Female Kindergarden teacher needed at Sheikh Zayed Private Academy

(From Canadian Club Abu Dhabi)
To the Canadian Community and friends,

The Sheikh Zayed Private Academy, one of the most prestigious schools in the UAE has an urgent requirement for a female Kindergarten teacher to start work almost immediately.

The school located on 26th street near the Embassy area provides quality education from Kindergarten to Grade 12. It offers a program based on a North American curriculum with a strong emphasis on UAE values as well.

Please pass this information on to your friends and colleagues..

For enquiries, please call +971 2 446 9777 or visit their website

Hasty Plans...

Projects are often not well planned.

I am familiar with this process of planning without regards to time, cost or quality management. All three are challenging aspects of a good plan and my earliest examples of these would relate to carnival or festival committee planning events at school, church or university. Usually these were the best planned events I can early recall because they cumulatively carried over from one year to the next so group activities on such a scale required little if any great variations as they had been tried and tested over several years if not decades of trial and error. But here are two anecdotes exhibiting elements of haste from my working history.
My early work experiences afforded my first insights into actual if not tacit or on the job learned project management. Of course humour tempers my memory of working as a full-time summer dishwasher/kitchen helper at Ottawa’s Britannia Yacht Club in 1989. The largest weekly planned event was a Saturday buffet and the ranging but mostly retiring or aging members of the club dictated several interesting caveats. First, stakeholders, mostly octogenarians brandishing knives and forks felt it was within their scope of responsibility to randomly bumble in and out of the small central kitchen’s swinging doors like the adherents to Julia Child that they were whenever they had even the mildest complaints about the quality of the food. Lately there was an agreed assumption that the Chef routinely attempted to poison or sicken these clients by way of ingredients such as garlic salt which all agreed was an abominable concoction and stated reason for the firing of the previous Chef. It was also the purview of a retired head Chef of the Royal Yacht Britannia to be found wandering around the kitchen to recount his own horror stories on kitchen affairs aboard that boat such as routine dish pit flooding which would often nearly creep under the doors and out upon the Queen’s own royal dining room.

The salt and pepper haired manager of the Club at the time was attempting to increase revenues through more frequent and more lavish wedding receptions on the grounds abutting the Ottawa River near Deschenes Rapids. The Black Jack, a square rigged brigantine converted from an abandoned logging boat in the 1950s served as precarious entertainment due to the tons of concrete which filled its keel to keep it upright even during frequent journeys to the river bottom. The wait staff was another group of stakeholders who felt they were not getting their cut of increased profits and suddenly resigned en masse immediately prior to the ever popular weekly Jamaican nights complete with oil drum band which left a few tired kitchen helpers to pick up as waiters and bartenders. During one, at the time pricey, $10,000 wedding the manager brought in a thousand dollars of designer dessert pastries and precariously placed them in the main floor walk-in beer fridge behind the door. One bar tender’s run for a keg resulted in a thousand dollars of pastry catastrophe. The manager and the Chef were both replaced following that summer’s run of misfortunes by a full consulting outfit.

My second anecdote recalls three years of daily marine transport commuting to and from Abu Dhabi Naval College courtesy of the Abu Dhabi Navy where I was a civilian military instructor of officer cadets in training from 2000 to 2003. As I would drive my own car to the Naval Forces gate frequent trunk inspections led me to believe that pilferage, theft or smuggling of either weapons or materiel might have been a regular event there. Delays in entry either due to prolonged search or non-functioning security card key passes could often affect time constraints which would result in my arriving at the jetty just in time to see the small white service boat which accommodated about twenty seated passengers cruising out of the harbour with a five metre rooster tail rising behind it. The converted covered whaler which had its internal engines removed and replaced with two four hundred horse power outboard motors was finally forbidden to dock at main base at speed after a few weeks as the wash would often cause the pocket battle ships nearby to test their moorings. Lateness would cause me to catch the slow boat to the island of Sadiyat which was a tired and smoke belching small landing craft with a persistent leak in its poorly sealed bow doors. The only clear solution to avoid sinking on that craft was full ahead which was about a turtle’s pace. For some reason, a regular or routine fuel tank filling schedule or even the checking of fuel gauges prior to daily departure was never carried out by the vulgar boatman, Raith or his numerous querulous underlings. Often one or more of the three boats would sputter to empty half way to the island. On one occasion the landing craft and one of the two covered whalers were floating on empty bobbing about on considerable swell in the middle of the harbour channel without recourse. The solution was seen to be all hands on the officers’ boat so that what accommodated twenty now lurched with seventy-five. Foreign civilian instructors who refused to abandon the sinking landing craft for the overloaded officers boat were chastised for arriving to the somnolent office a half hour late, an office where it was routine to attend for even weeks or months at a time without assigned lessons.

