Blood Essays - Transfusion Medicine, Blood Donation, Hematology

Blood There is a crisis. It is the shortage of blood. We need more blood donors. There's no substitute for human blood -- vital for delivering oxygen and nutrients, removing waste, healing and fighting infection. A person's blood can, however, be shared with others. Every day, thousands of Americans in need of lifesaving blood, including trauma victims and surgery patients, rely on the efforts of volunteer blood donors. We need a steady flow of blood donors to keep our blood supply stable. Many people are eligible to be donors. The biggest requirement is being healthy. Approximately 4 million Americans receive donated blood each year; a demand of nearly 40,000 units each day. Donating blood is a simple, relatively painless procedure that requires a small time commitment. Understanding the steps involved with donating can make it easier for those who may be considering rolling up their sleeves. In addition to good health, blood donors must weigh at least 110 pounds, be at least 18 years of age or be 16 and have parental permission. Those who are currently taking any medications such as aspirin, allergy medication, sleeping pills and Tylenol are still eligible to donate, as are those who have received a hepatitis B vaccine. People who cannot donate include anyone who has a blood-borne disease or who might be at high risk of contracting one. Other conditions excluding potential donors are being pregnant, having low iron or having a cold or the flu. There is no charge for blood. And prior to donating, volunteers must complete a standard screening procedure. This includes filling out a questionnaire on health history and answering standard health screening questions. Donors will then receive a brief physical exam, which includes reading of temperature, pulse and a test for anemia. Donors who satisfy screening requirements will then have approximately one pint of blood extracted. The entire process usually lasts about 45 minutes. Donating blood takes only from 5 to 7 minutes. Giving blood is safe. No one gets any disease by donating. A sterile needle is used once for each donor and then destroyed. Blood donors can usually resume normal activities within 10 to 15 minutes after donating. It's recommended that a person first sit down, rest momentarily and consume liquids. Since a person's blood volume will be reduced by 10 percent from donating blood, it is also recommended that volunteers avoid strenuous physical activities immediately following. Fluids lost from donating blood are usually replenished within 24 hours, while it can take several weeks to replace lost red blood cells. Because of this, volunteers must wait eight weeks between donation times. To avoid bruising in the arm, donors should also steer clear of heavy lifting for several hours. Some people feel afraid the first time they donate. You'll find out your fears are exaggerated. But you'll find it out only after you've donated. Some people think that they don't have blood to spare. The average adult body has about 10 to 12 pints of blood. You give one pint of blood when you make a whole blood donation, and your blood volume will be replaced within 24 hours. Some people say that it's too inconvenient to donate blood. Simply make an appointment for the time that's convenient for you. If the blood center isn't convenient for you, just call a recruitment department and they'll find a blood mobile that is. Usually churches, businesses, schools and civic organizations in your community host bloodmobiles every day of the week. Most often some people say that they'll only give in an emergency situation. It can take 24-48 hours to complete the laboratory tests that must be done on every unit of blood. Blood must be donated before an emergency arises. It's simply not feasible to try to save your blood in case someone you know needs it. Currently less than 5% of those eligible to give blood actually do. The demand for blood and blood products is constantly increasing, and those increasing needs can only be met by an increasing amount of donors. More blood donations are needed now than at any other time in our nation's history. The American Red Cross had recently reported that there has been a critical shortage

THE DESTRUCTION OF MAN KIND Essays - Forest Conservation

THE DESTRUCTION OF MAN KIND Essays - Forest Conservation THE DESTRUCTION OF MAN KIND "We know there will be problems in environmental terms, many serious problems, but it is a matter of economics. There won't be any complete disaster, and what we cannot solve, well, that's the price we have to pay." - Eduardo Albuquerque Barbosa There is a constant war that is being fought in the rainforests of South America. The death toll is one that far surpasses any other war in history. Vietnam and World War II had minimal loss of life compared to this never ending battle. It is predicted that by the year 2020, the casualties will reach 150 per day. This total does not even include the loss of human life due to the lack of oxygen and the unsuitable living conditions. This horrible scenario would be the result of mankind's failure to cooperate and live in harmony with the environment, especially the rainforest of South America. In the end, the destruction of the rainforests will mean the destruction of mankind. The devastation of the rainforest may be compared to playing a game of Russian Roulette. One-forth of existing medicines are derived from tropical plants whose homes are in the rainforests of South America. For every acre that is lost in the burning season, there is one acre less that we have for possible life saving medicines. About 70 percent of plants used in anti-cancer drugs come from the rain forest. We are slowly destroying ourselves and the environment. Whether we realize it or not, the world could quickly come to an ecological halt. Every day 144,000 acres of the rainforests are cut down, slashed and/or put up in flames. In 1974, Brazil started a forest fire of 20.6 million square feet (3,900 square miles). The fire ragged out of control and was later marked the largest forest fire in Brazilian history. This 1974 fire is now considered small to others in the past recent years. On average the burning season lasts up to four months out of the whole year. During this period of time, it is not uncommon for the majority of South America to be covered in a thick blanket of smoke. The bulk of these fires, when combined, are equivalent to the great inferno of 1988 at Yellow Stone National Park. Emitted from these devastating fires every year are billions of carcinogens and poisonous gases that end up in the atmosphere. The gases and pollution have been building for many years, and scientists believe that the atmosphere is due to reach its saturation point very soon. The greed for money and lust for land are just two flames at the heart of the fire. At the expense of innocent lives of rainforest dwelling animals and local environmentalists, large corporations can some how justify there murderous means. Rainforests cover only a mere seven percent of the earth's land surface, yet they contain 50 percent of the world's species. Along with the thousands of animals in these century old forests, there are many tribes of Indians who are subjected to torment and usually death from the large companies. Heartless Corporations such as Endesa, Arboriente and PICOP ignore the blockades of the FPA, "Forest Peoples' Alliance", and the perpetual pleas of the Scientist's who predict, "tropical species are disappearing at a rate that could conceivably reach as high as 150 species a day by the year 2020" Landry, (5). Unfortunately this battle comes down to economics versus environment, and so far the environment is losing the war. Chico Mendes' death finally brought the much needed world wide attention to the rainforests. Until 1988 the astonishing figures produced by environmentalist and scientists never had much weight on the conscience of countries outside of the Amazon Rain Forest. The death of Mendes was the second death of a NCRT, National Council of Rubber Tappers, member in recent times. The fight, " at first, was only about ecology, and defending the fishes, the animals, the forest, and the river. They didn't realize that humans were also in the forest" Rodrigues, Revkin (1). Though Chico was a rubber tapper in the town of Xapuri, he spent most of the year traveling around the world trying to gain support in his fight against the destruction of the rainforest . Chico's non-violent approach won him much favor from the United States and all of the other rubber tappers. Chico Mendes once said, "If a messenger came down from heaven and guaranteed that my death would strengthen our struggle, it would even be worth it. But experience teaches us the opposite. Public rallies

Law Assignment Example | Topics and Well Written Essays - 3000 words

Law - Assignment Example (Carlill v. Carbolic Smoke Ball Company 1893 1 qb 256). Acceptance is a final and unqualified expression of assent to the terms of an offer [G.H. Treitel, The Law of Contract, 10th edn, p.16]. The Employer, Conventina Motors, has offered Steven to work for them as a parts distribution salesman. And Steven has accepted their employment offer to work for them. This means a proper contract has been established between Conventina Motors and Steven. Consideration: This means something bargained for and received by a promisor from a promisee. The common types of consideration consists of real or personal property, a return promise, some act, or a forbearance. The consideration by Conventina Motors towards Steven may not only include his salary but also other responsibilities like Steven’s mental, health, emotional and/or environmental safety etc. And likewise Steven’s consideration towards the company can be his loyalty, responsibility and promise to follow the rules and regulation binding on him due to the employment contract. Capacity: In contract law, capacity means a persons ability to satisfy the elements required to enter binding contracts. For example, it often requires a person to have reached a minimum age and to have soundness of mind. Conventina Motors is an established company and Steven is an adult. Therefore both fulfill the required capacity rules to enter into a valid contract. Legality: The contract made, must be enforceable by law. Only then, the contract is said to be legally binding. Conventina Motors is an established company having proper employment contracts with its workers, therefore the contract with Steven is legally binding and has certain obligations that needs to be followed by both the parties in the contract. As discussed above, Conventina Motors and Steven have entered into a legal employment contract with each other. The contract includes rules and obligations that

The Founding Docs of the U.S. Governmen Assignment

The Founding Docs of the U.S. Governmen - Assignment Example merican Enlightenment through its postulates which emphasize social justice with regards to financial independence, citizenship rights, paid employment and social welfare (Hofstader, 1989). It laid the foundation for emancipation of slaves and blacks to bring them into the mainstream of American society facilitating equal rights and equal opportunities in all areas for everyone, including blacks and ethnic minority. The sovereignty of state and powers of the government was embedded in the constitution of America. Representative republican governance indicated democratic framework of the constitution. The republic structure of governance was considered as the American experiment mainly because it helped test the moral implications of the principles of the constitution and its flexibility in incorporating the changes. The Bill of Rights was important legal document fulfills principles of American enlightenment while satisfying views of both federalists and non federalists. It paved way for reforms in constitution through amendments. It empowered Americans to make decisions about their political and social equity. The federal structure of governance with its dual nature, it was able to focus on development of people and region while wider policies of national interest like defense etc. remained the responsibility of the federal Union of America. Thus, it promotes responsible use of power in implementing the democratic rights of individuals while judiciously executing its rights to power. (words:

