Project Management Amongst Other Things
I will always be amazed at how we are able to to cause such a huge device to lift off from the surface of the earth and make it fly. This is the epitome of project management…
Watch it here. This rocket is set to deliver supplies to the International Space Station.
Starting a Blog
Friends and family members often ask me how to start a blog, and I always enjoy explaining the advantages of a blog over a traditional website, but it is a lot of information to take in over dinner. I thought I would document the process to make it easier to understand.
Decide What You Want To Blog About
There are a lot of bloggers on the web already. If you want to attract readers, you are going to need to establish your credibility. Don’t just blog about anything. Pick a topic you are passionate about. Something that you have lots of experience with.
Decide: To Host or Not To Host
When it comes to starting a blog, your biggest decision will be whether you want to host the blog yourself, or use a free blogging service that is hosted for you.
Free Blogging Services
Yes, it’s free, but nothing is really free. When you start a blog with a free blogging service, you don’t get your own domain. You get something like mygreatblog.blogspot.com (where there are a million other blogs at blogspot.com) and you don’t actually own the blog. If you ever do decide to move to your own domain, you have no way to take your readers with you, because you have no control over the site.
Cheap – Host your own blog using WordPress free Blog software
This is the method I suggest, because it offers much more flexibility and freedom to do what you want. You will have your own domain name, like mygreatblog.com. You can get this for as little as $30 per year. In my experience, WordPress is excellent free blog software that allows you flexibility and room to grow.
If you want to go the free blogging service route, check out links to free blogging services.
Free Blogging Services
WordPress.com
WordPress is one of the best, and most flexible blogging platforms. As well as distributing their blogging software, they also offer free hosting at wordpress.com. There are books galore that can teach you how to setup full blogging, website and even an eCommerce site using WordPress.
Start a blog at WordPress.com
Blogger.com by Google
Blogger.com is probably the most popular free blogging platform. It’s easy to set up, and easy to start blogging.
If you want to host the blog yourself, read on.
Start by finding a Domain Name
For me this part is fun. You know what your theme is already, so now you have to find a good domain name. Choose one that is easy to remember and self explanatory.
Find a Web Host for Your Blog
By far, the easiest way to get a website is to go with a hosting company that offers single-click installing, or instant installations for Blogging and Forum software. Blogs and Forums make it possible for someone with no experience to get good started fast.
GoDaddy Blog Hosting
Another great blog host I recently learned about is GoDaddy. They have a ‘one click install’ Economy WordPress hosting plan that is really a great deal (as low as $3 to $5/ month (that’s $36 to $60/ year) depending on how long you sign up for). Go to GoDaddy to check it out.
Standard Hosting
Prices start at free and go up from there. Usually a monthly charge.
Install WordPress
Most hosting companies do this for you.
Choose a WordPress theme
This is the fun part, picking a WordPress theme and telling it to install
There should already be 2 theme folders in the themes folder, “classic” and “default”.
Just drop your new theme folder in with them. (remember, it must be unzipped first)
But do realize that today there are literally thousands of free themes and even more that will cost you from minimal to large $$$. You are bound to find one that will fit your theme and your budget.
Notes from a presentation we gave on why a web presence is so important to small businesses. Pretty basic, but very important information on the basics for setting up your web properties
1. Goals of a web presence
2. Basic Website Elements
3. The Blog
4. The Newsletter
5. Social Media Accounts
I think these pretty much speak for themselves…
6 essentials for your landing page:
Controlling scope is a process that lives up to it’s title. It’s all about maintaining control by preventing scope change requests from overwhelming the project.
I can remember numerous times where because we didn’t maintain control of the change request process we ended up doing work that was outside of the scope of the project and we didn’t get paid for our efforts. Shame on us for allowing that to happen.
The primary reason for controlling scope is to ensure that all change requests are processed. It is to make sure you understand the underlying causes for the change and just exactly how it will effect the project.
Will the requested change increase costs? Will it increase the amount of time it takes to complete the project? Will it require extra resources? Where will the money or the resources or the time come from? Making a change to the scope is not as simple as one would like it to be.
Controlling scope is an ongoing process that begins once the scope baseline is created. From that point on all change requests are approved or denied through the Perform Integrated Change Control process.
