Essay on Shakespeare’s Sonnet 73 -- Sonnet essays

Interpretation of Shakespeare’s Sonnet 73 Sonnet 73 is a meditation on mortality, and yet it can be interpreted in a number of ways. The first such interpretation is that the author of the poem is speaking to someone else about his own death that will inevitably come in the future. This interpretation has the poem focused on the author, and his focus and concern over himself. This makes him seem very selfish, because we are all going to die sooner or later, and it does not do any good to dwell on or complain about it. The only use that this interpretation really has is to evoke pity in the author, or the speaker of the Sonnet. That is why it was this interpretation of Sonnet 73 that was used in a 1996 production of Shakespeare's The Tempest by the Indiana Repertory Theatre. The director substituted five or six Sonnets for the pageantry scene where Prospero summons island spirits to perform for Ferdinand and Miranda, the last Sonnet in this substitution being #73. Prospero has a plot against his life, and this Sonnet helps to remind him of this, and also to remind his daughter Miranda that soon her father will be gone. Prospero uses the last couplet of the Sonnet directed to Miranda as "This thou perceivest, which makes thy love more strong." This line could also be the author speaking in the third person, and he is referring to himself as "thou." It is also interpreted as another two people conversing in these last lines by The Francis Bacon Society, they believe that Bacon was the one who wrote this Sonnet. "Here Bacon is meditating on getting old and like a sunset fading away and death like night sealing everything up. That the fire of his youth is like ashes on a fire expiring as on a death be... ...g?" Or why doesn't the action of leaving have as its subject the "I," the poet, who in death would leave behind his auditor?. . . If we read the last line with a stress on "thou," according to the meter, then the grammar and the meaning become consistent, and the reading of the Sonnet insists upon the shift in focus from the speaker's life (and imminent death), to the addressee's imminent loss of youth." These are a couple of different ways that Sonnet 73 can be interpreted. It just goes to show that there are never any definite answers about things that belong to the category of art, and especially everything concerning the work of William Shakespeare. There will always be ideas and theories that will contradict each other, and that is really the only thing that can be excepted as a constant when dealing in projects such as this one.

Genghis Khan

Later on in his life, Genesis Khan decided that, whilst assembling his army, he realized that separating everyone by their rank made no sense, so he separated them thou acknowledgement of their lineage, thus abolishing the distinction between black bone and white bone (37-38 & 52-53); Genesis Khan learned how to travel long distances over long periods of time with little food or water.This benefited them tremendously by letting them cross vast terrain that the enemy wouldn't expect them to cross, creating a surprise attack (86-87); Genesis Khan, after several raids, realizes that the rush to loot the germs of the defeated served as an impediment to more complete victory. Rather than chasing down the warriors of the raided camps, attackers nearly allowed them to flee and focused instead on immediately looting their camps. He distributed the goods along the same lines by which the hunting men of the forest traditionally distributed a kill at the end of a group hunt.This policy not only ensured him the support of the poorest people in the tribe, but it also inspired loyalty among his soldiers, who knew that even if they died, he would take care of their surviving families (50) 6. Mongolia and the surrounding area provided pathways and uncrossed terrain that allowed Genesis Khan to sneak up on his enemies and strike effectively. Also, he loud spare a few people so they can run to other empires and spread fear and panic across the steppes. (3-5) 7. One of the reasons that Timeline killed his older half-brother, Better, is because of how he treated Timeline.He would always steal any fish Timeline caught or killed, and would never share his earnings with anyone. Because of this, Timeline killed him in order to proclaim his dominance, to keep his dignity, and (possibly) to keep the family from starving. (24-25) 8. Timeline had to fight Jan-Kuaka, who was his and and his blood brother. Although Timeline had far less soldiers than Kumar, he used many different effective tactics against him, such as the Tumbleweed Formation, where Mongol warriors advanced toward the enemy in divided groups silently.This caused Genesis Khan's units to strike fast from a single direction, and flee quickly, leaving the enemy wounded but unable to retaliate before the attackers disappeared. Also, Timeline send a guard on a horse so skinny with a saddle so primitive that the captors sent the horse and saddle from camp to camp in mockery to how pathetic the Mongols had become. In another trick, since he had far fewer soldiers than the Kumar, Timeline ordered each man o set 5 campfires every night on the hills where his army camped, in order to make them seem like a much larger army.The Mongols were gaining the advantage, but Timeline did not race to victory. The night before the decisive battle, he told his men to sleep soundly. This is due to the fear inside the Anima, who began to flee in the night. However, Genesis knew that their only escape route was down the steep b ackside of a mountain, and, unable to see, the fleeing men and their horses fell into the gorge. The next morning, Genesis Khan easily defeated the remaining threats, causing Kumar to disappear into the forest. Timeline executed Kumar;s betrayers on the principle that betrayal merits the harshest punishment.The Secret History states that Timeline offered renewal of their brotherhood, but Kumar insisted that just as there was room for only one sun in the sky, there was room only for one Mongol lord. He asked to be executed by dying a noble death without the spilling of blood. His request was granted by having his back broken by Tennis's soldiers. It