Response and Summary Essay Example | Topics and Well Written Essays - 500 words

Response and Summary - Essay Example She adds that it can help people become healthier too by reducing stress and anxiety. Likewise, it may improve creativity because people have more time to think about improving different work aspects. Damon believes that, though a three-day weekend break sounds great, reality indicates that people are â€Å"going the other way,† working longer than shorter hours per week. He adds that discipline and â€Å"benevolent employer[s]† are important for a four-day week to work (â€Å"GlobalNews†). She agrees that benevolent employers understand that employees are human beings who need extra time out. She further notes that retention rates may also increase if employees think that their employers are concerned of their general welfare. High retention rates mean lower employment costs that arise due to high employee turnout. The strengths of the claims of the speaker are its promotion of a shorter week’s benefits to individuals and societies and provision of examples of companies/nations that practice it. By promoting various benefits, Lyall may convince more organizations to implement it. In addition, through giving examples of companies and nations applying it, it underlines its popularity that may increase its acceptability for other firms. The weakness of the claims is that a shorter work week alone is not enough to attain its benefits. It may not improve the economy if people are not disciplined enough to finish their work on time. It cannot enhance work-life balance too if people bring their work to their homes. It could also hardly advance gender equality, if many people continue to think that only women must perform traditional roles and responsibilities. Despite this weakness, I agree with Lyall that a four-day week can have social and economic benefits. It means being more productive because I can focus on working more efficiently. It also gives economic advantages because I have lesser expenses in going to work. Three days of weekend

Advanced Practice Legal Considerations Case Study

Advanced Practice Legal Considerations - Case Study Example Basically, there are six types of torts—a few of which will be discussed here, and how those specific laws apply to Luann’s situation. There are intentional torts against persons, which deal with very specific charges that are incurred when one person injures another. Other categories of torts similarly deal with different types of wrongs committed, including: unintentional torts (negligence); and special negligence doctrines, including negligent infliction of emotional distress among others. Finally, defenses against negligence—as well as strict liability—will be examined, especially as it regards whether confidentiality issues were breached when the lab tech used personal information to make a decision about informing someone about someone else’s health, a one person who was not supposed to be privy to that information as that person was a third party. Herein are analyses of some aspects of torts, some of which may not be torts which necessarily a lign with this particular case, but which should be mentioned nonetheless. II. Misappropriation of the Right to Publicity According to Frackman et. al. (1996), â€Å"The right of publicity makes it unlawful to use another's identity for commercial advantage without permission. In recent years, that right has grown to encompass the potential misappropriation of voice, performance style, former names, and maybe, as contended in a case recently filed in Indiana regarding the race horse Cigar, . . . the image of an animal† (pp. 1). Misappropriation of the right to publicity basically means that someone’s privacy is being invaded in some way, shape, or form. Others’ privacy should be guarded well. III. Invasion of the Right to Privacy An invasion of the right to privacy is a direct intrusion on someone’s personal space. This â€Å"invasion of privacy,† so to speak, is not legislated per se. However, confidentiality agreements—such as the one the lab tech Luann signed—should be honored, and are honored, in a court of law. However, various celebrities and other personalities of note have invoked the invasion of the right to privacy in court cases. Using the name or likeness of a person can also get one into trouble in regard to the invasion of privacy. This is a bit like intellectual property law, where someone’s image is protected. Interference with the First Amendment can be a cause of torts. In the case of invasion of the right of privacy, this applies occasionally. IV. Unintentional Torts (Negligence) a) Duty of Care Duty of care basically means that a reasonable person has a duty to another person to make sure that he or she does not have any kind of trouble. This means that anyone should act reasonably according with to the situation at hand. For example, one example of duty of care is that, if an oncoming car is about to hit a pedestrian, and a passersby had the chance to save the person, this is called t he person’s duty of care. Any reasonably-acting person would have tried to get the pedestrian out of the way of the oncoming car. In Luann’s case, she had the duty of care to protect the confidentiality of her client’s name and condition. She did not abide by the confidentiality agreement set forth when hired, and this is what got her into a lot of trouble with the courts. V. Breach of Duty Breach of duty occurs when a person has a duty to perform for a person, but he or she does not do it. For instance, in the previous example with the car about to hit the pedestrian, the onlooker would have performed a breach of duty by not rescuing the

Christianity in the first three centuries Essay Example for Free

