Image of masculinity through tv program such as two and a half men, Research Paper

Image of masculinity through tv program such as two and a half men, - Research Paper Example a. Charlie Sheen  as  Charlie Harper  (season 1–8)- the archetype of hedonistic bachelor to the mould of Hugh Hefner of Playboy. In the sitcom, Charlie works as jingle/children songwriter and makes more money than his brother Alan who is always in dire straits due to the alimony that he has to pay to his wife Judith. Charlie is the dominant male figure in the sitcom. b. Jon Cryer  as  Alan Harper – Alan’s character articulates soft version of masculinity although it was portrayed as subordinate to the hedonistic type of masculinity with Charlie’s inordinate sarcasm and banter with Alan. c. Angus T. Jones  as Jake Harper – Jake portrays the underachieving son of Alan and Judith. Although Jake is Alan’s son, Jake mirrors the behavior of his uncle Charlie more than his father Alan. The character of Jake provides the subtle approval of Charlie’s hedonistic behavior in the sitcom. Masculinity has always been associated with a powerful social position that is based on class, race, and sexuality, wage structure and other parameters of manhood that spells dominance. This is reinforced through gender order within societies where men are usually ranked as more powerful and more prestigious than others. Although most of this stereotyping is structured through men’s dominance over women or the latter’s dependence on men, it can also be the case of male dominance over other males with other males also dependent to the dominant male. This structure is also present in the animal kingdom with the presence of the Alpha Male. The three characters in the television sitcom Two and a Half Men  makes an interesting case about images of masculinity in contemporary American society. Each of the characters performs their role and acts them out in accordance with how such character relates to the world and how it perceives the world. Often, the expression of

Southwest Airlines' Cost Optimization to Create an Attractive Price Case Study

Southwest Airlines' Cost Optimization to Create an Attractive Price for Economy Class Travelers - Case Study Example There are many factors which have helped Southwest Airlines in its survival and success. This essay attempts to outline those factors and strategies on the basis of the following parameters: Financial Planning, Financial control, Costing, Decision making.Financial planning has played a vital role in growing its business. The correct timing of its decisions has made a huge difference in increasing market capitalization (Sims, 68). Southwest Airline has gained a further advantage by packing more seats into the aircraft which increase the seat kilometer revenue generated per block hour.Instead of buying more jets to deal with its growing business, Southwest planned and got better deals on the lease. Hence it paid substantially less per block hour for lease rental, than other carriers. Southwest has implemented its financial planning in such a way that low fares when combined with high frequencies and excellent punctuality have resulted in an increase in its revenues. Â  Southwest plans its finances very efficiently. Â  It hires new pilots with ten years contract and motivates them by offering a share in profits. This is an example of astute planning. It means that if Southwest was making losses at any particular time then the losses can be shared with the pilots. This strategy also makes the staff much more accountable. Another important aspect of financial planning was operating on low distance routes and targeting of road passengers.Southwest plans its expenditure very efficiently and effectively. The customer service strategy of providing a full meal was costly in two ways. One, it increases the per unit costs and secondly more staff is required to provide the service. Southwest’s plan of not following this trend has saved it the cost of food as well as the number of staff employed. In other airways, when six to eight employees per flight were required, southwest managed to function with only four. This kind of planning was crucial for decreasing the c osts and increasing the revenues.