is said that Timeline buried Kumar in the golden belt that he had given to Kumar when they formed their bond of brotherhood. (61-64) 9. The Mongols were effective in expanding their empire, and used any techniques to do so.These techniques were acquired by Genesis Khan's observations of his enemies' attempts to use one or more techniques to attack the Mongols. After he conquered empire after empire, he would spare one or more people that helped create/develop the machinery/ maneuvers/techniques and would use them against other empires, keeping one or more of the engineers with him during invasions for quick assembling for a swift encounter. Genesis also snuck up on other enemies that, out of pure fear and loyalty, they agreed to side with Genesis and bring more goods to the people of Mongolia, thus benefiting the ranking of Mongols.This instilled fear into Genesis Khan's enemies, and spread word of his terror across the steppes. This increased his dominance and his reign, and whenever people fled to other places to warn them of the unstoppable army of Genesis Khan, it only fueled his hunger for victory with the fear of every empire that would soon be conquered, stolen, and destroyed by the tenacious hands of Genesis Khan. (81-84) 10. Mongol conquests resulted in some of the most destructive wars in human history.In Iran, the Mongol invasion resulted in extermination, disease, and destruction of irrigation yester resulting in mass emigration, famine, and drastic population decline. The Mongols differed drastically from their opponents in the sense of warfare. The Mongols used a variety of attacks, techniques and maneuvers to successfully attack their enemies. The Mongols were viewed as ruthless, brutal and bloodthirsty. In a way, they are ruthless, but their tactics for fighting were far more successful than their â€Å"civilized† opponents, which gave them an enormous advantage, and thus making domination imminent.The spread of word about the Mongols helped others know about the coming of he Mongol army, and would even make many people flee towards them in submission. (144-147) 1 . The Mongols' encounters with religion had a large effect on their lives. Religious tolerance was evident in their society, so there were many people of different religions. Christianity was viewed as a praise d, popular religion by some, but also as a group of hatred by others, due to the killing of Jews by Christians. The Mongols had a system of religious freedom; they required that the needs of the empire be served before there own, however.Christianity was spread effectively around multiple areas, but the Mongols, for the most art, kept their religion and beliefs alive, not letting anything else alter that. (219 and pages from Chi. 9-10) 2. In the book, the Christian Crusaders, when they took cities such as Antioch in 1 098 and Jerusalem in 1 099, slaughtered the Jews and Muslims without regard for age or gender, but merely because of their religion. (116) 3. Genesis Khan used brute force to conquer his enemies. He would destroy empires and steal riches afterwards. Chablis Khan, however, was no Genesis Khan.Chablis, even without the military skills of his grandfather, had clearly outsmarted everyone in his family. He possessed a keen strategic talent and he ability to have, and implem ent, good ideas; he applied these skills to the management of his territory, and its expansion toward the south. In the end, he proved able to achieve though public politics what his grandfather had not been able to achieve through brute force: the conquest and unification of all Chine, the most populous country on earth. (195) 4. Traditionally, merchants were accorded a relatively low social status in China.The Mongols, however, had a more favorable attitude toward merchants and commerce -? their nomadic way of life, which is much reliant on trade with sedentary peoples, ad caused them to recognize the importance of trade from the very earliest times. Thus, the Mongols worked to improve the social status of merchants and traders throughout their domains. The Mongols always favored trade. Their nomadic way of life caused them to recognize the importance of trade from the very earliest times and, unlike the Chinese, they had a positive attitude toward merchants and commerce.Support f or trade characterized not only Mongol policy in China but their policy throughout their domains. The Mongols even tried to introduce paper money -? though this would come merely a failed experiment. Nonetheless, the attempt indicates the desire of the Mongols to provide additional assistance to traders. (250) 5. In the Mongolia Empire, there were common principles/innovations that they created during their rule. Some of these included paper money, international law, diplomatic immunity, primacy of the state over the church, and freedom of religion.These innovations have all led to our advantages in today's contemporary lifestyle: Paper money is used all around the world, making it one of the most common forms of currency used worldwide; international away is used to keep order and peace for everyone; diplomatic immunity is used where there are rulers/leaders, making them ‘immune' to lawsuit/ prosecution under that host country's laws; freedom of religion, which is greatly use d today, helps prevent religious prosecution in our society, and lets people freely practice and be proud of their beliefs. (236) 6.As the people infected with the bubonic plague died, they infected those around them by violent coughing, sneezing and gasping. When the plague broke out in Mongolia and China, the Mongols brought the disease north with them. The disease was carried by fleas, but, even though they don't normally come in contact with humans, they traveled in the food crates of the Mongols. Also, China functioned as the manufacturing center of the Mongol World System, and as the goods poured out of China, the disease followed, seemingly spreading in all directions at once.By 1338 the plague crossed from China over the Titan Shaman Mountains. The same Mongol roads and caravans that knitted together the Eurasian world of the thirteenth and fourteenth centuries moved more than mere silk and spices. The roads set up by the Mongols for merchants also served