Christianity in the first three centuries Essay After the terror of September 11 the American people wanted to know what type of people would fly airplanes into buildings killing thousands of their good citizens. The left wing media and the Bush administration, which often patronizes left wing, political correctness, provided the most typical ‘spin’ for public consumption. This interpretation works within the typical left-wing paradigm, which deems all religions as essentially the same and politics as Ð ° separate category of life, removed from the private concerns of true religion. It is only when conservative religious-types attempt to impose their narrow minded beliefs upon the peaceable world of religious and political communities that problems arise. (Sherifa 2005 28) Therefore, it is not Islam that brought about September 11. ‘Islam is Ð ° religion of peace’. It is ‘fundamentalists’ who are most to blame for disturbing the peace. After all, the term Islam means ‘peace’. â€Å"Enhanced analysis is where â€Å"the rubber meets the road† Up to this point in the analytical process, personnel have primarily been cleaning data and analyzing information using broad approaches. Transforming the information into quality intelligence requires time and skill. Whether some forms of analysis are art or science is debatable. In the case of homeland security and terrorism analysis, it is both. Methods employed by an analyst can be replicated for use on many different fronts. In addition, there are numerous scientific models and tools available for analysts that can be utilized by anyone to prove or verify information. The data should yield the same results for whoever undertakes the process. (Paul 2002 31) Use of Ð ° checklist is encouraged due to the magnitude of events that can be faced by an analyst undertaking terrorism or organized hate group investigations. Too many steps are involved in the intelligence process, and information often arrives at intermittent times, making organization of the information difficult. Matrixes, link charts, time lines, and maps also play important roles in transforming information into enhanced intelligence. Whatever techniques are used to analyze the information, it is crucial to know ones criminal data and what information is available. In warfare, one needs to know the enemy, and in the analytical world one needs to know the enemy (subject or target) as well as the data. If you do not know what you have, how can you transform it into intelligence? (Michael 2004) Today the term is used by the media and intelligentsia as Ð ° form of hate speech an epithet to curse those who disagree with them. In the present context it is used as Ð ° means of casting aspersions upon conservative Christians in relating them to terrorist activity. Stephen Schwartz serves Ð ° good example of this type of rhetoric. In his work on the Saudis and Wahhabis, The Two Faces of Islam, he skews an otherwise outstanding work with Ð ° continual reference to ‘fundamentalist’ Muslims as perverting ‘true’ Islam. The term serves as Ð ° source of pure rhetoric throughout the work, disembodied from any specific reference to Ð ° movement, group or set of beliefs. There is only one section where he even bothers to relate it to Ð ° specific viewpoint. In this place he condemns Muslims who limit ‘all historical and cultural development in Islam after its first two generations’. However, this understanding of fundamentalism in terms of literal interpretation and living-in-the-past contradicts the overall thesis of Schwartz and his liberal constituency that would characterize the religion of Muhammad the ‘true’ and ‘authentic’ Islam as Ð ° religion of peace. If Muhammad was Ð ° man of peace, literal Islam would have produced the same sort of pacifism that we observe among early Christianity in the first three centuries. But the real truth is that it produced much the opposite. Islam does not exist in the world of ideas as Ð ° disembodied, un-interpreted spirit, subsisting above and beyond the communities who represent the faith. ‘True’ Islam exists only in the mind of those liberals who wish that Muslims would find in Islam what they want them to believe. No religion, philosophy or political ideology exists apart from those who interpret it in accordance with their own purposes. For example, one could find Nazism within the writings of Friedrich Nietzsche if one wishes to use his writings to deconstruct certain themes in certain ways. His writings contain that possibility, even if Nietzsche himself was not an anti-Semite. All works contain enough tensions within them to allow the interpreter to choose this or that reading as more indicative of the true essence of the text, It is all Ð ° matter of choice, If Ð ° reader wishes to find the good things of liberalism within the Qur’an feeding the poor and helping widows and orphans in their distress, there is much in the text that lends itself to this direction. (Paul 2002 56) However, Ð ° liberal cannot deny that there is more Ð ° pretext for deconstructing the Qur’an and proceeding in the horrid direction of September 11 than there is in the Bible or the sacred texts of most other religions. The Bible certainly contains imprecatory psalms and holy wars, but within its writings, especially those of the New Testament, there is much to counteract the more bellicose verses of the old Testament and marginate them or treat them as Ð ° product of Ð ° bygone dispensation. Within the Qur’an there are Ð ° number of disturbing sections that could lead in the direction of September 11 if so interpreted, and little else to counteract them. There is no concept of the historical progress of revelation, as the divine revelation did not take place over Ð ° period of time. According to most Muslims, the Qur’an is an eternal and uncreated book. Its Arabic is God’s Arabic its words God’s Words. Nevertheless, Islam does not exist as Ð ° simple monolith, which demands our acceptance or rejection. â€Å"Since the events of September 11, the American people may have been treated to more truth from their government than ever before. In the post Vietnam era, when the notorious Phoenix program of assassinations finally came to light, public indignation was sufficient to empower investigation by the Church Committee, and Ð ° subsequent ban on foreign assassinations. Over the past decade and increasingly under the Bush Jr. administration, however, open talk of intended foreign assassinations, efforts to overthrow the leaders of other sovereign states, or invasions of an unspecified array of nations can reach the daily papers through on-record remarks by elected officials. † (Amit 2003 127).