Temperature On The Growth And Survival Of Bacteria Biology Essay

Temperature On The Growth And Survival Of Bacteria Biology Essay Abstract: The aim of this experiment was to asses the growth and survival of 5 bacteria. The method involved placing each of the bacteria in water baths of various temperatures for certain periods of time, taking them out and placing them in their optimum temperatures and monitoring their growth/survival rate over the course of the week. The results obtained showed that how well the bacteria grew after they had been placed in their optimum temperatures and left for a week. From this it was concluded what the temperature class of each bacteria was. Introduction: The objective of the experiment was to look at the growth and survival rate of 5 bacteria namely, Bacillus stearothermophilus, Escherichia coli, Enterococcus faecalis, Bacillus subtilis and Pseudomonas fluorescens. Escherichia coli, commonly referred to as E.coli is a gram negative bacterium which is rod shaped. It is usually found in the large intestine of warm blooded animals. It is also found in foods and water. It is a facultative aerobe meaning that O2 is not necessarily required for growth but is preferred for better growth thus it is able to metabolise both aerobic and anaerobically. Every microorganism has a minimal, optimal and maximal temperature. These are known as cardinal temperatures and they tell us a lot about the nature of a microorganism. A mesophile is an organism which grows at its best in medium temperature conditions. A psychrophile on the other hand is an organism which is capable of growing in extremely cold temperatures. Thermophiles are virtually the opposite of psychrophiles. Theyre organisms which are capable of growing and reproducing the hot environments. The term thermophile means that it is heat loving or heat tolerant. The temperature and pH are good indicators of the environment E.coli can be found. The fact that it has a ph of 6-7 means that it is found in mildly acidic to neutral places which explains why it is in the large intestine of mammals. The bacteria manage to survive in these various environments due to their adaptive metabolism. (Madigan, Martinko, Dunlap and Clark, 2008). Enterococcus faecalis (E.faecalis) is a gram positive and is naturally occurring in the intestine of mammals, the soil, in plants and in water. The presence of E.faecalis and E.coli in the water is usually an indication that the water has been contaminated. It is found in similar habitats to E.coli. Bacillus stearothermophilus (B.stearothermophilus) is also a rod shaped gram positive organism it is usually found in hot springs and the soil. Pseudomonas fluorescens (P.fluorescens) is a gram negative rod shaped bacterium. It is usually found in cooler environments such as water. It is an obligate aerobe which means that it cannot grow in the absence of oxygen. Bacillus subtilis (B.subtilis) is also a rod shaped gram positive bacterium which is mainly found in the soil. It too is an obligate aerobe (Brooker, Widmaier, Graham and stilling, 2007). Method: Please refer to the schedule for this. Results: Below are the tabulated results that were obtained from the experiment. Table 1 shows the effect of inoculating the bacteria at different temperatures had on their growth rate. Table 2 shows the results of exposing the bacteria to extreme heat conditions on their survival rate. Temp (Â °C) 25 37 42 55 E.coli +++ +++ +++ ++ +++ +++ +++ +++ +++ +++ ++ ++ E.farcalis +++ +++ +++ +++ +++ +++ +++ ++ +++ +++ +++ + B.subtilis ++ +++ ++ ++ +++ +++ +++ ++ +++ +++ +++ +++ P.flourescence ++ +++ +++ ++ ++ ++ B.steaothermophilus + + + ++ + ++ +++ + The table above shows how well the bacteria grew at different temperatures. Really strong growth is represented by +++, medium by ++, slow growth by + and no growth by -. Looking at E.coli for example it is clear that it only grows well in the region of 25-42Â °C anything beyond this showed absolutely no growth occurring. Time (minutes) E.coli Temp (Â °C) 0 2 5 30 90 40 Y, N, Y Y, Y, Y Y, Y, Y Y, Y, Y Y, Y, Y 60 Y, Y, Y Y, Y, Y Y, Y, Y N, N, N N, N, N 80 N, Y, Y N, N, N N, N, N N, N, N N, N, N 100 N, N, Y N, N, N