Law - INFRINGEMENT Assignment Example | Topics and Well Written Essays - 750 words

Law - INFRINGEMENT - Assignment Example hese reported incidents with the proceeding of court decision is of copying brand name and logo of â€Å"Nutella† and launching its replica â€Å"Nutello†. Although â€Å"Nutella† was a chocolate spread and â€Å"Nutello† was a beverage series of coffee, cocoa and tea, still the court decides the following with special reference to Singapore Business law, The law states that phrase or the name of the replica must have a visual, aural and conceptual compatibility. In this case the name do possesses visual and aural similarity but the concept was a bit different of both the organizations. The court concluded that the products will be regarded alike even when one of these three aspects is missing. This is because a relationship must be established and accessed with the terms under which the â€Å"Nutella† has been made in record and not what it is actually dealing with. Word mark â€Å"Nutella† has been registered for anything that deals with chocolate that relates to chocolate in any physical form (Gallezo, 2013). The judicial panel examined the concept of dilution in detail and concluded that the according to Section 2 (1) (b) of the trade mark act, dilution even if not likelihood to cause bewilderment and uncertainty in the general public, still is regarded as infringement because that make likely to cause it in prospect. The conclusion was yes, as there are drastic changes in the financial response of customer so this cannot be measured and predicted. For this purpose any infringe product if not giving economical loss now, can be damaging for the financial status of the trade mark holder in the near future. For this purpose infringement must be condemned at all stages. A similar incident has been reported in Thailand in which the KFC (renowned fast food chain) has been copied by a small restaurant in which the owner of that eatery uses same logo and color combination as that of KFC but uses the picture of Hitler (the notorious ruler) instead of Colonel Sanders who

Reason of brand image transfer between industries Dissertation

Reason of brand image transfer between industries - Dissertation Example The question which is raised is then based on why corporations decide to transfer brands between industries. The strategic implications and the associations with how this relates to the environment becomes the most important aspect while creating a deeper understanding of what the expected results are within the brand image. The ability to develop more insight into brand image transfer is then able to create questions of how corporations can use this for better results when associating with the external environment. ... ?†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦25 Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..26 Type of Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.27 Ethical Considerations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...30 Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦30 Results†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦31 Discussion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..36 Recommendations for Brand Image Transfer†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦40 Limitations of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.41 Implications for Future Research†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...43 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.45 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..47 Introduction The power of a brand is one which is often recognized as a driving force among businesses that are searching for solutions. The role of the brand becomes even more essential to examine when looking at the transfer between industries and with alternative products and services. The effects which this holds are able to alter both the internal and external environment while creating changes within the industry. Creating effective strategies for brand identity is one which can begin to alter the way in which individuals respond to given situations while creating a different relationship with the strategies that are created with corporations. Examining the

A Rare Case of Ehler-Danlos Syndrome

A Rare Case of Ehler-Danlos Syndrome A RARE CASE OF EHLER-DANLOS SYNDROME WITH LITERATURE REVIEW ABSTRACT The Ehlers-Danlos syndrome comprises of a group of generalized connective tissue disorders which is characterized by fragile skin, skin hyperextensibility, and joint hypermobility. More than 10 types of Ehlers-Danlos syndrome have been identified based on genetic and biochemical studies1. In the majority of patients with molecularly characterized as classic Ehlers-Danlos syndrome (type I and type II), the disease is caused by a mutation leading to a non-functional COL5A1 allele and resulting in haplo-insufficiency of type V collagen2. Most mutations identified so far result in a reduced amount of the type V collagen in the connective tissues available for collagen fibrillogenesis. Inter and intra-familial phenotypic variability is observed, but no specific genotype-phenotype correlations have been observed. No specific treatment protocol for the underlying defect is presently available for Ehlers-Danlos syndrome. However there are a series of preventive guidelines applicable2. Period ontal disorders, increased bleeding tendency, delayed eruption of teeth and joint subluxation are few concerns during dental management of such patients. This case report discussess the features of classic ehler danlos syndrome presented in a 7 year old female patient and reviews the recent literature. Key words: Ehler-Danlose Syndrome, Classic Type. EHLER-DANLOS SYNDROME: A CASE REPORT INTRODUCTION The Classic Ehlers-Danlos syndrome is a heritable connective tissue disorder characterized by skin hyperextensibility, fragile and soft skin, delayed wound healing with formation of atrophic scars, easy bruising, and generalized hypermobility of joint. It comprises Ehlers- Danlos syndrome type I and Ehlers-Danlos syndrome type II, but it is now apparent that these form a continuum of similar clinical findings and differ only in phenotypic severity2. Presented here is a rare case of a 7 year old girl with features of Classical Ehler Danlos Syndrome. CASE REPORT A 7 year old female patient reported with her parents to the department of oral medicine radiology concerned about a decayed tooth in the lower right back jaw region. A thorough review of the family history indicated that she was the first and the only child of her parents who had married consanguineously. On further investigation the parents reported that child had an unremarkable prenatal course of development and birth. She had no significant illnesses or hospitalizations as reported . She had normal course of development . Her medical history did reveal prolonged epistaxis occasionally . Opthalmic assessment was done at the age of 2 years and she was diagnosed with astigmatism for both the eyes. On a re-evaluation a week ago she was also diagnosed with hypermetropia. The patients dental history was, according to her parents, uneventful, although she had never had routine professional care. Tooth eruption and exfoliation had occurred without difficulty. She reported brushing her teeth twice daily. Physical examination revealed a thin white female kid with translucent skin with blue sclera and dark circles around her eyes. There was hyperextensibility of her fingers in both hands and legs, elbows and knees with bilateral shoulder subluxation. Her height was 125 cm and weighed 19.20 kgs., afibrile at the time of presentation. Laboratory examination for the patient revealed normal CBC, platelets, PT, and PTT; however, her bleeding time was found to be greater than 16 mm. Oral examination revealed early mixed dentition with a Class I relationship of her first permanent molars and primary canines. Severe crowding of incisors and she had a posterior crossbite on her right side was present. Dentinal caries was present with respect to lower right deciduous molar. There was generalized gingivitis with fair oral hygiene. A provisional diagnosis of Ehler Danlos syndrome was made based on the clinical finding and the patient was sent to the genetic center at the Indira Gandhi Institute Of Child Health. Upon genetic analysis it was found that she had pathogenic variant of COL51A gene. On basis of the genetic analysis and clinical features a confirmed diagnosis of Ehler Danlos Syndrome was made. The parents were referred to a genetic counselor to explain regarding the condition and the possibility of the condition repeating in the next offspring. The patients’ dental treatment was performed at the pediatric department which was uneventful. The patient is placed under regular recall at the dental hospital and was referred to the clinical pediatrician for subsequent care and review. DISCUSSION The Classic Ehlers-Danlos syndrome (EDS) is a heritable connective tissue disorder which is characterized mainly by hyperextensibility of skin , abnormal wound healing, and joint hypermobility. After the description of typical hyperelastic skin by Van Meekeren and hypermobility of joints , in addition, by Knoop , Ehler first noticed easy bruisability of the skin. Danlos drew attention to peculiar cigarette paper scar multiple pseudotumor formation of the skin3. Prevalence : EDS truely is a rare disease, affecting just one in a million people worldwide. There are many subtle forms of the condition, leading to missed diagnosis or misclassification. Therefore, the incidence rates stated are skewed. The statistics for ED syndrome in India per se has hardly been noted, most of the authors referencing to world wide statistics. Pathophysiology : There are three different mechanisms by which the EDS traits are produced6. The first of these features is a deficiency of the collagen-producing enzymes, such as lysyl-hydroxylase and pro-collagen peptidase. The second is the dominant-negative effect of the mutant collagen ÃŽ ±-chains6. The third is haplo-insufficiency of COL5A1 gene that encodes the proalpha1(V) chain of the type V collagen. The term haplo-insuffiency refers to the presence of a single functional copy of any particular gene within diploid organisms, with the other homologous allele (which is supposed to be a functioning duplicate gene) inactivated12. The diagnosis of EDS, classic type is generally established by clinical examination and family history. The diagnostic criteria were developed by a medical advisory group in a conference held at Ville franche in 19972. The combination of three major diagnostic criteria is highly specific for the presence of the condition2: Skin hyperextensibility: Skin hyperextensibility should be tested at a neutral site (the one not subjected to mechanical forces or scarring), such as volar surface of the forearm. It is measured by pulling up the skin until any resistance is felt. In young children, hyperextensibility of skin is difficult to assess because of abundant subcutaneous fat. Widened atrophic scar formation ( manifestation of tissue fragility). Joint hypermobility: Joint hypermobility depends upon age, gender, family and ethnic backgrounds. Joint hypermobility in classic EDS is generalized, affecting both the large and the small joints and can range in