The 9 Literary Elements Youll Find In Every Story

The 9 Literary Elements You'll Find In Every Story SAT / ACT Prep Online Guides and Tips The AP Literature exam is designed to test your ability to analyze literature. That means you’ll have to know how to use analytical tools, like literary elements, to uncover the meaning of a text. Because literary elements are present in every piece of literature (really!), they’re a good place to start when it comes to developing your analytical toolbox. In this article, we’ll give you the literary element definition, explain how a literary element is different from a literary device, and look at the top nine literary elements you need to know before taking the AP Literature exam. So let’s get started! WhatAre Literary Elements? Take a minute and imagine building a house. (Stick with us, here.) What are some of the things that you would absolutely have to include in order to make a house? Some of those non-negotiable elements are a roof, walls, a kitchen, and a bathroom. If you didn’t have these elements, you wouldn’t have a house. Heck, you might not even have a building! A literary element’s definition is pretty similar. Literary elements are the things that all literature- whether it’s a news article, a book, or a poem- absolutely have to have. Just like a house, the elements might be arranged slightly differently...but at the end of the day, they’re usually all present and accounted for. Literary elements are the fundamental building blocks of writing, and they play an important role in helping us write, read, and understand literature. You might even say that literary elements are the DNA of literature. How Is a Literary Element Different From a Literary Device? But wait! You’ve also learned about literary device (sometimes called literary techniques), which writers use to create literature! So what makes a literary element different from a literary device? Let’s go back to our house metaphor for a second. If literary elements are the must-have, cannot-do-without parts of a house, then literary elements are the optional decor. Maybe you like a classic style (a trope!), or perhaps you’re more of an eclectic kind of person (a conceit)! Just because you decorate your house like a crazy person doesn’t make it any less of a house. It just means you have a...unique personal style. Literary devices are optional techniques that writers pick and choose from to shape the style, genre, tone, meaning, and theme of their works. For example, literary devices are what make Cormac McCarthy’s western novel, Blood Meridian, so different from Matt McCarthy’s medical memoir, The Real Doctor Will See You Shortly. Conversely, literary elements- especially the elements that qualify both works as â€Å"books†- are what keep them shelved next to each other at Barnes Noble. They’re the non-negotiable things that make both works â€Å"literature.† Top 9 Literary Elements List (With Examples!) Now let’s take a more in-depth look at the most common elements in literature. Each term in the literary elements list below gives you the literary element definition and an example of how the elements work. #1: Language The most important literary element is language. Language is defined as a system of communicating ideas and feelings through signs, sounds, gestures, and/or marks. Language is the way we share ideas with one another, whether it’s through speech, text, or even performance! All literature is written in a recognizable language, since one of literature’s main goals is sharing ideas, concepts, and stories with a larger audience. And since there are over 6,900 distinct languages in the world, that means literature exists in tons of different linguistic forms, too. (How cool is that?!) Obviously, in order to read a book, you need to understand the language it’s written in. But language can also be an important tool in understanding the meaning of a book, too. For instance, writers can combine languages to help readers better understand the characters, setting, or even tone. Here’s an example of how Cherrie Moraga combines English and Spanish in her play, Heroes and Saints: Look into your children’s faces. They tell you the truth. They are our future. Pero no tendremos ningà ºn futuro si seguimos siendo và ­ctimas. Moraga’s play is about the plight of Hispanic migrant workers in the United States. By combining English and Spanish throughout the play, Moraga helps readers understand her characters and their culture better. #2: Plot The plot of a work is defined as the sequence of events that occurs from the first line to the last. In other words, the plot is what happens in a story. All literature has a plot of some kind. Most long-form literature, like a novel or a play, follows a pretty typical plot structure, also known as a plot arc. This type of plot has six elements: Beginning/Exposition: This is the very beginning of a story. During the exposition, authors usually introduce the major characters and settings to the reader. Conflict: Just like in real life, the conflict of a story is the problem that the main characters have to tackle. There are two types of conflict that you’ll see in a plot. The major conflict is the overarching problem that characters face. Minor conflicts, on the other hands, are the smaller obstacles characters have to overcome to resolve the major conflict. Rising Action: Rising action is literally everything that happens in a story that leads up to the climax of the plot. Usually this involves facing and conquering minor conflicts, which is what keeps the plot moving forward. More importantly, writers use rising action to build tension that comes to a head during the plot’s climax. Climax: The climax of the plot is the part of the story where the characters finally have to face and solve the major conflict. This is the â€Å"peak† of the plot where all the tension of the rising action finally comes to a head. You can usually identify the climax by figuring out which part of the story is the moment where the hero will either succeed or totally fail. Falling Action: Falling action is everything that happens after the book’s climax but before the resolution. This is where writers tie up any loose ends and start bringing the book’s action to a close. Resolution/Denouement: This is the conclusion of a story. But just because it’s called a â€Å"resolution† doesn’t mean every single issue is resolved happily- or even satisfactorily. For example, the resolution in Romeo and Juliet involves (spoiler alert!) the death of both main characters. This might not be the kind of ending you want, but it is an ending, which is why it’s called the resolution! If you’ve ever read a Shakespearean play, then you’ve seen the plot we outlined above at work. But even more contemporary novels, like The Hunger Games, also use this structure. Actually, you can think of a plot arc like a story’s skeleton! But what about poems, you ask? Do they have plots? Yes! They tend to be a little less dense, but even poems have things that happen in them. Take a look at â€Å"Do not go gentle into that good night† by Dylan Thomas. There’s definitely stuff happening in this poem: specifically, the narrator is telling readers not to accept death without a fight. While this is more simple than what happens in something like The Lord of the Rings, it’s still a plot! #3: Mood The mood of a piece of literature is defined as the emotion