question 
A project manager is assigned to lead a digital marketing software project. Some stakeholders don’t support the project, and others want the entire project to be planned out before it starts. The sponsor, on the other hand, is looking for a quick win to get the support of the majority of stakeholders and ensure the project’s continuation. 
Answer
1. Introduction
Digital marketing becomes the most effective way of promoting and selling a product or service. In today’s competitive, technology-driven market, it provides an efficient way to reach customers compared to conventional marketing strategies, which are more time and cost-consuming. It is an aggregate process of digital marketing utilization using the internet, mobile, and other digital media. The client is in the process of promoting an MLM product using various methods of marketing to sell the product. He needs an application that can assist in managing those methods and accumulating all the data on the promotions and the product sales. Then, monitoring and comparing that data to give an evaluation on which method is the most effective to improve product sales and to assist decision making on future marketing strategies. From here, the idea of developing an application to manage that data came into reality, to build a system providing automation-based method data entry and can generate a sales report for his evaluation.
This project management plan is based upon the project of developing a mobile phone application for a client, which is a digital marketing software. It is being developed as the final project for the subject FIT5147 Software Engineering: Analysis and Design at Monash University Malaysia. The project aims to apply project management knowledge that has been learned throughout the semester into a real scenario and real application. The main objective is to produce an efficient application that can satisfy the client’s requirements and can be used as a tool to manage his business. The background and reasons for making this application will be discussed in the next section, followed by the purposes of this project, then the scope of the whole project.
1.1. Background of the Project
At this time, the company has no direct means of engaging potential customers of its existing product in a sales process. Most of the retailers using the software are unaware of upcoming new features and how to best use the tools available in their current products. While no firm numbers exist, the client estimates that increased tool awareness and usage could garner more than $100,000 in increased monthly revenue. With the release of specific web tools or a SaaS version of the software, the revenue potential from a successfully marketed product is well into the millions annually. Any success in web-deployed products will be a jump from bread-and-butter retail software to something entirely new. To best understand the successes and pitfalls of web-deployed software and the online marketing activity to support it, marketing the project to represent that of a small web-based software start-up is the most cost-effective means of driving change in the company’s marketing ideology.
The project has been commissioned by a developer of digital marketing software for small and medium-sized businesses. The company was founded in 1987 and began developing retail point-of-sale software, which has remained its primary product, selling over 30,000 copies. Its suite of products is installed in over 100,000 retail locations worldwide. The company has been slow to take its products to the web and has no experience with online marketing. Although web-based software will be an eventual evolution of the company’s product offering, the primary income driver now and in the future is likely to be providing robust tools to a broad community of small-to-medium-sized retailers.
1.2. Purpose of the Project
The main reason that leads to undertake this project is the general lack of an Integrated Project Management (IPM) system in Digital Marketing Software that can be used by project managers, team members, and directors at different levels for managing, executing, and monitoring multiple marketing projects. People involved in the marketing profession are becoming much aware of project management strategies. Day by day, they are adopting and implementing various project management methodologies and tools to enhance the efficiency and effectiveness of working. Marketing projects vary from simple to complex. Sometimes, it involves managing the mix of traditional and online marketing with tight budget and deadlines. To manage such type of marketing projects, disparate project managers usually end up in a mess and believe that the successful completion of that project was a matter of luck! IPM Systems can provide such project managers a better platform and methodology to manage their marketing projects. This project is focusing on providing a solution for project managers and software teams to effectively develop and manage an IPM system for Digital Marketing Software. This project will also serve as a learning experience for students, providing them with the opportunity to utilize and build upon the knowledge they have obtained in the field of software engineering and project management. This project intends to be a complete life cycle from the initiation phase to the closure phase according to PMI methodology. This project will be done within a virtual team and with stakeholders’ consultation.
1.3. Scope of the Project
At the end of the project, you will have a way to implement the solution. A project plan for software implementation is also a plus but is beyond the scope of this project.
Success Criteria: The success of this project can be measured by the recommendation made for marketing project management software at Intuit. This should identify a clear solution to the problem and address how to better manage marketing projects and coordinate the various activities and priorities amongst Intuit’s marketing teams.
Duration: 12 weeks – Dec 2009 to March 2010. Note that the week of Dec 21 is a company-wide shut-down and the week of Jan 4 will not be included as the Project Manager will not be available.