severity from mild to severe2. It is usually noted when a child starts walking6. A positive family history2. The Minor diagnostic criteria were also established, and the presence of one or more of these minor criteria contributes to the diagnosis of classic EDS, though not sufficient to establish the diagnosis2: Smoothness of skin, velvety texture. Molluscoid pseudotumors (fleshy, heaped-up lesions associated with scars formation over pressure points such as the elbows and knees). Subcutaneous spheroids (small, hard cyst-like nodules, freely moveable in the sub-cutis over the bony prominences of the legs and arms, which have an outer calcified layer with a translucent core on the radiograph). Complications of hypermobility of joint(e.g.: sprains, dislocations or subluxations, and pes- planus). Muscle hypotonia with delayed gross motor development. Easy bruisability. Manifestations of tissue hyperextensibility and fragility (e.g.: hiatal hernia, anal prolapse in childhood, and cervical insufficiency). Surgical complications including postoperative hernias2. Differential diagnosis of the other EDS-subtypes: 1. EDS hyper-mobility type (EDS type III) 2. Familial joint hyper-mobility syndrome 3. EDS vascular type (EDS type IV) Differential diagnosis including other heritable connective tissue disorders2 : Marfan- Syndrome Cutis- Laxa Syndromes Loeys-Dietz Syndrome The discussed case presented with smooth velvety skin, skin hyper-extensibility , joint hyper-mobility, with history of easy bruising and epistaxis, muscle hypotonia , features suggestive of a clinical diagnosis of the classical ehler danlos syndrome. Clinical Management: There are not many treatment options available, yet the optimal management of EDS patients through a series of lifestyle modifications is recommended, such as by minimizing skin trauma brought about during trauma or excessive exposure to the sun, as well as a regular exercise regimen in order to strengthen muscles tone , which in turn decreases the risk of joint injury (such as the previously discussed spontaneous dislocation). Patients with the vascular and the ocular forms of EDS should avoid dangerous contact sports, such as martial arts and football etc. There is even anecdotal mention that increase in the intracranial pressure resulting from Valsalva effect can be problematic, especially with the vascular and the ocular forms; patients may be advised to refrain from such activities as playing musical instruments (trumpet, trombone) as well as activities that require constant squatting or bearing down. The limited treatment choices available for EDS patients’ are unsatisfactory, with most care being supportive in nature. Patients requiring surgical interventions should be treated with the utmost of caution due to enhanced problems of bleeding from spontaneous vascular rupture, scar formation, and potential compromises in airway maintenance. Surgical re-excision of the scars and keloids might provide for some cosmetic benefit, although this plastic surgery can also lead to problems as previously noted. CONCLUSION EDS, the classic type is inherited disorder of autosomal-dominant type . It is estimated that approximately 50% of the affected individuals have inherited mutant gene from an affected parent, and about 50% of the affected individuals may have a de novo disease-causing mutation. Although about 50% of the individuals diagnosed with classic EDS have an affected parent, the family history may seem to be negative because of failure to recognize the disorder in family members. Requests for prenatal testing for conditions such as classic EDS that do not affect intellect of the individual or life span are not common. Differences in perspective may exist among various medical professionals and within families regarding the use of prenatal testing2. From an oral physicians perspective its important to be aware of the risks of bruising, bleeding and joint hyper extensibility during various dental procedures being carried out in the patient. Also it is important to make the patient and related aware of the importance of need for optimum maintenance of oral hygiene to avoid the oral disorders patient is more susceptible to.

Claude Monet: Grainstack (Sunset) Essays -- essays papers

Claude Monet: Grainstack (Sunset) Claude Monet's Grainstack (Sunset) is the painting I chose from the Boston Museum of Fine Arts. Monet was an impressionist painter in France, and did most of his work at his home at Giverny. Impressionism got its name from a painting that Monet painted, Impression Sunrise. Impressionist paintings are put into a category based on characteristics such as light that draws attention to objects, rough textures, and visual pleasure that the viewer receives upon looking at the paintings. Impressionist paintings are art for arts sake and focus on leisure and nature. These paintings are generally the most well known and popular paintings because of their attractive appearance. The Grainstack (Sunset) was painted between 1890 and 1891, and is a part of Monet?s first true series paintings. During the time of this series was painted, there was a lot of unrest going on in Europe. Many of the major cities were experiencing industrial growth, and it was causing the people to suffer from a magnitude of social problems. There were high rates of suicide, and anarchist groups. Over the years to follow, 1889 to 1894, there were at least 600 strikes involving 120,000 workers. There were bombings, raids, and wide spread fear across the country. It was during this time period that Monet was going to establish himself as one of the major painters of the country. As the viewer looks at this painting, they are taken into a rural scene. You notice first the grainstack as the major object in the painting. As you move around the painting, there are many striking areas of light. The sunset causes a brilliant display of colors around the scene. The sky is fading in the background as the sun sunsets. There is a small amount of blue still hanging in the sky, and under that a large portion of a yellow hue from the sun setting. As the suns sets further it cause a pink color above the land. The sunset has cause the grainstacks color to darken. You can see that the light left in the scene is on the other side of the stack. There is a shadow cast of the back side, making the stacks top dark brown, and the bottom a dark red. The rural scene in the Grainstack (Sunset), as well as the other grainstacks in his series paintings, all basically share many of the same characteristics. The haystacks are never overwhelmed by light. As in the Grainstac... ...ainting and finding out what is behind it makes the work a lot more interesting. Monet?s grainstacks have not only taught me about him as a painter and why he painted as he did, but also about France and what was going on during this period. His works are a beautiful representation of what life was like, and what Monet was experiencing right in his own backyard. Bibliography Hayes Tucker, Paul. Monet in the 90?s: Series Paintings. Boston Museum of Fine Arts; New Haven: Yale University Press, 1989. Hayes Tucker, Paul. Monet in the Twentieth Century. Boston Museum of Fine Arts; New Haven: Yale University Press, 1998. Frascina, Francis. Modernity and Modernism: French Painting in the Nineteenth Century. New Haven: Yale University Press, 1993. Gerdts, William H. Monet?s Giverny: An Impressionists Colony. New York: Abbeville Press, 1993. Copplestone, Trewin. The History and Techniques of the Great Masters: Monet. New Jersey: Chartwell Books, 1987. Tomkins, Calvin. ?Monet?s Illusion.? Vanity Fair. July 1995, Vol. 58 Issue 7: pg. 96-102. Hurwitz, Laurie S. ?The Well Planned Spontaneity of Claude Monet.? American Artist. March 1996, Vol. 60 Issue 644: pg. 56-64. Claude Monet: Grainstack (Sunset) Essays -- essays papers Claude Monet: Grainstack (Sunset) Claude Monet's Grainstack (Sunset) is the painting I chose from the Boston Museum of Fine Arts. Monet was an impressionist painter in France, and did most of his work at his home at Giverny. Impressionism got its name from a painting that Monet painted, Impression Sunrise. Impressionist paintings are put into a category based on characteristics such as light that draws attention to objects, rough textures, and visual pleasure that the viewer receives upon looking at the paintings. Impressionist paintings are art for arts sake and focus on leisure and nature. These paintings are generally the most well known and popular paintings because of their attractive appearance. The Grainstack (Sunset) was painted between 1890 and 1891, and is a part of Monet?s first true series paintings. During the time of this series was painted, there was a lot of unrest going on in Europe. Many of the major cities were experiencing industrial growth, and it was causing the people to suffer from a magnitude of social problems. There were high rates of suicide, and anarchist groups. Over the years to follow, 1889 to 1894, there were at least 600 strikes involving 120,000 workers. There were bombings, raids, and wide spread fear across the country. It was during this time period that Monet was going to establish himself as one of the major painters of the country. As the viewer looks at this painting, they are taken into a rural scene. You notice first the grainstack as the major object in the painting. As you move around the painting, there are many striking areas of light. The sunset causes a brilliant display of colors around the scene. The sky is fading in the background as the sun sunsets. There is a small amount of blue still hanging in the sky, and under that a large portion of a yellow hue from the sun setting. As the suns sets further it cause a pink color above the land. The sunset has cause the grainstacks color to darken. You can see that the light left in the scene is on the other side of the stack. There is a shadow cast of the back side, making the stacks top dark brown, and the bottom a dark red. The rural scene in the Grainstack (Sunset), as well as the other grainstacks in his series paintings, all basically share many of the same characteristics. The haystacks are never overwhelmed by light. As in the Grainstac... ...ainting and finding out what is behind it makes the work a lot more interesting. Monet?s grainstacks have not only taught me about him as a painter and why he painted as he did, but also about France and what was going on during this period. His works are a beautiful representation of what life was like, and what Monet was experiencing right in his own backyard. Bibliography Hayes Tucker, Paul. Monet in the 90?s: Series Paintings. Boston Museum of Fine Arts; New Haven: Yale University Press, 1989. Hayes Tucker, Paul. Monet in the Twentieth Century. Boston Museum of Fine Arts; New Haven: Yale University Press, 1998. Frascina, Francis. Modernity and Modernism: French Painting in the Nineteenth Century. New Haven: Yale University Press, 1993. Gerdts, William H. Monet?s Giverny: An Impressionists Colony. New York: Abbeville Press, 1993. Copplestone, Trewin. The History and Techniques of the Great Masters: Monet. New Jersey: Chartwell Books, 1987. Tomkins, Calvin. ?Monet?s Illusion.? Vanity Fair. July 1995, Vol. 58 Issue 7: pg. 96-102. Hurwitz, Laurie S. ?The Well Planned Spontaneity of Claude Monet.? American Artist. March 1996, Vol. 60 Issue 644: pg. 56-64.

