear, never before used in previous wars and never devoted as resources to any state or its partners. What if any remedies are there in the political system in the privacy of individuals versus national security protections and concerns? The courts have narrowed away some of the concerns, but the bulk of these powers, many of them are still persisting. Congress has been hesitant to amend passing the Patriot Act and its follow-ups, due to fear of being labeled unpatriotic, but also for fear of being blamed for further terror attacks. So far, no president or presidential candidate will probably seek to curb the purview of the Committee on the public safety, nor hardly mention future changes. Privacy, like its colleague individualism, has been in decline anyway †Ã¢â‚¬Å" putting up only token resistance here and th ere against mass society, a corporate-based economy, and relentless bureaucratization. So perhaps the war on terror requires us to bid a fond adieu to privacy and send it off to government bureaus for safekeeping. They broke it, it’s theirs (Downing, 2008b) According to laws enacted by the government after recent terrorist activities, it has the right to eavesdrop on telephone communications, monitor online communications of suspects, and incorporate surveillance on anyone it feels is a threat. With recent attacks upon American soil and the loss of thousands of lives, law enforcement agencies have asked for broader and pervasive laws to counter security challenges. Some have asked if these changes will impact the privacy of its citizens, and indeed over the years, history has shown the rights and liberties of citizens have been curtailed and in some instances revoked completely. One example, during World War II 120,000 Japanese Americans were forced into internment camps. Nowhere in the U.S. Constitution is there a harmonization-of-laws guarantee, by definition (An adjustment of differences and inconsistencies among the difference of  measurements, methods, procedures, schedules, specifications, or systems to make them uniformed to or mutually compatible with). In 1803 Chief John Marshall said in his opinion Marbury v. Madison, the Supreme Court is the final arbiter of â€Å"what the law is.† 2003 Tracy Mitrano Marshall also stated, that settling the duties of inconsistencies, disharmonizations, and contradictions falls to the duties of the Court, which in its practices, means that many such problems may go unaddressed for years and some of the controversies may never be resolved. Complications and constitutionally are thought of as checks and balances, and the cost of checks and balances systems are weighed in confusion and consternation and capricious that have the appearance of resolving conflicts once and for all. Before we go deeper into the analysis of the legislation, let’s examine the following terms of privacy and security. The American Heritage Dictionary defines privacy as secluded from sight, presence or intrusions of others, confined to one person. There are those who have pointed out that nowhere in the constitution the word privacy appears. The word security comes from the Latin word Securus, meaning carefree. Definitions of security begin with freedom from danger, risk, harm, etc. No matter what measures are taken to assert security, no one should think the outcome would mean complete freedom. Notice how the definition of the word security, implies that its function is as the means to quality, freedom, no less and not as an end to itself, as balance is the key. The American history provides us a variety of examples of how that balance has shifted over time. The Alien and Sedition Acts of the 1790s were the first example of a federal law believed to have thrown off the balance in favor of security over civil liberties, designed to silence and weaken the Democratic-Republican Party by the Federal P arty. To protect the new United States from an antagonistic French Revolutionary government as legal devices over the Naturalization Act, that actually backfired, ensuring the Revolution of the 1800’s to expire. This episode stands as a lesson of federal legislative overreach-political impulses of legislation touted as patriotic and necessary for national security, and the dissolving of the Federal Party. The internment of the Japanese, remains the opposite of Roosevelt’s emergency measures, which were the most shameful of all mistaken emergency legislative measures. As in each case of emergency legislation that protects national security, it also  curbs civil liberties and must be interpreted in context of a very complex history. Acts and organizations such as FERPA, HIPAA, and FSMA shares the purpose of preserving the privacy of records in keeping with the foundational tenents of fair-information practices. These fair-information practices are as such are transparency, relevancy, the ability to correct records, institutional obligations to maintain records of disclosures and provide notice to subjects, and finally, the security of those records. Dealing with paper records years ago, under FERPA regulations, colleges and universities now are struggling with the task of bringing electronic security up to the same level of confidentiality and availability. Due to the creation of IT security programs-which include policies, procedures, guidelines, risk assessment, and education/training-corresponds to new legal developments such as FMSA and HIPAA, which raises the specter of liability, legal requirements should also come as an encouragement for IT professionals. Intrusion-detection and -response plans require leadership, articulated practices, enforcement polices, and education within the campus communities, all of which relevant hardware and software as well as highly trained personnel to address these matters adequately and professionally. Sharing-of-information legislation, under national security, such as the Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act (the USA- Patriot Act) and the Homeland Security Act pulls in a direction contrary to privacy legislation. It is the longest piece of legislation of emergency legislation, well over a hundred pages, passed in the shortest time period, in all American history. It comes with three overall goals: (1) to enhance government to government information sharing (by lifting regulations that had monitored law enforcement relations between federal, state and local authorities, (2) to allow government surveillance and encourage private entities to share information with the government (by alleviating legal liability); and (3) create and expand existing criminal law design to fight terrorism (by adding specific provisions and expanding the definition and powers of existing legislation. So vast is the reorganizatio n of the federal government under this act , the implications have yet to be spelled out. But there are two are already along with, the Student and Exchange Visitor Information System (SEVIS) program, which requires every college and  university to report, abuses and fraud crimes, specifically allowing the death penalty for any abuse, (i.e. hacking) that results in serious physical injury or death. The second is the goal of the USA-Patriot Act-government surveillance and these two aspects of the Homeland Security Act have the most direct impact on scholarship and research, libraries, and IT resources in higher education. (Tracy Mitrano, 2003) Further in notations of privacy and national security, (Bajaj and Austen 28 Sep 2010) report, the United States and law enforcement and security agencies have raised concerns with new proposals electronic powers to track terrorist and criminals and unscramble their encrypted messages through e-mail and other digital communications. Officials from India have also stated they will seek greater access to encrypted data sent over popul ar Internet sources such as Gmail, Skype and other sources such as private networks that allow users to bypass traditional phone line links or logging in to remote corporate computer systems. Some have said that India’s campaign to monitor data transmissions within their borders may hurt other important national security goals: by attracting other global businesses and becoming a hub for technology innovations. In another report by, (Kandra, Anne; Brandt, Andrew; Aquino, Grace Jan 2002) Federal legislation passed in October gave investigators more tools for apprehending terrorists. Proponents of the law said it was needed to protect ourselves. Opponents said it will threaten our constitutional rights. But whatever position you take on these issues, it is important to know how the new laws will affect everyone’s lives online. They continue to report, the Patriot Act is complex and powerful, and it also broadens the definition of terrorism and increases the penalties for the crime of terrorism. Some of the more drastic changes in the law involve electronic surveillance. The act allows federal investigators to implement more powerful tools to monitor phone call s, email messages, and even Web surfing. What are the implications of this new type of surveillance for your Internet privacy? It is difficult to say exactly. The Patriot Act is vague on many key points, and understandably, law enforcement officials are not eager to show details about tools like the controversial Internet surveillance system, DCS1000 (and more commonly recognized by its previous name, Carnivore). â€Å"One of the biggest issues with Carnivore is that we don’t really know how it works,† says Ari Schwartz, associate director of the  Center for Democracy in Technology, a nonprofit group based in Washington, D.C., that focuses on preserving privacy and civil liberties on the Internet. What are the implications of this new type of surveillance for your Internet privacy? It is difficult to say exactly. The Patriot Act is vague on many key points, and understandably, law enforcement officials are not eager to show details about tools like the controversial Internet surveillance system, DCS1000 (and more commonly recognized by its previous name, Carnivore). â€Å"One of the biggest issues with Carnivore is that we don’t really know how it works,† says Ari Schwartz, associate director of the Center for Democracy in Technology, a nonprofit group based in Washington, D.C., that focuses on preserving privacy and civil liberties on the Internet. It is probably a fair assessment to say that joking when sending an e-mail about planting a bomb is not very good idea these days, and researching biological terror techniques over the Internet is not conceivably a good idea which would also draw suspicion. (Kandra et al., Jan 2002) Under the Patriot Act Amendments, the FERPA Act has a health and safety exception. It is well known to students and administrators, who invoke it to look at a student’s record in the case where a student is missing and police hopes to find clues to the student’s disappearance from their e-mail. The Patriot Act added a new terrorism exception design to protect the health and safety of everyone e lse. It is worth noting the broad definition of domestic terrorism, meaning activities that involve dangerous acts of human life, that are in violation of the criminal laws of the United States or any state, that appear to be intended to intimidate or coerce a civilian population or individuals, influence the policy of a government by intimidation or coercion , or affect the conduct of a government by mass destruction, assassination, or kidnapping and occur primarily within the United States. Within the principal of the Homeland Security act, its job is to reorganize a significant amount of the federal law enforcement and immigration and naturalization bureaucracy under the roof of one central agency, which grew out of concern that compartmentalization federal intelligence and law enforcement structures did not permit adequate study and intelligence and warning. The Homeland Security Act has already had a noticeable impact on immigration. The Student and Exchange Visitor Information System (SEVIS) a mandatory government issued program that tracks  the whereabouts of visiting foreign students attending colleges and universities. The concept is nothing new, as there were widespread disuse of bureaucratic disorganization from within the INS. The Patriot Act echoed the existing INS laws to require mandatory reporting and enforcement, and the Homeland Security Act passed on the baton. Civil privacy legislation that includes security legislation such as FERPA, HIPAA, and FSMA should be the rule. National security information sharing and anti-terrorist legislation, such as the USA-PATRIOT Act and the Homeland Security Act—should be the exception. With the USA-PATRIOT Act divergence from traditional constitutional standards, there have been many people who are concerned that the exceptions may soon swallow the rule. Tensions between these two types of legislations speaks to the more general concern of the American society at large, about a reduction of privacy overall, whether caused by changes in the law, in social norms, or in the very nature of information technologies. Even today with new technology its task has grown and evolved in recent years, and over the past three decades, the challenges have grown to protect individual and personal privacy, and to curb privacy violations. In general, several surveys and polls that were taken seem to suggest that the public feels there has been a loss of privacy and intrusions and the backdrop behind these new proposals could potentially impact privacy and civil liberties on a greater scale. Analysis from an ethics point of view, there are major concerns under national debate on tensions between privacy and security. Below are the following measures of security being proposed and public, personal and privacy issues under consideration. 