Increasing Floorspace Construction Plan

Increasing Floorspace Construction Plan After the negotiation of the final contract, EID was given the authorization to begin the project.  But there was no formal notice to proceed and the duration of the project was not closely monitored or contractually specified. In the appointment of an owners representative during the design phase, to expedite owners decisions and approvals, Mr. Ian Leadbetter, a mechanical and software engineer, was appointed as the owner representative even though he lacked project management training and experience. Failures in submittal reviews Mr. Leadbetter was occupied with the software development and did not have a standardized process in place for the approval of submittals and other key project management owner processes. Design process failures There was no process that was in place to deal with the expansion of the production train. This change caused the software design work that was completed to be discarded resulting in Mr. Ledbetters need to focus on redesign of the software and not on his duties of facilitating and communicating information between all parties. Since there were no processes on order for submittal reviews and approvals, there was a significant delay in the delivery of the production train equipment. During the construction phase, there were numerous problems that resulted including inter-coordination of shop drawings to design causing the structure of the building to be designed five feet less than required for the production train, owner representatives conducting business with subcontractors without the contractor being present, and other problems with process and technical management. There was no communications plan in place for the project. Failures in completion schedule and getting occupancy permits There were delays due to a number of shortfalls in the project management system. The management failed to hold EID accountable for project completion and closeout causing delays in schedule.   EID did not provide the building occupation permit nor did they comply with scheduling requirements for utility tie-ins causing several weeks in lost production. b. The real objectives of Woody were as follows: Increase the production capacity by 25% Increase the flooring of the production plant Install air conditioning Install dust free painting and finishing shop Add additional compressor capacity Completely install a semi-automatic wood working production train Renovate the President and Vice-Presidents offices e. The projects success can be gauged by their adherence to cost, time, usage of resources and quality standards. Cost: Maximum cost allowed was $ 17 million. Having a control over the budget, without any deviations would be success criteria. Time: The maximum time allowed for the project was 18 months. Any deviation from this would reflect poorly. Quality: Adherence to both product and process quality would be important. Product quality can be determined by the Conditions of Satisfaction established by the customer, in this case the management board of Customs Wood Work. The second quality standard can be measured by the criterion set by the project team in order to obtain the final product. Process quality has to be developed at every stage. 2. Project Scope Set up in 1954, Custom Wood Works had diversified into the manufacturing of made-to-order kitchen and bathroom cabinets, furniture for wholesalers/retailers along with its traditional offering of customized furniture. The company had even taken up sub contract work supplying installing counter tops and cabinets for commercial constructions. With the mini-boom in the construction industry, Custom Wood Works was set to expand its manufacturing business. The company was looking to enter the field of manufacturing by computer controlled automation. To give a certain grandeur to this strategy, the offices of the President and the Vice-President were being refurbished. The scope of the project includes increasing the floor space available to the company with a focus on increasing the companys production capacity by 25%. It also includes setting up of a new semi-automatic wood working production train complete with air-conditioning facilities and a dust free painting shop. The project even includes renovation of the President and Vice-Presidents office. The additives to Woodys project plan should include Sales Assessment An assessment of committed sales contracts and projected contracts should be done to ensure that production can still be maintained during proposed construction and that customer demands for scheduling and delivery requirements are met. There should be a strategic planning session which includes administration, sales, and production to ensure a high standard for customer satisfaction during proposed construction process.  A detailed sales and marketing plan should be prepared and should have contingency planning in case the market falls in a certain sector.   Process and Recommended PMLC model A complete systems flow should be developed to include document, task and schedule accountability, and allow for the integrated coordination between the owner, design and construction teams, and governing agencies. A Woody 2000 project steering committee should be formed that includes the executive management team and key leaders of the project.   Strategic planning and focus groups A systematic strategic planning session with various groups in the organization should be organized. Sub focus group which includes finance, production and administration should be formed. All meetings would have very detailed meeting minutes to include new and old business, pending issues and accountability milestones.   A task-tracking log can be maintained in each of the key disciplines. Evaluate Design and Constructability Value engineering, systems analysis, interior and exterior specification selections, program requirements, and overall design development coordination should be included. Existing production output should be reviewed along with new technologies and the affect upgraded machinery would have on production. Existing production capability should be maintained in order to service existing clients.   