Pros And Cons Of Agricultural Genetic Modification Environmental Sciences Essay

During the twelvemonth 2001 to 2003, there were four companies named ProdiGene, Monsanto, Hawaii Agriculture Research Center and Garst seed who had planted genetically modified maize and sugar cane on certain locations in Hawaii. These harvests were genetically modified to bring forth workss which would incorporate endocrines, vaccinums or proteins which could be used to handle certain human diseases. These companies had licenses to works genetically modified sugar cane and maize from the United States Department of Agriculture, Animal and Plant Health Inspection Service ( APHIS ) to carry on limited field trials of these genetically engineered pharmaceutical bring forthing works assortments ( GEPPVs ) on Kauai, Maui, Molokai and Oahu in Hawaii. The purpose of these companies was to bring forth genetically modified maize or sugar cane to bring forth experimental vaccinums for the intervention of Human Immunodeficiency Virus ( HIV ) or for bring forthing cancer-fighting agents. The li censes of these companies have expired and they are non seting harvests since so. The instance was filed by Center for nutrient safety, Kahea, Friends of the Earth Inc. , and Pesticide Action Network North America, Plaintiffs against Mike Johanns, Secretary, USDA ; William T. Hawks, Under Secretary of Agriculture for Marketing and Regulatory Programs ; Bobby R. Acord, Deputy Administrator, USDA, Animal and Plant Health Inspection Service and Cindy Smith, Deputy Administrator, USDA, Animal and Plant Health Inspection Service, Biotechnology Regulatory Services Program, Defendants. Plaintiffs claimed that the Defendant had violated National Environmental Policy ( NEPA ) and the Endangered Species Act ( EPA ) [ 1 ] . Key Issue The cardinal issue in the instance is that USDA had illicitly approved field tests to bring forth drugs from genetically modified harvests such as maize and sugar cane. USDA had failed to see the effects to jeopardize species in Hawaii every bit good as the without sing any environmental reappraisal which falls under National Environmental Policy Act ( NEPA ) , Endangered species Act ( ESA ) and Plant Protection Act ( PPA ) [ 1 ] . Endangered Species Act ( ESA ) The Endangered species act was introduced by the Congress in the twelvemonth 1973 in USA. The act was formed because many of the workss and animate beings were on the brink of going nonextant. The chief work of ESA is to protect the endangered species and the ecosystem on which they depend. ESA is administered by the Interior section ‘s U.S. Fish and Wildlife Service ( FWS ) and the Commerce Department ‘s National Marine Fisheries Service ( NMFS ) . FWS is responsible for tellurian and fresh H2O being whereas NMFS is concerned with marine wildlife [ 2 ] . One of the policies of the ESA Act ( 16 U.S.C.1531 ) is to guarantee that â€Å" all the Federal sections and bureaus shall seek to conserve endangered species and threatened species. † The ESA requires the undermentioned â€Å" Each Federal Agency shall bespeak of the Secretary ( of the inside ) information whether any species which is listed or proposed to be listed ( as an endangered species or a threatened sp ecies ) may be present in the country of such proposed action. If the secretary advises, based on the best scientific and commercial information available, that such species possibly present, such bureau shall carry on a biological appraisal for the intent of placing any endangered species or threatened species which is likely to be affected by such action. † ( 16.U.S.C 1536 ( degree Celsius ) ( 1 ) ; 50 C.F.R 402.12 ( degree Celsius ) ) . This means that whenever an bureau which decides to take â€Å" action † which means transporting out any new plan or activity, the peculiar bureau should take a list from either FWS or NMFS to happen out about the endangered species which are present in that peculiar geographic country. Besides, ( 450 F.3D at 457 ) † if FWS determines that listed species may be present in the affected country, the bureau fixing to move must bring forth a ‘biological appraisal ‘ in conformity with the NEPA. If the biological appraisa l concludes that listed species are in fact likely to be adversely affected, the bureau normally must come in ‘formal audience ‘ with FWS. â€Å" [ 1 ] . National Environmental Policy Act The National Environmental Policy Act ( NEPA ) [ 42 U.S.C. 4321 et seq. ] was signed on January 1, 1970. The act states that â€Å" each individual should bask a healthful environment and that each individual has a duty to lend to the saving and sweetening of the environment. † It provides procedures for implementing the end of protecting, maintain and heightening the environment within the federal bureaus. NEPA besides holds all the federal bureaus responsible for their actions on the natural environment. ( 42 U.S.C.4332 ) .NEPA besides establishes the act on Council on Environmental Quality ( CEQ ) which has laid down certain ordinances which requires all bureaus to follow before moving on it ( 42 U.S.C4342 ; 40 C.F.R ) . â€Å" The CEQ ordinances requires bureaus to fix an â€Å" environmental appraisal ( EA ) † and/or an â€Å" environmental impact statement ( EIS ) † before moving, except in limited fortunes. ( 40 C.F.R.1501.3,1501.4 ) . An EIS is a â€Å" elaborate written statement as required by † NEPA, and an EA is â€Å" a concise public papers † that an bureau prepares when make up one's minding whether it needs to fix a more extended EIS. † ( 40 C.F.R.1508.9, 1508.11 ) [ 1 ] . The NEPA procedure evaluates the environmental effects which is undertaken by a federal bureau. There are 3 ways of analysing whether a peculiar project could impact the environment. They are: â€Å" Categorical exclusion finding † – an undertaking possibly excluded from a elaborate environmental analysis as it does non hold a important impact on the environment [ 3 ] . â€Å" Preparation of an environmental assessment/finding of no important impact ( EA/FONSI ) † – the federal bureau writes a study whether a peculiar project would hold any impact on the environment. If that is non the instance, the bureau issues â€Å" a determination of no important impact ( FONSI ) . â€Å" [ 3 ] . â€Å" Preparation of Environmental Impact Statement ( EIS ) † – if the EA finds out that a peculiar project will impact the environment so an EIS is prepared which would give a elaborate rating of the action and the options.After a concluding EIS is prepared and one time the determination is taken, the federal bureau will do the record populace [ 3 ] . Plant Protection Act ( PPA ) The works protection Act ( PPA ) ( 7 U.S.C.7701 et seq ) was formed in the twelvemonth 2000 in order to â€Å" observe, control, eradicate and suppress works plagues and noxious weeds † . The Secretary of Agriculture has the authorization to do official ordinances either to forestall the debut or the spread of works plagues. ( 7 U.S.C.7702 ( 16 ) ,7711 ( a ) ) [ 4 ] . Administrative Procedure Act ( APA ) APA is the jurisprudence under which federal regulative organic structures such as FDA and EPA come under. The regulations and ordinances are created by APA which are necessary to be implemented and major legislative Acts of the Apostless such as the Food Drug and Cosmetic act, Clean Air Act or Occupational Health and Safety Act [ 5 ] . Sequence of Events The complainants had argued that APHIS broke the jurisprudence in publishing the licenses to the four companies – ProdiGene, Monsanto, HARC and Garst Seed to carry on field tests of GEPPVs in assorted locations in Hawaii. It was besides argued that that the consequence of the GE harvests could pollenate with bing nutrient harvests and thereby, can do the taint of the nutrient supply. It was besides argued by complainants that the animate beings which eat this maize would go bearers of experimental pharmaceutical merchandises which can do the spread of the experimental vaccinums, proteins and endocrines. It was put forth that APHIS had to measure the environmental impact of these genetically engineered harvests before the licenses were issued. APHIS nevertheless disagreed with the statements put forth by complainant and said that it had placed rigorous status on the licenses to guarantee that GM