as the accidental t ransfer point for the fleas and, thereby, for the disease itself. With all the luxurious fabrics and more, the caravans brought the fleas that spread the plague from one camp to another, one village to another, one city to another, and one continent to another.In the sixty years from 1340 until 1400, the population of Asia declined from 238 million to 201 million inhabitants, and Europe from 75 million to 52 million. (242-245) 7. Gender the widespread influences from the paper and printing, gunpowder and firearms, and the spread of the navigational compass and other maritime equipment, Europeans experienced a Renaissance, literally a rebirth, but it was not the ancient world of Greece and Rome being reborn: It was the Mongol Empire, picked up, transferred, and adapted by the Europeans to their own needs and culture.The paintings shared a common source in the work of Ghetto did Bonded and his disciples. Although the frescoes of the church depicted events from the life of Christ, more than a thousand years before the Mongol Empire, only shortly before Mongol contact, the artists depicted many of their subjects as Mongols or used Mongol dress and cloth for them. The artists placed Mongols in a variety of Christian paintings with their distinctive clothing, headgear, and bows. Genghis Khan Later on in his life, Genesis Khan decided that, whilst assembling his army, he realized that separating everyone by their rank made no sense, so he separated them thou acknowledgement of their lineage, thus abolishing the distinction between black bone and white bone (37-38 & 52-53); Genesis Khan learned how to travel long distances over long periods of time with little food or water.This benefited them tremendously by letting them cross vast terrain that the enemy wouldn't expect them to cross, creating a surprise attack (86-87); Genesis Khan, after several raids, realizes that the rush to loot the germs of the defeated served as an impediment to more complete victory. Rather than chasing down the warriors of the raided camps, attackers nearly allowed them to flee and focused instead on immediately looting their camps. He distributed the goods along the same lines by which the hunting men of the forest traditionally distributed a kill at the end of a group hunt.This policy not only ensured him the support of the poorest people in the tribe, but it also inspired loyalty among his soldiers, who knew that even if they died, he would take care of their surviving families (50) 6. Mongolia and the surrounding area provided pathways and uncrossed terrain that allowed Genesis Khan to sneak up on his enemies and strike effectively. Also, he loud spare a few people so they can run to other empires and spread fear and panic across the steppes. (3-5) 7. One of the reasons that Timeline killed his older half-brother, Better, is because of how he treated Timeline.He would always steal any fish Timeline caught or killed, and would never share his earnings with anyone. Because of this, Timeline killed him in order to proclaim his dominance, to keep his dignity, and (possibly) to keep the family from starving. (24-25) 8. Timeline had to fight Jan-Kuaka, who was his and and his blood brother. Although Timeline had far less soldiers than Kumar, he used many different effective tactics against him, such as the Tumbleweed Formation, where Mongol warriors advanced toward the enemy in divided groups silently.This caused Genesis Khan's units to strike fast from a single direction, and flee quickly, leaving the enemy wounded but unable to retaliate before the attackers disappeared. Also, Timeline send a guard on a horse so skinny with a saddle so primitive that the captors sent the horse and saddle from camp to camp in mockery to how pathetic the Mongols had become. In another trick, since he had far fewer soldiers than the Kumar, Timeline ordered each man o set 5 campfires every night on the hills where his army camped, in order to make them seem like a much larger army.The Mongols were gaining the advantage, but Timeline did not race to victory. The night before the decisive battle, he told his men to sleep soundly. This is due to the fear inside the Anima, who began to flee in the night. However, Genesis knew that their only escape route was down the steep b ackside of a mountain, and, unable to see, the fleeing men and their horses fell into the gorge. The next morning, Genesis Khan easily defeated the remaining threats, causing Kumar to disappear into the forest. Timeline executed Kumar;s betrayers on the principle that betrayal merits the harshest punishment.The Secret History states that Timeline offered renewal of their brotherhood, but Kumar insisted that just as there was room for only one sun in the sky, there was room only for one Mongol lord. He asked to be executed by dying a noble death without the spilling of blood. His request was granted by having his back broken by Tennis's soldiers. It is said that Timeline buried Kumar in the golden belt that he had given to Kumar when they formed their bond of brotherhood. (61-64) 9. The Mongols were effective in expanding their empire, and used any techniques to do so.These techniques were acquired by Genesis Khan's observations of his enemies' attempts to use one or more techniques to attack the Mongols. After he conquered empire after empire, he would spare one or more people that helped create/develop the machinery/ maneuvers/techniques and would use them against other empires, keeping one or more of the engineers with him during invasions for quick assembling for a swift encounter. Genesis also snuck up on other enemies that, out of pure fear and loyalty, they agreed to side with Genesis and bring more goods to the people of Mongolia, thus benefiting the ranking of Mongols.This instilled fear into Genesis Khan's enemies, and spread word of his terror across the steppes. This increased his dominance and his reign, and whenever people fled to other places to warn them of the unstoppable army of Genesis Khan, it only fueled his hunger for victory with the fear of every empire that would soon be conquered, stolen, and destroyed by the tenacious hands of Genesis Khan. (81-84) 10. Mongol conquests resulted in some of the most destructive