Why Choose Microsoft Dynamics AX For Your Company?

Top reasons to select Microsoft Dynamics AX for your company
Here are just some of the great reasons to consider running Microsoft Dynamics AX 2009 for your business:

Market Leading Product - top ranked by the leading third party analyst for mid-size companies of $50M - $1B in revenue, global operations and 5 - 1,000 employees.

Fits Your People - the role tailored Microsoft Dynamics AX user interface is already familiar to your people with its Microsoft Outlook 'look and feel' which makes it both the solution users want to use and the one that actually gets used. It includes productivity features to auto-populate fields and seamlessly integrate with other Microsoft Office products (including Outlook, Office, Windows, SharePoint, SQL Server).

Fits Your Business Requirements - Advanced, full-function, pre-integrated, role-based, workflow-enabled, end-to-end business process management/ ERP software capabilities. Provides robust functionality and highly-configurable to meet your changing needs. Wide range of Microsoft certified ISV add-on modules also available.

Fits Your Existing Systems - Runs on your Microsoft IT platform. Open/extensible to integrate with your other/future applications. Easy to get data in and out.

Low Total Cost of Ownership - Leverages your current Microsoft computing platform investment. Flexible and extensible to meet unique and changing future requirements. Easy for business users to operate and maintain (without reliance on internal IT or outside contractors/ consultants).

Rapid Implementation Time/ Time to Value - High-level planning guideline is 2-3 elapsed months for typical project duration; includes requirements definition, design/configuration, training and user acceptance test before deployment. Scope, client stakeholder availability and deployment method drive actual project duration.

Advanced Technology - Available web-portal interface for non-core licensed users. Windows optimized client/server application for core users provides the rich client interface power users prefer. Open APIs (web services) to integrate with your other applications and import/export data from the system.

Highly Scalable to Grow with Your Business - Benchmarked to support over 16,000 concurrent users.

Microsoft's Sustained Commitment to Product Innovation - Long-term Microsoft commitment to the Dynamics AX product development road map. Deep end-to-end integration and backward compatibility with other Microsoft platform products. 30+ year track record of Microsoft convergent product innovation powered by a $9 Billion+ R&D spend - more than Oracle's, SAP's, Google's, and Apple's 2009 R&D spend combined!

Power of Choice - Supports your changing business needs with flexible software + services license and deployment options. 'Buy' a one-time, upfront, perpetual license to own or 'rent' on a monthly subscription basis. Option to upgrade from Dynamics AX Business Essentials to the Advanced Management edition when/if needed. Option to credit your Dynamics GP license toward a new Dynamics AX license when/if desired. On-premises or partner hosted software deployment options and the ability to move between.

Low Risk/Proven Solution - Microsoft is the world's largest software provider (with '09 revenue of $60 Billion+); here today and tomorrow to serve your changing needs. Dynamics AX trusted by over 12,000 companies. Microsoft has the longest product version support cycle in the industry (10 years). Massive R&D positions your organization to draft behind a colossal wake of ongoing convergent technology innovation. As a genuine Microsoft Product, it is your lowest risk solution option.

When you compare all the factors, Microsoft Dynamics AX is one of the best ERP software solution options for most mid-size companies.

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Key Measures of Success for System Implementation Project Management

Have you ever wanted a short list of of items to keep "in check" as you are managing projects? This short list would contain key measures which, if always kept in check and balance, would lead you to project success? Sure it is important to follow industry project guidelines from the Project

Management Institute and within the Project Management Professional (PMP) Certification, but it is important to always keep these key measures at the forefront of my mind ALL THE WAY through the project

- from beginning to completion. Sometimes these factors can be overlooked or forgotten, or thought of as "not needed" in the rush to get a project underway. Stand Up and stop the madness, make sure you have a clear path before trying to get to your destination.... Or you will get lost along the way.

Key Measures:

1. Before even looking at business requirements or spending much time on a project, make sure you know who the executive sponsor is and obtain the following information directly from that sponsor:

• i. Project intentions and scope


• ii. What the project is NOT or what is out of scope


• iii. Who the "Customers" are for the project. (many times, customers are internal to the organization)


• iv. If a Return on Investment document has been created and what is expected of a ROI document. What areas of the business are returns expected?