Project sequencing and mobilization A complete interfacing of the Woody 2000 project program requirements with the existing operations to determine various solutions for construction mobilization should be included. Pre-construction schedule Woodys executive team should be included in the overall development of the pre-construction schedule with related tasks and accountability time lines. A mobilization plan must be completed in order to ensure that the existing production lines can be maintained without interruption. Financial Performa and feasibility Various alternatives to the proposed expansion including Financial Performa, implications of proposed construction, system for programming spaces, methodologies for hiring of design and construction teams, design development process, implementation process, cost controls, and quality control procedures, should be developed.   Contractor selection methodology A competitive bidding process for the selection of the General Contractor should be followed. A preconstruction conference would be held in which the construction documents would be handed out and the project parameters be discussed and established with contractors. b. Woodys plan in managing the project included the following: Appointing Spencer Moneysworth as the Project Lead Inviting Expert Industrial Developers to quote on the construction. A monthly cash flow was developed by Kim Cashman. Mr. Leadbetter was appointed to take over the day-to-day running of the project. Various vendors like Piecemeal Corporation etc. were appointed to supply the necessities for the impending construction. The installation of the mechanical equipment in the dust free paint shop was given to Amos Dent of Tinknockers Associates. The local inspection authority was asked to intervene and check for compliance with the regulatory policies. An additional line of project financing was opened up to meet the escalated costs, because of the delay in completion. An expensive marketing strategy was launched to win back the lost customers. For post project appraisal, project management consultant W. Easley Associates were retained. A new and improved project management plan should include the following: Programming guidelines 1.  Design review Review Architectural and Engineering Design Services Agreements and ensure that these agreements have definitive date constraints and design to budget parameters. 2.  Review Programming Objectives a. Confirm the Woody team overall desires, intentions, goals and objectives for their expansion and develop a complete needs assessment b. Confirm the long range facility strategies and the necessary sales and marketing strategies needed to keep the new production train generative for its proper production to payback ratio. 3. Review Programming Documents a. Confirm the assessment and audit of Owners existing facilities and determine specific needs to projected revenues.  Review existing operations to ensure that production is not affected by the construction process. b. Ensure the Owners facility needs are fully documented by the use of a program manual and needs assessment log. d. Coordinate with the executive team the overall requested program to decipher between needs and wants and obtain necessary approvals. 4. Review/Maintain Overall Project Budget (OPB) a. Confirm the Owners needs and constraints regarding overall project budget and develop concise budgeting throughout design development phase. b. Confirm coordination of the budget with the program to insure sufficient funds are set aside and that the sequencing of work is in line with projected cash flow. c. Determine cash flow requirements and projections for the duration of the master schedule and coordinate with the finance office. d. Prepare periodic reports to document the planned cash flow versus actual cash flow and report to the Woody 2000 executive steering committee. 5. Review/Maintain Overall Project Schedule (OPS) a. Validate the preliminary schedule and expand the final project schedule and identify major milestones and the critical path for project. b. Validate major team members needs, responsibilities and detailed scheduling of team members work including owner supplied equipment, subcontractors, and the entire project workforce. 6. Review Site Due Diligence 7. Zoning Surveys Coordinate and confirm approvals for proper permitting. a. Transportation Confirm the necessity of a traffic management plan to ensure that the 850 existing employees have ample parking and are not affected by the construction. b. Legal restrictions Confirm approvals for equipment and new paint shop area. c. Environmental reports Soils investigation Confirm that all soils reports are sufficient for the new building footers and structure. e. Existence and capacity of utilities and infrastructure Coordinate with the appropriate utility companies to confirm that all expanded utilities are scheduled properly and without delay. f. Determine applicable government and community agency requirements, approvals and permit. b.  Design Process 1.  Confirm Procurement Agreements Design Services a. Confirm list of consultants, contractors and vendors whose services may be required in the purchasing of design services. b. Monitor the development of agreements to be awarded to successful bidders, all required contracts must be based on hard numbers or guaranteed maximum pricing. 2.  Performance Compliance a. Coordinate the specification of materials with the Owners needs there should be careful consideration given to the production train equipment. b. With the design consultants, develop procedures for material testing and test reporting. 3.  Consultant Coordination a. Monitor the coordination of consultants and vendors in such areas as the production train equipment and other specialized equipment necessary for the expansion space. 4.  Program and Design Compatibility a. Confirm with the design consultants that the developing designs are compatible with the program, master schedule, master budget and quality expectations. b. Confirm with the design consultants that the design as developed is compatible with the Owners needs. 5.  Submittals a. Monitor design submittals and approvals. 6.  Insurance a. Confirm that design consultants have and maintain insurance in accordance with the Owners needs. 7.  Cost Control a. Manage procurement of conceptual estimates of construction costs. b. Assist with value engineering ideas. 8.  Financing a. Assist Owner with developing a process for managing use of the contingency fund. b. Make adjustments as necessary to project current and future cash flows. 