Temperature Of Solar Panels And The Power Output Achieved

Extended Essay Temperature of Solar Panels and the Power Output Achieved To what effect does the temperature of a photovoltaic cell, due to the intensity of the sun, have on the power output of the cell? Word Count: EE Subject: Physics Candidate Name: Jugal Modi Candidate Number: 003072 - School: Queensland Academy for Science, Mathematics and Technology Exam Session: November 2015 Abstract Table of Contents Acknowledgements 2 Abstract 3 Table of Contents 4 List of Figures 5 List of Tables 5 Introduction 6 Main Body 10 Variables: 10 Apparatus: 10 Diagram: 10 Procedure: 10 Conclusion 12 Evaluation 13 References and Bibliography 14 Appendix 16 Introduction Solar panels are active solar devices that convert sunlight into direct current electricity (Alchemie Limited Inc., n.d.). Nowadays, these panels are bound to become more dominant in electricity production around the world due to their efficiency of approximately 30% (Tsokos, 2010, p. 438). In addition, increasing electricity bills are now the main reason to invest in a solar PV system, as it offers homeowners a real means of taking control of their energy bills per annum (Solar Choice, n.d.). According to the Australian Energy Regulator, the average household uses approximately 6617 kWh per year (Australian Government, n.d.), in which prices per kilowatt-hour range from approximately $0.279158 in the day and approximately $0.129173 at night (Origin, n.d.). From Table 1, it isShow MoreRelatedThe Solar Of Solar Cell1648 Words   |  7 PagesA solar cell is a device which produces electricity through the conversion of light energy, through the photovoltaic effect. The photovoltaic effect is a chemical and physical phenomenon, and relates to the creation of electrical current within a material when it is exposed to light. Solar cells are considered to be photovoltaic, despite whether the source of light is produced artificially, or is from the sun. 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High School University Entrance Exam - 1138 Words

In June each year, high school graduates in Iran take a rigorous, centralized nationwide university entrance exam, called the Concours, seeking a place in one of the public schools. It s unfortunate that only 10 percent of applicants will be accepted. In The U.S, all the students, superb or lousy, have the opportunity of studying in a college. In the U.S, I’ve met lots of people who were not doing so great in high school; fortunately, the transition from high school to college has made them an exceptional student. In Iran, Komeil was one of my best friends,and despite the fact that he was not doing a good job in high school, I could say with some confidence that if he d gone to college, he would’ve changed. The quality of the†¦show more content†¦If you’re a college student, you really should not participate in any political movements; there were countless of students who got to prison and got fired just because they were in some political campaigns. Honestly, I’ve never seen a student getting fired out of college in The U.S. They just don t have all the restrictions that are in Iran. American students don t get fired jus for having lunch with one of their female classmates, or that they don t get fired for participating in political movements. There’s something about the Councours that will blow your mind away: If a high school grads’ father or family was ever in the military, their son or daughter would get extra points on The Councours.Frankly, that is the most immoral policy of a test that I ve ever heard . So maybe even Komeil was a qualified student to get into a college, but somebody else had taken his seat in college because 20 years ago his father joined the military. In The U.S, I’ve never heard of such unfair policies, the tests and exams in the U.S. are all about the knowledge of a student. I’ve heard from some people that the Concours is just like the SATs in the U.S., and my answer is a firm â€Å"NO!† Simply because the Concours is a comprehensive, 4.5-hour multiple-choice exam that covers all subjects taught in Iranian high schools—from math and science to Islamic studies and foreignShow MoreRelatedThe Necessity of Keeping University Entrance Examination1537 Words   |  7 PagesNECESSITY OF KEEPING UNIVERSITY ENTRANCE EXAMINATION By Nguyeà £n Ngoà ¯c Khaà ¹nh Linh Professor OÂng Vaà ªn Minh Taà ¢m COM2-D May 2008 Outline I. Introduction: The Vietnam education reform: omitting university entrance examination II. Reasons for not abolishing university entrance examination: A. Best selection guarantee B. The shortage of colleges and universities C. The effect of entrance exams III. Conclusion Read MoreThe United States Deteriorating Education System Essay1125 Words   |  5 Pagessystems of other developed nations. 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Stryker Corporation Free Essays

