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PROJECT ASSIGNMENT

A project is a set of definable tasks related to each other. The project has a beginning and end and a budget of money and resources. It should have a clear objective. For the project assignment you will expand the project concept to make a plan for the project. This document is the thing that tells me what your project is, why you are doing it and how you will manage it.
I should have enough information to see what you are doing, why you are doing it and what you need from me. You should assume that you are writing to your boss (me) and that I am the one that will authorize you with a budget and resources to do whatever you are trying to do. You may take the approach that I requested you to look into something since that is common in business and may feel more natural.

This document should be somewhere between 5 and 15 pages plus any appendices, as needed. A plausible outline might be something like this:

1. Intro
a. Your company information (I should know who you work for and your role as PM in it.)
b. Problem
c. Solution
d. Justification
2. Scope of work (WBS)
3. Team (skillsets, personnel, subcontractors, etc?)
4. Risk evaluation
a. Risk management steps (mitigation)
b. Risk assignment steps
5. Budget
6. Schedule
7. Management plan
a. Site management
b. Process management (quality assurance)
c. People management
d. Communication management
8. Other important stuff

The actual appearance and outline will vary based on your project. You can ask me if you want some input on it. A construction project would need to include a site map so that you can show how the site would be organized. Wherever there is physical work to be done, an image showing the layout is probably needed.

The big part of this project is clear scope definition. This should be done in a WBS format. For construction and design, that is the CSI MasterFormat. It may be anything that is logical.

The risk evaluation is important because it helps determine the budget and schedule and the management plan ? especially process management.

The budget should include the things necessary to make the project happen but I am not going to get hung up on the correct prices. If you are building a bicycle, I 8u
organization, such as a new master patient index system. They
can happen by chance or design.
Whatever form they take, the opportunities provide the experience
and confidence that can help professionals find their
career niche or take their career to the next level.
Here seven AHIMA Fellows share their first on-the-job career
development opportunities and the lessons they learned from
those experiences.
MY FIRST POSITION was as a director of medical records in a
250-bed hospital. The opportunities that presented to me were
changes in regulations by Medicare and the Joint Commission.
The first opportunity was to develop and manage the utilization
review program to meet Medicare requirements. I originally
thought that nursing would want to control this program.
When nursing didn?t step up to the plate, I volunteered to do it.
The next opportunity was to develop the quality program required
for Joint Commission accreditation.
Both programs were very successful and resulted in my being
appointed as an administrative representative on both the medical
executive committee and the hospital board of directors. I
learned that volunteering for new program design and implementation
resulted in increased opportunities to grow and to
interact daily with the decision makers.
This philosophy has carried through my entire career, and on
July 5 I began the next step, which is to be the director of ICD-
10, responsible for the implementation for a national healthcare
system that consists of 47 facilities.
?Carol A. Jennings, MPA, RHIA, FAHIMA
MY FIRST ON-THE-JOB career development [opportunity]
happened with my first job, actually. I started out in a coding
position and performed release of information two days a week.
This was a small rural facility, and we had summer college help
with microfilming at the time.
I was put in charge of supervising the college students. I also
was put in charge of any HIM students that were on site for practical
experience.
My first project management opportunity was when I was a
director in a small rural facility in Iowa. We were moving from
a paper [master patient index] system to an electronic system
for our MPI/registration/coding/billing and accounting system.
I was put in charge of the project. I had to use my credential
knowledge to ensure that the MPI was loaded correctly and that
the registration/coding and abstracting was a smooth process
with testing/training and implementation and then creation of
policies and procedures. The project was a success with little
backlog following the go-live.
I was assigned this project by the CFO. The reason he assigned
the project to me was because of my credential and because of
my knowledge and experience. It was an opportunity to prove
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Journal of AHIMA August 11/33
Opportunity Knocks
what capabilities I had with a successful project. It allowed me
to have the courage to move on to a larger facility and expand
my knowledge in other areas.
?Jane DeSpiegelaere-Wegner, MBA, RHIA, CCS, FAHIMA
I WAS FORTUNATE to be involved in setting up a brand-new
HIM department at a new hospital affiliated with the one where
I was working as an assistant director (at that time it was just
paper records on shelves). Then when another new hospital
opened, I had this rare experience that made me a great fit for
the director position. [It was] unusual to be able to participate
in not one, but two new hospital medical record departments.
A former HIM classmate (to whom I am grateful!) offered me
the opportunity to teach a class as an adjunct instructor while I
was working as a director. That let me into the HIM education
field, where I have had many opportunities, first in teaching and
then administration.
?Karen Patena, MBA, RHIA, FAHIMA
DURING FALL 1984 I was working full time as the director of
HIM at a hospital in Pinellas Park, FL, when I accepted a temporary
consulting job for St. Petersburg Junior College to assist
in the development of the physical laboratory/classroom for
their new HIT program. The executive director of my hospital
approved my accepting the job, and I got right to work.
As a 1977 graduate of Alfred State College?s HIT program, I remembered
taking a mock RHIT exam, and so I contacted the
program director (Janette Thomas) to ask if she would share it
with St. Pete?s HIT program. She misunderstood the reason for
my call, because the college had available an opening for a fulltime
instructor. She thought I was calling to apply for the position.

