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Sample Case Study Paper on Project Management

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Sample Case Study Paper on Project Management

Introduction

Javakheti is a village located in the southern part of Georgia. Traditionally residents of Javakheti have used the land for crop and animal farming considering that it is their primary source of livelihood. Javakheti region is highly sustainable for the growth of fruits and vegetables and this explains why apiculture is relatively developed within this community. Despite the development of both crop and animal farming, the existing technique levels are relatively low for residence to make a decent living. Low income can be related to weak money-commodity relations within the region. The prevailing dependent economic conditions in Javakheti have made the made the local community highly on natural resources including those of the Javakheti National Park.

In any society, the establishment of a national park is often accompanied with some restrictions with regard to the use of existing natural resources by the local community. This often causes some form of conflict between the local communities and the management of the park hence affecting the tourism sector. One-way by which the project aims at ensuring the protection of the park and an enhancement of the livelihoods of the locals in Javakheti would be the provision of opportunities for the acquisition of other sources of income. From a global perspective, eco-tourism and its associate services comprise some of the most essential and practical substitute sources of income and employment opportunities for local communities living near national parks. Through the implementation of eco-tourism in Javakheti National park, it will be easier for the local authorities in Georgia to engage in active protection of the flora and fauna, the Alpine mountains and the wetlands within the region. In addition, it will also facilitate the promoting of community involvement in poverty eradication and through sustainable livelihoods. The main aim of the project focused on the upgrading of Javakheti national park is to engage in the promotion of economic development and sustainable livelihood for the local community of Javakheti National Park. In addition, through this project the tourism recreational facilities will also be put to economic use as an extension to the promotion of sustainable livelihoods among the local population in Javakheti.

Project charter
Business needs for project

Tourism is considered one of the most lucrative sectors for any economy because it attracts both local and foreign investments and income. This project aims at the creation of successful tourism business in Javakheti National park hence improving the socio-economic wellbeing of the local community and the economic standards of Georgia. Through the construction and the development of guest houses and horse rental points in Javakheti national park, there lies an expectation that the ideas espoused by the project will be replicated in the rest of the community within the project implementation period as a strategy of improving businesses and the living standards of the local community.

There is also the expectation that by addressing the economic needs of local community, the level of conflict between the tourism sector and the locals will be limited considering that most of the locals will get alternative sources of income due to the opportunities created.

Through the protection of the Javakheti National Park, the environment is expected to benefit because of an increase in awareness levels among the residents on matters environmental conservation. Furthermore, through livelihood diversification, there will be a decrease in in the pressure inflected on natural resources within Javakheti.

Project description- key deliverables

The approaches that will be used in the establishment of the Javakheti National park and the management does not only include the achievement of conservative objective of the forest, animals, wet land and the Alpine mountains. It is also inclusive of the objective of improving the socio-economic conditions of the residents in Javakheti village. From the existing studies, for the project to realize its objectives it will be important for members of the local community to have economic interests as a way of expressing support for the project.

Contribution to eco-tourism within the Javakheti National Park environment will facilitate involvement of the locals

For the success of the project, the following deliverables will be considered

Major Deliverable
Deliverable Description

Project Charter

Facilitate the identification of project needs, cost, time and builds acceptance to initiate project

Project Management Plan

Provide all the stakeholders with risk, issue and additional information related to project

Project Schedule

Offers the stakeholders and project team with an understanding of responsibilities to be completed and timeframes related with those detailed tasks

Requirements Review

Assessments conducted by business analysts and stakeholders in the tourism sector to achieve approval on how to operationalize the proposed project requirements

Design Review

Assessments conducted by business analysts and stakeholders in the tourism sector to achieve approval on how to operationalize proposed project design

User Acceptance Testing

Conducted together with the Project manager and other remembers of the project team that comprise business acceptance of the project

Deployment Plan

Helps stakeholders and project teams in the identification of the tasks necessary to move application into production

 

Objectives

Provide support to the local population around Javakheti National Park in the establishment of guesthouses to provide alternative and high quality accommodation

Provide support to the locals in Javakheti village in the establishment of horse rental points

Facilitate the establishment market places on the highway along Javakheti National Park

Facilitate the establishment of women’s social enterprises in Javakheti village

Provide training to local residents in issues related to marketing, tourism and marketing.
High-level project scope

Req. #

I Requirement Description

1

 The capacity of entering project information as demarcated by the business

2

 Tracking status of the project

3

 Associating project aftermaths with projects for sharing information

4

 Reporting on project progress as demarcated by the business

5

The ability to search by country and/or technical area

 

Keys stakeholders and roles

Sponsor:  Provides essential direction on the project.