The scope of this project is to identify the challenges involved in the manual management of marketing projects at Intuit. Based on the challenges identified, evaluate potential marketing project management software solutions that would enhance project management and delivery within Intuit’s marketing department. The evaluation criteria should include ways in which the software would facilitate management and coordination of complex cross-functional projects that involve web and interactive, email, events, and campaign management. Make a recommendation on a software solution (or combination of solutions) that would effectively address the needs of Intuit’s marketing department.
2. Stakeholder Analysis
2.1. Identification of Stakeholders
2.2. Assessment of Stakeholder Support
2.3. Strategies for Engaging Stakeholders
3. Project Planning
3.1. Importance of Project Planning
3.2. Defining Project Objectives
3.3. Developing a Project Schedule
3.4. Allocating Project Resources
4. Managing Stakeholder Expectations
4.1. Communicating Project Goals and Benefits
4.2. Addressing Stakeholder Concerns
4.3. Negotiating with Stakeholders
5. Sponsorship and Support
5.1. Role of the Project Sponsor
5.2. Gaining Support from Stakeholders
5.3. Strategies for Quick Wins
6. Project Execution
6.1. Implementing the Digital Marketing Software
6.2. Monitoring Project Progress
6.3. Managing Risks and Issues
7. Project Evaluation
7.1. Assessing Project Success Criteria
7.2. Gathering Feedback from Stakeholders
7.3. Identifying Lessons Learned
8. Project Continuation
8.1. Ensuring Long-Term Sustainability
8.2. Securing Ongoing Support
8.3. Planning for Future Enhancements

QUESTION
Human Augmentation and the Blurring Lines: Technological advancements like brain-computer interfaces and wearable exoskeletons are pushing the boundaries of human capabilities. How can human informatics guide the ethical development and use of human augmentation technologies, ensuring they enhance rather than redefine what it means to be human?

ANSWER
1. Introduction
First, while only a few of these technologies are in use or close to implementation today, the timescale between development and implementation may not be adequate for thorough examination of ethical issues before it is too late to affect how the technology will be used. Policy regarding the use of enhancement technologies has tended to lag behind scientific and technological progress, enforcing a reactive rather than proactive approach to ethical evaluation. Second, ethical debate and policy regarding human enhancement technologies has been quite fragmented and not born much fruit in terms of policy and guidelines for scientists and developers of these technologies. This form of corporate social responsibility is crucial for maintaining a proactive approach to ethical evaluation. Allhoff has proposed that the best means to address issues in the long term is to shape the nature and direction of technological change, steering it towards more desirable ends, and enhancing oversight, and looking to its social implications from the outset (Allhoff 2010). Thus it is necessary to examine the ethical issues surrounding human augmentation technologies in a broad and inclusive manner and make it a priority to integrate policy and guidelines for scientists into the fabric of these technologies’ development.
Human augmentation technologies, which have the potential to bring about radical improvements to the human condition, are increasingly evoking public and academic debate. Labeled as the most important social and ethical issue of the twenty-first century (Allhoff et al. 2009), the development and use of human enhancement technologies has spurred a plethora of argument from ethicists, scientists, policymakers, and the general public. People are concerned about how it will affect what it means to be human, the distribution of the technology, and the potential for new forms of unequal social pressure to enhance. Others are hopeful about the possibility of new treatments for currently incurable diseases and conditions, as well as providing a means to improve the intellectual, physical, and psychological capacity of humans. The rapid development of these technologies presents two main challenges for the gradual process of ethical evaluation and policy development.
1.1. Background of Human Augmentation Technologies
The goal of human augmentation, to use medical technology in order to improve physical performance or even overcome disabilities, has existed for thousands of years. The development of new medical techniques and the convergence of these techniques with computer technology, new materials sciences and nanotechnology, will have far-reaching effects on the lives of every human being, as well as on the global ecosystem. To discuss the future of human augmentation, it is important to understand the historical precedents. The past three decades have seen incredible advances in medical technology. Joint replacements, dental reconstruction, organ transplants, cosmetic surgery, and the alleviation of mental illnesses through drug therapy are now commonplace in the developed world. These developments have been driven by a number of factors, including the desire of individuals to lead more fulfilling lives, an aging global population, and the economic and social benefits that improved health provides. The development of human augmentation technologies has been largely driven by the needs and capabilities of the medical industry. It is, however, the commercial potential of such technologies, particularly in an age of growing economic inequality and a global ‘knowledge economy’, that is likely to be the ultimate driving force behind the future development and convergence of these technologies. The medical industry has traditionally been conservative and slow to implement radical new procedures. Often new technologies were tested and perfected on relatively small and specific patient groups. As these technologies became more refined and costs were reduced, wider ranges of patients were treated. Many possibly beneficial medical technologies have had limited success as they were superseded by new technologies or were not seen as economically viable by the industry. This has resulted in an increasing proportion of the world’s population being left behind by the rapid pace of change in the medical industry.
