8 Simple Rules for Russian Verb Conjugation

Russian verbs change according to their tense, person, and number. This guide to Russian verb conjugation provides basic rules for conjugating regular verbs in the present tense. The Russian present tense is simpler than the English present tense, as there is only one present tense verb form. To illustrate this point, consider the sentence Ã'  Ã'‡Ð ¸Ã'‚Ð °Ã'Ž. This statement can mean I read, I have been reading, or I am reading. Thanks to this simplified present tense, basic verb conjugation in Russian is easier than you might expect. Follow these eight steps to begin conjugating Russian verbs. Rule 1: Russian Verb Forms Russian verbs have six forms in the present tense: 1st person, 2nd person, and 3rd person, all of which can be singular or plural. The verb ending tells us the point of view (1st, 2nd, or 3rd) and the number (singular/plural) of the verb. Rule 2: Verb Conjugation Groups There are two groups of verb conjugation in Russian: first conjugation and second conjugation. First conjugation verbs have the endings -Ã'Æ' (-Ã'Ž),  -Ð µÃ'ˆÃ'Å' (-Ã'‘Ã'ˆÃ'Å'),  -Ð µÃ'‚ (-Ã'‘Ã'‚),  -Ð µÃ ¼ (-Ã'‘Ð ¼),  -Ð µÃ'‚Ð µ (-Ã'‘Ã'‚Ð µ), and -Ã'Æ'Ã'‚ (-Ã'ŽÃ'‚). Second conjugation verbs have the endings -Ã'Æ' (-Ã'Ž),  -Ð ¸Ã'ˆÃ'Å',  -Ð ¸Ã'‚,  -Ð ¸Ã ¼,  -Ð ¸Ã'‚Ð µ,  -Ð °Ã'‚ (-Ã' Ã'‚).   Rule 3: How to Check a Conjugation Group There are two ways to determine a verbs conjugation group. First, look at the personal ending if it is under stress: Ð ¿Ã µÃ'‚Ã'Å' – Ð ¿Ã ¾Ã'‘Ã'ˆÃ'Å', Ð ¿Ã ¾Ã'‘Ã'‚, Ð ¿Ã ¾Ã'ŽÃ'‚ (first conjugation)Ð ³Ã'€Ð µÃ ¼Ã µÃ'‚Ã'Å' – Ð ³Ã'€Ð µÃ ¼Ã ¸Ã'ˆÃ'Å', Ð ³Ã'€Ð µÃ ¼Ã ¸Ã'‚ (second conjugation) Second, if the personal ending is not stressed, look at the suffix before the ending -Ã'‚Ã'Å' in the infinitive form of the verb and follow these steps. Put the verb in its infinitive, e.g. Ð ³Ã'Æ'Ð »Ã' Ã µÃ'‚ - Ð ³Ã'Æ'Ð »Ã' Ã'‚Ã'Å'Check which vowel comes before the ending -Ã'‚Ã'Å'. For example: in Ð ³Ã'Æ'Ð »Ã' Ã'‚Ã'Å', it is Ã' .Use these rules to determine whether the verb is first or second conjugation. Rule 4: Endings in Second Conjugation Verbs Second conjugation verbs are: All verbs ending in -Ð ¸Ã'‚Ã'Å' in their infinitive form (exceptions: Ð ±Ã'€Ð ¸Ã'‚Ã'Å', Ã' Ã'‚Ð µÃ »Ã ¸Ã'‚Ã'Å')7 verbs ending with -Ð µÃ'‚Ã'Å': Ã' Ã ¼Ã ¾Ã'‚Ã'€Ð µÃ'‚Ã'Å', Ð ²Ã ¸Ã ´Ã µÃ'‚Ã'Å', Ð ½Ã µÃ ½Ã °Ã ²Ã ¸Ã ´Ã µÃ'‚Ã'Å', Ð ·Ã °Ã ²Ã ¸Ã' Ã µÃ'‚Ã'Å', Ã'‚Ð µÃ'€Ð ¿Ã µÃ'‚Ã'Å', Ð ¾Ã ±Ã ¸Ã ´Ã µÃ'‚Ã'Å', Ð ²Ã µÃ'€Ã'‚Ð µÃ'‚Ã'Å'4 verbs ending with -Ð °Ã'‚Ã'Å': Ã' Ã »Ã'‹Ã'ˆÐ °Ã'‚Ã'Å', Ð ´Ã'‹Ã'ˆÐ °Ã'‚Ã'Å', Ð ³Ã ½Ã °Ã'‚Ã'Å', Ð ´Ã µÃ'€Ð ¶Ã °Ã'‚Ã'Å'All derivatives of these verbs, e.g. Ð ¿Ã µÃ'€Ð µÃ ³Ã ½Ã °Ã'‚Ã'Å', Ð ¿Ã'€Ð ¾Ã' Ã ¼Ã ¾Ã'‚Ã'€Ð µÃ'‚Ã'Å' Rule 5: Endings in First Conjugation Verbs First Conjugation verbs are those that in their infinitive form end in -Ð µÃ'‚Ã'Å', -Ð °Ã'‚Ã'Å', -Ã' Ã'‚Ã'Å', -Ð ¾Ã'‚Ã'Å', -Ã'Æ'Ã'‚Ã'Å', -Ã'‹Ã'‚Ã'Å'. Rule 6: How to Remember The Correct Conjugation Group Heres a helpful poem to remember which verbs are in the second conjugation group. КÐ ¾ Ð ²Ã'‚Ð ¾Ã'€Ð ¾Ã ¼Ã'Æ' Ð ¶Ã µ Ã' Ã ¿Ã'€Ã' Ã ¶Ã µÃ ½Ã'Å'Ã'ŽÐžÃ'‚Ð ½Ã µÃ' Ã µÃ ¼ Ð ¼Ã'‹ Ð ±Ã µÃ · Ã' Ã ¾Ã ¼Ã ½Ã µÃ ½Ã'Å'Ã' Ãâ€™Ã' Ã µ Ð ³Ã »Ã °Ã ³Ã ¾Ã »Ã'‹, Ã'‡Ã'‚Ð ¾ Ð ½Ã ° –Ð ¸Ã'‚Ã'Å',ИÃ' Ã ºÃ »Ã'ŽÃ'‡Ð °Ã'  Ð ±Ã'€Ð ¸Ã'‚Ã'Å', Ã' Ã'‚Ð µÃ »Ã ¸Ã'‚Ã'Å',Ð  Ð µÃ'‰Ð µ: Ã' Ã ¼Ã ¾Ã'‚Ã'€Ð µÃ'‚Ã'Å', Ð ¾Ã ±Ã ¸Ã ´Ã µÃ'‚Ã'Å', Ã' Ã »Ã'‹Ã'ˆÐ °Ã'‚Ã'Å', Ð ²Ã ¸Ã ´Ã µÃ'‚Ã'Å', Ð ½Ã µÃ ½Ã °Ã ²Ã ¸Ã ´Ã µÃ'‚Ã'Å',Ð ³Ã ½Ã °Ã'‚Ã'Å', Ð ´Ã'‹Ã'ˆÐ °Ã'‚Ã'Å', Ð ´Ã µÃ'€Ð ¶Ã °Ã'‚Ã'Å', Ã'‚Ð µÃ'€Ð ¿Ã µÃ'‚Ã'Å',Ð ¸ Ð ·Ã °Ã ²Ã ¸Ã' Ã µÃ'‚Ã'Å', Ð ¸ Ð ²Ã µÃ'€Ã'‚Ð µÃ'‚Ã'Å'. Rule 7: Finding The Stem To find the stem of a verb, take away the last letter from the first person singular form of the verb (Ã' ). For example, Ã'  Ð ³Ã'Æ'Ð »Ã' Ã'Ž becomes Ð ³Ã'Æ'Ð »Ã' . Next, take off the last three letters the ending from the second person singular form of the verb (Ã'‚Ã'‹). For example, Ã'‚Ã'‹ Ð ³Ã'Æ'Ð »Ã' Ã µÃ'ˆÃ'Å' becomes Ð ³Ã'Æ'Ð »Ã' . Finally, compare the two results. If they are the same, either result is the stem. If they are not the same, then the second result is the stem. Rule 8: Attaching The Ending Take the stem of your verb (Ð ³Ã'Æ'Ð »Ã' ) and find the correct ending based on the verbs conjugation group. If it is a first conjugation verb, use the endings -Ã'Æ' (-Ã'Ž),  -Ð µÃ'ˆÃ'Å' (-Ã'‘Ã'ˆÃ'Å'),  -Ð µÃ'‚ (-Ã'‘Ã'‚),  -Ð µÃ ¼ (-Ã'‘Ð ¼),  -Ð µÃ'‚Ð µ (-Ã'‘Ã'‚Ð µ), and -Ã'Æ'Ã'‚ (-Ã'ŽÃ'‚). If it is a second conjugation verb, use the endings -Ã'Æ' (-Ã'Ž),  -Ð ¸Ã'ˆÃ'Å',  -Ð ¸Ã'‚,  -Ð ¸Ã ¼,  -Ð ¸Ã'‚Ð µ,  -Ð °Ã'‚ (-Ã' Ã'‚). Exceptions Some verbs are conjugated