Stryker Corporation is a Fortune 500 medical technologies firm based in Kalamazoo, Michigan. Stryker’s products include implants used in joint replacement and trauma surgeries; surgical equipment and surgical navigation systems; endoscopic and communications systems; patient handling and emergency medical equipment; neurosurgical, neurovascular and spinal devices; as well as other medical device products used in a variety of medical specialties. In the United States, most of Stryker’s products are marketed directly to doctors, hospitals and other healthcare facilities. We will write a custom essay sample on Stryker Corporation or any similar topic only for you Order Now Internationally, Stryker products are sold in over 100 countries through Company-owned sales subsidiaries and branches as well as third-party dealers and distributors. Business Segments – Stryker segregates their reporting into three reportable business segments: Reconstructive, Medical and Surgical, and Neurotechnology and Spine. Reconstructive products consist primarily of implants used in hip and knee joint replacements and trauma and extremities surgeries. MedSurg products include surgical equipment and surgical navigation systems (Instruments); endoscopic and communications systems (Endoscopy); patient handling and emergency medical equipment (Medical); and reprocessed and remanufactured medical devices as well as other medical device products used in a variety of medical specialties. Stryker Neurotechnology and Spine products include a portfolio of products including both neurosurgical and neurovascular devices. Their neurotechnology offering includes products used for minimally invasive endovascular techniques, as well as a line of products for traditional brain and open skull base surgical procedures, orthobiologic and biosurgery products including synthetic bone grafts and vertebral augmentation products, as well as minimally invasive products for the treatment of acute ischemic and hemorrhagic stroke. Stryker also develops, manufactures and markets spinal implant products including cervical, thoracolumbar and interbody systems used in spinal injury, deformity and degenerative therapies. Contents: 1 History †¢2 Corporate governance †¢3 Recent acquisitions †¢4 Sponsorships †¢5 Regulatory controversies †¢6 References †¢7 External links History The Orthopedic Frame Company, precursor of Stryker Corporation, was formed on February 20, 1941 by Dr. Homer Stryker, a Kalamazoo, Michigan based orthopedist. Stryker developed the Turning Frame—a mobile hospital bed that allowed for repositioning of injured patients while providing necessary body immobility, the cast cutter—a cast cutting apparatus that removed cast material without damaging underlying tissues, and the walking heel, among others. In 1964, the company name underwent revision and was officially changed to Stryker Corporation. [2] In 1979 Stryker made an initial public offering of stock and later acquired Osteonics Corporation, entering the replacement hip, knee, and other orthopaedic implants market (Stryker). In 1999 annual sales reached $2. 1 billion and in 2000 Stryker was included in the SP 500 and the Forbes Platinum 400 for the first time. In 2002 sales reached $3.0 billion and Stryker was listed in the Fortune 500 for the first time. In 2003 Stephen P. MacMillan joined Stryker as President and COO. In 2005, annual sales reached $4. 9 billion and John W. Brown transitioned to the single role of Chairman of the Board while Steve MacMillan became President CEO. By 2007, Stryker sold its Physiotherapy Associates division to private equity firm Water Street Healthcare Partners for $150 million. In February 2012, Mr.  MacMillan resigned and Curt R. Hartman was named Interim Chief Executive Officer and Vice President and Chief Financial Officer. Mr. William U. Parfet was named Non-Executive Chairman of the Board. On October 1, 2012 Mr. Kevin A. Lobo was appointed as President and Chief Executive Officer. At the end of 2012, Stryker had approximately 22,000 global employees, annual sales of $8. 7 billion, and 35% of those sales were outside the U. S. Stryker Roll-In-Stretcher As of a 2012 global market overview of top medical technology firms, Stryker maintains a number 10 locus with total portfolio sales in excess of $8. 6 billion. Moreover, the firm maintains 35% worldwide reconstructive market share; 50% worldwide MedSurg market share; 15% worldwide Neurotechnology and Spine market share. The company was recognized in by Hermann Simon as a role model for other small to medium sized business in his book Hidden Champions. Corporate governance As of 2013, members of the board of directors of Stryker Corporation are: †¢John W. Brown, Chairman Emeritus †¢Kevin A. Lobo, President CEO †¢William U. Parfet, Non Executive Chairman †¢Howard E. Cox, Jr. †¢Srikant M. Datar, Ph.D. †¢Dr. Roch Doliveux †¢Donald M. Engelman, Ph.D. †¢Louise L. Francesconi †¢Allan C. Golston †¢Howard L. Lance †¢Ronda E. Stryker Recent acquisitions In 1998, Stryker purchased Howmedica, the orthopaedic division of Pfizer, for $1. 65 billion. Howmedica became Stryker Orthopaedics. In August 2000, Stryker acquired, with stock, Guided Technologies, Inc. , a developer and manufacturer of optical localizers purposed for use in healthcare and industrial.   In August 2004, Stryker acquired, for $120 million, SpineCore Inc. , a company involved in the development of artificial spinal disks. About two years preceding this date, in June 2002, the firm acquired the Spinal Implant Business of Surgical Dynamics Inc. for $135 million. In March 2006 Stryker absorbed the Haifa, Israel based Sightline Technologies Ltd. into its operations. Sightline, a manufacturer of gastrointestinal endoscopy apparatuses, propelled Stryker into the flexible endoscopy market. In February of the same year, the firm acquired eTrauma. com Corp. , a privately held entity involved in the development of software for Picture archiving and communication system (PACS); the company was incorporated into Stryker Endoscopy Business. December 2005 marked the company’s acquisition of PlasmaSol Corp. for $17. 