Language and vocabulary Essay Example for Free

Language and jargon Essay Language can be characterized as a methods for correspondence through spoken sounds, composed images, or hand and body motions. Subject to this straightforward definition language is neither human nor creature selective, implying that every single living animal utilize some type of language to impart. People have made the most developed arrangement of language. Human language has progressed to incorporate tuning in, talking, perusing, composing, seeing and visual portrayal. These parts are known as the six language expressions and keeping in mind that they are singular segments they are too related. What you find out around one influences what and how you find out about the others. Listening is the establishment for talking, perusing and composing. Listening is the manner by which we decipher sounds that we hear and what those sounds mean. Before all else listening is simply open. Our cerebrum gets sounds and starts to inventory those sounds. Listening is both a sound-related and a visual expertise and starts during childbirth. Offspring of ordinary hearing start by making impersonating sounds those sounds at that point become words. Visual listening is regularly most explicitly noted in little youngsters with a conference weakness and is alluded to as communication through signing. Gesture based communication isn't only for the conference impeded. Guardians/parental figures use hand signals to expand the significance of a word or to add worth or effect on a word. A case of this is seen when a mother shakes her head or finger at a kid as she says â€Å"no†. In the study hall youngsters will by and large start a standard daily schedule of tuning in. Understudies learn by model and redundancy. Instructors clarify what is required, exhibit the ideal undertaking or expertise, and rehash. Understudies will increase great listening abilities as they get familiar with their group schedule, tune in to stories and guidance. Understudies increase a comprehension of the undertaking, and decipher what they have heard. As a comprehension has been gotten they assess for a fitting reaction. Talking or the demonstration of making a significant word comes later than does tuning in. Talking is generally alluded to as an expressive ability and must be scholarly. A kid starts to frame words somewhere close to ten and eighteen months old enough. The principal expression of a youngster is regularly momma or dada. The youngster rehashes the sounds or articulations got notification from the grown-ups around him. Discourse doesn't really happen until the verbally expressed word is purposeful and intended to convey. When a kid reachesâ kindergarten he has likely increased a 2000 †3000 word jargon. While this number may appear to be over the top Dr. Mary E. Dahlgren states that a starting kindergartener ought to have a 6000 word jargon for ideal evaluation and class execution (Dahlgren, 2008). In the homeroom a student’s jargon size was a successful indicator of understanding cognizance. Youngsters with a confined or constrained jargon likewise had declining understanding scores in the third grade. The basic instructor can advance talking by permitting the understudy the chance to talk and by tuning in to the understudy totally. Talking about an as of late read book, or open conversations are manners by which an educator can help a student’s discourse advancement. Perusing is the understanding of composed images and includes the visual view of those images. Perusing interfaces the significance of images with the words that has been expressed or heard. Kindergarten understudies manufacture perusing abilities as they progress from letter acknowledgment to early phonics. They start to gain proficiency with the start and closure hints of normal or high recurrence words. As their jargon expands understudies start to utilize words in setting. In the homeroom perusing ought to be energized, ought to be deliberate, and ought to be entertaining. Understudies who figure out how to peruse well accomplish more and appreciate the learning procedure all the more completely. Dynamic perusers make for attentive people and deliberate speakers and this is when understanding of the content is experienced. During early perusing advancement youngsters learn by exercises structured around phonemic mindfulness. Normally this can be viewed as understudy collaboration with rhyming games, sing-an aches, and listening games. As these games become recognizable the educator will incorporate visual guides, for example, letter cards, word streak cards, autonomous understanding time, and composing assignments. These early perusing procedures help in the advancement of early understanding abilities. Composing like talking is expressive. This is the place the understudies start to put their own considerations into print. This is the most otherworldly of every one of the six language expressions encounters. Composing joins earlier information on perusing, talking and tuning in. Youngsters start to show early composition as they explore different avenues regarding pastels, chalk, and markers. They make jots and later structure letter-like structures as little children. As the youngster is building his initial tuning in and perusing expertise they are too fabricating the early composing abilities through pre-phonemic spelling and replicating strategies. A few youngsters use concocted spelling lastly ordinary spelling strategies. Composing as it evolvesâ over time considers correspondence on a wide level through existence that might not have been conceivable something else. In the homeroom composing is a way to transfer an exercise, message, or idea. Understudies ought to be urged to compose or attract the most ideal way they know how to. Understudies should be happy with committing errors as this prompts new disclosures and individual fulfillment. Survey is a significant segment of education and language improvement. Survey is incredibly expansive and isn't constrained to children’s books. Truth be told review ought to be expressed as any visual substance including TV, print promotions, multi-media, and even PC programming. Understudies must figure out how to fathom and coordinate visual information similarly that they should figure out how to understand composed, verbally expressed, heard and read data (Roe Ross, 2013). As understudies expand on their establishment aptitudes in perusing and composing, they are likewise starting to utilize basic reasoning abilities. This is the place youngsters start to comprehend that individuals see things in an unexpected way. It is significant that understudies figure out how to increase significant and important substance from what they see. Understudies figure out how to understand the message, assess the message, and decide the legitimacy of the message. This is an on-going procedure that finishes from earliest stages adulthood. Understudies in the homeroom ought to be instructed how to utilize explicit understanding systems and to basically investigate the substance in everything that they see. Outwardly Representing is a method of imparting through visual pictures. It was normal practice for the craftsmanship instructor to have us sliced up a magazine and to make a montage of our preferred things. We never thought of this as visual portrayal, it was simply workmanship class. Indeed while not in every case some portion of the language expressions principles it has been utilized and practically speaking for a long time. In the study hall we make dioramas, models, charts and maps which are all visual portrayals of a thought or idea. Visual portrayal requires an extraordinary arrangement of systems, for example, association, information assortment, and crowd recognizable proof so as to pass on a message. It gives off an impression of being unimaginable now to isolate the six segments of language expressions hitherto; as one expands on the other, information or knowledge is picked up, it is clear we should have each so as to process the other. Works Cited Dahlgren, D. M. (2008). Oral Language and jargon improvement Kindergarten First Grade. Nashville: Reading First National Conference. Recovered from http://www2.ed.gov/programs/readingfirst/2008conferences/language.pdf Roe, B., Ross, E. (2013). The Language Arts. Education.com.

Nuclear Energy Essays (1847 words) - Radioactivity,

Atomic Energy Atomic Energy Radioactive squanders, must for the security of humanity be put away or arranged in such a way, that detachment from the biosphere is guaranteed until they have rotted to harmless levels. In the event that this isn't done, the world could confront extreme physical issues to living species living on this planet. A few molecules can deteriorate immediately. As they do, they produce ionizing radiation. Particles having this property are called radioactive. By a wide margin the best number of employments for radioactivity in Canada relate not to the parting, yet to the rot of radioactive materials - radioisotopes. These are precarious particles that transmit vitality for a while that fluctuates with the isotope. During this dynamic period, while the particles are 'rotting' to a steady express their energies can be utilized by the sort of vitality they transmit. Since the mid 1900's radioactive squanders have been put away in various habits, yet since quite a while better approaches for a rranging and putting away these squanders have been grown so they may not, at this point be destructive. An extremely beneficial method of putting away radioactive squanders is by a procedure called 'vitrification'. Vitrification is a semi-nonstop procedure that empowers the accompanying tasks to be completed with a similar hardware: dissipation of the waste arrangement blended in with the borosilicate: any of a few salts got from both boric corrosive and silicic corrosive and found in specific minerals, for example, tourmaline. added substances necesary for the creation of borosilicate glass, calcination and elaboration of the glass. These tasks are completed in a metallic pot that is warmed in an acceptance heater. The vitrification of one heap of squanders involves the accompanying stages. The initial step is 'Taking care of'. In this progression the vitrification gets a consistent progression of blend of squanders and of added substances until it is 80% loaded with calcine. The taking care of rate and warming force are balanced so a watery period of a few liters is forever kept up at the outside of the pot. The subsequent advance is the 'Calcination and glass vanishing'. In this progression when the pot is basically brimming with calcine, the temperature is logically expanded up to 1100 to 1500 C and afterward is kept up for a few hours so to permit the glass to expound. The third step is 'Glass throwing'. The glass is thrown in a unique holder. The warming of the yield of the vitrification pot causes the glass fitting to dissolve, in this manner permitting the glass to stream into compartments which are then moved into the capacity. Albeit some portion of the waste is changed into a strong item there is still treatment of vaporous and fluid squanders. The gases that escape from the pot during taking care of and calcination are gathered and sent to ruthenium channels, condensers and scouring segments. The ruthenium channels comprise of a bed of condensacat e: result of buildup. glass pellets covered with ferrous oxide and kept up at a temperature of 500 C. In the treatment of fluid squanders, the condensates gathered contain about 15% ruthenium. This is then gathered in an evaporator where nitric corrosive is obliterated by formaldehyde in order to keep up low sharpness. The fixation is then killed and enters the vitrification pot. When the vitrification procedure is done, the holders are put away in a capacity pit. This pit has been structured so the quantity of compartments that might be put away is proportional to nine years of creation. Ground-breaking ventilators give air flow to chill off glass. The glass delivered has the upside of being put away as strong instead of fluid. The benefits of the solids are that they have practically complete insolubility, concoction latencies, nonattendance of unpredictable items and great radiation obstruction. The ruthenium that getaways is consumed by a channel. The measure of ruthenium prone to be discharged into the earth is insignificant. Another technique that is being utilized today to dispose of radioactive waste is simply the 'situation and preparing radioactive squanders in profound underground cavities'. This is the discarding harmful squanders by fusing them into liquid silicate rock, with low penetrability. By this strategy, fluid squanders are infused into a profound underground hole with mineral treatment and permitted to self-bubble. The subsequent steam is handled at ground level and