Moments later, while still on the phone with her, the department
chairperson (Glenn Fairchild) walked into her office. Janette
handed Glenn the phone, and he interviewed me on the
spot. During our brief conversation, I told Janette that I didn?t
know about the job opportunity, but I was very interested in it.
The following morning, Glenn called to offer me the position,
and I accepted. I started my full-time position as an instructor
at Alfred State College on December 4, 1984, and 26+ years later
I am still teaching full-time and advising students.
What I learned from these experiences is that it is crucial to
push myself to do things that I am not convinced I can do. As a
26-year-old HIM professional I wasn?t sure I was capable of assisting
St. Petersburg Junior College, but I was willing to give it
my best shot.
?Michelle A. Green, RHIA, FAHIMA, CPC
MY BIG OPPORTUNITY was the implementation of DRGs in
1983. I had the opportunity to improve all coding at St Luke?s
Hospital in Fargo, ND, as supervisor in the HIM department in
preparation for DRGs. I then worked with our data quality coor-
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34/ Journal of AHIMA August 11
Opportunity Knocks
dinator to monitor and track payments made under the DRG/
PPS system to the hospital. This included watching sequencing
of diagnosis and procedures, quality of coded data, and
the overall performance of the coding staff. During this time, I
developed self-confidence to move on to my next position as a
director of HIM in Orem, UT.
?Patricia L. Shaw, MEd, RHIA, FAHIMA
AS A NEW GRADUATE in 1971 my first job was as the assistant
director of an 800-bed teaching hospital. Part of my responsibilities
involved training all new employees in the health information
department. My director saw my interest and skills
in working with new employees and felt that I would be a good
role model and program director for the new health IT program
at a local community college. Through her mentoring process,
I was hired as the new program director. From that point I was
recruited by a Big Ten university as a faculty member and was
successful in achieving promotion and tenure.
The learning experience was invaluable in allowing me to
share my knowledge and experience with new young professionals.
The positions I have held in educational institutions
have given me opportunities to discover my enjoyment of working
with young professionals and departmental employees.
?Vickie Rogers, MS, RHIA, FAHIMA
MY FIRST ON-THE-JOB career development opportunity occurred
way back in the late 1970s?actually 1979 into 1980. My
hospital was investigating various computer companies to help
us manage our finances, patient accounting, and clinical data
collection. This required me to work on a team comprised of
leaders from our finance, patient accounts, nursing, and various
ancillary departments. Since the medical record department
played an important role in timely coding and submission
of charges, I was very involved in the selection process and the
implementation.
I discovered it was not a one-meeting process and that I had to
look beyond the functions of the medical record department in
evaluating the various companies. The process opened my eyes
to how the HIM department impacted so many different departments
in the hospital, as well as physician practices, since
we supplied medical information to help them code their physicians?
hospital activities. I also learned the need to negotiate
and compromise for the best outcome for the hospital. It also
taught me how to delegate better.
The implementation required a lot of file building. I needed to
identify and trust certain staff members to convert our master
patient index. I believe that once I demonstrated my willingness
to be a team player and look at the big picture, I was selected to
participate on additional projects for our hospital, all of which
contributed to my professional growth and eventual expansion
of my responsibilities. ?
?Janice Crocker, MSA, RHIA, CCS, CHP, FAHIMA
Meg Featheringham (meg.featheringham@ahima.org) is assistant editor at
the Journal of AHIMA.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