1. Stricter security measures at airports, ports, points of interest in the U.S., and gathering places such as stadiums, and other large mass venue, (A) Extensive checks of baggage, personal searches and vehicles, (B) Intensive custom and immigration checks, (C) Restrictions within airport areas and certain public places, (D) Additional spot searches and personal property checks in key public areas, (E) Increased surveillance and monitoring of movements in key public areas. 2. Detailed, accurate identification and verification of identities and background,. (A) Mandatory issuance of national identity cards for all people, (B) Increase use of facial profiling systems for assessment of potential suspects. 3. Increased surveillance of all communities. (A) Monitoring via Internet  (‘Carnivore’}wireless, wire-lines, satellite, etc., (B) Broader wiretapping powers, (C) Broader (and possible indefinite) detention, arrest, and asset seizure powers, (D) Authority for blanket searches, secret searches, (E) Website activity monitoring and data collection, (F) Access to personal and business records of all kinds. 4. Tighter immigration laws to screen immigrants/visitors more thoroughly, (A) More thorough screening of credentials and backgrounds of visa applicants, (B) Tracking of movements of immigrants and other visiting foreign nationals through databases. (Krishnamurthy, 2001a) CRITERIA FOR ETHICAL DECISION-MAKING: (See additional charts posted be low by Krishnamurthy). POSSIBLE ACTIONS The proposed increases in security measures may be beneficial for the good of everyone if implemented in an impartial manner regardless to race, ethnicity, religion. Accountability and transparency in law enforcement procedures, especially on privacy issues must continue to be preserved, despite recent attacks. The judicial system must be empowered to deal effectively with all abuses of proposed security measures with regards to protecting the constitutional rights and liberties of all its citizens. It must also ensure anyone accused has adequate legal representation and a fair chance to prove their innocence. Ensure that the current atmosphere of rich ethnic and cultural diversity environment of the country with one another is not compromised. 1. Assess that this is a real and tangible problem we are facing. 2. If so, can it be handled without impacting/violating privacy at all. 3. If not, can it be handled by making it as less intrusive as possible. There are possibilities that additional lengthy investments for public infrastructure needed to be made nationwide to expand capability of existing systems or newly incorporated systems to handle the challenges. 5. VIRTUES APPROACH GOALS: A focus on individual development of virtues A thoughtful reflection on self-realization of human potential The developing virtuous habits and attitudes leading to ethical action throughout the communities. POSSIBLE ACTIONS An assessment of whether the proposed measures will reinforce positive virtues we hold important, such as our patriotism, self-sacrifice, compassion, patience and courage, or whether these options could harbor destructive traits leading to religious intolerance, less compassion, racism, fear, and suspicion. To impress upon more awareness through debates and discussions across the nation to distinguish religion from universal human values of peaceful co-existence, mutual respect, and non-violence, and  human dignity. To focus on cultivating tolerance, compassion and patience (Krishnamurthy, 2001c). The following abstract articles shows and or explains further privacy and security issues since the terrorism of 9/11/2001 put in place as part of measures private citizens may need to become accustomed to in their part of loss of privacy rights in their security of national security. Security and Privacy After September 11: The Health Care Example Abstract: The following article examines the collaboration between privacy and security in relations to the medical rule, issued in 2000 under the Health Insurance Portability and Accountability Act (HIPAA). Studies shows that the HIPAA stands up well to concerns of post 9/11 era. Affairs about public safety are met by current provisions that permit revelations to protect national security, to react to emergency situations, and to respond to law enforcement investigations. The article examines in particular detail the envisioned Model State Emergency Health Powers Act, sketched in the wake of the 2001 anthrax attacks. It has been argued by Professors Lawrence Gostin and James Hodge that this Act is justified by a new â€Å"model of information sharing† for medical information purposes. This article concludes that public health concerns are suitably addressed by the existing HIPAA rule, and that a â€Å"model of information sharing† sends completely the wrong signal about how the health system will handle issues of data privacy and security. More generally, the article investigates positions of â€Å"security vs. privacy†, where both values are antagonistic, and situations of â€Å"security and privacy†, where both values work together. (Swire and Steinfeld January 22, 2003) Civil Liberties vs. Security: Public Opinion in the Context of the Terrorist Attacks on America Abstract: This abstract article discusses, in the tradition of research on political tolerance and democratic rights in context, this analysis uses a national survey of Americans directed shortly after the September 11, 2001 attack on America to study people’s eagerness to trade off civil liberties for grander personal safety and security. We find that the bigger people’s perception of threat, the lower their endorsement for civil liberties. This  effect interrelates, however, with trust in government. The lower people’s trust in government, the less willing they will agree for a trade off of civil liberties for security, regardless of their perceptions of threat. It is known that African Americans are much less likely or willing to trade civil liberties for security than their counterparts of whites or Latinos, even with other circumstances taken into account. This may be their long-standing commitment of their struggles for human and civil rights. In matters of party issues, liberals may be less likely to trade off civil liberties than moderates or conservatives, but liberals tend to converge toward the position taken by conservatives when their sense of the threat of terrorism becomes high. While this is not a projection of the future, the results suggest that Americans’ commitment to democratic values is greatly dependent on other concerns and that the context of a wide-ranging threat to national or personal security can provoke a considerable readiness to give up rights. (Davis & Silver, 2003) Mobile cameras as new technologies of surveillance? How citizens experience the use of mobile cameras in public nightscapes Abstract: In surveillance studies using mobile camera technologies in public nightscapes, terms such as sousveillance and inverse surveillance define forms of surveillance that have a bottom-up and democratic character. On the other hand, in this paper this democratic notion is queried by looking into procedures and occurrences with both Closed Circuit Television (CCTV) and mobile cameras by Dutch citizens. By superseding in the nightlife district of the Rotterdami city centre, data has been collected on both mobile and CCTV camera confrontations. From this, an investigation is made into how mobile cameras are practiced in the Nightlife landscape. Comparing these practices with CCTV provides understanding into new surveillance issues that come into view due to the mobile camera. Analyzing surveillance technologies, provides prospective as hybrid groups, that may take different shapes in different places, and allows for involvements that attempts to improve our perception of current changes in the surveillance technology landscape. (Timan & Oudshoorn, 2012) The Spy in the Cab: The Use and Abuse of Taxicab Cameras in San Francisco Abstract: Since 2003 security cameras were required in San Francisco taxicabs. Their story has come to contain many features that are familiar to surveillance examinations. Their acceptability is explored of the trajectory using the concept of surveillance slack, and the stages and tensions where the line of use and abuse is has been drawn. The effectiveness of what the cameras are perceived to be doing, the integration of its use, and how the slackness or tautness of surveillance interacts in tension and conflicts. Since its first introduction, the new technology initial reaction was met with moral panic. This is just another element of privacy intrusion in the name of national security, the public now must adapt to. (Anderson, 2012) These abstracts are the several indications of elements put into place after the 9/11 Terrorist attacks in 2001. Privacy rights have eroded over the years since, by the US Government claims to protect its citizens. From cameras, in inconspicuous places, wire-tapping, and monitoring e-mail, and social sites, these are just a few of the acts we are controlled under. Needless to say, we may never see these laws or acts diminish anytime soon, so it is better to adjust now, and band together before further intrusions are brought upon society. My assessment of the information taken from this report is that the privacy rights we hold as individuals within the country are vague, although most Americans seem to think their rights are guaranteed by the U.S. Constitution . Although under the 14th Amendment a certain amount of rights has been guaranteed, even these rights can be limited by the powers of the U.S. Government, especially during a time of war, or other emerging acts. When you look at the broad powers of war, emergency acts, and even the powers that exists of the U.S. Congress, we can assume any privacy we hold true is basically up to the representatives we elect to represent us. We as a people of the republic come together when there are disasters, and acts of terror, and differs on many policies of the day, but what we have as collected group is the power of vote, and this power is what we can use to help balance the power of our existing government. The research of this paper was conducted using various sites concerning a  combination of privacy of individual citizens, versus the introduction of laws enacted by the US Government, since the terror attack of 9/11/2001. Taking in all the information collected, and analyzed, this report has been intended to show the privacy each citizen held before and after the attack. It comprised what the public has perceived as a given right, over what was actually allowed by law. Conclusion The Claim: What privacy rights should an individual lose to protect against terrorists? It gives society a level of feeling safe by the protections in place. The public can only maintain a limit of safety by giving up a degree of privacy to governmental agencies in order to protect this basic need; and it is a trade off to give up a certain amount of privacy. On one hand individual privacy seems to be an inherent right thought of by the public as a Constitutional right. On the other, it is limited rights given by the 14th Amendment. Whatever rights we hold true today is the norm, yet not all true rights we bear are in real existence. What remedies in the political system in the privacy of individual privacies versus national security protections and concerns? The courts have narrowed away some of these concerns, but the bulk of the powers still exists. Even though Congress has been hesitant to amend the Patriot Act, in fear of being too intrusive, the powers to be are that it has the power to limit the society’s individual rights. Throughout the years rights have been in decline, and we wonder whether it will be because of terrorist acts, the U.S. Patriot Act, or the Homeland Security Act, it is something we all will have to get accustomed to. References (Anderson, 2012) Surveillance & Society, ISSN 1477-7487  © Surveillance Studies Network, Retrieved from http://library.queensu.ca/ojs/index.php/surveillance-and-society/article/view/cab_spy Bajaj, V. And Austen, I. (28 Sep 2010) B1 New York Times, Privacy vs. National Security: [Business/Financial Desk] http://search.proquest.com.proxy-library.ashford.edu/docview/755073818/fulltext/13AA4752BA6755D6A1B/1?accountid=32521 Darren W. Davis, Brian D. Silver, (12 DEC 2003) American Journal Of Political Science, Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.0092-5853.2004.00054.x/abstract Downing, B. M. (2008, August 26th) The Agonist Retrieved from http://agonist.org/national_security_versus_individual_privacy_no_line/ (Kandra et al., Jan 2002): 37-41PC World 20. 