101 Things To Do Before You Graduate

13/101 Things To Do Before You Graduate Bloggers of old have written about the 101 Things To Do Before You Graduate list. See here, here, and  here, for example. To summarize: during orientation, every freshman receives a list of 101 things to do before they graduate, which they can (a) keep with them as they go through their four years at MIT, (b) leave in the closet for all four years, then pull it out when they graduate to use as a reminiscing tool, or (c) lose immediately, if theyre me. My friend Daniel 12, on the other hand, used his list as a placemat for his jade plants. He pulled it out after finals, and realized that he still had 26 items left.  In case you think this would be an easy thing to do in the two weeks between finals and graduation, take a look at what he had left: Run a bridge loop Take a class at Harvard or Wellesley Go clubbing on Landsdowne Street Buy clothes at the Garment district Ride a swan boat in Boston Common Take a Duck or Trolley Tour Try some New England clam chowder Walk the Freedom Trail Go on a Boston Harbor Cruise Check out the New England Aquarium Visit the top of the Prudential Center See a show at the Museum of Science Ice skate on Frog Pond Go shopping on Newbury Street See a Red Sox game in Fenway Go to Faneuil Hall Get funnel cake in Downtown Crossing Go on an MIT snowriders ski trip Get a discount on Bose products Visit Singing Beach at Manchester-by-the-Sea Play DDR in the Game Room Go rock climbing in Dupont Check out the MIT Museum Enjoy some Despinas pizza after 1 am Take free sailing lessons at the Sailing Pavilion Earn your degree. Um. The first thing you should notice is that the two weeks before finals and graduation is officially too late to do some of these things. Take a class at Harvard or Wellesley, for example. Ice skate on Frog Pond. The next thing you should realize is that some of these things are outdated. There is no longer a rock climbing wall in Dupont. Despinas pizza is now called Cafe 47. The Game Room by La Verdes (an on-campus grocery store) is now just has a bunch of tables and chairs. challenge accepted. Daniel and I put our heads together and did 13 of them in 2 days (MIT students are experts at getting a lot of stuff done at the very last minute): Run a bridge loop Ride a swan boat in Boston Common Try some New England clam chowder Walk the Freedom Trail Go on a Boston Harbor Cruise Check out the New England Aquarium Visit the top of the Prudential Center See a show at the Museum of Science Ice skate on Frog Pond Go shopping on Newbury Street Go to Faneuil Hall Get funnel cake in Downtown Crossing Go rock climbing in Dupont Whats that? Youre dying to find out how we managed to ice skate on Frog Pond? Great! Day 1 We drove to Boston Common (a big beautiful park right smack in the middle of the city), got lunch, then walked to Chinatown. First stop: buy some fish. I walked up to a very nice hairdresser, who spoke next to no English, to ask for directions. Me: Hello! Would you happen to know where we can buy some fish? Lady: ? Me: Umbuy some fish? Lady: ? Me: Fish? Lady: ? Me: Fish. Lady: OHHH! She smiled and pointed to a blue awning further down the street. We walked into the store, went up to the counter, and spoke with the very nice fishmonger who spoke next to no English. Me: Hello! Would you happen to sell any skate? Man: ? Me: Umskate? Man: ? Daniel pulled out his iPhone and looked up the Chinese character for skate. He showed it to the fishmonger. Man: OHHH! He pointed to a piece of meat that apparently came from something like this: Something worth mentioning: my only real phobia in the whole world is of dying fish. Not dead fish, not live fish: dying fish. Flopping fish. So, when the guy behind the counter slapped a LIVE FISH (not the skate; this was for some other customer) onto the scale and let it flop around, I booked it away to the stores candy section and hid, shivering. Daniel came to fetch me after buying the skate. Armed with a piece of skate, we walked to Boston Common, and found a lemonade stand. Daniel bought a Coke, and I asked for ice. Armed with the skate, and the ice, we walked to Frog Pondand iced the skate. Yeah. That happened. And Id like to point out that this is a totally legitimate reading of Ice skate on Frog Pond. They should have written it Go ice skating on Frog Pond. After the ice skating icing skate adventure, we took a Swan Boat ride. We wrapped up the day by walking the Freedom trail and eating funnel cake at Downtown Crossing, before driving back to campus in time for a trip to Cape Cod with a bunch of other French House friends. When we got back to MIT, we had one day to: Run a bridge loop Try some New England clam chowder Go on a Boston Harbor Cruise Check out the New England Aquarium Visit the top of the Prudential Center See a show at the Museum of Science Go shopping on Newbury Street Go to Faneuil Hall Go rock climbing in Dupont Day 2 The bridge loop we decided to run starts along the Cambridge side of the Charles River. We broke it into four chunks: (1) Along Memorial Drive (the Cambridge side of the Charles River), from the Harvard Bridge to the Longfellow Bridge. (2) Across the Longfellow Bridge. (3) Along the Promenade (the Boston side of the Charles River), from the Longfellow Bridge to the Harvard Bridge. (4) Across the Harvard Bridge. We started the day by running (1) and (2). (2) brought us to the Museum of Science, where we sprinted into the building one minute before the show started. After the show, we ran (3), then ate lunch and walked to Newbury Street, where I bought a pair of earrings. After that, we noticed that we were near the Prudential Center, so we went inside, ate some clam chowder, then  took the elevator to the top and immediately returned to the ground floor when we realized that one has to pay a ridiculous entrance fee up there. Whatever. We still got to the top! After visiting the Pru, we  got on the T (the Boston subway system) to go to the aquarium. After spending about an hour in the aquarium, we took a Harbor Cruise, before walking through Faneuil Hall and returning to the T stop on the other side of the river. We ran (4), completing the bridge loop. We then walked to Dupont (the MIT gym) Daniel brought a rock with him, and climbed it. And that was that. The next day, I said goodbye to all my senior friends and left Boston for the summer.  I hear that Daniel borrowed a friends DDR equipment and set it up in what used to be the game room. He and our friend Davie went to Landsdowne Street and hit each other with clubs (the playing card) since they didnt feel like actually going clubbing. Our friends Adrienne and Ben went to Harvard with him, and taught him to play Munchkin: a card game in which taking a class means becoming a wizard or a thief or something like that. Ben stacked the deck so that Daniel would start by taking a class, because he didnt want the game to last too long. Adrienne gave Daniel a sailing lesson. Yeah, some of this was cute and creative but Id measure the success by how fun it was. Embarrassing ourselves at Frog Pond (we got all kinds of weird looks from people, as you can probably imagine), running around the Museum of Science, going on a boat ride, seeing the aquarium all of those seem like perfect ways to spend ones last few days in Boston and at MIT. I still have two more years to finish that list. Ive decided to make it a personal goal for that list to be no different from 101 times that my friends and I did something awesome: each of those items is basically an excuse to go and have a good day. About two weeks ago, all of my senior friends did #101: they earned their degrees and graduated. Congratulations, you guys! Im torn between missing you dearly and being excited for the world, now that youre out in it. And thank you, Daniel, for the adventure.

Social Media As A Unicorn Essay - 1288 Words

Marketers want to make their social media as a unicorn rather than a horse. So, are they taking necessary measures for it? If your marketing is like squeaky wheels the social media channels are the oil in it. It is a contribution of precious time and resources. Social media allows small business to act big and make their online presence â€Å"WOW†. Here, I want to share a wide information regarding the benefits of open source social technology for business. The significant change that is required in this modern world is the change in technology that too without confusing the people. Every new technology performs the role exactly as planned. Similarly is in the case of open source technology. You must be thinking how the working of open source technology take place and what’s the reason it is to be open? The term â€Å"open† varies in meaning in different systems. Let s know about what the term â€Å"open source software† exactly define. What Is Open Source Software? It is a software where the public can view, use, modify and share the source code used in creating a program. The technology or the program that is included in developing open source are Linux operating systems, PostgreSQL databases, games, OpenOffice applications and programming languages like Python. The open source social media technology is usually built in Artificial intelligence. What is AI based social media technology? AI is basically used as an effective way to classify through tremendous clusters ofShow MoreRelatedSalvador Dalis The Agony Of Love By Salvador Dali942 Words   |  4 PagesCrystal Sanderson Due July 14, 2017 Artist: Salvador Dali Title: The Agony of Love Created: 1978 Media used: Gouache, Watercolor, and Pencil on Board Dimensions: 65.5 by 49cm Art is a very important factor in all aspects of life. For many centuries art has been present in structures, cultures, religions, and even in the basic things we see in our daily routines. 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Education Is A Major Aspect Of An American Childhood

Education is a major aspect of an American childhood. Students are first introduced to the education system at the age of five and are typically required to continue education until eighteen. After high school graduation we are granted the choice to continue our education at a university or a vocational school, or dive in full force in the workforce. Education aids students to determine how they will define success in their life. Though the hierarchy of the education system does not want to admit it, but today’s education does not give each an equal opportunity for each student to succeed. I believe the purpose of education should be to provide content that is applicable to the real world because, this would create a more enlightened community as well as allowing equal opportunity to all students. When people think of the word â€Å"education† most people associate it with school, because of our daily routine of going to school. 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Age Of Discovery Essay - 939 Words