STEPS TO LAND A JOB AND
BUILD A CAREER IN TODAY?S
MODERN HIM JOB MARKET
By Priscilla Keeton, MS, RHIT, and Patricia Pierson, RHIA
e-HIM
Professionals
WANTED
34/ Journal of AHIMA May 15
THE RAPID EVOLUTION of health information management
(HIM) has created enormous opportunity for those individuals
who are up for the challenge and prepared for the work. With the
emergence of electronic health records (EHRs) and supporting
technologies, the roles of HIM specialists are under reconstruction.
Both new and seasoned professionals are required to obtain
the knowledge and possess the skills to navigate through
the new world of HIM. A plan to traverse the road ahead is necessary
to build a successful career in HIM, and begins with determining
and taking that fi rst step. As Winston Churchill once
wisely said, ?He who fails to plan is planning to fail.?
MAKE THE MOST OF YOUR
DEGREE PROGRAM
HIM degree programs are essential to the
development of tomorrow?s workforce.
Th ey prepare future graduates with the
latest domains of knowledge that will be necessary to appreciate
various facets of HIM. Beyond the A&P fl ashcards and stack of
coding books, there is a shining light of opportunity in the Professional
Practice Experience (PPE). However, program directors
report that it is increasingly diffi cult to establish PPEs for their
students due to shrinking HIM departments and the increasing
number of staff working remotely. Despite these challenges, HIM
directors and leadership teams are remiss in not taking this occasion
to train the next generation of HIM specialists.
Th is is an equal opportunity for HIM students and directors to
take advantage of this unique juncture to learn from and interview
each other. And make no mistake?a PPE is an interview.
It is an extended interview for the students to demonstrate their
skills, learn about the various functions of the HIM department in
order to discover their ideal fi t, and examine the culture of a company
to see if this is where they would ultimately like to be employed.
HIM directors devote their time to host PPEs for students
with the hope of fi nding the best candidates for future positions.
Every aspect of the PPE is under surveillance?timeliness,
professional dress, teamwork, work ethic, time management,
critical thinking, and work standards. Take advantage of this
opportunity to promote your value. Over-deliver when you can
and do what is expected?both before it?s expected and better
than it?s expected. Th ese are the students that directors want to
hire and the employees that will advance.
With this unique opportunity to make all the right moves
comes the prospect of also making the wrong ones. Th ere are
some common mistakes that can land you on the ?do not hire?
list. Among the top off enses are those related to inappropriate
use of social media, the Internet, and smartphones. Th e world
is certainly technology driven and people are increasingly consumed
by the need to stay connected, but there is a time and
a place for these activities. During work hours and/or the PPE,
personal use of apps, sites, and gadgets should be minimal. Employers
will also make note of inappropriate attire as a reason
that someone may not be hirable in the future. It is widely assumed
that the way a person shows up for an interview is the
best they will ever look at the job. Even though this is a PPE, remember
that it is still an interview and one should put his or her
best foot forward in all areas, including professional attire.
Another way to gain visibility as a student is to demonstrate
interest in the profession. Participate in AHIMA activities and a
state and local HIM association when possible. Volunteering is a
great way to meet professionals and it can also be highlighted on
your resume and during your interview. Mention the things you
did, new information learned, speakers you heard, topics you
enjoyed, and whom you met (chances are your interviewer may
know them). Remark that you stay abreast of the professional
literature and cite the journals and websites that you follow.
Th ere are many free journals and e-newsletters you can sign
up for, as well as AHIMA e-Alerts, to stay informed of current
trends. Networking with industry professionals is also an ideal
way to fi nd out about employment opportunities.
Social media can be a powerful tool a student can use to begin
networking. Create a LinkedIn account and profi le that highlights
your skills and strengths. Be sure to include industry keywords
and information about achievements, associations, and
professional goals. Th is ensures that employers will be able to
fi nd you on LinkedIn and take that all important next step of requesting
your resume. But beware the blunders of social media
as well. While employers use social media to fi nd candidates,
they use it to screen candidates as well. Facebook profi les that
lack discretion or are not in line with a company?s image can
prevent employers from recruiting someone.
Now that you have obtained your degree and made some professional
contacts, you need to commit your qualifi cations to paper.
WRITE AN EFFECTIVE RESUME
Large companies typically utilize search
tools that electronically comb though submitted
resumes for keyword matches to a
particular job description. It is important
to carefully read the job description and extract key phrases that
you can include on your resume to increase your chance of being
selected for review by hiring managers. Th e next part of the
recruitment process is generally focused on accomplishments
and results. Be clear about your qualifi cations and experience.
Resumes should follow some general guidelines:
Demonstrate the value you bring to the company. Resume