Here is how it works:
1) Inputs
a) Project Management Plan – It contains the scope baseline and the management plan which consists of the WBS, WBS Dictionary, and the Project Scope Statement. The Project Management Plan is the documented source for what the project team is supposed to produce. The scope baseline describes what the Project Manager is supposed to control.
b) Work Performance Information (WPI) – These are similar to the performance reports the Project Manager receives on a regular basis as to the status of the project. These WPI’s provide information on all aspects of the work completed and how it relates to the project.
c) Requirements Documentation – These are the documents you should consult to understand and evaluate the change compared to the original scope.
d) Requirements Traceability Matrix – This document connects the dots from the requirement to either the reason for the requirement or to whom requires the requirement.
e) Organizational Process Assets (OPA) – These are forms or report requirements, paperwork that are unique to the company that you will need to use in order to process these change requests.
2) Tools – The only tool used here is Variance Analysis. We’re using two types of variance measuremnt here:
a) Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV)
b) Cost Variance (CV) = Earned Value (EV) – Actual Cost (AC)
Both are used to measure the differences between what was defined in the scope baseline and what was created. Variance Analysis can be used to as a way to investigate the root causes behind those differences.
3) Outputs
a) Work Performance Measurements – An important part of monitoring and controlling processes is collecting and understanding work performance data and whether it differs from the baseline. If it differs, then corrective action will need to be taken. These measurements are collected and used as part of the Communications process with stakeholders, and as part of the Report Performance process.
b) OPA updates – Any corrective actions requires that organizational process assets be updated. The reason behind this is that you may have discivered that a standard company practice proved to be inadequate for what your project needed. As a result of this discovery you now need to change company documents to reflect this new reality.
c) Change Requests – What a surprise that change requests are part of the output for scope control. As these changes are made to the scope baseline you will need to reflect these changes in other documentation as well: The WBS, WBS Dictionary; scope management plan; project management plan.
d) Project Management Plan updates – As mentioned above, changes have to be recorded and documents need to be changed to reflect the new reality.
e) Project Document Updates – See c & d above.
Last year Michael Bissett and I gave a series of lectures on how the Internet can work for small business at the McHenry Area Chamber of Commerce office. The attached pdf is on how blogging can help your business talk with your customers. I hope it helps.
These are the 42 PMBOK processes all in order of occurrence…in a perfect world…my hope is that this compilation helps someone else who is studying for the PMI PMP test. Please let me know if I missed anything. I will be updating this tool as I move along in my studies. I hope this will be useful to others studying for the PMP certification.
| 42 Processes In Order Of Occurrence | |||||
| Process Group | Knowledge Area | 42 Processes | Inputs | Tools | Outputs |
| Initiation | |||||
| Integration Management | Develop Project Charter | Project statement of work; business case; Enterprise environmental factors (EEF); Organizational Process Assets (OPA) | Expert Judgment | Project Charter | |
| Integration Management | Identify Stakeholders | Project Charter; Procurement Documents; EEF; OPA | Stakeholder Analysis; Expert Judgement | Stakeholder Register; Stakeholder Management Strategy | |
| Planning | |||||
| Integration Management | Develop Project Management Plan | Project Charter; Outputs from planning processes; EEF; OPA | Expert Judgment | Project Management Plan | |
| Scope | Collect Requirements | Project Charter; Stakeholder Register | Interviews; Focus Groups; Facilitated Workshops; Group Creativity Techniques; Group Decision making techniques; Questionnaires and Surveys; Observation; Prototypes | Requirements documentation; requirements management plan; requirements traceability matrix | |
| Scope | Define scope | Project Charter; Requirements documentation; OPA | Expert Judgment; Product analysis; alternatives identification; facilitated workshops | Project scope statement; project document updates | |
| Scope | Create WBS | Project scope statement; requirements documentation; OPA | Decomposition | WBS; WBS Dictionary; scope baseline; Project documents updates | |
| Time | Define Activities | Scope baseline; WBS; WBS Dictionary; EEF; OPA | Decomposition; Rolling wave planning; templates; Expert judgment | Activity List; Activity attributes; milestone list | |
| Time | Sequence activities | Activity List; Activity attributes; milestone list; Project Scope Statement; OPA | Precedence Diagram Method (PDM); Dependency Determination; Apply leads & lags | Project Schedule Network Diagrams | |