The island bus journey was often equally ill planned. In 45 to 50 degrees heat with 100% humidity and no AC bus schedules and travel timing could often be delayed as much as an hour to two hours in midday depending upon the daily rota or logistics management approval of (un)timely departures. For example, if the officer on duty was suddenly unavailable or absent without leave to give the command for departure the bus driver might practice “cutting” or departure without approval which would often be reprimanded the next day with further or future delays in departure. Other instances the bus would be ordered back to be refueled without notice or held hostage during gate exits due to unruly naval forces unwilling to off load the bus and remain on their assigned duties. Sometimes the bus would need to return to the college half way across the barren desert island to the jetty to pick up a late prepared chicken tikka lunch for the jetty guards or the bus would need to return to pick up an officer who was delayed in arriving on assigned timing of departure, etc. It was a daily charade called waiting for the bus.

When is a detailed project description necessary?

As the previous two detailed descriptions may reveal the necessity of a detailed description will be required in circumstances where the complexity of time, quality and cost factors are most significant and stakeholders need to be confidently affirmed that the project in question is suitably addressing their purposes, outcomes and management objectives. Poor management objectives and poor control over time, quality and cost factors will result in inefficiencies and the appearance of incompetence.

For example a project brief by its own description is shorter in its coverage of content or progress as time, quality and cost factors would ideally have been suitably addressed. Conversely in a request for tender significant description, explanation and expansion of time, quality and cost must be expounded to provision measures to evaluate the ability of the suppliers of products or services to respond with a bid to fulfill strictly measured and defined needs. If these needs are nor well defined or justified, poor quality, time and cost overruns will probably result.

How can well planned project descriptions help an organisation and its stakeholders?

A detailed description will assure stakeholders have information necessary to make a commitment to sponsor or approve a proposal or bid on a project tender. An effective organisation will assure that its needs and purposes are being met. If it is a government or NGO for example it may lumber along indefinitely in disregard to effective planning measures (or perhaps tacitly encourage the absence of them). If the organisation is a business sooner or later regardless of profits it will meet its doom if its projects are not well managed. As the process of proposal bid acceptance may be competitive the needs of the stakeholders should be strictly met and the quality of the project proposal itself depends upon the planning which is put into it and will assist the possibility of bid acceptance. While this might imply lowest costs and shortest time frames possible to win the race one is reminded of several examples here in provoking such “risk society” tactics which implicate quality and entreat disaster. Notable events such as Sampoong Department Store, Seongsu Bridge, Taegu Subway Fire have revealed shortcuts to quality in Korea are often perilous and may reveal challenges in project planning and management on a cultural scale. Other examples such as the last decade of Hyundai Motors sales growth have revealed a greater focus on quality. Even perceptions of managerial accountability and responsibility to stakeholders may be culturally based as described in The Geography of Thought: How Asians and Westerners Think Differently...and Why (Nisbett, 2003). While quality is often more costly in terms of expenditure and time the process of planning is meant to maximize quality and minimize time and cost restraints.

This was 1999...what about 2009?

The Economic Implications of International Education for Canada and Nine Comparator Countries: A Comparison of International Education Activities and Economic Performance

Prepared by The Conference Board of Canada

For

International Cultural Relations Bureau
Department of Foreign Affairs and International Trade

Current evidence suggests that involvement in international education yields many
economic benefits. Improved knowledge flows, better transfer of disembodied
technologies and ideas learned abroad, increased understanding of foreign market
opportunities and the enhanced development of cross-cultural competencies for global
and domestic business are all gains from international education that yield economic
rewards, directly or indirectly. To the extent that nations limit their involvement in international education, they forego these economic rewards.