screens are typically done in seconds, so your resume should
highlight what you are good at and what you want to do, as
well as clearly outline how you fi t the job?s requirements.
Highlight your accomplishments. Employers prefer resumes
that are accomplishment-oriented rather than those
written with general resume language. Employers want
motivated candidates that consistently perform past their
basic job functions. Focus on demonstrating how you were
able to save time or money, gain effi ciencies, build relationships,
or solve a problem.
Place job-relevant skills near the top of your resume.
Specifi c skills relevant to HIM should be included in the
summary section at the top of the resume.
Utilize a bulleted format. Bulleted lists are more readerfriendly
and widely preferred by employers. Be consistent
with the use of bullets to prevent the reader from quesJournal
of AHIMA May 15 / 35
e-HIM Professionals Wanted
STEP 1
STEP 2
36 / Journal of AHIMA May 15
e-HIM Professionals Wanted
tioning why some material is not bulleted or indented.
Don?t list references on your resume. Th ese should be listed
on a separate sheet if you choose to submit them. However,
references are generally not submitted unless requested by
the employer.
Verify the formatting of your resume. Formatting on email
attachments varies from computer to computer, so
it is recommended to experiment by sending the e-mail
to various users to verify that format is consistent. Using a
text version of the resume is generally the most common
format for e-mail.
PREPARE FOR THE INTERVIEW
If you have written an eff ective resume and
your skills are a good match for the position,
you are likely a promising candidate for an
interview. Large organizations commonly
schedule a phone interview with a recruiter
as a fi rst step. During this phase, the recruiter will ask a series of
questions to determine why you are interested in the position,
what your salary requirements are, and if you would be a good fi t
for the culture of the company. Although this feels very informal, it
is important to take this step seriously. Make sure you are in a quiet
environment during the phone call with your resume at hand.
If you pass through this initial fi lter, you may fi nally be granted the
offi cial job interview. You may not be the only candidate that interviews
for a particular position so you need to make sure that you
stand out from the crowd. Th e number one thing you can do is prepare.
Preparation not only shows that you are very serious about the
position, but it helps to alleviate nerves that may otherwise hinder
your ability to exhibit that you are the right candidate for the job.
Begin by learning everything you can about the company.
With the abundance of information available online, there is no
excuse to show up to the interview with little to no knowledge
about the company. Scour the company?s website and fi nd out
everything you can about their mission, their range of services,
locations, history, news stories, etc. Th e information you gather
will help you converse with the interviewer and ask intelligent
questions that will demonstrate you have done your homework.
Familiarize yourself with the job description so you know what
the employer is looking for in the person they hire. Highlight the
skills you possess that are aligned with the job description using
examples from your coursework or previous work experience to
validate your competency. Practice responding to anticipated
interview questions so you can develop concise answers with
suffi cient detail. Carefully choose interview clothing that depicts
your professionalism and demonstrates you are serious
about the position. Prepare a notepad or portfolio to take with
you to the interview that contains extra copies of your resume
for distribution, questions that you would like to ask, and extra
paper to take notes during the interview. Remember that an interview
is just as much about you determining if the company
and the position is a good fi t. Ask the questions that you need
answered to decide if this is the right place for you.
LAND THE JOB
While interviewing can be nerve-wracking,
most interviews will contain some common
questions that you can prepare for in advance.
One of the most common interview questions
is ?Tell me about yourself.? Be prepared to answer
this concisely and with focus on what the interviewer would
like to know about you with respect to the open position. Th is is
not about where you grew up or your hobbies but rather about
how you would fi t into the job you are interviewing for. Focus on
strengths and skills that directly pertain to the open position. You
need to demonstrate that you are the exact person they are looking
for. Provide examples with results such as ?I increased productivity
by 10 percent over a nine month period by? .?
If you are a new graduate with limited experience, don?t let your
lack of relevant experience trip you up. Discuss any exposure you
had to similar functions during your PPE and demonstrate that
you are knowledgeable about the function. If you had access to
EHR applications during your degree program or during your
PPE, be prepared to establish that you were able to quickly adapt
to the software and provide examples of what you were able to accomplish
with those tools. Just remember, what the interviewer is
really looking for is your ability to evaluate a situation, determine
what needs to be done, and think ahead to the next steps. Th ink
about examples you can use during your interview that illustrate
this critical thinking, regardless of the context.
In addition to HIM knowledge and computer skills, employers
