Jesus Zamarripa Essays - Hip Hop, Music, Gangsta Rappers, Dr. Dre

Jesus Zamarripa Ms. Wedemeyer ENG. 101.922 First Year Composition 26 June 2018 N.W.A Fuck The Police N.W.A was a rap group in the late 80's and early 90's. One of their hit songs was Fuck Tha Police, which was released in 1988 and till this day it's consider one of the most controversial songs of our times. The group was able to communicate their message to tell how people from Compton were mistreated and harassed by the police. The song became the anthem for activist fighting police brutality. The lyrics don't hold back the troubles that the urban community had with the L.A. police department. Its significant of the song came from the distrust and the hostile environment in this period of time. The members of the group were Dr. Dre, Ice Cube, MC Ren, and Easy-E. All which came from the same background and had the same experience these social issues with the police. The songs narrative is a mock court case which depicts "N.W.A vs The Police". In beginning the song starts With MC Ren saying "Right about now the court is in full effect" and Dr. Dre acts as the judge, asking Ice cube to tell his side of the story. In a line of the song Ice Cube depicts the police as simply different thugs giving the right to hold the authority, the line says "a punk motherfucker with a badge". Another line from Ice cube that shows the harassment from cops is "Fuck with me cause I'm a teenager with a little bit of gold and a pager searching my car, looking for the product. Thinking every nigga is selling narcotics". Those are examples of how people outside the community didn't know that cops weren't law abiding citizens. It shows how the police didn't understand the urban c ommunity and misused their power to try and control the streets. The song triggered some political controversy starting with the censorship of music and the first amendment rights. The lyrics are so offensive that the FBI had to issue a letter to the record company distributing the album saying that advocating violence against cops was wrong, blaming the song for people committing attacks on the police. The lyrics that made this letter happen are "Beat a police out of shape" and "Ice Cube will swarm on any motherfucker in a blue uniform, police are afraid of me" While many public figures spoke against the letter, N.W.A stayed quiet. One year later Ice cube made a comment saying "There is a lot of resentment of police because if you are black you get picked on. The song is a way to get out aggression". The song was written by Ice cube and produced by Dr. Dre. They used different samples to make the beat of the song. Some came from the instrumental break from Marva Whitney's "Its My Thing". Another one was from James Brown's "Funky Drummer". This different samples and the use of a DJ sets the tempo of the song, every time the song narrates the part when they are in court the tempo slows down. The historical context of the song came from decades that involved race related controversies starting in the 1960's with the involvement of cops shooting unarmed blacks and the aggressive approach from law enforcement. The song only raised tension between the police and the black community because of the aggressive content and the popularity of the song with the people. Throughout many of the groups concerts there was no security because the police would refuse to work for the group, until the concert in Detroit. The police department had asked for the song Fuck Tha Police not to be played, the group decided to take a stand for freedom of speech and started to play the song. This is when the group was chased out of the arena and then thrown in the police van. There's different sides of the what happened that night from newspapers and other media outlets but one thing they couldn't hide was the fact that the police in Detroit didn't seem to like the rap group that was speak ing against them. The song created a movement that till

Ottoman Period Constitutional Movements Essays -

Ottoman Period Constitutional Movements Constitutional Movements During the Ottoman Period Constitutional movements during the Ottoman period commenced towards the end of the 18th century. During the period of the 1789-1808, Sultan Selim the Third envisaged the formation of an advisory assembly, called the Meclis-i Meshveret, within the context of the New System (called the Nizam-i Cedid) that he wanted to have set up, which is seen as a major step towards a constitutional government system. The Sened-i Ittifak, or Charter of Alliance, is seen as the first important document from the point of view of a constitutional order. Whilst the 1808 charter restricted the Sultan's exercise of power, it also delegated some authorities to a senate body, called the Ayan. The charter is a significant document as it was also recognized by the Sultan. The Tanzimat Reform era commenced with the issue of the decree entitled Gulhane Hatt-i Humayun in 1839. The subjects of the Ottoman Padishah were assured that their basic rights would be respected. The documents is especially significant for its recognition of equal rights in education and in government administration for those of Christian persuasion, exemplifying egalitarian principles. The 1875 document entitled the Ferman-i Adalet, or the Imperial Edict on Justice, provided for independence of the judicial courts and ensured the safety of judges. The most important step along the road to the rule of law was made with the introduction of the 1876 Kanun-i Esasiye, or Constitution, which also started the period known as the First Meshrutiyet, or First Constitutional Period. The basic concept in the 1876 constitution is that, although somewhat restrictive in the exercise of powers, it nevertheless, for the first time, recognized a parliamentary system. This constitution has provisions covering basic rights and privileges, the independence of courts and the safety of judges, among other aspects. After the 1876 Constitution had been in effect for one year, the Second Meshrutiyet period laid the foundations of a parliamentary system by adopting the 1876 Constitution with some amendments made thereto. The Constitutional System During the War of Independence When the Turkish Grand National Assembly congregated on April 23, 1920, this in itself marked a unique and important change in the exercise of sovereignty. During the Ottoman reign, the workings of Parliament were to an extent, the use by delegation of the powers of the ruler in the legislative process. Whereas, in the case of the workings of the Turkish Grand National Assembly, all authority was vested in Parliament itself. The Constitution of January 20, 1921 is called the Constitution Law, and when compared with the Ottoman legal system contains a radically new concept. According to this concept, whilst the power to legislate belongs to parliament, the executive powers can only be exercised by an executive council to be elected by majority vote from among the members of Parliament. According to this Law of Constitution, differences of opinion and disagreements between ministers are to be resolved in Parliament. In addition to this, the changing of ministers is also counted among the powers of Parliament. The name of the government during the course of the war of independence was the Government of the Grand National Assembly and the name of the regular army The Army of the Grand National Assembly. On the other hand, the government itself was vested with the power to dissolve Parliament or to renew the election of the Assembly. In this system, which did not have a Head of State, the members of Independence Tribunals were also elected from among the members of the Assembly. An important step was taken to establish a Council of Ministers with more freedom of movement when a motion that the form of the state should be Republic was enacted on October 29, 1923; the President of the Republic was to be elected from among the members of the Assembly for one term of office. According to law, the President would select the Prime Minister from among the members of the Parliament. In turn the Prime Minister would select the other Ministers from among the members of Parliament and, finally, the President would submit the whole of the Council of Ministers for the approval of Parliament. The Republican Era Constitutions

5 Great Healthcare Jobs That Dont Need a Degree

5 Great Healthcare Jobs That Dont Need a Degree for some people, spending years (and many thousands of dollars) in school to become a doctor or a nurse is a great option. but that isn’t the only way to find a rewarding job in healthcare. there are plenty of job opportunities across the industry for people who don’t have a bachelor’s degree. here are five of the most lucrative occupations for healthcare professionals who took a different route into this ever-growing industry.1. ultrasound technicianultrasound techs operate important diagnostic equipment in hospitals and outpatient facilities. we’re all familiar with the image of a technician presenting soon-to-be parents  with a sonogram image of their baby (and identifying which black-and-white smudge on the screen is junior), but the role is actually much broader: helping doctors to diagnose and treat a variety of conditions. it’s pretty lucrative, too: the median salary is $66,410, with the field growing at a breakneck pace of 46% by 2022.2. occupational health and safety technicianthese occupational techs aren’t necessarily involved in patient care, but rather evaluating health and safety risks in places like offices and public areas. you may not see them, but they serve a very important public health need and perform tests and analysis to make sure we’re all safer in our workplaces. the median salary is $44,470, with average growth of 11% by 2022.3. licensed practical nurse (lpn)/licensed vocational nurse (lvn)lpns and lvns provide crucial nursing support to registered nurses and doctors. these roles typically require a training program, but not a four-year degree (as is the case for most registered nurses). lpns and lvns can also be found in a large range of environments, from hospitals to home care to eldercare facilities, opening many opportunities.the median salary is $41,450, with speedy growth of 25% expected by 2022.4. surgical technologistsurgical technologists perform an essential non-doctor fun ction in operating rooms: setting up equipment, making sure all necessary elements are in place, and assisting or doctors and nurses during procedures. with a median salary of $41,000 and growth of 30% expected, this field is a great bet for the future if you have incredible attention to detail and aren’t squeamish!5. dispensing opticiando you have a knack for knowing when glasses just look right on someone’s face? this field might be for you. dispensing opticians take glasses and contact lenses prescribed by an ophthalmologist and work with the patients to ensure proper fit and arrange follow up care. with a median salary of $33,330 and 23% growth predicted (thanks to all of us staring at small screens 24 hours a day), this is a patient care area you might not realize is under the healthcare career umbrella.it’s worth noting here that many (if not all) of these jobs may require special licensing or training programs, depending on your state’s rules. youà ¢â‚¬â„¢ll want to do some research legwork before committing to any of these paths- but these occupations are a great way to get your foot in the door in one of the fastest-growing industries in the country.