1National security vs. online privacy http://search.proquest.com.proxy-library.ashford.edu/docview/231422330/fulltext/13AA49614672EB98EE2/3?accountid=32521 Krishnamurthy, B. (Posted 11/01/01) Website. Markkula Center for Applied Ethics Retrieved from http://www.scu.edu/ethics/publications/briefings/privacy.html Linder, D. (2012). Exploring constitutional law. Informally published manuscript, educational, non-commercial site, umkc.edu, Kansas City, United States. Retrieved from http://law2.umkc.edu/faculty/projects/ft rials/conlaw/home.html Miltrano, T. (January 1, 2003) Web Page title. EDUCAUSEREVIEW ONLINE Retrieved from http://www.educause.edu/ero/article/civil-privacy-and-national-security-legislation-three-dimensional-view Swire, Peter P. and Steinfeld, Lauren, Security and Privacy After September 11: The Health Care Example. Minnesota Law Review, Forthcoming. Available at SSRN: http://ssrn.com/abstract=347322 (Timan & Oudshoorn, 2012) Surveillance & Society, ISSN 1477-7487  © Surveillance Studies Network, 2012 Retrieved from http://library.queensu.ca/ojs/index.php/surveillance-and-society/article/view/mobiles Downing, (2008a) and (2008b) Krishnamurthy, (2001a), (2001b) and (2001c) Linder, (2012a) and (2012b)

Role of Project Management

The Role of the Project Manager A project manager is the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. The job title is used in construction, petrochemical, architecture, information technology and many different industries that produce products and services. The project manager must have a combination of skills including an ability to ask penetrating questions, detect unstated assumptions and resolve conflicts, as well as more general management skills.Key among his or her duties is the recognition that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project. Risks arise from uncertainty, and the successful project manager is the one who focuses on this as the main concern. Most of the issues that impact a project arise in one-way or another from risk. A good project manager can lesse n risk significantly, often by adhering to a policy of open communication, ensuring every significant participant has an opportunity to express opinions and concerns.It follows that a project manager is one who is responsible for making decisions both large and small, in such a way that risk is controlled and uncertainty minimized. Every decision taken by the project manager should be taken in such a way that it directly benefits the project. Project managers use project management software, such as Microsoft Project, to organize their tasks and workforce. These software packages allow project managers to produce reports and charts in a few minutes, compared with the several hours it can take if they do it by hand. Roles and ResponsibilitiesThe role of the project manager encompasses many activities including: ? Scope Management ? Time Management ? Cost Management ? Risk Management ? Quality Management ? Contract Management ? Communication Management ? Human Resources Management Fin ally, senior management must give a project manager support and authority if he or she is going to be successful. Scope Management Best Practices for Scope Management The knowledge area of Scope Management is all about making sure that the project includes only the work required to complete the project successfully.To be effective at scope management, project manager must learn to control what is and what is not in the scope of the project. Below are some of the best practices for successful scope management. ? Collect Project Requirements ? Define the Scope ? Create a Work Breakdown Structure ? Verify the Scope and Get Feedback ? Monitor and Control the Scope 1. Collect Project Requirements The ability to define and then effectively control the scope of a project depends a lot on the goals and requirements of the project. For this reason, project manager need to gather the necessary information up front, before you ever start the project.By clearly understanding the needs of the st akeholders and the capabilities and constraints of the resources, project manager have a higher chance to succeed. The easiest way to collect the project requirements is to perform interviews with the key stakeholders. Ask questions about their views of the finished product, the deliverables they expect to receive, and the schedule of the project. Once project manager have the information need, project manager may want to create a Scope Management Plan to define the processes that will be followed in defining scope, documenting scope, verifying and accepting scope, and managing change requests. . Define the Scope The scope of a project typically consists of a set of deliverables, an assigned budget, and an expected closure time. The previously collected project requirements will help project manager define the scope. Be sure to write down exactly what the project will entail and what it will not entail. Any amount of variation in the scope of the project can affect the project sched ule, budget, and ultimately the success of the project. Getting a clear and concise definition of the scope will help project manager manage changes as they occur.With a clear scope definition, project manager can simply ask the question, â€Å"Does this change fall within the scope of the project? † If the answer is yes, then approve the change. If the answer is no, then put a pin it and save it for another time or project. Scope Creep: Scope creep is something common with every project. This refers to the incremental expansion of the project scope. Most of the time, the client may come back to the service provider during the project execution and add more requirements. Most of such requirements haven't been in the initial requirements.As a result, change requests need to be raised in order to cover the increasing costs of the services provider. Due to business scope creep, there can be technological scope creep as well. The project team may require new technologies in order to address some of the new requirements in the scope. In such instances, the services provider may want to work with the client closely and make necessary logistic and financial arrangements. 3. Create a Work Breakdown Structure A work breakdown structure or WBS is a graphical representation of the hierarchy of the project.The WBS forces the project team to think through all levels of the project and identify the major tasks that need to be performed for the project to be completed on time. By starting with the end objective and then successively subdividing it into manageable steps or components in terms of size, duration, and responsibility, the WBS provides a high level view of the entire project. Furthermore, the framework makes planning and controlling the scope of the project much easier since project manager have a graphical chart to reference point for the tasks and subtasks needed for each phase of the project.As a general rule of thumb, no task within the WBS should be le ss than 8 hours or more than 80 hours. 4. Verify the Scope and Get Feedback Because projects are expected to meet strict deadlines, verifying the scope of the project is critical before and during the project cycle. Scope verification can be done after each major task or phase is completed or if it is a smaller project, after the project has been completed. To verify the scope, meet with the project customer or stakeholder and get him/her to formally accept the project deliverables.This includes getting a written acceptance of the deliverables and requesting feedback on the work performed. Getting feedback from the customer is an excellent way for project manager to improve processes and make sure the customer is happy with the work and the status of the project. The most important thing here is to communicate well and often. Verifying the scope and getting feedback will help you focus on customer acceptance, quality control, and verifying that work performed meets the definition of the scope of the project. 5. Monitor and Control the ScopeNow that the Scope has been clearly defined, a work breakdown structure has been organised, and the customer has formally accepted the scope of the project, it is time to actually manage and control the scope to avoid scope creep. Scope creep refers to the incremental expansion of the scope of the project, which may include and introduce more requirements that may not have been a part of the initial planning phases, but add costs and time to the original project. To effectively monitor and control the scope of the project, make sure project manager have an established process for managing change requests.Any and all requests should be vetted and approved before they get introduced into the project. The budget and schedule of the project should also be altered to reflect the new changes. These changes should get a formal sign-off from the customer or key stakeholder before proceeding. It is important that project manager clos ely monitor and control the scope to avoid disgruntled customers, higher than expected costs, and projects that aren't completed on time. Time Management Time Management refers to managing time effectively so that the right time is allocated to the right activity.Effective time management allows individuals to assign specific time slots to activities as per their importance. Time Management refers to making the best use of time as time is always limited. Know which work should be done earlier and which can be done a little later. Time Management plays a very important role not only in organizations but also in our personal lives. Time Management Includes: ? Effective Planning ? Setting goals and objectives ? Setting deadlines ? Delegation of responsibilities ? Prioritizing activities as per their importance Spending the right time on the right activity Effective Planning Prepare a To Do List or a â€Å"TASK PLAN†. Jot down the important activities that need to be done in a si ngle day against the time that should be allocated to each activity. High Priority work should come on top followed by those which do not need much of our importance at the moment. Complete pending tasks one by one. Do not begin fresh work unless we have finished our previous task. Tick the ones we have already completed. Ensure finish the tasks within the stipulated time frame. Setting Goals and ObjectivesWorking without goals and targets in an organization would be similar to a situation where the captain of the ship loses his way in the sea. Set targets and make sure they are realistic ones and achievable. Setting Deadlines Set deadlines for strive hard to complete tasks ahead of the deadlines. Learn to take ownership of work. One person who can best set the deadlines is project manager. Use a planner to mark the important dates against the set deadlines. Delegation of Responsibilities Learn to say â€Å"NO† at workplace. Don’t do everything alone.There are other pe ople as well. One should not accept something which he knows is difficult for him. The roles and responsibilities must be delegated as per interest and specialization of employees for them to finish tasks within deadlines. A person who does not have knowledge about something needs more time than someone who knows the work well. Prioritizing Tasks Prioritize the tasks as per their importance and urgency. Know the difference between important and urgent work. Identify which tasks should be done within a day, which all should be done within a month and so on.Tasks which are most important should be done earlier. Spending the right time on right activity Develop the habit of doing the