with endings from both the first and the second conjugation forms. For example: Ã'  Ã'…Ð ¾Ã'‡Ã'Æ' (ya khaCHOO) - I wantÃ'‚Ã'‹ Ã'…Ð ¾Ã'‡Ð µÃ'ˆÃ'Å' (ty KHOchysh) - you wantÐ ¾Ã ½ / Ð ¾Ã ½Ã ° Ã'…Ð ¾Ã'‡Ð µÃ'‚ (on / aNA KHOchyt) - he / she wantsÐ ¼Ã'‹ Ã'…Ð ¾Ã'‚Ð ¸Ã ¼ (my khaTEEM) - we wantÐ ²Ã'‹ Ã'…Ð ¾Ã'‚Ð ¸Ã'‚Ð µ (vy khaTEEty) - you wantÐ ¾Ã ½Ã ¸ Ã'…Ð ¾Ã'‚Ã' Ã'‚ (aNEE khaTYAT) - they want Ã'  Ð ±Ã µÃ ³Ã'Æ' (ya byeGOO) - I am running / I runÃ'‚Ã'‹ Ð ±Ã µÃ ¶Ã ¸Ã'ˆÃ'Å' (ty byeZHYSH) - you (singular / familiar) are running / you runÐ ¾Ã ½ / Ð ¾Ã ½Ã ° Ð ±Ã µÃ ¶Ã ¸Ã'‚ (on / aNA byZHYT) - he / she is running / he / she runsÐ ¼Ã'‹ Ð ±Ã µÃ ¶Ã ¸Ã ¼ (my byZHYM) - we are running / we runÐ ²Ã'‹ Ð ±Ã µÃ ¶Ã ¸Ã'‚Ð µ (vy byZHYty) - you (plural) are running / you runÐ ¾Ã ½Ã ¸ Ð ±Ã µÃ ³Ã'Æ'Ã'‚ (aNEE byGOOT) - they are running / they run First Conjugation Example Ð ³Ã'Æ'Ð »Ã' Ã'‚Ã'Å' (gooLYAT) - to walk, to strollÐ ³Ã'Æ'Ð »Ã'  - the verbs stem Ã'  Ð ³Ã'Æ'Ð »Ã' Ã'Ž (ya gooLYAyu) - I am walking / I walkÃ'‚Ã'‹ Ð ³Ã'Æ'Ð »Ã' Ã µÃ'ˆÃ'Å' (ty gooLYAysh) - you (singular / familiar) are walking / you walkÐ ¾Ã ½/Ð ¾Ã ½Ã ° Ð ³Ã'Æ'Ð »Ã' Ã µÃ'‚ (on/aNA gooLYAyt) - he / she is walking / he/ she walksÐ ¼Ã'‹ Ð ³Ã'Æ'Ð »Ã' Ã µÃ ¼ (my gooLYAyim) - we are walking / we walkÐ ²Ã'‹ Ð ³Ã'Æ'Ð »Ã' Ã µÃ'‚Ð µ (vy gooLYAytye) - you (plural) are walking / you walkÐ ¾Ã ½Ã ¸ Ð ³Ã'Æ'Ð »Ã' Ã'ŽÃ'‚ (aNEE gooLYAyut) - they are walking / they walk Second Conjugation Examples Ð ´Ã'‹Ã'ˆÐ °Ã'‚Ã'Å' (dySHAT) - to breatheÐ ´Ã'‹Ã'ˆ - the verbs stem Ã'  Ð ´Ã'‹Ã'ˆÃ'Æ' (ya dySHOO) - I am breathing / I breatheÃ'‚Ã'‹ Ð ´Ã'‹Ã'ˆÐ ¸Ã'ˆÃ'Å' (ty DYshysh) - you (singular / familiar) are breathing / you breatheÐ ¾Ã ½/Ð ¾Ã ½Ã ° Ð ´Ã'‹Ã'ˆÐ ¸Ã'‚ (on / aNA DYshyt) - he / she is breathing / he / she breathesÐ ¼Ã'‹ Ð ´Ã'‹Ã'ˆÐ ¸Ã ¼ (my DYshym) - we are breathing / we breatheÐ ²Ã'‹ Ð ´Ã'‹Ã'ˆÐ ¸Ã'‚Ð µ (vy DYshytye) - you (plural) are breathing / you breatheÐ ¾Ã ½Ã ¸ Ð ´Ã'‹Ã'ˆÐ °Ã'‚ (aNEE DYshut) - they are breathing / they breathe Ð ²Ã ¸Ã ´Ã µÃ'‚Ã'Å' (VEEdyt) - to seeÐ ²Ã ¸Ã ´ - the verbs stem Ã'  Ð ²Ã ¸Ã ¶Ã'Æ' (ya VEEzhoo) - I am seeing / I see*Ã'‚Ã'‹ Ð ²Ã ¸Ã ´Ã ¸Ã'ˆÃ'Å' - you (singular / familiar) are seeing/ you seeÐ ¾Ã ½ / Ð ¾Ã ½Ã ° Ð ²Ã ¸Ã ´Ã ¸Ã'‚ - he / she is seeing / he / she seesÐ ¼Ã'‹ Ð ²Ã ¸Ã ´Ã ¸Ã ¼ - we are seeing / we seeÐ ²Ã'‹ Ð ²Ã ¸Ã ´Ã ¸Ã'‚Ð µ - you (plural) are seeing / you seeÐ ¾Ã ½Ã ¸ Ð ²Ã ¸Ã ´Ã' Ã'‚ - they are seeing / they see (*Please note that in some verbs, consonants positioned before the personal endings can change. Here, Ð ´ changes to Ð ¶ in first person singular.)