harvests ( maize and sugar cane ) would non pollute the environment. It was found i n the administrative records that there were no findings or decisions made specifically sing â€Å" categorical exclusions or exclusions to those exclusion for intent of following with NEPA. † Besides, no records were found bespeaking that APHIS had considered that anything could impact the endangered or threatened species of Hawaii. On December 16,2002, the complainants had submitted a request on GEPPVs to APHIS saying â€Å" Promulgate New GEPPV ordinances, Undertake a Programmatic EIS for GEPPVs, Change bing CBI and FOIA policies and ordinance, Create a publically available field trial misdemeanors database, and establish an immediate moratorium on certain plantings † . On March 10,2003 APHIS had asked for public sentiment on its giving permission for field testing of genetically modified workss to bring forth pharmaceutical merchandises. The response received from people and organisation ( who chiefly opposed the construct of GEPPVs ) and sent it as a missive on Ap ril 17,2003 as a response to the request by complainants. The tribunal asked for a auxiliary briefing to happen out whether APHIS had done anything in reponse to Plaintiffs Petition. The briefing showed that it had ( 1 ) published a notice of purpose ( NOI ) in the federal registry on January 23, 2004 to â€Å" fix an EIS in connexion with possible alterations to the ordinances sing the importing, interstate motion, and environmental release of certain genetically modified being † ; ( 2 ) made a bill of exchange EIS which is presently being reviewed by USDA and other governmental bureaus and ( 3 ) it has put up many cyberspace pages giving information about GEPPVs allowing [ 1 ] . Plaintiffs filed their ailment in November 2003 and their first amended ailment in February,2004. The Biotechnology Industry Organization ( BIO ) – a non-profit-making organisation which represents over 1000 biotechnology companies- filed a impression to step in in April 2004. The Magistrate justice Barry Kurren granted in portion and denied in portion BIO ‘s petition. The suspects had filed several impressions to disregard BIO ‘s intercession which the justice Ezra denied in written orders dated January 26,2005, March 2, 2005 and July 18, 2005. On August 1,2005 the Plaintiffs filed a Second Amended Complaint. The tribunal heard the statements of the Plaintiffs and the Defendants on July,7 2006. In the 2nd amended ailment, the complainants alleged that â€Å" ( 1 ) APHIS violated NEPA and ESA in publishing the licenses to the four companies ( 2 ) APHIS violated NEPA and ESA in implementing its GEPPV plan ( 3 ) APHIS violated the PPA and the APA in neglecting to re act to its request. â€Å" [ 1 ] . After more than two and a half old ages of hearing the statements between the two parties, the gesture sum-up was heard on July 7, 2006. The tribunal foremost examined the Plaintiffs ‘ claims that four licenses were issued to the companies violates ESA. The tribunal granted judgement in favour of the Plaintiffs. Second, the Plaintiffs claims against APHIS that it violated NEPA in publishing the licenses were discussed and the judgement was given in favour of the Plaintiffs. In the 3rd claim which said that APHIS violated NEPA and ESA in developing and implementing this GEPPV plan. Since, neither the Plaintiffs or the Defendants have put forth their statements clearly with regard to their claims. The tribunal had withheld hearing refering to this claim and had asked all the parties involved to organize a 15 page brief which would discourse the redresss which would be disposed for the order. These Jockey shortss were filed on August 17,2006. The antiphonal Jockey shortss were giv en by all the parties by grand 21,2006. The tribunal heard the statement on August 22, 2006. Finally, the tribunal examined Plaintiffs ‘ claims that APHIS acted â€Å" randomly and freakishly † in denying their first request which was given on December 16,2002. To this request the tribunal granted judgement in favour of the Defendants. Based on the hearings, the tribunal â€Å" GRANTS IN PARTS and DENIES IN PART the Plaintiffs ‘ Motion for drumhead judgement and it GRANTS IN PART and DENIES IN PART the Defendants ‘ gesture for drumhead judgement. â€Å" [ 1 ] . Decision The breach occurred because APHIS, USDA did non look into the affects that a genetically modified harvest could hold on the environment. AHIS had violated both the NEPA act and the ESA act. If things had gone incorrectly, transverse pollenation could hold taken topographic point between the GE maize and the non-GE maize which would hold resulted in the taint of nutrient supply. Furthermore, if animate beings which were already endangered or threatened species, would hold fed on the GE harvest they would hold been transporting the experimental pharmaceutical merchandises which could turn out fatal. the lone manner to forestall the breach is to do certain that the federal bureaus like USDA look farther into any new project. They should do certain that the licenses they issue do non impact the environment in any manner. Furthermore, if they are publishing a license in a zone where endangered species exist, the guidelines should be stricter and a eventuality program should be made in ins tance something goes incorrect. In my sentiment, genetically modified harvests should be grown in entire isolation where there is no possibility of any taint of non-genetically modified harvests. GM harvests should non be allowed to be grown in countries where there are endangered or threatened species. Drumhead USDA had given the licenses to four companies – Garst Seed, Monsanto, ProdiGene and Hawaii Agriculture Research Center- to works genetically modified maize and sugar cane on several locations in Hawaii. The companies had genetically engineered maize and sugar cane to bring forth workss which would incorporate endocrines, vaccinums or proteins which could be used to handle human diseases. Center for nutrient safety et Al. filed a request against Animal and Plant Health Inspection Services ( APHIS ) , United States Agriculture Department ( USDA ) that it had illicitly given licenses to these four companies without sing the danger affects of these harvests can hold on the Hawaii ecosystems particularly on the Hawaii ‘s 329 endangered and threatened species. APHIS was charged for go againsting both ESA and NEPA by the Plaintiffs [ 1 ] . Besides, the pharmaceutical merchandises such as endocrines, vaccinums, and malignant neoplastic disease contending agents pose a danger to the human wellness every bit good as the environment. It may let go of unwanted substances into the air, H2O or dirt, taint of non-GE harvests may happen and it can even present menace to the economic support of conventional husbandmans, merely in instance taint of nutrient harvests occur. On July 7,2006 the tribunal heard the statements put Forth by both the parties. Judge Seabright of the Federal tribunal territory for the territory tribunal of Hawaii held that USDA had violated the ESA by non making even a individual probe about the danger the genetically modified harvests could hold done to the 329 endangered species in Hawaii. USDA was besides found guilty of go againsting with NEPA for allowing the licenses without carry oning even a individual environmental reappraisal. Judge Seabright said â€Å" APHIS ‘s arrant neglect for this si mple probe demand [ under the ESA ] , particularly given the extraordinary figure of endangered species and threatened workss and animate beings in Hawaii, constitutes an univocal misdemeanor of a clear congressional authorization. † This instance was the first of all time tribunal opinion on the genetically engineered harvests, which stated that field testing of genetically engineered harvests is hazardous and the bureaus must follow with the bing environmental protection Torahs. The determination by the tribunal had made it clear that USDA has to see the impacts genetically engineered harvests can hold on the endangered species and on the environment [ 6 ] . I recommend that henceforth, any new project which involves the production of fresh harvests, should be done merely after reexamining all the impacts the harvest could hold on the environment or the ecosystem.