right thing at the right time. Work done at the wrong time is not of much use. Don’t waste a complete day on something which can be done in an hour or so. Also keep some time separate for personal calls or checking updates on Facebook or Twitter. After all human being is not a machine. For Effective Time Management Project Manager Needs To Be: Organized – Avoid keeping stacks of file and heaps of paper at workstation. Throw what all don’t need.Put important documents in folders. Keep the files in their respective drawers with labels on top of each file. It saves time which goes on unnecessary searching. Don’t misuse time – Do not kill time by loitering or gossiping around. Concentrate on work and finish assignments on time. Remember the organization is not paying for playing games on computer or peeping into other’s cubicles. First complete the work and then do whatever feels like doing. Don’t wait till the last moment. Be Focused – One needs to be focused for effective time management.Ten Essential Time Management Strategies for the Project Manager The following are the best time management practices for project managers: 1. Use the right tools and equipment. In project management, a project manager's effectiveness will largely depend on the tools at his or her disposal. Even the most talented project manager will be limited if the right software and equipment are not available. Before taking on a project, project managers should thus assess their needs. Some areas to consider include: communications equipment, project tracking software, and collaboration software. . Get to know your project personnel. Social, economic, and cultural differences can often lead to misunderstanding and mis-communication among project team members, especially in situations where a project manager is working with a multi-national project team, and these misunderstandings can be a significant draw on project time. To counteract this affect, project managers should be familiar with the social, economic, and cultural differences of the project team members, and then ensure that these differences are taken into account within project communications. . The 20/80 rule. One of the guiding rules in the management of a project is the P areto Principle which states that roughly 80% of the outputs will be generated by only 20% of the inputs. In other words, a few elements create the most impact. Project managers can capitalize on this principle with the use of a Pareto Chart, a vertical bar graph that identifies in rank order the most important elements or factors in a project, so that attention can be directed to the things that matter the most. 4. The fudge factor.When creating the project budget and setting the project schedule, experienced project managers will always include a cushion in their estimates. These over-estimates of time and money are meant to compensate for any small, unexpected problems that may come up throughout the course of the project, and will ultimately help the project to stay on course. 5. Develop a solid risk management strategy. In addition to budgeting for unexpected draws on time and money, project managers need to have a solid risk management strategy in place so that a project recov ery plan can be quickly implemented if problems arise. 6.Effectively delegate tasks. One of the biggest pitfalls in project management is insufficient delegation of responsibilities. Project managers in particular must be available to oversee the various elements of the project and make key decisions. When they are being bogged down by tasks that can be done by others, then it compromises their ability to manage. 7. Conduct productive team meetings. When project personnel are brought together, it is vital that there be a clear and focused agenda to the meeting. Otherwise, the time of the project manager as well as all those attending the meeting will be compromised.Experienced project managers are adept at determining which information must be discussed in a face-to-face meeting and which information can be disseminated via other mediums. 8. Effective communication system for communication. It almost goes without saying that a project will never run smoothly if the right information does not reach the right people at the right time. A system for effective communication of project information among project personnel as well as project clients and senior executives is a must.Not only must the project manager ensure that he or she is presenting information in a clear, logical, and understandable way, but also that the right tools are in place, such as file- sharing programs, networks, and collaboration tools. 9. Daily personal to-do list. A simple, yet highly effective time management technique for the project manager is the daily creation of a personal to-do list. Having such a list on hand will help the project manager stay on track and not get caught up in the project's myriad details. 10. Stay focused on the big picture.As the old saying goes: don't sweat the small stuff, that's the job of the various project personnel hired to bring the project to completion. Putting undue attention on relatively insignificant aspects of the project can also quickly bring th e project off schedule. Experienced project managers know where they can â€Å"let go† versus knowing which things demand their attention. By following the time management strategies mentioned above, the project manager can help to ensure that all the elements of the project are indeed brought together in a harmonious path towards project completion.Time Management Tips for Project Managers Summary Time management is a basic skill for project managers. If project manager manage own time, how can project manager expect to manage the teams? Ask each day what project manager did to move the project forward. Plan the next day, what will project manager do to ensure the project continues along the straight and narrow. Plan the time, manage the resources with a light touch and communicate effectively. With a little time management, project success should come easier. Cost Management The following are the costs associated with the projects. Direct costsAny costs that are directly at tributable to the work on the project. These can include the salaries paid to the resources, the billing rate of the resources and costs of the software and hardware that are used for building the website Indirect Costs These costs are spread out against many projects and cannot be linked to one project alone. These costs include those incurred in shared services like cost of office space, taxes paid by the organization and other services like secretarial and janitorial staff Variable Costs Costs that change in proportion to the amount of time and material that are spent on produced in the project.Fixed Costs Costs that do not change with the timeline or progress of the project. A cost be either Fixed or Variable; Direct or Indirect The overhead costs for this project are the office setup and shared services. While the costs incurred in setting up the office space can be general overhead cost as it is a one-time cost and is borne by all the projects in the organization. The project overhead costs are the costs incurred in the shared services such as secretarial staff and other services provide to the project and can be directly billable as such.Time phased budget A time phased budget would include the costs incurred at each interval or milestone of the project. The milestones for this project would be requirements, design, coding, testing and implementation. The budget for the same would be the costs at each stage of the project. The budget at completion or BAC should have all the components of the costs included like direct and indirect costs, fixed and variable costs etc along with the cost at each phase or milestone of the project.The cost variance should be measured using Earned Value technique and this tool allows the manager to assess the completion of the project at each milestone according to the cost incurred and the value accrued till then. Variance between these two measures gives an accurate estimate of the health of the project. Cumulative costs T he cumulative costs of the project are the ones that are incurred up to a specific phase or milestone of the project. It can be measured by using a Cost Performance Index or CPI which measures the ratio of the Earned value with regards to the Actual cost incurred on the project.As outlined above, all the costs that accumulate up to a particular phase can be called the cumulative costs of the project. Cost control The cost management plan should include the plan for controlling the costs of the project. There should be a measurement of the costs involved and their variances tracked, if any. Any variance to the budget must be controlled by the controlling the impact of the cost changes. Further, cost control can be done in the area of overhead costs and general and administrative expenses. Estimating Project CostsThe Wideman Comparative Glossary of Common Project Management Terms describes estimating cost as â€Å"The process of forecasting a future result in terms of cost, based upo n information available at the time. † In his book ‘How to be a Better Project Manager', Trevor L Young defines estimating as â€Å"A decision about how much time and resource are required to carry out a piece of work to acceptable standards of performance. † Many techniques, books and software packages exist to help with estimating project costs. A few simple rules will also help ensure you create an accurate and realistic estimate. Assume resources will only be productive for 80 percent of their time. ? Resources working on multiple projects take longer to complete tasks because of time lost switching between them. ? People are generally optimistic and often underestimate how long tasks will take. ? Make use of other project manager experiences. ? Get an expert view. ? Include management time in any estimate. ? Always build in contingency for problem solving, meetings and other unexpected events. ? Cost each task in the Work Breakdown Structure to arrive at a to tal, rather than trying to cost the project as a whole. Agree a tolerance with the customer for additional work that is not yet defined. ? Communicate any assumptions, exclusions or constraints project manager have to the customer. ? Provide regular budget statements to the customer, copying the team, so they are always aware of the current position. ? Much data exists about the length of time particular items of work take, especially in the construction industry. A useful database of production rates can be found at Planning Planet Common Mistakes ? These are some of the common mistakes that can lead to inaccurate estimates. Not understanding what is involved to complete an item of work. ? Starting with an amount of money and making the project cost fit it. ? Assigning resources at more than 80 percent utilization. ? Failing to build in contingency. ? Failing to adjust the estimate following changes in scope. ? Dividing tasks between more than one resource. ? Providing estimates un der pressure in project meetings. ? Giving single-data-point estimates rather than range estimates. Three Point Estimating Three point estimating is a technique that helps project managers produce better estimates.Rather than a ballpark estimate, project managers can use three point estimating to gain a greater degree of control over how the end value is calculated. The end value is the weighted average of three estimates. To do three point estimating for a particular task or activity, ask the resource for their best-case, most likely and worst case estimates. Add the best-case estimate to four times the most likely, then the worst case and divide by six. This gives you your estimate (E value) which is a slightly more balanced view of how long the task or activity is likely to take.The formula is expressed as: E = (B + 4 M + W)/6 B = best-case (1/6) M = most likely (4/6) W = worst case (1/6) `Monte Carlo Simulation in MS Excel The Monte Carlo method of estimating project cost is bas ed on the generation of multiple trials to determine the expected value of a random variable. There are several commercial packages that run Monte Carlo simulation; however a basic spreadsheet such as Microsoft Excel can be used to run a simulation. Risk Management Literally speaking,  risk management is the process of minimizing or mitigating the risk.It starts with the identification and evaluation of risk followed by optimal use of resources to monitor and minimize the same. Risk generally results from uncertainty. In organizations this risk can come from uncertainty in the market place (demand, supply and Stock market), failure