Reflection Paper About the Speech of Martin Luther King, Jr. I Have a Dream Delivered 28 August 1963, at the Lincoln Memorial, Washington D.C. Essays

Reflection Paper About the Speech of Martin Luther King, Jr. I Have a Dream Delivered 28 August 1963, at the Lincoln Memorial, Washington D.C. Essays Reflection Paper About the Speech of Martin Luther King, Jr. I Have a Dream Delivered 28 August 1963, at the Lincoln Memorial, Washington D.C. Paper Reflection Paper About the Speech of Martin Luther King, Jr. I Have a Dream Delivered 28 August 1963, at the Lincoln Memorial, Washington D.C. Paper Reflection Paper about the speech of Martin Luther King, Jr. I Have a Dream delivered 28 August 1963, at the Lincoln Memorial, Washington D. C. I Have a Dream is extremely emotional, a hopeful vision of the future of race in this country. King recognized that the March, with an attending crowd of over 200,000 as well as a national television audience, would be the perfect opportunity to gain support for the civil rights movement. He intended to persuade his audience of the justice of the cause, encourage them to not abandon hope, and warn them that in the process of gaining our rightful place we must not be guilty of illegal deeds, declaring his belief that nothing positive is accomplished through violence King. He designed his speech with those goals in mind. Kings understanding of the size and composition of his audience determined the rhetorical choices he made while composing his speech. It is important to understand that while hoping to influence the attitudes of an entire nation, King was primarily addressing a black audience. He spoke of generations of injustice, and referring to the recent increase in violence, stressed the importance of remaining non-violent. He warned against an attitude of distrust toward our white brothers who have come to realize that their freedom is inextricably bound to our freedom as evidenced by their presence here today. He is obviously speaking directly to black Americans. Because of this focus, King made rhetorical choices he knew would be familiar to a black audience with a shared cultural background. Those choices have proven powerful to people of all races, but they were selected with a black American audience in mind. The reasons for Kings rhetorical choices are frequently attributed to their special impact on black Americans, but it should be worried that the effectiveness of these choices crossed all racial boundaries. King knew an emotional speech would have greater impact upon a large, outdoor crowd. He presented a beautiful and compelling vision of equality that inspired the crowd, expanded his national audience and ensured their attention to future messages. He wanted to reach the masses and did so. To inspire the crowd, to instill his speech with an emotional and spiritual quality, King utilized the delivery style of the black folk pulpit of which he was master. King, a master stylist, used a variety of rhetorical techniques in his speech. I Have a Dream needed to touch a wide range of people: people from different geographical locations, with different education backgrounds, of different color. King anticipated the importance of the March, knew he had a real opportunity to be heard by millions. He recognized the difficult demographics of the situation. The audience would be enormous and distractions would be inevitable in the wide open outdoor location. He also understood that the patience of black Americans was too sorely tried: black Americans would no longer be pacified with mere promises. And while understanding their frustration, King passionately wanted to convince the crowd to pursue their cause without violence. Because he understood of all of this, King chose not to focus on detail, not to focus on strategy. He appealed to the crowds higher emotions of spirituality and patriotism. God was on their side, their struggle would be rewarded. Currently, â€Å"I Have a Dream† is still considered a deep work studied in both literature and speech classes. â€Å"I Have a Dream† is a masterpiece which describes, with wisdom and compassion, a peoples long struggle for equality.

Edible Glowing Blood Slime

Edible Glowing Blood Slime What couldnt Halloween costume or party benefit from some blood slime? This particular slime is also edible, non-sticky and glows blue-white under a black light. Its easy to make! Glowing Blood Slime Materials 1 teaspoon soluble fiber (e.g., Metamucil)8 ounces (1 cup) diet tonic water red food coloring Make the Slime! Stir the fiber into the tonic water.Add a drop or two of food coloring. The slime gets darker during preparation, so dont add too much food coloring.Heat the liquid in a microwave-safe container until it boils. Depending on your microwave power this may be anywhere from 1-4 minutes. When the mixture boils, pause the microwave and stir the slime.Cook the microwave another 1-2 minutes. Stir it.Repeat the cooking/stirring cycle a total of 4-5 times, until the slime develops a gelatinous consistency. Carefully remove the slime from the microwave. The container will be very hot!Let the slime cool before you handle it. You can play with it, decorate with it, or even eat it. No matter what color you made your slime, it will glow blue-white under a black light or ultraviolet light. The glow is fluorescence from the quinine in the tonic water.Store your slime in a sealed bowl or plastic bag. If you are just decorating with it, its fine at room temperature, but if you plan on putting the slime in your mouth, its a good idea to refrigerate leftovers. While the slime wont stick to most surfaces, the food coloring will cause it to stain fabrics and skin. Clean up slime with soap and water. Your favorite stain remover will take out the food coloring. Watch a video of this project.

New Technology High Schools Research Paper Example | Topics and Well Written Essays - 1500 words

New Technology High Schools - Research Paper Example New Tech High Schools provide the students new techniques to acquire education and collaborate with their peers. The inventive form of education proves to be more effective than the conventional methods of teaching. It is due to this reason that the respective concept is gaining fame. Different advantageous aspects of New Tech High Schools shall be discussed in the paper, along with few responses to the negative perception of this concept. 2. New Tech High Schools The 21st century differs from the previous era with respect to the exposure to different technological inventions and facilities of life. The modern youth is more engrossed with technological equipments than the older people in the society. This early exposure has improved their mental capabilities and has induced a greater sense of logical thinking in them. Pearlman stated that despite of their logical and advanced mental capabilities, they seem disinterested in their academic processes of learning. The conventional modes of learning are not effective enough to cater to the demands of the 21st century and the modern youth. It is due to these issues that new modes of teaching and acquiring education have been devised- New Tech High Schools. These learning processes can be termed as an amalgamation of technology and required skills to meet the challenges of the 21st century colleges and workplaces. The concept initiated in 1996 in California; it was introduced due to the frustration of students, business leaders and parents for wanting a better educational standard. The concept has witnessed nothing but success since then. Much development has been witnessed in the state of Indiana; CELL introduced the innovative concept in Indiana and three schools successfully opened in 2007. The learning processes and programs of New Tech High Schools impressed the members of the Indiana society to such a great extent that they embraced the change with open arms. Indiana has become a national leader in the implement ation of New Tech High Schools in different states of US. According to Pearlman; in the early years of the materialization of the idea, few learning outcomes were identified as the main aims of the concept; content standards, collaboration between the students, logical thinking, oral and written communication skills, preparation for college education and professional life, awareness of ethics and social responsibilities and technological awareness. 2.1 Collaborative Learning Processes New Tech High Schools offer collaborative learning and team work that empowers the students to choose their own direction to acquire education. Center of Excellence in Leadership of Learning explained that the layout of a New Tech High School does not resemble the layout of a traditional school, since there are no desks or chairs placed in lines. On the contrary, students work on their computers and learn in a collaborative manner about a diverse range of topics. Large open spaces provide students the opportunity to work together as a team and coordinate their tasks. Collaborative learning provides the students opportunities to learn skills to survive

Information, Information Technology and Information Systems Essay

Information, Information Technology and Information Systems - Essay Example This is true with Integrated Report System Company who’s specialty includes conceptualizing programs that assists sales oriented industries become a market leader. These programs work well with firms that requires vast resources of information to be broken down, analyzed, compare and plotted, useful in establish a strong foundation of judgments. This web based business intelligence software provides a concrete and accurate data collection and analysis that helps small and medium scale industries anticipate/plan their move and realize strategies that could allow them to achieve their goal for their product. The business activities and functions this software supports is basically sales related, a sales interactive reporting designed to fit the needs of Sales reps and mangers, CEOs and CFOs, product or account managers, whereby necessary market information and trend are made available through data collection and banking together with other programs that monitors the movement and turnover of their product. This system also allows the abovementioned individuals a critical view of the business that necessitates well calculated anticipation and aggressive moves. Interactive Reporting system provides state of the art tools for integrated interactive reporting such that makes use of templates which encapsulates pertinent records of transaction history and other raw data that can be inquired upon, and a mapping technology that connects the user to their data source. These tools are set to be modularized and separated from a specific installation which therefore "permits the re-use of logic, the provisioning of the BI integration process by domain experts and the significant reductions in the cost and time required for an enterprise's acquisition of BI capabilities". More specifically, these tools are "highly scalable; flexible in design; easily integrated into any data source; have a unified view with drill-down capability and an 'Out-Of-The-Box Solution' that runs on top of any system leveraging existing IT investments. This software supports Microsoft SQL Server, Oracle, MS Access, Informix, MySQL and IBM DB2. It is a web based intranet product that uses data extracted from your data warehouse. It also provides a standardized templates and mappings so you don't need to design sales reports or spreadsheets from scratch. With Integrated Reporting highly critical information pertaining to sales function are easily accessible and comprehended in terms of what products being sold, areas of distribution, means and method of positioning, and most importantly its corresponding figures. With this in hand, reporting and analysis is made easy, while concrete and immediate solutions are readily perceived. This software assumes that there is a preexisting operating system installed as well as a network, as it simply brings you into using existing software in any activity you wish to engage upon, whether creating spreadsheets or report templates. It cam also be patched to the existing accounting system whereby i t allows you to synchronize previous information to present and integrate, differentiate or update them. This software is designed to make things simpler and faster and therefore hassle free. This software is also created upon the assumption that there is basic knowledge in various computer applications, otherwise an orientation is required. In a business that

Environmental Scan Essay Example | Topics and Well Written Essays - 1000 words

Environmental Scan - Essay Example Their focus for the past few months has been to form strong relationships with their current customers, including car dealerships, repair shops, and the used car market, through strategic marketing and PR platforms. But at the moment they cannot gain customers in the car manufacturing sector as they don’t have the capacity to bring in large orders of the quality demanded by those. The major players all have private negotiations with the larger processing plants or they source them directly through imports. The current financial standing of the business is not enough to ensure profitability or expansion, modification strategies. Variable Cost per month- $ (100*70*20) + 2000 142,000 Average Variable Cost- $ 142,000/6000 23.67 Total revenue per month -$ 32*6000 192,000 The calculations indicate that the firm is not performing enough to generate a steady profit as the revenue is less than the total cost of producing. However, it would not be advisable for the firm to shut down ope rations as the loss being incurred now might well be less than the total fixed costs, which is what the firm would suffer if the management decides to shut down. The revenue per unit received is $32, according to economic rules an â€Å"in the short run, a firm will maximize profit or minimize by producing the output at which marginal revenue equals marginal cost (as long as producing is preferable to shutting down† (McConnel et al., 2008) The firm is producing output at the MC of $30, which is near enough to the marginal revenue of $32 and is following economically sound practices. From the calculation, we can see that the Average variable cost is $23.67, which means that the MR of $32 covers the ATC as well as contributing $8.3 to covering up the fixed costs incurred in the process... As the variable cost of workers is the greatest cost they incur in production, one possible venue is to bring greater automation in the plants along with the implementation of software like ER P or specific manufacturing software to take over the manual jobs in the factory. While the process requires hiring experts as consultants (or creating a new position in the firm) along with the capital requirements for new hardware and software, in the long run, the variable costs will go down and the increase in fixed costs will be offset by greater revenue and profits. Financial formulas can be applied to forecast the expected change in profit and cost structure; including interest expenses from the loans that will be taken or the bonds which will be floated to fund the project. Another way to generate liquid capital can be through making the firm public and floating shares in the market, but the current standing does not indicate that the response will be good and the owners are better off by taking liabilities and keeping control of their business in their hands.