The Canadian evidence suggests that we have incurred economic costs because of our
relatively modest support for international education. Specifically, our limited
involvement in international education means that we have limited the scale of the
economic rewards we gain from better knowledge flows and enhanced cross-cultural
competencies.

Since Canada depends highly on international trade and on acquiring technologies
from abroad for its economic well-being, the cost of foregoing these rewards is higher for us than it would be for most other nations. Conversely, international education is a particularly important strategy for improving our nation’s competitiveness.

FULL TEXT HERE

Allan Conway on BRIC Schroder

Allan Conway on BRIC Schroder

The rally that we have had so far this year has been extraordinary. But we should remember that we have seen the rally from really oversold levels and whilst we can see many emerging markets are up 50-60% so far this year, many of them are still down 10-15% or more if one looks at the last 12 months. So we were oversold and have had an extraordinary bounceback. But where we are today is still a situation where generally speaking valuations are quite reasonable. We are just starting to finally see visibility of global economic recovery. And as that visibility increases we expect to see equity markets moving into a more sustainable bull market rally. So, whilst in the very near term, it is perfectly possible that we could see some further setback, as we move into the fourth quarter, we expect to see markets come through pretty strongly.

Full article and interview here.

The research proposal that failed...

Consider a project that you have been involved in and especially how time, cost and quality were managed.

I have never been involved in a successful project outside of regular term course syllabi preparation which might be routine and somewhat expected however last winter holiday I was approached to join a global research project consultancy proposal for APEC entitled, "Improving Market Structure, Regulatory, Infrastructure and Distribution Systems: Can the Cost of Food to Consumers in APEC Economies be lowered?"

While operations, traceability and logistics are not the core of my knowledge they are significant areas of awareness and in concert with my native fluency in English I could logically be expected to contribute significant recommendations on this topic.

The timing of the project start would have coincided with my winter holiday and would have consumed most of my non-teaching time on a weekly basis for a period of about four months. The compensation would have exceeded my annual salary and I was particularly surprised to be considered however I maintain an active linkedin.com network for professional consultancy contacts. APEC is known to possess a large budget for such research and the project lead coordinator is a well known and well respected NGO management talent acquisition and leadership specialist.

What happened that was unexpected or difficult?

The immediacy of the consulting offer was abrupt and the negotiation of compensation was surprising with the full weight of the design of the time planning of the proposal I was surprised that the actual compensation was for a daily basis and not a one time payment. I never realized what these consultants can actually earn for what appears to be routine primary and secondary market research as well as desk-bound literature review. Instead of taking winter holiday easy I endeavoured to review and collect relevant literature on the assumption that the actual proposal would be accepted.

What made it easy?

The anticipation of participating in such a well regarded research forum was sufficient impetus to provoke an enthusiastic review of wide and narrow scope literature relating to local food pricing factors and policies. As well the idea that I might be contributing to the economic well-being of average Koreans was rewarding.

What made it difficult?

The scope of the project did not appear to regard the local hazards of foreign involvement in policy recommendations. Generally any foreign involvement in policy decisions is made from a back office or low profile position here. Many Koreans would be more comfortable with a Korean undertaking such research. Many local academics publish more out of fulfilling employment requirements rather than furthering policy and planning developments which are not necessarily welcomed at political levels of Korean society. Also it became increasing obvious the more I read that pricing and policies are here dictated by several special interest groups which are entirely satisfied with the current state of affairs and would see alternatives as somewhat undermining their positions.

What worked?

While the project proposal itself was rejected I found myself motivated to make myself more attractive to future possible research consulting projects of a similar nature in scope. As a result I canvassed the internet for possible continuing education courses which would contribute to future success with research skills and strategies that I believe I have been developing rather progressively for the last five years. These led me to this QUT Graduate Certificate in Research Commercialisation.

What didn't?

There is an often collective perception that teaching is not as rewarding as actually doing something or anything else. I disagree. I enjoy my teaching and learning helps me retain a sense of studentship and desire to learn new things or acquire new skills which is also complementary and satisfying. Without one I am not sure I would enjoy the other? Well, the project proposal was rejected. Big deal. It has led to further learning on my part and propelled me to consider finally designing a PhD proposal which clarifies my interests and matches my skills and experiences. As I further develop them I get a chance to recognize what they are and deepen my commitment to self-improvement in this regard. Now if I find the right professorship or research advisor then I will have really done my homework!