1.2. Importance of Ethical Considerations
There are ethical issues associated with the development and offering of human augmentation technologies. The implications of the effectiveness and pervasiveness of those technologies will have wide-ranging effects on society. In the short term, human enhancement technologies might exacerbate social inequalities and create a two-tier society, further the gap between the haves and the have-nots. Because many enhancement technologies will initially be costly, they may be deployed first and most aggressively by those who can afford them, thus widening the gap and ultimately solidifying the advantages that already accrue to the more affluent members of society. This might, in turn, lead the wealthy to distance themselves from the less fortunate, leading to an erosion of empathy and the virtual marginalization of the unenhanced. This potential future is dystopic, and the transparency and openness to scrutiny of the later on possible more drastic changes to our species, whether by genetic enhancement or cybernetic technologies, would reduce the possibility that we could slide into such a state unwittingly. If a given alteration to humanity is deemed so undesirable that it should be prevented at all costs, knowing what constitutes that kind of alteration and having an open forum to decide its nature and the steps to prevent it is critical. Human augmentation technologies pose subtle changes to human nature, and it is important that we make decisions about these technologies intentionally, rather than let them determine the future of humanity by happenstance.
2. Human Informatics: Guiding the Ethical Development
2.1. Definition and Scope of Human Informatics
2.2. Role of Human Informatics in Technology Development
2.3. Ethical Principles in Human Informatics
3. Human Augmentation Technologies: Enhancing Human Capabilities
3.1. Brain-Computer Interfaces: Expanding Cognitive Abilities
3.2. Wearable Exoskeletons: Enhancing Physical Performance
3.3. Prosthetic Limbs: Restoring Functionality
4. Ethical Considerations in Human Augmentation
4.1. Autonomy and Informed Consent
4.2. Privacy and Data Security
4.3. Equality and Accessibility
5. Ensuring Ethical Use of Human Augmentation Technologies
5.1. Regulatory Frameworks and Policies
5.2. Ethical Design and Development Guidelines
5.3. Education and Awareness
6. Implications of Human Augmentation on Society
6.1. Impact on Employment and Workforce
6.2. Social and Cultural Norms
6.3. Psychological and Emotional Effects
7. Future Perspectives and Challenges
7.1. Emerging Technologies in Human Augmentation
7.2. Balancing Innovation and Ethical Considerations
7.3. Addressing Potential Risks and Unintended Consequences
8. Conclusion

Question
Develop a supervision plan to guide productive and positive mentorship with your supervisor during supervision meetings.
Explain how supervision adds to your professional growth and development.
Explain how you used this week’s readings and resources to inform your plan.
Include at least three (3) specific items in your plan
Engaging in group therapy for social skill, coping skills, behavioral different diagnoses. long term clients in this program. 

Answer
1. Introduction
I will meet with my mentor group weekly to ensure that everyone is on the same page and to reflect on anything that has happened from the week before. These meetings will take place during a time when we can have a reasonable amount of quiet and privacy. During this discussion, we will reflect on the assistantship positions, their weekly interactions with the student body, formal/informal learning experiences, and anything that may be troubling them. At the end of each meeting, I will have each mentee set a goal for what they hope to accomplish before our next meeting. This can be an ongoing goal or something they hope to do in a short amount of time. We will always start with the previous week’s goals to ensure that they were accomplished and why/why not. And if it is a suitable time, we will do some sort of team-building activity.
A major component of this plan is the manner in which I create a sense of community and establish a caring yet challenging relationship with my mentees. This is the foundation from which everything else is built upon. So, my first goal is to become very knowledgeable about the individuals I will be supervising. This includes researching their assistantship positions and, in the case of first-year graduate students, what their assistantship positions will entail. I also hope to uncover what their career goals are so that I can better assist in their growth and development. Finally, I want to know what their strengths are and what they hope to get out of this mentoring experience. This may take place in the form of a mentee self-assessment. With an understanding of who my mentees are as individuals, I can better personalize their development. For example, if a mentee has a programming position and hopes to become a Director of Housing, their developmental needs and goals will be much different than someone with an assistantship in academic advising who aspires to become a Dean of Students. By understanding who my mentees are, I can better assist them in reaching their goals. This may involve a mix of mentoring from myself and referring them to a more suitable mentor.
