Free Essays on Seneca Falls Convention

There have been many types of movements throughout time. Many are to accomplish goals and to get equalities throughout different minorities. Women’s movements have always been a controversial issue. The movements vary from demanding to get equal rights, to the persistence in women’s suffrage movement. The Seneca Falls convention of 1848 formally introduced several ideas: equal voting rights for men and women, equality regardless of gender, and equal opportunity for participation in commerce and trade. The Seneca Falls Woman's Rights Convention sparked to life a women's movement that is still changing the world today by improving the lives of women and, consequently, men everywhere. The Seneca Falls convention was the single most important catalyst in the women’s rights movement, contrary to the commonly accepted belief that it was merely the product of an inevitable social revolution. As a result of preexisting grievances, new access to resources, and an internal dialectic of opposition, the issue of women’s rights was increasingly discussed from abolitionist platforms throughout the 1840’s. These dynamics culminated in 1848 with the well known Seneca Falls women’s rights convention, which drafted a Declaration of Sentiments and principles that formally launched the women’s rights movement. (Brownmiller, In our revolution pg. 52-53) While the precise timing of this convention concerns the biographies of the women involved in calling the convention, the year 1848 is a significant reminder that the women’s right began in a social climate of agitation and reform at home and a political climate of revolutionary social change in Europe. Both nationally and internationally, such reform and revolutionary movements created important social and political space for other movements, including women’s rights, to build a foundation. ( Myra Marx, Controversy and Coalition, pg. 49-51) Such movement space is yet another resource tha... Free Essays on Seneca Falls Convention Free Essays on Seneca Falls Convention There have been many types of movements throughout time. Many are to accomplish goals and to get equalities throughout different minorities. Women’s movements have always been a controversial issue. The movements vary from demanding to get equal rights, to the persistence in women’s suffrage movement. The Seneca Falls convention of 1848 formally introduced several ideas: equal voting rights for men and women, equality regardless of gender, and equal opportunity for participation in commerce and trade. The Seneca Falls Woman's Rights Convention sparked to life a women's movement that is still changing the world today by improving the lives of women and, consequently, men everywhere. The Seneca Falls convention was the single most important catalyst in the women’s rights movement, contrary to the commonly accepted belief that it was merely the product of an inevitable social revolution. As a result of preexisting grievances, new access to resources, and an internal dialectic of opposition, the issue of women’s rights was increasingly discussed from abolitionist platforms throughout the 1840’s. These dynamics culminated in 1848 with the well known Seneca Falls women’s rights convention, which drafted a Declaration of Sentiments and principles that formally launched the women’s rights movement. (Brownmiller, In our revolution pg. 52-53) While the precise timing of this convention concerns the biographies of the women involved in calling the convention, the year 1848 is a significant reminder that the women’s right began in a social climate of agitation and reform at home and a political climate of revolutionary social change in Europe. Both nationally and internationally, such reform and revolutionary movements created important social and political space for other movements, including women’s rights, to build a foundation. ( Myra Marx, Controversy and Coalition, pg. 49-51) Such movement space is yet another resource tha...

Berlin Brandenburg Airport Project To Report To The Project Board And Critical Reflections On The Role Of Being A Project Manager

Recommendations have also been made to seek to ensure the ongoing success of the project and to seek to ensure that these types of issues do not arise again. 1. Introduction This report has been compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). In recent news coverage (BBC, 2013; Local, 2013) it has become apparent that a number of stakeholders have become critical of the project delays, therefore it may be necessary to engage with these groups to seek to positively influence their options in regards to this project (Atkinson, 1999). 2. Stakeholder Perception of repeated delays A number of dissatisfied stakeholders have been identified through recent news reports (BBC, 2013; Local, 2013). This is concerning as to ensure that the project is an ongoing success (Wang and Huang, 2006) it is important that we seek to positively influence their opinions (Bourne, 2005). Each of these stakeholders has to varying degrees expressed concerns over the delays (BBC, 2013; Local, 2013). Therefore, we must seek to enhance their opinion, though as these groups are so diverse a number of means will need to be utilised (Bourne and Walker, 2008), suggestion solutions for the Project Board to consider are outlined in Table 1. StakeholderDefinition of their RoleStakeholder GoalsStakeholder concerns The proposed effective means of engagement with timescales for implementationReferences Potential PassengersPotential passengers arriving or departing or transferring through the new airportMove quickly through the airport Be able to plan flights from the new airport in advanceAirport will not be ready to receive them when they have planned to fly through therePress releases which may encourage potential passenger to not worry about the delays to date on the project. This should be implemented by the end of this week by the new project manager.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Possible Air carriersNational and international organisations planning to be based from the airportMaximise planning for future passenger and traffic volumes Maximize planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the carriers’ ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003; Sarkis Talluri 2004) Potential Aviation usersAir Taxis and Corporate or Business Aviation SuppliersMaximise planning for future passenger and traffic volumes Maximise planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the aviation user’s ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Rhoades et al. 2000) Airport Operations/ OrganisationStaff responsible for the management and operations of the airportPlan to achieve high security and safety Plan revenue streams Plan for passenger numbers Ensure service infrastructure is sufficient The delays in the project have affected the operations and organisational teams ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next three months.