I believe the path of self-realisation makes these things work when one is ready to achieve them.

Blue Rodeo - Hasn't Hit Me Yet

Interesting QUT promo with Korean subtitles

I currently am enrolled for my second of four courses with QUT the Project Management for Research module delivered by University of Technology Sydney.

This promo film is entirely Korean subtitled and focuses on Kelvin Grove one of QUT's campuses in Brisbane.

William Blake "The Tiger" Poem Animation

South Koreans arrested in raids of sushi eateries

South Koreans arrested in raids of sushi eateries

AN undercover sting operation at two Winnipeg sushi restaurants has ended with a series of lunch-hour raids and the arrests of two South Korean immigrants allegedly brought to Canada to work illegally, the Free Press has learned.

More than 20 members of the Canada Border Services Agency criminal investigations division executed search warrants Wednesday afternoon on Kenko Niwa and Keno Sushi, which are both located on Corydon Avenue.

A month-long probe caught Myoung Chae, 40, and Hee Ju Park, 35, on surveillance video performing a variety of duties inside the two restaurants, including cooking and cleaning. Both men had flown to Canada in March on the pretext of visiting family members who have Canadian residency. They did not have work permits and now face charges under the Immigration and Refugee Act.

Investigators found Park hiding in the basement bathroom of one of the restaurants. Chae was caught trying to run away from the Donald Street apartment he shared with Park. The single-bedroom suite had no bed, furniture or food and both men were apparently sleeping on the floor, according to court documents.

Read full story here.

Nortel Networks to sell stake in joint venture with LG Electronics

Nortel Networks to sell stake in joint venture with LG Electronics

Telecommunications equipment maker Nortel Networks, which has been attempting to reorganize under bankruptcy protection since January, has decided to sell the majority stake it holds in its Korea-based joint venture with LG Electronics.

Read the full story here.

Be ready with more stimulus if needed, IMF tells Canada

Be ready with more stimulus if needed, IMF tells Canada
By Julian Beltrame – May 22, 2009

OTTAWA — The Canadian government and central bank should be prepared to act swiftly with additional stimulus if the economy unexpectedly deteriorates further, the International Monetary Fund said Friday.

In a new assessment of Canada's economic prospects, the IMF said the country is in better position than most to weather the economic storm, but added the near-term outlook "will be challenging."

And if conditions do deteriorate, both the federal government and the Bank of Canada should take action quickly, the IMF said.

Read the full article here.

Government of Canada Releases Progress Report on Science and Technology Strategy

Government of Canada Releases Progress Report on Science and Technology Strategy

OTTAWA - The Honourable Gary Goodyear, Minister of State (Science and Technology), was at Waterloo's Perimeter Institute for Theoretical Physics today to release Mobilizing Science and Technology to Canada's Advantage: Progress Report 2009. The report is the Government of Canada's update on the implementation of Canada's Science and Technology (S&T) Strategy, which was launched by Prime Minister Stephen Harper in May 2007.

Commentary: 5.1 billion? This pales in comparison even to Australia's committed 200 billion for alternative water supply solutions.

Read the full story here.

Canada lagging on e-learning

Canada lagging on e-learning
The Citizen May 29, 2009
Canada lags behind other countries when it comes to harnessing the potential of e-learning.

According to a report released in Ottawa this week by the Canadian Council on Learning, the United States, Australia and the United Kingdom have all adopted e-learning - the application of technologies such as computers and the Internet to education and training - at a quicker pace than Canada.

Read the full story here.

Desiderata

Response to, "economy, market and competitors are the major influence to business opportunities and threats. But how can we assess that?"

Response to, "economy, market and competitors are the major influence to business opportunities and threats. But how can we assess that?"

I like this question ( hope it wasn't rhetorical) as it is highly relevant to our plan results and my response may assist you in the interests of our own group self-interest! We can't take risk out of the mix completely. I think success is also a portion of "happy chance." However here are a few recommended steps. We work from the outside in to build our "roux" :

A. 1. Focus on key uncertainties of the industry or market itself: These are generally known, high level scans.

i. political: key factors implicating future stability or autonomy and investor confidence?

ii. economic: employment and growth, projected postiive or negative?

iii. cultural: relationship to market or product, importance of cultural integration of product or service?

iv. demographic: consumer profiling of product or service, growth or decline?

v. technological: ubiquitous rates of growth or cyclical trends?