5 million. PlasmaSol produces technologies allowing sterilization of various MedSurg equipments. In 2009, Stryker acquired Ascent Healthcare Solutions, Inc. the market leader in the reprocessing and remanufacturing of medical devices in the U. S. In Jan 2011, Stryker acquired the Neurovascular Division of Boston Scientific, which includes products used for the minimally invasive treatment of hemorrhagic and ischemic stroke. In June 2011, Stryker purchased Malvern, Pennsylvania-based Orthovita, a biomaterials company specializing in bone augmentation and substitution technologies. The Orthovita business now makes up the Stryker Orthobiologics division, which specializes in biomaterials for all Stryker divisions. In July 2011, Stryker completed the acquisition of privately held Memometal Technologies S. A. (Memometal). France based Memometal develops, manufactures and markets products for extremity indications based on its proprietary methods for preparing and manufacturing a shape memory metal alloy. In August 2011, Stryker signed a definitive agreement to acquire privately held Concentric Medical, Inc. (Concentric) in an all cash transaction for $135 million. Concentric’s products include devices for the removal of thrombus in patients experiencing acute ischemic stroke along with a broad range of AIS access products. In November 2012, Stryker acquired the Tel Aviv, Israel based Surpass Medical Ltd. a company developing a flow diversion stent technology to treat brain aneurysms using a mesh design and delivery system, for $135 million. [10] In March 2013, Stryker acquired Trauson Holdings Company Limited (Trauson). Trauson is a trauma manufacturer in China and a major competitor in the spine segment. Sponsorships Stryker maintains relationships with, but not limited to, the following professional and trade organizations: †¢The Advanced Medical Technology Association (AdvaMed) †¢The Medical Devices Manufacturing Association (MDMA) †¢The Orthopedic Research and Education Foundation (OREF) †¢National Electrical Manufacturers Association (NEMA) †¢European Federation of National Associations of Orthopaedics and Traumatology (EFORT) †¢International Society of Orthopaedic Surgery and Traumatology (SICOT) †¢International Society of Arthroscopy, Knee Surgery and Orthopaedic Sports Medicine (ISAKOS) †¢Foundation for Orthopaedic Trauma; Speaking of Women’s Health †¢Arthritis Foundation and American Academy of Orthopaedic Surgeons (AAOS) †¢Association of Perioperative Registered Nurses (AORN) †¢American Orthopaedic Society for Sports Medicine (AOSSM) Additionally, the following athletes publicly endorse Stryker Orthopaedics products: †¢Johnny Bench †¢Fred Funk Regulatory controversies On Jan 27, 2000, Stryker Corporation restated its operating results for the year ended December 31, 1998 to reduce acquisition-related charges by $30. 9 million. Since early 2007 the company has received three Warning Letters from the Food Drug Administration citing issues in compliancy. The first of these, a seven-page correspondence, named various issues at an Ireland-based manufacturing facility such as untimely fix of failures and procedural noncompliance in the testing of failed or otherwise problem-prone devices. The second, sent November 2007, cites issues at the firm’s Mahwah, N. J. facility including poor fixation of hip implant components, in some instances requiring mitigation by revision surgeries; exceeded microbial level violations in the cleaning and final packaging areas of the sterile implants; and failure to institute measures in prevention of recurrence of these and other problems. The final warning letter, sent April 2008, cites issues at the firm’s Hopkinton, MA biotechnology facility. Again, issues relate to quality and noncompliance including falsification of documents relevant to the selling of products to hospitals which are to be sold under a limited, government-mandated basis. Stryker maintains that employees involved in the falsification of documents have since been terminated. In the Fall of 2007, Stryker, along with the related companies: Biomet, Zimmer Holdings, DePuy Orthopaedics and Smith Nephew, were involved in civil ligation with the U. S. Department of Health and Human Services, Office of Inspector General. This litigation called for a net payout of $311 million as the governmental department maintains the aforementioned companies engaged in unlawful kickbacks to physicians who urged hospitals to purchase their respective products. Stryker, however, having cooperated early in the investigation, was not fined. As of February 2008, a dispute exists between Stryker Corp. and the U. S. Department of Justice concerning a subpoena linking the company to aforementioned misconduct in sale of products. Since governmental filing of the injunction, Stryker notes that it has produced in excess of 300,000 pages of documentation in compliance with the mandate. U. S. Government counters, however, that the documentation was not proper in scope and format. Law officials expect the investigation to continue for several months. Stryker recalled several models of medical vacuums sold under the Neptune Waste Management System brand in June and September of 2012. The devices, some of which had not been approved by the Food and Drug Administration, caused a fatal accident when the vacuum was mistakenly used to suction a passive drainage tube. How to cite Stryker Corporation, Papers

Goulburn-Murray Rural Water Corporation