| Time | Estimate activity resources | Activity Lists; Activity Attributes; Resource Calendar; EEF; OPA | Expert Judgement; Alternatives analysis; Published estimating data; Bottom-up Estimating; PMIS | Activity Resource Requirements; Resource breakdown structure; Project document updates | |
| Time | Estimate activity durations | Activity Lists; Activity Attributes; Activity resource requirements; Resource Calendar; Project Scope Statement; EEF; OPA | Expert Judgement; Analogous estimating; Parametric estimating; Three-point estimating; reserve analysis | Activity duration estimates; Project document updates | |
| Time | Develop schedule | Activity Lists; Activity Attributes; Project schedule network diagrams; Activity resource requirements; Resource Calendar; Activity Duration estimates; Project Scope Statement; EEF; OPA | Schedule network analysis; Critical Path Method (CPM); Critical Chain Method; Resource leveling; What-if-scenerio analysis; Applying leads & lags; Schedule compression | Project schedule; Schedule baseline; | |
| Costs | Estimate costs | Scope Baseline; Project schedule; HR Plan; Risk Register; EEF; OPA | Analogous estimating; Parametric estimating; Bottom-up estimating; three-point estimates; reserve analysis; cost of quality; PMIS; Vendor bid analysis | Activity cost estimates; Basis of estimates; project document updates | |
| Costs | Determine budget | Activity cost estimates; Basis of estimates; Scope baseline; Project Schedule; Resource calendars; contracts; OPA | Cost aggregation; reserve analysis; expert judgement; Historical Relationships; Funding Limit Reconciliation | Cost Performance Baseline; Project Funding Requirements; Project Document Updates | |
| Quality | Plan quality | Scope Baseline; Stakeholder register; Cost performance baseline; schedule baseline; risk register; EEF; OPA | Cost-Benefit Analysis; Cost of Quality; control charts; benchmarking; design of experiments; statistical sampling; flowcharting | Quality Management Plan; Quality Metrics; Quality Checklists; Process Improvement Plan; Project Document Updates | |
| Human Resources | Develop Human Resources Plan | Activity resource requirements; EEF; OPA | Org charts and position descriptions; matrix charts; networking; org theory | HR Plan | |
| Communications | Plan communications | Stakeholder register; Stakeholder Management Strategy; EEF; OPA | Communication Requirements Analysis; Communication Models; | Communications Management Plan; Project Document Updates | |
| Risk | Plan risk management | Project scope statement; Cost Management Plan; Schedule Management Plan; Communications Management Plan; EEF; OPA | Planning Meetings & Analysis; | Risk Management Plan | |
| Risk | Identify risks | Risk Management Plan; Activity Costs Estimates; Activity Duration Estimates; Scope Baseline; Stakeholder Register; Cost Management Plan; Schedule Management Plan; Quality Management Plan; Project Documents; EEF; OPA | Documentation Reviews; Information Gathering Techniques; Checklist analysis; Assumptions Analysis; Diagramming techniques; SWOT; Expert Judgment; | Risk Register | |
| Risk | Perform Qualitative Risk Analysis | Risk Register; Risk Management Plan; Project Scope Statement; OPA | Risk Probability and Impact Assessment/Probability and Impact Matrix; Risk data quality assessment; Risk categorization; risk urgency assessment; expert judgement | Risk Register Updates | |
| Risk | Perform Quantitative Risk Analysis | Risk Register; Risk Management Plan; Cost Management Plan; Schedule Management Plan; OPA | Data Gathering and Representation Techniques; Probability Distributions; Quantitative Risk Analysis and Modeling Techniques | Risk Register Updates | |
| Risk | Plan risk response | Risk Register; Risk management plan | Strategies for negative risks or threats; Strategies for positive risks or opportunities | Risk register updates; Risk related contract decisions; project plan updates; project document updates | |
| Procurement | Plan procurements | Scope Baseline; Requirements Documentation; Teaming agreements; Risk Register; Risk related contract decisions; Activity resource requirements; project schedule; activity costs estimates; cost performance baseline; EEF; OPA | Make or Buy Analysis; Expert Judgment; Contract Types; | Procurement Management Plan; Procurement Statement of Work; Make or buy decisions; Procurement Documents; Source selection criteria; Change requests | |
| Execution | |||||
| Integration Management | Direct and manage project execution | Project Management Plan; Approved Change Requests; EEF; OPA | Expert Judgment; PMIS | Deliverables; Work Performance Information (WPI) | |
| Quality | Perform quality assurance | Project Management Plan; Quality Metrics; WPI; Qaulity control measurements | Plan quality and perform quality control tools and techniques; quality audits; process analysis | OPA updates; change requests; project management plan updates; project document updates | |
| Human Resources | Acquire project team | Project management plan; EEF; OPA | Pre-assignment; negotiation; acquisition; virtual teams | Project staff assignments; resource calendars; project management plan updates | |
| Human Resources | Develop project team | Project staff assignments; resource calendars; project management plan | Interpersonal skills; training; team building activities; ground rules; co-location; recognition and rewards; | Team performance assessments; EEF; | |