• v. Project Budget and how expenditures are approved


• vi. Expected Project Success Factors


• vii. That they want this project moving forward at the present time, if not, when is it to start


• viii. Timeline expected for project completion


• ix. Agreement to put companies resources on the project to get it done


• x. Required project status and reporting


• xi. Agreement on a communication plan to sponsors, customers and other impacted parties


• xii. Agreement as to the assigned project manager and support from the sponsor that if there are problems with the project that require the executive sponsors attention, that the sponsor will extend support for obtaining the resolution

Then put all of that information in writing, generally in some sort of project initiation document and then all project leaders, sponsors and customers and CIO SIGN the document. I cannot stress how important this part is. I cannot stress how many times we have come the end of a project and at least one of these parties (sponsors, customers or CIO) state they never agreed to some portion of the documented information in the project initiation document. This is especially important for System Implementation projects as a lot of time can pass between the time the project got underway and the time the final product is delivered.

Business Requirements

1. It is vitally important, before talking with any IT personnel (if the project involves internal IT - which, if it is system implementation, it most likely will) or product vendors, that you take the time needed to adequately document all business requirements from all customers. Documenting business requirements should, at a minimum, involve going through the following steps:


2. Identifying the subject matter experts and project representatives from each part of the business that serve as your customers for the end result of the project.


1. Identify the current problem or need


2. Document current processes


3. Discuss what is not working about the process


4. Review results they would like to see to support the business and analysis they need to perform to manage the business
3. In business requirements documentation, DO NOT spend time discussing what systems or technology will allow them do. Discuss what is needed for the business. Do not let your customers try to define a process around systems or technology. Technology is there to support the business, not to dictate how a business should be run. Don't worry, All the technical pieces will come together later.


4. Document all the business requirements as discussed with all customer groups and subject matter experts. Be sure you specify the problems and needs, how it is hurting the business, what is needed, and how that will help the business. Be specific. This information will help you put together the ROI document to be sure the cost and expected benefits are in line with what the project sponsor(s) is expecting. Some project managers might disagree here and state that the ROI should be done before getting to the business requirements stage. However, I have always found new areas of investment (cost) and return on that investment present themselves when going through the business requirements discovery process.


5. Always be sure to think about how a product will be used and how reporting will be required. This can really get you in the end if you don't pay close attention up-front during the requirements phase.


6. You will then match the business requirements to the scope that you created in the project initiation document, or change the scope, which would require an amendment to the project initiation document requiring new signatures.


7. Once the right set of requirements is documented and it lines up with project scope, then be sure to again have project sponsors, customers (remember, customers can be internal or external), and CIO acknowledging these are the business requirements, that the project is active and sponsored, and that they are in agreement with moving forward to the next project phases. This piece is especially important, as people tend to forget or say things like "I never said that" as you get further along in the project. You can always bring them back to the initial documentation and signatures. If you do not get signatures, you are a sitting duck.

Now it's time to figure out how you are going to deliver on these business requirements. This usually leads to a buy or build decision. That is, buy software from a vendor that specializes in the type of product needed, or build with internal IT personnel. The business requirements document is your basis for evaluating the buy or build decision. Do not stray; do not extend scope or budget, without going back through the sign-off process. If you are "buying" a product from a vendor, do the initial "paring down" process of determining top software products which match the business requirements.

Now that you have your top list of software contenders, have demonstrations performed by the vendors for your customer group(s). They can help cast the vote for the selected product. It is critical to get buy-in from your customers every step of the way.

If possible, it is a good idea to perform a trial phase with 2 top vendors to see how the business requirements match up to the product.

After the trial phase, get back with your customers to demonstrate the products against the business requirements. Then have your customers make their final selection. At that point, be sure a technical specifications document is written that matches up against the business requirements. The purpose of the technical specification document is to demonstrate within the product, how business requirements will be met, what business requirements cannot be met or can only be met partially, and the IT requirements for the product. Be sure that, before beginning a major development phase, that you have gone back to your sponsors, customers and CIO or other representative IT parties for agreement on the specifications and agreement for moving forward. This phase will also require an updated project schedule outlining the full development schedule, resource requirements, and commitment from involved parties.