of projects, accidents, natural disasters etc. There are different tools to deal with the same depending upon the kind of risk. Ideally in risk management, a risk prioritization process is followed in which those risks that pose the threat of great loss and have great probability of occurrence are dealt with first. Refer to table below: IMPACT |ACTIONS | |SIGNIFICANT |Considerable Management Required |Must Manage and Monitor Risks |Extensive Management essential | |MODERATE |Risk are bearable to certain extent |Management effort worthwhile |Management effort required | |MINOR |Accept Risks |Accept but monitor Risks |Manage and Monitor Risks | |   |LOW |MEDIUM |HIGH | | |LIKELIHOOD | The above chart can be used to strategize in various situations. The two factors that govern the action required are the probability of occurrence and the impact of the risk.For example a condition where the impact is minor and the probability of occurrence is low, it is better to accept the risk without any interventions. A condition where the likelihood is high and the impact is significant, extensive management is required. This is how a certain priority can be established in dealing with the risk. Apart from this, typically most of the organizations follow a risk management cycle. Refer diagram below: [pic] According to this cycle there are four steps in the process of risk management. The first step is the assessment of risk, followed by evaluation and management of the same. The last step is measuring the impact.Risk identification can start at the base or the surface level, in the former case the source of problems is identified. We now have two things to deal with the source and the problem. Risk Source:  The source can be either internal or external to the system. External sources are beyond control whereas internal sources can be controlled to a certain extent. For example, the amount of rainfall, weather over an airport etc! Problem:  A problem at the surface level could be the threat of accident and casualty at the plant, a fire incident etc. When any or both of the above two are known beforehand, certain steps can be taken to deal with the same.After the risk has been identified then it must be assessed on the potential of criticality. Here we arrive upon risk prioritization. In generic terms ‘likelihood of occurrence ? impact’ is equal to risk. This is followed by development of a risk management plan and implementation of the same. It comprises of the effective security controls and control mechanisms for mitigation of risk. A more challenging risk to organizational effectiveness is the risk that is present but cannot be identified. For example a perpetual inefficiency in the production process accumulates over a certain period of time and translates into operational risk. The Principles of Risk ManagementEvery project manager and business leader needs to be aware of the practices and principles of effective risk management. Understanding how to identify and treat risks to an organization, a programmed or a project can save unnecessary difficulties later on, and will prepare managers and team members for any unavoidable incidences or issues. The M_o_R (Management of Risk) framework identifies twelve principles, which are intended â€Å"not to be prescriptive but provide s upportive guidance to enable organizations to develop their own policies, processes strategies and plan. Organizational Context A fundamental principle of all generic management methods, including PRINCE2 and MSP as well as M_o_R, is that all organizations are different.Project managers, programmed managers and risk managers need to consider the specific context of the organization in order to ensure thorough identification of risks and appropriate risk treatment procedures. The term ‘organizational context' encompasses the political, economic, social, technological, legal and environmental backdrop of an organization. Stakeholder Involvement It is easy for a management team to become internalized and forget that stakeholders are also key participants in everyday business procedures, short-term projects and business-wide change programmed. Understanding the roles of individual stakeholders and managing stakeholder involvement is crucial to successful.Stakeholders should, as fa r as is appropriate, be made aware of risks to a project or programmed. Within the context and stakeholder involvement, â€Å"appropriate† concerns: the identity and role of the stakeholder, the level of influence that the stakeholder has over and outside of the organization, the level of investment that the stakeholder has in the organization, and the type, probability and potential impact of the risk. Organizational Objectives Risks exist only in relation to the activities and objectives of an organization. Rain is a negative risk for a picnic, a positive risk for drought-ridden farmland and a non-risk for the occupants of a submarine.It is imperative that the individual responsible for risk management (whether that is the business leader, the project/programmed manager or a specialist risk manager) understands the objectives of the organization, in order to ensure a tailored approach. M_o_R Managing of Risk Approach The processes, policies, strategies and plans within the M_o_R framework provide generic guidelines and templates within a particular organization. These guidelines are based on the experience and research of professional risk managers from a wide range of organizations and management backgrounds. Following best practices ensures that individuals involved in managing the risks associated with an organization’s activity are able to learn from the mistakes, experiments and lessons of others. ReportingAccurately and clearly representing data, and the transmission of this data to the appropriate staff members, managers and stakeholders, is crucial to successful risk management. The M_o_R methodology provides standard templates and tested structures for managing the frequency, content and participants of risk communication. Roles and Responsibilities Fundamental to risk management best practice is the clear definition of risk management roles and responsibilities. Individual functions and accountability must be transparent, both within and outside an organization. This is important both in terms of organizational governance, and to ensure that all the necessary responsibilities are covered by appropriate individuals. Support StructureA support structure is the provision within an organization of standardized guidelines, information, training and funding for individuals managing risks that may arise in any specific area or project. This can include a centralized risk management team, a standard risk management approach and best-practice guidelines for reporting and reviewing organizational risks. Early Warning Indicators Risk identification is an essential first step for removing or alleviating risks. In some cases, however, it is not possible to remove risks in advance. Early warning indicators are pre-defined and quantified triggers that alert individuals responsible for risk management that an identified risk is imminent.This enables the most thorough and prepared approach to handling the situation. Review Cycle Related to the need for early warning indicators is the review cycle. This establishes the regular review of identified risks and ensures that risk managers remain sensitive to new risks, and to the effectiveness of current policies. Overcoming Barriers to M_o_R Any successful strategy requires thoughtful consideration of possible barriers to implementation. Common issues include: ? Established roles, responsibilities, accountabilities and ownership. ? An appropriate budget for embedding approach and carrying out activities. ? Adequate and accessible training, tools and techniques. Risk management orientation, induction and training processes. ? Regular assessment of M_o_R approach (including all of the above issues. Supportive Culture Risk management underpins many different areas and aspects of an organization’s activity. A supportive culture is essential for ensuring that everybody with risk management responsibilities feels confident rising, discussing and managing risks . A supportive risk management culture will also include evaluation and reward of risk management competencies for the appropriate individuals. Continual Improvement In an evolving organization, nothing stands still. An effective risk management policy includes the capacity for re-evaluation and improvement.At a practical level, this will require the nomination of an individual or a group of individuals to the responsibility of ensuring that risk management policies and procedures are up-to-date, as well as the establishment of regular review cycles of the organization’s risk management approach. Quality Management Procurement and Quality Process The art of project management calls for an increased vigil on quality and related processes. The project manager is expected to be aware of the best practices that are used for the project and is supposed to make sure that he or she adapts them to the use of project management. One area of concern nowadays is the absence of processes in procurement and staffing. These are areas of concern not only to the project manager but also to the organizations.There is a need to balance the requirements of the fast procurement and staffing cycle with that of proper processes to be followed. There has been much debate in many organizations about the lack of quality in recruitment and procurement. These twin areas of quality and procurement have the aspect of ruining the chances of a successful project and hence the project manager has a responsibility to steer the course and ensure that quality does not suffer. There are several areas of project management that need quality control and there are several benchmarks of quality that can be used to meet these standards. For instance, many organizations use Six Sigma and SEI CMM level processes to guide them in the art of quality and meeting quality specifications.These are just one instance of how the quality framework is used to differentiate between the processes that are er ror free and those that need revision and rework. Sampling method prescribed by Kaizen, Six Sigma etc can be used to improve the quality of the processes that are employed by the organizations. Kaizen, in particular relates to continuous improvement, a theme that would find resonance in the uber-competitive world of today. All organizations strive for quality and to find the edge that would differentiate those from others and thus these initiatives are the ones that the project manager must look forward to and implement them diligently in the workplace.To address the issues arising out of poor procurement and staffing practices, the project manager has to be in constant touch with one important stakeholder i. e. , the procurement and staffing teams and this is where the project manager is expected to show their level of competence by managing the procurement and staffing cycle. Quality Management Vs Quality Control Quality is defined as the degree to which the project meets the requ irements (PMBOK, 2009). The operative word here is meeting the requirements and hence anything that is done that is not conforming to the requirements is said to be deviating from the norm of quality. In the subsequent paragraphs, I look at the distinction between quality management and the processes of quality control.Quality management is the practice of drawing up plans that determine the standards that need to apply to the project, determining who would be involved in managing quality and their specific duties, meetings to determine if the project is conforming to the quality specifications laid out in the quality management plan and laying out the metrics that are used to measure quality. As defined by the PMBOK, Project Quality Management is the comprehensive plan that includes all the components of the quality planning process (PMBOK, 2009). Quality control, on the other hand, is the set of processes that measure the metrics of quality by assessing the specific project result s against standards.Quality control processes are done during project monitoring and controlling functions whereas quality management is done during the initiating and planning phase (PMBOK, 2009). Hence, quality control is the subset of quality management and is the final phase of the project management cycle. Quality management is all encompassing and consists of laying down standards against which the project quality metrics are defined and need to be measured against. Quality management takes into account the lower level details of how the