What were the Effects of the Age of Discovery? nbsp;nbsp;nbsp;nbsp;nbsp;The Age of Exploration was a time of struggle and wealth for many European countries. The pursuit of a trade route to the Far East led many countries across the ocean, looking for the great spice cities that were rumored by Marco Polo. These countries knew that whoever found the shortest or best route would become rich, very quickly. Explorers from many European countries embarked on journeys that not even they had any clue where they were going. This search for the Far East led to many discoveries that would otherwise have never been found. nbsp;nbsp;nbsp;nbsp;nbsp;Christopher Columbus may have been one of the most influential people ever to live. His†¦show more content†¦The world trade of the period increased to an unprecedented amount. There was new types of businesses, new goods to be sold, and most importantly, new land to conquer. The exchange of goods from the New World and Europe increased Europeamp;#8217;s wealth, but not only was there an exchange of goods, but also an exchange of disease. nbsp;nbsp;nbsp;nbsp;nbsp;The first effect of the Age of Exploration, was the finding of the New World. The New World provided opportunities for European countries to conquer new lands and to obtain wealth while conquering. After Columbus amp;#8220;found; the New World, there were European explorers embarking on new journeys there constantly. They would set up new colonies and conquer new lands. From these colonies, they set up trading posts back to their mother countries. Gold, fur, corn, potatoes, tobacco, chocolate, and many other products were brought back to Europe. The wealth from these products could only be imagined. The countries would then trade their imports to other countries and make a huge profit. This influx of money and goods led to the change of the economic systems in Europe. This change caused the Commercial Revolution, or the establishment of many types of new businesses. The Commercial Revolution was caused not only from the income of the trading of goods, but also the large amounts of gold an silver that were found and shipped back toShow MoreRelatedThe Age of Discovery Essay1227 Words   |  5 Pages The Age of Discovery which began in the 15th century was one of the ground breaking time periods for European global exploration to Africa and India, and which lead to the ascending of European power. While there were many prominent explorers during this era such as Christopher Columbus and Ferdinand Magellan, Vasco da Gama is widely seen as one of the most successful explorers of this time period. 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Case study-Gianna Replacement Surgery

Question: Discuss about the Case study for Gianna of Replacement Surgery . Answer: 1: Gianna was suffering from osteoporosis and had to undergo total hip replacement surgery due to fracture of the hip. The hip is the largest weight-bearing ball and socket type joint present at the juncture of leg and pelvis. The ligament attached to the joint is lubricated by synovial fluid and provides stability to the joint. Synovial fluid allows flexing of joints without getting weared away and allows movement without pain. The problem in the hip may be caused by osteoporosis, fracture, dislocation, bursitis and bone tumor. The regulation of pro-inflammatory pathway and the homeostatic mechanism fails in patient with severe osteolysis (Gallo et al., 2013). Osteoporosis is a medical condition in which the density and quality of bone are reduced. Bone becomes porous, brittle and fragile due to loss of tissue due to hormonal change or deficiency of Vitamin D. The primary reasons for which a person develops osteoporosis includes high rate of bone loss at the time of achieving peak bone mass and poor acquisition of bone mass during maturity. This mechanism may be influenced by environmental and genetic factors (Armas Recker, 2012). 50% of bone mass accumulates during pubertal development, and other additional accumulation takes place in the adult maturity period. As peak bone mass is achieved during the maturity period of life, some may have a problem in accumulation due to genetic factors. The genes responsible for osteoporosis are genes for estrogen receptor, transforming growth factor , collagen and apolipoprotein E (Ralston de Crombrugghe, 2006). Bone loss is also triggered by environmental factors like nutrition, behavior, and medica tions. Vitamin D aids in calcium absorption and facilitates development of bone mineral. A person who has taken low dose of calcium in childhood is vulnerable to fracture in later part of his/her life. Behavioral activities like smoking and alcohol consumption also accelerated bone loss and have an effect on peak bone mass development (Drake et al., 2015). Fractured joints can be treated by hip replacement surgery or hip arthroplasty. The type of surgery depends on the patients age, level of physical mobility, location of fracture, mental strength and condition of hip and joint. Internal fixation is done by using devices like rods, plates, screws and pins to hold the bone in place. This treatment is given when fractures occur in the extracapsular or intracapsular region of hip joint (Mller et al., 2012).Hemiarthroplasty is suggested in older patients who have already lost their mobility prior to fracture and when fractures occur inside the socket of the hip joint (Olsen et al., 2014). Total hip replacement surgery is also a treatment procedure required in those patients whose hip joint has been damaged by osteoarthritis and rheumatoid arthritis. The purpose of this treatment is to relieve pain, improve the function of hip and increase mobility. Total hip replacement surgery involves replacing acetabulum with an artificial prosthesis an d replacing the proximal femur with the artificial stem to enhance mobility in patients (Ellman Levine, 2013). 2: According to the case study Gianna Rossi was a seventy nine years old lady who have undergone a total hip replacement or arthroplasty since x-ray has revealed a fracture on her left leg which resulted from osteoporosis. Post her surgery she was shifted to the post anesthetic recovery room (PARU). At this stage she was almost unconscious and on wakening up she was under tremendous pain. The surgery and the anesthesia have effected three physiological functions of Gianna. First of all the ventilation was affected due o her anesthesia followed by her surgery. Her signs reflect that her respiration was 10 and the oxygen saturation was 93%. Most often general anesthetics modifies the rate of breathing in individual. According to Roz et al. (2015), opioid as an anesthetic has impact on the control of respiration rate. In terms of Gianna, the use of opioid as an anesthetic lowered the respiration in her. The use of Morphine due to her pain aced as a pain suppressor through the process of respiratory depression. Before the discharge from the Post anaesthetic recovery room (PARU) her signs reflected her pulse as 110, temperature as 36 degree centigrade and blood pressure as 95 / 50. Moreover, her blood loss during her surgery was estimated as 1700mls. The effect of opioid and anesthetic during surgery has many affects on the circulation process as well. The use of opioid or anesthetic makes the heart rate either fast or slow. In this case Giannas pulse rate increased above the normal value, that is 110 after the surgery. As stated by Brennan (2013), Morphine which is an opioid was used to relief her pain due to operation might cause fluctuations in her heart rate. Moreover, due to the blood loss during the surgery the blood pressure of the patient resulted in lowering of the blood pressure. In case of Gianna the blood pressure accounted to 95 /50. Use of opioid may develop postural hypotension or severe fall of the pressure on lying position or sitting up. At first Gianna was administered for two hours, she was given oxygen for 6L per minute with the help of Hudson mask. The main features shown by her at that time are: the temperature of her body was thirty six degree centigrade, her pulse rate was 110, blood pressure 95 / 50 , respiration was 10 and oxygen saturation of her body was 93%. A foam abduction pillow was provided to her between her legs. When she woke up she was not in her full consciousness. But she was still complaining about the pain. In order to relief her from the pain she was administered with 5 mg of Morphine which was beneficial to her. Due to the consumption of Morphine she slept for some more time. After Morphine was monitored to Gianna she was transferred to the orthopedic ward. According to Whitehead et al. (2015), the main use of any anaesthetic is to depress the central nervous system. In case of Gianna, the hip replacement surgery required generalized anaesthesia which ultimately made her unconscious complete by affection the sense organs. Addition to this the use of Morphine after Gianna got back her consciousness, lead to dizziness and hallucination. This made her feel sleep again. Opioids have multiple inhibitory affects in terms of the cerebral activity. Opioids are usually believed to augment sleep but there is little evidence to support this belief. In case of Gianna use of anaesthic, loss of blood during surgery and use of Morphine has resulted in abnormalities with regards to ventilation, circulation and consciousness. The result of vital sign assessment showed that it is the affect of the surgery and anesthetic drug on patient (Whitehead et al., 2015). 3: Gianna has undergone hip replacement surgery following fracture of her left hip. After hip replacement surgery she was shifted to the PARU. At that time Gianna was sleepy and difficult to arouse. A redivac drain and indwelling urinary catheter were fixed to the patient in situ. At that point, her pulse rate was a little high and blood pressure was extremely low. She had acute pain then. After transfer to the orthopedic ward, she was eating well, but she required assistance with her daily activities (ADLs). The patient was worried about her loss of independence post the surgery. Currently, she is mobilizing using a four-wheeled walker, and her pain is managed by medications like Paracetamol and Tramadol. The discharge plan of the patient is based on her current condition of pain and morbidity present post surgery. The discharge plan for Gianna are as follows: Gianna needs to put the dry dressing on hip incision once or twice a day. It will help to clean the drainage that occurs from wound. If the drainage continues even after dressing, Gianna must immediately pay a follow up visit. Till the dry dressing is in place, Gianna cannot apply ointment in the incision area for about 6-7 weeks (Choi et al., 2016). Make sure that the stitches are in place and patient should get it removed by medical staff after two weeks of discharge (Garson et al., 2014). Support or wheelchair is necessary for Gianna for six weeks after discharge even if she can mobilize. This will minimize the risk of falling and allow the bone to grow into replaced components of the hip (Choi et al., 2016). It is necessary for Gianna to put a pillow between her leg while sleeping for the first six weeks. It would be better if Gianna sleeps on her right side as she had undergone hip replacement surgery on her left side (Garson et al., 2014). While taking shower Gianna must pat dry the surgery wounds after bath and avoid soaking it in bath tub for one-two months. Gianna should also not take bath during for 4 days after discharge (Garson et al., 2014). To manage her medication, Tramadol and Paracetamol medication has been prescribed to Gianna. It will help manage her pain. However, Vazzana et al., (2015) suggest avoiding this medicine if Gianna suffers from breathing problems or if she uses narcotic drugs. It has been found that there maximum chance of seizure due to this medication in those patients who has epilepsy disorder or those who takes medicine for migraine, muscle spasm, and depression. Gianna might also suffer breathing problems, so she must discontinue this medication in she faced this kind of difficulty. Gianna is advised not to drive and wear compression stockings to prevent the blood clot. It is also necessary for Gianna to consult a physiotherapist and attend his sessions to learn to manage daily life activities independently at home. Physical therapy Controlled exercise and physical therapy will be beneficial to strengthen hip muscles and prevent contractures. This session will also help Gianna to learn management of activities post surgery (Westby et al., 2014). Reference Armas, L. A., Recker, R. R. (2012). Pathophysiology of osteoporosis: new mechanistic insights.Endocrinology and metabolism clinics of North America,41(3), 475-486. Brennan, M. J. (2013). The effect of opioid therapy on endocrine function.The American journal of medicine,126(3), S12-S18. Choi, J., Jacelon, C. S., Kalmakis, K. A. (2016). Webà ¢Ã¢â€š ¬Ã‚ based, Pictographà ¢Ã¢â€š ¬Ã‚ formatted Discharge Instructions for Lowà ¢Ã¢â€š ¬Ã‚ literacy Older Adult after Hipà ¢Ã¢â€š ¬Ã‚ replacement Surgery: Findings of Endà ¢Ã¢â€š ¬Ã‚ user Evaluation of the Website.Rehabilitation Nursing. Drake, M. T., Clarke, B. L., Lewiecki, E. M. (2015). The pathophysiology and treatment of osteoporosis.Clinical therapeutics,37(8), 1837-1850. Ellman, M. B., Levine, B. R. (2013). Fracture of the modular femoral neck component in total hip arthroplasty.The Journal of arthroplasty,28(1), 196-e1. Gallo, J., Goodman, S. B., Konttinen, Y. T., Raska, M. (2013). Particle disease: biologic mechanisms of periprosthetic osteolysis in total hip arthroplasty.Innate immunity,19(2), 213-224. Garson, L., Schwarzkopf, R., Vakharia, S., Alexander, B., Stead, S., Cannesson, M., Kain, Z. (2014). Implementation of a total joint replacement-focused perioperative surgical home: a management case report.Anesthesia Analgesia,118(5), 1081-1089. Mller, M. E., Bandi, W., Bloch, H. R., Allgwer, M., Willenegger, H., Mumenthaler, A., ... Weber, B. G. (2012).Technique of internal fixation of fractures. Springer Science Business Media. Olsen, F., Kotyra, M., Houltz, E., Ricksten, S. E. (2014). Bone cement implantation syndrome in cemented hemiarthroplasty for femoral neck fracture: incidence, risk factors, and effect on outcome.British journal of anaesthesia,113(5), 800-806. Ralston, S. H., de Crombrugghe, B. (2006). Genetic regulation of bone mass and susceptibility to osteoporosis.Genes development,20(18), 2492-2506. Roz, H., Germain, A., Perrier, V., Dewitte, A., Joannes-Boyau, O., Fleureau, C., Ouattara, A. (2015). Effect of flumazenil on diaphragm electrical activation during weaning from mechanical ventilation after acute respiratory distress syndrome.British journal of anaesthesia,114(2), 269-275. Vazzana, M., Andreani, T., Fangueiro, J., Faggio, C., Silva, C., Santini, A., ... Souto, E. B. (2015). Tramadol hydrochloride: pharmacokinetics, pharmacodynamics, adverse side effects, co-administration of drugs and new drug delivery systems.Biomedicine Pharmacotherapy,70, 234-238. Westby, M. D., Brittain, A., Backman, C. L. (2014). Expert consensus on best practices for postacute rehabilitation after total hip and knee arthroplasty: a Canada and United States Delphi study.Arthritis care research,66(3), 411-423. Whitehead, R. A., Schwarz, S. K., Asiri, Y. I., Fung, T., Puil, E., MacLeod, B. A. (2015). The efficacy and safety of the novel peripheral analgesic isovaline as an adjuvant to propofol for general anesthesia and conscious sedation: a proof-of-principle study in mice.Anesthesia Analgesia,121(6), 1481-1487