Responsibilities: 

Approving the project charter and strategy

 Securing assets for the project

Confirming project aims and objectives

Keep up-to-date with the main project activities.

Make decisions on heightened issues

Assist in the resolving project setbacks

 

 

Project Manager:  In charge of project planning and development, and management of project to scope

Responsibilities 

Development of the project plan;

Identification of project deliverables

Identification of risks and develop risk management plan

Directing the project team members

Scope control and change management

Supervise quality assurance of the project management procedure

Uphold all documentation including the project plan;

Reporting and forecasting project status;

Resolving conflicts within the project

Ensuring that project product meets the business objectives;

Communicating project status to stakeholders

Team Members: 
Responsibilities

Work towards the deliverables of the project. 

Understanding the work to be completed

Completing research, data collection, analysis, and documentation as delineated in the project plan;

Informing the project manager of matters, scope changes, and risk and quality

The local community in Javakheti:  include all the people requesting the deliverable. Responsibilities

Partnering with the sponsor or project manager in creating the Project Charter

Partnering with the project manager to accomplish the project including the timeline, work plan, testing, resources, training, and documentation of procedures;

Working with the project team in the identification of the technical approach to be used and the deliverables to be provided upon conclusion of the project;

Providing a clear description of the business objective

Signing-off on project deliverables

Taking ownership of the developed process
Subject Matter Expert: in charge of the provision of expertise on a specific subject
Responsibilities

Maintaining up-to-date capability and knowledge on the subject matter

Providing advice on what is dire to the performance of a project task and what is important to know

 

Risks
Risk
Mitigation Strategy

Distrust among locals with regard to eco-tourism

Intensive training for the local population on eco-tourism

Unpredictable economic conditions in Georgia and on the global platform

Seeking additional funding from local and international donors

High competition from local and international rivals

Improving the nature of services offered at Javakheti

Low level awareness on benefits of protecting the national park

Intensive training on business and eco-tourism

Dissatisfaction by the touring population

Providing information on local and ecological issues

Disrespect to local rational practices and customs

Providing information to tourist on the cultural practices of the local population

 

Assumptions

Four guest houses constructed in the local architectural design are operational by the end of project implementation process

Three women social enterprises are established in Javakheti village

At least 100 beneficiaries are provided with sufficient training, services and consulting

Two market places are established and operated

Scope of project
Scope statement

This project will consist of changing the perspective and perceptions of the local community in Javakheti village towards truism. This will be through the promotion of economic development initiatives, which are essential for the development of sustainable livelihoods for the population around Javakheti National Park. The main objective of this project initiative will be to protect and enhance the tourism sector while at the same time ensuring high-level community involvement in matters eco-tourism. The project will be completed by 2021 and by the end of this project, guesthouses, women social enterprises, and market places will have been established to boost tourism and sustainable livelihoods of the locals. To ensure the sustainability of this project, training will be provided to all the beneficiaries in matters related to eco-tourism, business, and financial management. The project team with the leadership of the project manager will be charged with the responsbility of ensuring appropriate execution of the project. This will involve acting in accordance with the requirements of the project plans and ensuring that the process is all-inclusive from project planning to project monitoring and evaluation.

Work breakdown structure (WBS)

 

WBS Dictionary

Level

WBS Code

Element Name

Definition

1

1

Javakheti National Park

All work to implement eco-tourism and tourism management in Javakheti village

2

1.1

Initiation

The beginning of the project

3

1.1.1

Evaluation & Recommendations

Working group to assess solutions and refer.

3

1.1.2

Develop Project Charter

Project manager to engage in the development Project Charter

3

1.1.3

Deliverable: Submit Project Charter

Project Charter is given to the Project financiers

3

1.1.4

Project Sponsor Reviews Project Charter

Evaluation of the project charter

3

1.1.5

Project Charter Signed/Approved

The Project Sponsor authorizes the Project Manager to begin the Planning Process.

2

1.2

Planning

Beginning the planning process for the project

3

1.2.1

Create Preliminary Scope Statement

Project Team creates an Initial Scope Statement.

3

1.2.2

Determine Project Team

The Project Manager selects the project team and demands the resources.

3

1.2.3

Project Team Kickoff Meeting

The planning process officially begins with a project commencement meeting which includes the Project Manager, Project Team and Project Sponsor

3

1.2.4

Develop Project Plan

Project team improves the project plan.

3

1.2.5

Submit Project Plan

Project Manager acquiesces the project plan for authorization.