| Human Resources | Manage project team | Project staff assignments; project management plan; Team performance assessments; Performance Reports; OPA | Observation & conversation; Project performance appraisals; conflict management; Issue Log; Interpersonal skills; | EEF Updates; OPA updates; Change requests; Project Management Plan Updates | |
| Communications | Distribute information | Project management plan; performance reports; OPA; | Communication methods; Information distribution tools; | OPA updates | |
| Procurement | Conduct procurements | Project Management Plan; Procurement Documents; Source Selection Criteria; Qualified Sellers List; Make or Buy Decisions; Teaming Agreements; OPA | Bidder Conferences; Proposal Evaluation Techniques; Independent Estimates; Expert Judgement; Advertising; Internet Search; Procurement Negotiations | Selected Sellers; Procurement Contract Award; Resource Calendar; Change Requests; Project Management Plan Updates; Project Document Updates | |
| Monitor & Control | |||||
| Integration Management | Monitor & control project work | Project Management Plan;Performance Reports; EEF; OPA | Expert Judgement | Change Requests; Project Management Plan Updates; Project Document Updates | |
| Integration Management | Perform integrated change control | Project Management Plan; WPI; Change Requests; EEF; OPA | Expert Judgement; Change Control Meetings | Change Request Status Updates; Project Management Plan Updates; Project Document Updates | |
| Scope | Verify scope | Project management plan; Requirements documentation; Requirements traceability matrix; Validated deliverables | Inspection | accepted deliverables; Change requests; project document updates | |
| Scope | Control scope | Project management plan; WPI; Requirements documentation; Requirements traceability matrix; OPA | Variance analysis | Work performance measurements (WPM); OPA updates; Change Requests; Project management plan updates; Project document updates | |
| Time | Control schedule | Project Management Plan; Project Schedule; WPI; OPA | Performance Reviews; Variance Analysis; PMIS; Resource leveling; what-if-scenerio analysis; Adjusting leads & lags; schedule compression; scheduling tool | Work performance measurements; OPA updates; Change requests; Project Management Plan Updates; Project Document Updates | |
| Costs | Control costs | Project Management Plan; Project Funding Requirements; WPI; OPA | Earned Value Measurement;(CV & CPI); Forecasting (EAC; ETC; TCPI; EV); Performance Reviews; Variance Analysis; PMIS | Work Performance Measurements; Budget Forecasts; OPA Updates; Change Requests; Project Management Plan Updates; Project Document Updates | |
| Quality | Perform quality control | Project management plan; quality metrics; quality checklists; Work performance measurements; approved change requests; deliverables; OPA | Cause and Effect Diagrams; Control charts; flow charting; histogram; Pareto chart; run chart; Scatter diagram; statistical sampling; inspection; approved change requests review | Qaulity control measurements; Validated changes; Validated deliverables; OPA updates; Change requests; Project Management Plan Updates; Project Document Updates | |
| Communications | Manage stakeholder expectations | Stakeholder Register; Stakeholder management strategy; Project management Plan; Issue Log; Change Log; OPA | Communications methods; Interpersonal skills; Management skills | OPA updates; change requests; project management plan updates; project document updates | |
| Communications | Report performance | Project Management Plan; Work Performance Information; Work Performance Measurements; Budget Forecast; OPA | Variance Analysis; Forecasting Methods (EAC; ETC); Communications Methods; Reporting Systems | Performance Reports; OPA Updates; Change Requests | |
| Risk | Monitor & control risks | Risk Register; Project Management Plan; Work Performance Information; Performance Reports | Risk assessment; Risk audits; Variance and trend analysis; Technical performance measurement; Reserve Analysis; Status Meetings | Risk Register Updates; OPA Updates; Change Requests; Project Management Plan Updates; Project Document Updates | |
| Procurement | Administer procurements | Procurement Documents; Project Management Plan; Contract; Performance Reports; Approved Change Requests; Work Performance Information; | Contract Change Control System; Procurement Performance Reviews; Inspections and Audits; Performance Reporting; Payment Systems; Claims Administration; Records and Management System | Procurement Documentation; OPA Updates; Change Requests; Project Management Plan Updates | |
| Close | |||||
| Integration Management | Close project or phase | Project Management Plan; Accepted Deliverables; OPA | Expert Judgement | Final Product, Service, or result | |
| Procurement | Close procurements | Project management Plan; Procurement Documentation | Procurement Audits; Negotiated Settlements; Records Management System; | Closed Procurements; OPA Updates | |
Project Initiation and Project Charter
10. Signed and authorized by project sponsor/initiator/senior management
Next Up: Project Scope
The following is a questionnaire can be used to help determine your Unique Selling Proposition (USP)
Unique Selling Proposition Questionnaire
How would you describe your industry?