Political Parties and Unfair Elections free essay sample

This party system was the first ‘truly national system’, consisting of the Democrats (followers of Jackson) and Whigs (opponents of Jackson) fairly balanced in most regions (Wilson and DiIulio, Jr. 196). The Civil War split the political parties in several ways. There was a deep difference in opinion between the parties over the issue of slavery and sectionalism. Both parties tried to ‘straddle the issues’ to avoid dividing their followers and losing the election to their rival (Wilson and DiIulio, Jr. 196). But the old parties divided and new ones emerged. As a result of the Civil War the modern Republican Party began as a third party. The Republican Party’s strength lay in the North; Abraham Lincoln did not receive a single electoral vote from a Southern state in 1860. The Democrats in the North divided into War Democrats, who supported the war effort but claimed the Republicans were doing a poor job of leading the Union, and the Peace Democrats, or Copperheads, who opposed the war and were suspected of disloyalty to the Union. We will write a custom essay sample on Political Parties and Unfair Elections or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page To win the election of 1864, the Republicans reorganized themselves as the Union party to attract votes from the War Democrats and nominated War Democrat Andrew Johnson for vice president. When Lincoln was assassinated, Democrat Johnson became president. Following the Civil War, Republicans moved quickly to consolidate their control of the United States government. They quickly added a series of Western states to the Union, states that they expected would remain firm in their support for Republicans. The Republican Party’s pro-business positions played well in the industrial North and Midwest, while the Democrats held the solid South. The large number of immigrants who came to the United States, together with the growing industrial workforce, laid the basis for strong, largely Democratic political machines in New York, Chicago, and other large cities (CliffsNotes. com). So at this point there were basically two political parties, the Democrats and the Republicans. The Democrats dominated national politics for the next 20 years. Democratic dominance collapsed in the 1960s in response to the Vietnam War. There was unprecedented rioting against the principles of the war and Democrats blamed their party for the riots and the rise in unlawful behavior and protests. Due to that fact, support of the Democratic Party sharply declined. From the 1968 election of Richard Nixon to Bill Clintons 1992 victory, only one Democrat attained the White House: Jimmy Carter, whose term spanned 1976 to 1980. The Electoral College is a major factor in sustaining a majority two-party system, but does not necessarily keep elections fair. If the popular vote in a state is very close, the winner gets all of the states electoral votes. This makes it extremely difficult for a third party to win, i. e. the two-party system is reinforced. In many cases the Electoral College system has failed so far as keeping elections fair. Two instances in particular reveal the inadequacy of the Electoral College procedure. An example of a popular third party candidate that was denied any serious validation as a Presidential candidate would be Ross Perot in the 1992 election. Perot garnered almost 20 percent of the popular vote across the country but did not receive a single electoral vote due to the Electoral College rules. This discrepancy between electoral and popular votes has led to many wanting to put an end to the Electoral College system and replace it with popular voting. Another example of the failure of the Electoral College system was exemplified in the 2000 election, when Al Gore was not chosen to be president although he had the popular vote of the country. A systematic conspiracy to heavily manipulate the vote in the critical state of Florida to favor Bush in the 2000 Bush-Gore presidential election ultimately resulted in a Bush victory. The blatant manipulation methods used were enough to swing the election to Bush and away from Gore. The evident fraud in the voting process and the failure of the courts to intervene in a proper and non-partisan manner cost Gore the Presidency. When it became apparent on November 8, 2000 that neither Gore nor Bush had the majority of the electoral votes required to win the Presidency, the state of Florida became the focus of attention. Both candidates needed a majority in Florida to win the White House, but voting irregularities prevented the final tally from being reached for over five weeks. What voters didn’t realize was that the voting procedure wasn’t the only problem in Florida, but that the process to insure George W. Bush’s victory had been in place for over two years before the election. Florida Governor Jeb Bush, George W. Bushs brother, was elected in 1998. He immediately put a plan into action that would help his brother gain the Florida electoral votes in the 2000 election. Gov. Bush let special interest groups know that they expected political donations of $2 for every $1 donated to Democrats or defaulters would lose access to the governor and the legislative leadership, and their businesses would tank. The Governor also began replacing   Ã‚   Democrats throughout Florida state government, his first purge of Democratic voters. Governor Jeb Bush’s next step to eliminate Democratic power in Florida was to appoint staunch Republicans to control Floridas educational system, including state senator Jim Horne as Florida’s first Secretary of Education and most of the individual university presidents. He accomplished this feat by eliminating the Florida Board of Regents. The board was replaced by separate boards of trustees at all ten of the state universities According to Lance deHaven-Smith, in his book entitled The Battle for Florida, â€Å"the governor was given the power to make all the trustee appointments†. This created an enormous source of new patronage and also undermined the political neutrality of the state universities. With the Board of Regents out of the way, Republicans quickly replaced many of the university presidents with political insiders. (deHaven-Smith, 2005) The Florida Republican Party then began a drive to disenfranchise Democratic voters. They paid a private company to purge the voter registry of all ex-felons, even though Florida courts twice ruled that ex-felons whose civil rights had been restored before they came to Florida were entitled to vote. This would benefit the Republicans because blacks made up more than 50% of the ex-felon list and 9 0% of the black Florida population voted Democratic. In 1999, newly-elected Secretary of State Katherine Harris paid Data Base Technologies (DBT) $4. million to compile the most extensive scrub list possible. Race was a big factor in compiling matches for the list. After the election, DBT testified before a congressional committee that Florida officials had ordered them to eliminate voters by making incorrect matches. The information was gathered from the Internet and no verifying telephone calls were made. Five months before the election, Harris (who coincidentally was co-chairing the Bush presidential campaign) sent the list of 57,700 names to all the precincts with instructions to remove those voters from the rolls. Greg Palast revealed the story of the scrub list in The Observer, London, November 26, 2000. The story was ignored by American mainstream press. Palast has since provided irrefutable, hard evidence of fraud. His most recent estimate of qualified Florida voters barred from casting a ballot in Election 2000 stands at 90,000. On January 10, 2001, NAACP lawyers sued and won their case against DBT, Secretary of State Katherine Harris, and Bush loyalist Clay Roberts, Director of the Division of Elections. (Palast, 2003)   On Election Day 2000 in the state of Florida, however; Republican voters stood in short ines and used up-to-date equipment. The machinations of the Republican Party paid off in black districts. Highway patrol officers flagged down voters at roadblocks and checked their drivers’ licenses while others waited in long lines to vote on ancient machines. Innocent citizens were turned away and informed that their names appeared on the ex-felons list when they showed up to vote. Republicans found other ways to disenfranchise opposition voters. Two-page ballots with misleading directions were printed in Austin, Texas (the center of the George W. Bush presidential campaign), returned to Florida, and distributed in black districts. Some votes were simply later trashed by ballot handlers. In Duval County, 27,000 ballots were discarded, over half of them from black precincts in Jacksonville. No official challenges were filed within the 72-hour time limit, so thousands of mostly Democratic votes were lost. Sixteen-thousand votes for Gore disappeared overnight from the ongoing Volusia County tally and were reinstated only when an election supervisor questioned the subtraction of already registered votes. No voting machine company representative or election official was able to explain what happened. (Dover, 2002) Around 8 p. m. on Election Day exit polls from Voter News Service projected a Gore victory, but Bev Harris uncovered an CBS news report revealing that the erroneous subtraction of Gores votes in Volusia caused the election to be called for Bush. For several hours the race was too close to call, but shortly after midnight, Bushs numbers plunged rapidly and Gore gained the lead. Despite Gores numbers, at 2:16 a. m. Fox News announced that Texas Governor George W. Bush had won Florida and the other television networks repeated Foxs false information. (Harris, 2004) Gore heard the fake news of his defeat, phoned his congratulations to Bush and was prepared to deliver his concession speech to the nation. At that point, Gores chief advisors in Florida told him it was much too early to concede formally and advised him to hold off since there were still 360,000 uncounted votes. Out of 6 million votes cast in Florida, Bushs lead was reported to be a mere 537 votes. The Florida Constitution had no provisions for a statewide recount, so Gore asked for a partial recount in four southern counties where glaring irregularities had shown up. The last thing the Bush team wanted was a fair recount. They complained to the press that Gore was a sore loser, and the press largely agreed. (Posner, 2001)   Ã‚  Ã‚  Ã‚  Ã‚  On December 8, the Florida Supreme Court overturned a circuit court decision and ordered a manual recount. Based on findings in the circuit court trial, Gore was awarded 393 votes, reducing Bushs lead to only 154 votes. Thats when the Bush camp went ballistic. (Simon, 