The Role of IMF in providing assistanse to countries to overcome their Assignment

The Role of IMF in providing assistanse to countries to overcome their economic problems - Assignment Example The study aims to explain the procedure based on which IMF contributes towards the development of economic conditions of several countries. Also main functions of the IMF is under consideration. IMF is an international organisation that has been established in the year 1944. The organisation is headquartered in Washington D.C., United States. The organisation has been a significant consideration for developing the global financial condition. After the establishment of IMF, the condition of world economy has dramatically changed. To operate the global financial development, IMF has introduced few improvements in its policies for managing the needs in terms of balance of payment. IMF has been developed with the aim of managing macroeconomic factors and to implement structural policies for every poor, rich and middle-income member nations. In this context, the mission of the organisation has been to monitor and manage economic trend that prevails in the global economy The IMF provides necessary policies, advice and financing to member countries of the organization. IMF is an international organisation that has been dealing with global financial or money market. The function of IMF has been helpful in supporting the member countries of IMF. It enables the availability of resources and develops a fund including general resources for low-income countries. IMF has made a complete contribution towards the development of the global economy. IMF has achieved certain success in providing financial support to the member countries.

Case Study (Skill Analysis) Essay Example | Topics and Well Written Essays - 1500 words

Case Study (Skill Analysis) - Essay Example Sophie Smith is a 44-year-old female who is two days post-operative, following an appendectomy. Sophie works as a real estate agent, weighs 46kgs and 168cm tall. Sophie has a story of rheumatoid arthritis and takes 10mg of prednisone daily and also has an allergy to penicillin. While changing her dressing you notice a thick yellow discharge oozing from the wound. Wound management following an appendectomy is essential for the complete recovery of Sophie. A comprehensive assessment of the present state of the wound is necessary as well as the stage of healing. Thus, it is important to obtain information from the client about factors that may affect wound healing. Consent is necessary so that nursing procedures can be carried out and prioritized according to the patient’s needs. The nurse’s role in wound management is critical not only to wound management but to maintenance of aseptic technique while doing nursing care. Identify and discuss the importance of obtaining inf ormation during a nursing admission in relation to post-operative assessment.The process of obtaining and communicating information during a nursing admission also refers to the nursing assessment and these can be obtained from the client, significant others, health team members, and client’s medical records (Funnell, Koutoukidis& Lawrence, 2009, p. 229). Obtaining information during a nursing admission is important in identifying areas needing nursing interventions. Obtained information may either be subjective or objective and includes nursing history, physical examination and observation, and laboratory and diagnostic tests. Applying Sophie’s case, obtaining information during a nursing admission requires explanation of the purpose and rationale for gathering information. Sophie must also be put in a quiet and private place for ease of patient during personal information gathering. Information such as medical diagnosis, previous admission to the hospital, clientâ₠¬â„¢s perception of condition, allergies, social data, activities of daily living, habits, and use of prosthesis are necessary because obtaining these information during a nursing admission will adjust the plan of care related to post-operative treatment. For instance, Sophie has a history of rheumatoid arthritis, takes 10mg of prednisone daily and has allergy to penicillin.These information has relevance to post-operative treatment as rheumatoid arthritis impairs healing, can cause deformities, and increase pressure on the soft tissues leading to increased risk of skin breakdown. Prednisone is a corticosteroid which also delayed healing by interrupting cellular division (Guo and DiPietro, 2010, p. 219). Sophie has allergy to penicillin and its significance include not giving Sophie penicillin to avoid allergic reactions and tests other antibiotics that will not produce allergic response because antibiotics are essential for wound healing and combatting infection. Identify and discu ss the nurse's role in consent procedures for patients undergoing a procedure involving general anesthesia.Surgical and invasive procedures involving administration of general anesthesia requires written consent. Nurses play a major role during consent procedures. Nurses provide the needed information of the individual and make sure that it is well-understood prior to administration of

Drama Comparison Essay Example for Free

Drama Comparison Essay I am going to compare the scenes in which we have studied for She Stoops to Conquer and Guys and Dolls, I am going to discuss the similarities and differences between the two chosen sections. The sections that I am going to discuss are Act 1 scene 2 in Guys and Dolls, and In She Stoops to Conquer the section between Marlow and Miss Hardcastle as a maid. The time period that Guys and Dolls by Damon Runyon is set is in the 1950s, New York, this is shown through the accents of the characters on stage and also through costumes. In this scene Sky would be wearing a full suit and Sarah would be wearing an old Salvation Army suit. This is vastly different then She Stoops to conquer by Oliver Goldsmith, which is set in the 18th century, in the English countryside. The period is conveyed through costume, Marlow would be wearing breeches, and a cravat, a short jacket with a tail underneath wearing a colourful waistcoat the men would have long hair tied back with a ribbon. Miss Hardcastle would be wearing a maids outfit in this section; this would be a long brown dress with long sleeves and a square neck front and would also be wearing a white apron. They also convey this through language, which is Shakespearian. Another difference between them is that Guys and Dolls is a Musical and She Stoops to conquer is a restoration comedy. There are some major similarities between these two sections one of these is that its between a guy and a girl, and in both the guys are going for the girls. Even though this is a major similarity the woman react in different ways. In She Stoops to conquer Miss Hardcastle is playing hard to get so actually does like Marlow but does not want him to take her to bed, whereas Sarah just does not like Sky and does not want to talk to him. Both of the girls reactions are similar in the way that they are both rude and talk back to the men, both woman are supposed to come through as being innocent. Another similarity is that it is both dramatic irony this is because in She Stoops everyone knows that the maid is actually Miss Hardcastle, and in Guys and Dolls everyone in the audience knows that Sarah and Sky are going to fall in love. The guys in both performances are bold, Sky asks Sarah to go to Havana with him and Marlow implies to Miss Hardcastle that he wants to go to bed with her. Both plays are also deceiving this is because Miss Hardcastle is pretending to be a maid to Marlow, and in Guys and Dolls Sky is only talking to Sarah because he has bet that he can take her to Havana. A difference between them is movement, in She Stoops to conquer the movements are very over exaggerated this is because at the time it was the fashion in theatre to do this, the audience would find these movements amusing and made the story easier to follow. In Guys and Dolls the movements are much more naturalistic in this scene and this also helps to convey the period. An example of over exaggerating in She Stoops is that when she meets Marlow for the first time she would do a big curtsy, but over the top this would be amusing for the audience because they would be able to see that she was trying too hard to act like a maid. A similarity between them too is that they both use the whole stage this is because in She Stoops the large movements make the actors use more space and in Guys and Dolls the actors use a lot of space because Sarah is almost trying to get away from Sky. The status of the characters is different, in She Stoops Marlow thinks that he has the higher status but Miss Hardcastle actually does I would show this by Marlow sitting down for quite a lot of it, showing he has a lower level. In Guys and Dolls the status changes at the start Sarah has the highest status but when she says Isaiah the status changes and Sky then has the higher status. The set is different in both sections because of the different periods and the contexts. In She Stoops I would set it out as in a small area I would use a similar idea as what I saw in the production Othello were the walls fluctuated according to the mood of the play. I think that this should be a very small space this would show intimacy towards the two characters. The furniture should be set out as rich 18th century home e.g. a chez lounge chair in deep red and oak tables. In Guys and Dolls I would have this in a big space this would show the emptiness of the room and also reflect how far Sky and Sarah were away from each other in class. The design of the room would be that with 10 rows of chairs and 5 seats horizontally across the front. The use of Lighting would be very different this is because in She Stoops it is older so the light would be in sepia, or the light dimmed like it was candlelight, this would convey the period and show that it was old. In Guys and Dolls the lights would be bright at colourful to show that it was exciting and have a happy mood. The Music in Guys and Dolls is similar in the way that it tells a part of the story, in She Stoops when we acted out when the music came on we would do movement to what would be happening next. The emotional impact of She Stoops is that the audience find it very amusing and there is tension because the audience do not know weather Miss Hardcastle will pull it off. In Guys and Dolls the audience find it funny because Sky is so persistent and will not take no for an answer this is similar because for both the audiences reaction should be to find it funny. In Conclusion I think that they are very similar and different in lots of ways they both have similar ideas about a boy trying to get a girl, but the way in which the girls react is different. The way in which I would set out each of the sections would be completely different because of the time period and the intensity of the characters. Overall they both use different techniques to show that they are different e.g. making gestures big.