4. Quality a. Maintaining quality in this case, includes Adherence to procedures and processes Enforcement of the processes Issuance of completion certificates   Procedures and processes Quality assurance of The Woody 2000 project can only be accomplished through proactive involvement of the management team, interaction with the Owner, and design personnel. The tools to accomplish the same include: Design reviews-Constructability reviews value analysis Submittal control and approval Pre-construction meetings for major building components Partnering Sessions at key intervals of the project to clarify project standards and goals Educating trade contractors in the QA/QC (Quality Assurance/Quality Control) requirements of the project. Quality assurance and control of the Construction Manager and subcontractors and in field operations should begin during the design phase to determine that the contract requirements are clearly understood by all parties.   Periodic inspections must be conducted to ensure that all items are in conformance, or that non-conforming items are corrected.   Enforcement A regular quality inspection process should be documented. If the quality program is not implemented properly, a notice should be given to the parties involved, calling for an immediate resolution. 3.  Review and issuing completion certificate As certain phases of the project are completed, a list of expected deliverables should be given to the contractors. The subcontractors are expected to cross check the expected deliverables with the actual deliverables and call in the quality team for a review. On successful completion fo the review, the completion certificate may be given to the contractor. b. Leadbetter didnt invoke the quality specifications as he had not been trained in project management experience and lacked the desired skills. The result of it were the following The specification of the production train was changed to increase capacity resulting in the rewriting of the software. This increased debugging at the start-up. Review and approval procedures for the various specifications and drawings were not taken, because of which there was a delay in getting the approval. Change in the production plans made it imperative to add another 5 feet to the length of the building. Delay in receiving and reviewing the catalogue descriptions and other specifications. Failure to meet the local environmental compliance standards, as set by the inspection authority. Building occupation certificate couldnt be obtained. Owners inspection and dry-run tests of the production train couldnt be performed. Customer delivery dates were missed and general contractors cancelled their orders. Depletion in the finished goods inventory and hence loss of face and sales opportunities. Resultant delay in the completion of the project, ensured that costs escalated and required an additional line of financing to be opened up. c. The importance of quality for such a project is because of the following reasons Ensures minimum re-work. Would ensure complete utilization of the resources The project would be under the stipulated budget. Proper quality would refer to compliance of standards and procedures. The project can be completed within the stipulated time. 8. Communication and People Management a. Organization Chart Project Chart b. Leadbetter when appointed to take care of the project lacked the knowledge which would have made him an indispensable part of the project. He lacked project management training and experience. He did not have any grounding in the understanding of the project life-cycle and control concepts. But Leadbetter had specialization in the understanding of the semi-automatic manufacturing machinery, which was the area of expansion of the organization. As such, with the start of the production run, this knowledge would have proven to be an asset ot the company. Hence, imparting training in project management and nurturing of his skills would have helped the company. c. Communication Plan The communication plan addresses crucial items which should include: Responsibility Matrix, Team Coordination, Master Schedule and Specific levels of reporting for different levels of individuals within the project design and construction team. Individual team members should receive specific types of reports such as: project team meeting minutes; monthly executive reports, schedule; etc.   Project goals are to be established and documented so each team member understands the common objectives. A Procedures Manual (PMP) should be completed which has all approved processes and procedures for the project.   Progress meetings: These meetings are important and should be conducted at least weekly, with trade contractors and key subcontractors, to discuss current progress and accomplished milestone objectives, forecast the weeks progress and goals, address problems encountered and actions required to correct any deficient work.   This entails two primary goals: To provide a series of tools for accurate monitoring of the progress of the project. To provide thorough, accurate records of the project to protect the owner from potential disputes or legal problems. Therefore, the following is tracked and recorded on each project: This can be achieved through rade Contractor Daily Reports, Construction Photos, Daily Logs, Testing/Inspection Services, Shop Drawings/Submittals, Document Management, Progress Meetings, Schedule Enforcement, Progress Reporting, Safety Inspections etc. Contract Administration and Field Coordination: The project manager should oversee the coordination of efforts between each contract, including issues such as accessibility to the site, maintenance of both pedestrian and vehicular traffic, eliminating disruption to on-going existing activities, tie-ins of utilities and roadways, compatibility of construction methods, construction phasing and utilization of construction forces. Information Management Systems: An Information Management System which implements, tracks and records all the various elements of Project management, planning, organization, meetings and reviews, site logistics, shop drawings, field orders, and document control, should be bought into place. Decision Tracking:   A decision tracking system can be designed to keep the project moving.   Whenever a critical issue is identified by the project team, the system would track the issue, its impact, its source, and the party responsible for the action on the issue.   As individuals take action on the issue, the system would track each action taken and identify the next responsible party in the process of reaching a decision on the issue.   As each issue is resolved, the decision tracking system would close the issue, but preserves the history of the decision process.   