Write a two to three (2-3) page paper in which you summarize your thoughts on Microsoft Project:
Give your opinion on how easy or difficult MS Project seems to be from a user experience standpoint.
Suggest at least two (2) challenges you foresee in using MS Project in this course.
Describe why it is important to use a tool like MS Project instead of using other tools (e.g., MS Word, MS Excel) to manage and track your schedule.
Online book retailer Amazon.com changed the book business driving conventional book retailers to react. Some data in this area originates from past Harvard Business School Case Studies: “Li and Fung: Beyond “Filling in the Mosaic”- 1995-98,” (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and “Li and Fung (Trading) Ltd.,” HBS Publishing (No. 396-075) Gary Loveman, Jamie O’Connell, October 26, 1995. With a question and answer session the next day, William was certain of the Group’s execution and lifung.com’s prospects. Be that as it may, he realized that imperative issues stayed uncertain: Was there any shot of channel strife or cannibalization between the disconnected business and the start-up? How might the market respond to the start-up once it was propelled the next year? Also, how particularly would internet business eventually change his family’s exceptionally old organization? Organization Background Li and Fung was established in 1906 by William’s granddad, Fung Pak-Liu and his accomplice, Li To-Ming in Guangzhou, China as a fare exchanging organization pitching to abroad traders. In the 1930s the organization broadened into warehousing and the make of painstaking work. Not long after Fung Pak-Liu passed away in 1943, his child Fung Hon-Chu expected charge of the organization. After two years, quiet accomplice Li To-Ming resigned and sold his offers to the organization. The organization held Li’s surname, a homophone “I’m not an Internet fellow, I’m a business fellow,” jested William Fung, overseeing chief of Li and Fung Trading Co. Clad in his chinos and dark American Eagle T-shirt, Fung looked considerably more like another economy business person than the selfdescribed disconnected, “old economy relic”: “I’m 51, I’m in excess of a silver hair in Internet terms, I’m a fossil.”1 Nor did lifung.com, his senior sibling Victor’s new online organization, take after a normal Internet start-up, especially with a 96-year-old parent conceived toward the finish of the Qing Dynasty. In August 2000, the day preceding beta dispatch of the new business-to-business (B2B) online business gateway, William depicted the difficulties confronting Li and Fung: About three or four years back, Victor and I examined the Internet and how it impacts us. Our beginning stage was a cautious stance: Would the Internet disintermediate us? Would we get Amazoned2 by somebody who will assemble the greater part of the data about purchasers and plants on the web? After a great deal of research we understood that the Internet encourages inventory network administration and we wouldn’t have been disintermediated. The key is to have the old economy know-how but then be available to new economy thoughts. Display 1 Li and Fung Consolidated Income Statement (December 31, 1999), in HK$* 2000 1999 1998 (HK$ thousands) (HK$ thousands) (HK$ thousands) (HK$ thousands) (June 30) (December 31) (June 30) (December 31) Turnover 10,267,606 16,297,501 6,583,730 14,312,618 Cost of offers (9,262,171) (14,585,881) (5,895,432) (12,891,709) Offering costs (191,616) (354,124) (143,136) (287,524) Regulatory costs (87,741) (867,842) (56,436) (747,725) Benefits before tax collection 328,943 613,861 208,936 471,098 Tax collection (29,805) (36,638) (14,536) (16,425) Benefit after tax collection 299,338 577,223 194,400 454,673 *In August 2000, US$1 _ HK$7.78. for “benefit” in Chinese, which, alongside “Fung,” a homophone for “plenitude,” had a promising ring when joined. Li and Fung migrated for all time to Hong Kong toward the finish of World War II, extending its tasks to incorporate toys, articles of clothing, plastic blooms, and gadgets. In the mid 1970s, both Fung siblings had quite recently come back from the United States: William had earned his MBA from Harvard Business School and came back to the business in 1972. Victor had as of late finished his PhD in financial aspects at Harvard University and, following a two-year spell educating at Harvard Business School, rejoined the business in 1974. Their arrival proclaimed Li and Fung’s change from a family-possessed business to a professionally oversaw firm, with an arranging and planning framework set up out of the blue. William and Victor, the third era to run the organization, felt that the following sensible advance in developing the organization was to open up to the world. In 1973, Li and Fung turned into the holding organization for the Group and was recorded on the Hong Kong Stock Exchange (HKSE). All through the 1980s, Li and Fung extended its local system of workplaces all through the Asia-Pacific area as more wellsprings of supply developed in the quickly industrializing Asian economies. In 1988 the Group was privatized and streamlined, fused in Bermuda in 1991, and its exchanging exercises were again recorded on the HKSE in July 1992. With the 1995 procurement of Inchcape Buying Services (once in the past Dodwell), Li and Fung extended its client base in Europe while at the same time moving its sourcing system past East Asia to incorporate the Indian subcontinent, the Mediterranean, and Caribbean bowls. By 2000, Li and Fung was a $2 billion worldwide fare exchanging organization with 3,600 staff around the world, sourcing and dealing with the worldwide production network for high-volume, time-delicate customer merchandise. (Display 1 indicates ongoing Li and Fung monetary information.) By 2000, 69 percent of Li&Fung’s deals were in the United States and 27 percent in Europe. Key clients incorporated The Limited, Gymboree, American Eagle,Warner Brothers, Abercrombie and Fitch, and Bed Bath and Beyond. Tesco, Avon Products, Levi-Strauss, and Reebok had progressed toward becoming clients inside the most recent two years; Royal Ahold, GUESS? pants, and bebe had marked on in 2000. Li and Fung’s item blend included hard and delicate merchandise. Delicate merchandise alluded to attire, including woven and weave articles of clothing for men, ladies, and youngsters. Hard merchandise included form embellishments, merry or occasion items, furniture, giftware, crafted works, home items, firecrackers, donning products, toys, and travel products. Hard merchandise gave higher edges than delicate products in light of the fact that, in spite of a for the most part bring down thing esteem per unit, they required higher esteem included administrations for orders that were additionally typically substantially littler than delicate products orders. Hard merchandise things, for example, watches, shoes, bags, kitchenware, or teddy bears required a controller for quality control assessment for even the littlest clump arrange, in this manner enormously expanding what Li and Fung could charge. Edges for delicate merchandise were approximately 6 percent to 8 percent, while we get a request from an European retailer to create 10,000 articles of clothing. We discover that, in view of portions and work conditions, the best place to make the articles of clothing is Thailand. So we transport everything from that point. Also, in light of the fact that the client needs fast conveyance, we may>