Online Shopping Software Systems Information Technology Essay

Online Shopping Software Systems Information Technology Essay Nowadays everyone is busy with their works; they dont have much time to do shopping in the (busy) big super markets. In the stores we have to search in the each shelf to find our product so it takes more time and no guarantee of every product available in every store. Moreover, weather conditions are too bad so we cannot get our required products. Payment is also a big problem because we should stand in the queue for payment. Stores are not always opened (24/7). Why It Has Come: To solve above mentioned problems, we can use Online Shopping method.   For customers it is not only because of the high level of convenience, but also because of the broader selection; competitive pricing and greater access to information.  For organizations it increases their customer value and the building of sustainable capabilities, next to the increased profits. One advantage of shopping online is being able to quickly seek out deals for items or services with many different vendors (though some  local search engines do exist to help consumers locate products for sale in nearby stores). Search engines, online  price comparison services  and  discovery shopping  engines can be used to look up sellers of a particular product or service. A majority of consumers choose online shopping for a faster and more efficient shopping experience. Many researchers notify that the uniqueness of the web has dissolved and the need for the design, which will be user centered, is very important.  Companies should always remember that there are certain things, such as understanding the customers wants and needs, living up to promises, never go out of style, because they give reason to come back. Online stores must describe products for sale with text, photos, and multimedia files, whereas in a physical retail store, the actual product and the manufacturers packaging will be available for direct inspection (which might involve a test drive, fitting, or other experimentation). Some online stores provide or link to supplemental product information, such as instructions, safety procedures, demonstrations, or manufacturer specifications. Some provide background information, advice, or how-to guides designed to help consumers decide which product to buy. Some stores even allow customers to comment or rate their items Current Project Requirement: Responsibilities/ Current Position: We are responsible to create an Online Shopping Software System for our client Metro Super Stores. The main idea of online  shopping  is not just in having a good looking  website  that could be listed in a lot of search engines or the art behind the site.  Its not only just about disseminating information, because it is also about building relationships and making money.   Organizations that want to keep their customers or gain new ones should try to get rid of all mistakes and be more appealing to be more desirable for online shoppers. 2. Project Objectives The main objective behind the project is to enable Metro superstore to expand their business by enabling customers to buy their products online via a safe and secured online payment method. This will help Metro superstore to attract more customers and increase their market. Also, Metro superstore will be able to make it efficient and convenient for its customers to purchase products and review them. Customers can avail numerous offers on products online and make their payment with the click of a button. Times are changing and it is becoming increasingly difficult for customers to find time to visit a shopping mall and go through a wide range of products. The online shopping cart system will make it easier for the customer to browse through this wide range of products and also compare them with similar products in the market. The project will also aim at receiving and then analyzing the feedback obtained from the customers to help maintain or uplift the quality of products and to buil d a better service for the customers. Metro superstore will aim to thus gain market monopoly and attract a wider range of customers. It will also enable Metro superstore to build a relationship with international customers from around the world. The project aims at bridging the gap between Metro superstore and its customers. Customers will be able to purchase their desired products online from the comfort of their homes without having to go through the trouble of visiting the store physically. The customers will be able to create their account, browse through the products and add them to their virtual shopping cart. They can then check out having the options to pay online via safe and secured online transaction or pay as cash on delivery of the products. An additional objective of this project is to make Metro super-stores products available to customers 247 online. The online website will also contain all the products instructions, safety procedures, demonstrations, or manufacturer specifications and how-to guides. Customers will be able to post reviews after they have used the product which will enable other potential buyers to make decisions. Thus, the most crucial objective of this project is users convenience. 3. Project Scope 3.1 Project Brief The project involves eight technical people working together, including a project manager. This Project has been handled by eight members and it is a big project, which is modularized into small parts and assigned to each member of the project. Moreover because of this, the project has been managed very well by the project manager. We are going to work for four months to develop an online-shopping for existing super stores called METRO. The main aim of the project is to deliver the software for online shopping with in the elapsed time. Metro initially contacted our software solutions with their requirements and their need in having a website for their superstore. The website should give the information about the products and can facilitate the online shopping. The basic requirements of the website has been clearly mentioned by them so, that no future faults or misunderstandings. They also showed us the survey they conducted in the store from their customers. This survey proves that superstore needs an online shopping facility to their customers. It also states online shopping is the only alternative method to help customers in busy queues, parking area, shopping time and extra range of products available only in online. Based on the above things we agreed to make a website for the metro super stores. 3.2 Project Approach Deliverables: This project delivers a user-friendly software (or) flat form for online shopping to the METRO superstore. The software provides a website having all the facilities for the customers starting from price enquiries, offers, availability of stock, quality, store details, contacts and ordering the goods. 3.3 Exclusions. Every project has its boundaries and it can only delivers outcomes and specifications within that boundary. The exclusions in our project are delivery department, managing the software after term time (6 months) and further upgrading (or) developing new products. Delivery department: Delivering the goods in time and enquiries about the delivery will not be supported by the project team. All the shipping and delivery process is being deal by the super store. Managing the software after term time: The project team will not be dealing with the software term time. Though it gives an assurance of guarantee for lifelong but managing the website is wholly controlled by the superstore management. We will be taking care of the site for the term time which is 6 months duration. In this period we will be teaching and sorting out any minor problems for the super store staff. Upgrading the software: Upgrading the software and developing the new products is personally responsible by the superstore. The lightening software solutions will not be supporting any further upgrades for the website as a commitment of this project. The above products have been clearly mentioned that they will not include as a part in the project and which is solely agreed by the management of the super store. 4. Project Deliverables The products of the project will be: Management Quality: M1 Project Brief M2 Project Initiation Document M3 Highlight Reports M4 End of Project Report Business: B1 Communications plan B2 Questionnaire (to support information gathering ensure consistency) B3 Report for Project Board on current requirements/arrangements, and areas identified for further investigation/potential change B4 Report for Executive Board with recommendations for change B5 Implementation proposals Actual Product of the project: An user-friendly Online Shopping Software System The major deliverables are broken down in the project plan into smaller deliverables and activities.   User documentation User training 5. Project Organization 5.1 Project Board Project Sponsor: Metro Super stores Senior Responsible Owner: Vishal Sharma Project Management Board: Johnson- Executive Srikanth Nair Rohit Singh Suresh Peter Sundar Raghavan 5.2 Project Team Project Manager: Prasnnaa Nachimuthu Project Team Members: Abid Ali Baig Hari Vommi Kalyan Kondapally Mahitha Kolli Rakesh Thatiparthy Ronak Muchhala Vijay Chekuri 5.3 The Project Organization Structure Communication and Engagement team Policy Team Technical and procurement team Legal Team Project Board Project Manager Prasnnaa Nachimuthu Project SRO Vishal Sharma 5.4 Roles and Responsibilities Project Board: Approve Project Initiation Document, component plans and any subsequent changes Ensure the business case remains sound throughout the project Provide direction and determine priorities Commit resources and resolve conflicts Approve initiation and completion of stages Responsibility for quality of deliverables/end-products Senior Responsible Officer: Responsible for ensuring that the project meets its objectives and delivers the projected benefits Owner of the business changes, which will flow from the projects recommendations. Project Manager: Responsible for providing support to Project Board and Team, monitoring progress and resource usage, maintaining project plan, establishing and operating arrangements for document version control, establishing and operating arrangements for handling project issues, and maintaining the Quality Log. Project Team Members: The Project Team, together with the Project Manager, will be responsible for researching and developing the business products of the project To provide skills across work packages as required 6. Communication Plan Communication Purpose Audience Author Mode Of Communication Frequency Monthly status report to project sponsor To keep project sponsor informed of the projects progress and key upcoming activities Project sponsor Executive Committee Project Manager Email Posting on project website Video conference Monthly Weekly schedule metrics Monitor and report progress on scheduled tasks. Troubleshoot problem areas and solve issues as appropriate. Project management Others, as appropriate Project Manager Email Posting on website Group meetings Weekly Project team calendar Keep project participants aware of key project dates and to help them manage their schedules. Maintain training calendars. Project management team Project Coordinator Post in project folders in Intranet Daily 7. Quality Plan The Software Product must includes the following qualities Good enough product: The product is good enough which enables the Metro Super store to solve all critical problems which they encountered. The product should able to solve 70 to 80 % of the most common customer needs. Cost: The cost of the software product is reasonable that comes under the budget of the client and meets the quality and standards which the client expects. Easy to implement: The product is simple enough which makes Metro Super store to implement it easily without facing any problem. The product can be installed in several minutes instead of taking hours for installation. Association of steady users: Staff of Metro Super store contributes their time to test our product, report about the error if they find any, request us for new features and develop new product functionality. Standard Technology: The product should utilize the technologies which are widely in use such as Java, AJAX. Upgrades: The product will be updated time to time which encourage the clients ton use our product more often and in an interactive manner. Scalability: The product has the ability to handle the large amount of work. It can help to increase the work. Correctness: It indicates the correctness of algorithm which the product includes. Deficiency of bugs: The product does not include any bug and produce the accurate result or output to the client. Fault Tolerance: Continue to operate properly even if some of its component does not work. Extensibility: Ability to extend the work. Extension can be done in 2 ways Modifying the existing functionality. Adding new functionality to the existing functionality. Maintainability: It refers to the maintenance of the product in order to Correct the defects. Meeting the new requirements. Endure related to the change in Environment Responsible for the Quality of the product: Project Manager is responsible for the quality of the product. He must make sure that the product meets all requirements which are specified by the client and the standards are met. Acceptance Criteria: Project Manager is responsible in identifying the acceptance criteria. Acceptance is defined as acquiring the acknowledgement from the client that the product which is delivered to them meets all the requirements according to their specification. Milestones List the project milestones and deliverables for which customer acceptance will be sought: Milestone Deliverable Name Description Name Description Online Shopping Software System Implementing the project management software package on new hardware .Providing access to the internet Software Package installed Implementation of General Ledger (GL), Accounts Payable (AP) and Accounts Receivable (AR) software Acceptance Milestones Table: Criteria Identify the criteria and standards to be met to achieve final customer acceptance for each deliverable. Deliverable Criteria Standards Software Package installed System functionality: · GL tested installed · AP tested installed · AR tested installed System Performance : System up-time · System response-time · Data transferred System functionality: · GL operational with no errors · AP operational with no errors · AR operational with no errors System Performance : 99.9% system uptime · Acceptance Criteria Table 8. Project Plan Number Tasks Resource Start Date End Date Duration Milestone 1 Initiation Everyone 06/09/2010 25/09/2010 20 days 1.1 Collect project ideas Prasnnaa 06/09/2010 07/09/2010 2 days 1.2 Prioritize project ideas Prasnnaa 08/09/2010 09/09/2010 2 days 1.3 Gather customer requirements Prasnnaa 10/09/2010 10/09/2010 1 day 1.4 Submit the request and get approval for the proposal Prasnnaa 11/09/2010 13/09/2010 3 days Yes 1.5 Prepare the requirement document Rakesh 13/09/2010 18/09/2010 6 days 1.6 Meeting for project kickoff Everyone 19/09/2010 21/09/2010 2 days 1.7 Outline project plan Rakesh 22/09/2010 23/09/2010 2 days 1.8 Assign resources to project plan tasks Prasnnaa 24/09/2010 25/09/2010 2 days 2 Analysis Kalyan, Mahitha 26/09/2010 05/10/2010 10 days 2.1 Create entity relationship diagram Kalyan 26/09/2010 28/09/2010 3 days 2.2 Create Data Flow Diagram Mahitha 29/09/2010 30/09/2010 2 days 2.3 Define data dictionary Kalyan 01/10/2010 02/10/2010 2 days 2.4 Perform object-oriented analysis Mahitha 03/10/2010 05/10/2010 3 days 3 Design Rakesh, Vijay, Hari 06/10/2010 27/10/2010 22 days 3.1 Design data model Rakesh 06/10/2010 09/10/2010 4 days 3.2 Write functional specifications Vijay 10/10/2010 11/10/2010 2 days 3.3 Design storyboards and/or prototypes Rakesh, Vijay 12/10/2010 12/10/2010 1 day 3.4 Write detailed design specifications Rakesh, Vijay 13/10/2010 15/10/2010 3 days 3.5 Write documentation plan Vijay 16/10/2010 17/10/2010 2 days 3.6 Write beta test plan Hari 18/10/2010 19/10/2010 2 days 3.7 Write SQA test plan Hari 20/10/2010 20/10/2010 1 day 3.8 Write SQA test cases Hari 21/10/2010 21/10/2010 1 day 3.9 Write customer support plan Rakesh 22/10/2010 23/10/2010 2 days 3.10 Write training plan Hari 24/10/2010 25/10/2010 2 days 3.11 Write risk management plan Vijay 26/10/2010 27/10/2010 2 days 4 Development Ronak, Ali 28/10/2010 26/11/2010 30 days 4.1 Code application components Ronak 28/10/2010 06/11/2010 10 days 4.2 Unit test Ali 07/11/2010 10/11/2010 4 days 4.3 Integration test Ali 11/11/2010 14/11/2010 4 days 4.4 Write documentation Ronak, Ali 15/11/2010 21/11/2010 7 days 4.5 Write training courseware Ronak 22/11/2010 26/11/2010 5 days 5 Software Quality Assurance (SQA) Hari, Ali 27/11/2010 11/12/2010 15 days 5.1 System test Hari 27/11/2010 01/12/2010 5 days 5.2 Track defects Ali 02/12/2010 05/12/2010 4 days 5.3 Regression test Hari, Ali 06/12/2010 11/12/2010 6 days 6 Manage Release and Change Prasnnaa, Ronak 12/12/2010 16/12/2010 5 days 6.1 Configuration management Prasnnaa 12/12/2010 13/12/2010 2 days 6.2 New full releases Ronak 14/12/2010 14/12/2010 1 day 6.3 Maintenance releases Ronak 15/12/2010 15/12/2010 1 day 6.4 Defect and enhancement tracking Prasnnaa 16/12/2010 16/12/2010 1 day 7 Implementation Everyone 17/12/2010 05/01/2011 20 days 7.1 Implement the website in beta test system Ali, Rakesh 17/12/2010 18/12/2010 2 days 7.2 Conduct beta tests Hari 19/12/2010 20/12/2010 2 days 7.3 Track defects and report to customer support Ronak, Vijay 21/12/2010 21/12/2010 1 day 7.4 Gather requirements for customizations Prasnnaa 22/12/2010 23/12/2010 2 days 7.5 Analysis (gap between customizations) Mahitha 24/12/2010 25/12/2010 2 days 7.6 Design Kalyan 26/12/2010 27/12/2010 2 days 7.7 Implement the customized website Ali 28/12/2010 28/12/2010 1 day 7.8 Unit test adaptations Rakesh 29/12/2010 30/12/2010 2 days 7.9 Integration test (Implementation) Hari 31/12/2010 01/01/2011 2 days 7.10 Execute customer acceptance test procedure Kalyan 02/01/2011 03/01/2011 2 days 7.11 Cutover testing to production Everyone 04/01/2011 05/01/2011 2 days Yes