Industrialization Of Child Labor During The Industrial...

While some might debate that Industrialization had primarily negative consequences for society because of child labor, it was essentially a positive thing for society. Industrialization’s positive effects were new laws to improve working conditions, production increased, and merchandise became cheaper. There were numerous negatives that the Industrial Revolution brought with it; nonetheless the positives out-weigh it in today’s society. Because of the child labor during the Industrial Revolution today’s society currently has laws to improve the working conditions of every employee. Children are no longer able to be employed into a business or factory, nevertheless when they were able to be employed, the production of merchandise increased causing it to become cheaper. These remain just minor parts of the Industrial Revolution. The reasons that the Industrial Revolution was a positive thing was that it had laws that improved working conditions, production had inc reased, and merchandise became cheaper. Child labor was a horrendous problem during the Industrial Revolution in the 1800s. It caused countless children to subsist in treacherous working conditions for low pay for an extensive period of time; nevertheless without it there would have been no laws that could protect them. Therefore, later in the Industrial Revolution, there came child protection laws that ended child labor. One of the ways that new child labor laws came into being because of John Wesley and theShow MoreRelatedSecond Industrial Revolution1000 Words   |  4 PagesSecond US Industrial Revolution, 1870 -1910 Darris Adkins Abstract In this brief paper, a description of two developments of industrialization that positively affected the United States and two developments that negatively affected the United States will be discussed. 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Project Planning & Control Triple Constraint Model @Myassignmenthelp.