N, N, N N, N, N N, N, N B.subtilis 40 Y, Y Y, Y Y, Y Y, Y Y, Y 60 Y, Y Y, Y Y, Y Y, Y Y, Y 80 Y, Y Y, Y Y, Y Y, Y Y, Y 100 Y, Y Y, Y Y, Y Y, Y Y, NTable 2: The effect of heat on survival of bacteria. Key: Y= growth present N= no growth E.faecalis 40 Y Y Y Y Y 60 Y Y Y Y N 80 Y Y Y N N 100 Y Y Y N N B.stearothermophilus 40 Y, N Y, N Y, N N, N N,N 60 Y, N N, N N, N N, N N, N 80 N, N N, N N, N N, N N, N 100 N, N N, N N, N N, N N, N P. fluorescens 40 Y, N, Y Y, Y, Y Y, Y, Y Y, Y, Y Y, Y, Y 60 Y, Y, Y Y, Y, Y Y, Y, Y N, N, N N, N, N 80 N,Y, Y N, N, N N, N, N N, N, N N, N, N 100 N,Y,N N, N, N N, N, N N, N, N N, N, NDiscussion: With the information that is in table 1 the nature of each bacterium can be established. E.coli showed exceptionally strong growth in the range of 25 to 42Â °C. These results are perfectly in line with the characteristics of a mesophile as such it is safe to assume that E.coli is a mesophile. This also explains why it is found in the human intestine. The core temperature of the human body is 36.8Â °C Â ± 0.7 which according to the literature is the optimal temperature of E.coli. The same thing goes for E.faecalis. It too is a mesophile and one of the locations where it is found is also the gastrointestinal tract. The information in table 1 coupled with the fact that it is found in the same location as E.coli means that it too has the same optimal temperature as E.coli. B.subtilis grew throughout all the temperature ranges but grew the best in 55Â °C. It was however strange to see it grow in the areas of 25-37Â °C as it is by nature a Thermophile. The minimum temperature that is required for thermophiles to grow is approximately 42Â °C. B.stearothermophilus on the other hand showed a classic example of a thermophillic bacterium. It grew best at 55Â °C. The last bacterium in table 1 was P. Fluorescens. It grew well at 25Â °C but seemed to be decreasing quiet substantially at 37Â °C. The information on the table did not quiet fit in with the characteristics which are exerted by mesophiles. Mesophiles usually grow best at around 30-40Â °C however P.fluorescens optimal temperature was around 25Â °C which meant that it could not be a psychrophile. It did however fit the characteristics of a psychrotroph. Psychrotrophs are organism which grow at 0Â °C i.e. similar to psychrophiles but, usually have an optimum temperature of 25Â °C whereas psychr ophiles have and optimum temperature of 10-12Â °C (www1). Table 2 showed the effects of exposing the bacteria to high temperatures had on their survival. Temperature is most likely the most important factor that contributes to the growth and survival of the bacteria. From the literature it can be gathered depending on the organism, exposing it to very high temperatures will kill it. In the case of E.coli this is the case. It managed to stay alive at 40Â °C for 90minutes. This is understandable as this is below its maximal temperature. Once it had been placed into higher temperatures for a long enough duration, it died off. This was not the case for B.subtilis. It proved to be growing throughout all temperature ranges for the full 90 minutes of the experiment. The fact that it managed to survive at temperatures as high as 100Â °C implies that it may be a hyperthermophile (Madigan, Martinko, Dunlap and Clark, 2008). P. fluorescens also died off after being exposed to increased temperatures for some time. At 30 and 90 minutes, all of people who were doing the experiment reported that there were no bacteria alive at 60Â °C. At 2 minutes into the experiment at 80 and 100Â °C none of the bacteria were alive. Most of the results obtained from the experiment seemed to be in line with the information found in the literature some werent for example E.faecalis was still alive in almost all of the higher temperature ranges when clearly it shouldnt have been as it was is a mesophile and shouldnt grow after around 46Â °C. B.stearothermophilus, a thermophile was not growing in temperature ranges where it should have been. These mistakes may have been due to applied correct aseptic techniques while inoculating properly. In order to eliminate such errors the experiment could be run 2 to 3 times.