or feeling that readers get from reading the words on a page. So if you’ve ever read something that’s made you feel tense, scared, or even happy...you’ve experienced mood firsthand! While a story can have an overarching mood, it’s more likely that the mood changes from scene to scene depending on what the writer is trying to convey. For example, the overall mood of a play like Romeo and Juliet may be tragic, but that doesn’t mean there aren’t funny, lighthearted moments in certain scenes. Thinking about mood when you read literature is a great way to figure out how an author wants readers to feel about certain ideas, messages, and themes. These lines from â€Å"Still I Rise† by Maya Angelou are a good example of how mood impacts an idea: You may shoot me with your words, You may cut me with your eyes,You may kill me with your hatefulness,But still, like air, I'll rise. What are the emotions present in this passage? The first three lines are full of anger, bitterness, and violence, which helps readers understand that the speaker of the poem has been terribly mistreated. But despite that, the last line is full of hope. This helps Angelou show readers how she won’t let others’ actions- even terrible ones- hold her back. Hogwarts School of Witchcraft and Wizardry from the Harry Potter book series #4: Setting Have you ever pictured yourself in living in the Gryffindor dormitories at Hogwarts? Or maybe you’ve wished you could attend the Mad Hatter’s tea party in Wonderland. These are examples of how settings- especially vivid ones- capture readers’ imaginations and help a literary world come to life. Setting is defined simply as the time and location in which the story takes place. The setting is also the background against which the action happens. For example, Hogwarts becomes the location, or setting, where Harry, Hermione, and Ron have many of their adventures. Keep in mind that longer works often have multiple settings. The Harry Potter series, for example, has tons of memorable locations, like Hogsmeade, Diagon Alley, and Gringotts. Each of these settings plays an important role in bringing the Wizarding World to life. The setting of a work is important because it helps convey important information about the world that impact other literary elements, like plot and theme. For example, a historical book set in America in the 1940s will likely have a much different atmosphere and plot than a science fiction book set three hundred years in the future. Additionally, some settings even become characters in the stories themselves! For example, the house in Edgar Allen Poe’s short story, â€Å"The Fall of the House of Usher,† becomes the story’s antagonist. So keep an eye out for settings that serve multiple functions in a work, too. #5: Theme All literary works have themes, or central messages, that authors are trying to convey. Sometimes theme is described as the main idea of a work...but more accurately, themes are any ideas that appear repeatedly throughout a text. That means that most works have multiple themes! All literature has themes because a major purpose of literature is to share, explore, and advocate for ideas. Even the shortest poems have themes. Check out this two line poem, â€Å"My life has been the poem I would have writ,† from Henry David Thoreau: My life has been the poem I would have writ But I could not both live and utter it. When looking for a theme, ask yourself what an author is trying to teach us or show us through their writing. In this case, Thoreau is saying we have to live in the moment, and living is what provides the material for writing. #6: Point of View Point of view is the position of the narrator in relationship to the plot of a piece of literature. In other words, point of view is the perspective from which the story is told. We actually have a super in-depth guide to point of view that you can find here. But here’s the short version: literature can be written from one of four points of view. First person: This is told by one of the characters of the story from their perspective. You can easily identify first-person points of view by looking for first-person pronouns, like â€Å"I,† â€Å"you,† and â€Å"my.† Second person: second-person point of view happens when the audience is made a character in the story. In this instance, the narrator uses second person pronouns, like â€Å"you† and â€Å"your.† If you ever get confused, just remember that â€Å"Choose Your Own Adventure† books use second person. Third person limited: this is when the narrator is removed from the story and tells it from an outside perspective. To do this, the narrator uses pronouns like â€Å"he,† â€Å"she,† and â€Å"they† to refer to the characters in the story. In a third person limited point of view, this narrator focuses on the story as it surrounds one character. It’s almost like there’s a camera crew following the protagonist that reports on everything that happens to them. Third person omniscient: in this point of view, the narrator still uses third-person pronouns...but instead of being limited to one character, the narrator can tell readers what’s happening with all characters at all times. It’s almost like the narrator is God: they can see all, hear all, and explain all! Point of view is an important literary element for two reasons. First, it helps us better understand the characters in a story. For example, a first person point of view lets readers get to know the main character in detail, since they experience the main character’s thoughts, feelings, and actions. Second, point of view establishes a narrator, or a character whose job it is to tell the story, which we’ll talk about in the next section! #7: Narrator Like we just mentioned, the narrator is the person who’s telling the story. All literature has a narrator, even if that narrator isn’t named or an active part of the plot. Here’s what we mean: when you read a newspaper article, it’s the reporter’s job to tell you all the details of a particular event. That makes the reporter the narrator. They’re taking a combination of interviews, research, and their own eyewitness account to help you better understand a topic. The same is true for the narrator of a book or poem, too. The narrator helps make sense of the plot for the reader. It’s their job to explain, describe, and even dramatically reveal plot points to the audience. Here’s an example of how one of the most famous narrators in literature, John Watson, explains Sherlock Holmes’ character to readers in A Study in Scarlet: He was not studying medicine. He had himself, in reply to a question, confirmed Stamford’s opinion upon that point. Neither did he appear to have pursued any course of reading which might fit him for a degree in science or any other recognized portal which would give him an entrance into the learned world. Yet his zeal for certain studies was remarkable, and within eccentric limits his knowledge was so extraordinarily ample and minute that his observations have fairly astounded me. Surely no man would work so hard or attain such precise information unless he had some definite end in view. Desultory readers are seldom remarkable for the exactness of their learning. No man burdens his mind with small matters unless he has some very good reason for doing so. John Watson tells the story from a first person perspective (though that’s not evident in this quote). That means he’s giving readers his own