Question: Discuss abput the Report for Goulburn-Murray Rural Water Corporation. Answer: Introduction Goulburn-Murray rural Water Corporation that trades under the ticker symbol GMW is a statutory corporation constituted by the ministerial order under the provisions of water act 1989. The company serves a region of approximately 68,000 square kilometers. The company maintains 23 storage facilities and thousands of kilometers of channel infrastructure to approximately 35,000 customers including urban water providers, groundwater users, river diverters and gravity irrigators. Today, project management is considered an integral facet that propels organization forward by ensuring that companies operate more effectively and efficiently. Due to the subjects significance, organizations have moved forwards and begun to include a director with the responsibility for project management. However, with increasing business demands, the company is planning to deploy a robust, scalable and secure information systems infrastructure that scales in tandem with new customer demands. The company has realized that it needs to enhance its customer experience and this includes deploying a modern customer service solution that improves on overall customer experience (Renz, 2007). Modern information systems that auger with Goulburn-Murray business needs require significant investments to deploy, therefore the company must employ sound project governance techniques to mitigate on looming risks arising from change hence maximize on perceived benefits. Project governance will also assure the organization on the continued development of the profession and disciplines of the project and portfolio management. Just in the same manner that proper corporate governance is essential in the running of the business with competence and integrity, it also makes absolute sense to follow the same path with projects as part and parcel of an organization operating strategy. Literature Review IT Project Governance Most I.T managers have unanimously agreed on the need to implement a strong governance model, but when it comes to program managers there is minimal shared information on what a proper governance model constitutes. It is also clear that the lack of executive support coupled with waning user involvement undermine great initiatives (Williams Samset, 2012). Goulburn-Murray IT project governance framework is designed to govern the management and execution of the companys entire IT project. This particular framework promotes compliance with various legislative amendments, illustrates a common project management structure for IT related projects, and it also establishes a referencing framework for future project risks and quality control. The framework will ensure that the organization develops agency wide and smaller IT systems through the application of consistent and repeatable process. System development process will be broke down into discreet and manageable phases. The phases will comprise of activities and procedures in line with industry best practices, Goulburn-Murray corporate policy and government standards (Dionisi Turner, 2012). Integrated Governance Structure IT project governance entails three enterprise processes illustrated in the diagram and listed below Fig 1.0 diagram illustrating IT governance structure Enterprise performance management The IT governance process should begin by establishing IT objectives in both strategic and operational perspective. The priorities must be set to ensure that the information systems infrastructure is available and the proposed project initiatives are aligned with the direction of the Goulburn-Murray Corporation (Muller et al., 2012). In this very approach the companys management and the IT department will focus on: Aligning the companys IT strategy with a properly constituted business strategy Ensuring that deploying of the IT infrastructure delivers on the strategy through clear defined expectations and evaluation criteria Directing the information systems strategy to balance investments the infrastructure supporting the enterprise in streamlining their operations Asset Portfolio The portfolio focuses on Goulburn-Murray current business operations and two categories of assets are included which are hardware assets, personnel, tools, production applications, and other computing facilities. The other category comprises of soft assets such as knowledge and skills, capabilities, services, and available and future generated data. These mentioned assets should be proactively managed to maximize their efficiency and this includes disposing IT assets that have reached their lifespan. The deficiency of any existing IT asset should be immediately identified and incremental improvement strategies should also be nurtured. I.T Project Portfolio and Project Prioritization We shall implement a standardized approach that will be used to approve and prioritize potential project within Goulburn-Murray IT project portfolio and the process will be executed under the stewardship of the executive management, investment committee, the IT department and the Architectural Design Team (ADT). The ADT ensures that the project is developed in tandem with Goulburn-Murray technology standards. The ID department will work hand in hand with ADT in regards to technical compliance and will also determine the suitability of the proposed project based on the available resources, feasibility and strategic alignment. The investment committee ensures that funds are available and they will also work on modalities to secure additional funding if need arises. I.T Governance Process There shall be two principal players who can also double their role to act as a single person in the proposed governance model. There shall be a project sponsor and the business