(Upham 2003; Rhoades et al. 2000; Sarkis Talluri 2004) Investors in the developmentIndividuals, organisations or credit ratings agenciesTo optimise the financial returns on their investment The delays in the project have affected how quickly investors will see a return and the extent to which profits can be made due to the increased costs of the project.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next weeks(Neufville Odoni 2003) Potential franchises or concessionary ownersOperators of passenger services in the airport Plan for services for passenger to generate revenue streamsThe delays in the project have affected the teams ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Rhoades et al. 2000; Neufville Odoni 2003) Potential service providersProviders of services to air carriers, such as fuelPlan to maximise traffic volumes and turnaround of services for aviation users and air carriersThe delays in the project have affected the service providers ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Federal governmentPlanning consents, planner whom operates operator of air traffic control and security, and system regulator.Plan and monitor airport development and growth Make ensure all safety and security and efficiency measures are met. The delays in the project have affected the government’s ability to plan operations to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next four weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local officials or political organisationsLocal entities Maximise financial gains Minimise impacts on local populations The delays in the project have affected the financial planning and negatively impacted upon local residents due to the increased construction timeline.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local communities affected by the developmentResidents near the airportMaximise economic gains. Minimise noise and emissionsThe delays in the project have affected the financial planning and negatively impacted upon local residentsMeetings should be arranged with the project team to discuss the delays. This should be planned an implemented within six weeks(Upham 2003) Table 1. Identified stakeholders, their goals and how and when each group should be engaged. This plan should be considered and approved by the Project Board as soon as possible (Hillman and Keim, 2001; Karsen et.al. 2008). 3. Lessons Learnt A number of lessons may be learnt from the implementation of this project (BBC, 2013; Local, 2013). It’s important the Project Board reviews what has gone well, what could have gone better and how things may be undertaken differently in the future (Kerzner, 2012).. This will help to ensure that the project is implemented in light of the lessons which have been learnt far. The most important lessons which have been learned so far should be considered at the next Project Board meeting. These have been identified by reviewing the project’s progress to date (BBC, 2013; Local, 2013). Therefore the lessons that need to be considered are: The importance of maintaining ongoing communication with all stakeholders (Wang and Huang, 2006). The importance of contingency planning (Anderson and Grude, 2009). The importance of feasibility studies and the appraisal of various management systems e.g. for fire safety or for baggage transportation (Kerzner, 2012) (based on BBC, 2013; Local, 2013). At the next Project Board meeting each of these three factors should be considered, as each one has had a detrimental effect on the project to date (BBC, 2013; Local, 2013). The Board should consider how ongoing communication is managed with stakeholders, as to date the project failures have been widely published (BBC, 2013; Local, 2013). This has led to concerns being raised over the project’s implementation and the capabilities of the project team (BBC, 2013; Local, 2013). It’s well documented that stakeholder engagement is a key factor which may affect a project’s success or failure (see as an example; Phillips et.al. 2012; Wang and Huang, 2006; Yuan et.al. 2009). Therefore, it is imperative that the Board considers the ongoing stakeholder engagement and seek to learn from our recent experiences. Additionally, another important factor that the Board should consider is the implementation of contingency planning for the remainder of the project. To date, a number of technical issues have arisen, however due to the lack of contingency planning in the early stages of the project the costs have now risen and the delivery timeline has increased (BBC, 2013; Local, 2013). If contingency planning was utilised in the early stages of this project it is more likely that it could have been delivered (Thamhain, 1986) in line with the programme and on budget with the required quality standards (Anderson and Grude, 2009). Furthermore, another important lesson that the Board should consider is the importance of undertaking feasibility studies (Soderlund, 2002) and the appraisal of various management systems e.g. for fire safety or for baggage transportation. To date, the delays in this project have stemmed from critical systems failures (Kerzner, 2012). The importance of undertaking meaningful feasibility studies to achieve project success is well documented (see as an example: Mackenzie and Cusworth, 2007; McNulty, 2004). Therefore, to ensure that these problems do not arise again, it is imperative that the Project Board seeks to review and plan how feasibility studies will be conducted for the remaining duration of this project. Each of these factors and the impacts that they have had on the project’s implementation to date (BBC, 2013; Local, 2013) must be considered by the Project Board at their next meeting (Anderson and Grude, 2009). If these issues are considered, discussed and plans are implemented to seek to redress these (in line with the recommendations that have been outlined for each one above) it is possible that the project will be delivered within the revised programme, to budget whilst meeting the quality standards that are necessary (Mackenzie and Cusworth, 2007; McNulty, 2004). This is imperative to seek to ensure that no more delays are caused by the project team and to ensure that the costs and project programme do not need to be increased further (Thamhain, 1986), as this will have a detrimental impact on how our stakeholders view the project. 4. Critical Reflections of the Role of a Project Manager Project managers need to have a variety of skills in order to successfully implement projects in a variety of settings. The key skills that are pertinent to them being able to attain success are as follows: Be organised (Frame, 1999) Be able to multi-task (Kerzner, 2013) Being able to prioritise (Atkinson, 1999) Be able to disseminate information clearly (El-Sabaa, 2001) Be a leader of people (Pinto and Trailer, 1998) Be able to foresee issues and seek to mitigate them (Kerzner, 2003) Be able to understand costs and predict when these may increase. Be able to plan a project and manage its programme (Brown, 2000) Be able to engage stakeholders positively (Verma, 1996) Understand and communicate priorities so that the project team delivers on time (El-Sabaa, 2001). Be aware of quality standards and ensured that they are adhered to throughout the project (Atkinson, 1999) Each of these factors affects the successful implementation of projects (Kerzner, 2013). To date, many of these skills have been learnt from practically implementing projects, as project manager’s gain experience through undertaking these their skills improve (El-Sabaa, 2001). Through my experience, I have already gained many of these skills. However, it is necessary for me to improve my communication and engagement skills as most of the work that I have undertaken has been away from relevant stakeholders or insider my project team. Therefore, it would be useful to engage with some external stakeholders so that I could enhance my communication and engagement skills in practice (Brown, 2000). 