perspective on the world around him, which includes Sherlock Holmes. In this passage, readers learn about Holmes’ peculiar learning habits, which is just another part of his extraordinary nature. Grant Snider/Incidental Comics #8: Conflict Because conflict is a part of plot- and as we’ve already established, all literature has some sort of plot- that means conflict is a literary element, too. A conflict is the central struggle that motivates the characters and leads to a work’s climax. Generally, conflict occurs between the protagonist, or hero, and the antagonist, or villain...but it can also exist between secondary characters, man and nature, social structures, or even between the hero and his own mind. More importantly, conflict gives a story purpose and motivates a story’s plot. Put another way, conflict causes the protagonist to act. Sometimes these conflicts are large in scale, like a war...but they can also be small, like conflict in a relationship between the hero and their parents. One of the most important things to understand about conflict is it can be both explicit and implicit. Explicit conflict is explained within the text; it’s an obvious moment where something goes wrong and characters have to fix it. Bram Stoker’s Dracula uses explicit conflict to fuel its plot: a vampire has come to England, and the heroes in the story have to kill him as soon as possible. Implicit conflict is more common in poetry, where there isn’t a specific occurrence that obviously screams, â€Å"this is a problem.† Instead, you have to read between the lines to find the conflict that’s motivating the narrator. Take a look at Elizabeth Barrett Browning’s â€Å"How Do I Love Thee?† for an example of implicit conflict in action: How do I love thee? Let me count the ways. I love thee to the depth and breadth and heightMy soul can reach, when feeling out of sightFor the ends of being and ideal grace.I love thee to the level of every day’sMost quiet need, by sun and candle-light.I love thee freely, as men strive for right.I love thee purely, as they turn from praise.I love thee with the passion put to useIn my old griefs, and with my childhood’s faith.I love thee with a love I seemed to loseWith my lost saints. I love thee with the breath,Smiles, tears, of all my life; and, if God choose,I shall but love thee better after death. The conflict here is actually a happy one: the narrator is so in love that she’s struggling with expressing the depth of her emotion! Cyanide and Happiness/Explosm.net #9: Characters A piece of literature has to have at least one character, which can be a person, an object, or an animal. While there are many different character types (and archetypes!), we’re going to talk about the two you absolutely need to know: the protagonist and the antagonist. The protagonist of a work is its main character. The plot circles around this person or object, and they are central to solving the conflict of the story. Protagonists are often heroic, but they don’t have to be: many stories focus on the struggles of average people, too. For the most part, protagonists are the characters that you remember long after the book is over, like Katniss Everdeen, David Copperfield, Sherlock Holmes, and Hester Prynne. Antagonists, on the other hand, are the characters that oppose the protagonist in some way. (This opposition is what causes the conflict of the story!) There can be multiple antagonists in a story, though usually there’s one major character, animal, or object that continues to impede the protagonist’s progress. If you ever forget what an antagonist is, just think of your favorite Disney villains. They’re some of the best bad guys out there! What's Next? If you’re not taking AP practice tests, there’s no way to know how you’ll do when you’re taking the exam for real. Here’s a list of practice tests for every AP exam, including the AP literature exam. It might seem like extra work, but we promise- practice tests are one of the best ways to help you improve your score! Listen: we know you’re busy, so it can be hard to schedule time to study for an AP test on top of your extracurriculars and normal class work. Check out this article on when you need to start studying for your AP tests to make sure you’re staying on track. What does a good AP score look like, anyway? Here’s a list of the average AP scores for every single AP test. This is great for seeing how your practice scores stack up against the national average.

The work and biography of Leonardo Davinci Essay

The work and biography of Leonardo Davinci - Essay Example Later on, da Vinci moved back to stay with his father’s new family where he did not face condemnation but a warm welcome. He spent his earlier years at Vinci on his father’s family estate. His uncle was a great influence during this time of his life. His uncle loved nature. This influenced da Vinci’s paintings and other works later in life (Byfield 52). He was so fascinated by the beauty of nature in his original home (Tuscany) that he opted to learn all about nature and its workings. Copying nature, controlling it or learning from it was a motivation in Leonardo’s inventions. Leonardo’s true potential was a result of his driven and positive attitude with his limitless energy originating from his inner insight to complete his goals. When he was young, his cleverness made it easy for him to grasp arithmetic and music. With a natural talent for singing, he hired a tutor to learn the lyre and further develop that skill. He went on to become a painting novice under the tutelage of Andrea Del Verrocchio who was a skilled artisan, artist, sculptor, goldsmith and painter. He implemented the science he learned on the paintings he made. He sketched and studied rock formations fossils and caves. His brilliance was also seen in creating things like diving suits, helicopter and submarines during his period as an apprentice (Spielvogel 20). After completing his education, he lived with Andrea del Verrocchio helping him in his works until 1478 when he became completely independent. His first renowned and commissioned work was done around this time. This was the work he did for Scopeto monastery based in San Donato in Florence namely the Adoration of the Magi. However, he never completed this work because his love for Milan made him leave to go and work as a painter, engineer and sculptor for the Sforza ruling dynasty. While there, his jobs were diverse ranging from artillery designing, to river

Government funding for education Essay Example | Topics and Well Written Essays - 1500 words

Government funding for education - Essay Example Therefore, we come to the million dollar questions: How much is today’s government giving to the educational sector? How is the money distributed? Is it enough or more is needed? More importantly, why is government funding so important? First is the State Nursery School, which caters preschool students up to five years. These are usually attached to a primary school, run by the local education authority and are free (BBC, 2009). These centres are essential for high quality early learning and care for children. Realizing the importance, the government has announced extra funding for Nursery Schools in the form of free study hours. News headings flashed across the screens of all leading news channels around the globe in not so recent past: â€Å"Childrens Minister Beverley Hughes has pledged  £340m to extend the entitlement from 12.5 to 15 hours a week† (BBC, 2007). Second and Third Levels are occupied by Primary Schools and High Schools. They, too, are a part of public education. According to the Encyclopaedia Wikipedia, public education is defined as: â€Å"Education mandated for or offered to the children of the general public by the government, whether national, regional, or local, provided by an institution of civil government, and paid for, in whole or in part, by taxes. â€Å" These schools are funded by the Central Government through the local authority according to a range of formulae based on the number and range of each school’s pupils. This is commonly known as delegated funding. Lots has it been put into the development of education at this level. In June 2002, the minister of Education and Young People announced a 1.15 billion package of investment through fifteen public private partnership projects to build schools. In March of 2003, a further of 748 million was pledged to the above mentioned investment package (SEED, 20 04). Next comes the higher education-college and

Anatomy of Human Essay Example for Free

Anatomy of Human Essay 1. Review the anatomy of the brain. Which portion is responsible for keeping you awake, controlling thought, speech, emotions and behavior, maintaining balance and posture? 2. Know the function of the arachnoid villi. 3. Where is the primary defect in Parkinsons disease and Huntingtons? 4. What is the function of the CSF? Where is it produced? Where is it absorbed? 5. Review blood flow to the brain. 6. What is the gate control theory of pain? 7. Know the type of nerve fibers that transmit pain impulses. 8. Where in the CNS does pain perception occur? 9. Know different clinical descriptions of pain; pain threshold/tolerance 10. Know endogenous opioids. 11. What are the two types of fibers that transmit the nerve action potentials generated by excitation of any of the nociceptors. 12. What is the relationship between epinephrine and body temperature? 13. Know mechanisms of heat production and heat loss. 14. Know heat exhaustion and heat stroke? 15. Define the different stages of sleep. 16. Discuss disorders of the conjunctivia of the eye. 17. Which part of the eye controls movement of the eye? 18. What part of the brain must be functioning for cognitive operations? 19. Discuss the types of mid-brain dysfunction and its physical symptoms. 20. Know the best prognostic indicator of recovery of consciousness and functional outcome after a brain event. 21. Know vomiting with which CNS injuries. 22. Define seizure and status epilepticus. What is the medical significance? Know benign febrile seizures. 23. Know the characteristics of closed head injury. 24. Define dyskinesia. Types? Characteristics? 25. Know the stages of intracranial hypertension. 26. Know normal intracranial pressure. How does body compensate for increased  ICP? 27. Know the most critical index of nervous system dysfunction/function. 28. What is responsible for the tremors associated with Parkinsons Disease? 29. Define concussion. Know the different grades of concussion. 30. Know coupe and countercoup brain injuries and how they happen. 31. Know most common primary CNS tumor. 32. What happens to a patient after an acute spinal cord injury? Why is it life threatening? Describe the clinical manifestations. Why would their temperature fluctuate? 33. Know diagnostic criteria for vegetative state and brain death. 34. Define and discuss the different types of stroke, which affected artery causes what data processing deficits (agnosia, dysphasia, etc). 35. Know all types of cerebral edema and what causes each type. 36. Know characteristics of AV malformation. 37. Define and describe the pathophysiology, clinical manifestations and etiology of Multiple Sclerosis. 38. Define and describe the pathophysiology, clinical manifestations and etiology of Guillian Barre Syndrome. 39. Define and describe the pathophysiology, clinical manifestations and etiology of Mysthenia Gravis 40. Define and describe the pathophysiology, clinical manifestations and etiology of Parkinsons disease. 41. Define and describe the pathophysiology, clinical manifestations and etiology of Huntington disease. 42. Prenatal and perinatal factors may result in what psychiatric condition? 43. What is schizophrenia? What part of the brain is associated with the S/S of this disorder? 44. Define depression and its types; know etiology. 45. How Does ECT (electroconvulsive therapy) treat depression? 46. Define generalized anxiety disorder. What is the underlying defect? Know characteristics. 47. Define panic disorder. What are the complications? 48. Define encephalocele, meningocele, spina bifida, myelomeningocele. Where is the defect located in each? 49. Know when the neural groove closes during embryonic development. 50. Know pathophysiology, clinical manifestations and etiology of cerebral palsy. 51. Know pathophysiology, clinical manifestations and etiology of PKU. 52. What nerves are capable of  regeneration?

Poe - A perfect Plan of Guilt :: essays research papers

Revenge is sweet and guilt it torture. Montresor decides to dabble between revenge and guilt and ultimately learns that revenge has consumed him. This can be seen when Montresor is aware of the suffering that Fortunato is feeling as he begins killing him. The compassion that Montresor feels is coupled with guilt from the murder he committed. These feelings make Montresor’s perfect plan of revenge lead to a lifetime of guilt. Revenge has a thin line which can easily be crossed when the revenge no longer fits the crime. Montresor speaks of this during the first paragraph when he states â€Å"I must not only punish, but punish with impunity† (Poe 141). He wants to be exempt from harm as well as from guilt. This would make the revenge sweet, or satisfying. Montresor comments on a satisfying revenge at the end of the first paragraph by saying â€Å"A wrong is unredressed when retribution overtakes its redresser. It is equally unredressed when the avenger fails to make himself felt as such to him who has done the wrong" (141). Montresor means that revenge must be satisfying, but can not consume himself. He can not step over this line and commit a crime himself. This act will cause guilt upon the avenger and eliminate any satisfying feeling that he might have received from the revenge. Montresor begins to be overtaken by his retribution almost immediately. His fascination with deception is his weak point. Montresor plans a revenge that would satisfy him for the insults that have been committed against him. While doing so he wants to be stealthy and states â€Å"it must be understood that neither by word nor deed had I given Fortunato cause to doubt my good will† (141) He continues to deceive Fortunato by lying to him about the pipe of Amontillado and playing on his nature of a wine connoisseurship. Montresor would say â€Å"I have my doubts† (142) knowing that Fortunato would only become more motivated to taste the Amontillado and tell of its authenticity. It is this deception that he becomes carried away with. This becomes a game for Montresor. He uses Fortunato as a pawn, and plays each move very carefully. While Montresor has become fatally involved in his plan of revenge he still has not forgotten that Fortunato is a friend. When they are ready to go to the vaults, Montresor shows concern for Fortunato’s health.

Business Process Reengineering

Describe each of the four kinds of organizational change that can be promoted with information technology. What is business process reengineering? What steps are required to make it effective? How does it differ from business process management? Explain with example. In an organization, there are major risks and uncertainties in systems development that need to be addressed by the management. Determining when new systems and business processes can have the greatest impact is involved in these challenges.This may be the reasons why organizational change and development is becoming a common scenario to talk about involving management, organizations, business, and leadership. With the fast-changing environment, business conditions bring consequences in management both in inner and outer factors. That is why in most cases, most of the managerial activities revolve around decision – making. Knowledge plays a major role in organizational development.Organizational changes are also u sually described, including management and employee training requirements, recruiting efforts, changes in business processes and changes in authority, structure or management practices. Information technology can promote various degrees of organizational change, ranging from incremental to far-reaching. There are actually four types of organizational change enabled by information technology: automation, rationalization, reengineering, and paradigm shifts. [pic] This figure shows the four degrees of organizational change.Automation is the easiest and the most common form of change. Being the most common form of IT-enabled change, the using of computer to speed up the performance of existing tasks is an example of automation. This involves assisting employees perform their tasks more efficiently and effectively. AUTOMATION Automation is the use of control systems and information technologies to reduce the need for human work in the production of goods and services. In the scope of ind ustrialization, automation is a step beyond mechanization.Although automation speeds up performance of tasks, it does not guarantee a very high effectivity in business success. It is just the same as repeating the old manual way of disorders but in a faster way. However, this type of change, although common, is slow – moving, thus producing slow returns. Organizations using automation produce the same products and services as before but changes the way the organization functions. Example of automation in business are calculating paychecks and payroll registers, automated checkout and inventory system employed by many supermarkets. nd giving bank tellers instant access to customers deposit records. RATIONALIZATION Rationalization of procedures causes the organization to examine its standard operating procedures, eliminate those no longer needed, and make the organization more efficient. It is the streamlining of existing operating procedures, eliminating obvious bottlenecks so that automation makes operating procedures more efficient. Rationalization follows quickly from automation. Both types of change cause some disruption, but it's usually manageable and relatively accepted by the people.BUSINESS PROCESS REENGINEERING A more powerful type of organizational change is business process reengineering, in which business processes are analyzed, simplified and redesigned. Using information technology, organizations can rethink and streamline their business processes to improve speed, service and quality. Business reengineering reorganizes work flows, combining steps to cut waste and eliminating repetitive, paper intensive tasks. It is usually much more ambitious than rationalization of procedures, requiring a new vision of how the process is to be organized.Business process reengineering in simpler words is Radical redesign of processes to improve cost, quality, and service, to maximize the benefits of technology. Process reengineering have been used by many companies to deal with a wide variety of problem. For example, the EMI Records Group was having difficulty filling orders for its most popular CDs. Retailers and recording stars were rebelling–it took the company as much as 20 days to deliver a big order for a hit CD, and then nearly 20% of the order would be missing. Small, incremental improvements would not have been adequate, so the company reengineered its entire istribution process with dramatic effects on on-time delivery and order fill rates. In business process reengineering, the organization can develop the business vision and process objective. It can identify the processes to be redesigned (core and highest payback) and understand and measure the performance of existing processes. It can also identify the opportunities for applying information technology and build a prototype of the new process. PARADIGM SHIFT It is about changing the very nature of the business and the structure of the organization itself, whole new products or services that didn't even exist before.In other words, paradigm shifts deals with major disruption and extreme change. Paradigm is a complete mental model of how a complex system works or functions. In other words, a paradigm shift involves rethinking the nature of the business and the organization. It is a complete re-conception of how the systems should function. For example, higher education is undergoing a major paradigm shift in the online delivery of education. Classes are now offered through the Internet so that students don't even go to classrooms. Many tried-and-true teaching methodologies are being radically altered to accommodate this shift in how education is offered.Paradigm shift is a radical re-conceptualization of the nature of the business and the nature of the organization. Deciding which business process to get right is half the challenge to the management. It is said that seventy percent of time programmatic reengineering efforts fail. But still o rganizations change. The reason is because the rewards are high. Paradigm shift involves great risks, but great returns too. The Internet is causing all kinds of industries and businesses to alter their products, their services, and their processes in radical ways.Entire organizations are being created to handle the paradigm shifts involved in e-commerce. Look at the automobile industry as an example of this type of change: Traditional dealerships are being disrupted by auto malls and online buying opportunities. BUSINESS PROCESS REENGINEERING In today’s ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change, companies are on the lookout for new solutions for their business problems.Recently, some of the more successful business corporations in the world seem to have hit upon an incredible solution: BUSINESS PROCESS REENGINEERING (BPR). Business Process Re engineering (BPR) involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed. A reengineered organization is process oriented, where: 1) Processes are identified and named, 2) Everyone is aware of the processes they are involved in, 3) Process measurement, i. e. onitoring and control, is performed BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesn’t believe in small improvements. Rather it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries. According to many in the BPR field reengineering should focus on processes and not be limit ed to thinking about the organizations.After all the organization is only as effective as its processes. Processes are currently invisible and unnamed because people think about the individual departments more often than the process with which all of them are involved. So companies that are currently used to talking in terms of departments such as marketing and manufacturing must switch to giving names to the processes that they do such that they express the beginning and end states. These names should imply all the work that gets done between the start and finish. For example, order fulfillment can be called order to payment process. Steps to an effective BPR are as follows – . Prepare for reengineering – Planning and Preparation are vital factors for any activity or event to be successful, and reengineering is no exception. Before attempting reengineering, the question ‘Is BPR necessary? ’ should be asked. There should be a significant need for the proce ss to be reengineered. Preparation activity begins with the development of executive consensus on the importance of reengineering and the link between breakthrough business goals and reengineering projects. A mandate for change is produced and a cross-functional team is established with a game plan for the process of reengineering.While forming the cross functional team, steps should be taken to ensure that the organization continues to function in the absence of several key players. As typical BPR projects involve cross-functional cooperation and significant changes to the status quo, the planning for organizational changes is difficult to conduct without strategic direction from the top. The impact of the environmental changes that serve as the impetus for the reengineering effort must also be considered in establishing guidelines for the reengineering project.Another important factor to be considered while establishing the strategic goals for the reengineering effort, is to make it your first priority to understand the expectations of your customers and where your existing process falls short of meeting those requirements. Having identified the customer driven objectives, the mission or vision statement is formulated. The vision is what a company believes it wants to achieve when it is done, and a well-defined vision will sustain a company’s resolve through the stress of the reengineering process. 2.Map and Analyze As-Is Process – Before the reengineering team can proceed to redesign the process, they should understand the existing process. Although some BPR proponents argue against analyzing the current enterprise, saying that it inhibits the creative process, that might not always hold true. It varies from case to case. While some organizations which are in dire straits might attempt a new process design while totally ignoring the existing processes, most organizations need to map the existing processes first, analyze and improve on it to de sign new processes.The important aspect of BPR is that the improvement should provide dramatic results. Many people do not understand the value of an As-Is analysis and rather prefer to spend a larger chunk of their valuable time on designing the To-Be model directly. The main objective of this phase is to identify disconnects (anything that prevents the process from achieving desired results and in particular information transfer between organizations or people) and value adding processes. This is initiated by first creation and documentation of Activity and Process models making use of the various modeling methods available.Then, the amount of time that each activity takes and the cost that each activity requires in terms of resources is calculated through simulation and activity based costing (ABC). All the groundwork required having been completed, the processes that need to be reengineered are identified. 3. Design To-Be process – The objective of this phase is to produc e one or more alternatives to the current situation, which satisfy the strategic goals of the enterprise. The first step in this phase is benchmarking.The peer organizations need not be competitors or even from the same industry. Innovative practices can be adopted from anywhere, no matter what their source. Having identified the potential improvements to the existing processes, the development of the To-Be models is done using the various modeling methods available, bearing in mind the principles of process design. Then, similar to the As-Is model, we perform simulation and ABC to analyze factors like the time and cost involved. It should be noted that this activity is an iterative process and cannot be done overnight.The several To-Be models that are finally arrived at are validated. By performing Trade off Analysis the best possible To-Be scenarios are selected for implementation. 4. Implement Reengineered Process- The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one. When so much time and effort is spent on analyzing the current processes, redesigning them and planning the migration, it would indeed be prudent to run a culture change program simultaneously with all the planning and preparation.This would enable the organization to undergo a much more facile transition. But whatever may be the juncture in time that the culture change program may be initiated, it should be rooted in our minds that ‘winning the hearts and minds of everyone involved in the BPR effort is most vital for the success of the effort. Once this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and procedures with the redesigned processes. 5.Improve Process Continously- A very vital part in the success of every reengineering effort lies in improving the reen gineered process continuously. The first step in this activity is monitoring. Two things have to be monitored – the progress of action and the results. The progress of action is measured by seeing how much more informed the people feel, how much more commitment the management shows and how well the change teams are accepted in the broader perspective of the organization. This can be achieved by conducting attitude surveys and discrete ‘fireside chats’ with those initially not directly involved with the change.Communication is strengthened throughout the organization, ongoing measurement is initiated, team reviewing of performance against clearly defined targets is done and a feedback loop is set up wherein the process is remapped, reanalyzed and redesigned. Thereby continuous improvement of performance is ensured through a performance tracking system and application of problem solving skills. An intense customer focus, superior process design and a strong and mot ivated leadership are vital ingredients to the recipe for the success of any business corporation.Reengineering is the key that every organization should possess to attain these prerequisites to success. BPR doesn’t offer a miracle cure on a platter. Nor does it provide a painless quick fix. Rather it advocates strenuous hard work and instigates the people involved to not only to change what they do but targets at altering their basic way of thinking itself. BUSINESS PROCESS MANAGEMENT Business process management (BPM) is a systematic approach to improving an organization's business processes.BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organization's equipment and core operations. BPM Vs. BPR If BPM is a system software, then BPR is a method. BPR re-eval uates the processes used by the enterprise from the very basics and thoroughly redesigns them, enabling enterprises to have significant breakthroughs in cost, service, and speed.BPR can enable enterprises to reform from deep within, and create a new organization structure. Therefore, BPR is for the whole enterprise and may even include basic organization structures in its large modifications. BPM is a concept built internally in an enterprise that continuous to manage business processes. In an environment that stores internal and external events, BPM starts from a group of dependent processes, that describes, understands, indicates, and manages the whole process.BPM can integrate internal resources in an enterprise, automatically linking each department, enabling the enterprise to become a single united special forces team. As well, establishing standardized business processes through a single portal, the system can automatically make decisions based on rules and processes of the en terprise to satisfy the management needs of the enterprise, creating comprehensive core competitive force. Key aspects on which BPM differs from BPR are as follows: – Marked difference between BPR and BPM | |Aspect |BPR |BPM | |Level of change |Radical, one step change |Evolutionary & continuous | |Time taken for implementation |Long |Short time and smooth takeover | |Starting point |Drawing board |Current processes and automation levels | |Implementation |Huge effort required for the |Incremental | | |disruptive change | | |Expanse |One major process at a time |Flexible – simultaneously across one or more / | | | |small or major processes | |Methodology |Redesigning of business |Process and decision models | | |processes | | |Enabling technology |Primarily IT |Primarily process technology | |Involvement |Business and process experts |Process experts and all related people | |Risk |High |Low | |Outcome |Drastic |Incremental improvement | |Cultural issues |Major concern |Not much concern | |Implementation stress and concern|High |Low | BPM tools have taken the advantage of the BPR experience and conceptually are more flexible in terms of expanse and intensity.Unlike BPR which targets end-to-end process by radically redesigning it, BPM tools can be applied part by part to the whole enterprise at a time, by adopting much more manageable and smaller changes in the process. This way the investments, risks and amount of change are minimized but at the same time the tangible impact is much more modest than what was a possibility with BPR. Yet BPM tools for automating processes have their basis on the fundamental concepts that were emphasized by BPR, such as: †¢ Simple processes delivering on the metrics of quality, service, flexibility †¢ Focus on eliminating non-value adding activities †¢ Decisions becoming integral part of the processBPM unifies discrete tools through extension of technologies like BPR, EAI, Workflow automation and any other business application package in such a form where the implementation and upgradation is much easily handled and underlying business process are efficiently managed. In addition to the strength inherited from BPR that BPM is built around business processes and not business applications per se, yet another promising feature of BPM is that it is based on mathematical process models. For example: – BPM helps you improve predictability and repeatability. For example, it will help you identify and recruit 10 candidates for a specified position in 8 weeks. BPR helps you study this and reduce this 8 weeks to 6 weeks or 4 weeks , depending on the context. Once this is done, we need to again use BPM to stabilize this and get back to predictability. Business Process Reengineering Describe each of the four kinds of organizational change that can be promoted with information technology. What is business process reengineering? What steps are required to make it effective? How does it differ from business process management? Explain with example. In an organization, there are major risks and uncertainties in systems development that need to be addressed by the management. Determining when new systems and business processes can have the greatest impact is involved in these challenges.This may be the reasons why organizational change and development is becoming a common scenario to talk about involving management, organizations, business, and leadership. With the fast-changing environment, business conditions bring consequences in management both in inner and outer factors. That is why in most cases, most of the managerial activities revolve around decision – making. Knowledge plays a major role in organizational development.Organizational changes are also u sually described, including management and employee training requirements, recruiting efforts, changes in business processes and changes in authority, structure or management practices. Information technology can promote various degrees of organizational change, ranging from incremental to far-reaching. There are actually four types of organizational change enabled by information technology: automation, rationalization, reengineering, and paradigm shifts. [pic] This figure shows the four degrees of organizational change.Automation is the easiest and the most common form of change. Being the most common form of IT-enabled change, the using of computer to speed up the performance of existing tasks is an example of automation. This involves assisting employees perform their tasks more efficiently and effectively. AUTOMATION Automation is the use of control systems and information technologies to reduce the need for human work in the production of goods and services. In the scope of ind ustrialization, automation is a step beyond mechanization.Although automation speeds up performance of tasks, it does not guarantee a very high effectivity in business success. It is just the same as repeating the old manual way of disorders but in a faster way. However, this type of change, although common, is slow – moving, thus producing slow returns. Organizations using automation produce the same products and services as before but changes the way the organization functions. Example of automation in business are calculating paychecks and payroll registers, automated checkout and inventory system employed by many supermarkets. nd giving bank tellers instant access to customers deposit records. RATIONALIZATION Rationalization of procedures causes the organization to examine its standard operating procedures, eliminate those no longer needed, and make the organization more efficient. It is the streamlining of existing operating procedures, eliminating obvious bottlenecks so that automation makes operating procedures more efficient. Rationalization follows quickly from automation. Both types of change cause some disruption, but it's usually manageable and relatively accepted by the people.BUSINESS PROCESS REENGINEERING A more powerful type of organizational change is business process reengineering, in which business processes are analyzed, simplified and redesigned. Using information technology, organizations can rethink and streamline their business processes to improve speed, service and quality. Business reengineering reorganizes work flows, combining steps to cut waste and eliminating repetitive, paper intensive tasks. It is usually much more ambitious than rationalization of procedures, requiring a new vision of how the process is to be organized.Business process reengineering in simpler words is Radical redesign of processes to improve cost, quality, and service, to maximize the benefits of technology. Process reengineering have been used by many companies to deal with a wide variety of problem. For example, the EMI Records Group was having difficulty filling orders for its most popular CDs. Retailers and recording stars were rebelling–it took the company as much as 20 days to deliver a big order for a hit CD, and then nearly 20% of the order would be missing. Small, incremental improvements would not have been adequate, so the company reengineered its entire istribution process with dramatic effects on on-time delivery and order fill rates. In business process reengineering, the organization can develop the business vision and process objective. It can identify the processes to be redesigned (core and highest payback) and understand and measure the performance of existing processes. It can also identify the opportunities for applying information technology and build a prototype of the new process. PARADIGM SHIFT It is about changing the very nature of the business and the structure of the organization itself, whole new products or services that didn't even exist before.In other words, paradigm shifts deals with major disruption and extreme change. Paradigm is a complete mental model of how a complex system works or functions. In other words, a paradigm shift involves rethinking the nature of the business and the organization. It is a complete re-conception of how the systems should function. For example, higher education is undergoing a major paradigm shift in the online delivery of education. Classes are now offered through the Internet so that students don't even go to classrooms. Many tried-and-true teaching methodologies are being radically altered to accommodate this shift in how education is offered.Paradigm shift is a radical re-conceptualization of the nature of the business and the nature of the organization. Deciding which business process to get right is half the challenge to the management. It is said that seventy percent of time programmatic reengineering efforts fail. But still o rganizations change. The reason is because the rewards are high. Paradigm shift involves great risks, but great returns too. The Internet is causing all kinds of industries and businesses to alter their products, their services, and their processes in radical ways.Entire organizations are being created to handle the paradigm shifts involved in e-commerce. Look at the automobile industry as an example of this type of change: Traditional dealerships are being disrupted by auto malls and online buying opportunities. BUSINESS PROCESS REENGINEERING In today’s ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change, companies are on the lookout for new solutions for their business problems.Recently, some of the more successful business corporations in the world seem to have hit upon an incredible solution: BUSINESS PROCESS REENGINEERING (BPR). Business Process Re engineering (BPR) involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed. A reengineered organization is process oriented, where: 1) Processes are identified and named, 2) Everyone is aware of the processes they are involved in, 3) Process measurement, i. e. onitoring and control, is performed BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesn’t believe in small improvements. Rather it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries. According to many in the BPR field reengineering should focus on processes and not be limit ed to thinking about the organizations.After all the organization is only as effective as its processes. Processes are currently invisible and unnamed because people think about the individual departments more often than the process with which all of them are involved. So companies that are currently used to talking in terms of departments such as marketing and manufacturing must switch to giving names to the processes that they do such that they express the beginning and end states. These names should imply all the work that gets done between the start and finish. For example, order fulfillment can be called order to payment process. Steps to an effective BPR are as follows – . Prepare for reengineering – Planning and Preparation are vital factors for any activity or event to be successful, and reengineering is no exception. Before attempting reengineering, the question ‘Is BPR necessary? ’ should be asked. There should be a significant need for the proce ss to be reengineered. Preparation activity begins with the development of executive consensus on the importance of reengineering and the link between breakthrough business goals and reengineering projects. A mandate for change is produced and a cross-functional team is established with a game plan for the process of reengineering.While forming the cross functional team, steps should be taken to ensure that the organization continues to function in the absence of several key players. As typical BPR projects involve cross-functional cooperation and significant changes to the status quo, the planning for organizational changes is difficult to conduct without strategic direction from the top. The impact of the environmental changes that serve as the impetus for the reengineering effort must also be considered in establishing guidelines for the reengineering project.Another important factor to be considered while establishing the strategic goals for the reengineering effort, is to make it your first priority to understand the expectations of your customers and where your existing process falls short of meeting those requirements. Having identified the customer driven objectives, the mission or vision statement is formulated. The vision is what a company believes it wants to achieve when it is done, and a well-defined vision will sustain a company’s resolve through the stress of the reengineering process. 2.Map and Analyze As-Is Process – Before the reengineering team can proceed to redesign the process, they should understand the existing process. Although some BPR proponents argue against analyzing the current enterprise, saying that it inhibits the creative process, that might not always hold true. It varies from case to case. While some organizations which are in dire straits might attempt a new process design while totally ignoring the existing processes, most organizations need to map the existing processes first, analyze and improve on it to de sign new processes.The important aspect of BPR is that the improvement should provide dramatic results. Many people do not understand the value of an As-Is analysis and rather prefer to spend a larger chunk of their valuable time on designing the To-Be model directly. The main objective of this phase is to identify disconnects (anything that prevents the process from achieving desired results and in particular information transfer between organizations or people) and value adding processes. This is initiated by first creation and documentation of Activity and Process models making use of the various modeling methods available.Then, the amount of time that each activity takes and the cost that each activity requires in terms of resources is calculated through simulation and activity based costing (ABC). All the groundwork required having been completed, the processes that need to be reengineered are identified. 3. Design To-Be process – The objective of this phase is to produc e one or more alternatives to the current situation, which satisfy the strategic goals of the enterprise. The first step in this phase is benchmarking.The peer organizations need not be competitors or even from the same industry. Innovative practices can be adopted from anywhere, no matter what their source. Having identified the potential improvements to the existing processes, the development of the To-Be models is done using the various modeling methods available, bearing in mind the principles of process design. Then, similar to the As-Is model, we perform simulation and ABC to analyze factors like the time and cost involved. It should be noted that this activity is an iterative process and cannot be done overnight.The several To-Be models that are finally arrived at are validated. By performing Trade off Analysis the best possible To-Be scenarios are selected for implementation. 4. Implement Reengineered Process- The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one. When so much time and effort is spent on analyzing the current processes, redesigning them and planning the migration, it would indeed be prudent to run a culture change program simultaneously with all the planning and preparation.This would enable the organization to undergo a much more facile transition. But whatever may be the juncture in time that the culture change program may be initiated, it should be rooted in our minds that ‘winning the hearts and minds of everyone involved in the BPR effort is most vital for the success of the effort. Once this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and procedures with the redesigned processes. 5.Improve Process Continously- A very vital part in the success of every reengineering effort lies in improving the reen gineered process continuously. The first step in this activity is monitoring. Two things have to be monitored – the progress of action and the results. The progress of action is measured by seeing how much more informed the people feel, how much more commitment the management shows and how well the change teams are accepted in the broader perspective of the organization. This can be achieved by conducting attitude surveys and discrete ‘fireside chats’ with those initially not directly involved with the change.Communication is strengthened throughout the organization, ongoing measurement is initiated, team reviewing of performance against clearly defined targets is done and a feedback loop is set up wherein the process is remapped, reanalyzed and redesigned. Thereby continuous improvement of performance is ensured through a performance tracking system and application of problem solving skills. An intense customer focus, superior process design and a strong and mot ivated leadership are vital ingredients to the recipe for the success of any business corporation.Reengineering is the key that every organization should possess to attain these prerequisites to success. BPR doesn’t offer a miracle cure on a platter. Nor does it provide a painless quick fix. Rather it advocates strenuous hard work and instigates the people involved to not only to change what they do but targets at altering their basic way of thinking itself. BUSINESS PROCESS MANAGEMENT Business process management (BPM) is a systematic approach to improving an organization's business processes.BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organization's equipment and core operations. BPM Vs. BPR If BPM is a system software, then BPR is a method. BPR re-eval uates the processes used by the enterprise from the very basics and thoroughly redesigns them, enabling enterprises to have significant breakthroughs in cost, service, and speed.BPR can enable enterprises to reform from deep within, and create a new organization structure. Therefore, BPR is for the whole enterprise and may even include basic organization structures in its large modifications. BPM is a concept built internally in an enterprise that continuous to manage business processes. In an environment that stores internal and external events, BPM starts from a group of dependent processes, that describes, understands, indicates, and manages the whole process.BPM can integrate internal resources in an enterprise, automatically linking each department, enabling the enterprise to become a single united special forces team. As well, establishing standardized business processes through a single portal, the system can automatically make decisions based on rules and processes of the en terprise to satisfy the management needs of the enterprise, creating comprehensive core competitive force. Key aspects on which BPM differs from BPR are as follows: – Marked difference between BPR and BPM | |Aspect |BPR |BPM | |Level of change |Radical, one step change |Evolutionary & continuous | |Time taken for implementation |Long |Short time and smooth takeover | |Starting point |Drawing board |Current processes and automation levels | |Implementation |Huge effort required for the |Incremental | | |disruptive change | | |Expanse |One major process at a time |Flexible – simultaneously across one or more / | | | |small or major processes | |Methodology |Redesigning of business |Process and decision models | | |processes | | |Enabling technology |Primarily IT |Primarily process technology | |Involvement |Business and process experts |Process experts and all related people | |Risk |High |Low | |Outcome |Drastic |Incremental improvement | |Cultural issues |Major concern |Not much concern | |Implementation stress and concern|High |Low | BPM tools have taken the advantage of the BPR experience and conceptually are more flexible in terms of expanse and intensity.Unlike BPR which targets end-to-end process by radically redesigning it, BPM tools can be applied part by part to the whole enterprise at a time, by adopting much more manageable and smaller changes in the process. This way the investments, risks and amount of change are minimized but at the same time the tangible impact is much more modest than what was a possibility with BPR. Yet BPM tools for automating processes have their basis on the fundamental concepts that were emphasized by BPR, such as: †¢ Simple processes delivering on the metrics of quality, service, flexibility †¢ Focus on eliminating non-value adding activities †¢ Decisions becoming integral part of the processBPM unifies discrete tools through extension of technologies like BPR, EAI, Workflow automation and any other business application package in such a form where the implementation and upgradation is much easily handled and underlying business process are efficiently managed. In addition to the strength inherited from BPR that BPM is built around business processes and not business applications per se, yet another promising feature of BPM is that it is based on mathematical process models. For example: – BPM helps you improve predictability and repeatability. For example, it will help you identify and recruit 10 candidates for a specified position in 8 weeks. BPR helps you study this and reduce this 8 weeks to 6 weeks or 4 weeks , depending on the context. Once this is done, we need to again use BPM to stabilize this and get back to predictability.

French Verb Conjugations Plaindre