wars in human history.In Iran, the Mongol invasion resulted in extermination, disease, and destruction of irrigation yester resulting in mass emigration, famine, and drastic population decline. The Mongols differed drastically from their opponents in the sense of warfare. The Mongols used a variety of attacks, techniques and maneuvers to successfully attack their enemies. The Mongols were viewed as ruthless, brutal and bloodthirsty. In a way, they are ruthless, but their tactics for fighting were far more successful than their â€Å"civilized† opponents, which gave them an enormous advantage, and thus making domination imminent.The spread of word about the Mongols helped others know about the coming of he Mongol army, and would even make many people flee towards them in submission. (144-147) 1 . The Mongols' encounters with religion had a large effect on their lives. Religious tolerance was evident in their society, so there were many people of different religions. Christianity was viewed as a praise d, popular religion by some, but also as a group of hatred by others, due to the killing of Jews by Christians. The Mongols had a system of religious freedom; they required that the needs of the empire be served before there own, however.Christianity was spread effectively around multiple areas, but the Mongols, for the most art, kept their religion and beliefs alive, not letting anything else alter that. (219 and pages from Chi. 9-10) 2. In the book, the Christian Crusaders, when they took cities such as Antioch in 1 098 and Jerusalem in 1 099, slaughtered the Jews and Muslims without regard for age or gender, but merely because of their religion. (116) 3. Genesis Khan used brute force to conquer his enemies. He would destroy empires and steal riches afterwards. Chablis Khan, however, was no Genesis Khan.Chablis, even without the military skills of his grandfather, had clearly outsmarted everyone in his family. He possessed a keen strategic talent and he ability to have, and implem ent, good ideas; he applied these skills to the management of his territory, and its expansion toward the south. In the end, he proved able to achieve though public politics what his grandfather had not been able to achieve through brute force: the conquest and unification of all Chine, the most populous country on earth. (195) 4. Traditionally, merchants were accorded a relatively low social status in China.The Mongols, however, had a more favorable attitude toward merchants and commerce -? their nomadic way of life, which is much reliant on trade with sedentary peoples, ad caused them to recognize the importance of trade from the very earliest times. Thus, the Mongols worked to improve the social status of merchants and traders throughout their domains. The Mongols always favored trade. Their nomadic way of life caused them to recognize the importance of trade from the very earliest times and, unlike the Chinese, they had a positive attitude toward merchants and commerce.Support f or trade characterized not only Mongol policy in China but their policy throughout their domains. The Mongols even tried to introduce paper money -? though this would come merely a failed experiment. Nonetheless, the attempt indicates the desire of the Mongols to provide additional assistance to traders. (250) 5. In the Mongolia Empire, there were common principles/innovations that they created during their rule. Some of these included paper money, international law, diplomatic immunity, primacy of the state over the church, and freedom of religion.These innovations have all led to our advantages in today's contemporary lifestyle: Paper money is used all around the world, making it one of the most common forms of currency used worldwide; international away is used to keep order and peace for everyone; diplomatic immunity is used where there are rulers/leaders, making them ‘immune' to lawsuit/ prosecution under that host country's laws; freedom of religion, which is greatly use d today, helps prevent religious prosecution in our society, and lets people freely practice and be proud of their beliefs. (236) 6.As the people infected with the bubonic plague died, they infected those around them by violent coughing, sneezing and gasping. When the plague broke out in Mongolia and China, the Mongols brought the disease north with them. The disease was carried by fleas, but, even though they don't normally come in contact with humans, they traveled in the food crates of the Mongols. Also, China functioned as the manufacturing center of the Mongol World System, and as the goods poured out of China, the disease followed, seemingly spreading in all directions at once.By 1338 the plague crossed from China over the Titan Shaman Mountains. The same Mongol roads and caravans that knitted together the Eurasian world of the thirteenth and fourteenth centuries moved more than mere silk and spices. The roads set up by the Mongols for merchants also served as the accidental t ransfer point for the fleas and, thereby, for the disease itself. With all the luxurious fabrics and more, the caravans brought the fleas that spread the plague from one camp to another, one village to another, one city to another, and one continent to another.In the sixty years from 1340 until 1400, the population of Asia declined from 238 million to 201 million inhabitants, and Europe from 75 million to 52 million. (242-245) 7. Gender the widespread influences from the paper and printing, gunpowder and firearms, and the spread of the navigational compass and other maritime equipment, Europeans experienced a Renaissance, literally a rebirth, but it was not the ancient world of Greece and Rome being reborn: It was the Mongol Empire, picked up, transferred, and adapted by the Europeans to their own needs and culture.The paintings shared a common source in the work of Ghetto did Bonded and his disciples. Although the frescoes of the church depicted events from the life of Christ, more than a thousand years before the Mongol Empire, only shortly before Mongol contact, the artists depicted many of their subjects as Mongols or used Mongol dress and cloth for them. The artists placed Mongols in a variety of Christian paintings with their distinctive clothing, headgear, and bows.