Describe how your industry has changed in the last 5 years…
Describe the changes you expect to see in the next 12 months in your industry…
Describe the changes you expect to see in the next 5 years in your industry…
Describe the perceived standards of customer service in your industry…
Describe the perceived standards of technology in your industry…
Describe the perceived standards of product quality in your industry…
Describe the perceived standards in sales & marketing in your industry…
How does your business compare to these industry standards?
What are businesses in your industry required to guarantee?
Describe the average customer in your industry (not necessarily the same as your customers).
What is most important to an average customer in your market place (scale 1-10 with 10 highest)?
Quality Speed of service
Price Customer Service
Reliability Consistency
Safety Back up Service
Convenience Image
Guarantee Other
Is the current market place growing or diminishing? Please explain.
Is your typical customer different from the generic industry customer you have described? How?
Customer Motives and Frustrations…
Customers “hire” an industry’s products and services to get specific “jobs” done. These jobs can be:
– Functional: “Help me get a job done” e.g. buy a lawnmower to mow my lawn, see a doctor to get over an illness.
– Social: “Help me to get others to feel a certain way about me” e.g. buy a Mercedes to let people know my status, install a high end kitchen to impress my friends.
– Emotional: “Help me feel a certain way about myself” e.g. go to a day spa to get a massage, enroll in Weightwatchers to lose weight.
What are the “jobs” that customers hire your industry’s product/service to get done?
What are the 3 major benefits of buying your industry’s product or service?
What frustrations do customers experience when trying to find your industry’s product or service?
What frustrations do customers experience when making a decision whether or not to buy your industry’s product or service?
What frustrations do customers experience when they go to buy your industry’s product or service?
What frustrations do customers experience when receiving, picking up or installing your industry’s product or service?
What frustrations do customers experience when using your industry’s product or service?
What frustrations do customers experience after they’ve bought your industry’s product or service?
If you were a customer, why would you dislike buying from companies like yours?
Describe the sort of customers who dislike buying from companies like yours… and tell us why?
Describe the sort of customers who love buying from companies like yours… and tell us why?
If you could easily overcome any 2 of your customers’ frustrations, what would they be and how would you overcome them?
List your 3 biggest competitors…
What do they do well?
What do they do poorly?
What would the average person say about each of these competitors?
What is ‘unique’ about them?
What ‘guarantees’ do they have in place?
How are these guarantees promoted?
How ‘genuine’ are these guarantees?
What can’t each of your competitors guarantee?
What can they do that you can’t?
Where are they located geographically in comparison to you?
Your Customer’s Thoughts…
What are 3 things your best customers say about you?
What are 3 things your worst customers say about you?
What would an average customer have said about you 12 months ago?
How would their opinion differ now?
Your Specific Niche…
Describe your current “A” customers…the customers who are wildly happy with you and who are most likely to go out and talk about you with others.
Describe your ideal future customer….
Rank the priorities, on a scale of 1-10 (10 is highest), of your ideal future customer in the same way as you ranked the priorities of your generic industry customer? Pay particular attention to the differences, if any…
Quality ____ Speed of service ____
Price ____ Customer Service ____
Reliability ____ Consistency ____
Safety ____ Back up Service ____
Convenience ____ Image ____
Guarantee ____ Other
What are 4 reasons your customers come to you rather than to your competitors? (This question is particularly important, so give it some real thought.)