Be sure to do a "pulse check" with your customers and sponsors at many points throughout the development cycle. This will ensure your customers are not surprised by the end result or that you haven't gone completely down a path that they did not want or that you developed something incorrectly. It is much better to catch these things while development is still going on - your time-line will probably be impacted much less this way AND the perception of project success by customers and sponsors will be much higher this way. Ultimately, it is best not to have any such "hang-ups" during the development process. But, it is probably not realistic to expect that you won't have any. That's the job of the project manager - to work through such issues and still complete the project on time.

When the development phase is complete, it is important that you have documented not only how to use the product, but how it impacts that business processes. It will require discussion with customer group representatives about what the system will now do, and what the new process should look like. It is important to have this document and be in agreement with customer group representatives BEFORE any product rollout occurs. If you do this, you can expect a much smoother training and rollout phase of the product than if you just try to throw the product out there. If you do not have a carefully planned training and rollout phase, all your work will go down the drain, and the project will most likely not be perceived as a great success.

During the rollout and training phase, it is extremely important to communicate what the users need to do if they need help with the product. What support for the product is available? A good project manager will already have this in place and be ready to put the support process into motion during the rollout and training phase. It is also important that you obtain agreement from the customer groups on the support process and that they think it will work for their group.

Lastly, be sure to follow-up with customer groups ensuring things are running smoothly and to see what problems or issues need to be corrected. Keep doing so until your customers are happy with the product.

Remember, there are no levels of success. Either it was a great success, or it wasn't. Article Date: Dated: 30-Jun-2006

Sourcing for project management tool in Singapore, reach us Alenu IT Today! at (65) 6884 5030.

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Coordinate Your Team Efficiently Using Web Based Project Management

Web based project management systems are basically automated systems that contribute extensively to the controlling and management of basic management functions regarding the efficiency required for any team to work in a diligent manner. Also the team has to be co-ordinated in a disciplined manner so that time too is framed in an organized manner when it comes to tasks like reporting.

When it comes to web based management projects, this software shows efficiency regarding the progression in tasks like processing information and data and also various other programs that play an important part in the development of a project. All such tasks are executed with the help of internet that helps easy access to the project and its information from any part of the world.

Web based project management system has the capability to take upon the responsibility of calculation, distribution of sections amongst team members and scheduling of tasks as well. Also, the staff is kept under control and is supervised constantly with the help of this software.

When it comes to the development of the project, the plan frame needs to be worked upon diligently without halts and hurdles. For this, every team member is required to submit his/her allocated work under the assigned time plan so that no break occurs in the course work. Also, with the help of web based management software, all team members are able to have a detailed look of the entire project's work, the time schedule and the level as to which the project has progressed so far.

Web based project management systems make work highly convenient for project managers who are able to supervise all the team members and can have a personal, individualized check on each evaluating their performance under the quality of work they would be submitting.

Also, many a times, under the work pressure, team members do submit their work under the scheduled time but tend to make errors and mistakes. However, with the help of web based management software, all errors are rectified and the corrections are even updated to the manager as well as the entire team. Since it is automated software, no elongated break takes place and the work continues to flow as required.

Also, these systems provide project managers with great assistance as they are able to keep track of time given to each assignment, the submission, and asses its quality and see whether it needs any rectification. They are also able to research and file down all the required content and the work is then compiled into a fine document.

Lastly, web based management software is also capable of making last minute changes to the software. Communication becomes a lot easier and economical and the correspondence is not a big deal with its help. Everything is updated, documented, saved and hence, the project in the end is a success with the help of web based management.

Seeking for project management system, call Alenu IT Today! at (65) 6884 5030.

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Project Management Advice - Risk Workshops

Very simply, a project manager is the person who takes responsibility for everything. This is not to say "the one who does everything". It is not too likely that a project manager even has the skill sets that would make her capable of doing everything that need to be done for a project. She's simply the place where the buck stops. Have you been watching The Apprentice? When a project fails, who is the person most likely to hear "You're fired!" Unless she is exceptionally good a deflecting blame, it is the Project manager!

So what skill set does a successful project manager really need? One skill or art is the ability to be a good team leader. Among other things, a project manager requires an inquiring mind. You must be able to gather information from the right people and to assimilate this information quickly in order to make projections and wise decisions.

 All this is needed in order to plan and develop a project. Plan, plan, review and plan. If you are not good at planning and scheduling in detail, you might want to reconsider being a project manager. Often a project manager must also present and sell the plan to her manager and /or customer. Thus good presentation skills are also needed.