Project Management and Project Management It

Examination Paper: Project Management IIBM Institute of Business Management Examination Paper Project Management Section A: Objective Type (30 marks) †¢ †¢ †¢ This section consists of multiple choices questions and short answer type questions. Answer all the questions. Part One questions carry 1 mark each and Part Two questions carry 5 marks each. Part One: Multiple choices: 1. During _________formal tools and techniques were developed to help and manage large complex projects. a. 1950s b. 1980s c. 1920s d. 1990s 2. PERT stands for: a. Program Evaluation and Reverse Technique b.Progress Evaluation and Review Technique c. Program Evaluation and Review Technique d. None of the above 3. The most basic model of any Operating System is: a. Project Model b. Input-output model c. Output-input model d. None of the above 4. Overall complexity = a. Organizational complexity*resource complexity*technical complexity b. Organizational complexity+technical complexity-resource comple xity c. Technical complexity+resource complexity/organizational complexity d. Organizational complexity*resource complexity/technical complexity 5.Relevant areas of the APM body of knowledge are: a. Quality Management b. Budgeting and cost Management c. Project Cost Management d. Both ‘a’ and ‘b’ MM. 100 1 IIBM Institute of Business Management Examination Paper: Project Management 6. Costs associated with the planning process include: a. Planer’s tools b. Opportunity cost c. Planned labour and associated expenses d. All of the above 7. CPA stands for: a. Critical Path Analysis b. Common Path Analysis c. Critical Path Algorithm d. Common Problem Analysis 8. The project duration with the normal activity time is ____days. . 11 b. 16 c. 17 d. 21 9. The nature of the work organization is important as it: a. Defines responsibility and authority b. Outlines reporting arrangements c. Determines the management overhead d. All of the above 10. Matrix Managemen t was invented by a. Mullins b. Belbin c. Drucker d. Frederick Taylor Part Two: 1. 2. 3. 4. Define ‘Cost Estimating Techniques’. Write a note on ‘Critical Path Analysis’. Differentiate between General Management and Project Management. What is ‘Team Life Cycle’? END OF SECTION A 2 IIBM Institute of Business ManagementExamination Paper: Project Management Section B: Caselets (40 marks) †¢ †¢ †¢ †¢ This section consists of Caselets. Answer all the questions. Each Caselet carries 20 marks. Detailed information should form the part of your answer (Word limit 150 to 200 words). Caselet 1 It’s a Risky Business Four friends wanted to start a business. After much discussion, they had hit upon the idea of launch a mail-order toys and games business. They were in the development stage of their business plan and wanted to be sure that they had been through with their planning.To reinforce this, they had just received a letter fr om a group of venture capitalists, agreeing to fund the start up. It concluded its review of their plan by stating: The business plan presents a credible opportunity for all involved and we are prepared to approve the funding request, subject to a risk analysis being carried out on the project to start the business. The group was stunned-the funding that they had been hoping for was suddenly a reality. Just one thing stood in their way- that damned risk analysis process. They started with identifying the key risk elements that could face the business during in start up phase.They considered the process between the time that they received the funding and day one of trading. What could possibly go wrong? Lots of things. They brainstormed the possibilities and recorded them. They then considered the effect that these would have on the project as a whole. The list they generated prothings going wrong and not enough making sure that the positive steps towards the business opening were ha ppening. They needed to priorities’ the events. As importantly, what would happen, when they eventually occurred? Who would be responsible for each of them? On what asis could they rank each risk, in order to identify the most important risks for which they would develop mitigation and ownership? They decided to use a table to show the risk event, the likelihood, the severity and by multiplying the two providing a risk priority number (RPN). This would the allow ranking of the risk elements. For the three highest ranked elements, the group then generates a mitigation process with someone in the group taking ownership of that process. As can be seen, the top three risks were identified and mitigation tasks put in place to either prevent the risk event happening or to reduce its effect.The initials of the ‘owners’ of that risk in the last column show who has agreed to monitor that set of events and ensure that the mitigation is put into place before the project suf fers from that event occurring. Questions: 1. What further methods could have been used to generate ideas for the identification part of the risk process? 2. What should happen as the project progresses to manage risk? 3 IIBM Institute of Business Management Examination Paper: Project Management Caselet 2 Fast-track Product Redevelopment at Instron Background Instron designs and manufactures machines for testing the properties of all types of material.One particular plastic testing instrument has been selling around 250 units per year worldwide. In 1992 at the height of the recession, with margins being squeezed and sales volume dropping, Instron decided to redesign the instrument to reduce its cost and make it easier to manufacture. The Project Instron began to undertake change in the late 1980s, which included a programme to institute concurrent new product development. This was accompanied by pressure for cost reduction, the introduction of manufacturing changes, and the breaking of the firm into business teams.The team was highly transient and changing environment, there were few restrictions on the way the redesign project had to be handled. It was one of the first projects in Instron to be run from the beginning as a concurrent engineering project. A small multi-functional team was formed, consisting of a manufacturing engineer, a design