unit project initiator. The project cannot proceed without a sponsor, and the project concepts will be initially documents by the project sponsor on a request for services (RFS) form that will be issued through a collaboration of the IT department and the executive management. The RFS documentation shall be used to capture the purpose and objective of the project, funding sources, out-of-scope sections, and anticipated deliverables. The business unit project initiator will work hand in hand with the project management office and will notify them of the progress and any change of plans. Other additional forms that will be necessary in the project include: ADT compliance checklist that ensures compliance with Goulburn-Murray IT standards Statement of works Request for proposals Investment committee project proposal checklists that assists to prepare an investment committee presentation A project proposal guide that elaborates on feasibility studies, business case, total cost of ownership, strategic alignment issues, requirements and business process Steering committee project proposals ADT preliminary checklists that reminds of additional cost factors that previously could had been omitted until this particular point in time Enterprise Architecture It mainly entails establishing and ensuring compliance with the Goulburn-Murray Corporation technical standards to enhance the companys ability to serve its clients, utilize its assets efficiently and also promote industry best practices. Within the organization, architectural compliance will be ensured by the ADT. The companys IT project shall be categorized into two distinct types; ready made application and commercial off-the shelf that can be hosted in-house or offsite and accessed through the cloud. The enterprise architecture shall be developed whereby am proposing that the company should adopt the following service oriented diagram that scales with business demands. NB: However, take note that the diagram is only used for illustration purposes and that my proposed governance structure does not endorse any vendor or its affiliates, it is the sole discretion of the IT department so select their preferred vendors. Fig 3.0 diagram illustrating enterprise architecture Goulburn-Murray Corporation Governance Roles and Responsibilities Goulburn-Murray Corporation governance structure will comprise of four components namely the executive, investment committee, IT department and the Architectural Design Team (ADT). With such a structure in place it is possible to initiate, prioritize and align IT assets with the companys business needs. The primary goal of such a governance structure is strategically evaluate Goulburn-Murray Corporation projects in the following areas: Aligning project initiatives with the companys technical standards Evaluation of expected business return Ascertaining risks involved in deploying the project The entire costs of undertaking the project Executive management She/he shall be responsible for establishing strategic direction of the company and will also assist in identifying operational enhancements to drive Goulburn-Murray Corporation investment and resultant assets. The head of departments will be represented in the IT steering committee/IT department with the process concluding in the approval by the companys top management. Investment Committee They ensure that the funds are available to complete the project, and the main goal of this particular committee is to: Ensuring that the project I adequately funded Determining whether the funds should be fully used up in a single financial year or they should be used across several years Determining the financial viability of the product in terms of the return on investment I.T Steering Committee They are mandated with developing the IT project portfolio and at the same time monitoring project activities across the entire portfolio of the Goulburn-Murray Corporation IT projects. The committee develops the company strategic divisions on some of the projects that must be undertaken by the company staff. The committee comprises of subset of Goulburn-Murray executives and the IT staff. The primary goals of this particular committee shall be to: Ensuring compliance with strategic goals and objectives Ensuring there are available resources and may also advise the company on alternative resources such as use of open source application Re-prioritization of project portfolio Determining as to whether other systems or business processes are likely to be affected Ensuring that the viability of using existing systems is considered Determining if the entire project is in line with the companys operational objectives Architectural Design Team They shall be mandated with maintaining technical standards of all IT assets and new projects that fall within their mandate. The main goals of the ADT will be to: Enhance capacity planning and IT asset resource allocation Enhance continuity of operations Provide business input that can be utilized by the executive management to make sound decision Identifying and communicating identified architectural gaps Communicating the technical readiness of the proposed project Enhancing interoperability amongst the companys IT applications Identifying opportunities for the use of shared devices Ensuring compliance with the companys IT standards Identifying potential problems during the onset of the project to minimize on the costs and risks of changes in the later part of the project The specific responsibilities of the ADT will be to: Providing architectural recommendations