3

1.2.6

Milestone: Project Plan Endorsement

Approval of the project strategy and the Project Manager has authorization to continue to implement the project in accordance with the project plan.

2

1.3

Execution

Effort involved in implementing the project.

3

1.3.1

Project Opening Meeting

Project Manager performs an official formal commencement meeting with the project group, project participants, and project sponsor.

3

1.3.2

Verify & Validate User Requirements

The original user requirements are appraised by the project manager and team, and then authenticated with the stakeholders. This is where supplementary explaining may be needed.

3

1.3.3

Design implementation structure

The technical resources design the implementation phase

3

1.3.4

Procure materials

The procurement of all material needs for the project.

3

1.3.5

Implement project

Team begins the initial implementation phase for testing and customizations of future phases

3

1.3.6

Testing Phase

The initial stage is assessed for efficiency

3

1.3.7

Monitoring and evaluation

The first implementation stage is evaluated and monitored against project objectives

3

1.3.8

Training locals

All beneficiaries are provided with a training class on their involvement in the project. Additionally, project team is provided with an additional two hours’ class on advanced reporting.

3

1.3.9

Operationalize project

Project executed in accordance with the plan

2

1.4

Control

The effort involved for the control course of the project.

3

1.4.1

Project Management

General project administration for the project.

3

1.4.2

Project Status Meetings

Weekly group status assemblies.

3

1.4.3

Risk Management

Risk administration efforts as demarcated in the Risk Management Strategy.

3

1.4.4

Update Project Management Plan

Project Manager informs the Project Management Strategy as the project progresses.

2

1.5

Closeout

The work to closeout the project.

3

1.5.1

Audit Procurement

An assessment of all materials acquired for the project. Ensures that all acquired merchandises are accounted for and in the asset administration system.

3

1.5.2

Document Lessons Learned

The Project Executive along with the project team performs a teachings learned meeting and drafts the lessons cultured for the project.

3

1.5.3

Update Files/Records

All files and records are updated to reflect the Javakheti National park.

3

1.5.4

Gaining Formal Acceptance

The Project Underwriter officially receives the project by validating the reception document included in the project strategy.

3

1.5.5

Store Files/Documents

All project related records and documents are officially stored.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

Javakheti National Park- Eco-tourism project
               
                             
Initiate

 

Plan

 

 

 

Execute and Control Project

 

 

 

 

Close

 

 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   
 

 

     

 

           

 

   

The Schedule

 

Network Diagram

 

 

 

                             
Critical Path
                           
 

Start Date

       

Days to Completion

             
 

6/11/2016

       

150.00

             
 

Finish Date

                       
 

1/6/2017

                       
         
Times (in Months)
           
           

Time Distribution:

Triangular

         

[42]

ID

Task Name

Predecessors

O
Months)

M
(most likely)

P
(max)

Duration
(exp. time)

ES

EF

LS

LF

Slack

10

Initiate Project

 

 

 

 

 

 

0.00

0.00

0.00

0.00

0.00

0.00

20

Developing Project Charter

10

 

 

2

4

6

4.00

0.00

4.00

0.00

4.00

0.00

30

Planning the project

10

 

 

3

5

9

5.67

0.00

5.67

3.67

9.33

3.67

40

Developing work plan

20

 

 

4

5

7

5.33

4.00

9.33

4.00

9.33

0.00

50

Developing project control plan

20

 

 

4

6

10

6.67

4.00

10.67

8.33

15.00

4.33

60

Finalizing project

30

40

 

4

5

7

5.33

9.33

14.67

9.33

14.67

0.00

70

Executing project

50

 

 

3

4

8

5.00

10.67

15.67

15.00

20.00

4.33

80

Project Framework

60

 

 

3

5

8

5.33

14.67

20.00

14.67

20.00

0.00

90

Closure of project

70

80

 

 

 

 

0.00

20.00

20.00

20.00

20.00

0.00

[42]

                         
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
                           
 

 

                       
                           
                           
                           

 


Gantt chart

 

 

 

 

 

 

 

 

 

 

 

Budget

Project budget

 

 

 

 

 

 

 

 

INCOME

Amounts in Dollars

 

Internal funding

 

 

 

 

Own contribution

                     100,000

 

 

 

 

 

 

Total Internal Income

                     100,000

 

 

 

 

 

External Funding

 

 

 

 

grant

                     700,000

 

 

Total External Income

                     700,000

 

 

 

 

 

Total INCOME

                  800,000

 

 

 

 

 

 

 