output of the project is to be tracked and measured. Quality control is the process of ensuring that the quality metrics are met.Hence, while quality management is the process of planning and managing the requirements of the project from the perspective of quality, quality control is the process of measuring the level of output and the quality of the output and typically consists of measuring the output against the quality metrics that were de cided upon in the quality management plan. The reason that quality management and quality control are used interchangeably is due to the perception that quality control encompasses the planning aspect as well. This is certainly true in organizations that do not have a separate quality department and quality planning and quality control is the domain of the project management processes. In organizations that have separate quality departments and where there is a well thought out quality plan, quality management and quality control are separate and are handled by different people.In conclusion, quality management typically produces as its deliverables a comprehensive quality management plan that includes the quality control aspect of it. Quality control in this case is handled by a different set of people who do the tracking and measuring of metrics in a dedicated manner. Typically, the process of quality management includes the representatives from the quality department and the qual ity control processes are the reverse with the quality department handling the tracking of metrics and reporting to the project management team. Quality control is an independent audit of the quality of deliverables and is necessary for the sign off of the project. Deming's 14 Points and Quality Project ManagerQuality is misunderstood by many who think of it only as it relates to the final deliverable, but a quality product is itself achieved only through quality processes focused on efficiency, innovation, and continual improvement, and these require a quality management culture not only in our projects, but within our organizations. In chapter two of his 1986 book, Out of the Crisis, Edward Deming presented 14 principles that he believed could make industry more competitive by increasing quality. Organizational improvements can begin with anyone. While it's true that our professional domain as project managers is bounded by the project life cycle, our influence is often much great er than that, and quality management is one of those areas where skilled project managers are best suited to be instrumental change agents – first in the culture of their projects, and second, in the culture of their departments and organizations.As project managers, if we follow Deming's principles, we can create project environments where quality thrives, not only benefiting our customers and projects, but perhaps serving as a tipping point for effecting a quality management change within our organizations. 1. Create Constancy of Purpose towards Improvement Deming is telling management to stop reacting and plan better for the long-term. For project managers: What has been traditionally thought of as long-term planning is no longer achievable. Business changes too rapidly, and detailed, up-front plans take too long to produce and are always outdated by the time they're committed to paper.Yet projects must have a plan that establishes activities, milestones, and priorities, s o what we should strive for in our projects is thorough planning based on iterative, rolling-wave, or Agile approaches. Thorough planning uses detailed planning for the short-term with a longer-term view emphasizing constant reviews, re-planning, and risk management, especially for opportunities that can be exploited. This results in a project plan that can adapt quickly to abrupt business and deliverable changes without throwing the project into chaos. 2. Adopt the new Philosophy Deming is telling management to stop being hypocritical, awaken itself to the challenge, and become leaders.For project managers: People will always see through anyone who says one thing, but whose actions are entirely different. Lasting, energizing change starts first with us, and only then will it spread outward and excite others into action. As managers, our core values can't just be expressed through our words, but they must be evident in all our actions with our teams and coworkers. It takes time, but as our message and attitude spread to an ever-broadening base of people, a domino effect takes place and the members themselves become believers and evangelists in quality management themselves. 3. Cease Dependency on Inspection Deming is reminding management that the need for inspection will decrease if quality problems are prevented in the first place.For project managers: We all know that prevention is better than inspection, so our project management and execution processes need continual improvement methods built into them to reduce quality problems. But inspection goes beyond its purely quality connotations. Are we propagating a management style based on inspection? If our team has a tendency to run everything first past us for approval then we may be, and that isn't good for us, the team, or the project. Our responsibility as a project manager isn't to be the funnel through which everyone seeks approval. If that's what is happening then the project will stagnate and become i nflexible.Instead, let's make sure we create a project culture where the team has the skills, information, and experience it needs to make every-day, rapid decisions on its own. 4. End the Practice of Awarding Business on the Basis of Price Tags Deming's purpose behind this point was to eliminate variations in the manufacturing process by having too many suppliers of component goods. For project managers: Price alone should rarely be the determining factor because most procurement needs go beyond simple commodities. When a project is likely to involve frequent changes, we need vendors who can adapt or offer their own new ideas for responding to those changes, and that isn't likely to happen when cut-rate suppliers are chosen.This principle also holds true in our role as the vendor for internal or external customers. We are not just collectors of requirements – we need to be engaged with the customer and stakeholders, understanding their business objectives in order for us to provide the deliverable that best meets their changing needs. 5. Improve Constantly and Forever Deming is reminding industry leaders that they have to constantly strive to reduce variation, which leads to quality problems. For project managers: Continuous improvement is a core philosophy of the PMBOK, but it isn't like a switch that gets turned on or off. It's a mindset that is nurtured by the right environment.Members of the team need skills, information, and knowledge beyond their core subjects of expertise, and we should encourage experimentation and reward mistakes made in the search for innovation, which means we need to eliminate blame and ingrain the lessons-learned process in every part of the project. Large-scale improvements and innovative approaches often come from â€Å"amateurs† and not specialists because amateurs are driven by their interest in the subject and less wedded to preconceived notions and ideas. Chris Anderson, author of The Long Tail, says, â€Å"I 'll take a passionate amateur over a bored professional any day. † 6. Institute Training on the Job On-the-job training increases efficiency and results in job outputs with fewer errors. For project managers: Continuous improvement extends beyond just processes.It applies to the hard and soft skills, experiences, and knowledge of the entire project team. Professional development, coaching, and mentoring should be encouraged, acknowledged, and rewarded. Training doesn't have to be expensive, and it doesn't have to be formalised. Some of the best training experiences involve group-led efforts that also serve as team building exercises, such as Webinars, vendor demonstrations, and specific discussions on best practices. 7. Institute Leadership Deming wants management to be leaders not merely supervisors. For project managers: The problem on most projects is not a lack of management but a lack of leadership.Leadership is more about people skills than about project management skill s. Few projects have sponsors that view themselves as the leader on the project, and if the leadership charge is not picked up by the project manager then the project is not likely to be successful. A leader translates the project's vision into actions that excite, inspire, and motivate the project team, and he or she is able to instil a perception that the project isn't just creating a deliverable; it's accomplishing something phenomenal for the customer. 8. Drive out Fear Deming tells us that management by fear or punishment is detrimental because it inhibits questions and ideas from the workforce.For project managers: Fear stifles two cornerstones of quality – innovation and continual improvement. A fearful team isn't going to generate new ideas and it's going to hide its mistakes, leading to a poor lessons learned process. Deming's point goes beyond what most of us associate with fear. Fear is also that little voice all of us hear that suppresses us from speaking up or sh aring ideas – fear of failing, fear of sounding silly, fear of making a mistake, fear of missing a deadline, fear of stepping on another's toes, and so on. Yet these fears are just as detrimental to quality as fear of punishment. It's a lack of trust between team members and in the project's leadership that drives these fears.If we improve trust, team members will be more willing to share their ideas and question existing processes. 9. Break Down Barriers Between Staff Areas Deming wants everyone to realise that each person is a customer of someone and that everybody is a supplier to somebody. For project managers: Silos and a rigid hierarchy are dangerous not only to the project, but to the organisation. Innovation and continual improvement come about by somebody seeing a connection that is not inherently obvious, and connections can't be discovered when one is stuck behind artificial barriers. We can help break those barriers by exposing people to diverse situations outside their normal environment and comfort zones.Though there is a short-term productivity loss when people work outside their specialty, there is a longer-term gain for the project and organisation. This strategy helps build a larger pool of â€Å"generalists† in many subjects, and new experiences are a powerful motivator for many people. This approach also improves opportunities for innovative approaches and is a risk management strategy should key personnel leave the project. 10. Eliminate Slogans, Exhortations, and Targets for the Work Force Slogans imply the problem is with the employees, but the real problem is with the process. For project managers: The first point we have to accept is that we are responsible for problems within the project, whatever those issues might be.It isn't the team's fault, the customer's fault, or the organisation's fault – it's our fault. The root causes of most project problems are deficiencies in communication, scope, requirements, activi ty definitions, project planning and re-planning, risk management, and stakeholder involvement. All of these are within our professional domain even if we aren't the ones personally performing them. It's our responsibility to make sure the project processes are performed effectively to a level appropriate for the project. 11. Eliminate Management by Objectives Setting production targets only encourages people to meet those targets through whatever means necessary, which causes poor quality.For project managers: On the surface this principle probably sounds like heresy to most of us – how can a project be managed if targets aren't set? Well, it can't, but that wasn't Deming's point. He's talking about short-sighted versus thorough planning. Setting targets in response to a problem without first understanding and addressing the root causes in the processes will only lead to more quality problems. Milestones are the predominant targets for projects, and they need to be challengi ng to motivate the team, but they have to be achievable and flexible. Yet flexibility is one of the most common scheduling failures a project manager makes, especially on projects that are very iterative and involve rolling wave planning.As these projects progress, milestones have to be continually reassessed, and this often means that the original dates get pushed. Too many of us perceive these readjustments as â€Å"missing our target† because we're too married to dates that were only best-guesses or top-down estimates set early in project planning. We also should be careful to present milestone dates to stakeholders as estimates and help them understand the iterative nature of these kinds of projects – as the project is better understood and the work needed becomes clearer, milestone dates may change. 