5.Conclusion In conclusion, this report was compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). A number of solutions have been provided for the Project Board to consider. It is hoped that the implementation of these will enable the project to be completed to quality standards, on time and to budget. 6. References Andersen, E. S., Grude, K. (2009). Goal directed project management: effective techniques and strategies. Kogan Page. Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342. BBC (2013) Troubled Berlin airport opening delayed yet again. Available from http://www.bbc.co.uk/news/world-europe-20936798.(Accessed 05/05/2013) Bourne, L., Walker, D. H. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5), 649-660. Bourne, L., Walker, D. H. (2008). Project relationship management and the Stakeholder Circleâ„ ¢. International Journal of Managing Projects in Business, 1(1), 125-130. Brown, K. A. (2000). Developing project management skills: A service learning approach. Project Management Journal, 31(4), 53-58. El-Sabaa, S. (2001). The skills and career path of an effective project manager. International journal of project management, 19(1), 1-7. Frame, J. D. (1999). Project management competence: Building key skills for individuals, teams, and organizations (p. 232). Jossey-Bass. Hillman, A. J., Keim, G. D. (2001). Shareholder value, stakeholder management, and social issues: what’s the bottom lineStrategic management journal, 22(2), 125-139. Karlsen, J. T., Gr?e, K., Massaoud, M. J. (2008). Building trust in project-stakeholder relationships. Baltic Journal of Management, 3(1), 7-22. Kerzner, H. (2003). Advanced project management: Best practices on implementation. Wiley. Kerzner, H. (2012). Project management case studies. Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. The Local (2013) Now Berlin Airport won’t open before 2015. Available from http://www.thelocal.de/national/20130117-47393.html#.UYXds7WTiio (Accessed 05/05/2013) Mackenzie, W., Cusworth, N. (2007, June). The use and abuse of feasibility studies. In Proceedings of the Project Evaluation Conference (pp. 1-12). McNulty, T. P. (2004). Minimization of delays in plant start-ups. In Improving and Optimizing Operations: Things That Actually Work! Plant Operators’ Forum 2004 (pp. 113-120). Neufville, R.D. Odoni, A.R., (2003). Airport systems, McGraw-Hill Professional. Phillips, J. J., Bothell, T. W., Snead, G. L. (2012). The project management scorecard. Routledge. Rhoades, D.L., Jr, B.W. Young, S., (2000). Developing a quality index for US airports. Managing Service Quality, 10(4), 257 – 262. Sarkis, J., (2000). An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351. Sarkis, J. Talluri, S., (2004). Performance based clustering for benchmarking of US airports. Transportation Research Part A: Policy and Practice, 38(5), 329-346. Soderlund, J. (2004). Building theories of project management: past research, questions for the future. International journal of project management, 22(3), 183-191. Thamhain, H. J., Wilemon, D. L. (1986). Criteria for controlling projects according to plan. Project Management Journal. PN11. Drexcll Hill. PA. Upham, P.J., (2003). Towards sustainable aviation, Earthscan. Verma, V. (1996, January). The human aspects of project management: human resource skills for the project manager, volume two. Project Management Institute. Wang, X., Huang, J. (2006). The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers. International Journal of Project Management, 24(3), 253-260. Yuan, J., Skibniewski, M. J., Li, Q., Zheng, L. (2009). Performance objectives selection model in public-private partnership projects based on the perspective of stakeholders. Journal of Management in Engineering, 26(2), 89-104. Berlin Brandenburg Airport Project To Report To The Project Board And Critical Reflections On The Role Of Being A Project Manager Recommendations have also been made to seek to ensure the ongoing success of the project and to seek to ensure that these types of issues do not arise again. 1. Introduction This report has been compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). In recent news coverage (BBC, 2013; Local, 2013) it has become apparent that a number of stakeholders have become critical of the project delays, therefore it may be necessary to engage with these groups to seek to positively influence their options in regards to this project (Atkinson, 1999). 2. Stakeholder Perception of repeated delays A number of dissatisfied stakeholders have been identified through recent news reports (BBC, 2013; Local, 2013). This is concerning as to ensure that the project is an ongoing success (Wang and Huang, 2006) it is important that we seek to positively influence their opinions (Bourne, 2005). Each of these stakeholders has to varying degrees expressed concerns over the delays (BBC, 2013; Local, 2013). Therefore, we must seek to enhance their opinion, though as these groups are so diverse a number of means will need to be utilised (Bourne and Walker, 2008), suggestion solutions for the Project Board to consider are outlined in Table 1. StakeholderDefinition of their RoleStakeholder GoalsStakeholder concerns The proposed effective means of engagement with timescales for implementationReferences Potential PassengersPotential passengers arriving or departing or transferring through the new airportMove quickly through the airport Be able to plan flights from the new airport in advanceAirport will not be ready to receive them when they have planned to fly through therePress releases which may encourage potential passenger to not worry about the delays to date on the project. This should be implemented by the end of this week by the new project manager.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Possible Air carriersNational and international organisations planning to be based from the airportMaximise planning for future passenger and traffic volumes Maximize planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the carriers’ ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003; Sarkis Talluri 2004) Potential Aviation usersAir Taxis and Corporate or Business Aviation SuppliersMaximise planning for future passenger and traffic volumes Maximise planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the aviation user’s ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Rhoades et al. 2000) Airport Operations/ OrganisationStaff responsible for the management and operations of the airportPlan to achieve high security and safety Plan revenue streams Plan for passenger numbers Ensure service infrastructure is sufficient The delays in the project have affected the operations and organisational teams ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next three months.