 

 

EXPENSES

Amounts in Euro

 

 

 

 

 

Salaries

 

 

 

 

Project staff manager

                     100,000

 

 

Project coordinator(s)

                       70,000

 

 

Administrative staff

                       70,000

 

 

Technical / production staff

                       40,000

 

 

Financial coordinator

                       30,000

 

 

Other

                       10,000

 

 

Subtotal

                     320,000

 

 

 

 

 

Specialists

 

 

 

 

Consultant fees

                       50,000

 

 

Accountant costs

                         1,000

 

 

Bookkeeping costs

                         1,000

 

 

Training

                         1,000

 

 

Other

 

 

 

Subtotal

                       53,000

 

 

 

 

 

PR and printing costs

 

 

 

 

Educational material

                           200

 

 

Prints of material

                           200

 

 

Mailings

                           200

 

 

Advertisements

                           300

 

 

Subtotal

                           900

 

 

 

 

 

Travel and accommodation costs

 

 

 

 

Travel costs

                           300

 

 

Accommodation costs

                         1,300

 

 

Hall rent

                         1,000

 

 

Rent of equipment

                         1,000

 

 

Transportation

                         2,000

 

 

Food/refreshments

                         3,000

 

 

Other

 

 

 

Subtotal

                         8,600

 

 

 

 

 

Project Implementation expenses

 

 

 

 

Equipment costs

                     100,000

 

 

Project implementation phases

                     500,000

 

 

Banking fees

                         1,000

 

 

Miscellaneous

                       16,500

 

 

Other

 

 

 

Subtotal

                     617,500

 

 

 

 

 

Total Expenses

              1,000,000

 

 

Cost estimate for the task

The project is estimated to cost $1 million. This involves addressing issues on recurrent expenditure

The S-curve
Risks
Risk registration

Inadequate expectations among the beneficiaries of the rapid and enormous profits, which to some extent can inspire nihilism. In order to mitigate such risks, a process of spreading benefits will characterize the project implementation process

Distrust among members of Javakheti village with regard to the objectives of eco-tourism

Unpredictable economic situation in Georgia and on the global platform

High levels of competition within Georgia and the neighboring countries

Low levels of awareness and education levels among the Javakheti locals with regard to the promotion of tourism and the development of sustainable livelihoods.

High-level dissatisfaction and distrust among tourists and the local population.

Disrespect to local customs and traditional practices threatens the accomplishment of the project

Qualitative analysis

This entails assessing the likelihood and the impact and the occurrence for all the identified risks under the supervision of the project manager. The project team will provide contribution using the following method

Probability

Great probability- greater than 70% possibility of happening

Intermediate probability- between 30% and 70% possibility of the risk occurring

Low probability. Beneath 30% of the peril happening.

Impact

Great impact will entail the possibility that has the likelihood of impacting on the project budget, enactment, and project schedule. From the assessment, the risks that can impact on the success of the project include the disrespect to the cultural and traditional practices of the locals. This is because such level of distract will create some form of discrimination hence limiting the possibility that members of Javakheti community will perceive the project as foreign and destructive to their cultural heritage.

Medium impact entails the risk that have the possibility of marginally affecting the project budget, enactment, and schedule. Some of the risks that may affect success of the project include economic expectations of the Javakheti community with regard to economic development.

 Definition of impact and probability ratings

Rating à            Very Low            Low             Moderate              High             Very High

 

Cost Impact of

Threat               Insignificant       <5% cost         5‐10% cost       10‐20% cost       >20% cost

(CO + COS)     cost increase        increase             increase             increase             increase

 

Cost Impact of      Insignificant          <1% cost             1‐3% cost             3‐5% cost             >5% cost Opportunity                cost                 decrease              decrease              decrease              decrease (CO + COS)              reduction

 

Schedule            Insignificant       <1 month         1‐3 months        3‐6 months        >6 months Impact of             slippage           slippage            slippage             slippage             slippage Threat

 

Schedule           Insignificant      <1 month       1‐2 months         2‐3 months        >3 months Impact of         improvement    improvement    improvement     improvement    improvement Opportunity

 

Probability             1–9%              10–19%            20–39%            40–59%            60–99%

 

Ranking of risks

Risk

Risk Level

L/M/H

Likelihood of Event

Mitigation Strategy

Project Size

 

 

 

Person Hours

H: Over 20,000

Certainty

Assigned Project Manager, engaging consultant, complete project management approach and communications strategy