Project planning and evaluation Essay

Before anyone is going to do something, there is nothing as sensible as planning. A plan as we know is something thought about and chalked out in advance before the real action takes place and is actually a recipe for success. But then, the word ‘plan’ does not need much of a definition. It has been used so much that it has become quite hackneyed. So, we all know what it means, but how many of us really resort to planning before we start a course of action. I’m not referring to a mental picture that we chart out in our minds that is in one word, vague. I mean a real plan in black and white, that is, put down on a piece of paper. It is so important because once we write down something, it clears up a lot of hazy areas and opens aspects that we probably overlooked. As the saying goes, â€Å"Trying to manage a project without project management is like trying to play a football game without a game plan†. In my M.A. class with our professor, Dr. Cirineo, I have learned so much about the significance of planning a project and of course, evaluation with the help of my classmates who have exerted their efforts in reporting the assigned topics. I have also done my part when I have reported about the Economic Analysis and I have learned so much from this, too. These are my views as I have studied and listened to the reports: II. INPUT: 1. PLANNING, APPRAISAL AND DESIGN (reported by: Ms. Jelly Rose S. Victor) The first phase of the Process of Project Management Cycle taught me that planning should begin with the end in sight. Good project plans begins with good implementation, methodologies and best practices that are consistent,  controlled and deliverables that meet expectations. If advanced preparation has been made, by the end of the meeting, the implementation is defined, the activities surrounding the project plan are established, the administrative procedures are implemented and the project monitoring and control processes are developed. In designing a project, I have learned that it should always be SMART (Specific, Measurable, Attainable, Realistic and Time-bounded) so that it would become valid and easy to realize. Project appraisal is also an important part of this phase because through this, you will be able to ensure that the expectations you have of your team members match the expectations that each individual has for themselves. As part of this process, it is important to schedule regular reviews throughout the year to suit the needs of your team. Thus, we need to appreciate the benefits we can gain from an effective appraisal process to monitor your team’s performance more than make up for the time invested. It will help increase the individual effectiveness of your team members. 2. SELECTION, APPROVAL AND ACTIVATION (reported by: Ms. Lorelyn A. Ignacio) In a project plan, it is good to know and understand that not all of the suggestions made in the plan would be approved and utilized. We still have to decide fully on what part of the plan should be selected, what should not be selected, what to approve and what to disapprove before we activate or execute our project. Why? Because there are things that we have to consider, knowing that not all things are suitable to implement based on the different situations and problems that may arise. The second phase of the Project Management Cycle made me realize that the process strives to increase productivity of the team and quality of deliverable. It enables quality control by measuring performance and comparing the same against what is planned. The simplest stage and perhaps the most complicated in practice is the execution stage which involves the integration of all inputs identified in the planning and design stage to construct the actual end product. On this part, the project manager should monitor the work of the team members on a daily basis. 3. OPERATION, CONTROL AND HANDOVER (reported by: Mrs. Marissa P. Agdong) This could be thought of as the perfecting phase, where analyzing the efficiency and quality of the project cycle from a strategic perspective allows for the optimization of the operational processes. This step-by-step process highlights each feasible step in the project management cycle. By appropriately incorporating each step of the model into the planning stage, managers can effectively forecast the deliverables and avoid losing value through accurately assessing the margins that will be produced in a given strategic initiative. The control cycle is an important part of quality control, and it not only verifies the delivery of good quality but also identifies gaps and failures that need to be addressed. Ultimately, it is a process that continuously evolves within the production process. In this phase, which is the third, I’ve learned four important steps: PLAN, DO, CHECK and ACT. 4. EVALUATION AND REFINEMENT (reported by: Ms. Bernarda T. Cudal) After listening to the reporter, I have realized that in the Process of Project Management Cycle, we should not set aside this very important stage: Evaluation and Refinement. It is a major part of learning, and can provide a wealth of useful information on the outcomes of a project or action, and the dynamics of those who undertook the work. Through the identification of the highlights and lowlights of the project, evaluation draws conclusions which can inform future decision making, and assist to define future projects and policies. Evaluation and Refinement are undertaken for a number of reasons such as to reflect on how you are developing, to see whether you need to improve the way things are being done, to be accountable to those who are funding the project, to review and adjust the methods and techniques used and how effective they are, to determine whether you have met your objectives or not and to provide information for planning future projects. 5. PROJECT IDENTIFICATION: DEFINING AND SPECIFYING THE PROJECT (reported by: Ms. Riza T. De Guzman) As I am writing this reaction paper, I have thought of imagining the different products we have worldwide. Every product has a name, unique and advertised. Why? because owners of those products want to be identified, and recognized. Same with making our own project, it should be born with a need to be identified by several customers who will be willing to provide funds as their needs would be satisfied in return. The key feature of this activity is to recognize that identifying candidate projects is something that an organization should do not just once a year but on a regular basis. To define a project, we must first identify the objectives, scope and sequence, and the resources of the project. The main purpose of specifying the project scope is to ensure a clear understanding of the business problem and the proposed solution. It is must to give a clear understanding about the project and provide a direction. Its intention is to state what is going to be in the project and what is not going to be part of the project out of scope. It must clearly define a project boundary to minimize the expectation gap between the client and the team. 6. SITUATIONAL ANALYSIS (reported by: Ms. Diana T. Rabaca) Before we start implementing and executing our projects or before we build it somewhere, it is very important to analyze the present situation that is being encountered in a certain area. In this way, our project would become successful, just because it becomes an answer to the problems arose in a certain area. For example, there are so many stores that are selling food in that place, but no one sells drinks yet, and customers need it, then you are the one to serve it! Situational Analysis is the first step in formulating a plan. It identifies and prioritizes problem situations affecting the target population or specific segments of the population, providing possible solutions and actions needed to solve a problem. It seeks to answer several questions such as : What is the problem?; Why is there a problem?; Who are affected by the problem?; and What has been done to solve the problem?. The information needed to answer these questions are both quantitative and qualitative such as the outcomes, the resources, the services and the facilities, the acess and utilization of services and facilities and the environment of course. 7. MARKET ANALYSIS (reported by: Ms. Jeanaline A. Ajel) I have learned that the goal of Market Analysis is to determine the attractiveness of a market, both now and in the future. It is part of the industry analysis and this in turn of the global environmental analysis. Through this analysis, the opportunities, strengths, weaknesses and threats of a company can be identified. Market Segmentation is the basis for a differentiated market analysis. Differentiation is important because the saturation of consumption, which exists due to the increasing competition in offered products. Consumers ask for more individual products and services and are better informed about the range of products than before. As a consequence, Market Segmentation is indispensable. To identify and classify the relevant market, a market classification or segmentation has to be done. 8. TECHNICAL ANALYSIS (reported by: Mr. Leonardo Diez, Jr.) Our reporter in technical analysis had explained this report comprehensively by using different concrete examples based on real life situations. Accordingly, Technical Analysis is a method of evaluating securities by analyzing statistics generated by market activity, such as past prices and volume. Technical analysts do not attempt to measure a security’s intrinsic value, but instead use charts and other tools to identify patterns that can suggest future activity. The reporter was fair enough that he decided to discuss both the positive and the negative side of Technical Analysis. These are the strengths: If the objective is to predict the future price, then it makes sense to focus on price movements. Price movements usually precede fundamental developments. By focusing on price action, technicians are automatically focusing on the future. These are the weaknesses: Argument is the fact that technical analysis is open to interpretation. It is in the eye of the beholder. It is subjective and our personal biases can be reflected in the analysis. In conclusion, Technical Analysis in terms of security is somehow, debatable. 9. ENVIRONMENTAL ANALYSIS (reported by: Mr. Danny Cruz) In project planning, it is important to identify the constraints that may affect the natural environment. We should always consider how our projects would affect other people, communities, and the environment like road construction, logging, and tree clearing and building a hydroelectric dam. Remember that Environmental Analysis is often required by law, but the process is intended to be a very useful planning tool to help make good decisions and improve projects. So we should consider this not just because it is a must but because it is systematic, interdisciplinary, and develop practical alternatives to the proposed action. The reporter gave the following recommended practices: Open project information to public scrutiny; Involve all parties affected by the project and learn to communicate. 