Otherness Essay Example | Topics and Well Written Essays - 750 words

Otherness - Essay Example The domination of Native Americans by European settlers, relegated them to no longer be masters of their identity. In films and books they were portrayed as savage and ignorant. They met the typical definition of the other in that in the eyes of the dominant group they lacked some â€Å"essential quality† (The Other, 2010). This othering of a group within society has very negative consequences. It is well illustrated in Sherman Alexie’s story â€Å"This Is What It Means to Say Phoenix, Arizona.† This stpry shows readers about life on a reservation. Identity is at its heart; especially the tension between an identity you make for yourself and one that is given to you by someone more powerful. Alexie's story tells the reader a great deal about what life can be like for Native Americans. It shows the serious social conditions on reservations and the breakdown of family relations due to substance abuse and other problems. The truth is that many Native Americans today live in the shadow of a trauma that was done to them many years ago. We have to have a sense of history if we are to understand people like Victor or Thomas Builds the Fire. These are men who are placed outside of society and whose sense of self is shaped not by their own dreams and ambitions but by a relentless effort to define them as others, as not full citizens. It is no wonder that faced with this kind of onslaught so many Native Americans struggle with substance abuse problems. The fact that much of the plot of this story takes place on a reservation is key. The Natives have been separated from the rest of society. They live on their small plots of lands with their own rules. They are not assimilated. In fact, few people know much about them. They are, in a sense, outside of history. History plays a major role in defining identities. What Alexie manages to show us, however, is how the characters in his story are more than blank canvasses or merely Other—they are real l ive human beings, facing their own struggles to shape their own place in the world. They are, for example, still able to forgive one another, as Thomas Builds the Fire is willing to forgive Victor. Thomas is passionate about storytelling—to him it is a ways to find his own place in the world and take some control over his circumstances. This is how a group defined as Others does its best to fight back—by telling its own stories about itself. In this story, it is Thomas who is ostracized on the reservation. Alexie represents otherness through the treatment of Thomas by the band. Anyone who is seen to have an imagination is considered to be different. Thomas tells the â€Å"same damn story over and over again† (Alexie, 62), and for this reason in part is seen to be different. When he breaks his leg, he is hated, for being imaginative enough to embrace his dream, even if only for a moment. This is how otherness is represented. Alexie’s perspective on otherne ss is surely a part of his own personal experiences growing up as an Indian in America. He grew up on a Washington reservation as part of a marginalized community. On top of that, he had a childhood disease which marked him out as different (Konigsberg). These things certainly shaped his relationships with others. He must have felt like an outsider looking in, a victim of other peoples’ preconceptions about him. It is useful to teach our children about these kinds of issues because they crop up everywhere in society. However, the discussion can be a little complex. The