Projected Project Schedule

H: Over 12 months

Certainty

Create comprehensive project timeline with recurrent baseline reviews

Team Dimension at Peak

H: Over 10 members

Certainty

All-inclusive communications plan, recurrent meetings, tight project management oversight

Project Definition

 

 

 

Narrow Knowledge Level of

M: Knowledgeable of locals

Likely

Assigned Project Manager(s) to assess implications

Available documentation and baseline

M: More than 65% complete/current

Likely

Balance of information to be gathered by project manager

Project Scope

L: Scope mostly defined, subject to review

Unlikely

Scope intially defined in project plan, revised monthly by Project Manager and Steering Committee to prevent concealed scope 

Consultant Project Deliverables unclear

L: Well defined

Unlikely

Included in project plan, subject to amendment 

Vendor Project Deliverables

M: Estimated, not clearly defined

Somewhat likely

Included in project plan, subject to amendment 

 

 

Cost Estimates Unrealistic

L: Thoroughly predicted by industry experts using proven practices to 15% margin of error

Unlikely

Included in project plan, subject to amendment as new details regarding project scope are revealed 

Timeline Estimates Unrealistic

M: Timeline assumes no derailment

Somewhat likely

Timeline reviewed monthly by three groups (Project Manager and Steering Committee) to prevent undetected timeline departures

 

 

Number of Team Members Unknowledgeable of Business

L: Team well versed in business operations impacted by technology

Unlikely

Project Manager and advisor to identify knowledge gaps and provide training, as necessary

Project Leadership

 

 

 

Steering Committee existence

L: Identified and enthusiastic

Unlikely

Frequently seek feedback to ensure continued support

Absence of Commitment Level/Attitude of Management

L: Understands value & supports project

Unlikely 

Frequently seek feedback to ensure continued support

Absence of Commitment Level ofproject manager

L: Understands value & supports project

Unlikely 

Frequently seek feedback to ensure continued support

Absence of Mid-Management Commitment

L: Most understand value & support project

Unlikely

Frequently seek feedback to ensure continued support 

Project Staffing

 

 

 

Project Team Availability

M: Distributed team makes availability questionable

Somewhat likely

Continuous review of project momentum by all levels. Consultant to recognize any effects caused by unattainability. If necessary, increase committmment by participants to full time status

Physical Location of Team prevents effective management

M: Team is dispersed among several sites

Likely

Use of Intranet project website, comprehensive Communications Plan

Project Team’s Shared Work Experience creates poor working relationship

M: Some have worked together before

Somewhat likely

Comprehensive Communications Plan

Weak localParticipation on Project Team

L: locals are part-time team members

Unlikely

User Group Participants coordinated by full time employee

Project Management

 

 

 

Procurement

Methodology Used foreign to team

L: Procurement Methodology familiar to team

Unlikely

N/A 

Change Management Procedures undefined

L: Well-defined

Unlikely

N/A 

Quality Management Procedures unclear

L: Well-defined and accepted

Unlikely

N/A 

Local Suppliers

 

 

 

Number of local vendors Creates Foreign Relationship

H: Never

Certainty

A comprehensive vendor evaluation and selection process assimilated into Project Plan will be employed to foresee and define the association between the project team and the vendor

Team’s Lack of Knowledge of the supply chain

M: Conceptual understanding

Somewhat likely

Comprehensive vendor assessment and selection process incorporated into Project Plan will assist the team in better understanding the supply chain

 

 

Team’s Involvement in Vendor Selection Impacts Success of Implementation

L: High participation in selection

Unlikely

Comprehensive vendor assessment and selection process assimilated into Project Plan

 

 

 

 

 

 

 

 

 

 

 

 

References

Barakat, Q., Bendou, A & Martin, J. (2015). Success Factors for Local Development Project

Management Case of Taroudant Province – Morocco. Journal of North African Research in Business Vol. 2015 (2015), Article ID 607790.

City of Chandler. (2008). Project Management Methodology & Step-by-Step Guide to Managing

Successful Projects. PM0.0.0-PMMethodology-GDE.doc. Arizona.

Sirse, J., & Kharstishvilli. (2013). Assessing and Developing the Eco-Tourism Potential of the

Protected Areas in Georgia. Österreichische Bundesforste AG Consulting.

TBILIS. (2013). Samtskhe-Javakheti Regional Development Strategy 2014-2021. German

Cooperation.

Crisis Group Europe. (2011). Georgia: The Javakheti Region’s Integration Challenges. Crisis

Group Europe Briefing N°63, 23 May 2011

 

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Sample Case Study Paper on Project Management

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Sample Case Study Paper on Project Management

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