(Upham 2003; Rhoades et al. 2000; Sarkis Talluri 2004) Investors in the developmentIndividuals, organisations or credit ratings agenciesTo optimise the financial returns on their investment The delays in the project have affected how quickly investors will see a return and the extent to which profits can be made due to the increased costs of the project.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next weeks(Neufville Odoni 2003) Potential franchises or concessionary ownersOperators of passenger services in the airport Plan for services for passenger to generate revenue streamsThe delays in the project have affected the teams ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Rhoades et al. 2000; Neufville Odoni 2003) Potential service providersProviders of services to air carriers, such as fuelPlan to maximise traffic volumes and turnaround of services for aviation users and air carriersThe delays in the project have affected the service providers ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Federal governmentPlanning consents, planner whom operates operator of air traffic control and security, and system regulator.Plan and monitor airport development and growth Make ensure all safety and security and efficiency measures are met. The delays in the project have affected the government’s ability to plan operations to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next four weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local officials or political organisationsLocal entities Maximise financial gains Minimise impacts on local populations The delays in the project have affected the financial planning and negatively impacted upon local residents due to the increased construction timeline.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local communities affected by the developmentResidents near the airportMaximise economic gains. Minimise noise and emissionsThe delays in the project have affected the financial planning and negatively impacted upon local residentsMeetings should be arranged with the project team to discuss the delays. This should be planned an implemented within six weeks(Upham 2003) Table 1. Identified stakeholders, their goals and how and when each group should be engaged. This plan should be considered and approved by the Project Board as soon as possible (Hillman and Keim, 2001; Karsen et.al. 2008). 3. Lessons Learnt A number of lessons may be learnt from the implementation of this project (BBC, 2013; Local, 2013). It’s important the Project Board reviews what has gone well, what could have gone better and how things may be undertaken differently in the future (Kerzner, 2012).. This will help to ensure that the project is implemented in light of the lessons which have been learnt far. The most important lessons which have been learned so far should be considered at the next Project Board meeting. These have been identified by reviewing the project’s progress to date (BBC, 2013; Local, 2013). Therefore the lessons that need to be considered are: The importance of maintaining ongoing communication with all stakeholders (Wang and Huang, 2006). The importance of contingency planning (Anderson and Grude, 2009). The importance of feasibility studies and the appraisal of various management systems e.g. for fire safety or for baggage transportation (Kerzner, 2012) (based on BBC, 2013; Local, 2013). At the next Project Board meeting each of these three factors should be considered, as each one has had a detrimental effect on the project to date (BBC, 2013; Local, 2013). The Board should consider how ongoing communication is managed with stakeholders, as to date the project failures have been widely published (BBC, 2013; Local, 2013). This has led to concerns being raised over the project’s implementation and the capabilities of the project team (BBC, 2013; Local, 2013). It’s well documented that stakeholder engagement is a key factor which may affect a project’s success or failure (see as an example; Phillips et.al. 2012; Wang and Huang, 2006; Yuan et.al. 2009). Therefore, it is imperative that the Board considers the ongoing stakeholder engagement and seek to learn from our recent experiences. Additionally, another important factor that the Board should consider is the implementation of contingency planning for the remainder of the project. To date, a number of technical issues have arisen, however due to the lack of contingency planning in the early stages of the project the costs have now risen and the delivery timeline has increased (BBC, 2013; Local, 2013). If contingency planning was utilised in the early stages of this project it is more likely that it could have been delivered (Thamhain, 1986) in line with the programme and on budget with the required quality standards (Anderson and Grude, 2009). Furthermore, another important lesson that the Board should consider is the importance of undertaking feasibility studies (Soderlund, 2002) and the appraisal of various management systems e.g. for fire safety or for baggage transportation. To date, the delays in this project have stemmed from critical systems failures (Kerzner, 2012). The importance of undertaking meaningful feasibility studies to achieve project success is well documented (see as an example: Mackenzie and Cusworth, 2007; McNulty, 2004). Therefore, to ensure that these problems do not arise again, it is imperative that the Project Board seeks to review and plan how feasibility studies will be conducted for the remaining duration of this project. Each of these factors and the impacts that they have had on the project’s implementation to date (BBC, 2013; Local, 2013) must be considered by the Project Board at their next meeting (Anderson and Grude, 2009). If these issues are considered, discussed and plans are implemented to seek to redress these (in line with the recommendations that have been outlined for each one above) it is possible that the project will be delivered within the revised programme, to budget whilst meeting the quality standards that are necessary (Mackenzie and Cusworth, 2007; McNulty, 2004). This is imperative to seek to ensure that no more delays are caused by the project team and to ensure that the costs and project programme do not need to be increased further (Thamhain, 1986), as this will have a detrimental impact on how our stakeholders view the project. 