Question: Project Planning and Control Originally conceived as a framework to enable project managers to evaluate and balance the triple constraints of cost, time and scope, the Project Management Triangle, otherwise known as the Iron Triangle, quickly became the predominant measure of project performance. It helps improve design and planning decisions and assists in the effective control of the project during execution phase. At its core is the assumption that cost is a function of both time and scope. However, misguided or impractical trade-offs between these constraints can seriously jeopardise the success of the project even beyond the implementation stage. For example, Merrow (2012) found that 64% of oil and gas projects that failed to meet their initially set cost and time targets go on to experience "serious and enduring production attainment problems in the first 2 years of first oil or gas". Usually, when a project experiences a large cost overrun, it overruns its schedule significant ly as well the Edinburgh Trams in Scotland being recent high profile examples (Railnews 2012). From a control perspective, Critically appraise the strengths and limitations of the triple constraint model Discuss two planning and control methods adopted to manage one of the constraints of the Iron Triangle. Wherever possible and appropriate, please make reference to the practice in your own work environment or experience, Evaluate the weaknesses and strengths of the methods of control used in your organisation and discuss the avenues to address the identified weaknesses. Answer: 1. Introduction Project Management Triangle or otherwise known as the Iron Triangle or the Triple constraint has become one of the most predominant framework that is enabling the project managers around the globe to improve the project design of their respective business organizations (Chiu 2010, p. 56). 1.1 Review The Iron triangle or the Triple constraint has become the predominating building block in respective of the project planning that helps the business managers to monitor and control the business processes in the long run (Bloch and Laartz 2012, p. 34). Figure1: Triple Constraint Model Source: (Cooper 2011, p. 224) From the above figure, it can be seen that the Triple constraints in the Iron Triangle are Time, Costs and Scope. Here, the performance of the project can be referred to as the Scope in the triangle while, the cost and time completes the deliverables of a particular project for its successful implementation. 1.1.1 Evaluation of the triple constraint model Triple Constraint Model Features Merits Measure of project performance Estimation of project budget Estimation of project schedule Estimation of project quality Demerits Incorporate tactical factors only Success Criteria Keep the right balance between the project constraints and implement appropriate tools Critical Success factors Short term consideration of the performance targets in order to produce specified outputs within the scheduled time line and project budget as well KPI Time Management Quality Management Scope Management Cost Management Project Performance Table 1: Evaluation of Triple Constraint Source: (Davies 2014, p. 23) 2. Strength and limitations of the triple constraint model from a control perspective 2.1 Control: Project outputs related with business outcome According to Humid et al. (2012), the strengths and weaknesses of the project management triangle can be best evaluated when the outcome of the project is compared with the expected outcomes of the business processes of an organization. He, further, states that the outcomes of the business processes includes the benefits including the NPV, ROI, payback analysis and many others. Thus, the scope of the project management triangle can be evaluated by comparing the overall benefits involved with the business processes to the outcome of implementing the project triangle model. Figure 3: Project Outputs mirror with Business Outcomes Source: (Cooper and Schindler 2011, p. 243) 2.2 Strengths 2.2.1 Measure of project performance: According to Bond (2015), the project management triangle helps in assisting them in making effective planning decisions and effecting control of their respective projects during the execution phase (Bond 2015, p. 12). Due to this advantage in the project planning and control, the Iron Triangle has significantly become the primary measurement framework of the project performance in this competing world. 