10. OPERATIONAL ANALYSIS (reported by: Ms. Racquel R. Santos) I have realized that operational analysis is an excellent method of assessing the financial performance of the business, determining whether the cost of production is compatible with performance numbers and strategic goals. It looks closely at financial and resource investments, and determines whether adjustments must be made so that the company’s strategic goals may be met in an efficient, cost effective manner. Thorough operational analysis ought to address a few principal questions in its effort to ascertain if operations are efficiently meeting strategic planning. The first key area to be considered is whether financial and resource investment is delivering planned output to the optimum consumer base. It can also determine if there is any existing need for additional investment and recommend areas where investment could be reallocated or streamlined. Thus, in conducting an Operational Analysis, we have to observe, interview, report and conclude so that a gap analysis can be conducted and adjustments may be made. 11. ADMINISTRATIVE ANALYSIS (reported by: Ms. Joe – Ann C. Magno) Aside from understanding the significance of administrative analysis in project planning, I have also realized that there are differences between the word â€Å"Administration† and â€Å"Management† in its role to project planning and implementation. The difference between the two can be summarized under 2 categories: Functions and Usage. On the basis of functions, Administration is a thinking function because it is a decision – making function while Management is a doing function because it is an executing function. On the basis of usage, however, Administration is applicable to non – business concerns such as club, schools, hospitals and the like, while Management is applicable to business concerns such as profit-making organizations. Administration represents owners of the enterprise who earn return on their capital invested & profits in the form of dividend. Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages). 12. FINANCIAL ANALYSIS (reported by Mr. Joseph P. Mendoza) Is the project cost reasonable? Can it be done? How long will it take to design? How much will each one cost to make? How much will it cost to bring the product to market? These are the questions arise as I listened to the report on Financial Analysis. For investors, to engage in a new investment project, the project has to be financially viable. Invested capital must show the potential to generate an economic return to investors at least equal to that available from other similarly risky investments. For me, I agree with that because I think, no one would engage himself into business without money and interest involved in return. A number of reasons why to conduct a financial analysis are: first, it provides quality information for decision-making, it helps attract equity investments and securing funding from lending institutions and other monetary sources and lastly, it identifies reasons whether to proceed or not to proceed with the project. 13. ECONOMIC ANALYSIS (reported by me: Ms. Analyn M. Cruz) Wow! This is my report! I am so glad that Dr. Cirineo gave me the opportunity to discuss this over the class for it became my favorite subject way back 2005 when I was a senior highschool. It gave me a room to reopen my notes and study the lesson which my favorite teacher used to discuss in our class with excellence, clarity and comprehension. As we all know, Economics is the social science that analyzes the production, distribution, and consumption of goods and services. The term economics comes from the Ancient Greek ÃŽ ¿Ã¡ ¼ °ÃŽ ºÃŽ ¿ÃŽ ½ÃŽ ¿ÃŽ ¼ÃŽ ¯ÃŽ ± (oikonomia, â€Å"management of a household, administration†) from ÃŽ ¿Ã¡ ¼ ¶ÃŽ ºÃŽ ¿Ãâ€š (oikos, â€Å"house†) + ÃŽ ½ÃÅ'ÃŽ ¼ÃŽ ¿Ãâ€š (nomos, â€Å"custom† or â€Å"law†), hence â€Å"rules of the house(hold)† Economic Analysis is a process whereby the strengths and weaknesses of an economy are analyzed. Economic analysis is important in order to understand the exact condition of an economy. – The purpose of the economic feasibility assessment is to determine the positive economic benefits to the organization that the proposed system will provide. Now that we have temporal project plan to answer to: What will be done?, Who will do it?, When will it be done? What are the necessary resources? We still have to answer: How much will it cost? and How will the resource  capital be applied? Why? because Money is important in the enterprise world. Our projects live in this context. Enterprises have a lot of projects, and the cost is an important criteria. ACCORDING TO THE HANDBOOK ON ECONOMIC ANALYSIS OF INVESTMENT OPERATIONS (WB, 1998) – we have to consider the following: What is the objective of the project? What will happen if it implemented, and what if it is not? Is the project the best alternative? Are there any separable components and how good are they separately? Who are the gainers and losers? Is the project financially sustainable? What are the fiscal and environmental impacts? Is the project worthwhile? What is the risk of the project not achieving its objectives? Economic analysis of sector investment programs should include a clear rationale for the expenditure, motivated by a desire to correct market failure or alleviate poverty, otherwise public spending simply crowds out private supply, resulting in few net benefits to the economy. I have ended my report by letting the whole class reflect on the EXCELLENT TIPS given by WARREN BUFFET, a business man. And it goes like this†¦ On Earning: â€Å"Never depend on single income. Make investment to create a second source.† On Spending: â€Å"If you buy things you do not need, soon you will have to sell things you need.† On Savings: â€Å"Do not save what is left after spending, but spend what is left after saving.† On Taking Risk: â€Å"Never test the depth of river with both the feet.† On Investment: â€Å"Do not put all your eggs in one basket.† On Expectations: â€Å"Honesty is very expensive gift. Do not expect it from cheap people.† 14. SOCIAL ANALYSIS (reported by: Ms. Sherilyn P. Navat) I have understood the report through the help of illustrations shown by the presentor. When we say social, it involves to public, the community or the society. Thus, in Social Analysis, we have to consider the social characteristics of an area, including its demographic structure, general quality of life, social services and social justice. The framework for Social Entry Points includes five entry points such as Social Diversity and Gender, Institution, Rules and Behavior, Stakeholders, Participation and Social Risk. Five entry points, one result because team will have a clear  map of the socio-cultural barriers and bridges to project goals, a good sense of the institutional arrangements and resources they will need and a set of indicators which to measure their success in meeting the project’s development objective. Through this, I have realized that BETTER DATA + BETTER ANALYSIS = BETTER PROJECT. 15. POLITICAL ANALYSIS (reported by: Mrs. Ma. Socorro L. Dayao) At first, there was a big question mark and a lot of questions that came in my mind not knowing that there could also be a so – called Political Analysis involved in Project Planning and Evaluation. But later on, after the report has been made, I have now realized that the Political Analysis, which is the last of all the analyses discussed, plays an important role in project planning, designing, implementing, monitoring and evaluation. Political Analysis is a one way to develop strategic approach to external players. It is a process of disaggregating the key players in a community or policy environment, identifying how they influence progress toward your goals, and developing strategies to interact with them to advance your goals. There are seven key elements involved in the political analysis framework: the Actors, Motivations/Interests, Participation, Resources, Strategies, Tactics, Influence and Action Channel. Individuals who have the same interest or motivation might not necessarily be involved or active in a particular issue or project. In addition to their level of interest or motivation, each party’s ability to participate will depend on: their likelihood of success, visibility of the issue, costs of participating, and What opportunities they have to participate. The extent and nature of each actor’s participation will also depend on the resources that favor their objectives/interests. So, we must not be negatively too much affected by them. Let’s take them as â€Å"mixed blessings†. 16. PROJECT APPRAISAL AND PROJECT SELECTION (reported by: Ms. Rodelyn G. Pidoc) Project Appraisal provides a comprehensive and systematic review of all aspects of the project. After the preparation and design, it is being done for the development and successful completion of projects. To determine whether a project proposal is adopted or rejected, there should be appropriateness of project objectives, size, scope, implementation methods, modalities, time scale, and the project technical, financial, economic, institutional, environmental, social and distributional justification of the project. Thus, good appraisal systems should ensure that: project application, appraisal and approval functions are separate, all the necessary information is gathered for appraisal, Race/tribal equality and other equality issues are given proper consideration, those involved in appraisal have appropriate technical expertise and there are realistic allowances for time involved. Appraisal is an important decision making tool. Need, targeting and objectives. Context and connections, Consultation, Option, Inputs, Value for money, Implementation, and Risk Uncertainty are the key issues discussed in appraising one’s project. On the other hand, Project Selection is a process to assess each project idea and select the project with the highest priority. We do it when one has more ideas than the number of projects one can undertake and need to select the project that should be given priority. We do it because oftentimes, one will have a number of suggested projects but not enough resources, money or time to undertake all of the projects. So, if the organization in question has limited experience then it is recommended to concentrate on a small number of projects, ideally one project at a time, until the people in the organization have developed the skills and experience. One should do the easy projects first and, only then, work towards the most difficult and rewarding projects. One should use the easy projects to help answer questions/solve issues for the more difficult projects. Also, one should use the best opportunities to learn. Involving the Project Manager in the Project Selection process will help build ownership in the project and support a successful project in the long run. All the project selection processes and methods emphasized and described along the presentation are absolutely essential for an efficient business planning. It is always best to have a good plan from the inception, with a list of criteria to be considered and goals to be achieved. This will guide one through the entire selection process, and will also ensure that one does makes the right choice. 