12. Remove Barriers to Pride of Workmanship Deming tells us that nobody feels good about producing shoddy work.When management creates an environment that fosters poor quality, employees are frustrated. For project managers: Recognising the team and individuals for their contributions and achievements helps instil pride of workmanship. Everyone on the project team should feel that his or her work is recognised and valuable to the project's success. Sincere appreciation is one of the easiest and cheapest yet most effective motivating agents we can use. Even â€Å"failures† and mistakes are achievements as long as there were valuable lessons learned. 13. Institute Education and Self-Improvement Deming wants everyone, managers and the workforce, to pursue training, education, and self-improvement.For project managers: Ongoing professional development is expected of certified project managers, but we should also expect and encourage it among our team and coworkers. Nearly every profession has its own certification and continuing education requirements, and our team members will appreciate it if we have a general understanding of their professi on's requirements, recognise them for certification efforts, and help them with opportunities for meeting those requirements. 14. The Transformation is Everyone's Job Deming says that everyone is involved in the fixing the processes. For project managers: This one is easy if we've done everything else right because all the other principles will result in quality management culture where everyone is involved in continual improvement and innovation.Having experienced first-hand a quality management experience, the people on our team will in turn spread those ideas to other project teams. Communications Management Having good communication skills is one of the key abilities of a project manager. However, this fact is frequently overlooked when choosing the ideal candidate for that position. Moreover, it is not emphasized as much as it should in most project management training programs. Thus, many times we find project managers with excellent management and technical skills but which a re really not-that-good communicators. Why is it so important? First of all, because a good leader should be a great communicator in order to lead and motivate his or her team, as we have discussed before.This is something that not only applies to the members of the team but to all the stakeholders of the project. A project manager has to be aware that all of them have different profiles and interests, and that it requires from him or her great ability to adapt the message to each one. Communication principles Good communication should be based on accuracy, clarity, transparency and interaction. Accuracy has to do with the detail and scope of the information that is being transmitted. The project manager must be able to provide the information that is needed for everyone within and outside the team. Sometimes excessively detailed information may divert attention from the main message and can lead the interlocutor to confusion.Mostly, the communication with the team should focus on t he objectives, and the plan to take to achieve them. While, for example, information that is provided to clients will focus on the requirements of the project and its evolution. To ensure information clarity, the language is a crucial thing and the project manager must perfectly handle all its variants. Generally, it will be common to use a more technical and specific language within the team, and a more formal style if the message is addressed to a client or a company directive. Transparency has a direct impact on the project manager’s credibility. A project manager’s honesty should be beyond doubt, and so, he or she has to provide continuous communication about the problems that arise.The last principle, but not a less important one is interaction. Communication cannot be unidirectional. In all situations, with any type of interlocutor, the project manager must be open to dialogue. He or she has to know how to both ask and listen in order to get accurate information that can be relevant in later decisions. It is essential to have continuous communication with all parties involved in the project. To help project manager with this, Doolphy, as an online project management tool, helps project manager to centralize all project information and adjust the access to each kind of user. Top Five Communication Skills for Project Managers 1.Active Listening In first place is project manager ability to listen to and understand others. Listening to the words and the meaning behind their words, not interrupting or letting our minds wander, asking questions to check understanding, observing non-verbal signals. According to Indian project manager Nirav Patel CAPM: â€Å"The benefits include getting people to open up and due to that lots of misunderstandings and conflicts can be resolved. † 2. Building Relationships based on Trust and Respect Trust and respect are the cornerstones of personal relationships. They are earned not a right and come from exper ience of our honesty, integrity and expertise.Among the characteristics people used to determine project manager credibility are truthfulness, openness, willingness to share ideas and information freely, consistency, reliability, loyalty, capabilities and competence. â€Å"Trust encourages people to propose ideas, suggest ways to enhance work, speak of their concerns and give advice,† says Dubai-based Kareem Shaker PMP. 3. Setting Clear Priorities In third spot is a project manager's ability to convey the strategy for their team – by setting goals, planning and prioritizing. This is the what, who, when, where, why and how of the project. Team members should understand both the big picture and the lower level technical priorities. â€Å"Essentially this is what a project manager does.If you can't do it you won't get everybody working on the same page,† says Australian Paul Ramussen. 4. Enabling Collaboration In a collaborative environment team members support and encourage each other rather than focusing solely on their own tasks and responsibilities. They are willing to co-operate and share information, ideas and assets to help each other. The result can be greater than the sum of its parts. â€Å"When we collaborate we get the 1Ãâ€"1=3 effect. Things happen that might not have if people had remained focused on their own work,† says American Adam Michaelson PMP. 5. Conveying the Organisation's Vision Contract In Project Management Project Contract TypesExplaining the bigger picture helps team members understand where the project fits within the overall aims of your business unit and organization. Senior executives are focused on the triple bottom line – finances, environment, reputation – this is where they expect your project to make a difference. American Jhaymee Wilson PMP says: â€Å"As project managers if we can't convey the link between our project and the organization how can we show we are delivering value? à ¢â‚¬  This article is based on research among project managers from around the world and was originally published as Five Essential Rules for Project Leaders on the PMI Career Central website. Introduction:In the world of business, contracts are used for establishing business deals and partnerships. The parties involved in the business engagement decide the type of the contract. Usually the type of the contract used for the business engagement varies depending on the type of the work and the nature of the industry. The contract is simply an elaborated agreement between two or more parties. One or more parties may provide products or services in return to something provided by other parties (client). The contract type is the key relationship between the parties engaged in the business and the contract type determines the project risk. Example most widely used contract types:Fixed Price (Lump Sum) This is the simplest type of all contracts. The terms are quite straightforward and eas y to understand. To put in simple, the service provider agrees to provide a defined service for a specific period of time and the client agrees to pay a fixed amount of money for the service. This contract type may define various milestones for the deliveries as well as KPIs (Key Performance Indicators). In addition, the contractor may have an acceptance criteria defined for the milestones and the final delivery. The main advantage of this type of contract is that the contractor knows the total project cost before the project commences.Unit Price In this model, the project is divided into units and the charge for each unit is defined. This contract type can be introduced as one of the more flexible methods compared to fixed price contract. Usually the owner (contractor/client) of the project decides on the estimates and asks the bidders to bid of each element of the project. After bidding, depending on the bid amounts and the qualifications of bidders, the entire project may be give n to the same services provider or different units may be allocated to different services providers. This is a good approach when different project units require different expertise to complete. Cost PlusIn this contract model, the services provider is reimbursed for their machinery, labour, and other costs, in addition to contractor paying an agreed fee to the services provider In this method, the services provider should offer a detailed schedule and the resource allocation for the project. Apart from that, all the costs should be properly listed and should be reported to the contractor periodically. The payments maybe paid by the contractor at a certain frequency (such as monthly, quarterly) or by the end of milestones. Incentive Incentive contracts are usually used when there is some level of uncertainty in the project cost. Although there are nearly-accurate estimations, the technological challenges may impact on the overall resources as well as the effort.This type of contract s is common for the projects involving pilot programs or the project that harness new technologies. There are three cost factors in an Incentive contract; target price, target profit, and the maximum cost. The main mechanism of Incentive contract is to divide any target price overrun between the client and the services provider in order to minimize the business risks for both parties. Retainer (Time and Material – T&M) This is one of the most beautiful engagements that can get into by two or more parties. This engagement type is the most risk-free type where the time and material used for the project are priced. The contractor only requires knowing the time and material for the project in order to make the payments.This type of contracts has short delivery cycles and for each cycle separate estimates are sent of the contractor. Once the contractor signs off the estimate and Statement of Work (SOW), the services provider can start work. Unlike most of the other contract types, retainer contracts are mostly used for long-term business engagements. Percentage of Construction Fee This type of contracts is used for engineering projects. Based on the resources and material required, the cost for the construction is estimated. Then, the client contracts a service provider and pays a percentage of the cost of the project as the fee for the services provider. As an example, take the scenario of constructing a house. Assume that the estimate comes up to $230,000.When this project is contracted to a services provider, the client may agree to pay 30% of the total cost as the construction fee, which comes up to $69,000. Conclusion Selecting the contract type is the most crucial step of establishing a business agreement with another party. This step determines the possible engagement risks. Therefore, companies should get into contracts where there is a minimum risk for their business. It is always a good idea to engage in fixed bids (fixed priced) whenever the proje ct is short-termed and predictable. If the project nature is exploratory, it is always best to adopt retainer or cost plus contract types. Contract Project Management ServicesContracting a project management professional to manage a project offers advantages in leadership, experience and cost savings. Yet

How to Connect a Database and Add/Update/Delete/Record