Apollo 13 (as-508): Houston, We Have A Problem. :: essays research papers

Apollo 13 (AS-508): Houston, we have a problem. The Apollo 13 mission was launched at 2:13 p.m. EST, April 11, 1970 from launch complex 39A at Kennedy Space Center. The space vehicle crew consisted of James A. Lovell, Jr. commander, John L. Swigert, Jr., command module pilot and Fred W. Haise, Jr. lunar module pilot. The Apollo 13 Mission was planned as a lunar landing mission but was aborted en route to the moon after about 56 hours of flight due to loss of service module cryogenic oxygen and consequent loss of capability to generate electrical power, to provide oxygen and to produce water. Spacecraft systems performance was nominal until the fans in cryogenic oxygen tank 2 were turned on at 55:53:18 ground elapsed time (GET). About 2 seconds after energizing the fan circuit, a short was indicated in the current from fuel cell 3, which was supplying power to cryogenic oxygen tank 2 fans. Within several additional seconds, two other shorted conditions occurred. Electrical shorts in the fan circuit ignited the wire insulation, causing temperature and pressure to increase within cryogenic oxygen tank 2. When pressure reached the cryogenic oxygen tank 2 relief valve full-flow conditions of 1008 psi, the pressure began decreasing for about 9 seconds, at which time the relief valve probably reseated, causing the pressure to rise again momentarily. About a quarter of a second later, a vibration disturbance was noted on the command module accelerometers. The next series of events occurred within a fraction of a second between the accelerometer disturbances and the data loss. A tank line burst, because of heat, in the vacuum jacket pressurizing the annulus and, in turn, causing the blow-out plug on the vacuum jacket to rupture. Some mechanism in bay 4 combined with the oxygen buildup in that bay to cause a rapid pressure rise which resulted in separation of the outer panel. The panel struck one of the dishes of the high-gain antenna. The panel separation shock closed the fuel cell 1 and 3 oxygen reactant shut-off valves and several propellant and helium isolation valves in the reaction control system. Data were lost for about 1.8 seconds as the high-gain antenna switched from narrow beam to wide beam, because of the antenna being hit and damaged. As a result of these occurrences, the CM was powered down and the LM was configured to supply the necessary power and other consumables. The CSM was powered down at approximately 58:40 GET. The surge tank and repressurization package were isolated with approximately 860 psi residual pressure (approx. 6.5 lbs of oxygen total). The primary water glycol system was

The Pancreas :: essays research papers fc

The pancreas is located in the middle of the abdomen. It’s surrounded by the stomach, small intestine, liver and spleen. It’s about six inches long and shaped like a thin pear, wide at one end. It has three sections: wider right end is the head, the middle is the body and the left end is the tail.   Ã‚  Ã‚  Ã‚  Ã‚  The pancreas has two functions; to make enzymes that help digest fats and proteins and the other, to produce insulin that controls the blood sugar level called glucose. It consists of Islet cells (1 of 3 types), which are endocrine glands. This means the Islet cells secret the insulin directly into the blood stream. The pancreas contains many more of these Islet cells than the body needs to maintain a normal insulin level. Even when half of the pancreas is removed, the blood sugar level can still remain normal. The pancreas is also made up of exocrine glands, which produce enzymes for digestion.   Ã‚  Ã‚  Ã‚  Ã‚  When the blood sugar levels aren’t normal, it’s a disease called diabetes. Diabetes (diabetes mellitus) is a deficiency of the hormone insulin or the inhibition of its action with the cells. The insulin acts like a bridge between the glucose and the cells. In the US there are about 16 million people who suffer from diabetes. It is the seventh most common cause of all deaths. Diabetes is most common in Native American females over 45 years of age.   Ã‚  Ã‚  Ã‚  Ã‚  There are two main types of diabetes. The firsts is insulin-dependent diabetes mellitus (IDDM). In IDDM the body either doesn’t produce diabetes or produces very small amounts. The symptoms usually occur in teenagers under 20, usually around puberty. Untreated IDDM affects the metabolism of fat. Since the body can’t convert glucose into energy, it is broken down into fat and stored for energy. This also increases the amounts of ketone bodies in the blood, which interfere with respiration. The second type is called is non-insulin-dependent diabetes mellitus (NIDDM). This is when the body doesn’t make enough insulin or is unable to use it. NIDDM is the most common of all diabetes; it makes up 90 to 95 percent of all cases. Scientists believe that in some people weight gain or obesity is what triggers their diabetes because 80 percent of people with diabetes are over weight.   Ã‚  Ã‚  Ã‚  Ã‚  Another problem people have with the pancreas is pancreatic cancer. Each year about 29,000 Americans and 3,000 Canadians are diagnosed with it.