Once decisions are made, she must maintain vision while also maintaining an impartial view of progress and making proper adjustments all while keeping the team motivated, updated, focused and within budget and time restraints. Decisiveness does not mean stubbornly proceeding in a direction deemed to be ineffectual. Constant quality assurance and quality control is essential. Quality is a team process and should be part of the project plan and schedule.

 Good pre-planning with the team should eliminate or nearly eliminate ineffectual actions. The project manager is in charge of maintaining scope of the project, writing the plan and maintaining change forms. Within the plan she must define project objectives and steps for reaching those objectives, describe the deliverables, manage the processes and avoid scope creep. She and the team must identify risks, have a contingency plan and be able to execute the contingency plan if needed. Changes in scope made in conjunction with the client must be agreed upon, priced and documented.

In order to be a good leader, a project manager needs to be able to evaluate a team's strengths...and weaknesses as well as the individual team member's and use this information to get the best results out of the team. Diplomacy mixed with well timed assertiveness (not aggressiveness) serves a project manager well. A project manager must develop a clear line of communication with and within the team. Developing and maintaining a schedule is something that, while the responsibility of the manager, should include team members in order to have bought in to maintaining it.

Project Management Institute (PMI) was developed in 1969. Their premise was that a certain set of skills and actions were needed in any industry in order to be a successful project manager. As a result in 1981 the PMI Board of Directors authorized the development of standards and guidelines for project management.

 This became know as A Guide to the Project Management Body of Knowledge (PMBOK). This is reviewed often and should be studied if one plans on pursuing project management as a career.

Seeking for project management tool, call Alenu Now! at (65) 6884 5030.

A marketing article by Dougles Chan - Search Engine Guru - One of the best SEO companies in Singapore and globally. Contact Dougles Chan @ +(65) 9388 0851 or email to dc@dougleschan.com for more information on how to make your website to be the top in Google.

What Is A Project Manager?

Very simply, a project manager is the person who takes responsibility for everything. This is not to say "the one who does everything". It is not too likely that a project manager even has the skill sets that would make her capable of doing everything that need to be done for a project. She's simply the place where the buck stops. Have you been watching The Apprentice? When a project fails, who is the person most likely to hear "You're fired!" Unless she is exceptionally good a deflecting blame, it is the Project manager!

So what skill set does a successful project manager really need? One skill or art is the ability to be a good team leader. Among other things, a project manager requires an inquiring mind. You must be able to gather information from the right people and to assimilate this information quickly in order to make projections and wise decisions. All this is needed in order to plan and develop a project. Plan, plan, review and plan. If you are not good at planning and scheduling in detail, you might want to reconsider being a project manager. Often a project manager must also present and sell the plan to her manager and /or customer. Thus good presentation skills are also needed.

Once decisions are made, she must maintain vision while also maintaining an impartial view of progress and making proper adjustments all while keeping the team motivated, updated, focused and within budget and time restraints. Decisiveness does not mean stubbornly proceeding in a direction deemed to be ineffectual. Constant quality assurance and quality control is essential. Quality is a team process and should be part of the project plan and schedule.

 Good pre-planning with the team should eliminate or nearly eliminate ineffectual actions. The project manager is in charge of maintaining scope of the project, writing the plan and maintaining change forms. Within the plan she must define project objectives and steps for reaching those objectives, describe the deliverables, manage the processes and avoid scope creep. She and the team must identify risks, have a contingency plan and be able to execute the contingency plan if needed. Changes in scope made in conjunction with the client must be agreed upon, priced and documented.

In order to be a good leader, a project manager needs to be able to evaluate a team's strengths...and weaknesses as well as the individual team member's and use this information to get the best results out of the team. Diplomacy mixed with well timed assertiveness (not aggressiveness) serves a project manager well. A project manager must develop a clear line of communication with and within the team. Developing and maintaining a schedule is something that, while the responsibility of the manager, should include team members in order to have bought in to maintaining it.

Project Management Institute (PMI) was developed in 1969. Their premise was that a certain set of skills and actions were needed in any industry in order to be a successful project manager. As a result in 1981 the PMI Board of Directors authorized the development of standards and guidelines for project management.

 This became know as A Guide to the Project Management Body of Knowledge (PMBOK). This is reviewed often and should be studied if one plans on pursuing project management as a career.