High Stakes :: essays research papers

High Stakes   Ã‚  Ã‚  Ã‚  Ã‚  Presently, America is experiencing a gambling boom. Everywhere you look there’s at least one advertisement involving gambling. Whether it’s a new Las Vegas hotel or a one-dollar scratcher, it seems to catch people’s eyes. Although it may look like a lot of glam and hype, there’s a dark side to the gambling industry, one people overlook the harsh consequences of. The gambling industry grasps a hold of everyone’s attention. Lotteries appeal to the low economic levels of society as a way to change their lives forever. One pull of the lever on a slot machine can make you an instant millionaire. On the flip side, there are those who gamble for excitement and entertainment reasons. They create a lifestyle of risk taking and chance, often ending up with making the wrong decisions. Most People like the thrill of sitting down in front of a slot machine and pulling the lever in hopes of winning a bundle. The opportunities are endless. So, what does the gambling tell us? A dollar and a dream, that’s all it takes. The gambling industry has grabbed a hold on our society. Roughly three quarters of all Americans gamble. Presently, 48 out of 50 states allow one or more forms of legalized gambling. Sure, the government is going to support gambling, but not without getting a healthy share of the profits. They use political smoke screening. What most Americans don’t know is that promotions and advertisements are producing such small amounts of proceeds that it yields very little funding to public projects. Politicians say that by legalizing gambling, we reduce illegal gambling and organized crime. What its actually doing is enlarging the pool of bettors. Even though casinos have created a number of jobs, the cost to society is greater than the benefits. People are arguing that the jobs created by casinos are low paying and offer little opportunity for the worker in progress. Furthermore, the creation of these casino jobs has taken away jobs from other areas of the economy. Restaurants near casinos are being forced out of business by the cheap buffets that casinos offer, to draw people in.

Total Project Control: a Manager’s Guide to Integrated Project Planning, Measuring, and Tracking

3/11/04 Total Project Control: A Manager's Guide to Integrated Project Planning, Measuring, and Tracking By Stephen A. Devaux, published by John Wiley & Sons, NY, 1999 (A book review by R. Max Wideman) Introduction Stephen Devaux published this book in 1999. In it, Stephen attempts to establish a common metric, quantitative data and analysis, by which the project can not only be managed, but also compared to every other project conducted by the organization. In his Preface, Stephen observes: 1 â€Å"The head of a construction company erecting a downtown skyscraper, the pharmacologist overseeing clinical trials for a new drug, the account manager supervising the development of a database for a Fortune 100 client – all three are engaged in project management. Yet chances are that the things they do are very different. . . . But out side of the work itself, all these projects actually have a great deal in common. †¢ Each has a schedule . . . †¢ Each has resources . . . †¢ Each has a budget . . . †¢ Each is going to run into unforeseen circumstances . . Most important of all, each has a scope of work to be accomplished. [But] traditional project management [methodologies] are unable to deal with work scope in an acceptable quantifiable manner. As a result, traditional project management â€Å"factors out† work scope from the management process by assuming it to be a â€Å"prerequisite† to the process . The traditional approach is: â€Å"Once you determine your work scope, we can provide you with a multitude of quantitative techniques for planning, scheduling, resource budgeting, and tracking your project. All of these techniques are based on a defined and constant work scope. †¦ However, the work itself is never quantified in a way that can support decision making. . . Other than saying that â€Å"Scope definition is important,† modern project management is silent. † As many of us have experienced, for example in software development, project scope can in fact be highly variable. Since the book was written, there has been an exponential increase in these types of projects giving rise to interest in project portfolio management. So, there is clearly a need for a common metric upon which acceptance or rejection of competing projects can be based. This is true whether the projects are contemplated or on going, and extends to decisions on changes to their respective work scopes. As Stephen observes:2 Precisely because work scope varies greatly from project to project, and even over time, within a single project, the ability to manage that changing work scope is vital: †¢ To ensure a satisfactory level of quality for acceptable cost. AEW Services, Vancouver, BC  ©2004 Email: [email  protected] ca Total Project Control Page 2 of 7 †¢ †¢ †¢ To select the best elements of