In order to bring about this level of growth and development, it is essential that I have a clear plan for how to supervise my mentees. This paper will take you through the different steps and basic principles I will use to carry out this supervisory plan so that it leads to a highly developmental experience for both me and my mentees.
This paper outlines the plan I have for supervising a group of students in a productive and positive way. It is my goal to create an environment in which my mentees are able to uncover and build upon their strengths and passions in the field of student affairs. Within this supportive community, they will be challenged to grow and develop professional competencies that will make them more effective practitioners. Finally, I hope that through this experience, they are able to develop a professional identity in the field of student affairs as a result of integrating in and out of class experiences.
1.1 Purpose of the Supervision Plan
The overall purpose of this supervision plan is to support and develop the supervisee’s skills in promoting a positive and productive mentoring relationship. Together, the supervisor and supervisee will work towards developing the necessary skills to create a positive mentoring environment and deal with the challenges and opportunities that arise. By continually assessing the effectiveness of their mentoring relationship, it is anticipated that the supervisee will also develop skills to be self-reflective and to take a proactive stance in his ongoing mentoring relationship. In turn, it is expected that the skills and strategies the supervisee learns will be shared with his mentee, thus indirectly impacting the mentoring experience of the mentees in the Faculty of Education. This objective is based on the belief that learning to mentor occurs through a process of self-discovery, trial and error, gaining feedback and applying new learning. The supervisor and supervisee will engage in regular discussions surrounding the projects and outcome measures for the supervisee’s mentoring relationship. This will allow the supervisee to share his learning and experiences and allow the supervisor to provide guidance and feedback. By documenting this process through the supervision plan, it is expected that the discussions will be rich and lead to the development of further questions, ideas and learning. The documentation will also serve as a useful tool for the supervisee to recall his learning and to assess his progress at various stages throughout his mentoring relationship.
1.2 Importance of Productive and Positive Mentorship
I. Introduction II. Purpose of the Supervision Plan III. Importance of Productive and Positive Mentorship A. Define the concept of supervision B. Discuss supervision in the context of both informal and formal helping relationships C. Discuss the importance of supervision for the development of the professional identity of the counselor. D. Discuss the levels of tasks within the supervision process. E. Discuss the specific requirements of supervision for the mental health counselor working with individuals, families, and/or groups. IV. Incorporating Readings and Resources The previous section discussed the relevance of supervision as a whole to all counselors. In this section, the focus is on specific requirements and techniques for clinical mental health counselors or those individuals who find themselves in dual roles where clinical supervision is needed. This includes individuals who are practicing counseling techniques in schools, universities, and/or various agencies. It is clear that professional identity for mental health counselors is linked to clinical supervision. This can be seen from the recent inclusion of standards for supervisors and for the supervision process by the American Psychological Association, and the additional fact that in the United States, for mental health services to the Medicare eligible population, psychiatry is the only clinical mental health profession that still offers any form of medical care. This means that the vast number of mental health clients are receiving counseling from individuals with Master’s level training or other mental health professionals. With the field narrowing and with psychiatry moving more toward medication management, there is an increasing number of individuals with Master’s degree or other mental health professionals who are receiving or seeking supervision so that they can continue to offer services in the form of counseling.
1.3 Incorporating Readings and Resources
To guide a productive and positive mentorship that is consistent with the statement and goals of the program, mentors may wish to incorporate articles, guides, and textbook material on the subject. Topics might include developmental theories of college students, racial identity development, sexual orientation, leadership identity, and social change. Resources could also explore the varying needs of students of different identities as they progress through higher education. Dr. Janet Helms offers a compendium of resources on the subject of racial identity that could aid a mentor in working with a student from a similar background. Because material is likely to be both practical and theoretical, mentors may choose to engage in discussions based on readings during group supervision meetings. When possible, mentors should seek out literature specific to the population with which they will be working. This might include material on identity development for women, international students, students with disabilities, etc. By encouraging critical thinking on the subject, mentors will be more prepared to think on their feet when working with students in 1-1 and group settings.