Practices of Agile Methods in Project Management

Practices of Agile Methods in Project Management Abstract This paper describes the practices of agile methods from the viewpoint of project management. The project management techniques are complex processes that require the understanding and coordination of several domains of knowledge. As more and more software projects engage Agile Methods, there are emerging patterns of success and failure. With growing adoption of Agile Methods, project managers increasingly need to understand the applicability to their projects and factors that drive key project performance characteristics. Agile Methods have advantages, especially in accommodating change due to volatile requirements. However, they also present concomitant risks with managing the many dependent pieces of work distributed across a large project. The paper is divided into four parts. In the first part an overview of the project management and its processes and knowledge areas discussed. after that the agile methods discussed following with a short history of RAD(We should mention that just three most used and famous methodologies are discussed). In the second part the project management approaches and a brief definition of each approach are given. In the third part we looked at the agile methodologies from project management areas view such as cost, time, quality and risk management and we compared agile methodologies and we explained their advantages and disadvantages. In the fourth part we discussed about combination of agile methodologies and their utilization in large and complex projects. And finally we propose our own idea about the future of project management in agile methods. Keywords Project Management, Rapid Development Methodologies, Agile Project Management, History of RAD, Project management approaches, Agile Performance Measurement, Investment and Risk, Agile Enterprise Framework, Agile Methodology Fit Introduction What is Project? A human activity that achieves a clear objective against a time scale A project is a one-shot, time-limited, goal-directed, major undertaking, requiring the commitment of varied skills and resources. A project is a temporary endeavor undertaken to create a unique product or service. A project is temporary in that there is a defined start (the decision to proceed) and a defined end (the achievement of the goals and objectives). Ongoing business or maintenance operations are not projects. Energy conservation projects and process improvement efforts that result in better business processes or more efficient operations can be defined as projects. Projects usually include constraints and risks regarding cost, schedule or performance outcome. What is Project Management? Many have attempted to define project management. One example, Oisen,3 referencing views from the 1950s, may have been one of the early attempts. Project Management is the application of a collection of tools and techniques (such as the CPM and matrix organization) to direct the use of diverse resources toward the accomplishment of a unique, complex, one-time task within time, cost and quality constraints. Each task requires a particular mix of theses tools and techniques structured to fit the task environment and life cycle (from conception to completion) of the task. Notice in the definition are included some the success criteria, The Iron triangle. Those criteria for measuring success included in the description used by Oisen3 continue to be used to describe project management today. The British Standard for project management BS60794 1996 defined project management as: The planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. The UK Association of project Management (APM) have produced a UK Body of Knowledge UK (BoK)5 which also provides a definition for project management as: The planning, organization, monitoring and control of all aspects of a project and the motivation of all involved to achieve the project objectives safely and within agreed time, cost and performance criteria. The project manager is the single point of responsibility for achieving this. Other definitions have been offered, Reiss6 suggests a project is a human activity that achieves a clear objective against a time scale, and to achieve this while pointing out that a simple description is not possible, suggests project management is a combination of management and planning and the management of change. Locks7 view was that project management had evolved in order to plan, co-ordinate and control the complex and diverse activities of modern industrial and commercial projects, while Burke8 considers project management to be a specialized management technique, to plan and control projects under a strong single point of responsibility. While some different suggestions about what is project management have been made, the criteria for success, namely cost, time and quality remain and are included in the actual description. Could this mean that the example given to define project management Oisen3 was either correct, or as a discipline, project management has not really changed or developed the success measurement criteria in almost 50 years. Project management is a learning profession. Based upon past mistakes and believed best practice, standards such as BS 60794 and the UK Body of Knowledge5 continue to be developed. But defining project management is difficult, Wirth,9 indicated the differences in content between six countries own versions of BoKs. Turner10 provided a consolidated matrix to help understand and moderate different attempts to describe project management, including the assessment. Turner10 further suggested that project management could be described as: the art and science of converting vision into reality. Note the criteria against which project management is measured is not included in that description. Is there a paradox however in even attempting to define project management? Can a subject which deals with a unique, one-off complex task as suggested as early as Oisen3 be defined? Perhaps project management is simply an evolving phenomena, which will remain vague enough to be non-definable, a flexible attribute which could be a strength. The significant point is that while the factors have developed and been adopted, changes to the success criteria have been suggested but remain unchanged. Could the link be, that project management continues to fail because, included in the definition are a limited set of criteria for measuring success, cost, time and quality, which even if these criteria are achieved simply demonstrate the chance of matching two best guesses and a phenomena correctly. Prior to some undergraduate lectures and workshops about project management, the students were asked to locate some secondary literature describing project management and produce their own definition. While there were some innovative ideas, the overriding responses included the success criteria of cost, time and quality within the definition. If this is the perception about project management we wish those about to work in the profession to have, the rhetoric over the years has worked. Has this ho wever been the problem to realizing more successful projects? To date, project management has had the success criteria focused upon the delivery stage, up to implementation. Reinforced by the very description we have continued to use to define the profession. The focus has been to judge whether the project was done right. Doing something right may result in a project which was implemented on time, within cost and to some quality parameters requested, but which is not used by the customers, not liked by the sponsors and does not seem to provide either improved effectiveness or efficiency for the organization, is this successful project management? Project Management Life Cycle The process flow of Project management processes is shown below. The various elements of project management life cycle are Need identification Initiation Planning Executing Controlling Closing out a) Need Identification The first step in the project development cycle is to identify components of the project. Projects may be identified both internally and externally: Internal identification takes place when the energy manager identifies a package of energy saving opportunities during the day-to-day energy management activities, or from facility audits. External identification of energy savings can occur through systematic energy audits undertaken by a reputable energy auditor or energy service company. In screening projects, the following criteria should be used to rank-order project opportunities. Cost-effectiveness of energy savings of complete package of measures (Internal rate of return, net present value, cash flow, average payback) Sustainability of the savings over the life of the equipment. Ease of quantifying, monitoring, and verifying electricity and fuel savings. Availability of technology, and ease of adaptability of the technology to Indian conditions. Other environmental and social cost benefits (such as reduction in local pollutants, e.g. SOx) b) Initiation Initiating is the basic processes that should be performed to get the project started. This starting point is critical because those who will deliver the project, those who will use the Bureau of Energy Efficiency project, and those who will have a stake in the project need to reach an agreement on its initiation. Involving all stakeholders in the project phases generally improves the probability of satisfying customer requirements by shared ownership of the project by the stakeholders. The success of the project team depends upon starting with complete and accurate information, management support, and the authorization necessary to manage the project. The initiation stage should include a plan that encompasses the following areas: Analyzing the business needs/requirements in measurable goals Reviewing of the current operations Financial analysis of the costs and benefits including a budget Stakeholder analysis, including users, and support personnel for the project Project charter including costs, tasks, deliverables, and schedule c) Planning The planning phase is considered the most important phase in project management. Project planning defines project activities that will be performed; the products that will be produced, and describes how these activities will be accomplished and managed. Project planning defines each major task, estimates the time, resources and cost required, and provides a framework for management review and control. Planning involves identifying and documenting scope, tasks, schedules, cost, risk, quality, and staffing needs. The result of the project planning, the project plan, will be an approved, comprehensive document that allows a project team to begin and complete the work necessary to achieve the project goals and objectives. The project plan will address how the project team will manage the project elements. It will provide a high level of confidence in the organizations ability to meet the scope, timing, cost, and quality requirements by addressing all aspects of the project. Project planning generally consists of determining how to plan (e.g. by level of detail or rolling wave); developing the scope statement; selecting the planning team; identifying deliverables and creating the work breakdown structure; identifying the activities needed to complete those deliverables and networking the activities in their logical sequence; estimating the resource requirements for the activities; estimating time and cost for activities; developing the schedule; developing the budget; risk planning; gaining formal approval to begin work. Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable. For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities d) Executing Once a project moves into the execution phase, the project team and all necessary resources to carry out the project should be in place and ready to perform project activities. The project plan is completed and base lined by this time as well. The project team and the project managers focus now shifts from planning the project efforts to participating, observing, and analyzing the work being done. The execution phase is when the work activities of the project plan are executed, resulting in the completion of the project deliverables and achievement of the project objective(s). This phase brings together all of the project management disciplines, resulting in a product or service that will meet the project deliverable requirements and the customers need. During this phase, elements completed in the planning phase are implemented, time is expended, and money is spent. In short, it means coordinating and managing the project resources while executing the project plan, performing the planned project activities, and ensuring they are completed efficiently. e) Monitoring and Controlling Project Control function that involves comparing actual performance with planned performance and taking corrective action to get the desired outcome when there are significant differences. By monitoring and measuring progress regularly, identifying Bureau of Energy Efficiency variances from plan, and taking corrective action if required, project control ensures that project objectives are met. Monitoring and Controlling includes: Measuring the ongoing project activities (where we are); Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be); Identify corrective actions to address issues and risks properly (How can we get on track again); Influencing the factors that could circumvent integrated change control so only approved changes are implemented In multi-phase projects,process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan. Project Maintenance is an ongoing process, and it includes: Continuing support of end users Correction of errors Updates of the software over time Monitoring and Controlling cycle In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, as built. The requirement for providing them is a norm in construction contracts. When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project. f) Closing out Project closeout is performed after all defined project objectives have been met and the customer has formally accepted the projects deliverables and end product or, in some instances, when a project has been cancelled or terminated early. Although, project