Seeking for project management tool, call Alenu Now! at (65) 6884 5030.

A marketing article by Dougles Chan - Search Engine Guru - One of the best SEO companies in Singapore and globally. Contact Dougles Chan @ +(65) 9388 0851 or email to dc@dougleschan.com for more information on how to make your website to be the top in Google.

The ABC's of Project Management For Project Managers

I recently watched a very interesting independent film (on DVD) that sparked a thought. The 1992 film "Glengarry Glen Ross" is a movie about some desperate salesmen in a desperate situation. Alec Baldwin, who plays Blake, engages in an extremely abusive diatribe with the sales team in which he exclaims "A-B-C. A-Always, B-Be, C-Closing. Always be closing, always be closing." Having been in a sales role in a previous life I had heard this before, but I reflected on this for a moment. Then I asked myself, "Are there ABC's for Project Management?"

Digging deep into my collective resources on project management I found the document that I intended use for the basis of this article. It was titled "The Competencies For Project Managers" and I thought for sure it was going to provide information that would benefit project managers in all industries.

 It turned out after reading this document again that it was an eye opening experience for me. Though I had seen this information before in a presentation, looking at it again I discovered why the PMO in the corporation failed.

 The competencies listed did not tie back to any project management competencies pertaining to PMBOK or any other project management methodology including the very own project management solution the corporation paid for. In fact, the competencies were so generalized they could be used for a typical managers role. But being an optimist, I have a solution so let's delve into that.

As project managers I feel we should follow the same ABC's that salesmen do but in a different perspective "Always Be Closing." Now let's break this into parameters that apply to Project Managers, this is an action oriented item. Think of all that a project manager is responsible for. First a quick review of the project management process groups, they consist of ...

Initiating, Planning, Executing, Controlling and Monitoring, and Closing.
"Always be closing" in each of the project process groups. In each of these groups, there are a number of items that need to be addressed. Get them on your list or get them into the project plan and work on closing the action items. Always Be Closing!

In addition to the process groups there are the nine knowledge areas of Project Management which consist of ...

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communications Management

Risk Management

Procurement Management

For each of these groups there are items that may be determined necessary for the success of a project. Again, identify what needs to be done, get in the plan or on the task list and "Always Be Closing."

There are more ABC's of project management to keep in mind for the success of a project. The next ABC on the list is "Always Be Courteous." In respect to this, it is good to remember that as project managers we are also responsible interpersonal understanding and customer service. Interpersonal understanding involves the workings of individuals and knowing how to get the best out of the individuals on the team.

 I personally like the DiSC Personality Profile method of learning about your team resources. In regards to customer service, if you place yourself in the customer service role for a moment, as a project manager you are in a service role and the team members are customers. Kindness and understanding will get you farther than bitterness and intolerance.

Next on the list of ABC's is "Always be Considerate." This is not similar to the courteous guidance. This is directed towards the impact and influence of a project manager. Here is where a project manager should be considerate of the organization and understand the need for relationship building. If a project manager is aware of the organizational goals and its mission, the project manager can reinforce this when the going gets tough on projects.

When it comes to relationship building, as a project manager, we may need to influence these relationships in order to have an impact on the project success by incorporating the sound practices of project management. The advantages of sound process benefit the current projects and provide valuable information for future projects.

This next ABC is around the managerial side of project management and that is "Always Be Cultivating." The focus of this topic is around teamwork, developing others, team leadership and being assertive. As a project manager we are in a leadership role that is responsible for the team success as well as the project success. There are times when we may need to develop others either with mentoring or training in order to get the best results from the team resources.

 We need to realize that when new teams are created there is the typical forming, norming, storming and conforming. In this situation (and others) we need to provide the leadership, persuasive assertiveness and use of personal power to keep the focus on the goals of the project and strive for cooperation.

The next ABC for project managers is "Always Be Cognitive." This is the area where project managers must be up for analytical and conceptual thinking. In regards to analytical thinking, as project managers we will be dealing with various problems and complex situations. There is the need to be able to scrutinize the information and break it down into discernible facts that can deliver a solution to a situation.

This is not a task specific to the project manager, this may require the team to gather and discuss the situation and follow the process to break it down and resolve it. It should be the project manager who is able to recognize this and take the necessary action. Conceptual thinking on the other hand may involve experience or training to provide solutions. Its not based purely on fact but it also takes into consideration intuitive processes, creativity and inductive reasoning. I feel that this is where an organization may consider Agile Project Management, be advised that this requires a specific type of project management mindset in order to be successful.