scope to cut when forced to do so in order to meet schedule and/or budgetary requirements. To increase scope where the project's return on investment (ROI) can be enhanced by the additional deliverables(s) To determine which of many possible project work scopes should be undertaken as part of the multi-project portfolio. In his book, Stephen introduces a number of metrics with catchy names to support his â€Å"theories†. We'll describe some of these in our next section. Book Structure Total Project Control, referred to throughout as â€Å"TPC†, consists of eleven chapters as follows: 1. The Nature of a Project 2. An Overview of TPC Planning 3. An Overview of Planning the Work 4. Planning the Work Scope 5. Developing the Work Breakdown Structure 6. Scheduling I: The Critical Path Method (CPM) 7. Scheduling II: The Precedence Diagram method (PDM) 8. Activity-Based Resource Assignments 9. Resource Scheduling and Leveling 10. Tracking and controlling the Project 11. Conclusion Stephen just loves acronyms. His first â€Å"new metric, the â€Å"DIPP†, which he claims is fundamental to TPC3 is first mentioned in chapter 1. However, it is not explained until chapter 2, and even then only after introducing the â€Å"CLUB†, Cost of Leveling with Unresolved Bottlenecks, and â€Å"AIM FIRE† his acronym for the management cycle of Aware, Isolate, Measure, Forecast, Investigate, Review and Execute. So, what does DIPP stand for? We had to search the index to find out and guess what – it stands for Devaux's Index of Project Performance! DIPP has a formu la which is EMV (expected monetary value of the project, as of the current completion date) divided by ETC (estimated cost to complete the project. Chapter 2 also mentions Stephen's VBS (value breakdown structure)5 but it is not until chapter 5 that we learn that it is a TPC concept that brings the scope/cost/schedule triangle of value analysis down to the micro-project or activity level. 6 Chapter 5 introduces another concept, the DRAG (Devaux's Removed Activity Gauge) that is the quantification of the amount of time each activity is adding to the project. It is the opposite of total float, and like total float, since it only exists on the critical path activities, it is the amount of time an activity can be shortened before it has a DRAG of zero and another path becomes critical. A good explanation of its use is given in chapter 7. A metric for the resource elasticity of an activity, called DRED, again is mentioned in chapter 6, but is explained in chapter 7. It turns out it stand s for Doubled Resource Estimated Duration and is an estimate of how long it would take if the rate of resource usage anticipated in estimating its duration were to be AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 3 of 7 doubled. Consequently it is an index of resource elasticity. But perhaps the high point is another acronym called RAD that appears in chapter 9. Chapter 9 is a discussion of the parameters surrounding resource scheduling, leveling and availability, both on and off the critical path, and the calculation of DRAG. Stephen explains that there are three different causes of DRAG:9 1. Delay due to the logic of the work, i. e. CPM schedule DRAG, 2. Delay due to other ancestor activities, which unavoidably push out the schedule of the successor, and 3. Delay due to the specific activity having to wait for resources, which we will call resource availability DRAG or RAD. So there you have the definition of RAD. In practice, RAD itself has mathematical constraints and the calculation is complex, requiring computer software. Stephen provides the formula and explanation, but you can skip this section if you wish. The point is, this metric is typically not calculated, so the real impact of unavailable or over stretched resources on projects as a whole is unknown to the organization and hence not accounted for when it comes to assessing project failures. What we liked This may ound like fun stuff with acronyms, but behind it all is the serious issue of â€Å"How can any investment decision be made, on a quantified basis, unless there is at least some sense of what value awaits a successful outcome? â€Å"10 Indeed, Stephen might have added â€Å"or even what constitutes a quantified successful outcome? † Later, Stephen answers his own question by observing â€Å"There are thousands of corporate organizations that depend on projects for more than 90 percent of their revenues. Yet, other than intuitively, they have no way of tying the projects they do to their profits. 11 Even under traditional project management, an absolute minimum data for each project in a portfolio should be the expected monetary value, the current completion date, and the cost estimate to complete. 