4. Critical Reflections of the Role of a Project Manager Project managers need to have a variety of skills in order to successfully implement projects in a variety of settings. The key skills that are pertinent to them being able to attain success are as follows: Be organised (Frame, 1999) Be able to multi-task (Kerzner, 2013) Being able to prioritise (Atkinson, 1999) Be able to disseminate information clearly (El-Sabaa, 2001) Be a leader of people (Pinto and Trailer, 1998) Be able to foresee issues and seek to mitigate them (Kerzner, 2003) Be able to understand costs and predict when these may increase. Be able to plan a project and manage its programme (Brown, 2000) Be able to engage stakeholders positively (Verma, 1996) Understand and communicate priorities so that the project team delivers on time (El-Sabaa, 2001). Be aware of quality standards and ensured that they are adhered to throughout the project (Atkinson, 1999) Each of these factors affects the successful implementation of projects (Kerzner, 2013). To date, many of these skills have been learnt from practically implementing projects, as project manager’s gain experience through undertaking these their skills improve (El-Sabaa, 2001). Through my experience, I have already gained many of these skills. However, it is necessary for me to improve my communication and engagement skills as most of the work that I have undertaken has been away from relevant stakeholders or insider my project team. Therefore, it would be useful to engage with some external stakeholders so that I could enhance my communication and engagement skills in practice (Brown, 2000). 5.Conclusion In conclusion, this report was compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). A number of solutions have been provided for the Project Board to consider. It is hoped that the implementation of these will enable the project to be completed to quality standards, on time and to budget. 6. References Andersen, E. S., Grude, K. (2009). Goal directed project management: effective techniques and strategies. Kogan Page. Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342. BBC (2013) Troubled Berlin airport opening delayed yet again. Available from http://www.bbc.co.uk/news/world-europe-20936798.(Accessed 05/05/2013) Bourne, L., Walker, D. H. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5), 649-660. Bourne, L., Walker, D. H. (2008). Project relationship management and the Stakeholder Circleâ„ ¢. International Journal of Managing Projects in Business, 1(1), 125-130. Brown, K. A. (2000). Developing project management skills: A service learning approach. Project Management Journal, 31(4), 53-58. El-Sabaa, S. (2001). The skills and career path of an effective project manager. International journal of project management, 19(1), 1-7. Frame, J. D. (1999). Project management competence: Building key skills for individuals, teams, and organizations (p. 232). Jossey-Bass. Hillman, A. J., Keim, G. D. (2001). Shareholder value, stakeholder management, and social issues: what’s the bottom lineStrategic management journal, 22(2), 125-139. Karlsen, J. T., Gr?e, K., Massaoud, M. J. (2008). Building trust in project-stakeholder relationships. Baltic Journal of Management, 3(1), 7-22. Kerzner, H. (2003). Advanced project management: Best practices on implementation. Wiley. Kerzner, H. (2012). Project management case studies. Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. The Local (2013) Now Berlin Airport won’t open before 2015. Available from http://www.thelocal.de/national/20130117-47393.html#.UYXds7WTiio (Accessed 05/05/2013) Mackenzie, W., Cusworth, N. (2007, June). The use and abuse of feasibility studies. In Proceedings of the Project Evaluation Conference (pp. 1-12). McNulty, T. P. (2004). Minimization of delays in plant start-ups. In Improving and Optimizing Operations: Things That Actually Work! Plant Operators’ Forum 2004 (pp. 113-120). Neufville, R.D. Odoni, A.R., (2003). Airport systems, McGraw-Hill Professional. Phillips, J. J., Bothell, T. W., Snead, G. L. (2012). The project management scorecard. Routledge. Rhoades, D.L., Jr, B.W. Young, S., (2000). Developing a quality index for US airports. Managing Service Quality, 10(4), 257 – 262. Sarkis, J., (2000). An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351. Sarkis, J. Talluri, S., (2004). Performance based clustering for benchmarking of US airports. Transportation Research Part A: Policy and Practice, 38(5), 329-346. Soderlund, J. (2004). Building theories of project management: past research, questions for the future. International journal of project management, 22(3), 183-191. Thamhain, H. J., Wilemon, D. L. (1986). Criteria for controlling projects according to plan. Project Management Journal. PN11. Drexcll Hill. PA. Upham, P.J., (2003). Towards sustainable aviation, Earthscan. Verma, V. (1996, January). The human aspects of project management: human resource skills for the project manager, volume two. Project Management Institute. Wang, X., Huang, J. (2006). The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers. International Journal of Project Management, 24(3), 253-260. Yuan, J., Skibniewski, M. J., Li, Q., Zheng, L. (2009). Performance objectives selection model in public-private partnership projects based on the perspective of stakeholders. Journal of Management in Engineering, 26(2), 89-104.

Cloud Security and Privacy Issues Research Paper

Cloud Security and Privacy Issues - Research Paper Example The purpose of this literature review is to outline some of the important security aspects which are discussed in other researches. These days the use of cloud computing has become an attractive trend. Many organizations at the present use clouds to manage their business operations. However, there are several security issues attached with cloud computing. Cloud computing is an up-and-coming paradigm, which guarantees to make the utility computing model broadly implemented by using Virtualization technologies. Additionally, an increasing number of business organizations have begun offering and utilizing cloud-enabled architectures and services. On the other hand, the progression of cloud computing creates a number of new challenges to existing techniques and approaches to build up and change software intensive systems. In this scenario, outline a number of security issues in a cloud computing environment. These problems and issues comprise physical security, data security, middleware safety, application security and network security. However, the key goal is to effectively store and administer data that is not managed by the owner of the data. In addition, the previous researches have focused on specific areas and aspects of cloud computing. Especially, those researches have assessed such issues in a bottom-up approach to security where we are operating on little issues in the cloud computing arrangement that we hope will resolve the bigger issues and complexities of cloud security (Hamlen, Kantarcioglu, Khan, & Thuraisingham, 2010). Initially, they have shown that â€Å"how can we protect data, information and documents that can be published by a 3rd party organization. After that, they have shown that how to protect co-processors and how they can be utilized to improve security. This research lastly discussed how XACML can be established in the Hadoop atmosphere and in protected federated

What are the factors that affect the attitude of Chinese young people Essay