2. Establishing Goals and Objectives
2.1 Identifying Professional Growth Areas
2.2 Defining Developmental Objectives
2.3 Aligning Goals with Supervision Meetings
3. Creating a Structured Meeting Agenda
3.1 Setting Clear Meeting Objectives
3.2 Allocating Time for Discussion Topics
3.3 Incorporating Feedback and Reflection
3.4 Documenting Action Steps and Follow-ups
4. Enhancing Communication and Collaboration
4.1 Active Listening and Open Dialogue
4.2 Building Trust and Rapport
4.3 Addressing Challenges and Concerns
5. Utilizing Resources and Support
5.1 Leveraging Readings and Research
5.2 Seeking Guidance from Colleagues
5.3 Accessing Professional Development Opportunities
6. Evaluating Progress and Performance
6.1 Assessing Professional Growth Milestones
6.2 Monitoring Developmental Objectives
6.3 Identifying Areas for Improvement
7. Conclusion
7.1 Recap of the Supervision Plan
7.2 Emphasizing the Benefits of Mentorship
7.3 Encouraging Ongoing Learning and Development

question
1. The chapter on time management describes priority setting as a critical step in good time management.  Give an example where you personally or have seen a leader fall into one of the time wasters described in the chapter-why did this behavior create time waste?  What are some strategies you have developed to minimize wasted time and analyze how might you apply these?
2. The text states that fiscal planning should reflect the organizations philosophy, goals and objectives.  What evidence of this have you discovered in your employment?
3. Briefly describe your experience or exposure to health care finances.  Evaluate how this has this helped you in being more conscious of balancing cost and quality?
4. Develop a career map for your 5, 10 and 20 year career goals. See learning exercise in Chapter 11 for more details.  You may wish to “Google”  Career Map for some ideas. (application)
5. Analyze the benefits of creating a resume. (analysis).   Appraise steps (if any) you have made towards building your resume such as what can/should be included (evaluation)

Answer
1. Time Management and Priority Setting
It is also possible to distinguish between a time waster and a time spender. Measures of time and how it is spent often reveal a common pattern in research. People who are disorganized and lack time management often feel that they need more time to get work done and often say “I haven’t got enough time.” The truth is, they have enough time for what they want to do. They often have a high amount of wasted time or what we refer to as “lost time.” This is time that they cannot account for with specific results utilizing the time. High amounts of lost time correlate with lower efficiency in work. A time spender is different; they enjoy their free time and generally feel that they are well organized.
In the Ford example, he did not realize his phone call was pre-empting an agenda item, he lacked verbal skills, and he did not take any follow-up action. This is the behavior of someone who is not skilled in time management. Wasted time can be classified into two different types: internal and external time. The behavior demonstrated in the phone call has caused Dart to experience external time, which is a gap in results. Ford’s lack of verbal skills and failure to take action has caused him to lose time that could have been spent on the agenda item. This has caused internal time, which is time spent doing something different from what was intended. The simplest way to identify wasted time is to compare actual results to desired results in work, home, or study loads. Time is wasted if there is no match in results.
Effective time management is a person who is skillful, organized, and experienced in their work and other daily activities. “Time management” is the process of exercising conscious control over how much time to spend on specific activities. People who don’t know the importance of time always let time control them. In fact, they will lose one thing that they’ll never get again in the rest of their life: time. But for people who understand the importance of time, they are able to do all of their wants and even more. They can also find free time to rest their body and mind. The purpose is that they can find happiness in what they achieve because they can utilize their time effectively. Usually, everyone wants to achieve the best result in the work they do. But sometimes, and often, something can disrupt their work, making the time they spend useless. Wasted time is the gap between expected and actual results in work.
1.1. Example of a Leader Falling into a Time Waster
In the following section, we have an example of a leader who fell into a time waster which Snow has described to be one of the time wasters, comfort. At her previous place of employment, the company developed a system and tool to effectively track and manage employees’ goals and the contribution of each employee towards those goals. The leaders at each level had a set of goals and it was required that they spend at least 5-10% of their time performing activities that directly contributed to those goals. The Vice President level leaders and above were to be assessed yearly based on their efforts towards those goals. Snow’s role was to support company-wide development and in very large part through developing front line employees to be able to take on more responsibilities and excel into higher level positions. He had a great deal of autonomy as to how he would do this and his ultimate goal was to create a larger development organization and then fill it with more developed internal candidates. At the time, there was a very good chance that the system and tools used to track leadership’s goals would be utilized by development which is what led Snow to want to figure out how to get development ‘ready’ for going through the leadership track. He decided that if he were to look at the potential leaders in the development organization as the future leaders he was developing now, he could angle some developmental work with them in a way that would directly benefit leadership in addition to benefiting the individuals. This had occurred to him in late 2006 and the turning point which led to his time wasting happened at a later date. In describing this example we will first show how the behavior was normal and this is key to identifying time wasting behaviors. We will do this by comparing the old behavior to the new time wasting behavior, followed by a then and now comparison. The old and new needs to be chronologically accurate and the then and now should be a side by side comparison of how things were done before compared to now.