2001)   Ã‚  Ã‚  Ã‚  Ã‚  The National Party sent out-of-state operatives to intimidate Republican county clerks to amend over votes in Republican counties, to amend incomplete absentee ballot applications, and to accept late-arriving military ballots lacking signatures. When the recount actually began they became more radical, charged into the county administration building, threatening county canvassers, and halted the recount of Miami-Dade ballots. Despite court orders, eighteen counties never attempted a recount. The Bush campaign team and lawyers circulated misinformation about Floridas election laws, about the reliability of manual recounts (both Jeb and George W. claimed that only machines could count accurately), and about the likelihood of a constitutional crisis. (Zelden, 2010) The Florida Constitution specifies that the intent of the voter be paramount during ballot recounting. Because electronic machines had repeatedly failed to read, discern intent, and count ballots accurately, manual recounting was mandated. The law was actually quite clear and no constitutional crisis was imminent. That did not stop the Bush team from pressing the issue, for they wanted the U. S. Supreme Court to intervene and prevent the recount. Republican leadership called the legislature into special session while the judiciary branch still addressed election issues, an extraordinary move. Speaker of the House Tom Feeney, Jebs bosom political buddy, took the podium and criticized the Florida Supreme Court decisions. He warned that if the dispute continued to December 12, Floridas electoral slate would be excluded from the Electoral College vote. Florida had submitted its election results as they were certified, so the electoral slate was never really in danger. The Bush legal team, determined to delay or stop the recount, appealed to the U. S. District Court of Appeals, the Florida Supreme Court, and the U. S. Supreme Court. The justices had no business interfering in the election. The U. S. Constitution authorizes Congress to settle election disputes, not the Supreme Court. The first two courts denied the appeal. Then the U. S. Supreme Court gave them the nod. From that moment, the fix was in. Zelden, 2010) Justices Antonin Scalia and Clarence Thomas had close relatives working for Republican organizations and should have recused themselves. Antonin Scalia’s son Eugene is a Washington law partner of Theodore B. Olson, the attorney who twice argued before the Supreme Court on behalf of George W. Bush. Scalia’s son John is an attorney with the Miami law firm that represented Bush in Florida. Clarence Thomass wif e, Virginia, worked for the Heritage Foundation, a conservative think tank, and had been helping to collect applications from people seeking employment in the Bush administration. But they, along with the three other right-wing judges on the court, issued a ruling instructing the Florida courts to find a recount method that would apply equal standards. The decision came down at 10 p. m. on December 12, 2000, two hours before the deadline to submit voting results. In short, the U. S. Supreme Court ran the clock out on American voters and handed Floridas electoral votes and the presidency to George W. Bush. (Thoreau, 2007) Reviewing the actual results of the statewide examination of 175,010 disputed ballots, on November 12, 2001 Robert Parry, www. consortiumnews. om, cleared away the media fog: So Al Gore was the choice of Floridas voters whether one counts hanging chads or dimpled chads. That was the core finding of the eight news organizations that conducted a review of disputed Florida ballots. By any chad measure, Gore won. Gore won even if one doesnt count the 15,000-25,000 votes that USA Today estimated Gore lost because of illegally designed butterfly b allots, or the hundreds of predominantly African-American voters who were falsely identified by the state as felons and turned away from the polls. Gore won even if theres no adjustment for George W. Bushs windfall of about 290 votes from improperly counted military absentee ballots where lax standards were applied to Republican counties and strict standards to Democratic ones, a violation of fairness reported earlier by the Washington Post and the New York Times. Put differently, George W. Bush was not the choice of Floridas voters anymore than he was the choice of the American people who cast a half million more ballots for Gore than Bush nationwide. Although the 2000 election was a travesty, one positive outcome was the renewal in the nation’s interest in The National Popular Vote bill.

USS Leyte (CV-32) - Korean War Aircraft Carrier

USS Leyte (CV-32) - Korean War Aircraft Carrier USS Leyte (CV-32) - Overview: Nation:  United States Type:  Aircraft Carrier Shipyard:  Newport News Shipbuilding Laid Down:  February 21, 1944 Launched:  August 23, 1945 Commissioned: April 11, 1946 Fate:  Sold for scrap, 1970 USS Leyte (CV-32) - Specifications: Displacement:  27,100 tons Length:  888 ft. Beam: 93 ft. (waterline) Draft:  28 ft., 7 in. Propulsion:  8 Ãâ€" boilers, 4 Ãâ€" Westinghouse geared steam turbines, 4 Ãâ€" shafts Speed:  33 knots Complement: 3,448 men USS Leyte (CV-32) - Armament: 4 Ãâ€" twin 5 inch 38 caliber guns4 Ãâ€" single 5 inch 38 caliber guns8 Ãâ€" quadruple 40 mm 56 caliber guns46 Ãâ€" single 20 mm 78 caliber guns Aircraft: 90-100 aircraft USS Leyte (CV-32) - A New Design: Designed in the 1920s and early 1930s, the US Navys  Lexington- and  Yorktown-class aircraft carriers were planned to fit within the restrictions set forth by the  Washington Naval Treaty. This placed limitations on the tonnage of different types of warships as well as capped each signatory’s total tonnage. These types of rules were furthered by the 1930 London Naval Treaty. As world tensions increased, Japan and Italy left the treaty structure in 1936. Upon the collapse of this system, the US Navy began work on a design for a new, larger class of aircraft carrier and one which utilized the lessons learned from the  Yorktown-class. The resulting design was longer and wider as well as incorporated a deck-edge elevator system. This had been used earlier on  USS  Wasp  (CV-7). In addition to carrying a more sizable air group, the new class mounted a greatly enlarged anti-aircraft armament. Work began on the lead ship,  USS  Essex  (CV-9) on April 28, 1941. With the US entrance into  World War II after the  attack on Pearl Harbor, the  Essex-class rapidly became the US Navys standard design for fleet carriers. The first four ships after  Essex  followed the types original design. In early 1943, the US Navy made multiple changes to improve future vessels. The most noticeable of these alterations was the lengthening the bow to a clipper design which allowed the addition of two quadruple 40 mm mounts. Other changes included moving the combat information center below the armored deck, improved aviation fuel and ventilation systems, a second catapult on the flight deck, and an additional fire control director. Though known as the long-hull  Essex-class or  Ticonderoga-class by some, the US Navy made no distinction between these and the earlier  Essex-class ships. USS Leyte (CV-32) - Construction: The first ship to move forward with the revised  Essex-class design was USS  Hancock  (CV-14) which was later re-dubbed Ticonderoga.   It was followed by additional vessels including USS Leyte (CV-32).   Laid down on February 21, 1944, work on Leyte began at Newport News Shipbuilding.   Named for the recently fought Battle of Leyte Gulf, the new carrier slid down the ways on August 23, 1945.   Despite the end of the war, construction continued and Leyte entered commission on April 11, 1946, with Captain Henry F. MacComsey in command.   Completing sea trails and shakedown operations, the new carrier joined the fleet later that year. USS Leyte (CV-32) - Early Service: In the fall of 1946, Leyte steamed south in consort with the battleship USS Wisconsin (BB-64) for a goodwill tour of South America.   Visiting ports along the continents western coast, the carrier then returned to the Caribbean in November for additional shakedown and training operations.   In 1948, Leyte received a compliment of new Sikorsky HO3S-1 helicopters before moving to the North Atlantic for Operation Frigid.   Over the next two years it participated in several fleet maneuvers as well as mounted an air power demonstration over Lebanon to help deter a growing Communist presence in the region.   Returning to Norfolk in August 1950, Leyte quickly replenished and received orders to move to the Pacific due to the beginning of the Korean War. USS Leyte (CV-32) - Korean War: Arriving at Sasebo, Japan on October 8, Leyte completed combat preparations before joining Task Force 77 off the Korean coast.   Over the next three months, the carriers air group flew  3,933 sorties and struck a variety of targets on the peninsula.   Among those operating from Leytes deck was Ensign Jesse L. Brown, the US Navys first African American aviator.   Flying a Chance Vought F4U Corsair, Brown was killed in action on December 4 while supporting troops during the Battle of Chosin Reservoir.   Departing in January 1951, Leyte returned to Norfolk for an overhaul.   Later that year, the carrier began the first of a series of deployments with the US Sixth Fleet in the Mediterranean.    USS Leyte (CV-32) - Later Service: Re-designated an attack carrier (CVA-32) in October 1952, Leyte remained in the Mediterranean until early 1953 when it returned to Boston.   Though initially selected for deactivation, the carrier received a reprieve on August 8 when it was selected to serve as an anti-submarine carrier (CVS-32).   While undergoing conversion to this new role, Leyte suffered an explosion in its port catapult machinery room on October 16.   This and the resulting fire killed 37 and injured 28 before it was extinguished.   After undergoing repairs from the accident, work on Leyte moved forward and was completed on January 4, 1945.    Operating from Quonset Point in Rhode Island, Leyte commenced anti-submarine warfare activities in the North Atlantic and Caribbean.   Serving as flagship of Carrier Division 18, it remained active in this role for the next five years.   In January 1959, Leyte steamed for New York to begin an inactivation overhaul.   As it had not undergone the major upgrades, such as SCB-27A or SCB-125, that many other Essex-class ships had received it was deemed surplus to the fleets needs.   Re-designated as an aircraft transport (AVT-10), it was decommissioned on May 15, 1959.   Moved to the Atlantic Reserve Fleet in Philadelphia, it remained there until being sold for scrap in September 1970.   Selected Sources DANFS: USS Leyte (CV-32)NavSource: USS Leyte (CV-32)Hull Number: USS Leyte (CV-32)