What are the factors that affect the attitude of Chinese young people towards classical music - Essay Example This historical period was difficult for national culture, as there were many coup detat, rebellions, national liberation movements and communist revolution. The authors demonstrate positive impact of Western classical music within instable socio-political context. Shanghai National Orchestra became the first large center of classical music, as Shanghai was an administrative center of British Empire in China. This example proves that western instruments and musical preferences can easily merge with Chinese classical music and theatre. Success of pianist Mario Pad and Chinese musician Tan Shuzen showed that the above music had a large target audience in 1910 – 1930th in China. Thus, it became an integral part of Chinese culture, education and music, as China was under continuous influence of Europe countries. In the book â€Å"Flying Dragons, Flowing Streams† Ronald Riddle draws a parallel with integration of Western music in life of Chinese Americans. Chinatown became the place of mixture of two different cultures and a gradual assimilation started. Western popular and classical music had been coexisting with Chinese classics in 1930th – 1950th. â€Å"In the late 1970s both Western classical music and arrangements of Chinese melodies were rehearsed and performed by the Chinese American Youth Orchestra, conducted by Timothy Chan and sponsored by the Chinese Cultural Foundation.† (Riddle 1983, p. 208). The orchestra consisted of young Chinese Americans and successfully performed throughout the USA. Thus, Chinese Americans incline to Western pop and classical music, but try to remain their national culture in the new motherland. Melvin and Cai regard the period of the Hundred Flowers Movement (1957) and the Cultural Revolution as decadence of Western classical music in China. Impact of foreign music was pernicious for Chinese youth, that’s why all educational institutions, orchestras and schools related to Western classical music were destroyed and

Mr. Deeds Review :: essays research papers

â€Å"Sandler’s Mr. Deeds: Mis-Deeds†   Ã‚  Ã‚  Ã‚  Ã‚   With a prestigious resume’ of successful blockbuster comedies, Adam Sandler certainly fails with Mr. Deeds, his most recent attempt to duplicate his past successes. The quick-wit, unexpected, laugh-out-loud jokes are a forte’ of Sandler’s which go back to his days of being a young comedian on NBC’s Saturday Night Live. Sandler’s comedy is the only thing that will keep you in your seat for an hour and a half. Fortunately for this movie, Sandler's large adolescent audience awaited the premier on June 28th. It’s hard to find the direction of this film. However, it does include criteria consisting of, or the lack-there-of, an unoriginal theme for Sandler, an unforeseen love between characters, an unrealistic storyline, the minuscule co-star involvement, and flat lackadaisical humor, is the proof behind this movie’s pudding; it defines the word lousy. However, Sandler’s newest flick will most likely enjoy box-off ice success from the strong fan base that follow every movie he makes.   Ã‚  Ã‚  Ã‚  Ã‚  The screenwriter Tim Herlihy and the director Steven Brill appear to use the same old, similar storyline from past Sandler films: Billy Madison (1995), Happy Gilmore (1996), The Wedding Singer (1998), The Waterboy (1998), and Big Daddy (1999). Sandler plays a similar role of a guy that has a big heart with good intentions but is sometimes misunderstood until the â€Å"true person† comes out for the doubters to see. A key thing to remember here is that all of the previously mentioned films were successful and in their own way, very original. Mr. Deeds fails to be included on this list. Sandler plays the role of Longfellow Deeds, a small-town native of Mandrake Falls, New Hampshire. He is a pizza delivery boy/greeting card writer that inherits $40 billion dollars from an uncle he never knew. Deeds is a character that exemplifies a so-called â€Å"regular† American. He loves his friends; he loves to make others laugh and enjoys life in general. When his uncle suddenly dies, without a will, Deeds is overwhelmed by conniving executives Chuck Cedar (Peter Gallagher) and his tobacco-smoking partner Cecil (Erick Avari). The New York City high rollers arrive in Mandrake Falls to inform Deeds of his new income and then take him down to N.Y.C. via private helicopter, to sign over his shares to his dead uncle's vast corporation. Cedar eagerly wishes to take over the corporation and sell all of its shares for an enormous amount of money. Mr. Deeds Review :: essays research papers â€Å"Sandler’s Mr. Deeds: Mis-Deeds†   Ã‚  Ã‚  Ã‚  Ã‚   With a prestigious resume’ of successful blockbuster comedies, Adam Sandler certainly fails with Mr. Deeds, his most recent attempt to duplicate his past successes. The quick-wit, unexpected, laugh-out-loud jokes are a forte’ of Sandler’s which go back to his days of being a young comedian on NBC’s Saturday Night Live. Sandler’s comedy is the only thing that will keep you in your seat for an hour and a half. Fortunately for this movie, Sandler's large adolescent audience awaited the premier on June 28th. It’s hard to find the direction of this film. However, it does include criteria consisting of, or the lack-there-of, an unoriginal theme for Sandler, an unforeseen love between characters, an unrealistic storyline, the minuscule co-star involvement, and flat lackadaisical humor, is the proof behind this movie’s pudding; it defines the word lousy. However, Sandler’s newest flick will most likely enjoy box-off ice success from the strong fan base that follow every movie he makes.   Ã‚  Ã‚  Ã‚  Ã‚  The screenwriter Tim Herlihy and the director Steven Brill appear to use the same old, similar storyline from past Sandler films: Billy Madison (1995), Happy Gilmore (1996), The Wedding Singer (1998), The Waterboy (1998), and Big Daddy (1999). Sandler plays a similar role of a guy that has a big heart with good intentions but is sometimes misunderstood until the â€Å"true person† comes out for the doubters to see. A key thing to remember here is that all of the previously mentioned films were successful and in their own way, very original. Mr. Deeds fails to be included on this list. Sandler plays the role of Longfellow Deeds, a small-town native of Mandrake Falls, New Hampshire. He is a pizza delivery boy/greeting card writer that inherits $40 billion dollars from an uncle he never knew. Deeds is a character that exemplifies a so-called â€Å"regular† American. He loves his friends; he loves to make others laugh and enjoys life in general. When his uncle suddenly dies, without a will, Deeds is overwhelmed by conniving executives Chuck Cedar (Peter Gallagher) and his tobacco-smoking partner Cecil (Erick Avari). The New York City high rollers arrive in Mandrake Falls to inform Deeds of his new income and then take him down to N.Y.C. via private helicopter, to sign over his shares to his dead uncle's vast corporation. Cedar eagerly wishes to take over the corporation and sell all of its shares for an enormous amount of money.