How to Connect to a Database and Add/Update/Delete Record In this tutorial I will explain to you on how to connect to an Access database and allow you to Add/Update/Delete  a record. To fully understand these tutorials please  download  the source code  How to Add/Update/Delete Record using MS Access Database. This source code is part of the  Hotel Reservation System  that I am currently working. At the end of this tutorial you will learn the basic of database programming. I would like, however, to emphasize especially for beginners that one way to learn programming is to know how to debug a program and devote some of your time to reading.Don't be frightened on how short or long an article should be. The important is at the end of the tutorial you will learn something NEW! If you already know the topic, then don’t bother to study this again. Table of Contents 1. Introduction 2. Let’s get started 3. Database Connection 4. Add and Update a Record 5. Delete a R ecord 6. Final Thoughts Introduction Before I started learning VB. NET one of the topic that I search for in the internet is on how to connect to the database and make some changes to the table. Although there’s a lot of results, but I cannot find one that suit to my needs.Most of the tutorial is using drag and drop features of vb. net editor. Well, this is okay in most cases but what if you’d like to manipulate the data by code? So, I created this tutorial so that beginner programmer will learn from this. Let’s get started It is very important that you use your common sense to understand the logic of database programming. There’s a lot of features built-in to Visual Basic Editor that most programmer especially beginner who overlook it. One of the favorite tools I usually used is the  DEBUGGER. If you only knew how important a debugger is, then you do not even need to study this tutorial.Why? Because you can jump right away to the source code and start firing the F8 command from your keyboard and analyze every line as you step through the code. Anyway beginner is a beginner. You need to start from scratch. If you have already downloaded the source code, then open it in the visual basic . net editor by double clicking the â€Å"HowtoAddUpdateDeleteRecord. sln†. If you want to know what is the object that runs the first time you start the program (by pressing F5) then double click the â€Å"My Project† at the Solution Explorer. Look at the Startup Form.You will see that the value is â€Å"frmCustomersList†. Now, click this object in the Solution Explorer and click the View Code at the toolbar. Look for the Load event similar below: Private  Sub  frmCustomersList_Load(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)Handles  MyBase. Load   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   sSql =  Ã¢â‚¬Å"SELECT CustomerID, CompanyName, ContactName, ContactTitle, Address FROM Customers ORDER BY Cu stomerID ASC†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Call  FillList() FillListView(lvList, GetData(sSql)) End  Sub frmCustomersList_Load is the second procedure that runs when you hit the F5 Key from your keyboard.If you’d like to know how this code is executed then press F8. Believe it or not F8 is the answer to all your programming question. And I really mean it. When I started programming all I do is to search for free source code and start using the debugging tool. That’s why Visual Basic is being named as Rapid Application Development or RAD. If you follow the debugger the first line it executes is the  Private  Sub  frmCustomersList_Resize(ByVal  senderAs  Object,  ByVal  e  As  System. EventArgs)  then followed by  frmCustomersList_Load  which is actually the important procedure to note here.Another important debugging tool is â€Å"Toggle Breakpoint†. You will be prompted to your code if one of the line is marked by toggle brea k point. This can be done by pressing the F9 key or clicking the Debug menu then Toggle Breakpoint. This tool is important if the form is already loaded and you want to tract the execution of a code say within a command button. For example. Open the form  frmCustomersList  and double click the add button and move the up arrow key once and press F9. You willl have a picture as shown below: [inline:Toggle Breakpoint. jpg]Now, when you run the program and click the Add button you will be directed to the code editor window. This case you will see what is happening when you are executing the program. Isn’t it nice? Database Connection In order to connect to the database you need a connection string like this: Public  Const  cnString  As  String  =  Ã¢â‚¬Å"Provider=Microsoft. Jet. OLEDB. 4. 0;Persist Security Info=False;Data Source=.. /data/sample. mdb† Then open it by using this command: Dim  cnHotel  As  OleDbConnection cnHotel =  New  OleDbConnect ion With  cnHotel If  . State = ConnectionState.Open  Then  . Close() .ConnectionString = cnString .Open() End  With You need this whether you use  OleDbDataReader, ExecuteNonQuery or OleDbCommandBuilder  to read or write into the database table. To know more about this class just click this command and press F1 key to open the help files. Be sure you installed the MSDN. Since you have already open the connection to your database this is now the time to fill the ListView with data. This can be done by calling a function like: FillListView(lvList, GetData(sSql)) The line of code will then execute a function: Fill ListView control with data Public  Sub  FillListView(ByRef  lvList  As  ListView,  ByRef  myData  As  OleDbDataReader)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  itmListItem  As  ListViewItem Dim  strValue  As  String Do  While  myData. Read itmListItem =  New  ListViewItem() strValue = IIf(myData. IsDBNull(0),  Ã¢â‚¬Å"†, myData. GetValue(0))   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   itmListItem. Text = strValue For  shtCntr = 1  To  myData. FieldCount() – 1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  myData. IsDBNull(shtCntr)  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   itmListItem. SubItems. Add(â€Å"†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Else itmListItem. SubItems. Add(myData. GetString(shtCntr))   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  IfNext  shtCntr lvList. Items. Add(itmListItem) Loop End  Sub Again in order to see how this code is being executed just run the program using the debugging tool (either F8 or F9). The rest of the procedure is executed only when they are called. For example, the code below is executed only when you click the Add button. Private  Sub  btnAdd_Click(ByVal  sender  As  System. Object,  ByVal  e  As  S ystem. EventArgs)  HandlesbtnAdd. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String frmCustomers. State = gModule. FormState. adStateAddMode   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   CustomerID = sItem. Text Next frmCustomers. CustomerID = CustomerID frmCustomers. ShowDialog() Call  FillList() End  Sub This code will open the form  frmCustomers  in add mode and will execute also its own Load Event. If you want to open the form  frmCustomers  in edit mode, then just double click the item in a ListView. The code being executed are: Private  Sub  lvList_DoubleClick(ByVal  sender  As  Object,  ByVal  e  As  System. EventArgs)  HandleslvList. DoubleClick   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   CustomerID = sItem. Text Next With  frmCustomers .State = gModule. FormState. adStateEditMode   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . CustomerID = CustomerID .ShowDialog() Call  FillList() End  With frmCustomers =  Nothing End  Sub The two procedure seems carry the same concept, by opening a form, except they vary on the button invoke for execution. The line frmCustomers. State = gModule. FormState. adStateAddMode will tell the target form to open the connection to the database in add mode and frmCustomers. State = gModule. FormState. adStateEditMode ill open the database in edit mode. Add and Update a Record Now, how to save the data in textboxes within the form? This can be done by calling a procedure calledbtnSave_Click. This procedure is fired when the Save button is clicked. Private  Sub  btnSave_Click(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)  HandlesbtnSave. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  d t  As  DataTable = dsCustomers. Tables(â€Å"Customers†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  txtCustomerID. Text =  Ã¢â‚¬Å"†Ã‚  Or  txtCompanyName. Text =  Ã¢â‚¬Å"†Ã‚  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   MsgBox(â€Å"Please fill up Customer ID or Company Name information. â€Å", MsgBoxStyle.Critical)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Exit  Sub End  If Try If  State = gModule. FormState. adStateAddMode  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Ëœ add a row Dim  newRow  As  DataRow newRow = dt. NewRow() newRow(â€Å"CustomerID†) = txtCustomerID. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   dt. Rows. Add(newRow) End  If With  dt .Rows(0)(â€Å"CustomerID†) = txtCustomerID. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"CompanyName†) = txtCompanyName. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"ContactName†) = IIf(txtContactName. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtContactName. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"ContactTitle†) = IIf(txtContactTitle. Text =  Ã¢â‚¬Å"†, System.DBNull. Value, txtContactTitle. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Address†) = IIf(txtAddress. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtAddress. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"City†) = IIf(txtCity. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtCity. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Region†) = IIf(txtRegion. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtRegion. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"PostalCode†) = IIf(txtPostalCode. Text =  Ã¢â‚ ¬Å"†, System. DBNull. Value, txtPostalCode. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Country†) = IIf(txtCountry. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtCountry.Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Phone†) = IIf(txtPhone. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtPhone. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Fax†) = IIf(txtFax. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtFax. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   daCustomers. Update(dsCustomers,  Ã¢â‚¬Å"Customers†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   MsgBox(â€Å"Record successfully saved. â€Å", MsgBoxStyle. Information)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  With Catch  ex  As  OleDbException MsgBox(ex. ToString) End  Try End  Sub The code for adding and u pdating a table is the same except that if you are in add mode you just simply add this command: If  State = gModule.FormState. adStateAddMode  Then ‘ add a row Dim  newRow  As  DataRow newRow = dt. NewRow() newRow(â€Å"CustomerID†) = txtCustomerID. Text dt. Rows. Add(newRow) End If This way you do not need to create a separate command to insert and update a table. Delete a Record Let us go back to  frmCustomersList  form and delete a record. The procedure before will be fired after clicking a Delete button: Private  Sub  btnDelete_Click(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)  HandlesbtnDelete. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   CustomerID = sItem. Text Next If  CustomerID ;;  Ã¢â‚¬Å"†Ã‚  Then ‘Delete the selected record Dim  strDeleted   As  Boolean strDeleted = ExecNonQuery(â€Å"DELETE Customers. CustomerID FROM Customers WHERE CustomerID= ‘†Ã‚  & CustomerID &  Ã¢â‚¬Å"‘†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  strDeleted =  Ã¢â‚¬Å"True†Ã‚  Then MsgBox(â€Å"Record's deleted. â€Å", MsgBoxStyle. Information)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Call  FillList() Else MsgBox(strDeleted) End  If Else MsgBox(â€Å"Please select record to delete. â€Å", MsgBoxStyle. Critical)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  If End  Sub The important line here is the strDeleted = ExecNonQuery(â€Å"DELETE Customers.CustomerID FROM Customers WHERE CustomerID= ‘†Ã‚  & CustomerID &  Ã¢â‚¬Å"‘†) which call the function  ExecNonQuery  and deletes a record based on the SQL Statement. Final Thoughts The above tutorial will simply teach you on how to connect to a database and make some changes to the database table. It is very important that you read first some tutorials about programming before you dive into the source code if you’re just starting out. If you really wanted to learn faster, then I recommend a book which is my reference also with this article. This book is called  Beginning VB 2008 Databases: From Novice to Professional (Beginning: