AMA Nation Review – Is it Legitimate?

AMA Nation came across my radar a bit more than a month ago, and I found it interesting. So I wanted to do some in-depth research on AMA Nation to find out how legit it was.AMA Nation is the marketing arm of Public Power, LLC based in Danbury, Connecticut. Public Power, LLC is a licensed electricity supplier providing service to tens of thousands of residents, businesses and municipalities in several states across America.The management team is a highly successful team judging from their past. At the top of that team is the owner and CEO of Public Power, Mr. Bob Gries. He is the CEO and Founder of Gries Investment Fund, Founder of the Tampa Bay Storm and Co-owner of the Orlando Predators- Arena Football League.Bob Gries purchased Public Power almost 4 years ago and being familiar with network marketing, he teamed up with Peter “PJ” Jensen and launched AMA Nation second quarter of 2010.Peter “PJ” Jensen is a respected industry leader in the Direct Sales Industry. He is a former professional football player as well as a respected motivator and trainer. Bob Gries is dedicated in creating a large footprint in the energy industry with the company.Through energy deregulation which gives the consumer the choice to choose the supplier of their energy needs, rather than be at the mercy of energy conglomerates, the customer can save on the fixed household expense of electricity and soon natural gas. Plus with the AMA Nation Customer Rewards Program, which gives additional savings on name brand product both nationally and locally. It is a very attractive situation for the consumer especially in these economic times.Energy deregulation is sweeping the country. Currently in 23 states and in Canada, AMA Nation seems to have set an aggressive course to be in those territories.Since AMA Nation is a network marketing company, how does this benefit the network marketer? Well it is pretty simple from what I have found.An energy consultant, which is an agent of AMA Nation, can grow teams across the country and Canada to do the same. The energy consultants simply educate the general public, businesses, large and small and even non-profits, that they have a choice in the supplier of their energy needs. The service and maintenance stays with their current energy company.With that scenario, the energy consultant has 6 ways of compensation. 3 are immediate and paid weekly and are based on acquiring other consultants and customers. 2 of the latter 3 are paid monthly and based on kWh and MCF of usage ( electric and gas) not only of the consultants customers, but of the entire team they create as well. Leaving what appears to be a profit sharing plan based on the number of customers in the entire team which is paid monthly.In conclusion, I have found AMA Nation to be very legitimate company and opportunity.

CMM and Project Management – Tracking and Oversight

The goal of the Software Project Tracking and Oversight Key Process Area (KPA) is to provide sufficient insight into project performance so that the project manager can detect variances between performance and the plan and take preventive or corrective action. This KPA influences all PMBOK knowledge areas and is most closely associated with the Monitoring and Controlling group of processes. As with the other KPAs Software Project Tracking and Oversight is organized into goals, commitments, abilities, activities, measurements, and verifications.Goals
The goals of this KPA relate to and support project oversight and corrective actions. The goals are that results are tracked against project plans, that corrective actions are taken when there is a variance between planned results and actual results, and that corrective actions that change the project plan are agreed to by the affected groups. The abilities and activities all support the achievement of these goals.Commitment to Perform
Commitments to this KPA are required at the executive level. The first commitment is that a software project manager be assigned to the project. This commitment will be made by default for most IT projects. The project manager responsible for the entire project is likely to be someone who is considered a “software project manager”, or at least has experience managing software projects. When larger projects require a sub-project for the creation of a software system or application to be defined, this commitment requires a project manager to be assigned to manage the sub-project. This is an organizational commitment, but might require you to identify and assign a project manager to manage the software sub-project if you are the overall project manager.The second commitment is also at the organizational level and it is that project management follows a written organizational policy for managing software projects. PMs working out of a PMO or PMC should have such a policy to follow. If you are a project manager leading the charge for CMM/CMMI certification you should undertake the writing of this policy to govern your project and future projects for your organization.Ability to Perform
There are 5 abilities required to meet CMM/CMMI level 2 criteria. The first ability is that software project has a project plan. The second is that the software project manager assigns work to the project team. This means not only that the project manager defines, organizes, and schedules the work in their plan, but that they direct individual team members to do the work. I believe that meeting the criteria for this ability requires the software project manager to be given the authority to direct the project resources work for the duration of the project. The best way for this authority to be officially granted is through the Project Charter which governs the project.The third ability calls for adequate resources to be provided for tracking and oversight activities. Planning of the activities will be supported by the project’s plans and schedule. Adequate funding will be demonstrated by the budget for resources to perform oversight and tracking activities being part of the approved project budget. Ability 4 requires the software project manager to be trained in managing the “technical and personnel aspects” of the software project. I would argue that there is no better way of demonstrating this ability than by the certification of the software project manager as a Project Management Professional (PMP®). The Project Management Institute oversee this certification and are recognized globally as the leaders in the area of project management certification and project management best practices. Certification of your software project manager is straight forward, providing PMI’s criteria for project management experience are met. Providing they are, the project manager can choose from a host of quality PMP® courses or PMP® exam preparation training products to prepare them for the certification exam. These courses will train project managers in Project Management best practices and their implementation, as well as helping the project manager pass their exam.The final ability calls for first-line software managers to receive “orientation in the technical aspects of the software project”. CMMI defines a first-line software manager as someone who has direct management responsibility, including responsibility for providing technical direction, for staffing and activities of a single organizational unit. This definition matches the PMBOK®’s definition of a functional manager. The first-line manager should be educated in the tools, processes, procedures, and standards used for the project.Activities
Activities called for by CMM include:Use the project plan for tracking activities and communicating project status. The plan should be updated with information for work completed and made available to project stakeholders. Your MS Project file will satisfy this criterion and will convert your WBS/schedule to several formats that can be accessed by stakeholders who do not have MS Project on their desktop.

The project plans are revised according to a documented procedure. This procedure will be your Change Management plan, or Integrated Change Control System (ICCS). The various components of the project plan specify how changes approved by the ICCS/Change Management plan are to be implemented. The activity also calls for a review of the revised project plan.

Commitments made to external groups, and any changes to those commitments, are reviewed with senior management according to a documented procedure. In the context of tracking and oversight this activity will be described in the project’s Change Management plan.

Approved changes to the software project are communicated to the members of the software engineering group and other software-related groups. Your Change Management plan, or Communications Management plan, should describe this.

The sizes of work products, or changes to the work products are tracked and corrective actions taken as necessary. CMM uses the word “size” to refer to the number of lines of code,.html pages, or pages of documentation produced. The idea is to compare the actual size with the estimates for the purpose of identifying actions required to correct the estimation procedure and future estimates.

Effort and costs are tracked and corrective actions taken when necessary. The cost management portion of the project plan will govern monitoring and controlling expenditures and identify how corrective actions are to be identified. The Change Management plan governs how changes to the cost estimates are to be made. Since software development projects frequently aren’t governed directly by budgets, this may be accomplished in the Time Management plan for the project.

Critical computer resources are tracked and corrective actions taken when necessary. These will be tracked, along with other project resources, in the resource management plan.

The schedule is tracked and corrective actions taken when necessary. The Time Management portion of the project plan will describe how this happens, including the analysis of late and early delivery dates on the plan.

Technical activities are tracked and corrective action taken when necessary. Technical activities refer to the methods, procedures, and processes used to develop and test the software. Testing activities will be described in the Quality Management plan. Most of the methods, procedures, and processes associated with development of the software should be captured in the Configuration Management plan. Activities not covered by the Configuration Management or Quality Management plans should be described in a separate plan.

Project risks are tracked. This is accomplished by the Risk Management plan

Measurement data and re-planning data are recorded. This includes estimates and data associated with the estimates, plus data measuring completed work. Estimates will be captured in the WBS and schedule. Estimating tools and methods such as Function Point Analysis (FPA) will be described elsewhere.

The software engineering group conducts periodic internal reviews to track technical progress, plans, performance, and issues against the plan. The software engineering group includes the first-line managers and software project manager. This activity is covered by your weekly status review meetings.

Formal reviews to address accomplishments and results are conducted at selected project milestones. These formal reviews will correspond to your Gate Reviews.Measurement and Analysis
The effort required to perform the tracking activities is measuredVerification
Verification is performed by senior management who review the tracking and oversight activities periodically. This will be satisfied with the Gate Reviews planned for the project and by any Steering Committee or Project Sponsor reviews scheduled. Verification is also done by the project manager. This requirement can be satisfied with regular status review meetings in addition to the Gate Meetings. These two verifications also require you to produce a status report after each meeting.The 3rd verification calls for reviews or audits of the project by a Quality Assurance group. Since CMM regards the Quality Assurance group as an entity outside of the control of the project, the senior management of your organization should be responsible for this verification. If you are assigned to manage the project by a PMO or PMC this group may provide the audits or reviews required by CMM.The tips and tricks described in this article implement some of the best practices promoted by the PMI (Project Management Institute). These are taught in most PMP® courses and other PMP® exam preparation training products. Visit the three O web site for a sampling of some of the products available in this area, including AceIt©, our downloadable software training tool: http://threeo.ca/featuress8.php

Spa and Massage Therapy Flyers

Success in the spa and massage therapy business is largely driven through word of mouth recommendations from satisfied customers. Unfortunately, the process required to establish a loyal and substantial clientele can take far too long. To increase store traffic and gain referrals more quickly, well designed spa and massage therapy flyers will help promote a business and its services to a multitude of potential customers.For the cost conscious therapist or business owner, spa and message therapy flyers are the perfect marketing choice. Since they are inexpensive to produce, frequent printing of updated editions will keep the message fresh and timely. A well designed marketing plan that includes aggressive flyer distribution will ensure that the company name and logo remains recognizable to prospective clients.Flyer DesignThere are a number of design elements that should be included in message therapy and spa flyers to attract and hold the recipients attention.- Use Color instead of Black and White: Although color printing may be marginally more expensive, color flyers are far more eye catching than black and white. Color printing also conveys a sophisticated business image and a sense of legitimacy.- Include an Attention Grabbing Headline or Photo: An appealing photograph and an interesting headline will draw the readerÂÂ’s attention. Always try and place this type of information in the center of the page where it will be the most conspicuous.- Contact Information: In addition to the business name, location, email address, and phone numbers, always include relevant practitioner license numbers and the company logo. This can also be an area where a short bio of the owner and key employees can be incorporated.- Highlight Products and Services: Since customers are savvy in Detroit, spa and message therapy flyers should include a detailed list of services, prices and benefits. Unique specialties can be detailed along with descriptions of the parlor and its atmosphere.- Special Offers and Call to Action: Discount coupons can serve as an excellent incentive to make a phone call or book an appointment. Whatever the mechanism, the flyer should compel the recipient to seek further information about the business or its services.Flyer PrintingFor salon owners in Ann Arbor, Dearborn, Downriver, Flint, Grand Rapids, Lansing, Royal Oak, Troy and Detroit, spa flyers can help to raise visibility and attract new customers to the business.