M06HRM-Leading, Managing and developing People Essay

M06HRM-Leading, Managing and developing People - Essay Example A psychological contract is a critical component of the employer and the worker relationship. Employment contracts involve an agreement that the parties involved pledge to adhere to thus forming the basis of their engagement. According to Kotler, psychological contract is that implicit agreement between an employee and the organisation that he/she is supposed to work for that outlines the expectations of all the parties involved. The expectations may depict a match or mismatch of expectation since in other situations one party may be expecting much from the other and vice versa (Rousseau, 2005). Conversely, the expectations of both sides may match in that they may be anticipating the same outcomes, for instance, the employer may be expecting quality work from the employee, on the other hand, the employee plans for a good pay for quality work done. In this particular case, the expectations from both sides are congruent and thus the psychological contract established will be consistent with the reality on the ground (Petersitzke, 2009). The basis on which psychological contracts are founded depends on the obligation of the concerned parties like in the case of Tiger Cars Ltd the employees had the duty to work for a certain number of hours as their contract with the company was time-bound, hence they quantity of work done would be determined by the number of hours worked and not the duration of stay at the enterprise. On the other hand, the management of Tiger Cars Ltd had the obligation of providing adequate training to the employees to enhance their quality of service as well as providing an equitable pay that proportionately reflect the services rendered (Rousseau, 2005). The type of a psychological contract that existed between Tiger Cars Ltd and its employees was transactional in nature since money was the primary incentive for the agreement. Given the fact that the contract of workers with the company was

Amish in practical life Article Example | Topics and Well Written Essays - 750 words

Amish in practical life - Article Example Learning about their verbal and non-verbal communications was also interesting, the way a female dresses in that culture sends an automatic message to what kind of treatment she should expect. But unlike other communities where only the females are required to observe preservations about clothing etc. the Amish have defined guidelines for the men too. The married men can be clearly distinguished from those who are not by their appearances. The lifestyle of Amish people is quite impressive, and unbelievably simple. Their beliefs about the influences of technology and minimal use of it are unimaginable to people like us who are self-accepted slaves to technology. One view would say, that the Amish are backward, non-developing, non-evolving, and narrow-minded. The so many restrictions in their life regarding everything, from the way they dress to the way they live, celebrate and carry out day to day activities may led one to believe that these people are living a bounded life with no rights of their own. They cannot chose their way of living as everything is pre-planned for them. The men would work in fields and work for the family’s income, the women will be responsible for the operations of the household. The funeral in Amish culture is also carried out very simply, â€Å" graves are hand dug. The funeral service is simple, with no eulogy or flowers. Grave stones are simple, following the Amish belief that no individual is better than the other† (Powell 2010). This belief of their communicates a simple truth of life that whatever a person achieved in life.