There are two more ABC's to consider so let's keep going. "Always Be Competent." This has four areas for consideration, self-control, self-confidence, flexibility and organizational commitment. These are pretty self explanatory yet, let's take a moment for review. Self-control is huge for the project manager as we face the issues and risks that arise during the course of a project. If we maintain our composure in the face of challenge we reflect our ability to take charge and keep a project on course.

 Self-confidence is an area that ties in a project managers ability to be in control of his surroundings and be confident in the outcome. It is our ability to respond positively to a situation versus react with inability. The point here is to take the time you may need to think and respond accordingly. There will be times that you will be asked to find a solution, respond with what actions you may take to resolve the issue and give it a time frame.

 Flexibility, this is a broad topic that takes into account resources and the triple constraints of project management. be aware of this and determine how to manage it with consideration for the success of a project. How much flexibility exists is dependent on the type of project being managed. Organizational commitment is when you work to improve the organization not the financial condition of your wallet.

Last but not least, "Always Be Communicating." Put this hand in hand with "Always Be Closing." This topic was not even on the original list of competencies but it is certainly very important. As project managers we must be on top of project communications among the members of the team and we must communicate the proper project reporting that feeds up the chain. Though it is good to get things out to the team in an email, be sure to talk to team members on the phone or in person, especially if you have tasked them to do something. I'm not sure I like the word "tasked." why don't we just remove the "T" and follow-up on what you "asked" them to do.

Communications is so important, we should be persuasive in our communication methods in order to encourage the best response from those on the team. I'll say it here, that you won't find me peeling a lemon and passing it out as a team snack. But add some sweetener and water and you'll cool down even the most heated thirst. And really, that's what we want to do, we want to make the project work, we want the project to be successful.

You should display goodness and kindness in your communications if you want it to be effective. There is a time and place to handle difficult team members, communicate in a manner that elicits the best productivity from your resources and measure the results.

Let's take a moment to recap this information. What we have reviewed here are seven ABC's of project management for project managers. Here is a list of them ...

1) Always be Closing

2) Always be Courteous

3) Always be Considerate

4) Always be Cultivating

5) Always be Cognitive

6) Always be Competent

7) Always be Communicating

You may want to take the time to reread this article, take some notes compare this to your current actions and see if you can improve your results. If there is something you could do to improve the success of your project, or your project team or the organization, is there something that your have learned here that can assist you? I would certainly like to hear from you. Likewise, I would certainly enjoy hearing about your experiences.

Sourcing for Singapore project management tool, call Alenu IT Today! at (65) 6884 5030.

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The Benefits of Project Management

There are many benefits to project management. One is the ability it provides for the utilization of such forecasting methods. Now organizations are able to look at situations through the use of number-driven computer applications. These numbers are presented in a wide variety of ways, i.e. on graphs, charts and other graphical depictions.

Also, through various formulas and other mathematical methods, teams are able to come up with solutions because of the projected future of the impact of certain processes. This has greatly assisted organizational leaders in resolving important issues quickly and easily.

Project management also enables better teamwork. Teamwork has become an important part of all aspects of organizational success and the more employees work together, the more improvements the company as a whole will achieve. It also promotes the process of goal setting.

 This is crucial in terms of increasing productivity and customer satisfaction. Projects can be viewed as the smaller goals established to work toward a larger goal. These individual processes also promote organizational growth.

Project management methods help organizational leaders by displaying the information in a way that is easy to see, understand and analyze. There are many ways of looking at the solutions for a problem and this process is instrumental in helping to find a formidable solution.

Project management uses the problem solving process whereby problems are identified, options are weighted and solutions are found. This makes it easier to find the areas where improvement is needed and address them one at a time.

Various projects mean different teams. When these teams work together, the future of the organization will remain more secure and the overall operation quite prosperous. This is, perhaps the biggest benefit.

Looking for project management tool, contact Alenu Today! at (65) 6884 5030.

A PR article by Dougles Chan - Search Engine Guru - The best SEO company in Singapore and globally. Contact Dougles Chan @ +(65) 9388 0851 or email to dc@dougleschan.com for more information on how to make your website to be the top in Google.