RFIs Requests for Information:   These forms can be used regularly to stimulate communication between all project team members, including the owner and architect.   These requests receive immediate attention and are invaluable in aiding the team members to anticipate conflicts before they become problems. d. Expected Communication during execution This should include Design Package Log:  Tracks drawings, specifications and key dates as needed. Pending C.O. Log:  This log tracks owner and designer wish list items and cost.   They allow for timely decisions while maintaining the project budget. Team Action List:  Tracks actions needed to accomplish schedule goals and facilitated those actions. Bi-Weekly Schedules and Meetings:  Meetings, facilitating communication and planning among team members.   These are directed mainly at trade contractors, but also need support from the owner and architect. Liaison Meeting:  Bi-Weekly meetings which includes owner representatives to facilitate major decisions and exchange valuable information.   Submittal Log:  Tracks all submittals by trade contractors requiring approval by the architect and engineers.   Daily Manpower Reports:  This report tracks trade contractors manpower.   This report is reviewed daily and weekly to monitor adequacy of work forces necessary to maintain schedule. CCA Status Reports:  Tracked changes (Contract Change Authorization) and the Owners contingencies available for changes.   Alternate/Value Engineering Log:  Tracks potential additive and deductive changes that the Owner may wish to implement.   Three-Month Calendar:  A three-month calendar with all upcoming meetings and major events can be included with all meeting minutes and updated weekly. 10. Cost Control a. Reasons for the initial high price of EID The initial bid of EID amounted to $ 20 million on a 18 month schedule. EID believed that Woodys would need considerable help with their project planning and had allowed for a number of uncertainties. EID allowed to undertake the work on a fully reimbursable contract. The counter offer EID made was to do the work on their cost but solicit fixed price quotations for all sub-trade work. Their position was reasonable because of 2 reasons: The hourly rate paid would cover all the direct wages/salaries, pay roll burden, head-office overhead and profit. This rate would apply to all engineering, procurement, construction and commissioning for which EID would employ another subcontractor for the building and design work The number of hours put in by EID can be monitored effectively by Woodys. b. 2 years after the project was first launched, there was no meaningful planning for completion. Owners acceptance, testing, dry-run and production start-up of the production train had not been carried out. Also the occupation certificate had not been availed. Due to late delivery of the production train, the tie-in of power and other utility connections scheduled for the annual 2 week maintenance shut-down could not take place. Customer delivery dates were missed and some general contractors cancelled their contracts and placed their orders for mill work elsewhere. Sales opportunities were lost too. All this put together resulted in the fact that, the project was only 85% complete because the delay in completion too was charged to Woodys account. c. Cost Control An experienced team of experts with knowledge of quantities and historical pricing, project management and field supervision, should provide the expertise on all elements relating to cost control, including budgeting, estimating, value engineering and the qualification of subcontractors.   The Woody 2000 project steering committee would receive formal reports weekly from Mr. Moneysworth and Mr. Cashman. The following cost control methods can be implemented throughout the pre-construction and construction phases of the project: Budget Planning In the budgeting phase of the project, the current projected costs of the project can be compared with the initial budget so that the cost doesnt escalate. It has to be ensured that the work involved meets the projected goals Estimating Definitive estimates should be made through schematic design, design development and construction documents stages of the project.  Work has to be done in conjunction with the various prime subcontractors in developing estimates that can be tracked in a similar format to simplify the reconciliation at each estimate phase. Conceptual Pricing: An in-house cost coding system can be developed, to expand into more detailed pricing as the design progresses.   A computer-aided quantity survey system would allow to accurately produce the basic quantities for the project. Cost Forecasting: Prior to the start of the construction phase, transfer the estimate into a cost forecasting format used by project management staff to track costs throughout the project to completion.   This estimating process built from each stage to a Guaranteed Maximum Price estimate, would check it against previous work. Cost Accounting/Tracking: Once the contract price is determined, the estimated labor, material and subcontractor costs can be allocated among standard cost accounts at a level of detail appropriate for tracking individual tasks against the project budget. Procurement and Labor: The procurement cycle begins as purchase orders, subcontracts and change orders are committed, then immediately documented and simultaneously recorded in the cost system.   Actual labor costs, together with work-in-progress, can be recorded on a weekly basis through the payroll system. Cost Reporting: Cost reports are comprehensive and responsive to the specific needs of the project.   Labor reports, printed at the job site weekly, can be used by project management to review progress and costs.   Vendor commitments and expenditures, sorted in various level of detail, can be monitored in several reports. Actual job cost detail can be reported on a limited date range, a group of cost accounts, or for the entire project to date.   Purchasing: A system must be followed that solicits competitive bids from subcontractors and suppliers based upon a set of defined bidding procedures.   In conjunction with the owner, this would identify qualified and capable subcontractors and suppliers taking into consideration their previous experience, workload, ability to perform, and financial capability.   