1.2. Analysis of Time Waste Caused by the Behavior
The leader spends a significant amount of time responding to emails in an attempt to keep his inbox in single figures. While it is important for a leader to be responsive, it is not necessary to respond to every email as soon as it hits the inbox. The majority of emails can be directed to the trash or a subfolder, the sender can be advised to take alternative action or it may not require a response at all. By cleaning his inbox, the leader is placing a high priority on a task that can easily be delegated to others. This behavior has the potential to impact the efficiency of subordinates who may be awaiting replies or further instructions on the task. In this instance, the leader had wasted his own time and that of his subordinates with little benefit to the achievement of organizational goals.
This section provides a description of how leaders waste time and the impact their time wasting behavior has on subordinates and organizational goals. It is intended to be used as an educational tool to help leaders identify time wasting behavior in themselves and others and understand the repercussions of that behavior. A case can then be made as to why certain time management and priority setting strategies would be beneficial.
1.3. Strategies to Minimize Wasted Time
The more you can increase your awareness of how you are using your time, the easier it will be to identify where and how your time is wasted. Keep a detailed daily diary of how you are using your time. This can be quite tedious and take some effort, as it’s best to write down what you are doing as you are doing it. After a few days to a week, review your diary and identify your time-wasting activities. Determine what the causes or triggers are for those activities, as well as the associated thoughts and emotions. The more you can increase your awareness of the thoughts and emotions that lead to time-wasting activities, the better chance you have of preventing them. With that knowledge, identify alternative activities that are more constructive and better serve your goals. Now schedule the alternative activities, taking into consideration when and where is the best time to do them. This is known as a situational self-management plan, and it is a very effective way to change behavior.
Each of the strategies suggested takes a proactive approach to minimize potential time wasted. Set clear goals and prioritize tasks. If unsure as to what tasks to prioritize, then apply a SMART criteria to determine what are the best courses of action to take. When you set specific goals with measurable outcomes, it is easier to prioritize the tasks at hand. An example of a specific goal is to increase the efficiency of a specific task so that it will take less time. Then you would measure the time the task takes periodically after implementing changes to determine whether the intended outcome had been met. A specific goal that has a measurable outcome provides a strong sense of accomplishment and will help you prioritize tasks.
1.4. Application of Strategies in Personal Context
Frequently, I believe that the quickest way to do an activity is to do it myself. In the short term, that is frequently true. On the other hand, the time I spend teaching the other person to take on the task in my place will frequently save time in the long term and can also lead to a higher quality outcome. I am prepared to admit that I often take the easy option of doing it myself as I frequently convince myself that I can complete the task quicker than explaining what needs to be done to someone else. If I can change this behavior and actually judge whether the task is worth doing myself or delegating it to someone else, I can use my saved time on more strategic tasks. This will involve some assessment of the task in terms of priority and also the other person’s skill/knowledge level. This is something that I will have to develop with practice, trial and error.
Personal strategies for minimising wasted time in my job…
2. Fiscal Planning Aligned with Organizational Philosophy, Goals, and Objectives
2.1. Evidence of Alignment in Employment
3. Experience and Exposure to Healthcare Finances
3.1. Brief Description of Experience
3.2. Evaluation of Increased Consciousness in Balancing Cost and Quality
4. Career Mapping for 5, 10, and 20 Year Goals
4.1. Development of Career Map
4.2. Utilizing Learning Exercise in Chapter 11
4.3. Exploration of Career Map Examples
5. Benefits of Creating a Resume
5.1. Analysis of Resume Benefits

question
 In this discussion, explain and describe the Emergency Management Plan: Financial Management. How does financial management play a significant role in planning for tactical and operational endeavors? 