closeout is a routine process, it is an important one. By properly completing the project closeout, organizations can benefit from lessons learned and information compiled. The project closeout phase is comprised of contract closeout and administrative closure. This phase consists of: Project close: Finalize all activities across all of the process groups to formally close the project or a project phase Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase Project Management Knowledge Areas with the Related Processes Each of the nine knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program. Each of these processes also falls into one of the five basic process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group. Risk Management Software development projects represent an investment of resources by the projects sponsor, an investment that often yields little or no return. The Standish Groups Chaos Report 1994 states that fewer than 10% of software projects in large companies were successful. Medium sized companies do better with 16% of their software projects being successful, and small companies succeed on 28% of their software projects (Standish 1994). Given these statistics it is worthwhile to invest significant effort in Risk Management for software projects. Research at The Standish Group also indicates that smaller time frames, with delivery of software components early and often, will increase the success rate. (Standish 1994). Integration Management Extreme Programming offers nothing to help integrate the efforts of non-software developers. Unfortunately, some advocates of Extreme Programming suggest that the efforts of technical writers, database managers, and quality assurance specialist are not required. In reality, while Extreme Programming does not explicitly describe how to integrate the work of others, the practices do not preclude the ability to integrate with other efforts. Small Releases make Integration Management a more continuous process in contrast to processes that place deployment, documentation, and testing at the end of the schedule. Continuous Integration At a more tactical level, the Extreme Programming practice of Continuous Integration requires that the work of software developers be integrated on a daily basis. While this practice can cause additional overhead for individual developers, it allows the team to identify problems daily that would otherwise become undiscovered rework accumulating until all developers integrate their individual work products. Scope Management Time Management Ask most software development teams for a copy of their project plan and you will receive an activity list formatted as a Gantt chart. Many times these activity lists will describe several phases of activities such as Analysis, Design, Construction, and Testing. Areas of functionality will be broken out under these headings in order to assign them to specific programmers, but seldom are the assignments identified in the Gantt chart clearly traceable back to a Requirement or other specification documents. All too often, the missing item that would help a team improve their planning practices is a well-constructed Work Breakdown Structure. Extreme Programming focuses almost all of its planning efforts on building a thoughtful Work Breakdown Structure and its constituent Work Packages. Extreme Programming does not teach Work Breakdown Structures and Work Packages explicitly, however, careful study of the Story Cards used in Extreme Programming reveals that they are almost identical to Work Packages in their key attributes. Human Resources Management Often one of the most challenging aspects of project management is managing human resources. For software development projects in particular this includes the complex juggling of technical tasks between individual software developers who have different individual skills, effectively treating each developers assigned tasks as an independent subproject. This type of project plan often suffers from key resource bottlenecks and status meetings reduced to determining which individuals are falling furthest behind. Extreme Programming addresses this head-on by eliminating the dependency on individual developers. Work Packages are scheduled and authorized based on the needs of the business and the users not the needs of the software developers. All developers are cross-trained to work in all areas of the code base. Developers broaden their skills, and project managers stop worrying about keeping individual software developers for the entire duration of the project. The process maintains know ledge of the full code base in the team, not in individuals. Quality Management As programmers move from work authorization to work authorization, and often from one area of the code to another, it is easy to see that maintaining quality in the work product could be challenging. Extreme Programming requires a very disciplined design approach to allow freedom in assigning resources while maintaining high quality. Communications Management When a project manager mentions the need for improved communications on a project, software developers often immediately envision an increased number of meetings and documents. While formal meetings and written documents have their place in a communication plan there are many other tools for facilitation of communication between project participants. The Extreme Programming practices include several simple practices intended to enhance communications. Costs Management Often a Project Manager is evaluated on his or her ability to complete a project within budget. The costs include estimated cost, actual cost and variability. Contingency cost takes into account influence of weather, suppliers and design allowances. How the 80/20 Rule can help a project manager? The 80/20 Rule means that in anything a few (20 percent) are vital and many (80 percent) are trivial. Successful Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consumes 80 percent of your time and resources. The History of RAD Traditional lifecycles devised in the 1970s, and still widely used today, are based upon a structured step-by-step approach to developing systems. This rigid sequence of steps forces a user to sign-off after the completion of each specification before development can proceed to the next step. The requirements and design are then frozen and the system is coded, tested, and implemented. With such conventional methods, there is a long delay before the customer gets to see any results and the development process can take so long that the customers business could fundamentally change before the system is even ready for use. In response to these rigid, cascading, one-way steps of Stagewise or Waterfall Models of development, Barry Boehm, Chief SW Engineer at TRW, introduced his Spiral Model. The Spiral Model is a risk-driven, as opposed to code-driven, approach that uses process modeling rather than methodology phases. Through his model, Boehm first implemented software prototyping as a way of reducing risk. The development process of the Spiral Model separates the product into critical parts or levels while performing risk analyses, prototyping, and the same steps at each of these levels. Similarly, Tom Gilbs Evolutionary Life Cycle is based on an evolutionary prototyping rationale where the prototype is grown and refined into the final product. The work of Boehm and Gilb paved the way for the formulation of the methodology called Rapid Iterative Production Prototyping (RIPP) at DuPont in the mid-to-late 1980s. James Martin then extended the work done at DuPont and elsewhere into a larger, more formalized process, which has become known as Rapid Application Development (RAD). RAD compresses the step-by-step development of conventional methods into an iterative process. The RAD approach thus includes developing and refining the data models, process models, and prototype in parallel using an iterative process. User requirements are refined, a solution is designed, the solution is prototyped, the prototype is reviewed, user input is provided, and the process begins again. What is Agility? There is no Agility for Dummies. Agility isnt a silver bullet. You dont achieve it in five easy steps. So what is it? From one view agility characterized in two statements: Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. Agility is the ability to balance flexibility and stability (Highsmith 2002). In an uncertain and turbulent world, success belongs to companies that have the capacity to create change, and maybe even chaos, for their competitors. Creating change disrupts competitors (and the entire market ecosystem); responding to change guards against competitive thrusts. Creating change requires innovation: developing new products, creating new sales channels, reducing product development time, customizing products for increasingly smaller market segments. In addition, your company must be able to respond quickly to both anticipated and unanticipated changes created by your competitors and customers. An example of a product development effort in which all the aspects of agility come into play is that of small, portable DNA analyzers. These instruments can be used for analyzing suspected bio-terror agents (e.g., anthrax), performing quick medical diagnoses, or undertaking environmental bacterial analysis. These instruments must be accurate, easy to use, and reliable under wide-ranging conditions, and their development depends on breakthroughs in nanotechnology, genome research, and micro-fluidics. Developing these leading-edge products requires blending flexibility and structure, exploring various new technologies, and creating change for competitors by reducing delivery time. These are not projects that can be managed by traditional, prescriptive project management methodologies. Some people mistakenly assume that agility connotes a lack of structure, but the absence of structure, or stability, generates chaos. Conversely, too much structure generates rigidity. Complexity theory tells us that innovation—creating something new in ways that we cant fully anticipate (an emergent result) occurs most readily at the balance point between chaos and order, between flexibility and stability. Scientists believe that emergence, the creation of novelty from agent interaction, happens most readily at this edge of chaos. The idea of enough structure, but not too much, drives agile managers to continually ask the question, How little structure can I get away with? Too much structure stifles creativity. Too little structure breeds inefficiency. This need to balance at the edge of chaos to foster innovation is one reason process-centric methodologies often fail. They push organizations into over-optimization at the expense of innovation. Agile organizations dont get lost in some gray middle ground; they understand which factors require stabilization and which ones encourage exploration. For example, in a high-change product development environment, rigorous configuration management stabilizes and facilitates flexibility just as a focus on technical excellence stabilizes the development effort. Overview and definitions The Agile Movement in software industry saw the light of day with the Agile Software Development Manifesto4 published by a group of software practitioners and consultants in 2001 (Beck et al. 2001; Cockburn 2002a). The focal values honored by the agilists are presented in the following: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan These central values that the agile community adheres to are: First, the agile movement emphasizes the relationship and communality of software developers and the human role reflected in the contracts, as opposed to institutionalized processes and development tools. In the existing agile practices, this manifests itself in close team relationships, close working environment arrangements, and other procedures boosting team spirit. Second, the vital objective of the software team is to continuously turn out tested working software. New releases are produced at frequent intervals, in some approaches even hourly or daily, but more usually bi-monthly or monthly. The developers are urged to keep the code simple, straightforward, and technically as advanced as possible, thus lessening the documentation burden to an appropriate level. Third, the relationship and cooperation between the developers and the clients is given the preference over strict contracts, although the importance of well drafted contracts does grow at the same pace as the size of the software project. The negotiation process itself should be seen as a means of achieving and maintaining a viable relationship. From a business point of view, agile development is focused on delivering business value immediately as the project starts, thus reducing the risks of non-fulfillment regarding the contract. Fourth, the development group, comprising both software developers and customer representatives, should be well-informed, competent and authorized to consider possible adjustment needs emerging during the development process life-cycle. This means that the participants are prepared to make changes and that also the existing contracts are formed with tools that support and allow these enhancements to be made. According to Highsmith and Cockburn (2001, p. 122), what is new about agile methods is not the practices they use, but their recognition of people as the primary drivers of project success, coupled with an intense focus on effectiveness and maneuverability. This yields a new combination of values and principles that define an agile world view. Boehm (2002) illustrates the spectrum of different planning methods with Figure 1, in which hackers are placed at one end and the so called inch-pebble ironbound contractual approach at the opposite end: Hawrysh and Ruprecht (2000) state that a single methodology can not work for the whole spectrum of different projects, but instead the project management should identify the specific nature of the project at hand and then select the bes Practices of Agile Methods in Project Management Practices of Agile Methods in Project Management Abstract This paper describes the practices of agile methods from the viewpoint of project management. The project management techniques are complex processes that require the understanding and coordination of several domains of knowledge. As more