Analysis is through review of any government, business , academic, periodical or news resource with integrative "bits and bytes" of information which begin to assist in the painting of a "background or context" to frame the product or service proposal. When I use the internet to do this it is like collecting lint out of the dryer after several cycles and trying to weave a thimble out of it.

A. 2. Return to the material in #1 and focus on at least two "spikes of data" which reveal certain elements of greater depth worth researching which provide more detailed weaving of the relevant data into a "snapshot" or product "sample" in trends for each set of variables for evaluation. The degree of depth provides irrefutable evidence of good research. I agree with what others have said. We need to examine the negative aspects of all of these factors to well plot worst case scenarios first. But it is similar to a circling of the wagons or setting up of the wigwams. These are mobile and changeable and need consistent updating.

B. Another useful analysis is Porter's Five Forces.

In this format one may examine worst case scenarios and problems as almost a secondary lower level scan with greater clarity of details as it is more familiar (especially if one has worked through the previous trends analysis). These factors include:

a. Identification of industry.

b. Threats of new entrants into industry sector, relevant barriers or regulatory environments which may encourage or prevent it. Local versus global hiring policies for example have not accompanied most FTAs other than in the EU.

c. Threats of substitutes: Other product or even industry placements or developments which may subvert or erode market share. As Emma mentioned difficult to pin-point but different markets rarely introduce or diffuse new products simultaneously everywhere.

d. Pressures from suppliers: Push versus pull environmental factors which will effect sources of materials and or pricing in future. Walmart versus industrial age of manfacturer determined products and inventories.

e. Pressures from customers: Effects on pricing, product or producer preferences, resource usage. Current global trends for lowest cost factor at times being seen opposed by certain fair trade or localization interests reminsicent of vertical integration practices of the 1970s.

f. Possible rivals: Current or future market participants. These may change as some nations introduce or adopt new technologies at different rates than others but may currently be in development in one while unavailable in another.

g. Focal Challenges and Opportunities: This a return to the "two spikes" description and an attempt to give a "heart beat" or pulse to data which unless well considered could appear overly baked or under examined or raw.

C. (Almost there!): Engage competitive analysis of actual product and business itself.

These KSFs or "key success factors" should reveal both value drivers and core competencies of the business itself arrived at through working over the previous two steps. It is a third closer to the product level analysis which relies on progressive working through of the previous steps.

D. Scenarios Planning

We may then develop scenarios and results effecting the business on a X/Y axis which reveal key trends in positive and negative possible futures in comparison to increase or decline over key uncertainties. These provide possible reference at the present time for future events and provide decision-makers with a blueprint or "fire alarm" response to actual problems which may occur while implementing the plan.

This is a pragmatic attempt and the best precis of it tailored to a lite model road map I could rustle up. Hope its useful?

Good memories of Wawa...

Sailing in the Fog in a Blob...

If the plan is carved in stone it will fail...

Response to, "Business Plans can allow for the emergence of unexpected opportunities and threats..."

The purpose of planning particulary contingencies and scenarios is to try to anticipate opportunities and pitfalls prior to being "too far gone" to find a remedy and get the plan rolling again. Enter the Ssangyong Rodius, a "blobject" (?) of questionable design planning from a deflating company in serious trouble with sales falling 66% under bankruptcy protection over the last year. Were they sailing a blob into a blip market? Does bad design indicate bad planning?

In terms of desk-bound market research the funnel concept of evaluating ideas will help explore new opportunities and threats to the overall viability of the business plan. The plan is only as good as the planners and their ability to absorb and adapt to changing information and circumstances be they among market, competitors, present/future trends and uncertainties or even orientation to time?

The problem is humans sometimes resist information which does not confirm currently held views which might implicate specialists? This coupled to in-group/out-group biases helps reinforce outdated or outmoded views which could sink any plan and turn a good one into a bad one?