12 Actually, having worked for respectable real estate development companies, we can state that these concepts are well known to them. However, having also worked with software development organizations, it appears that these metrics are not only rare but tend to be foreign to proponents of the latest forms of software development project management. Under Stephen's TPC approach, the data required is even more profound. In a portfolio of projects, it should consist of:13 †¢ Project Name †¢ Expected Monetary Value †¢ As of (i. e. Current reporting date) †¢ Current Completion Date †¢ Loss per Week Late (%) †¢ Gain per Week Early (%) †¢ New Expected Value †¢ Cost Estimate to Complete †¢ Simple DIPP Note the addition of the time value of being ahead or behind schedule, not in terms of project overhead AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 4 of 7 costs but in terms of gain or loss in value of the product to the organization. Stephen provides many examples of his approach, although not all calculations are explicit. Stephen wades into the assembly of work breakdown structures, and CPM scheduling to illustrate his theories. On the question of how do you plan the work scope, he suggests: 14 â€Å"Each type of project is different, and each project is different. It is therefore difficult to set hard-and-fast rules for assembling scope documents. The best idea I have found is to †¢ Start with the benefits you want to achieve, †¢ Incorporate them into a business plan, †¢ Then move as rapidly as possible to a concrete image of the thing that will provide those benefits. † This is sound advice [The bullets are mine, by the way. On the matter of estimating, Stephen offers more sound advice:15 The person who is going to be responsible for the work should be the one who generates the estimates. This is probably the most important contributor to accurate estimates. The reasons for this are: 1. This person will be a subject matter expert, trained in the discipline necessary for the par ticular work. 2. This person is the only one who will know precisely how he or she plans to do the work. 3. He or she will usually have a vested interest in meeting his own commitment, and establishing the reliability of his or her own estimates. Unfortunately, the practicality in many cases is that, (a) the contributors don't know how to estimate, (b) they don't want to estimate, and (c) if they are really busy, they don't have the time to estimate. Still, it does suggest that estimating ought to be a part of production skills. Downside Under Scope/Cost/Schedule Integration, Stephen observes: 16 â€Å"Work scope is the foundation on which the whole project rests. It is the reason for doing the project – to obtain the value that will accrue from the work . . . Once we recognize this, two things come into clearer focus: 1. Quantifying scope is important. It is directly related to profitably. In a project-driven company, if you haven't quantified project scope, you cannot accurately estimate, or work to increase, profit 2. The metric used to quantify scope is the dollar. To be precise, the expected dollar that measures the value that the project is undertaken to generate. † But Stephen skates round the issue of how you arrive at this expected value by stating â€Å"Now, how one goes about estimating the value of a project is a topic of its own, beyond the scope of this book. 17 Unfortunately, that means the whole premise of his book rests on an undefined EMV parameter – which itself is changing due to external influences. Stephen's thesis, and consequent metrics, relies on a tacit assumption. This is that you have projects where the activities can all be identified, their resource requirements established and the time and cost of AEW Services, Vancouver, BC  © 2004 Email: [email  prote cted] ca Total Project Control Page 5 of 7 each reasonably accurately estimated. And further, that those resources are sufficiently flexible that schedule changes can be accommodated. On most projects, this is unreasonable, and for projects in the early part of their life span, this is patently impossible. Some of the metrics may be open to question. For example, Glen Alleman, VP, Program Management Office at CH2M HILL has commented on the DIPP formula (i. e. EMV divided by ETC), as follows:18 â€Å"There are several issues with the DIPP equation. 1. The denominator creates a â€Å"divide by zero† error as the project reaches the end and the estimate to complete approaches zero. This is poor behavior of a performance indicator not a ratio of two values drawn from the same time sample. . The indicator has nonlinear behavior over its life cycle. 