and more software projects engage Agile Methods, there are emerging patterns of success and failure. With growing adoption of Agile Methods, project managers increasingly need to understand the applicability to their projects and factors that drive key project performance characteristics. Agile Methods have advantages, especially in accommodating change due to volatile requirements. However, they also present concomitant risks with managing the many dependent pieces of work distributed across a large project. The paper is divided into four parts. In the first part an overview of the project management and its processes and knowledge areas discussed. after that the agile methods discussed following with a short history of RAD(We should mention that just three most used and famous methodologies are discussed). In the second part the project management approaches and a brief definition of each approach are given. In the third part we looked at the agile methodologies from project management areas view such as cost, time, quality and risk management and we compared agile methodologies and we explained their advantages and disadvantages. In the fourth part we discussed about combination of agile methodologies and their utilization in large and complex projects. And finally we propose our own idea about the future of project management in agile methods. Keywords Project Management, Rapid Development Methodologies, Agile Project Management, History of RAD, Project management approaches, Agile Performance Measurement, Investment and Risk, Agile Enterprise Framework, Agile Methodology Fit Introduction What is Project? A human activity that achieves a clear objective against a time scale A project is a one-shot, time-limited, goal-directed, major undertaking, requiring the commitment of varied skills and resources. A project is a temporary endeavor undertaken to create a unique product or service. A project is temporary in that there is a defined start (the decision to proceed) and a defined end (the achievement of the goals and objectives). Ongoing business or maintenance operations are not projects. Energy conservation projects and process improvement efforts that result in better business processes or more efficient operations can be defined as projects. Projects usually include constraints and risks regarding cost, schedule or performance outcome. What is Project Management? Many have attempted to define project management. One example, Oisen,3 referencing views from the 1950s, may have been one of the early attempts. Project Management is the application of a collection of tools and techniques (such as the CPM and matrix organization) to direct the use of diverse resources toward the accomplishment of a unique, complex, one-time task within time, cost and quality constraints. Each task requires a particular mix of theses tools and techniques structured to fit the task environment and life cycle (from conception to completion) of the task. Notice in the definition are included some the success criteria, The Iron triangle. Those criteria for measuring success included in the description used by Oisen3 continue to be used to describe project management today. The British Standard for project management BS60794 1996 defined project management as: The planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. The UK Association of project Management (APM) have produced a UK Body of Knowledge UK (BoK)5 which also provides a definition for project management as: The planning, organization, monitoring and control of all aspects of a project and the motivation of all involved to achieve the project objectives safely and within agreed time, cost and performance criteria. The project manager is the single point of responsibility for achieving this. Other definitions have been offered, Reiss6 suggests a project is a human activity that achieves a clear objective against a time scale, and to achieve this while pointing out that a simple description is not possible, suggests project management is a combination of management and planning and the management of change. Locks7 view was that project management had evolved in order to plan, co-ordinate and control the complex and diverse activities of modern industrial and commercial projects, while Burke8 considers project management to be a specialized management technique, to plan and control projects under a strong single point of responsibility. While some different suggestions about what is project management have been made, the criteria for success, namely cost, time and quality remain and are included in the actual description. Could this mean that the example given to define project management Oisen3 was either correct, or as a discipline, project management has not really changed or developed the success measurement criteria in almost 50 years. Project management is a learning profession. Based upon past mistakes and believed best practice, standards such as BS 60794 and the UK Body of Knowledge5 continue to be developed. But defining project management is difficult, Wirth,9 indicated the differences in content between six countries own versions of BoKs. Turner10 provided a consolidated matrix to help understand and moderate different attempts to describe project management, including the assessment. Turner10 further suggested that project management could be described as: the art and science of converting vision into reality. Note the criteria against which project management is measured is not included in that description. Is there a paradox however in even attempting to define project management? Can a subject which deals with a unique, one-off complex task as suggested as early as Oisen3 be defined? Perhaps project management is simply an evolving phenomena, which will remain vague enough to be non-definable, a flexible attribute which could be a strength. The significant point is that while the factors have developed and been adopted, changes to the success criteria have been suggested but remain unchanged. Could the link be, that project management continues to fail because, included in the definition are a limited set of criteria for measuring success, cost, time and quality, which even if these criteria are achieved simply demonstrate the chance of matching two best guesses and a phenomena correctly. Prior to some undergraduate lectures and workshops about project management, the students were asked to locate some secondary literature describing project management and produce their own definition. While there were some innovative ideas, the overriding responses included the success criteria of cost, time and quality within the definition. If this is the perception about project management we wish those about to work in the profession to have, the rhetoric over the years has worked. Has this ho wever been the problem to realizing more successful projects? To date, project management has had the success criteria focused upon the delivery stage, up to implementation. Reinforced by the very description we have continued to use to define the profession. The focus has been to judge whether the project was done right. Doing something right may result in a project which was implemented on time, within cost and to some quality parameters requested, but which is not used by the customers, not liked by the sponsors and does not seem to provide either improved effectiveness or efficiency for the organization, is this successful project management? Project Management Life Cycle The process flow of Project management processes is shown below. The various elements of project management life cycle are Need identification Initiation Planning Executing Controlling Closing out a) Need Identification The first step in the project development cycle is to identify components of the project. Projects may be identified both internally and externally: Internal identification takes place when the energy manager identifies a package of energy saving opportunities during the day-to-day energy management activities, or from facility audits. External identification of energy savings can occur through systematic energy audits undertaken by a reputable energy auditor or energy service company. In screening projects, the following criteria should be used to rank-order project opportunities. Cost-effectiveness of energy savings of complete package of measures (Internal rate of return, net present value, cash flow, average payback) Sustainability of the savings over the life of the equipment. Ease of quantifying, monitoring, and verifying electricity and fuel savings. Availability of technology, and ease of adaptability of the technology to Indian conditions. Other environmental and social cost benefits (such as reduction in local pollutants, e.g. SOx) b) Initiation Initiating is the basic processes that should be performed to get the project started. This starting point is critical because those who will deliver the project, those who will use the Bureau of Energy Efficiency project, and those who will have a stake in the project need to reach an agreement on its initiation. Involving all stakeholders in the project phases generally improves the probability of satisfying customer requirements by shared ownership of the project by the stakeholders. The success of the project team depends upon starting with complete and accurate information, management support, and the authorization necessary to manage the project. The initiation stage should include a plan that encompasses the following areas: Analyzing the business needs/requirements in measurable goals Reviewing of the current operations Financial analysis of the costs and benefits including a budget Stakeholder analysis, including users, and support personnel for the project Project charter including costs, tasks, deliverables, and schedule c) Planning The planning phase is considered the most important phase in project management. Project planning defines project activities that will be performed; the products that will be produced, and describes how these activities will be accomplished and managed. Project planning defines each major task, estimates the time, resources and cost required, and provides a framework for management review and control. Planning involves identifying and documenting scope, tasks, schedules, cost, risk, quality, and staffing needs. The result of the project planning, the project plan, will be an approved, comprehensive document that allows a project team to begin and complete the work necessary to achieve the project goals and objectives. The project plan will address how the project team will manage the project elements. It will provide a high level of confidence in the organizations ability to meet the scope, timing, cost, and quality requirements by addressing all aspects of the project. Project planning generally consists of determining how to plan (e.g. by level of detail or rolling wave); developing the scope statement; selecting the planning team; identifying deliverables and creating the work breakdown structure; identifying the activities needed to complete those deliverables and networking the activities in their logical sequence; estimating the resource requirements for the activities; estimating time and cost for activities; developing the schedule; developing the budget; risk planning; gaining formal approval to begin work. Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining what to purchase for the project and holding a kick-off meeting are also generally advisable. For new product development projects, conceptual design of the operation of the final product may be performed concurrent with the project planning activities, and may help to inform the planning team when identifying deliverables and planning activities d) Executing Once a project moves into the execution phase, the project team and all necessary resources to carry out the project should be in place and ready to perform project activities. The project plan is completed and base lined by this time as well. The project team and the project managers focus now shifts from planning the project efforts to participating, observing, and analyzing the work being done. The execution phase is when the work activities of the project plan are executed, resulting in the completion of the project deliverables and achievement of the project objective(s). This phase brings together all of the project management disciplines, resulting in a product or service that will meet the project deliverable requirements and the customers need. During this phase, elements completed in the planning phase are implemented, time is expended, and money is spent. In short, it means coordinating and managing the project resources while executing the project plan, performing the planned project activities, and ensuring they are completed efficiently. e) Monitoring and Controlling Project Control function that involves comparing actual performance with planned performance and taking corrective action to get the desired outcome when there are significant differences. By monitoring and measuring progress regularly, identifying Bureau of Energy Efficiency variances from plan, and taking corrective action if required, project control ensures that project objectives are met. Monitoring and Controlling includes: Measuring the ongoing project activities (where we are); Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be); Identify corrective actions to address issues and risks properly (How can we get on track again); Influencing the factors that could circumvent integrated change control so only approved changes are implemented In multi-phase projects,process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan. Project Maintenance is an ongoing process, and it includes: Continuing support of end users Correction of errors Updates of the software over time Monitoring and Controlling cycle In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope may change. Change is a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. This is referred to as Change Management. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, as built. The requirement for providing them is a norm in construction contracts. When changes are introduced to the project, the viability of the project has to be re-assessed. It is important not to lose sight of the initial goals and targets of the projects. When the changes accumulate, the forecasted result may not justify the original proposed investment in the project. f) Closing out Project closeout is performed after all defined project objectives have been met and the customer has formally accepted the projects deliverables and end product or, in some instances, when a project has been cancelled or terminated early. Although, project closeout is a routine process, it is an important one. By properly completing the project closeout, organizations can benefit from lessons learned and information compiled. The project closeout phase is comprised of contract closeout and administrative closure. This phase consists of: Project close: Finalize all activities across all of the process groups to formally close the project or a project phase Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase Project Management Knowledge Areas with the Related Processes Each of the nine knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program. Each of these processes also falls into one of the five basic process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group. Risk Management Software development projects represent an investment of resources by the projects sponsor, an investment that often yields little or no return. The Standish Groups Chaos Report 1994 states that fewer than 10% of software projects in large companies were successful. Medium sized companies do better with 16% of their software projects being successful, and small companies succeed on 28% of their software projects (Standish 1994). Given these statistics it is worthwhile to invest significant effort in Risk Management for software projects. Research at The Standish Group also indicates that smaller time frames, with delivery of software components early and often, will increase the success rate. (Standish 1994). Integration Management Extreme Programming offers nothing to help integrate the efforts of non-software developers. Unfortunately, some advocates of Extreme Programming suggest that the efforts of technical writers, database managers, and quality assurance specialist are not required. In reality, while Extreme Programming does not explicitly describe how to integrate the work of others, the practices do not preclude the ability to integrate with other efforts. Small Releases make Integration Management a more continuous process in contrast to processes that place deployment, documentation, and testing at the end of the schedule. Continuous Integration At a more tactical level, the Extreme Programming practice of Continuous Integration requires that the work of software developers be integrated on a daily basis. While this practice can cause additional overhead for individual developers, it allows the team to identify problems daily that would otherwise become undiscovered rework accumulating until all developers integrate their individual work products. Scope Management Time Management Ask most software development teams for a copy of their project plan and you will receive an activity list formatted as a Gantt chart. Many times these activity lists will describe several phases of activities such as Analysis, Design, Construction, and Testing. Areas of functionality will be broken out under these headings in order to assign them to specific programmers, but seldom are the assignments identified in the Gantt chart clearly traceable back to a Requirement or other specification documents. All too often, the missing item that would help a team improve their planning practices is a well-constructed Work Breakdown Structure. Extreme Programming focuses almost all of its planning efforts on building a thoughtful Work Breakdown Structure and its constituent Work Packages. Extreme Programming does not teach Work Breakdown Structures and Work Packages explicitly, however, careful study of the Story Cards used in Extreme Programming reveals that they are almost identical to Work Packages in their key attributes. Human Resources Management Often one of the most challenging aspects of project management is managing human resources. For software development projects in particular this includes the complex juggling of technical tasks between individual software developers who have different individual skills, effectively treating each developers assigned tasks as an independent subproject. This type of project plan often suffers from key resource bottlenecks and status meetings reduced to determining which individuals are falling furthest behind. Extreme Programming addresses this head-on by eliminating the dependency on individual developers. Work Packages are scheduled and authorized based on the needs of the business and the users not the needs of the software developers. All developers are cross-trained to work in all areas of the code base. Developers broaden their skills, and project managers stop worrying about keeping individual software developers for the entire duration of the project. The process maintains know ledge of the full code base in the team, not in individuals. Quality Management As programmers move from work authorization to work authorization, and often from one area of the code to another, it is easy to see that maintaining quality in the work product could be challenging. Extreme Programming requires a very disciplined design approach to allow freedom in assigning resources while maintaining high quality. Communications Management When a project manager mentions the need for improved communications on a project, software developers often immediately envision an increased number of meetings and documents. While formal meetings and written documents have their place in a communication plan there are many other tools for facilitation of communication between project participants. The Extreme Programming practices include several simple practices intended to enhance communications. Costs Management Often a Project Manager is evaluated on his or her ability to complete a project within budget. The costs include estimated cost, actual cost and variability. Contingency cost takes into account influence of weather, suppliers and design allowances. How the 80/20 Rule can help a project manager? The 80/20 Rule means that in anything a few (20 percent) are vital and many (80 percent) are trivial. Successful Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consumes 80 percent of your time and resources. The History of RAD Traditional lifecycles devised in the 1970s, and still widely used today, are based upon a structured step-by-step approach to developing systems. This rigid sequence of steps forces a user to sign-off after the completion of each specification before development can proceed to the next step. The requirements and design are then frozen and the system is coded, tested, and implemented. With such conventional methods, there is a long delay before the customer gets to see any results and the development process can take so long that the customers business could fundamentally change before the system is even ready for use. In response to these rigid, cascading, one-way steps of Stagewise or Waterfall Models of development, Barry Boehm, Chief SW Engineer at TRW, introduced his Spiral Model. The Spiral Model is a risk-driven, as opposed to code-driven, approach that uses process modeling rather than methodology phases. Through his model, Boehm first implemented software prototyping as a way of reducing risk. The development process of the Spiral Model separates the product into critical parts or levels while performing risk analyses, prototyping, and the same steps at each of these levels. Similarly, Tom Gilbs Evolutionary Life Cycle is based on an evolutionary prototyping rationale where the prototype is grown and refined into the final product. The work of Boehm and Gilb paved the way for the formulation of the methodology called Rapid Iterative Production Prototyping (RIPP) at DuPont in the mid-to-late 1980s. James Martin then extended the work done at DuPont and elsewhere into a larger, more formalized process, which has become known as Rapid Application Development (RAD). RAD compresses the step-by-step development of conventional methods into an iterative process. The RAD approach thus includes developing and refining the data models, process models, and prototype in parallel using an iterative process. User requirements are refined, a solution is designed, the solution is prototyped, the prototype is reviewed, user input is provided, and the process begins again. What is Agility? There is no Agility for Dummies. Agility isnt a silver bullet. You dont achieve it in five easy steps. So what is it? From one view agility characterized in two statements: Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. Agility is the ability to balance flexibility and stability (Highsmith 2002). In an uncertain and turbulent world, success belongs to companies that have the capacity to create change, and maybe even chaos, for their competitors. Creating change disrupts competitors (and the entire market ecosystem); responding to change guards against competitive thrusts. Creating change requires innovation: developing new products, creating new sales channels, reducing product development time, customizing products for increasingly smaller market segments. In addition, your company must be able to respond quickly to both anticipated and unanticipated changes created by your competitors and customers. An example of a product development effort in which all the aspects of agility come into play is that of small, portable DNA analyzers. These instruments can be used for analyzing suspected bio-terror agents (e.g., anthrax), performing quick medical diagnoses, or undertaking environmental bacterial analysis. These instruments must be accurate, easy to use, and reliable under wide-ranging conditions, and their development depends on breakthroughs in nanotechnology, genome research, and micro-fluidics. Developing these leading-edge products requires blending flexibility and structure, exploring various new technologies, and creating change for competitors by reducing delivery time. These are not projects that can be managed by traditional, prescriptive project management methodologies. Some people mistakenly assume that agility connotes a lack of structure, but the absence of structure, or stability, generates chaos. Conversely, too much structure generates rigidity. Complexity theory tells us that innovation—creating something new in ways that we cant fully anticipate (an emergent result) occurs most readily at the balance point between chaos and order, between flexibility and stability. Scientists believe that emergence, the creation of novelty from agent interaction, happens most readily at this edge of chaos. The idea of enough structure, but not too much, drives agile managers to continually ask the question, How little structure can I get away with? Too much structure stifles creativity. Too little structure breeds inefficiency. This need to balance at the edge of chaos to foster innovation is one reason process-centric methodologies often fail. They push organizations into over-optimization at the expense of innovation. Agile organizations dont get lost in some gray middle ground; they understand which factors require stabilization and which ones encourage exploration. For example, in a high-change product development environment, rigorous configuration management stabilizes and facilitates flexibility just as a focus on technical excellence stabilizes the development effort. Overview and definitions The Agile Movement in software industry saw the light of day with the Agile Software Development Manifesto4 published by a group of software practitioners and consultants in 2001 (Beck et al. 2001; Cockburn 2002a). The focal values honored by the agilists are presented in the following: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan These central values that the agile community adheres to are: First, the agile movement emphasizes the relationship and communality of software developers and the human role reflected in the contracts, as opposed to institutionalized processes and development tools. In the existing agile practices, this manifests itself in close team relationships, close working environment arrangements, and other procedures boosting team spirit. Second, the vital objective of the software team is to continuously turn out tested working software. New releases are produced at frequent intervals, in some approaches even hourly or daily, but more usually bi-monthly or monthly. The developers are urged to keep the code simple, straightforward, and technically as advanced as possible, thus lessening the documentation burden to an appropriate level. Third, the relationship and cooperation between the developers and the clients is given the preference over strict contracts, although the importance of well drafted contracts does grow at the same pace as the size of the software project. The negotiation process itself should be seen as a means of achieving and maintaining a viable relationship. From a business point of view, agile development is focused on delivering business value immediately as the project starts, thus reducing the risks of non-fulfillment regarding the contract. Fourth, the development group, comprising both software developers and customer representatives, should be well-informed, competent and authorized to consider possible adjustment needs emerging during the development process life-cycle. This means that the participants are prepared to make changes and that also the existing contracts are formed with tools that support and allow these enhancements to be made. According to Highsmith and Cockburn (2001, p. 122), what is new about agile methods is not the practices they use, but their recognition of people as the primary drivers of project success, coupled with an intense focus on effectiveness and maneuverability. This yields a new combination of values and principles that define an agile world view. Boehm (2002) illustrates the spectrum of different planning methods with Figure 1, in which hackers are placed at one end and the so called inch-pebble ironbound contractual approach at the opposite end: Hawrysh and Ruprecht (2000) state that a single methodology can not work for the whole spectrum of different projects, but instead the project management should identify the specific nature of the project at hand and then select the bes