are increasingly seeking soft skills such as critical thinking and
problem solving. Interpersonal skills (how well you work with others)
and communication skills (the ability to eff ectively communicate
with various groups) are among the qualities most sought after
by employers. Th ese skills, along with time management and work
ethic, indicate higher functioning employees that will get the job
done quickly, eff ectively, and with minimal supervision.
At the conclusion of the interview, be sure to reiterate your excitement
for the position to illustrate your enthusiasm and moti-
Landing a Different Job Within Your
Current Organization
WITH THE CONSOLIDATION of HIM departments across
the industry, many HIM professionals are fi nding themselves
having to re-interview for new jobs within their organization.
To make the transition to the new roles, it is necessary
to understand what employers are looking for as they
restructure their HIM departments with staff that will help
them meet the demands of the EHR, the ?meaningful use?
EHR Incentive Program, and regulatory requirements.
In this scenario, it is important to show enthusiasm for the
changing environment, establish that you understand the
needs of the new job and have a willingness to grow, and
provide examples of how you have met challenges in the
past. As a bonus, demonstrate your passion for the profession
by discussing how you stay current on HIM topics by
reading industry magazines and how you are involved in
local organizations for networking opportunities.
STEP 3
STEP 4
Journal of AHIMA May 15 / 37
e-HIM Professionals Wanted
vation. When the interviewer asks if you have any questions, refer
to the list of questions you prepared ahead of time and see if there
are any outstanding topics you would like to discuss. Finally, remember
to thank the interviewer for his or her time and ask when
you might hear back from them or what the next step will be.
TAKING THE NEXT STEP
IN YOUR CAREER
It is not very often that someone new to a
career lands their dream job right out of the
gate. For new graduates and career changers,
there is a process for getting to where
you want to be. Th e key is to plan out your next career step. Do
you have aspirations of becoming an HIM director? More education
and/or further certifi cations may be necessary to reach
that goal, so look at the road ahead and plan accordingly. Are you
looking for advancement opportunities at your current organization?
Networking is a valuable tool for fi nding out about opportunities.
Make others aware of your goals so that they can let you
know when they hear about open positions that may interest you.
By letting your manager know about your career goals, they may
be able to help you gain the knowledge and skills you will need to
take that next step. Seek out an HIM mentor in the organization
that can guide you to the next level.
Th e employment opportunities in HIM are endless?information
governance, data analytics, and clinical documentation
improvement are just a few of the new HIM roles that need
skilled professionals. HIM professionals possess a unique range
of skills that make them valuable in so many diff erent facets of
healthcare. When new opportunities become available, remember
to speak up and let employers know you are up to the task.
Th ere are numerous avenues to get to where you want to be?
but you have to know which direction you want to take. If you
know you want to advance but don?t really know what that entails,
there are career planning tools available through AHIMA?
visit www.ahima.org/careers?and other organizations that can
help a person visualize where they want to be and how to get
there. Stay connected with local, state, and national HIM organizations.
Th rough networking and giving back to the profession
a person can learn a lot more about available opportunities.
Th e above steps will help you navigate the evolving roles in
HIM and map out a successful career path. Make the most of
your PPE, write a professional resume, prepare for the interview,
and network and utilize professional resources. You are
now ready to step into the HIM profession, land the job that you
want, and map out the career of your dreams. ?
References
Bowe, Hertencia. ?Developing Skills for a New Era.? For Th e
Record 23, no. 3 (February 2011): 8.
Hansen, Katherine. ?Avoid Th ese 10 Resume Mistakes.?
QuintCareers. www.quintcareers.com/resume_mistakes.html.
Polk-Lepson Research Group. ?2013 National Professionalism
Survey Workplace Report.? Center for Professional
Excellence at York College of Pennsylvania. January 2013.
w w w.ycp.edu/media/york-website/cpe/York-CollegeProfessionalism-in-the-Workplace-Study-2013.pdf.
Sundberg, Jorgen. ?How Interviewers Know When to
Hire You in 90 Seconds.? Undercover Recruiter. http://
theundercoverrecruiter.com/infographic-how-interviewersknow-when-hire-you-90-seconds/.
Th ompson, Greg. ?Building a Better Resume.? Advance for
Health Information Professionals. March 26, 2013. http://
health-information.advanceweb.com/Student-New-GradCenter/Student-and-New-Grad-Center/Student-Top-Story/
Building-a-Better-Resume.aspx.
Priscilla Keeton (priscillakeeton@texashealth.org) is project analyst for
health information management services at Texas Health Resources, located
in Arlington, TX. Patricia Pierson (ppierson@collin.edu) is a full-time faculty
member in the health information management department at Collin College,
located in McKinney, TX.
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STEP 5
Reproduced with permission of the copyright owner. Further reproduction prohibited without
permission.

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