engineer, a marketing engineer and a draughtsman. The design rief was to improve the ease of manufacture of the product such tat a cost reduction of 20 percent could be achieved. The team was co-located in an area adjacent to the manufacturing facility.Although there was some initial resistance, the comment was made that ‘they don’t know how they ever worked without it’. The ease of communication and sharing of ideas became a more natural part of working life. Adverse Effects The principles of concurrency were, in general, favorably accepted by departments downstream of the design process and with som e notable exceptions, unfavorably viewed by the design department. Individuals had concurrency imposed on them in the initial projects selected; be tried out. Senior management staff was selected as champions of the cause, with the objective of overcoming the resistance to change that existed.This came in a number of forms: 1. Passive resistance- summarized as ‘don’t show reluctance to apply the new ideas, attend all the group meetings, nod in agreement, then carry on as before. 2. Active resistance- ‘do what you like, but don’t ask me to do it’ 3. Undermining the initiative- through overstating the apparent problems. They began by carrying out brainstorming sessions with manufacturing engineers, buyers, members of the shop floor, suppliers and additional design engineers, to find new and innovative ways to improve the product.The outcome of these investigations was to draw up a list of areas where improvements were thought possible. The Benefits Ach ieved The results of this team’s action were: †¢ Cost reduced by 49 percent †¢ Product range rationalized from 12 to 2 versions †¢ Unique part count reduced from 141 to 98 and total number of parts reduced from 300 to 189 †¢ Assembly/machining time reduced by 55 percent †¢ Project completed on time, with last version being released in April 1994. Once operational, few problems were encountered and those that did occur were minor in nature.The success was attributed by the firm to two decisions: †¢ The selection of the right project- one that made it easy to demonstrate concurrency †¢ The selection of the right people- those who were prepared to be open-minded and have some enthusiasm for the changes. The company now views this as a simple project that restored the profitability of an established product through the use of innovation, ingenuity and new design techniques by the whole concurrent team. What 4 IIBM Institute of Business Managemen tExamination Paper: Project Management is also clear is that the product was subject to technical change in only one area- the materials used. The other benefits have all been due to the approach tat the firm’s management has taken to its new product development (NPD) Process. The firm felt that the project has been a success and that this method of working would become an institutionalized methodology. Questions: 1. Identify the steps the firm took in this project. How did this contribute to the success? 2.How might the main adverse effects be identified? END OF SECTION B Section C: Applied Theory (30 marks) †¢ †¢ †¢ †¢ This section consists of Applied Theory Questions. Answer all the questions. Each question carries 15 marks. Detailed information should form the part of your answer (Word limit 200 to 250 words). 1. What is the role of strategy in Project Management? 2. Identify the different roles that cost, price and profit can play in determining proje ct costs. END OF SECTION C 5 IIBM Institute of Business ManagementExamination Paper: Project Management IIBM Institute of Business Management Examination Paper Project Management in IT Section A: Objective Type (30 marks) †¢ †¢ †¢ This section consists of multiple choice questions and short notes type questions. Answer all the questions. Part One questions carry 1 mark each and Part two questions carry 5 marks each. MM. 100 Part One: Multiple choices: 1. The knowledge areas of Project Management Process Group are: a. Planning and Initiating b. Executing and Closing c.Monitoring and Controlling d. All of the above 2. To create a successful project, a project manager must consider: a. Scope b. Time c. Cost d. All of the above 3. Which one of the following is not involved in the top ten skills or competencies of an effective project manager: a. People skills b. Leadership c. Integrity d. Technical skills 4. Another name of a phase exit is a _______ point. a. Review b. St age c. Meeting d. Kill 5. Which process group includes activities from each of the nine knowledge areas? a. Initiating b.Planning c. Executing d. Closing 6 IIBM Institute of Business Management Examination Paper: Project Management 6. The project team works together to create the ______. a. Scope statement b. WBS c. WBS dictionary d. Work package 7. __________ is a network diagramming technique used to predict total project duration. a. PERT b. A Gantt chart c. Critical Path Method d. Crashing 8. Which of the following is not a key output of project cost management: a. A cost estimate b. A cost management plan c. A cost baseline d.None of the above 9. CMMI Stands for: a. Capability Maturity Model Integration b. Complex Maturity Model Integration c. Common Maturity Model Information d. Capability Maturity Model Information 10. A proposal evaluation sheet is an example of: a. RFP b. NPV analysis c. Earned value analysis d. Weighted scoring model Part Two: 1. Define Product Life Cycle. 2. What is Project Integration Model? 3. Write a note on Gantt charts. 