Product life-cycle theory Essay

The product life-cycle theory is an economic theory that was developed by Raymond Vernon in response to the failure of theHeckscher-Ohlin model to explain the observed pattern of international trade. The theory suggests that early in a product’s life-cycle all the parts and labor associated with that product come from the area in which it was invented. After the product becomes adopted and used in the world markets, production gradually moves away from the point of origin. In some situations, the product becomes an item that is imported by its original country of invention.[1] A commonly used example of this is the invention, growth and production of thepersonal computer with respect to the United States. The model applies to labor-saving and capital-using products that (at least at first) cater to high-income groups. In the new product stage, the product is produced and consumed in the US; no export trade occurs. In the maturing product stage, mass-production techniques are developed and foreign demand (in developed countries) expands; the US now exports the product to other developed countries. In the standardized product stage, production moves to developing countries, which then export the product to developed countries. The model demonstrates dynamic comparative advantage. The country that has the comparative advantage in the production of the product changes from the innovating (developed) country to the developing countries. Product life-cycle There are five stages in a product’s life cycle: Introduction Growths Maturity Saturation Decline The location of production depends on the stage of the cycle. Introduction New products are introduced to meet local (i.e., national) needs, and new products are first exported to similar countries, countries with similar needs, preferences, and incomes. If we also presume similar evolutionary patterns for all countries, then products are introduced in the most advanced nations. (E.g., the IBM PCs were produced in the US and spread quickly throughout the industrialized countries.) A copy product is produced elsewhere and introduced in the home country (and elsewhere) to capture growth in the home market. This moves production to other countries, usually on the basis of cost of production. (E.g., the clones of the early IBM PCs were not produced in the US.) The Period till the Maturity Stage is known as the Saturation Period. The industry contracts and concentrates—the lowest cost producer wins here. (E.g., the many clones of the PC are made almost entirely in lowest cost locations.) This is a period of stability. The sales of the product reach the peak and there is no further possibility to increase it. this stage is characterised by: Saturation of sales (at the early part of this stage sales remain stable then it starts falling). It continues till substitutes enter into the market. Marketer must try to develop new and alternative uses of product. Poor countries constitute the only markets for the product. Therefore almost all declining products are produced in developing countries. (E.g., PCs are a very poor example here, mainly because there is weak demand for computers in developing countries. A better example is textiles.) Note that a particular firm or industry (in a country) stays in a market by adapting what they make and sell, i.e., by riding the waves. For example, approximately 80% of the revenues of H-P are from products they did not sell five years ago. the profits go back to the host old country. Product Life Cycle Theory Raymond Vernon developed the international product life cycle theory in the 1960s. The international product life cycle theory stresses that a company will begin to export its product and later take on foreign direct investment as the product moves through its life cycle. Eventually a country’s export becomes its import. Although the model is developed around the U.S, it can be generalised and applied to any of the developed and innovative markets of the world. The product life cycle theory was developed during the 1960s and focused on the U.S since most innovations came from that market. This was an applicable theory at that time since the U.S dominated the world trade. Today, the U.S is no longer the only innovator of products in the world. Today companies design new products and modify them much quicker than before. Companies are forced to introduce the products in many different markets at the same time to gain cost benefits before its sales declines. The theory does not e xplain trade patterns of today. New trade theory New trade theory (NTT) is a collection of economic models in international trade which focuses on the role of increasing returns to scale and network effects, which were developed in the late 1970s and early 1980s. New trade theorists relaxed the assumption of constant returns to scale, and some argue that using protectionist measures to build up a huge industrial base in certain industries will then allow those sectors to dominate the world market. Less quantitative forms of a similar â€Å"infant industry† argument against totally free trade have been advanced by trade theorists since at least 1848 (see: History of free trade). Contents †¢1 The theory’s impact †¢2 Econometric testing †¢3 History of the theory’s development o3.1 â€Å"New† new trade theory †¢4 Theoretical foundations o4.1 See also o4.2 References o4.3 External links The theory’s impact Although there was nothing particularly ‘new’ about the idea of protecting ‘infant industries’ (an idea offered in theory since the 18th century, and in trade policy since the 1880s) what was new in â€Å"new trade theory† was the rigour of the mathematical economics used to model the increasing returns to scale, and especially the use of the network effect to argue that the formation of important industries was path dependent in a way which industrial planning and judicious tariffs might control. The models developed were highly technical, and predicted the possibilities of national specialization-by-industry observed in the industrial world (movies in Hollywood, watches in Switzerland, etc.). The story of path-dependent industrial concentrations can sometime lead to monopolistic competition or even situations of oligopoly. Some economists, such as Ha-Joon Chang, had argued that free trade would have prevented the development of the Japanese auto industries in the 1950s, when quotas and regulations prevented import competition. Japanese companies were encouraged to import foreign production technology but were required to produce 90% of parts domestically within five years. It is said[who?] that the short-term hardship of Japanese consumers (who were unable to buy the superior vehicles produced by the world market) was more than compensated for by the long-term benefits to producers, who gained time to out-compete their international rivals.[1] Econometric testing The econometric evidence for NTT was mixed, and highly technical. Due to the timescales required, and the particular nature of production in each ‘monopolizable’ sector, statistical judgements were hard to make. In many ways, the available data have been too limited to produce a reliable test of the hypothesis, which doesn’t require arbitrary judgements from the researchers. Japan is cited as evidence of the benefits of â€Å"intelligent† protectionism, but critics[who?] of NTT have argued that the empirical support post-war Japan offers for beneficial protectionism is unusual, and that the NTT argument is based on a selective sample of historical cases. Although many examples (like Japanese cars) can be cited where a ‘protected’ industry subsequently grew to world status, regressions on the outcomes of such â€Å"industrial policies† (which include failures) have been less  conclusive; some findings suggest that sectors targeted by Ja panese industrial policy had decreasing returns to scale and did not experience productivity gains.[2] History of the theory’s development The theory was initially associated with Paul Krugman in the late 1970s; Krugman claims that he heard about monopolistic competition from Robert Solow. Looking back in 1996 Krugman wrote that International economics a generation earlier had completely ignored returns to scale. â€Å"The idea that trade might reflect an overlay of increasing-returns specialization on comparative advantage was not there at all: instead, the ruling idea was that increasing returns would simply alter the pattern of comparative advantage.† In 1976, however, MIT-trained economist Victor Norman had worked out the central elements of what came to be known as the Helpman-Krugman theory. He wrote it up and showed it to Avinash Dixit. However, they both agreed the results were not very significant. Indeed Norman never had the paper typed up, much less published. Norman’s formal stake in the race comes from the final chapters of the famous Dixit-Norman book.[3] James Brander, a PhD student at Stanford at the time, was undertaking similarly innovative work using models from industrial organisation theory—cross-hauling—to explain two-way trade in similar products.[citation needed] â€Å"New† new trade theory Marc Melitz and Pol Antrà  s stated a new trend in the study of international trade. While new trade theory put emphasis on the growing trend of intermediate goods, this new trend emphasizes firm level differences in the same industry of the same country and this new trend is frequently called ‘new’ new trade theory (NNTT).[4][5] NNTT stresses the importance of firms rather than sectors in understanding the challenges and the opportunities countries face in the age of globalization.[6] As international trade is increasingly liberalized, industries of comparative advantage are expected to expand, while those of comparative disadvantage are expected to shrink, leading to an uneven spatial distribution of the corresponding economic activities. Within the very same industry, some firms are not able to cope with international competition while others thrive. The resulting intra-industry reallocations of market shares and productive resources are  much more pronounced than inter-industry reallocations driven by comparative advantage. Theoretical foundations New trade theory and â€Å"new† new trade theory (NNTT) need their own trade theory. New trade theories are often based on assumptions such as monopolistic competition and increasing returns to scale. One of the typical explanation, given by P. Krugman, depends on the assumption that all firms are symmetrical, meaning that they all have the same production coefficients. This is too strict as an assumption and deprived general applicability of Krugman’s explanation. Shiozawa, based on much more general model, succeeded in giving a new explanation on why the traded volume increases for intermediates goods when the transport cost decreases.[7] â€Å"New† new trade theory (NNTT) also needs new theorectical foundation. Melitz and his followers concentrate on empirical aspects and pay little interest on theoretical aspects of NNTT. Shiozawa’s new construction, or Ricardo-Sraffa trade theory, enables Ricardian trade theory to include choice of techniques. Thus the theory can treat a situation where there are many firms with different production processes. Based on this new theory, Fujimoto and Shiozawa[8] analyze how different production sites, either of competing firms or of the same firms locating in the different countries, compete. Porter’s Theory of Competitive Advantage of Nations of International Trade NIRAV S Micheal Porter’s Theory of Competitive Advantage of Nations against the Theory of Competitive advantage sought to examine the issue of why some nation’s business firms succeeded high in international/global competition. The theory of competitive advantage probes into three major aspects of trade phenomenon: i. Why does a nation succeed international in a particular industry? ii. What influence does a nation carry on competition in specific industries and their segments? iii. Why do a nation’s firms choose particular strategies of business? Porter’s analysis begins with following premises: 1. The nature of competition and the sources of competitive advantage differentials in the industries. 2. Successful global enterprises draw  competitive advantages through their value chain of worldwide network. 3. Innovation is the pillion of gaining/sustaining competitive advantage. 4. Pioneering and aggressive competitors in exploiting new market/technology are most successful. Porter undertook intensive research of 100 industries in ten countries. On the basis of empirical investigation, Porter identified for attributes of nation which determine (promote, impede) its competitive advantage referred to as Porter’s Diamond in. The Porter’s Diamond narrates for major attributes: Factor Conditions A country’s factor endowments or supply of factors of production such as human resources, physical resources, knowledge resources, location, capital resources and infrastructure play a significant role in determining its national competitive advantage. Besides basic factors (e.g., natural resources, climate, etc.,) advanced factors (e.g., skilled labour, communications infrastructure, technology) are the crucial determinants of the capabilities and competitiveness of a nation. Advanced factors are declined by the efforts of the individuals, firms, institution and government in a country. Japan’s success may largely be attributed to its advanced factors creation rather than basic factors arability. A nation can overcome its deficiency or comparative disadvantage of basic factors endowment by focusing on creation of advanced factors to improve its competitive advantage. Demand Conditions The demand conditions in home market is important in stimulating domestic firms to undertake innovation and improve quality of products. When domestic buyers are sophisticated, a pressure in the market is created for the domestic firms to meet high standards of quality demanded. For example, Japanese knowledge buyers have induced the Japanese camera manufacturers to produce innovative models first in the home market and then for the exports. Similarly, local customers in Sweden have stimulated Ericsson to invest in cellular phone equipment industry much before the rising global demand. A nations demand conditions, thus, refer to: i. The nature of home buyers needs – their sophistication and fastidiousness ii. The size and pattern of growth of home market iii. The timing of development of demands relative to buyer in foreign markets iv. The knowledge presence of domestic buyers in foreign markets and their preferences. v. The timing of market saturation and challenges at home market provide a strong reason to acquire global competitive position to a business firm. Suppliers and Related Industries National advantage in an industry is also conditioned by the preserve of vigorous home-based suppliers of cost-effective and quality inputs or related supporting industries. For example, the US success in several electronic goods including personal computers is attributed to the growth of semiconductor industry in the country. Same is the case with Malaysia to some extent. Likewise, Sweden steel industry has contributed much to the success of Sweden’s output in ball bearings and cutting tools. Successful industrial growth in the exporting country may emerge on quantum of the growing clusters of related/supervising industries. German textile and approach sector is a chronic case in this regard – (textile machinery, sewing machine needles, textile clothes forming the cluster of textile exporting industry of the country). Ongoing coordination and just-in-time strategy is easy when such cluster industrial growth occurs in a nation.