2.2.2 Estimation of project budget: Abedi et al (2011) believe that the project management in relation to business involves the proper estimation of the project budget by identifying the lists of the various costs variables involved with the project (Abedi and Mohammad 2011, p. 234). Now, as the Triple Constraint involves the costs as one of the major constraints in the project, the model helps the project managers to identify the costs and budget of their respective projects as well. 2.2.3 Estimation of project schedule: According to Ambituuni (2011), the estimation of the project schedule is very important aspect of making the project to complete within the scheduled time line (Ambituuni 2011, p. 254). As the Triple Constraint involves the time factor as one of its major constraints in the project, it would help the business managers to estimate the time scheduling of their respective projects as well. 2.2.4 Estimation of project quality: According to Babbie (2010), the quality of the project is not incorporated within the Triple Constraint Model but, it is the ultimate objective of the model within a project (Babbie 2010, p. 232). Some authors are of the belief that the higher cost is required to enhance the quality of the project. Implementing low quality resources in the business project cannot accomplish a successful project. Thus, project quality is also one of the important deliverables of the project management triangle. 2.3. Limitation 2.3.1 Strategic Dimension: According to Catanio et al (2013), the success of a project in delivering the benefits is marked by its strategic context. Due to the lack of strategic factors in the model, most of the projects are facing problems mid way in the execution phases in the process. He argues that the Triple Constraints provides a measure of tactical success of project and that it lacks the strategic factors such as the impact, relevance and sustainability of the project for it to be successful in reality (Catanio and Tucker 2013, p. 12). 2.3.1 Case Study: Wembley Stadium This beautiful stadium built by Mulitplex, an Austarlian firm in 2007, was a failure in 2002 due to inefficiencies in the part of the contemporary project managers. Though, they had been able to identify the project quality and the probable risks associated with the project, following the project management triangle, they were unable to connect with the outcome of the risks with the dimensions of the project quality (Basu 2014, p. 182). Thus, though, they had been able to deliver the project within the estimated budget and in time, they were unable to meet with the customer requirements of the end users. According to Flyvbjerg et al (2011), the Iron triangle is actually outdated but should never be considered as a waste model. The authors went on suggesting that instead of completely keeping the model from its implementation within a businessframework, the Triangle, in addition to the three important constraints, already contained within the Triangle, could be modified by including the customers expectations as the central theme (Flyvbjerg and Budzier 2011, p. 32). Figure: Project Mangement Diamond Source: (Serrador and Turner 2014, p. 80) 3. Two planning and control methods to manage the cost constraint of the Iron Triangle. As the cost involved in the project is one of the major constraint of the Triple Constraint model and is required to estimate the project budget, the planning and control methods required to manage the costs constraint can be illustrated as: 3.1 Planning methods 3.1.1 Cost Breakdown Structure (CBS): The Cost Breakdown Structure is similar to the Work Breakdown Structure of a project which enables the breaking down of the entire project into a number of meaningful activities in order to complete the project within the scheduled budget of the project (Flyvbjerg and Budzier 2011, p. 221). Thus, a CBS helps in providing the summary of the costs involved within the project. Overall, the purpose of the CBS is to break down the costs associated with the project in order to plan for the identification and controlling the entire project. Figure 4: Cost Breakdown Structure Source: (Flyvbjerg and Budzier 2011, p. 222). From the above figure, it is evident that the CBS of a project helps in breaking down of the entire project into smaller activities for each departments including the maintenance, operations and man-hours and thus, providing the summary of the costs involved within the project. 3.1.2 Zero based Budgeting (ZBB): Zero based budgeting is the cost planning and budgeting method which justifies all the costs involved in the project for each of the activities involved with it. This budgeting method is initialised with a zero base and the analysis of very processes involved with the project is implicated according to the project cost and requirements as well (Rigby and Bilodeau 2013, p. 134). This method allows the implementation of the top-level strategic goal into the budgeting process of a particular project. This method allows the managers to measure the previous costs with the current expectations of the project. 3.2 Control methods 3.2.1 Earned Value (EV): Earned value in business environment is an approach to control the project plan, work completed and actual work value in order to keep the project on track. It also helps in the estimation of the schedule variance, cost performance index, schedule performance index, to complete performance index and estimate at completion in respective of the project. According to Colin et al (2014), the earned value helps the project managers to compare the work completed (or costs incurred) against the amount of work (estimated costs) expected to be completed at a given period of time (Colin and Vanhoucke 2014, p. 112). 