4. What is Project Quality Management? END OF SECTION A 7 IIBM Institute of Business ManagementExamination Paper: Project Management Section B: Caselets (40 marks) This section consists of Caselets. Answer all the questions. Each Caselet carries 20 marks. Detailed information should form the part of your answer (Word limit 150 to 200 words). †¢ †¢ †¢ †¢ Caselet 1 A preliminary estimate of costs for the entire project is $140,000. This estimate is based on the project manager working about 20 hours per week for six months and other internal staff working a total of about 60 hours per week for six months.The customer representatives would not be paid for their assistance. A staff project manager would earn $50 per hour. The hourly rate for the other project team member would be $70 per hour, since some hours normally billed to clients may be needed for this project. The initial cost estimate al so includes $10,000 for purchasing software & services from suppliers. After the project is completed, maintenance costs of $40,000 are included for each year, primarily to update the information and coordinate the â€Å"Ask the Expert† feature and online articles.Projected benefits are based on a reduction in hours consultants spend researching project management information, appropriate tools and templates, and so on. Projected benefits are also based on a small increase in profits due to new business generated by this project. If each of more than 400 consultants saved just 40 hours each year (less than one hour per week) and could bill that time to other projects that generate a conservative estimate of $10 per hour in profits, then the projected benefit would be $160,000 per year.If the new intranet increased business by just 1 percent, using past profit information, increased profits due to new business would be at least $40,000 each year. Total projected benefits, ther efore, are about $200,000 per year. Exhibit A summarizes the projected costs and benefits and shows the estimated net percent value (NPV), return on investment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminary financial analysis. All of the financial estimates are very encouraging.The estimate payback is within one year, as requested by the sponsor. The NPV is $272,800, and the discounted ROI based on a three-year system life is excellent at 112 percent. Discount rate 8% Assume the Year project is done in about is months 0 Costs 140,000 Discount 1 factor Discounted 140,000 costs Benefits Discount factor Discounted benefits Discounted 0 1 0 1 40,000 0. 93 37,037 2 40,000 0. 86 34,294 3 40,000 0. 79 31,753 Total 243,084 200,000 0. 93 186,185 200,000 0. 86 171,468 200,000 0. 79 158,766 515,419 (140,000) 148,148 137,174 127,013 8 IIBM Institute of Business ManagementExamination Paper: Project Management benefits – costs Cumulat ive (140,000) benefits-costs Payback year 1 112% Discounted life cycle ROI—Assumptions Costs PM (500hours, $50/hour) Staff (1500 hours, $70/hour) Outsourced software & services Total project costs (all applied in year 0) Benefits # consultants Hours saved $/hour profit Benefits from saving time Benefits from 1% increase in profits Total annual projected benefits Questions: 1. What according to you are the factors that can hamper the profit growth related with the project? 2. Mention some strategies to further improve the project’s turnover. ,148 in 145,322 272,336 NVP #hours 25,000 105,000 10,000 140,000 400 40 10 160,000 40,000 200,000 9 IIBM Institute of Business Management Examination Paper: Project Management Caselet 2 Many organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project managers may still not know how to tailor their project management skills to the organization’s particular needs. Because of this problem, some organizations develop their own internal information technology project management methodologies.The PMBOKR Guide is a standard that describes best practices for what should be done to manage a project. A methodology describes how things should be done, and different organizations often have different ways of doing things. For example, after implementing a systems development life cycle (SDLC) at Blue Cross Shield of Michigan, the Methods department became aware that developers and project managers were often working on different information technology project in different ways. Deliverables were often missing or looked different from project to project.They may have all had a project charter, status report, technical documents (i. e. , database design documents, user interface requirements, and so on), but how they were producing and delivering these deliverables was different. There was a general lack of consistency and a need for st andards to guide both new and experienced project managers. Top management decides to authorize funds to develop a methodology for project managers that could also become the basis for information technology project management training within the organization.It was also part of an overall effort to help raise the company’s Software Capability Maturity Model level. BlueCross BlueShield of Michigan launched a three-month project to develop its own project management methodology. Some of the project team members had already received PMP certification, so they decided to base their methodology on the PMBOKR Guide 2000, making adjustment as needed to best describe how their organization managed information technology projects.See a complete article on this project on the companion Web site for this text. Also see the Suggested Reading to review the State of Michigan Project Management Methodology, which provides another good example of an information technology project management methodology. Many organizations include project management in their methodologies for managing Six Sigma projects. Other organizations include project management in their software development methodologies, such as the Rational Unified Process (RUP) framework.RUP is an interactive software development process that focuses on team productivity and delivers software best practices to all team members. According to RUP expert Bill Cottrell, â€Å"RUP embodies industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining componentbased software system solutions,† Cottrell explains that you can tailor RUP to include the PMBOK process groups.Specifically, IBM Rational, the creators of RUP, found that it could adjust RUP input artifacts with PMBOK process inputs, RUP steps with PMBOK process tools and techniques, and RUP resulting artifacts with PMBOK process outputs. Questions: 1. Accordi ng to you what are the skills that needed for the project management of an organization? 2. How the six sigma project became a helpful tool in very sophisticated kind of project management? END OF SECTION B 10 IIBM Institute of Business ManagementExamination Paper: Project Management Section C: Applied Theory (30 marks) †¢ †¢ †¢ †¢ This section consists of Applied Theory Questions. Answer all the questions. Each question carries 15 marks. Detailed information should form the part of your answer (Word limit 200 to 250 words). 1. What is cost? What is the importance of Project cost Management and explain basic principles of Cost Management. 2. Define the following: a. Resource Histograms b. Project Communication Management END OF SECTION C S-2-260211 11 IIBM Institute of Business Management