Many People Have Different Learning Styles

Your role of organizing and delivering training tarts by identifying the learners' needs. Before the course starts, You need to carry out an initial assessment of all learners, by direct contact or through their training manager / unit manager. Planning Your responsibilities are: 1 . To ensure that once the syllabus is known, you prepare for the lesson and lesson plans generated 2. To ensure the course structure and timetable are developed 3. To ensure that resources are planned IEEE laptops, projectors etc 4. To ensure accommodation is suitable 5. To get to know our students and their needs 6.To ensure that our knowledge is up to date 7. Organization is number 1 priority in delivering a good lesson 8. To organize the class room layout to suit the group you are teaching. It is necessary to keep up to date with any changes in the training curriculum, especially in SST John Ambulance as things like first aid modifications / principals change frequently to keep up with modern changes in everyday lifestyle and delivering first aid or methods in teaching. Shoots Ambulance offer regular training days / evenings to keep up to date with any changes.Boundaries with Planning There are limitations with planning, in that a Teacher can only plan for what s known and there may be unexpected occurrences that have to be dealt with in the lesson. However, there also has to be an element of â€Å"expect the unexpected† Delivery Your responsibilities are 1. To ensure that delivery is clear and concise 2. That standards are maintained 3. That YOU deliver your lesson to a consistently high standard 4. That YOU deliver a differentiated lesson taking into account different learning styles, and a differentiated lesson to engage learners at different levels.

Conflict on a Trading Floor

Conflict on a Trading Floor The case describes the ethical dilemma occurred in FirstAmerica Bank. The sales department of the bank was preparing a 700 mln. USD loan contract for one of the bank’s former client: Poseidon Cruise Lines. Poseidon intended to order a large cruise ship for their fleet to a French shipyard, which required a contract to be signed for five years and in French francs. This in turn raised concerns in Poseidon management, related to the possible economic costs/losses related to dollar-franc exchange transaction risks, since the cash flow of Poseidon was in dollars. The contract elaboration was assigned to Linda, one of the top salespersons of the FirstAmerica bank and the author of article, as an assistant to her. Linda had a reputation of being volatile and hot tempered person, with aggrieve business style. She was particularly known for her prudence in receiving full credit for the good results of closed deals by her. Since Linda had personal relationships with the CFO and treasurer of Poseidon, she proposed to elaborate a structure, which will minimize the Poseidon costs and risks for those transactions. The elaborated scheme suggested that FirstAmerica provides francs to Poseidon in several tranches and receives the interest rates and loan principal in dollars, thus eliminating Poseidon’s franc obligations. In reality the scheme developed by Linda was offering much more profit for the bank and cost for Poseidon, than it was observed in terms of other usual transactions. This resulted in dilemma for the author, since a definite mismatch between his personal values, ethics and his expected behavior occurred. He knew that this transaction is not the best option for the client and the agreement was obtained in the result of deception from Linda’s side. The dilemma has different dimensions, such as prudential, economic and ethical. The prudential dimension exists, since (1) the author feels him owing to Linda, as she has played a great role in hiring the author by the bank, (2) he has a fear of losing a promising job and (3) he wants to show up as a good employee. The economic dimension of the dilemma was that he feels responsible for his job duties and wants to ensure good economic indicators for the bank, as well as they both will receive significant bonuses based on the volume of contract. The ethical aspect of the dilemma was that the author didn’t like lying and values honesty and has a fear of negative consequences. The alternatives that the author has are as follows: a) follow Linda and keep silence, b) speak with Linda, but state the problem in terms of consequences, c) refuse to collaborate with Linda, d) inform Poseidon on the problems, and e) inform higher level of management. By following Linda and keeping silence the author can satisfy his prudential and economic concerns but feel remorse and personal discrepancies in terms of personal ethics. Talking to Linda and stating the problem in terms of consequences can produce positive impact for all dimensions of the problem if she agrees and negative impact for all dimensions if she disagrees. By refusing to collaborate with Linda, the author will satisfy his ethical concerns, but is risking losing his job and sacrificing prudential and economic concerns. By informing Poseidon on deception the outcomes could be the same as with previous alternative, as well as can face legal concerns in terms of information secrecy. Informing higher level of management will produce a positive impact if the management agrees with the arguments, or will produce negative impact, if the management disagrees. The most important issue to consider, is that if the client learns about deception, then there will be no any positive outcomes from the alternatives, which consider continuation of deception. The probability of that to happen is very high, since the client was not yet fully convinced and probably will try its investigation further. Taking into consideration all above mentioned, the best solution appears to be speaking to Linda and if necessary to higher level management, but clearly state the possible consequences of the action and not just higher than usual profit of the bank. If the possible consequences are stated properly, there is higher probability of stakeholders to agree with arguments and arrive at the most desired outcome in this situation. If this doesn’t happen, than this bank is not the place to work.