1.
2.
3.
4.
In what 4 ways do you believe you are genuinely different from your competitors?
1.
2.
3.
4.
Below are some attributes valued by customers in any industry. Place your competitors on lines where they excel in providing these attributes. For example, Volvo is known for safety, Porsche for speed etc…
Based on the above, which niche do you believe you fill?
What can you do that no one else can?
In the 1900’s Claude Hopkins, the advertising guru, made the beer company Schlitz the market leader with one ad… all he did was describe the process the company went through when making the beer. Please describe in detail how your product is made and delivered…
Write down exactly what you discuss with a customer writing this info down word for word.
What are the 5 things about your product or service that you take for granted, that your customers don’t know about?
1.
2.
3.
4.
5.
If you have one, what is your current marketing positioning statement / tag line? (i.e. “Things go better with Coke”, “Just do it”)
How is this different from your past attempts?
How do customers react to your current positioning statement?
What have you learned from the changes that you have made to your positioning statement to date?
What is your current written guarantee?
How is this different from your guarantees of the past?
How do customers react to your current guarantee?
What have you learned from the changes that you have made to your guarantee to date?
Your Ideal Scenario…
List 3 things that you cannot confidently guarantee today, that you would love to be able to guarantee…
1.
2.
3.
What is the one thing that if you could guarantee it, would make you the market leader? (For example, a gas station that guarantees to sell you a winning lottery ticket every time)…
In an ideal world, what would you like your customers to see as the main point of difference between you and your competitors?
If there was one phrase your customers and prospects could use to describe you as you are today, it would be…
‘Oh, you’re the guys who…’
If there was one phrase your customers and prospects could use to describe you in your ideal world it would be…
‘Oh, you’re the guys who…
Think of 3 industries as far removed from yours as you can, then from each one, ‘steal’ an idea that could give your business a real point of difference (for example KFC – Finger licking good.)
Industry 1…
Industry 2…
Industry 3…
What You CAN Guarantee…
What 5 things will relieve your customer’s frustrations that you can guarantee and deliver 100% of the time right now?
What 3 additional things will you be able to fully guarantee within the next 3 months?
YOUR UNIQUE SELLING PROPOSITION –
Now that you’ve carefully analyzed your industry, competitors, customers and your business, craft a unique selling proposition by asking yourself 7 questions:
Put this all together into a short positioning statement. Example:
Next Up: Finding Your Target Audience
Why you and not the other guys?
Why you and not the other guys?
Creating and sustaining your unique selling proposition
Sustainable Competitive Advantage
A competitive advantage exists when the firm is able to deliver the same benefits as competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of competing products (differentiation advantage). Thus, a competitive advantage enables the firm to create superior value for its customers and superior profits for itself.
How does marketing fit in?
Traditional marketing theory talks about the “Four P’s”: Product, Place, Price and Promotion. All marketing campaigns use a mix of these ingredients to build customer awareness and loyalty. Differentiation is a key goal of any good marketing program. The Four P’s are sometimes referred to as the Four C’s: Capability, Convenience, Cost and Communication.
How do we use this framework to differentiate our product or service?
Your USP = your brand
There is no one approach to creating a USP, but what you choose to do must be honest. Start by analyzing your personality, capabilities and goals. Do not create a USP based on superior service if you are not 100% committed to that in your DNA. Do not create a USP based on low price unless you can sustain those prices through low-cost sourcing or low overhead.
Be unique through personality
No one can duplicate you.
Be unique by combining old ideas
You don’t have to invent something new, but you can find a new spin on a familiar product or service.
Be unique by narrowing your focus
Choose your target audience and cater to them exclusively
Be clear, concise and repetitive
Simple messages resonate because they are quickly understood in the clutter of daily life. Consumers do not have more than a few seconds to decide whether your message is important to them. A great USP can often become a great slogan.
Examples:
✤ The Greatest Show on Earth
✤ Is it live, or is it Memorex?
✤ When your package absolutely, positively has to get there overnight
✤ The ultimate driving machine
✤ We’re Number Two. We Try Harder.
Next Up: Unique Selling Proposition