3. The ETC value in the equation needs to be the sum of multiple estimates to complete, since EMV is the sum of all possible outcomes. The equation's ETC is a point value with no index i to correlate with EMV's sum across the indices of possible outcomes. The primary issue here is that DIPP does not include the sunk costs of the project. â€Å"Devaux states these are not necessary for the assessment of completion decisions. In fact the estimate to complete is based on the previous performance. The ‘performance factor for remaining work' is most often derived from the performance of the previous work. Past is a predictor of the future. The sunk costs are accruals and burden the net profit of the project. Ignoring sunk costs is not only poor financial management it is poor project management as well. The sunk costs must be paid by â€Å"someone. † The project manager must consider whom and how much is to be paid in assessing future decisions for the project. Ignoring these is like driving in the rear view mirror. It can be done, but not recommended. † We may not agree entirely with Glen's assessment, but the point is well taken. Another bone of contention is about reserves. Stephen cites the example of catching a plane under a plan based on median time estimates. Such a plan would probably mean that we would miss the plane 50% of the time. Clearly this is unacceptable so we must add contingency time. Stephen then says this is sometimes called â€Å"management reserve† and19 â€Å"There is an important difference between management reserve and padding. Management reserve is always added either at the end of the project, or immediately before a major milestone. It belongs to the project manager and the entire project. We agree with the intent but not the definitions. In our view, â€Å"Contingency† should provide for variances in durations and belongs to the project manager. â€Å"Management Reserve†, as the name implies, should belong to management for possible changes in scope (like picking up a coffee and donut at the airport), and â€Å"Padding† is a political issue and should be a no, no. Still, where workers are required to work on several projects concurrently, may be it is necessary to cover loss of productivity because as Stephen says: â€Å"Such multitasking is one of the great time wasters of corporate projects. 20 But here's a thought. If we are in DRED of missing that plane we just talked about, how much safer would we be if we doubled our resources and had two people running to catch that plane? AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 6 of 7 Summary It is time that project management practitioners started a serious dialogue on the subject of managing scope as one of the variables, and perhaps the key variable, in project management. Ask not what is the cost of this project, or change, and can we afford it? Ask instead, what is the value to the organization of this project, or change, is it worth it and how does it stack up against our other options? Some may argue that a dollar value metric is not pertinent to their particular type of project, but whichever way you look at it, money is the only common vehicle for comparison between projects in a portfolio. Stephen sums up his position at the end of chapter 1 by observing:21 †¢ The purpose of a project is not to be short or inexpensive, but to make a profit. It should be managed in such a way as to maximize that profit. All the work, and all aspects of the project that impact its profit should be analyzed together, in an integrated way that shows the effect of the various alternatives on the project profit. †¢ Each project that is managed in a context with other projects should be analyzed in an integrated way that shows the effects of each (ostensibly internal) project decision on all other projects, and, specifically, on the multi-project profit. †¢ Insofar as projects are managed without regard to profit, bad (profit-reducing) decisions will be made, both randomly and systematically, throughout the organization. Stephen's book was first published five years ago. In our experience it takes about that long for new ideas to sink into the collective psyche of the project management populace. So, we share Stephen's view. It is time that project sponsors and the creators of the enterprise planning software they use (if any) figure out how to incorporate these variable scope and value concepts, and apply them to their projects. Then, perhaps, we will be in a better position to demonstrate that the traditional definition of project success of being â€Å"On time and within budget† is short term and very narrowly focused. We think that Stephen Devaux's book makes a valuable contribution to the discussion of project and portfolio management, planning and tracking. However, some things have changed in the last five years, or are better understood, so we sincerely hope that Stephen will consider updating and reissuing his book â€Å"Total Project Control†. If he does, we hope he will also add a glossary. R. Max Wideman Fellow, PMI 1 2 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p xvii Ibid. p xix 3 Ibid. p22 4 Ibid. p7 5 Ibid. p32 6 Ibid. p93 7 Ibid. 139 AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 7 of 7 8 9 Ibid. p184 Ibid. p257 10 Ibid. p xix 11 Ibid. p8 12 Ibid. p9 13 Ibid. p12 14 Ibid. p63 15 Ibid. p105 16 Ibid. p30 17 Ibid. p31 18 Alleman, G. , The DIPP Formula Control Flag, An Assessment of the DIPP Indicator, Viewpoints, Project Management World Today, November-December 2003, http://www. pmforum. org/pmwt03/viewpoints03-11. htm 19 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p113 20 Ibid. p114 21 Ibid. p14 AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca

Thomas Jefferson: Did He Live up to His Beliefs?