3.2.2 S-Curve: As the name suggest, S-curve represents the shape of a curve in relation to business environment incorporating the cumulative costs involved in the project. It enables the business managers to monitor and track the actual progress of the project corresponding to the cumulative costs incurred in the project. Figure 7: S-Curve Source: (Overall and Wise 2015, p. 30) From the above diagram, it is evident that the S-curve can be distinguished into three phases viz., the initial, expansion and the maturity phases, which is utilized for the evaluation and tracking of the actual progress of the project in respective of the cumulative costs involved with the project. 4. Weaknesses and strengths of the methods of control 4.1 Cost planning methods 4.1.1 Cost breakdown structure 4.1.1.1 Strengths: The cost breakdown structure helps in breaking down the entire project into a number of discrete activities in respective of the various departments involved with the project. It helps in planning the budget involved with the project. 4.1.1.2 Weaknesses: The most prominent weakness in estimating the cost breakdown of a particular project is that it does not provide a hint about where the breakdown process would stop. In addition, the values are also difficult to identify as well (Hui and Mohammed 2015, p. 74). 4.1.1.3 Solution: The CFO (Chief Executing Officer) need to carefully examine and evaluate the business requirements and the criteria needed while implanting a particular project. This would enable them to estimate an appropriate CBS for the project in the long run. 4.1.2 Zero based Budgeting 4.1.2.1 Strengths Provides efficient resource allocation Enables the project managers to identify the cost reduction methods Identifies and eliminates the activities which are not useful in achieving the target 4.1.2.2 Weaknesses It is very complex method which consumes lot of tome Proper training of the employees is required in order to implement the method (Banaian and Nelson 2014, p. 76) 4.1.2.3 Solution: As the method is complex to implement and is time consuming at the same time, it should be utilized for selective processes instead estimating the entire project budget. 4.2 Cost Control Methods 4.2.1 Earned value (EV) 4.2.1.1 Strengths: The earned value helps the project managers to compare the actual costs incurred against the estimated costs required to complete the project at a given period of time. It also helps in the estimation of the schedule variance, cost performance index, schedule performance index, to complete performance index and estimate at completion in respective of the project. 4.2.1.2 Weaknesses: The earned value analysis does not include the quality, which may arise situation where the project is incorporating high-earned value but is not maintain the quality of the project (Lu and Lu 2013, p. 116). 4.2.1.3 Solution: An appropriate software is required which would help in co-coordinating the different criteria if the project including the estimation of the earned value together with the maintenance of the project quality at the same time. 4.2.2 S-Curve 4.2.2.1 Strength: The S-curve help in displaying the path of the project perfor4masnce in respective of the investment of costs incurred in the project. It also helps in estimating the profits and losses incurred in the project at the initiation phase of the project itself. 4.2.2.2 Weaknesses It does not provide any helps to the business managers if there exists any discontinuity in the shape It also does not indicate where should the investment be made or withdrawn in respective of new activities implemented win the project (Thomas 2015, p. 76) 4.2.2.3 Solution: Business managers are required to align the project schedule in accordance with the project budget whenever the productivity line declines. 5. Conclusion The study of the project management triangle has been one of the most predominant in respective of the project management. By evaluating the various interpretations and perspectives relating to the project management triangle, we have been able to identify a unified model for the project management. The case study as presented has been able to able to demonstrate the business model that enables the project managers to manage their respective business process in line with the specified requirements for a project to be successful in the future. Project management thus, can be represented in the form of a triangle. There are various tools and techniques available for facing the challenges implicated by the three constraints. Hence, the project mangers arid required keeping the balance between the project constraints and implementing appropriate tools in order to make the project successful in the long run. References Abedi , M., Fathi, M. S., and Mohammad, M. F. 2011. Effects of Construction Delays on Construction Project Objectives. The First Iranian Students Scientific Conference in Malaysia.Malaysia: UPM. Ambituuni, A. 2011. Five Causes of Project Delay and Cost Overrun, and Their Mitigation. Babbie, E. 2010. 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