The main argument is simply the argument whose conclusion is the main conclusion. Another type of structure that arguments can have is when two or more premises provide direct but independent support for the conclusion. Here is an example of an argument with that structure:
IDENTIFYING ARGUMENTS. An argument, in the context of your university career, is a formal way to make a point in academic writing. This remains distinct from the "real world" definition where an argument might mean a fight or a conflict. An argument consists of two parts.
How resource constraints negatively impact project management. At some point in time every company has to deal with resource constraints. The negative effects of resource constraints can be detrimental to a company. It can cause project delays, rushed projects with elevated amounts of errors, high stress levels and even the loss of good employees.
Most conclusions have more than one premise. Statement—a declarative sentence that can be evaluated as true or false. The parts of an argument, premises and the conclusion, should be statements.
In our daily lives, we’re constantly hearing or making persuasive arguments. We may be listening to a colleague’s argument for why we should support one of her initiatives. We may hear an ...
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The body: Developing your argument. The body of an argumentative essay is where you develop your arguments in detail. Here you’ll present evidence, analysis, and reasoning to convince the reader that your thesis statement is true.
Page 2 of 5 Utilizing this type of hierarchy structure is an excellent way to ensure that your essay stays on track and continues to argue what it sets out to argue.
Recognizing arguments is essential to analysis and critical thinking; if you cannot distinguish between the details (the support) of a piece of writing and what those details are there to support (the argument), you will likely misunderstand what you are reading.
Academics, business people, scientists, and other professionals all make arguments to determine what to do or think, or to solve a problem by enlisting others to do or believe something they otherwise would not.
If rhetoric is the study of the craft of writing and speaking, particularly writing or speaking designed to convince and persuade, the student studying rhetorical argument focuses on how to create an argument that convinces and persuades effectively.
The misunderstanding about facts (being inherently good) and argument (being inherently problematic because it is not a fact) leads to the mistaken belief that facts have no place in an argument. This could not be farther from the truth. First of all, most arguments are formed by analyzing facts. Second, facts provide one type of support for an argument. Thus, do not think of facts and arguments as enemies; rather, they work closely together.
An argument is much stronger because it includes and demonstrates reasons and support for its claim. As for mistaking a fact for an argument, keep this important distinction in mind: An argument must be arguable. In everyday life, arguable is often a synonym for doubtful.
This comes about because often people privilege facts over opinions, even as they defend the right to have opinions. In other words, facts are “good,” and opinions are “bad,” or if not exactly bad, then fuzzy and thus easy to reject. However, remember the important distinction between an argument and an opinion stated above: While argument may sound like an opinion, the two are not the same. An opinion is an assertion, but it is left to stand alone with little to no reasoning or support. An argument is much stronger because it includes and demonstrates reasons and support for its claim.
The best way to identify an argument is to ask whether a claim exists (in statement form) that a writer justifies by reasons (also in statement form).
As a project manager or quality manager in your company, it’s wise to create a few good systems and processes and update the higher management and your project team so that they are aware of the same. Educate your team on the importance of quality. Quality is an important aspect of the project which makes it essential for a project manager to stay alert throughout the lifecycle of the project. It is the responsibility of the team to maintain the quality of the project. A project manager should avoid poor quality by planning the quality policies effectively. Otherwise, this may result in loss of the project as a whole—and consequently, loss of business and reputation in the market.
Quality is an important aspect of the project which makes it essential for a project manager to stay alert throughout the lifecycle of the project. It is the responsibility of the team to maintain the quality of the project. A project manager should avoid poor quality by planning the quality policies effectively.
The lack of focus on quality has led to a downward spiral in many organizations which can get worse over time. Studies show that 85% of quality issues exist in a project due to negligence of senior management and the team.2
If there is a problem with quality, then the project will be reopened, which in turn means the cost for the project will now increase. The responsibility lies with the project manager to prevent additional cost due to poor quality. No organization will approve of an increase in cost—especially due to poor quality.
Organizations cannot afford a delay in deliveries as there may be a clause in the contract with the customer regarding a penalty for delay in delivery. So, a project manager must always try to avoid the schedule slippage and maintain optimum quality.
Why? Projects that extend across functional divisions are demanding to manage because the project manager has no direct functional authority and must obtain continual cooperation and support from functional managers of other divisions in order to meet project objectives. This can get complicated.
Project teams develop a strong sense of identity which in turn creates a high level of commitment from team members. Due to their involvement in consecutive projects of a similar nature projectised organizations can develop and maintain a long-term body of experience and skills in specific areas.
In a projectised organisation authority is centralised. Because projects are removed from functional divisions the lines of communication are shortened. Both these factors enhance the ability to make swift decisions. Project teams develop a strong sense of identity which in turn creates a high level of commitment from team members. Due to their involvement in consecutive projects of a similar nature projectised organizations can develop and maintain a long-term body of experience and skills in specific areas.
However, the potential for conflict between functional managers and project managers still exists because there is still resource conflict. Everyone who is on a project team still has two bosses – their functional manager and their project manager. In a projectised organisation authority is centralised.
Projectised Organizational Structure. In a projectised organisation the project manager has full authority over the project. This includes the authority to set priorities, apply resources, and to direct the work of team members assigned to the project. All members of the project team report directly to the project manager and everybody is assigned to a project. After completion of the project, resources will be re-assigned to another project. This type of structure is common in firms that work on sizeable, long-term projects, such as in the construction industry.
Understanding your working environment better will help you to rise above organizational issues and smooth the way to successful project management.
Continuing Professional Development offers a series of online project management courses to advance your project management skills and your career while adding to the intellectual wealth of individuals and organizations . Click here to find out more about online courses on Organizational Structures and Project Management
Recognizing arguments is essential to analysis and critical thinking; if you cannot distinguish between the details (the support) of a piece of writing and what those details are there to support (the argument), you will likely misunderstand what you are reading.
Academics, business people, scientists, and other professionals all make arguments to determine what to do or think, or to solve a problem by enlisting others to do or believe something they otherwise would not.
If rhetoric is the study of the craft of writing and speaking, particularly writing or speaking designed to convince and persuade, the student studying rhetorical argument focuses on how to create an argument that convinces and persuades effectively.
The misunderstanding about facts (being inherently good) and argument (being inherently problematic because it is not a fact) leads to the mistaken belief that facts have no place in an argument. This could not be farther from the truth. First of all, most arguments are formed by analyzing facts. Second, facts provide one type of support for an argument. Thus, do not think of facts and arguments as enemies; rather, they work closely together.
An argument is much stronger because it includes and demonstrates reasons and support for its claim. As for mistaking a fact for an argument, keep this important distinction in mind: An argument must be arguable. In everyday life, arguable is often a synonym for doubtful.
This comes about because often people privilege facts over opinions, even as they defend the right to have opinions. In other words, facts are “good,” and opinions are “bad,” or if not exactly bad, then fuzzy and thus easy to reject. However, remember the important distinction between an argument and an opinion stated above: While argument may sound like an opinion, the two are not the same. An opinion is an assertion, but it is left to stand alone with little to no reasoning or support. An argument is much stronger because it includes and demonstrates reasons and support for its claim.
The best way to identify an argument is to ask whether a claim exists (in statement form) that a writer justifies by reasons (also in statement form).