Project Management: Project Failures Sydney Opera House

PROJECT MANAGEMENT: PROJECT FAILURES Sydney Opera House CONTENTS Introductionp. 3 Historyp. 3 – 4 Stakeholdersp. 4 – 7 Stakeholder classificationp. 5 Stakeholder Power/Interest Gridp. 7 Causes for project failurep. 8-10 Lack of risk managementp. 9 Unrealistic timescale and Cost escalationp. 10 Recommendationsp. 10 – 14 Risk Managementp. 11 Forecastingp. 11 – 12Stakeholder Engagementp. 12 – 14 Conclusionp. 14 Referencesp. 15 – 16 Introduction For this assignment the project chosen to critically analyse its failure is the Sydney Opera House. Critically analysing its failure and its consequences and identifying bad project management procedures made me look into this project intensively and evaluate it as a project failure with a â€Å"happy end†.This assignment will be divided in three main parts which are History where it will be explained what the Sydney Opera house is and what was the purpose of the project, a Stakeholders section whe re the key stakeholders will be identified and discussed, a Project Failure section identifying what bad management procedures were taken and for last there will be a Recommendations section recommending new procedures to avoid an over budget and over timed project, which this is part of.For the architect – Jorg Utzon – it is his â€Å"masterpiece†, to Australia as a country it is their representative monument as World Heritage (Design5 final report 2010). Although project manager and client are now â€Å"happy† with the final product it can still be considered as a project failure due to a huge overrun budget and over timed project with consequences that are still being repaired, almost 40 years later. History In 2003 Utzon is awarded with the Pritzker, the architecture’s â€Å"Nobel†.It was said of Sydney Opera House (from now on in this assignment also known as ‘SOH’) that it is one of the great iconic buildings of the twenti eth century (Murray, P. 2004). It all started in 1957 when Utzon were chosen to be the architect for this project. Everything was going according with the project but two years after the new elected government (not the one that agreed with Utzon’s project) was getting impatient.More and more companies were being put into the project (in the final more than 165 companies, suppliers included, contributed to this project) and the costs were being added and the new government was pressing Utzon as much as the media trying to cut in costs and speed up the project*. They also decided to change the previous project after its construction as started and now instead of 2 theatre rooms they wanted 4*.Utzon was losing control of the situation and had an undesirable pressure under him. The initial cost was (Aus) 7 million dollars and in the end it has cost (Aus) 102 million dollars and a total of 14 years to be constructed, 6 more than it should be*. The Arup, engineers contracted for th e engineering part stayed until the end of the project but Utzon left in the end , after designing the roof but not concluding.It was hard to keep two of the key stakeholders happy, the minister David Hughes and the SOHEC – Sydney Opera House Executive Committee so he decided to quit blaming the first of lack of cooperation but in fact even the acoustic consultants did not agree between each other (Murray, 2004 :66) and as a result of all these changes of plans and misunderstandings the Sydney Opera House – finished by three local architects – still did not had the proper acoustic, which was the first main factor that lead to a new opera house*.Nowadays the Sydney Opera House is already seen as profitable since its cost was already covered by the revenue made from customers (tourists mainly) but further improvements on accessing conditions were taken. Stakeholders Before going back to the subject it is needed to take into account that a failed project is a proje ct that is cancelled before completion, never implemented, or damaged in some way. Other reasons that why projects fail are an absence of commitment, a bad project organisation and planning, a bad time management, lack of managerial control, extra costs among other problems.Among all these reasons the Stakeholders play a big part in the projects that they are involved and sometimes a project can go wrong depending on decisions taken by these groups. To start this stage of the assignment it is essential to identify the stakeholders – all the users that directly or indirectly affect positively or negatively – the project. (Polychronakis, 2011) The analysis will be assisted from the article â€Å"Toward a theory of a stakeholder identification and salience: Defining the principle of whom and what really counts†, determining which of the stakeholders hold which of its three attributes, one can identify stakeholders.Then Stakeholders can be analysed by its salience. Explaining briefly the three attributes power enables to act despite resistance of others, legitimacy is being seen as acting appropriately within context norms and urgency relates to time sensitivity and importance of the stakeholder (Mitchell 1997). Stakeholder Classification| | Power| Legitimate| Urgent| Type| Stakeholder Classification| | Power| Legitimate| Urgent| Type| | | | | | | NSW Government|   | x| x| x| Definitive| Public Works, David Hughes|   | x|   | x| Dangerous| Utzon|   | x|   | x| Dangerous| Arup|   | x| x|   | Dominant|SOHEC|   | x| x|   | Dominant| Design Team|   |   | x| x| Dependent| Engineer Team|   |   | x| x| Dependent| Consultants |   |   | x| x| Dependent| Suppliers |   |   | x| x| Dependent| Contractor|   |   | x| x| Dependent| Hall, Todd, Littlemore (Three architects hired)|   |   | x| x| Dependent| Construction Workers|   |   | x| x| Dependent| Public/Customers|   |   | x|   | Discretionary| Media|   | x| x  | x| Dangerous| There are 14 main stakeholders: NSW Government – Can be considered the client so its type is definitive, has the power to over ask and the project manager has to show urgency on keeping him happy.David Hughes – Having the role of Public Works minister for the new NSW government he has dealt directly with the project having the power to influence it and as a client’s representative has the same urgency status. Is considered Dangerous because although is not definitive (could be replaced for example) he affects directly the project as client representative (pressuring Utzon till he resigned) Utzon – Being the project manager and architect he presented the project and designed it so he has power on the project itself and on the staff.He has an urgent characteristic because he continuously needs to keep on track of the project’s milestones and delivery dates. Arup – as the engineers company they have some power on the project but no urgency at all since they work when it is told to but is legitimated to act within the norms but couldn’t deliberately change anything and was socially accepted. Is dominant because has a key role in the project. SOHEC – Although it has the power to demand certain characteristics and has legitimacy in the project it doesn’t have big urgency since it isn’t a client but a client’s influencer.Good to keep informed. Working staff (remaining stakeholders) – They don’t have great power but they are dependent on milestones so also they have the urgency to meet expectations. They also have their legitimateness since they depend on each other and need to coordinate their designed areas. Hall, Todd and Littlemore, the three architects that replaced Utzon don’t have any power since everything was planned and they only needed to re-design the roof in a way that could match the foundations.Public/Customers – Since the y are â€Å"watching† delays and over costs being paid from their taxes they are on the legitimate attribute because they are on the â€Å"socially accepted and expected behaviours† side (Mitchell 1997). Media – Has the indirect power of showing a project as a project success or failure. Meets the parameters of the legitimate attribute expecting behaviours and has the urgency of being time sensitive (generating news with the project delay). The main stakeholder was the architect, but Utzon was much more concerned with the design aspect rather than time and  costs objectives, which proved problematic.During the project, Utzon collaborated with Ove Arup, who was in charge of the structure and the engineering while subcontractors were in charge of mechanics, electrics, heating and ventilating, lighting and acoustics. There was no real project manager, but rather collaboration between Utzon and Arup. The other main stakeholder was the client, the state of New Sout h Wales (Australian government). A executive committee was created to provide project supervision but the members had no real technical skills.The government eventually became an obstacle to the project team by inhibiting changes during the progress of the operations  and thus contributed to cost overrun and delays. Finally, the public and media was an indirect stakeholder because they were concerned with the project’s success. Defining INTERNAL AND EXTERNAL STAKEHOLDERS. External stakeholders The external stakeholders can be considered as anyone outside the implementing organisations who could be affected by the project’s results.Internal Stakeholders Internal stakeholders are those associated with the process, typically members of the project team or the governance structure. After describing what internal and external stakeholders are, it can be specified what stakeholders need more attention, or in other words, need to be ‘more’ satisfied. It is know n that it’s impossible to keep all the stakeholders happy at the same time so the following picture will show that it was essential to keep NSW government and Mr.David Hughes happy (a reminder to say that the relationship between Utzon and David Hughes wasn’t good). The relationship with Arup should be stronger in order to have a better performance linking ‘departments’. As a result (of not doing it) the roof couldn’t match the foundations created by Arup (the roof was too heavy for the foundation’s material) and the amount of resources would not be so many times recalculated, it would have minimized the time spent and the money wasted. The relation with the media should also be managed better.The relationship between stakeholders was too ‘transparent’ and what was meant to be a huge partner advertising the project ended up pulling down the project in terms of future customer’s point of view (customers would be driven by t he media and associate the Sydney Opera House negatively). Also the relationship with the SOHEC could be better driven since it was the major beneficiated within the project. They did not pay for it (the government did) and they were represented by the ones that would use it the most but what was hope was turned into despair.   |   |   |   |   |   |   |   |   |   | |   |   |   |   |   |   |   |   |   |   | | POWER|   | Keep| Satisfied|   | Manage| Closely|   |   |   | | | SOHEC|   |   |   | NSW Government |   |   |   | | | Arup|   |   |   | David Hughes |   |   |   | | | Media|   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   | Monitor| Only|   |   | Keep| Informed|   |   | | |   |   |   |   |   |   |   |   |   | | | Design Team|   |   | Consultants|   |   |   | | Engineer Team|   |   | Suppliers |   |   |   | | |   |   |   |   | Contractor|   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | | |   |   |   |   |   |   |   |   |   | |   | INTEREST|   | | | |   | Causes for project failure A project is a set of people and other resources temporarily assembled to reach a specified objective, normally with a fixed budget and with a fixed time period. Projects are generally associated with products or procedures that are being done for the first time or with known procedures that are being altered (Graham 1985).Sidney Opera house was meant to be the perfect construction that allied Utzon ’s genius and Arup’s structural expertise (Murray, P. 2004) but it is necessary to accept the fact that neither of them were a project manager, that just in the 70’s started to be another person rather than being an engineer or an architect (the project manager), so Utzon’s management skills were based on experience and knowledge in his sector rather than in project management itself (lack of planning and management skills), which changes perspectives.While Utzon had a masterpiece perspective, Arup had a task perspective. If they were project managers they would be more oriented to fulfil the stakeholder’s perspectives and the â€Å"business by project† perspective where they would focus on project investments and bene? ts, which include project results, project success, strategy, pro? t and bene? ts† (Bjorn Johs. Kolltvei, 2005). Another main point is the fact of the allowance for the project changes at any time. The Sydney Opera hous e was supposed to have 2 rooms but ended up having 4 rooms.So it can show some discrepancy between what was wanted (before and after the new government) and what was delivered. In this project particularly the Government has changed so it is hard to say that is someone’s fault but in fact it had an impact, always asking for changes and putting pressure in Utzon. This shows that the agreements between Utzon and the previous Australian Government did not have strong levels of engament with the internal stakeholders (government, Minister, SOHEC).According to the OGC – the UK Office of Government Commerce, it is essential to have â€Å"clear organisational boundaries† and â€Å"clear governance arrangements to ensure sustainability† and it did not happened in this project, where the pressure was horrendous on Utzon to be used as the responsible for this huge cost and time overrun (and he has his fault because of the massive fail when designing a roof not sust ained by its foundations and lack of cooperation with the Arup resulting on a bad choice of the materials for the roof) but Utzon can’t be blamed by the recurrent changes asked on the entrances (still eing re-arranged) and the halls, which had really poor acoustic quality. The Sydney Opera House was meant to be â€Å"one of the six best opera houses in the world†¦with a fine concert hall with perfect acoustics â€Å"(Murray, P. 2004) But at the same time Peter Murray also states that â€Å"(opera) however, was a minor interest. There were some local groups and the occasional tour from an Italian company but it was it†.This shows that a major stakeholder – the public – was not taken into consideration since the attraction was more international than national, but even there it failed(need to bear in mind that nowadays SOH is more profitable with huge concerts and museum and attraction because it was re-oriented for more than Opera concerts) . The (n ew concept) of the halls were against the musical competition rules (being put side by side) and the acoustic were really poor, so even thou the objectives were delivered they didn’t think properly about its benefits.Nowadays the Sydney Opera House had its changes especially in the access areas, parking and acoustics and now is used for the purpose of concerts and as a museum (tourist attraction). Lack of skills and proven approach to Project management and risk management As it is said, Project management was only developed in the 70’s and 80’s so the experience took place over the project management ‘science’ (not really developed during the 50’s) so it definitely lacked during the process. Error Margins completely wrong, years and millions more were used and that is the biggest signal of a Project that has failed, when its error margins do not apply.Fortunately the SOH was â€Å"re-used† in order to have â€Å"Return on Investmentà ¢â‚¬  but not delivering a project oriented to its benefits is definitely a signal of project failure. The pace of the project did not meet expectations, but those 14 years could have been less. Again the roof was the biggest problem. This has to be related with the lack of processes in place to ensure that all parties have a â€Å"clear understanding of their roles and responsibilities, and a shared understanding of desired outcomes, key terms and deadlines†( Office of Government Commerce, CP0015/01/05).Furthermore the integration of such a big supply chain and still Utzon couldn’t estimate the right amount of the right material for its foundations and roof (10%, 20% more resources on the overall budget is what it should be as part of the total budget and those 20% ‘extra’ would be used for any emergency) shows no scope and interaction with other participants (stakeholders). The entire novel cited before shows lack of understanding. Utzon designed a roof that couldn’t match with Arup’s foundations. Too many â€Å"tiers†, which goes against the prioritisation that is essential in a supply chain.So it crossed over three main causes for a project failure: Cost escalation, time escalation (error margins) and disturbance of the core processes (politics). Unrealistic timescale and Cost escalation? In the case of the Sydney Opera House incomplete plans, drawings and a lack of information about the material and the structure of its now-famous roof all added dramatically to the cost. The estimators (consultants, accountants, auditors) didn't make those errors; other members of the project team did (Utzon, Arup).When the construction started there was no clear  concept of how the roof might be constructed. It’s not that the estimates were wrong; it’s that there was nothing to base the estimates on in the first place. Much of the delay and cost overrun was caused by iteration on roof design and lack of Dat a, eventually landing on a solution that constructed the roof out of interlocking tiles, but this solution was only discovered after a lot of time and effort. PM effort is coordinated to reach a particular goal or perform some speci? c function. The ? eld demonstrates‘‘. . . means-end paradigm with a strong emphasis on discipline, goal seeking and end-item accomplishment’’ (Pollack, J. 2006) – this is why Utzon was a great architect and a bad project manager, because in this particular project he missed all these premises. Because of the time (the 50’s) some major knowledge can’t be used because it is unknown but it can be identified as lack of agile project management, a major failure to engage stakeholders, inappropriate leadership style (Utzon resigned before the project was completed), insufficient procedures (as it was said before relating cost and time escalation).Recommendations Field tells us that â€Å"projects fail too often because the project scope was not fully appreciated and/or user needs not fully understood. † The meaning of a project can be materialized in the Sidney Opera House, but although it was a project, it failed by several reasons. RISK MANAGEMENT The ‘‘. . . traditional thinking behind a project risk management (PRM) framework is essentially centrist, authoritarian. It . . . assumes that the central project manager knows best’’ (Williams 40, p. 219).Williams suggests that in Project Management participation and empowerment may actually increase risk by reducing centralised control. Without an agreement that could make Utzon stick on the project agreed before his risk management couldn’t fit in new perspectives from the client like more rooms (halls). Demanding more and asking to reduce time due to the existent delay that was not expected in Utzon’s margins based on the project’s milestones it shows that the pressure pretending to take power from Utzon (led to his resignation) ‘helped’ to make of this project a failure.So, Risk Management would be one of the main focuses if I was the Project Manager. Achieving milestones, regular monitoring, evaluating and updating risk management plans and risk registers and maintain risk management processes for the duration of the project. FORECASTING ; DEALING WITH EXTERNAL MOTIVES Essentially, projects are like organisations. They have project governance, internal management systems, a number of staff, external stakeholders, an external environment and goals, objectives and deliverables.However, project delivery in the construction industry comes with a higher degree of uncertainty due to Industrial factors, complexity and changing technologies and uniqueness of projects where time, cost and quality need to be managed, sometimes equally, sometimes differently. Time Quality Cost In this particular case I would set up a standard of quality and add 20% margin error on the budget for resources. With a focus on quality I would make sure that the project would stick on the agreed and every change emanded would have a new budget and time escalation so the Government would think twice before demanding. With a focus on quality and the cost already decided (with 20% for resources) the two main problems would be solved (the roof problem and the 50 million (AUS) dollars of cost overrun). Furthermore the time problem would be solved with an exact check point on milestones any delay would be due to external motives like a tropical catastrophe or any alteration decided by the government but they would know in advance the cost and time waste of their decisions straight away instead of ‘just’ demand alterations.STAKEHOLDER ENGAGEMENT Strategic approach Stakeholder Engagement is designed to take account of all the individuals and groups impacted by the proposed change and achieve a deeper understanding of their various interests. So, as a proje ct manager I would make sure that the 6 principles below would be the ‘foundations’ of my relation with the stakeholders. Significance: deal with issues of significance to stakeholders and the agency. Completeness: understand the concerns, views, needs and expectations.Responsiveness: respond coherently and appropriately Communication: open and effective Transparency: clear and agreed information and feedback processes. Collaboration: work to seek mutually beneficial outcomes where feasible. Inclusiveness: recognise, understand and involve stakeholders in the process. Integrity: conduct engagement in a manner that fosters mutual respect and trust. (Australian Handbook for citizenship, Stakeholder Engagement Section, Strategic Policy Group, Implementation and Stakeholder Engagement Branch, 2008).Identifying the project’s stakeholders, assessing them, and determining how they should be managed is a part of that process. When engaging stakeholder it is needed to ide ntify, prioritise, understand and plan communications with stakeholders. When engaging stakeholder it is needed to identify, prioritise, understand and plan communications with stakeholders. The first and second points are already done with the stakeholder identification and classification above and also the Interest/Power grid designed before. As a reminder, Walker states that, 2003, p. 261).Apart from the stakeholder groups identifiable by their more obvious connection with projects there are clear and major groups that are invisible but whose cooperation and support is vital for project success(2003, p. 261) so I would manage my ‘tiers’ (in supply chain for materials) having three (tiers) for different specific materials instead of dealing with hundreds. Understanding stakeholders would be another important thing to start from. Apart from forecasting I believe that is one of the best concepts that have to be incorporated in a project manager preparation to start a pr oject.Asking himself â€Å"what†, â€Å"who†, â€Å"when† is really important and the understanding of the project’s deliverables leads to a better understanding of stakeholder’s needs. That leads to a better collaboration between manager and stakeholders. Mitchell states that â€Å"making collaboration between influential stakeholders and the project manager happen depends on personal behaviour changes by knowledge workers to not only work collaboratively but also to share knowledge. (Mitchell 2002, p. 59). Understanding Stakeholders leads to good communications.Following its key concerns and follow the Power/Interest grid leads to a good understanding between stakeholders and project manager so all the four steps has to be co-related. Conclusion Sydney Opera House is considered a project failure, failing on the time scale and cost overrun and the quality of it is still being refurbished but it is an international attraction and no tourist wants to miss it when they go to Sydney. Utzon delivered his masterpiece but in a project manager’s point of view he had his limitations.Bad forecasting, bad planning skills and lack of stakeholder engagement were the main reasons for this project failure and I would have focused on milestones, identifying stakeholders, prioritising necessities and having a clear cost/time perspective and also having a clear risk assessment. References Mitchell, K. (2002), â€Å"Collaboration and information sharing: an ROI perspective? †, The Public Manager, Vol. 31 No. 1, pp. 59-62 Lock, D. , Project Management, 5th edn. Gower, 1992. Nicholas, J. M. , Management of Business and Engineering Projects. Prentice Hall, 1990.J. K Pinto, J. E Prescot, Variations in critical success factors over the stages in the project life cycle Journal of Management, 14 (1) (1988), pp. 5–18 Kerzner H. , In search of excellence in project management. Journal of Systems Management, 1987, 30–39 Davi d I. Cleland, Lewis R. Ireland (2006). Project Management: Strategic Design And Implementation. 5th edn. McGraw-Hill Professional. pp. 17-35. A RETROSPECTIVE LOOK AT OUR EVOLVING UNDERSTANDING OF PROJECT SUCCESS Kam Jugdev; Ralf Muller Project Management Journal; Dec 2005; 36, 4; ABI/INFORM Global pg. 19 J.N Wright, Time and budget: the twin imperatives of a project sponsor. International Journal of Project Management, 15 3 (1997), pp. 181–186 Peter Murray (2004). The Saga Of Sydney Opera House: The Dramatic Story Of The Design And Construction Of The Icon Of Modern Australia. Bedford Park: Taylor ; Francis. p3-18. Bjorn Johs. Kolltveit et al. , Perspectives on project management, International Journal of Project Management (2006), doi:10. 1016/j. ijproman. 2005. 12. 002 Julien Pollack, The changing paradigms of project management, International Journal of Project Management (2006), doi:10. 016/j. ijproman. 2006. 08. 002 Williams T. Assessing and moving on from the dominant p roject management discourse in the light of project overruns. IEEE Trans Eng Manage 2005;52(4):497 Office of Government Commerce, CP0015/01/05, 2004 Field, Tom. (1997). â€Å"When bad things happen to good projects†, CIO magazine, Oct 15, 1997, Vol. 11, 2; pg. 54, 6 pgs. Lynda Bourne and Derek H. T. Walker Visualising and mapping stakeholder influence RMIT University, Melbourne, Australia (2003) Project Management Lectures from week 2 (1st semester) to week 7 (as of 2nd semester)