Getting Rid of Aids essays

Getting Rid of Aids essays We all know what Lepercy is from the bible, but do you know why it isnt as big as it used to be? The answer to this question is because all these people were put into strict living quarters by themselves. The only people that lived within miles of them were people with Lepercy. My bill states that we should take all HIV positive people and simply either ship them to a remote and deserted area or give them the opportunity to fight for their country in the army or navy. The government will simply provide blood tests to all American citizens. You will be given a short amount of time to make your decision to either stay and fight for your country or be immediately shipped to the Sahara Desert where you will die eventually. After the government gets a majority or if not all the HIV positive people out of the United States or have them fighting in a different country the Aids rate will rapidly fall. The Aids virus is only spread through blood, sex, etc. so if these people are not hav ing sex the virus will simply end after a few years, because I know you and I would both not like to have this deadly virus therefore we would stop it just like they stopped Lepercy. They have the choice of joining the army where they will be fed and have shelter and etc. and they will be helping the U.S. win wars and other problems with neighboring countries. If I was one of these people this is the route I would take. All immigrants that would like to come to the U.S. are more then welcome but will be met at the border by border patrol to inflict a blood test. If they are clean they are more then welcome if they are infected they will be given the choices or be turned away. Scientists have been searching for a cure for AIDS for years, we can simply end all this hard work after we get rid of the problem. I will provide you with an analogy: Lets say you come home one night after a birthday party and you have a piece of pizza which symbol...

Overview of Rider Bills in Government

Overview of Rider Bills in Government In U.S. government, â€Å"riders† are bills in the form of additional provisions added to the original versions of bills or resolutions considered by Congress. Often having little relationship to the subject matter of the parent bill, riders are typically used as an often-criticized tactic intended to gain the enactment of a controversial bill that would probably not pass if introduced on its own.   Other riders, known as â€Å"wrecking† or â€Å"poison pill† bills are used not to actually be passed, but merely to prevent the passage of the parent bill or to ensure its veto by the president. Riders More Common in the Senate Though they are all in either chamber, riders are used more often in the Senate. This is because the Senates rule’s requirements that the subject of the rider must be related or â€Å"germane† to that of the parent bill are more tolerant than those of the House of Representatives. Riders are rarely allowed in the House, where amendments to bills must at least deal with the substance of the parent bill. Most States Effectively Ban Riders The legislatures of 43 of the 50 states have effectively banned riders by giving their governors the power of the line-item veto. Denied to Presidents of the United States by the U.S. Supreme Court, the line-item veto allows the executive to veto individual objectionable items within a bill. An Example of a Controversial Rider The REAL ID Act, passed in 2005, required the creation of something that most Americans have always opposed – a national personal identification registry. The law requires the states to issue new, high-tech driver’s licenses and prohibits the federal agencies from accepting for certain purposes - like boarding airliners- driver’s licenses and identification cards from states that do not meet the law’s minimum standards. When it was introduced by itself, the REAL ID Act garnered so little support in the Senate that is was never even brought to a vote. But its backers got it passed anyway. The bill’s sponsor, Rep. James Sensenbrenner (R) of Wisconsin, attached it as a rider to a bill no post-9/11 politician would have dared vote against, titled the â€Å"Emergency, Supplemental Appropriations Act for Defense, the Global War on Terror, and Tsunami Relief.† That bill allocated money to pay the troops and pay for the war on terror. Few voted against the bill. The military spending bill, with the REAL ID Act rider attached, passed in the House of Representatives by a  vote of 368-58, by a vote of 100-0 in the Senate. President George W. Bush signed it into law on May 11, 2005. Rider bills are most often used in the Senate because the Senate’s rules are far more tolerant to them than the rules of the House. In the House, all amendments to bills must generally be related to or deal with the subject of the parent bill being considered. Riders are most often attached to major spending, or â€Å"appropriations† bills, because the defeat, presidential veto or delay of these bills could delay the funding of vital government programs leading to a temporary government shutdown. In 1879, President Rutherford B. Hayes complained that lawmakers using riders could hold the executive hostage by â€Å"insisting upon the approval of a bill under the penalty of stopping all of the operations of government.† Rider Bills: How to Bully a President Opponents – and there are many – of rider bills have long criticized them as being a way for Congress to bully the President of the United States. The presence of a rider bill can force presidents to enact laws they would have vetoed if presented to them as separate bills. As granted by the U.S. Constitution, the presidential veto is an all-or-nothing power. 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