Pre-bid meetings can be conducted for the purpose of assisting subcontractors in understanding the bid documents, design intent and project requirements Subcontractor Qualification: The subcontractor qualification process remains an important part of cost and project control.   However, subcontractors cannot be arbitrarily eliminated from the project unless warranted by serious business indicators.   The subcontractor qualification process is an important step in evaluating the apparent low bidders for capability to satisfactorily perform the scope of work.   Additionally, the evaluation can reveal early signs of weakness, which can be supported to ensure a quality performance. Pricing: Prices should be obtained from a minimum of three pre-qualified bidders for each category of work on the project.   The accuracy and dependability of subcontractor pricing should be directly related to the content of information furnished to the bidders.   d. Flow Chart for processing changes: Cost Forecasting Conceptual Pricing Estimating Budget Planning Purchasing Cost Reporting Procurement Labour Cost Tracking Sub Contracting 11. Risk Identification and Control b c. List of Woodys Actual Surprises: The allocated budget for the project was pegged at $17 million, with 18 months as the time frame for the construction. Mr.Moneysworth invited Expert Industrial Developers to quote on the planned expansion. The fixed price quotation which was given by the firm amounted to $ 20 million and an 18 month schedule. Mr. Ian Leadbetter was appointed for running the project, despite his lack of knowledge in project management training and experience. On suggestion of EID, that Woodys should take over the procurement of the production train directly, the entire production train specification had to be changed to increase the capacity and consequently the program codes too. Change in the production plan resulted in another 5 feet being added to the height of the building. Catalogue descriptions and specifications were not received until the foundations had been poured The surplus paint disposal method didnt meet the environmental standards as specified by the inspection authority Failure to obtain the building occupation certificate Failure of the tie-in of the power and other utility connections Response to the above: Costs arising from these changes, including the delay in the completion were charged tto Woodys account. To mitigate the effect of only 85% completion, Cashman was forced to scramble for an additional line of project financing at prime plus 2.5% interest. Liquid cash was spent at every such instance. A coordinated marketing effort was launched to regain the interest of the customer, which didnt have much effect. Possible Risk Management Plan: The implementers of the project could have followed a 4 prong Risk Management Plan: Risk Identification: Identify potential risks as a part of the project. Case specific potential risks can include securing permits and unfavorable weather conditions which may hamper the construction work. A 10% contingency can be accorded to the construction schedule. Care should be taken to ensure that schedule creep doesnt happen. There can be 4 categories of risk included as a part of the Risk Management Plan Technical Risk: This includes a review of the quality and performance goals of the project. Proper installation of the lag bolts, coordination with the drawing shops and the foundation contractor etc. come under this. Project Management Resources: This includes improper planning and allocation of resources and improper use of management disciplines. Coordination between the owners interface and the appropriate contractors can be a part of this. Organizational Risks: This should ensure that the there are enough human resources allocated to the project and that there are no conflicts between the project staff and the employees of the Custom Wood Working company. External Risk: These risks can be caused by external parties such as regulatory agencies, labor contracts and supplier restrictions. There should be proper coordination with utility companies and that all equipments and systems should be approved by the appropriate regulatory agencies. Risk Assessment This can be done by 2 methods: Static and Dynamic assessment. While static risk assessment is

Definition Essay - The Meaning of Private -- Definition Essays

Definition Essay - The Meaning of Private Freedom and confinement, contradictory as they seem, are both integrated into the description of what it means to be private.   The meaning of private is even further dual in nature when interpreted personally or in community contexts.   On a smaller scale, individual people classify private as an expected amenity, intended to be a confined to oneself.   On the other hand, communities perceive private as the quality of being independent or free from any public organization or institution.   In reference to dictionary definition, there is a dual understanding and common usage of the word private, each derived from the context in which it is used, either individual or communal. The individual perspective derives the meaning of private from the feeling of confidentiality, expected to be reserved for personal or familial possession.   Common usage associates the word â€Å"secret† with private, as a synonym to its’ meaning. Students living in Campbell Hall on campus at MSU claim that privacy, the state of being private, â€Å"isn’t talked about, concea... Definition Essay - The Meaning of Private -- Definition Essays Definition Essay - The Meaning of Private Freedom and confinement, contradictory as they seem, are both integrated into the description of what it means to be private.   The meaning of private is even further dual in nature when interpreted personally or in community contexts.   On a smaller scale, individual people classify private as an expected amenity, intended to be a confined to oneself.   On the other hand, communities perceive private as the quality of being independent or free from any public organization or institution.   In reference to dictionary definition, there is a dual understanding and common usage of the word private, each derived from the context in which it is used, either individual or communal. The individual perspective derives the meaning of private from the feeling of confidentiality, expected to be reserved for personal or familial possession.   Common usage associates the word â€Å"secret† with private, as a synonym to its’ meaning. Students living in Campbell Hall on campus at MSU claim that privacy, the state of being private, â€Å"isn’t talked about, concea...