Answer
1. Introduction
Financial management is one of the key elements of every management plan. It provides the systematic approach in which the organization could allocate the financial resources to operational and capital requirements. This is defined by Pride et al. (2006), in which financial management is the operational activity whereby the funds of an organization are allocated and controlled to attain the organizational objectives. The principal objective of financial management in emergency management planning is to provide the most effective and efficient approach in which the organization could utilize the financial resources to prepare for, respond to, and recover from any potential emergencies or disasters. This also includes disaster risk reduction activities in which the organization could minimize the probability of a disaster occurring.
As this research paper is a management plan on financial management, the definition of an “Emergency Management Plan” stated by the Emergency Management Australia (2004) is “a plan that identifies measures which can be taken to eliminate hazards, reduce risk, and prepare for, respond to, and recover from a disaster.”
The research-based emergency management essay should be a tutorial and a management tool in which the emergency management plan would be developed effectively and efficiently. For emergency management plans to be effectively developed for the city or the municipality, the emergency management needs to understand what an emergency management plan is and its importance.
1.1. Definition of Emergency Management Plan
The emergency management planning process should take an “all hazards” approach given that the impacts of many hazards can be mitigated in similar ways and that it is hard to predict the type of disaster that will befall a particular place or community. An all hazards approach ensures that the strategy is relevant and useful to a broad range of scenarios. The emergency management plan will then identify and prioritize the most significant risks to be addressed. Note that in the context of a household emergency management plan, a “risk” may be any unplanned event that has the potential to disrupt the normal routine of the household.
An emergency management plan is simply the application of managerial process to the creation of a strategy that will allow the best chance of preserving the safety of a defined group at a point in time in the future.
An emergency management plan serves as a “road map” of sorts for how to keep your family safe and respond in an emergency. An emergency management plan is a dynamic guide for changing circumstances to minimize damage and ensure the safety and security of you and your family. This plan should be assembled by the head of the household and disseminated to each family member. It should identify the specific roles and responsibilities of family members in the context of the risk scenarios identified and the preparation and response strategies that will follow.
1.2. Importance of Financial Management in Emergency Management Planning
Effective financial management is an integral part of the overall emergency management plan. In every stage of emergency management, it is crucial to mobilize resources and spend funds wisely. Recurring natural disasters in various countries have encouraged emergency management authorities to consider providing funding for recovery and preparedness activities, in addition to response efforts. But despite the consensus that sound financial management is essential in emergency management, there has been little empirical research on the topic, and there is no clear understanding of what comprises good financial management in the emergency management context. This paper, based on a recently completed Ph.D. thesis, begins by defining financial management in the context of emergency management and establishing the significance of the topic. The subsequent section discusses various types of resources that are available to finance emergency management activities, and identifies the trends and imbalances regarding the allocation of resources between mitigation and preparedness activities, and response and recovery activities. The paper then presents a delineation of the key components of emergency management finance, and explains how accounting and accountability fit into the wider financial management framework.
2. Fund Allocation
2.1. Determining Financial Needs
2.2. Budgeting for Emergency Response Efforts
2.3. Allocating Funds to Different Operational Areas
3. Resource Acquisition
3.1. Identifying Funding Sources
3.2. Applying for Grants and Financial Assistance
3.3. Establishing Partnerships with Organizations for Financial Support
4. Financial Risk Assessment
4.1. Evaluating Potential Financial Risks
4.2. Developing Contingency Plans for Financial Emergencies
4.3. Mitigating Financial Risks through Insurance and Contracts
5. Financial Reporting
5.1. Establishing Financial Reporting Mechanisms
5.2. Monitoring and Tracking Financial Expenditures
5.3. Generating Financial Reports for Transparency and Accountability
6. Financial Auditing
6.1. Conducting Regular Financial Audits
6.2. Ensuring Compliance with Financial Regulations and Policies
6.3. Identifying Areas for Improvement in Financial Management
7. Cost-Benefit Analysis
7.1. Assessing the Cost Effectiveness of Emergency Management Strategies
7.2. Analyzing the Benefits and Returns on Financial Investments
8. Financial Training and Education
8.1. Providing Financial Management Training for Emergency Management Personnel
8.2. Enhancing Financial Literacy within the Emergency Management Team
8.3. Promoting Financial Awareness among Stakeholders
9. Financial Planning for Recovery
9.1. Developing Financial Strategies for Post-Emergency Recovery
9.2. Allocating Funds for Reconstruction and Rehabilitation Efforts
9.3. Implementing Long-Term Financial Plans for Sustainable Recovery
10. Conclusion