Thomas Jefferson did not fully live up to his beliefs, to the extent of the Louis Ana purchase and the issue on slaves. Thomas Jefferson was a simple man, a feeder list, whose beliefs included strict construction of the constitution, and that all men are created equal. Despite the fact the Jefferson built schools in order to give the poor CEQ al rights, he went against his beliefs surrounding slavery. In Document 2, Jeffery on States â€Å"Black men are pests†.He is saying that Black people are incapable of being as successful as whites, which directly contradicts his beliefs. Also, after he realize De he wouldn't be able to change the rules on slavery, he kept his slaves on his plant action. Document 4 suggests that â€Å"Jefferson slaves were his property'. Both Dotcom .NET 4 and 5 talk about Jefferson grant of freedom to seven slaves. It talks about a s lave which he had an affair with, and her children, who were all given freedom. He only granted freedom to very few slave s, which proves he did not live up to his bell ifs.The Louisiana purchase was directed by a loose construction of the constitution, c monetary to Jefferson beliefs. It says in Document 6, † Nowhere in the constitution could J offers find mention of the purchase of land from foreign powers. † Presidents do not have this right to purchase such lands, yet Jefferson thought it wasn't beyond his rights given in the constitution.

Civil War Battle of Chickamauga

Civil War Battle of Chickamauga Dates: September 18-20, 1863 Other Names: None Location: Chickamauga, Georgia Key Individuals Involved in the Battle of Chickamauga: Union: Major General William S. Rosecrans, Major General George H. ThomasConfederate: General Braxton Bragg and Lt. General James Longstreet Outcome: Confederate Victory. 34,624 casualties of which 16,170 were Union soldiers. Overview of the Battle: The Tullahoma Campaign during the American Civil War had been devised by Union Major General William Rosecrans and was carried out between June 24-July 3, 1863. Through his efforts, the Confederates were pushed out of the middle of Tennessee and the Union was able to begin its move against the key city of Chattanooga. After this campaign, Rosecrans moved into position to push the Confederates from Chattanooga. His army consisted of three corps which split up and headed for the city by separate routes. By early September, he had consolidated his scattered troops and actually forced General Braxton Braggs army out of Chattanooga to the South. They were pursued by the Union troops.   General Bragg was set on reoccupying Chattanooga. Therefore, he decided to defeat part of the Union forces outside the city and then move back in. On September 17th and 18th, his army marched north, meeting Union cavalry and mounted infantry armed with Spencer Repeating rifles. On September 19, the main fighting occurred. Braggs men tried unsuccessfully to break through the Union line. Fighting continued on the 20th. However, a mistake happened when Rosecrans was told that a gap had formed in his armys line. When he moved units to fill the gap, he actually created one. Confederate General James Longstreets men were able to exploit the gap and drive about a third of the Union army from the field. Rosecrans was included in the group and Union Major General George H. Thomas took over command.   Thomas consolidated forces on Snodgrass Hill and Horseshoe Ridge. Although the Confederate troops assaulted these forces, the Union line held until nighttime. Thomas was then able to lead his troops from the battle, allowing the Confederates to take Chickamauga. The battle was then set for the Union and Confederate troops in Chattanooga with the North occupying the city and the South occupying the surrounding heights.   Significance of the Battle of Chickamauga: Even though the Confederates won the battle, they did not press their advantage. The Union army had retreated to Chattanooga. Instead of focusing their attacks there, Longstreet was sent to attack Knoxville. Lincoln had time to replace Rosecrans with General Ulysses Grant who brought in reinforcements.    Source: CWSAC Battle Summaries