Law and Order in Civil Society

The laws that govern us in the UK are often used to describe the freedoms that we enjoy. There are no political prisoners (although follows of Julian Assange may disagree), freedom of speech is widely practiced and people can go about their business without fear of persecution. It has not always been this way in the UK, but a succession of investigations, inquiries and laws bought in since the 1980's had bought Britain to this place. Robert Leach describes Law Making as â€Å"ostensibly the most important function of parliament†. (Leach, 2006, P233). Lets start by looking at the law as a whole. The law is essentially to protect its citizens. Law's passed down by the central powers, investigated and enforced by the police and the Judiciary will determine the level of punishment if necessary. Laws don't just ensure that people can't commit murders, robbery or vandalism but will also cover how your employer may treat you and the obligations they have to support you as an employee. Laws will also affect how one companies do business with another and how you drive your car. Law affects us as an individual on a daily basis, not just when we have done something wrong. There are many different variations of law's. International law will affect how nations interact with each other. National law is the law of the land, and can vary widely between states. In the United Kingdom corporal and capital punishment has been removed, but corporal punishment can still be found in some states such as Iran and capital punishment can be found in more developed nations such as the USA and India. In the UK THE National legal system is broken into three; that of England & Wales, Scotland and Northern Ireland. National laws will fall into one of two categories again; public & private. (Martin, 2007, p1) Public law will involve the government or the state, and there are three main types of public law; Constitutional Law – covering electoral or democratic issues and disputes; Administrative Law – looking at how the state is allowed to operate; Criminal Law – the application, enforcement and punishment of the individuals who break clearly stated law. (ibid, p2) Private law sees no state involvement, as the disputes are ones of a private matter. This could be an individual who felt that the new television he or she bought was not up to the standard advertised (contract law), a brother and sister trying to settle their late father's will (family law) or a PLC's obligations to their shareholder (company law). There are many more forms of private law and many laws laid down to regulate the state in which we live. (ibid, p3) As we can see, the laws in this country cover many different areas and many different groups. The laws are there to protect the people. Without laws, there would be anarchy. In the early 19th Century an man called John Austin defined law as being a command issued from a superior (the State), to an inferior (the individual) and enforced by sanctions. Some would consider this an inaccurate description as the law (and the State) can be challenged in the 21st Century. (ibid, p9) The Police are the front line force of law enforcement. They are responsible for investigating crimes, gathering evidence and deciding whether to charge a suspect. They play a wide and important role in the overall application of the law. The Police hove powers over suspected criminals that can be used to assist the conviction of the guilty. However, the police have been criticised for abusing their powers, occasionally leading to serious miscarriages of justice as the well know cases of the Guildford 4 and the Birmingham 6 demonstrated, and it was incidents such as these that led to the introduction of PACE. (Elliott, 2010, p384). The Police and Criminal Evidence act 1984 (PACE) was introduced to modernise the power of policed in the UK as a result of an inquiry led by the Royal Commission on Common Procedure (RCCP). PACE provides the code of practice that police forces have to abide by. Failure to comply with PACE can lead to misconduct charges against a police officer. As PACE is a code of practice rather then an Act of Parliament it can be easily amended if necessary. (Malcolm, 2007, p154) The codes cover several areas; Code A deals stop and search powers, Code B gives powers to search premises and seize property, Code C deals with detention treatment and suspect questioning, Code D relates to identification procedures, Code E deals with tape-recording suspect interviews, Code F guides on visual recording with sound interviews, Code G on arrest powers and Code H terrorism suspects under the Terrorism Act (2000). (Martin, 2007, p149). PACE affects every police officer in the country, but police forces in the UK are traditionally run as local police forces. The theory behind having a more decentralised approach was to create links to the community being policed and reduce the risk of Police oppression. A more centralised approach was taken with the Police Magistrates' Courts Act (1994) which allowed the Home Secretary to set objectives for all UK police authorities. The power increased further with the Police Reform Act (2002) and the Home Secretary will now produce an annual National Policing Plan which will set strategic policing policies for Police Forces in England and Wales. (Elliott, 2010, p382) The Bichard inquiry into the murders of Holly Wells and Jessica Chapman in 2002 was heavily critical of the Humberside police (ibid, p382). Published in June 2004 the inquiry noted that the failings of the Humberside Police were ‘systemic and corporate' (Bichard, 2004, p7). Despite the effects of this report, the Chief Constable of Humberside Police refused to resign. The Home Secretary suspended the Police chief, who challenged the legality of this action. The matter went to court where the Home Secretary's right was upheld. Since the inquiry the Police and Justice Act (2006) has increased the powers of the Home Secretary over the Police. (Elliott, 2010, p382) It is not just the Home Secretary that has powers over the police, but ordinary citizens as well. Should they wish to make a complaint to a police authority then this must be recorded by that police authority. The police must ‘obtain and/or preserve evidence' which is relevant to the complaint. Minor complaints can be dealt with by an acknowledgement of the error and a formal apology. If the complaint is upheld for a serious matter then senior figures form the police force will investigate and take any appropriate disciplinary action. If the complaint relates to a senior officer, the matter will be investigated by a separate police force. (Martin, 2007, p165) The Independent Police Complaints Commission (IPCC) exists to supervise the complaints procedure against police officers and staff and will set out and enforce the standards which must be followed. The IPCC also has powers to investigate any serious issues they may discover or that are bought to it's attention (Martin, 2007, p166). This was the case with John Charles De Menezes when his family made a formal complaint in 2005 (IPCC website – accesses 29/12/2010). The IPCC is designed to protect the people form those whose role is to protect the people. Acts such as PACE exist to give clear guidelines as to what a police officer can and can't do, yet there is an inevitable clash with Civil Rights issues In order investigate criminal suspects and criminal activity effectively the Police will need to have powers to stop and search individuals, to enter a person's house and make arrests if they suspect an individual is guilty of a crime. The power to interview and interrogate suspects and hold them in detention if necessary is a vital part of the investigative process. These are indisputable facts, and the power the police have over the individual is great. So what of civil rights? Anyone who is suspected of a crime should be safe in the knowledge that they will not be tortured, beaten or have a false confessions taken from them. (Davies, 2007, p153). In light of events in recent years police may need to prove that a suspect has not been chosen as a suspect because of their race or ethnicity. The BBC documentary â€Å"the Secret Policeman† first aired in October 2003. Film-maker Mark Daley went undercover in a police training camp to find out if the police was an institutionally racist organisation. Despite the reporter finding that this was not the case, there were several instances of clearly racist and bigoted behaviour which was described by the chairman of the Commission for Racial Equality as â€Å"truly shocking†. (BBC Website – accessed 29/12/10) Following the documentary ten police officers involved resigned and twelve more were disciplined and three police trainers were removed following a Police Complaints Authority (PCA) investigation, in agreement with the Independent Police Complaints Commission (IPCC). The Campaign for Racial Equality launched a formal inquiry and made 125 recommendations for change. (BBC Website – accessed 29/12/10) A topical issue of recent times concerns the policing of demonstrations. On 01 April 2009 Ian Tomlinson was assaulted at the G20 demonstrations in London. Although not a participant of the demonstrations, the Mr Tomlinson was in the area at the time of the protest. Later that day he seemingly died of a heart attack. A short while later, The Guardian released footage showing Mr Tomlinson being violently pushed to the ground by a policeman shortly before he died. A second autopsy alleged that Mr Tomlinson had died of internal injuries. (Elliott, 2010, p416). Allegations of Mr Tomlinson being beaten by police prior to the footage of him being forced to the ground by an officer continue, and a full inquiry will begin on 28th March 2011 (www.iantomlinsonfamilycampaign.org.uk – accessed 05/01/11). The debate between police powers and civil rights will continue over the next few years from 2011. The outcome of miscarriages of justice such as the Guildford 4 and the Birmingham 6 led to the introduction of PACE. The Secret Policeman documentary sprung from the MacPherson report into the murder of Stephen Lawrence which called the police â€Å"institutionally racist†. The death of Ian Tomlinson, as well as the recent clashes between police and demonstrators over university tuition fee's in November and December 2010 and the Police's use of the ‘Kettling' technique, has called into question the policing of demonstrations. With more demonstrations planned for 2011 as well as the results inquiry into the death of Ian Tomlinson, police power and accountability will debated again. The simple truth is that police officers need the rational-legal authority to investigate and prevent criminal action. Without it they could not effectively enforce the law. None the less, civil liberties that many people have fought and died must be protected. Malcolm Davies is right when he says that â€Å"legislation on police powers must balance conflicting needs of crime prevention and due process† (Davies, 2007, p153).

Forte of the Fool Essay - 513 Words

Feste is Olivias professional jester, or fool. He receives payment to entertain, sing, and make satirical observations. This license allows him to freely speak his opinion. In Shakespeares Twelfth Night, there is certainly no shortage of Festes opinion. The fool easily assesses the faults, idiocy, and disguises of all those around him. It is through his insightful interpretation of the characters that we are able to understand that the fool is more than likely the most intelligent person within the play. Feste not only accepts his title of fool despite his brilliance, he embraces it. From Festes first appearance, he demonstrates his intellect over Olivia by expressing to her how foolish it is to mourn for your†¦show more content†¦This admission reveals Festes quest by revealing his fear. Cesario/Viola is more like Feste than he wants to believe. They are both pretending to be something that they are not, while they both see the other for what they truly are. He knows she is not a man, and she realizes that he is no fool. This fellow is wise enough to play the fool, and to do that well craves a kind of wit (3.1.59-60). Festes dislike of Cesario can be explained one of two ways. He either fears that she will out him for what he is, the smartest man in the room, or the adage, you look in the mirror and dont like what you see applies. It is conceivable that they both apply, but either way it is apparent that Feste enjoys being able to go anywhere and say anything without restriction, and he feels Cesario threatens that independence. Although, another interesting conclusion could be that he has Olivias best interest at heart. One may argue that Festes contempt of Cesario stems from his desire to protect Olivia from certain heartbreak. There is every indication that he does admire Olivia, but is it her, or his position as her court jester that he is protecting. It is certainly in his best interest to maintain a happy home, and the humiliation of Olivia will definitely come with consequences. It is conceivable that a combination of adoration and self-preservation motivates Feste, but to know for sure would be toShow MoreRelatedLed Zeppelin Essay1463 Words   |  6 Pagesfading out; the homophonic track grinds to a halt with a tinkling of John Paul Jones’ electric piano played mezzo forte. The version of Fool In The Rain, played in major key show this composition nearing its completed verse and chorus mix. Some of the studio banter retained from Polar demonstrates the fun atmosphere that the four were working in. The beginning of Fool In The Rain, is forte, after Page counts in â€Å"two, three† Plant wades in with a â€Å"quatro!† giving this song its allegretto quadruple meterRead MoreAnalysis Of Hewlett Packard And Dell Packard Enterprise1159 Words   |  5 Pageswould be giving each respective company its best chance of thriving. 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