There are several research examples which provide that culturally based models of differentiation exist in national culture approaches to future uncertainties such as Geert Hofstede's Cultural Dimensions. In the case of in-group bias which appears to frequently blind businesses (even Intel or Microsoft for example) to their own blunders a classic book on the topic might be: Life and Death in the Fastlane: Irrational Organisations and Their Leaders by Manfred Kets DeVries.

You can read my own response to the difficulty in sourcing unbiased data here. I agree no one can plan for everything. But apparently the benefits of building a team with singularly different strengths and skillsets assists in approaching a plan, problem or solution as in the Delphi Method.

Sailing in a fog in a blob. Mix in a bit of luck and major road-blocks may at least be prepared for? I have yet to see a business planning concept which requests planners to first focus on their skill-set weaknesses to help stretch those capabilities and allow peer correction/discussion to take place followed by regular focus areas? If we are not planning to adapt to new threats and opportunities at all times then what are we doing? Playing IBM/GM/FIAT?

The action plan the Australians panned...

Action
A. TYPE OF BUSINESS

Recomendations

1. Sole Trader: Least feasible due to size of group. Perhaps following agreed 3-5 year limited partnership period (revert to sole trader if partners seek exit).

2. Limited Partnership: Appears most feasible. However depends on business strategy. For example, capital outlays may be minimal in first three to five years under this plan. However engineers may prefer associates or SME (subject matter expert) positions with contingency based or commissions based or profit sharing dependent upon performance (or combination). Do engineers have profit sharing requirements with their current employers?

3. Company:Most logically next step for partnership based on three to five year success rate. For example, have we sustained target growth?
Would we start a company without having first tested the waters with more of a part-time venture which partnership offers? Also might engineers have employment restrictions as terms of their current contracts?

B. AUDIENCE

1. Management: In partnership we would represent primary management. In limited partnership two main operating managers with engineers as associate consultants. Would need to agree details of association, contract and renewal terms.

2. Investors: Australian small business start-up funds, Singapore seed-incubator programs, and perhaps a third(China/Hong Kong or Korea?)

3. Potential Employees: At present limit employees/consultants/associates positions to our group of five. With company start-up (following preliminary 3-5 years of boot-strapping we would need a head office staff)

4. Customers: I propose three potential clients:

a. Government/business/university research agencies seeking to assemble international research project teams or study project feasability
b. Research qualified candidates sourced from Australia, (PRC) China, Singapore and/or North East Asia
c. Research agencies seeking to link research programs, assign copatent and "Pasteur-type" collaborations (match-making)

C. PLAN STRUCTURE

1. Executive Summary:
I suggest we frame our business as a "boutique" consulting agency
which implies a) small size b) core competencies c) intimacy and flexible customer orientation

2. Background:
For example, how could we assist Chinese nationals access and enter research projects in Australia/Singapore or other parts of Asia? How can we assist local research agencies in any of those three locales find their candidates quickly? How can we connect researchers in similar but complimentary disciplines? How can we
assess and review future technology developments to meet possible government/university/business sponsored sector development projects?

3. Business team: In this section we need to summarize the skills and abilities of our group members with perhaps a paragraph on each emphasizing these are the five content and subject expertise we offer our customers. For example, engineers can you provide your own predictions on possible growth trends in product development in each of your industries in Australia, Singapore and perhaps a third Asian market?

4. Product/services and customers: We need to quickly identify proejct management opportunities and proposals for policy research development faster and more cheaply than larger consulting agencies. The reason I suggest a three customers or three markets approach is that we may need to adjust our model over time and plan for the future as well. For example we might seek to focus on Australia singularly however with three Chinese members of our team it would make sense to concurrently develop our network in Asia.



Stage One Australia: Obviously for practical purposes a logical starting point.

Stage Two: Singapore/Hong Kong (?): These are incubator supported and government driven sectoral incentives markets. We need to identify opportunities here too I think.

Stage Three: As a means to meaningfully link growth in the previous two stages to other similar or soon to develop sector incentives campaigns.

5. Analysis of marketplace and competitors: Following "fall in love with three of everything law" so that we do not over-rely on one source of income.
We would otherwise miss opportunities. We also have three engineering sector areas of concern.