17. PROJECT IMPLEMENTATION (reported by: Mrs. Kathyrine A. Placido) This is a very awakening topic for all of us. Yes, it is true, and I have realized – that a project, no matter how nice it is planned, if it cannot be implemented, is nothing at all because the highlight of every project and main reason why we planned is this – the implementation. Project Implementation is a process whereby â€Å"project inputs are converted to project outputs†. It may be looked at as: putting into action the activities of the project or putting into practice what was proposed in the project document (i.e. transforming the project proposal into the actual project.). In simplest term, it is the so – called Project Execution. Time taken to implement project activities is one measure of successfulness of supervision or monitoring of project implementation. Supervisor pays particular attention to time control measures, time scheduling and its supervision, time extension and postponement, damages for non-completion and defect or warranty period. Factors affecting project implementation are: Poor scheduling of projects leading to delays in implementation; Misallocation of funds; Delay and sometimes lack of counterpart funding; Lack of accountability and transparency; Bureaucracy in decision-making and Selfishness/ nepotism/ favoritism by some project managers. Thus, to better implement the project, a good project manager should: have working knowledge in several fields, be able to understand general managerial problems, have active interest in training and developing subordinates, and be able to delegate some tasks to subordinates. He should know the project and understand its objectives as well as the systematic process for managing projects. 18. PROJECT MONITORING AND MONITORING TOOLS (reported by: Mr. Rodelio D. Pantaleon) This is an unforgettable report that we have listened to in our class with Dr. Cirineo. Why?, because the reporter used a motivational activity before proceeding to the discussion of his topic. He classified us into 5 groups: The medicines, the nurses, the doctors, the patients, hospital and ambulance for the over-all. The rule of the game is that we have to rise and shout whenever we hear him say our group’s name. So along his story-telling, we did our part actively as he kept on mentioning our group’s name. In that case, he was able to monitor the success of the plan and in the end, was able to recognize the excellent team! As a reward, he gave a prize to the winners! In the discussion process, the project management cycle was again presented: the Plan, Do, Check and Act, together with the Triple Constraint which affects the quality of a product: the Scope, the Time and the Cost. He presented a GANTT CHART as an example of a monitoring tool. Why do we monitor? Simply because we know that things don’t always go according to plan (no matter how much we prepare). We have to detect and react appropriately to deviations and changes to plans. At the execution stage when the actual tasks of the project are in progress, it is vital to monitor information in order to keep track of what is being accomplished. The project manager can facilitate the project by communicating with team members and clients. Through hands-on monitoring, the team leader can make sure that individual participants stay with the original plan for the project and remain focused on predetermined goals. The project manager takes careful notes to follow all aspects of the project and address any problems that come up. Time management monitoring is executed by the project manager to make sure deadlines are being met as the project moves forward. Time sheets are used to monitor the time individual team members spend on tasks within the project. The team leader can identify and resolve any time management issues that arise. Projects can become disorganized and difficult to manage without some sort of monitoring and tracking of the progress. It is important to monitor the progress based on the goals for both timeliness and finished tasks. Budget and quality monitoring are included. If you don’t do it, you won’t know if you have succeeded. Without a well thought out Monitoring and Evaluation Plan project managers will not be able to tell whether the project has achieved its objectives. This significantly undermines the value of the project. and, as perception becomes reality, a project that cannot clearly demonstrate success will always be in danger of being seen as a failure. 19. COMPLETION AND ASSIMILATION (reported by: Ms. Marilyn B. Britanico) This is the phase that requires the highest level of coordination. The purpose of project completion is to assess the project, ensure completion, and derive any lessons. Project completion should be anticipated and planned as early as possible in the project lifecycle even though it is often the last major process of a project’s life. To avoid problems, project managers must plan for this stage of the integrated project cycle in a systematic way, with the goal of smooth and efficient handover of authority, assimilation. III. INSIGHTS: Planning helps us to have a better idea about the course of action that we propose to take. Planning better defines the course of action that we propose to undertake. Planning gives a rough estimate of the time required for a project. Planning gives us a fairly good idea about the expenses involved in the project. Planning helps us to get prepared for emergencies that may arise during the course of the project. A well thought about plan gives us a clear idea about what is to be done every day, every week and every month. Planning helps avoid duplication of labor. If a plan is followed, everyone will have a clear idea about his or her role. IV. IMPLICATIONS: Whatever be the plan, I want to stress the point that a plan should always be time bound. Plans should always be time bound and there we get the relation between time management and planning. In fact, planning is as fundamental to time management as organizing and prioritizing. We should have both short term plans as well as long term strategy plans. To ensure that the time schedule is being adhered to, the project activity time listing can be of great importance. At the same time we should also try to draft out contingency plans to deal with a crisis if it arises. As the project moves along, the plan should be flexible in the sense that it should incorporate any changes that might prove necessary once the project is put into action. View as multi-pages

Hbs_wipro Essay Example

Hbs_wipro Essay Example Hbs_wipro Essay Hbs_wipro Essay He pictured Wipers software products coming off a virtual assembly line with the same quality and efficiency he had witnessed in auto plants employing principles of lean manufacturing. Pop Wiper Technologies had been incredibly successful in selling its software services to companies around the world in all sectors of business. In fact, Technologies provided 76% of the $1. 3 billion in total revenues that its parent, Wiper Limited, earned in 2004. Ball was Vice President of the Manufacturing Solutions vertical within the Enterprise Solutions SUB. His team of software engineers designed systems and applications addressing procurement, vendor development, and production processes for clients around the world in the manufacturing sector. No etc With at least 50 customers in the Manufacturing vertical, Salsas team was continually responding to the individual needs of its clients, and Ball himself was constantly thinking about the most effective way to do this. An engineer by training, Ball had studied the principles of lean manufacturing that had been so well publicized by Toasts automotive plants could be emulated in the knowledgeable business of software development. : A Global Economy Software services was a fast-growing industry in India in 2005, as more and more companies around the world were choosing to buy customized software systems rather than build them themselves. The opening of Indians economy in the sass had allowed companies in the US and Europe, as well as Japan, to discontinue activities in-house that were not cost-effective nor considered part of an organizations core competency, and import them from elsewhere. Hundreds of thousands of qualified software engineers in India and other developing nations were carrying out software bobs at lower cost than in the clients home country. This phenomenon brought a swell of new business to Wiper in the new millennium. The export of software and IT services had brought close to $17 Professor David M. Upton and Research Associate Virginia A. Fuller prepared this case. HOBS cases are developed solely as the basis for class discussion. Certain details have been disguised. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright 2005 President and Fellows of Harvard College. To order copies or quest permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to Hobs. Harvard. Dude. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means?electronic, mechanical, photocopying, recording, or otherwise?without the permission of Harvard Business School. Copying or posting is an infringement of copyright. [emailprotected] Harvard. Du or 617-783-7860. 