Jane Elliott Essay

This was one of the most inspirational and educational documentaries that I have ever personally watched. A third grade teacher, Jane Elliott divides her class by blue and brown eyes to teach about discrimination and how it affects people in our society. People in society are taught many things in their lifetime, but when it is experienced first handedly they have a different perspective about it. When speaking with the class about Brotherhood week and what it meant I was shocked when Jane Elliott asked the class â€Å"If there was anyone that we did not treat like a brother† the classes first instant response was black people. There was no hesitation in answering this question. They even used the word â€Å"Nigger†. This is a prime example of how prominent discrimination was at that time, and it is just as prominent in our society today. African Americans currently score lower than European Americans on vocabulary, reading, and mathematics tests, as well as on tests that claim to measure scholastic aptitude and intelligence. This gap appears before children enter kindergarten, and it persists into adulthood. It has narrowed since 1970, but the typical American black still scores below 75 percent of American whites on most standardized tests. On some tests the typical American black scores below more than 85 percent of whites (Jencks, 1998). African Americans scoring lower on test could possibly be the results of discrimination. Jane Elliott proved this point in her documentary. On both days, children who were designated as inferior took on the look and behavior of genuinely inferior students, performing poorly on tests and other work. I feel that this experiment would be beneficial and should be performed in our school systems to help children experience discrimination, and the feelings of demoralization on a first Page 2 hand basis by using the same method Jane Elliott used by segregating children by eye color. I believe if this experiment was performed in schools today that there would be positive effects, such as improvements in student attitudes, elevated general testing scores, higher standardized test scores and less racial fighting between students. â€Å"A Class Divided† is a documentary that I feel everyone should view no matter what race or ethnicity a person might  be. Whether we realize it or not, everyone is prone to some form of discrimination and prejudice. The United States is such a diverse country, so most Americans are not part of the dominant group; therefore due to being a minority, we undergo a feeling of inferiority. This documentary presents us with a different view on the color of someone’s skin. After viewing this, a person will hopefully be less likely to focus on the differences they have with other people and see people all as equals. This topic was of great interest to me due to the fact that I witness discrimination many times a day. Even I, as a white American woman, who is married to someone of a different nationality, faces discrimination. This documentary will help those who do not face discrimination and prejudice in their everyday life, realize what it is like to be on the other end. I believe that racism, discrimination and prejudice are more explained through sociological theories. This does not make it acceptable, but it gives better understanding. Scapegoat theory, holds that prejudice springs from frustration among people who are themselves disadvantage (Dollard et al., 1939). The culture theory, some prejudice is found in everyone (Macionis, pg 281) This was proven by Bogardus (1925, 1967; Elsner, & McFaul, 1977) with the social distance studies that found that people felt much more social distance from some categories than from others (Macionis, pg 279). The conflict theory, this theory relates Page 3 to today’s society. Shelby Steele (1990) explained that minorities themselves encourage race consciousness in order to win power and privileges. She also stated that this strategy may bring short-term gains, that such thinking often sparks backlash from whites or others who oppose special treatment on the basis of race or ethnicity. I believe that there is a lot of hostility and discrimination in society today between white and blacks due to the conflict theory.

Police Corruption Essays

Police Corruption Essays Police Corruption Essay Police Corruption Essay Essay Topic: The Godfather Every constabulary bureau throughout the United States has its ain patrol division. The patrol division is frequently over looked and underrated. In about every bureau. this division is the face of the Police Department. Despite the of import function that patrol officer’s play. the function frequently may be viewed as a low-status country of patroling. It is normally the largest subdivision of an bureau ; nevertheless. it receives the most bureau financess. The patrol division responds to name. provides services to the community. and helps to forestall offense. It is a physically and mentally demanding occupation. in which involves all aspects of the policing function ( Grant and Terry. 2011 ) . Due to its demanding attending. Patrol Officers respond to a legion of assortment calls. These calls include homicides. colzas. and domestic differences. An officer may at times be plagued with speedy judgement calls. which may impact him in the long tally. Community policing addresses the community concerns at the grassroots patrol degree. As sections grow. they set realistic ends and go on to develop community partnerships. Unfortunately. one will frequently see patrol officers make bad judgement calls. in which can take to misbehave issues. Condemnable Acts of the Apostless under colour of jurisprudence include Acts of the Apostless within the bounds or bounds of lawful authorization. This includes acts beyond the bounds of lawful authorization. There has been an addition in police corruptness issues. misconduct. and ferociousness incidents within the last twelvemonth. Everything from the scope of utilizing engineering for bad choice in freshly hired officers has led to this job. Off-duty behavior may besides be covered under colour of jurisprudence merely if the culprit asserted official position in some mode. Due to these types of issues. one will sometimes hear the Police Department needs to be policed. A figure of research workers have examined the usage of force. For illustration. there are arguments for the utility of force continuums among jurisprudence enforcement bureaus. As a constabulary officer. I have encountered calls. in which informants have inquiry my actions and even accused me of constabulary ferociousness. I one time responded to a call of a possible burglary in advancement. Upon my reaching. I located a Latino male. in his late mid-twentiess. trying to take a window screen. When he observed my unvarying and noticed who I was. he ran off from me while keeping a crisp level headed prison guard driver in his right manus. As he climbed over a brick wall. dividing the edifice. I observed he tossed the prison guard driver and he appeared to make for a 2nd unknown object. As I climbed over the wall myself. I reached for my taser gun and deployed it. I struck him along the side of his trunk and he went down similar rain beads on cement. As I subdued him and placed handlocks on him. I could hear people garnering around stating. that Officer did non necessitate to taser him. and this is police ferociousness. I knew that because of the wall barricading the civilians view. most of the informants had non seen what had occurred on the other side of the wall. Using speedy judgement and proper usage of force will ever be questioned by the community. Unfortunately. non all patrol officers pattern good judgement as you may hold heard about the Fullerton Police Department associating to the incident with Kelly Thomas. Kelly Thomas. born on April 5. 1974 and died on July 10. 2011. was a stateless adult male diagnosed with schizophrenic disorder. He lived on the streets of Fullerton. California where Thomas died five yearss after an affray with members of the Fullerton Police Department on July 5. 2011. After paramedics treated the officers foremost for their minor hurts. Thomas was taken to St. Jude Medical Center before being transferred to the UC Irvine Medical Center. where he was comatose on reaching and non expected to retrieve. Medical records show that castanetss in his face were broken and he had choked on his ain blood ( Sewell and Winton. 2011 ) . A justice declined to disregard the charges against the officers in January 2013. happening that a sensible individual could deduce that the usage of force was inordinate and unreasonable. An entreaties tribunal justice besides denied a petition to turn over the lower court’s determination. Manuel Ramos. one of the Fullerton Police Officers. was charged with one count of second-degree slaying and one count of nonvoluntary manslaughter. Corporal Jay Cicinelli and Officer Joseph Wolfe were besides each charged with one count of felony nonvoluntary manslaughter and one count of inordinate force. I was non at the incident ; h ence. I can non judge my co-workers in the actions that were taken on their behalf. However. it is hard for me to believe that any human being deserved this type of force used against him. When covering with a contentious topic I use the merely the sum of force needed to do the topic comply. I do non experience that when covering with a mentally sick transient. the usage of work stoppages to the caput and face are needed. Equally much as I hate to see my co-workers in this place. I feel that this is the closest we will acquire to justness. Thomas will non return from the dead and person demands to be punished for the errors made that twenty-four hours. Another instance I would wish to discourse is the Huntington Beach Police Detective. who was accused of corruptness. A seasoned Huntington Beach police officer was one time assigned to a federal anti-drug undertaking force. He was arrested on charges that he conspired with others to administer big measures of cocaine and marihuana. Sergeant Alvaro Murillo. who was besides known as The Godfather by his cohorts. was accused of utilizing his occupation as a constabulary officer to enroll sources in the drug universe. After this. he would so utilize them to assist him steal narcotics from traders ( Glover. 2008 ) . Unfortunately. we are traveling to hold officers who abuse their authorization. It sort of makes me embarrassed to be associated with this type of behaviour. As a cub officer. I was employed by the City of Huntington Beach. I patrolled the streets of Huntington Beach with my Field Training Officer ( FTO ) where I remembered one incident when he drove me to a house. which had been raided on a drug related warrant hunt. I observed grounds. which included United States currency. guns. cocaine. crystal Methedrine. and other drug associating to paraphernalia lying on the life room floor. It is gross outing to see a adult male autumn to enticement. even worse. to see a fellow officer defile our profession by executing such a disgusting act. However. this profession. merely like all other professions. is conducted by human existences and human existences make errors. A cardinal factor in being a good constabulary officer is utilizing good discretion and holding unity. Sergeant Murillo was sentenced to prison to make clip for his action. I agree with this penalty. no affair how bad enticement is. As Police Officers. we are held to a higher outlook. If one is tempted by the minor enticements in life and needs to pervert one’s constabulary section to make fiscal addition. so the person has no concern in this profession. As a cub officer. I remember an old Sergeant briefing the patrol division at 0500 hours. The last words of his briefing were. be safe and do the Godheads work. By being associated with constabulary corruptness. misconduct. and inordinate force. one is working with the evil forces of nature in which where one swore to protect against the negative influences. By remaining off from those immature Acts of the Apostless. it has made me a better officer and an overall better homo being.