The integrating earned value management

The integrating earned value management 3.3 EARNED VALUE PROJECT MANAGEMENT 3.3.1 Basics of Earned Value Project Management Project Management is often defined as the integrated management and control of Time, Cost, Resources and Quality for the successful on time and on budget completion of projects. Traditional approaches to PM ranged from simple Gantt Charts which help in representing the work to be done on a time scale to techniques likes CPM and PERT that addresses the needs of deterministic and probabilistic scheduling. All of these techniques tend to be used primarily for managing time. Cost is often measured independently by the accountants. This separation between cost and time is often the cause of project failure because the executing team is often unable to detect cost overruns until they are well past the point where they can change the outcome of the project. 3.3.2 Illustrative Explanation Earned Value Project Management (EVPM) is a concept that helps Project Managers seamless link Time and Cost for more effective control. Despite the difficult sounding title and the typical jargon associated with EVPM the basic idea is very simple and can be used effectively in a wide variety of situations. The best way to under stand EVPM is to walk through a sample project, so I am going to take you through a software project. Lets say we are working on the ERMS (enterprise resource management system) that has 10 deliverables/modules each to be completed in one month with a budget of 10 Lac Rupees each. The total project span works out to 10 months at a budget cost of Rs. 100 Lacs (Rs. 1 crore). We are at the end of the first three months and the Project Manager is busy preparing his project report. He starts up by reviewing progress and finds that two deliverables are fully complete while the third one is 80% complete. He checks with accounts and finds out that that a total of Rs. 28 Lacs have been spent so far. With this information he is ready to assign values to the three basic variables required to perform EVPM. These are as follows- 3.3.2.1 BCWS / Planned Value (PV) Budget Cost for Work Scheduled, also known as ‘Planned Value in the amount of money that should have been spent at this point in the life of the project if the project was proceeding as per plan. It is time phased budget baseline (figure). It is the approved budget for accomplishing the activity, work package or project related to the schedule. It can be viewed as the value to be earned as a function of project Work accomplishments up to a given point in time [12]. In our case we had planned to complete three deliverables in three months so we should have spent Rs. 30 Lac. A word of caution here, most projects dont proceed in a linear fashion (i.e. total budget/total duration in months). Correct BCWS values can be obtained from a resource loaded project plan that takes in account the actually work to be done in each period. Budget Cost for Work Scheduled is also called ‘Planned Value. 3.3.2.2 Budget at Completion (BAC) This is the total budget baseline for the activity, work package or project. It is the highest value of PV as shown in Figure-1 i.e. 100 Lac. 3.3.2.3 ACWP / Actual Cost (AC) This is the cumulative AC spent to a given point in time to accomplish an activity, work-package or project [12]. Actual Cost for Work Performed is the amount of money that we have actually spent on the project. Accounts have told us that we have spent Rs. 28 Lac. 3.3.2.4 BCWP / Earned Value (EV) This is the cumulative earned value for the work completed up to a point in time. It represents the amount budgeted for performing the work that was accomplished by a given point in time [12]. To obtain EV of an item, simply multiply its total budget by its completed proportion. Budget Cost for Work Performed is the assessment of the value of work that we have completed. Think of this as the worth of the work that we have completed, so if we had completed three deliverables we would have Completed 30 Lac Rupees worth of work. But we have only fully completed two deliverables so we have Rs. 20 Lac and we have 80% of the third deliverable. Partial completion is a tricky issue, because partial estimates generally vary from person to person depending on how optimistic or pessimistic they are. There are rules of the thumb (Heuristics) to deal with this situation. The common ones are 0-100 (give no credit till the task is complete), 20-80 (give 20% credit when the task is underway and the remaining 80% when it is completed), 50-50 (give 50% credit for starting the task and the balance on completion). The selection of method is up to you, but you need to ensure that you will use the same measure across the project for all tasks. In our case lets say we go with the 50-50 rule, so well give Rs. 5 Lacs credit for the third deliverable which brings the BCWP to Rs. 25 Lacs (20+5). Note that BCWP is also referred to as the Earned Value (EV). Lets start by calculating the two basic measures of performance SPI and CPI -3.3.2.5 3.3.2.5 Schedule Performance Index (SPI) Schedule Performance Index is an indicator for accessing our performance relative to the plan. SPI = BCWP/BCWS = 25/30 = 0.83. We know we are behind schedule, what SPI is telling us is that we have only completed 83% of the work that we originally planned to complete. 3.3.2.6 Cost Performance Index (CPI) Cost Performance Index shows us how much value we are getting for each Rupee that we spend on the project. CPI= BCWP/ACWP 25/28 = 0.89. We are over budget because, for producing Rs. 25 Lacs of work we have spent Rs. 28 Lacs. So we are only getting 89 Paisas of value for each Rupee that we spend. Just looking at SPI and CPI we know that we have a problem in that we are both over budget and behind schedule. A lot of work has been done on the use of SPI and CPI early in the project to predict the final outcome. Most of the work has been done in the US defense industry where researchers have looked at dozens of completed projects and tried to correlate their outcome with the status of their SPI and CPI early on during the project. Most studies show that the value of SPI and CPI when the project is only 20% complete can very accurately predict the final outcome. Using heuristics developed from these studies we can predict the following- Projected Project Duration = Planned Duration / SPI = 10 / 0.83 = 12 Month. So we are expecting that the project will be completed two month behind schedule, Projected Project Cost = Planned Cost / CPI = 100 / 0.89 = 112 Lacs. We are expecting a Rs. 12 Lacs overrun on the budget. Recovery Cost This is the cost that we will incur if we need to complete the project within the originally specified time by adding additional resource to the project. Projected Project Cost = Planned Cost / CPI*SPI = 100 / 0.89*0.83 = 135 Lacs Rupees. We should be ready to exceed the budget by 35% if we want to complete the project in time. Conventional wisdom says that your ability to change the outcome of a project is maximum at the start or the project and minimum near the end of the project. So it makes good sense to detect problems early and take action when you have room for maneuver. If you think about the 20% point intuitively, youll note that the any estimation errors that are leading to low CPI (i.e. budget overrun) are likely to effect the remaining activities of the project at the same rate, similarly the performance of your resources in execution is unlikely to get any better than what they have proven capable of in the first fifth of the project. Given the importance of early detection, think about conventional project management and how little it can tell you from the fact that you have completed two deliverables and 80% of the third and spent 28 Lac Rupees, Because of this, problems often evade early detection and by the time someone detects the problem its too late in the project to do much about it i.e. in a stage where the project is controlling the project manger instead of vice versa. 3.3.4 Integrating EVM Risk Management In todays uncertain business environment there is understandable pressure to improve the quality of decision-making at all levels in the organization. A number of techniques have been developed to address this concern, in an attempt to introduce some rational framework to the decision-making process. Two of the leading approaches are Earned Value Management (EVM) and Risk Management (RM). These stand out from other decision support techniques because both EVM and RM can and should be applied in an integrated way across the organization. Starting at the project level, both EVM and RM offer powerful insights into factors affecting project performance. Another key similarity between the two techniques lies in the word â€Å"management†. It is possible to conduct â€Å"Earned Value Analysis† and â€Å"Risk Analysis† to expose underlying drivers of performance. But both techniques emphasize the need to move from analysis to management, using the information to support proactive decision-making. Consequently, both EVM and RM encourage those using the techniques to take appropriate management action based on the results, and not to stop at mere analysis. Since both EVM and RM address the same problem space (performance of projects, programs, portfolios and businesses), and both provide management information to provide a basis for decisions and action, there has been considerable interest in the possibility of developing a combined approach to create synergistic benefits. Currently EVM and RM operate as parallel coexisting processes without systematic integration (although good project managers may intuitively link the two in practices). Much of the discussion to date on the relationship between EVM and RM has been rather theoretical, addressing the key principles underlying the two techniques. The objective is to analyze steps that can be implemented to combine EVM and RM in order to gain maximum benefit for projects and the organization. 3.3.4.1 Weakness in EVM and RM The strength of EVM RM has already been described, as their proponents seek to encourage wider update use. Each technique however has atleast one key weakness which presents a significant danger to those relying on the output to support strategic or tactical decision-making. For EVM, one of the main perceived weaknesses is its reliance on a key assumption, that future performance can be predicted based on past performance. Calculated performance measures (CPI, SPI, CV, SV etc) are used to predict forwards and estimate cost at completion or overall duration. Unfortunately there is no guarantee that the basic EVM assumption will be true, and it is likely that the future will deviate from that predicted by simply extrapolating from past performance. The strength of EVM lies in its rigorous examination of what has already occurred on the project, using quantitative metrics to evaluate project past performance. It goes on however to predict future performance by extrapolating from the past. But it is not possible to drive a car by only looking in the rear-view mirror. A forward view is also required, and this Is what RM offers. While project planning looks at the next steps which lie immediately ahead, RM has a horizon further into the future, It acts as forward-looking radar, scanning the uncertain and unclear future to identify potential dangers to be avoided, as well as seeking possible additional benefits to be captured. However this undoubted strength of being resolutely and exclusively future-focused is also one of the key weaknesses in RM. Any thing which occurred in the past is of little or no interest to the risk process, since there is no uncertainty associated with past events. RM starts with todays status quo and looks ahead. How the project reached its current position is not relevant to the risk process, unless one is seeking to learn lessons to assist RM on future projects. As a result RM as commonly implemented often lacks a meaningful context within which to interpret identified risks, since it has no means of capturing past performance and feeding this into the decision-making process. If EVM is weakened by assuming that future performance can be predicted from past performance, and if RM is weakened by looking only forwards with no real awareness of the past, a useful synergy might be obtained if a combined EVM-RM approach were able to address these weaknesses. Combining a rear-view mirror with forward-looking radar would use the strengths of complementary approaches to compensate for the weaknesses inherent in using each alone. Consequently it is possible to produce significant benefits by using RM to provide the forward view required by EVM, and by using EVM to provide the context required for RM. 3.3.4.2 Synergies from a Combined Approach Given the common aims of EVM and RM to examine and expose drivers of project performance in order to focus management attention on achievement of objectives, and given their differing perspectives towards the past and the future, a number of areas of possible synergy exist between the two techniques. The steps required to implement these synergies are [18]: Creating the baseline spend plan Predicting future outcomes Evaluating risk process effectiveness 1. Creating the baseline spend plan The foundation for EVM is the baseline plan of expected spend over time, creating the profile of â€Å"Budgeted Cost of Work Scheduled† (BCWS) or â€Å"Planned Value† (PV) against which project performance is measured. This baseline is derived from a costed and resourced project plan, including fixed and variable costs arising from financial and human resources. The BCWS profile is typically presented as a cumulative curve, or S-curve, as in Figure below. The baseline BCWS exists as the benchmark against which project performance will be measured. However one of the first things a project manager learns is that reality will never precisely match the project plan. As soon as work starts, there are variations in productivity, resource and information availability, delivery dates, material costs, scope etc. This is why a rigorous change control process is vital to successful project management. Although not all changes can be foreseen before the project starts, it is possible to assess the degree of uncertainty in a project plan, in both time and cost dimensions. This is the domain of RM. One of the first contributions that RM can make to EVM is to make explicit the consideration of uncertainty and risk when constructing the baseline BCWS. By undertaking a full risk assessment of the project plan before the project starts, addressing uncertainties in both time and cost, it is possible to evaluate