John Steinbecks East of Eden - A Study in Human Development Essay

East of Eden: A study in human development  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The characteristics of people are formed by multiple factors. In many situations, children are raised under similar conditions, however, their later characteristics and life choices are very different. In the book, East of Eden, author John Steinbeck explores the development of humans, from childhood, to adulthood, and eventually, to death. East of Eden, by John Steinbeck, is a genealogical novel about the lives of the Trasks, particularly the main character in the book, Adam Trask. Along the way, the Hamiltons, Ames, and many other characters are introduced. Steinbeck makes a point of showing the continually changing nature of some characters, while describing the ceaseless staticness of others. In East of Eden, John Steinbeck presents his views on the construction of human behavior and the components that are incorporated in it. Setting is an important element in East of Eden. Described are beautiful, panoramical views of the surrounding landscapes of the Salinas Valley, California. "The Salinas Valley . . . is a swale between two ranges of mountains. . . . . On the wide level acres of the valley, the topsoil lays deep and fertile. . . . . Under the live oaks, shaded and dusky, the maidenhair flourished and gave a good smell, and under the mossy banks of the watercourses whole clumps of five-fingered ferns and goldy-backs hung down" (Steinbeck p. 480). Steinbeck then goes on to describe the human history of these areas. The groups of peoples that lived there are described in sweeping generalizations. "First there were Indians, an inferior breed without energy, inventiveness, or culture . . . their warfare was a weary pantomime. Then the hard, dry Spaniards came explor... ...dies the original Hebrew text and finds that the verb used there is "timshel." Timshel’s literal English translation is "thou mayest." During the course of the book, Steinbeck transforms the word into a metaphor for a style of living. It comes to describe the freedom of choice in one’s life. Steinbeck recognizes the fact that one's environment can affect them. However, he also recognizes one can work with what they are given and make the best of it. Steinbeck best sums up these views in a dialog between Samuel and Adam. "You can’t make a racehorse of a pig," said Adam. "No," said Samuel, "but you can make a very fast pig" (659).    Works Cited Steinbeck, John. The Grapes of Wrath, The Moon is Down, Cannery Row, East of Eden, Of Mice and Men. New York: Heinemann/Octopus, 1979. pp.475 - 896. Steinbeck, John. East of Eden. New York: Viking, 1952.

Concert Report Essay

Thesis statement: â€Å"This report will simply discuss how Ludwig van Beethoven integrated old and new musical ideas into his work, thus creating an unconventional but transcendent and influential quartet, based on the String Quartet No.9 in C, Op. 59, No.3 â€Å"Razumovsky† performed on the concert.† On 22nd Nov, Shanghai Quartet, one of the world’s foremost chamber ensembles, performed two musical works. They are Ludwig van Beethoven’s String Quartet No.9 in C, Op. 59, No.3 â€Å"Razumovsky † and Antonin Dvorak’s Piano Quintet No.2 in A, B. 155, Op.82. In this report, I will focus on discussing Beethoven’s work. 1Ludwig van Beethoven was a German composer and pianist. A crucial figure in the transition between the Classical and Romantic period in Western art music, he remains one of the most famous and influential icon for all composers. His best-known compositions include 9symphonies, 5 concertos for piano, 32 piano sonatas, and 16 string quartets. 2The String Quartet No.9 in C, Op. 59, No.3 â€Å"Razumovsky† was written in around 1805-1806, when Beethoven was aged 35 and was at the height of his productivity. It is called the ‘Razumovsky’ quartets because it is commissioned by a Russian count of that name, who was the Tzar’s ambassador in Vienna, a keen amateur violinist and a confirmed music lover. The quartet consists of the following four movements: 1. Andante con moto – Allegro vivace (C major) 2. Andante con moto quasi allegretto (A minor) 3. Menuetto (Grazioso) (C major) 4. Allegro molto (C major) I will focus on discussing how Beethoven integrated old and new ideas into the second, third and final movements The second movement brings us to an unconventional territory. Beethoven tried something radical and that is an entire Russian movement. The ‘exotic’ flavor of this movement is easy enough to hear in the augmented second intervals of the opening violin melody, the frequent pizzicato accompaniment of the cello in which as if it imitates a ‘folk’ instrument such as guitar of harp and especially in the long passages of static harmony. Indeed, Beethoven is successful in conjuring up this  sense of geographical distance that the movement sounds very similar to the ‘nationalist’ inspiration from decades later, by Romantic period composers like Dvorak or Borodin or Chaikovsky. But the extreme modulations and patient logic of the tonal return betray it back to its time and composer. While the second movement gives an unconventional feeling and goes for something new during that time, the third movement gestures in the opposite direction. During Beethoven’s ‘middle’ period, he tended to avoid the Minuet and Trio format and try to use the robust Scherzo in his works; but here he returns to the somewhat-old-fashioned form, in a movement with a characteristic rhythmic motive in the opening seamlessly exchanged between instruments. As if to complete the ‘old-fashioned’ mode, the Trio’s uncomplicated dance character and rising ending melodies even bring us back to the world of early Haydn, who is a Classical Period composer. Everything in this quartet has been a surprise so far, and the last movement is no exception. It is led by a gentle coda to the third movement that ends on a question mark. But then, of all things, we are presented with the start of a traditional fugue, led off by the viola at a furious tempo. Again we have a sense of traveling between the new and the old. Fugues were by now an ancient, learned device; but Beethoven integrates this one into the most extrovert and ‘public’ of moods – as a display of evident virtuosity for the four soloists. What is more, as soon as the four entries have been completed, there are not any formal counterpoints and Beethoven explores instead the grandiose, ‘symphonic’ modes, especially that flamboyant celebration of an enormous C-major space on all four instruments. All in all, Beethoven is so successful in integrating old musical ideas, coming from the Romantic or even the Classical period, and his new thoughts into this quartet. While I listened to it, it acts like a time machine, bringing us to travel between old and new. No wonder it is regarded as one the most transcendent quartet composed by Beethoven.