to the company Reviewing and establishing new standards Providing alternative advice and ideas Facilitating architectural review process Ensuring that the systems are compliant with the companys technical standards Project Start Up Project Life cycle The project involves overhauling the companys information systems infrastructure and this includes establishing a service oriented architecture that scales with the companys business demand. The second phase of the project entails deploying a robust network, the third phase will include installing of necessary hardware and software, the fourth phase involves testing of the deployed system and handing over the new system to the company. Work activities There shall be a work breakdown structure whereby the roles and responsibilities of all the project stakeholders will be described. The WBS proposed below shall be maintained throughout the lifecycle of the project. Identifier Work package description Definition/objective Milestone deliverable Project manager He oversees the projects implementation and reports the outcome directly to the executive He works hand in hand with the available committee such as the IT, donors, vendors Overseeing the success of the project External I.T consultant He assess the business need of Goulburn-Murray Corporation He ensures that the proposed solution is in line with the companys business objectives Identifying the most reliable solution in line with the companys budget IT steering committee They work with the consultant to oversee the implementation of the deployed system They ensure that appropriate technology is acquired and installed in line with the companys policies IT solutions are properly installed IT Architectural Committee They develop the enterprise architecture to accommodate the proposed solution from the external IT consultant The architecture is able to scale with the companys business needs An architecture in line with industry best practices is deployed Finance committee They secure funding for the project Funding is readily available The project is fully funded The executive They ensure the project is on track and all the support required from the company is available The project is on track The project is in line with the business objectives Schedule Allocation Identifier Task Milestone Duration Start Finish Dependent task IT Consultancy Viability of the project Proposed solution is in line with business objectives 3 month September 2016 November 2016 Companys operational processes Funding Seeking funds Ensuring funds are available 1 month 1st December 2016 31st December 2016 The companys financial statement Designing the enterprise architecture Coming up with an enterprise architecture in line with the companys business needs The architecture scales with enterprise business demands 3 months January 2017 March 2017 Reviewing the current enterprise architecture Vendor Selection Selecting IT products Identifying the best products for the task 3 months April 2017 June 2017 Review of previous systems performances Deploying the proposed solution Installing the hardware and softwares The technology is properly installed and interoperable 3 months July 2017 September 2017 Ensuring that the technical personnel have the requisite skills to handle the proposed solution Testing and Handing over Testing the infrastructure The deployed infrastructure is properly working 1 month 1st October 2017 30th October 2017 The proposed solution is fully working according to business needs. Conclusion Project management is a very delicate process hence cannot be considered as an instant solution or instant coffee for that matter. The process is very delicate and requires the input of different stakeholders in the company. To begin with, due to the sensitivity of the project and massive financial capital required, stakeholders such as the shareholders and companys management should participate in the governance of any project. The company in collaboration with industry players and insiders should ensure that the proposed project is in line with business objectives and all the operations of the project will be fully supported by the project. There should be a project manager who sees the implementation of the project from the start to the level whereby the solution is finally handed over to the company. The project manager should also be experienced enough especially with sensitive projects involving massive capital outlay to the tune of millions. The company should also collaborate with the finance department to ensure that the expenses associated with the proposed project does not jeopardize the operations of other departments, because, IT projects in particular if not properly consulted tend to affect how a company will operate in future and in cases that the project does not properly meet business objectives, the companys reputation comes under scrutiny. The solution should also be secure enough so that sensitive company information including client details does not easily get hacked. Works Cited Alvarez-Dionisi, L.E. and Turner, J.R., 2012. Project governance: reviewing the past, envisioning the future--. Newtown Square, PA: Project Management Institute. Muller, R. and S.J., 2011. Xiang mu zhi li = Project governance. Beijing: Dian zi gong ye Chu ban she. Renz, P.S., 2007. Project governance: implementing corporate governance and business ethics in nonprofit organizations. Heidelberg: Physica-Verlag. Williams, T.M. and Samset, K., 2012. Project governance: getting investments right. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.