Free Essays on Maltese Falcon

The Maltese Falcon by Dashiell Hammett (1894 - 1961) Type of Work: Detective mystery novel Setting San Francisco; 1920s Principal Characters Sam Spade, a young hard-boiled detective Miles Archer, Spade's older partner Brigid O'Shaughnessy, a beautiful young woman (alias Miss Wonderly) Joel Cairo, an effeminate gangster-type Casper Gutman, a rotund, older man Iva Archer, Archer's wife and Spade's mistress Story Overview Effie Perine, secretary to private detective Sam Spade, opened his door to announce that a client, Miss Wonderly, was there to see him. A stunning young woman entered and shyly took a seat. She stammered and bit her lip as she tried to relate her story. Finally the detective assured her it would be best to begin at the beginning. Miss Wonderly said that she was concerned for her seventeen-year-old sister, who had run off with an older man named Thursby. She had arranged a meeting with Thursby for that evening, and now wanted to hire a detective to follow him from the meeting - straight to her sister, she hoped. Spade gave his partner, Miles Archer, the details of Miss Wonderly's case. She paid them two hundred dollars, and left with the agreement that Archer would tail Thursby that evening. That night Spade was awakened by a phone call: Archer had been murdered. Spaae rushed to the scene. According to the police ' Archer was shot with a British-made Webley revolver. Spade phoned his secretary and asked her to call Iva, his partner's wife, to break the bad news. Then he returned to his apartment. Sam had just "drunk his third glass Of Bicardi and was lighting his fifth cigarette" when the doorbell rang. It was the police; Lieutenants Dundy and Polhaus wanted to question Sam about the death of yet another man. Thursby, it turned out, had been shot outside his hotel shortly after Spade left the Archer murder scene. Considering the circumstances of Archer's death, the police reasoned Spade m... Free Essays on Maltese Falcon Free Essays on Maltese Falcon The Maltese Falcon by Dashiell Hammett (1894 - 1961) Type of Work: Detective mystery novel Setting San Francisco; 1920s Principal Characters Sam Spade, a young hard-boiled detective Miles Archer, Spade's older partner Brigid O'Shaughnessy, a beautiful young woman (alias Miss Wonderly) Joel Cairo, an effeminate gangster-type Casper Gutman, a rotund, older man Iva Archer, Archer's wife and Spade's mistress Story Overview Effie Perine, secretary to private detective Sam Spade, opened his door to announce that a client, Miss Wonderly, was there to see him. A stunning young woman entered and shyly took a seat. She stammered and bit her lip as she tried to relate her story. Finally the detective assured her it would be best to begin at the beginning. Miss Wonderly said that she was concerned for her seventeen-year-old sister, who had run off with an older man named Thursby. She had arranged a meeting with Thursby for that evening, and now wanted to hire a detective to follow him from the meeting - straight to her sister, she hoped. Spade gave his partner, Miles Archer, the details of Miss Wonderly's case. She paid them two hundred dollars, and left with the agreement that Archer would tail Thursby that evening. That night Spade was awakened by a phone call: Archer had been murdered. Spaae rushed to the scene. According to the police ' Archer was shot with a British-made Webley revolver. Spade phoned his secretary and asked her to call Iva, his partner's wife, to break the bad news. Then he returned to his apartment. Sam had just "drunk his third glass Of Bicardi and was lighting his fifth cigarette" when the doorbell rang. It was the police; Lieutenants Dundy and Polhaus wanted to question Sam about the death of yet another man. Thursby, it turned out, had been shot outside his hotel shortly after Spade left the Archer murder scene. Considering the circumstances of Archer's death, the police reasoned Spade m...