the degree of risk in the baseline project plan. Quantitative risk analysis techniques are particularly useful for this, especially the use of Monte Carlo simulation on integrated models which include both time and cost uncertainty. These risk models take account of variability in planned values, also called â€Å"estimating uncertainty† (for example by replacing planned single-point estimates of duration or cost with three-point estimates or other distribution types), and they should also model the effect of discrete risks to reflect their assessed probability of occurrence and the subsequent impact on project time and/or cost. Both threats and opportunities should be addressed in the risk model, representing the possibility of exceeding or failing to meet the project plan. The results of the risk analysis allow the best case project outcome to be determined, representing the cheapest and. quickest way to reach project completion. Similarly a worst case profile can be produced, with highest cost and longest duration. All other possible outcomes are also calculated, allowing the â€Å"expected outcome† within this range to be identified. These can be shown as a set of three related S-curves, as in Figure below, which take account of both estimating uncertainty (variability in planned events) and discrete risks (both positive opportunities and negative threats). The ellipse at the end of the curves represents all possible calculated projects outcomes (90% confidence limit), with the top-right value showing worst-case (highest cost, longest schedule), the bottom-left giving best-case (cheapest and Quickest), and the centre of gravity of the ellipse being at the expected outcome of project cost and duration. The existence of this set of possible project outcomes raises the question of where the baseline spends profile for EVM should be set. The recommendation from a combined approach to EVM and RM is to use the expected value cumulative profile from a quantitative time-cost risk analysis as the baseline for BCWS. In other words, the central S-curve in Figure 2 would be used as the baseline instead of the S-curve in Figure 1. This ensures that the EVM baseline fully reflects the risk associated with the project plan (including an appropriate amount for contingency which is automatically incorporated in the risk analysis results), rather than measuring performance against the raw â€Å"all-goes-to-plan† plan. 2. Predicting future outcomes Both EVM and RM attempt to predict the future outcome of the project, based on information currently known about the project. For EVM this is achieved using calculated performance indices, with a range of formulae in use for calculating Estimate At Completion (EAC). Most of these formulae start with the Actual Cost of Work Performed to date (ACWP, or Actual Cost AC), and add the remaining budget adjusted to take account of performance to date (usually using the Cost Performance Index CPI, or using a combined Performance Efficiency Factor based on both CPI and SPI). These calculations of the Estimate To Complete (ETC) are used to extrapolate the ACWP plot for the remainder of the project to estimate where the project might finally end (EAC), as shown In Figure 3 below. RM predicts a range of possible futures by analyzing the combined effect of known risks and unknown uncertainty on the remainder of the project. When an integrated time-cost risk model is used, the result is a set of S-curves similar to Figure 2, but covering the uncompleted portion of the project, as In Figure 4. It is also possible to use risk nalysis results to show the effect of specific risks(threats or opportunities) on project performance as measured by earned value. Since the risk analysis includes both estimating uncertainty discrete risks, the model can be used to perform â€Å"what-if† scenario analysis showing the effect of addressing particular risks. 3. Evaluating risk process effectiveness A risk can be defined as â€Å"any uncertainty that, if it occurs, would have a positive or negative effect on achievement of one or more project objectives†. RM aims to address this uncertainty proactively in order to ensure that project objectives are achieved, including completing on time and within budget. As a result, if RM is fully effective, actual project performance should closely match the plan. Since EVM performance indices (CPI, SPI) measure deviation from plan, they can be used to indicate whether the risk process is being effective in addressing uncertainty and controlling its effects on project performance. If CPI and/or SPI are below 1.0 indicating that project performance is falling short of the plan, then one of the most likely underlying causes is that the risk process is failing to keep the project on course. An Ineffective risk process would fail to avoid adverse risks (threats) proactively, and when threats materialize into problems the project incurs delay and/or additional cost. Either the risk process is not identifying the threats, or it is not preventing them from occurring. In this situation, management attention should be directed to the risk process, to review its effectiveness and consider whether additional resources are required, or whether different techniques should be used. Conversely, if CPI and/or SPI are above 1.0 indicating that project performance is ahead of plan, the risk process should be focused on exploiting the opportunities created by this situation. Best-practice RM addresses both threats and opportunities, seeking to minimize threats and maximize opportunities. When EVM indicates that opportunities exist, the risk process should explore options to capture them and create additional benefits for the project. It should also be noted that if CPI and/or SPI far exceed 1.0, this may indicate other problems in the project and may not simply be due to the existence of opportunities. Typically, if actual performance is much greater than expected or planned, this could indicate poor planning or incorrect scoping when setting up the initial baseline plan. If this highly anomalous behavior continues, a baseline re-planning effort should be considered, which of course will involve the need for further risk management. Similarly if CPI and/or SPI are well below 1.0, this may not simply be due to the impact of unmanaged threats, but may indicate problems with the baseline plan or scope. Figure 5 illustrates the relationship between the values of EVM indices (CPI and/or SPI) and RM process effectiveness. The key to using EVM indices as indicators of RM effectiveness is to determine appropriate thresholds where action is required to refocus the risk process. Clearly some variation of EVM indices is to be expected as the project unfolds, and it would not be wise to modify the risk process in response to every small change in CPI /or SPI. However if a trend develops crosses the thresholds of â€Å"common variance†, action should be considered. Figure 6 illustrate this, with the thresholds of â€Å"common variance† for CPI /or SPI set at = 0.9 and =1.25. A further â€Å"warning threshold† is set at 0.75, suggesting that an adverse trend is developing and preparatory steps should be taken. The thresholds of 0.75, 0.9 and 1.25 used in Figure 6 are illustrative only, and organizations may be able to determine more appropriate threshold values by reviewing historical trend data for CPl and SPI, and identifying the limits of â€Å"common variance† for their projects. Plotting the trend of CPI and SPI over time against such thresholds also gives useful information on the type of risk exposure faced by the project at any given point. For example Figure 6 Indicates that the project schedule is under pressure (SPI trend is consistently below 1.0), suggesting that the risk process should focus on addressing sources of time risk. The figure also suggests that cost savings are possible which might create opportunities that can be exploited, and the risk process might be able to maximize these. These recommended action types are illustrated in Figure 7, corresponding to the following four situations: Both CPI and SPI high (top-right quadrant), creating opportunities to be captured Both CPI and SPI low (bottom-left quadrant), requiring aggressive action to address threats High SPI but low CPI (top-left quadrant), requiring focused attention to cost risk, with the possibility of spending additional time to address High CPI but low SPI (bottom-right quadrant), where attention should be paid to addressing schedule risk, and cost trade-offs can be considered Figure 7 also suggests that if either CPI or SPI (or both) remain abnormally high or low, the baseline plan should be re-examined to determine whether the initial scope was correct or whether underlying planning assumptions were unfounded. It is important to note that these action types should be viewed only as 1st options, since other considerations may lead to different actions. For example in projects with high schedule-constraints (e.g. product launch, event management etc), the trade-off between time cost may be prioritized differently than in cost-constrained projects. 3.3.4.3 Discussion Both Earned Value Management (EVM) and Risk Management (RM) seek to improve decision-making by providing a rational framework based on project performance. EVM examines past performance against clearly-defined quantitative metrics, and uses these to predict the future outcome for the project. RM looks ahead to identify and assess uncertainties with the potential to affect project performance either positively or negatively, and develops responses to address each risk proactively. Both techniques share a focus on project performance, and have the same purpose of developing effective actions to correct unwelcome trends in order to maximize the Likelihood of achieving project objectives. One (EVM) does this by looking back at past performance as an indicator of likely future performance. The other (RM) looks ahead at possible influences on future project outcomes. These two approaches are not in conflict or mutually exclusive. Indeed their commonalities imply a powerful synergy, which i s available through combining the complementary strengths of each technique and using insights from one to inform the application of the other (as summarized in Table 5). 1. Creating the baseline spend plan (BCWS/PV) Develop costed WBS to describe scope of work, without hidden contingency Produce fully costed and resourced project schedule Assess estimating uncertainty associated with initial time/cost estimates Perform risk identification, risk assessment and response development Quantify time and cost risk exposure for each risk, taking account of the effect of agreed responses Create integrated time/cost risk model from project schedule, reflecting both estimating uncertainty (via 3-point estimates) Select risk-based profile as baseline spend profile (BCWS/PV); it is most common to use the â€Å"expected values†, although some other confidence level may be selected (say 80%) 2. Predicting future outcomes (EAC) Record project progress and actual cost spent to date (ACWP), and calculate earned value (BCWP) Review initial time/cost estimates for activities not completed, to identify changes, including revised estimating uncertainty Update risk identification, assessment and quantification, to identify new risks and reassess existing risks Update integrated time/cost risk mode! with revised values for estimating uncertainty and discrete risks, taking account of progress to date and agreed risk responses Select risk-based calculation as estimate of final project duration and cost (EAC), using either â€Å"expected values†, or some other confidence level (say 80%) Use risk-based profile as updated expected spend from time-now to project completion 3. Evaluating risk management process effectiveness Determine threshold values for CPI and SPI to trigger corrective action in risk process (or use default values of 0.75, 0.90 and 1.25) Calculate earned value performance indices (CPI and SPI), plot trends and compare with thresholds Consider modifications to risk process if CPI and/or SPI cross thresholds, enhancing the process to tackle opportunities more effectively if CPI and/or SPI are high, or refocusing the process on threat reduction if they are low Take appropriate action either to exploit opportunities (high CPI/SPI), address threats (low CPI/SPI), spend contingency to recover time (high CPI/low SPI), or spend time to reduce cost drivers (high SPI/low CPI) Consider need to review initial baseline, project plan or scope if CPI and/or SPI persistently have unusually high or low value Table-5: Summary of steps to integrate EVM and RM http://support.sas.com/documentation/cdl/en/orpmug/59678/HTML/default/evm_sect3.htm http://www.tech-archive.net/Archive/Project/microsoft.public.project/2007-05/msg00594.html http://www.allpm.com/index.php?name=Newsfile=articlesid=2184 http://www.allpm.com/index.php?name=Newsfile=articlesid=2184theme=Printer http://www.freepatentsonline.com/4424121.html http://www.ustreas.gov/tigta/auditreports/reports/094602fr.html http://www.ustreas.gov/tigta/auditreports/reports/094602fr.html http://www.dcma.mil/communicator/spring_summer04/evm.cfm http://www.parm.com/index.php?option=com_contenttask=viewid=171Itemid=35 http://www.parm.com/index.php?option=com_contenttask=viewid=177Itemid=35 http://www.scribd.com/doc/4614499/Project-Performance-Measurement http://www.baz.com/kjordan/swse625/htm/tp-py.htm http://guidebook.dcma.mil/79/evhelp/what.htm http://www.acq.osd.mil/pm/faqs/evbasics.htm http://commdocs.house.gov/committees/bank/hba57680.000/hba57680_0.HTM http://www.allbusiness.com/management/risk-management/8945762-1.html http://www.parm.com/index.php?option=com_contenttask=viewid=171Itemid=35 http://www.bcs.org/server.php?show=ConWebDoc.5912 http://www.plannerlife.info/2007/07/what-is-earned-value.html http://evm.nasa.gov/tutoriala.html Earned Value Management (EVM) Tutorial http://glossary.tenrox.com/earned-value.htm http://support.sas.com/documentation/cdl/en/orpmug/59678/HTML/default/cpm_sect42.htm http://www.ombudsman.forces.gc.ca/rep-rap/sr-rs/sf-ts/rep-rap-02-eng.asp http://www.freepatentsonline.com/6006060.html http://www.pmi.org/Search/GenieRedirector.aspx?genieID=6685iss=1 http://www.pmi-cpm.org/pages/events/IPM06/Practice_Symposia.html http://edgar.sec.gov/about/oig/audit/337fin.htm http://www.scribd.com/doc/4614499/Project-Performance-Measurement http://www.acq.osd.mil/pm/faqs/evbasics.htm http://www.baz.com/kjordan/swse625/htm/tp-py.htm http://www.parm.com/index.php?option=com_contenttask=viewid=177Itemid=35 http://www.dcma.mil/communicator/spring_summer04/evm.cfm http://guidebook.dcma.mil/79/evhelp/what.htm