AUSTRALIA: We could look at three levels for benchmarking a) current start-ups b)medium sized national c) large sized multinational
SINGAPORE: Each level would need to represent best in class.
Third (agreed market): This would represent a wild card where perhaps best-practices are not the actual drivers.

6. Business marketing objectives and strategies:

As each of us represents a different core competency diversity of network opportunities form core of strategy. Diffusive model. We need to use our network of associations and familiarity with government/business/university agencies (in Australia, Singapore, and a third market) to seek/find/create business knowledge transfer proposals and project management tenders which are a) better than competitors b) faster than competitors c) cheaper than competitors.

7. Operational Strategies:

We would need to contribute most of our free time to these endeavours (for those of us in full-time positions that would be at least a couple of hours a day and most weekends). In partnership mode we would need to develop perhaps a website for "office in a briefcase" business and use current technology to maintain operational connectivity. Site management visits would be necessary, assessing and recruiting competent management and/or research associates (referal and team management held by us) with site management/research teams assembled by us.

8. Business structure:

The core of our business could be managerial as in collecting/gathering/assembling material and personnel for project development proposals limiting our input to managerial and overall team assembly, desk and interview based research project and policy proposal research. However we would need to access engineers considerable network of under-employed and/or associations-based network of reputable/recommended project participants either from Australian or Chinese/international based pool of canidates. So part of our business is HR sourcing but on a full project management basis. We could consider three options of service: a) project/policy research perhaps leading to b) Project/team design including needs assessments and full project plan perhaps leading to c) full project managment and implementation program with recruiting/hiring and subcontracting of further management/research associates. It would be easy to envision steps a-c would be a building on strengths scenario where our first year of operations would assist in identifying sector developments, second year would be assembling teams plans and third year begin taking on larger assignments as our business generates more income and we become familiar with our customers.


9. Financial model and projections:

In general businesses do not go global without projected minimum growth rates of about 15% annually. We could then expect to double our earnings from year zero in four years if we consider the standard calculation of 60/divided by any percentage rate of growth to find its doubling time. We could expect fast growth in the beginning however as we get larger we get slower and our earnings may not maintain a 15% rate of growth. What projection is acceptable? Three years or five?

Sample Balance Sheet (Simple)
Assets Liabilities and Owners' Equity
Cash $ [cost of partnership registration (state or federal + Liabilities
possible registration costs in Singapore and third market]
Accounts Receivable $[payments for policy research]
Notes Payable $[Proposals accepted paid in installments]
Accounts Payable [fees and income distributed to associates]
Total liabilities $[Including legal fees for contracts and terms]
Tools and equipment $[In partnership mode limited] Owners' equity
[Need to agree to percentage of reinvestment Capital Stock $[may need to agree to reinvest earned profits to build to move on to business/company mode]
Retained Earnings $[Depending upon agreement % of profits to reinvest]
Total owners' equity $[Equitable distribution of holdings]
Total $[Small outlay in partnership mode leading to larger in company
Total $[Need to agree on percentages of reinvestment]

PROFIT AND LOSS STATEMENT (SIMPLE)

- INCOME STATEMENT BOND LLC -
For the year ended DECEMBER 31 2009
$ $
Revenues
GROSS PROFIT (Total profit)
----
Expenses:
ADVERTISING (1)
BANK & CREDIT CARD FEES
BOOKKEEPING
EMPLOYEES (1)
ENTERTAINMENT (1)
INSURANCE
LEGAL & PROFESSIONAL SERVICES
LICENSES
PRINTING, POSTAGE & STATIONERY
RENT (1)
RENTAL MORTGAGES AND FEES (1)
UTILITIES (1)
--------
TOTAL EXPENSES ( Costs)
--------
NET INCOME (EBIT)
========
TAXES --------

Earnings After Taxes (EAT) --------

(1) These are more likely expenses in business company mode rather than partnership mode.

EARNINGS FORECAST (SAMPLE)

Revenues
Growth rate needs to be estimated (possibly require at least 15%)
Cost of sales(2)
Need to determine percent of revenues
Research and development(2)
Percent of revenues
Selling, general and administrative (2)
Previous year SGA times (1 + (75 percent of the revenue growth rate)

(2) The more we as a group agree to reinvest the lower these percentages will be in partnership mode.