606-021 billion in revenues to India in 2004, and had ushered the words outsourcing and offspring into the global business lexicon. Outsourcing To outsource work meant that a company would buy work that was previously done in-house (I. E. Within the company itself). The outsourced work could be done either offshore or elsewhere within the customers home country. Offspring Offspring meant moving work from the companys home country to another country. However, it did no t necessarily involve a third-party. Often, a satellite branch of a company was set up in another country, and the offshore work was done there. Such work was not considered outsourced, because it was still performed under the umbrella of the parent company. Offshore satellites of a single company were called captive centers, or Just captives. Since Wiper Technologies work focused on non- Indian companies based outside of India, its customers were both outsourcing and offspring the work given to Wiper. Wipers Work Back in 2003, NSA Ball and his team in the Manufacturing Vertical took note of the current state of Wipers role in global business. Enterprises had grown rapidly across the globe through mergers and acquisitions, and markets grew more global as barriers disintegrated in many developing countries. At that time, most of Wipers outsourcing work came in two forms: dedicated offshore development centers on its Bangor campus, and in the fulfillment of customers large, enterprise-wide IT projects. Odds Offshore development centers were created for customer-companies who outsourced entire business divisions to Wiper. The DOC was essentially a remote office of the client, though operated by Wiper employees. The initial objective of customers who set up Odds with Wiper was to leverage the lower costs in India. The projects undertaken in Odds varied in size, nature, and technology. Wiper operated about 50 Odds, staffed with anywhere from 50 to 1700 people in each. Large projects Large projects were also outsourced to Wiper for lower cost, but increasingly to leverage the skills of Wipers engineers and other resources that had developed as a result of dealing with similar-scale projects with other customers. One problem facing large multi-national corporations (Mans) was the integration of systems across their various geographic units. Because of their fragmentation, they were not well equipped to handle enterprise-wide system development or changes, so such large rejects, usually for integrating alien systems. Another technological problem for large corporations was procuring and providing middleware between legacy and the new packaged systems they had installed. In general, Wipers large global clients had several business units dispersed around the world, each with projects outsourced haphazardly, some to Wiper, others to local IT services companies, and some to their own internal IT departments. Within that company, the outsourced projects were addressed as follows: each business unit determined the projects it needed to outsource, and selected vendors independently. Solutions were then architect disparately, creating dissonance between units of the company. Usually, only large-scale projects went to a company like Wiper, for it was only those projects that could Justify the overhead cost associated with setting up an offshore engagement, at least from the point of view of the local managers. 1 See statistic: Mascot. Org/newswire/issue [Research. SP 2 The Problem of Small Projects Traditionally, in manufacturing, global companies tended to outsource very large software projects, but keep the many smaller projects those with budgets under $100,000 within their regional IT units. This meant that small projects were handled in one of two ways: kept in-house and completed by regional IT teams, or outsourced locally. When a project was kept in-house, it ran the risk of waiting in a long queue in the internal IT department, because of limited internal capacity and the inevitable backlog. When projects were outsourced to multiple service providers, the customer ended up with a myriad of different technical solutions across the globe. Large corporations with global footprints typically had vendor procurement processes at the local business unit level, and f similar projects did not look the same. More often than not, Wiper saw completely different architectures and completely different platforms created within one company for precisely the same business function. Even though many of these small projects were similar in nature, they were completed in uniform ways because local companies did not feel they could justify sending them to one large vendor such as Wiper. The costs of setting up an outsourcing contract were high, for there were many specifications to be outlined and agreed upon by both parties before the work could begin. The initial steps of evolving such a contract included specifying quality levels, product requirements, and delivery times. (See Exhibit 1). When software solutions were designed ad hoc, and were non-uniform across the company, upgrades and subsequent integration became difficult. This led to a integrated company-wide IT strategy and loss of control of regional IT functions. With such fragmentation, the company was unable to take full advantage of its scale because its systems each required individual maintenance and specialized skills. Having Wiper handle such projects could, Ball believed, lift the client out of the has of diffusion, the chaos of local decision-making, all of which had contributed to a global sub-optimal. If Wiper could streamline the initial steps of engagement, it would be simpler and more cost-effective for customers to hand off small projects, and a whole new stream of business would flow in. Wipers Challenge Although lower cost was the initial reason large companies chose to import services from offshore, Ball was convinced that labor cost arbitrage alone was not enough to keep his business booming, especially since Wiper faced major competitors in its own backyard, among them, Data Consultancy and Inflows Technologies Limited. He wanted Wiper Technologies to be the worlds top source for software services because of the quality of its product, not simply because it was a lowermost alternative. To be competitive in an industry which was itself growing explosively, Wiper had to differentiate itself based on the quality and delivery of its software products, not the price of its labor. New Opportunity Ball wanted to improve Wipers execution of small-sized projects such that the departments. By establishing blanket contracts with large clients, they could take in a stream of small projects but not have to go through the overhead of setting up a new entrant every time. Also, the development process could become much more efficient if Wiper reused some of the components that they developed for other projects, rather than re-creating them with each new project. 3 Rules of Engagement Traditional Model Typically, a Service Level Agreement (SAL) was created based on performance measures and process models agreed upon between Wiper and its client before work on a project began. Performance measures were quantified by work-in-progress and field defects (rejection index), estimated time to complete the project (gauged by not- n-time index), customer satisfaction (rated on scale of 1-5), effort overrun (overage and underage), and production support (response time, resolution time). The SAL also specified the process model to be used. There were various life cycle models that each project could follow, and this depended on the type of project. Development projects, maintenance projects, system conversion projects, and package implementations each had process models specific to the nature of the work. Factory Model Ball realized that companies were reinventing the wheel every time they sent their mall projects to a m ©Lange of disparate local outsourcers, or completed the projects consolidate the initial steps of engagement and offer a more streamlined process for completion of small-scale projects to its large customers, those customers would benefit from greater strategic control. All projects under $KICK, for example, would automatically be diverted to Wiper. This would ensure uniformity across geographic units of a NC and reduce the amount of individual maintenance the company would have to do on its systems. Ball piloted this design under the name Factory Model, in which the parallel recesses of the traditional model were combined into a single stream. Each incoming project was then assigned to a process rather then creating processes around the requirements of individual projects. (See Exhibit 2). Four fundamental processes demand management, centralized engineering and architecture, core factory processes, and infrastructure consolidation served each of the individual projects requiring similar technical or functional solutions. Demand Management This phase consisted of consolidating demand for solutions across geographic regions and business units of large global customers. Wiper employed a central team to manage customer requirements and form a common, transparent demand repository within its Manufacturing vertical. Thus all work of a similar nature and of similar functional areas was funneled into this common demand management function. This led to improved pipeline management, which standardized the bid process, and reduced bid process cycle time by 10-15%. This essentially automated the demand management process. The procurement function changed in that duplication was eliminated across geographies. A web page allowed customers to log requirements for their specific rejects, and this information was stored in the demand repository as well. The entire procurement cycle was cut down by making sure assembling demand and allocating it to functional areas, then moving the requirements to the virtual factory. This was the first area of improved efficiency under the Factory Model. Centralized Architecture and Engineering Services Ball established a core architecture group that identified best processes, improvements, and innovations, and used this information to create templates for possible projects. The use of these templates enforced standards throughout the 4 roof, making it easier to train employees and assign qualified people to any project in the pipeline. This also enabled reuse of components. The centralized architecture and engineering services group endeavored to standardize the finished architecture across various business units and geographies as long as they were in the same functional area. Core Factory Processes This step incorporated specialization of tasks, knowledge reuse, and code-reuse using standards into the design, build, test, and deploy steps that actually brought projects to fruition. Within the Core Factory Processes tag were the PAPAS/PM (Product Process Quality Assurance/ProJect Management Office) features that drew upon elements of the Toyota Production System. Here projects underwent planning and control, metrics analysis, benchmarking, issue resolution, status reporting, and resource forecasting to ensure quality across the different units. Productivity improvements were driven by the use of component libraries, global test beds, and a knowledge management network. Choosing Projects Infrastructure Consolidation This step comprised the standardization of development, testing, and deployment platforms. Common platforms promoted common hardware infrastructure. Software licenses were reused where possible, and infrastructure support teams were optimized. Through a centralized capacity planning model as well as cost allocation mechanisms, this step reduced Wipers operating expenditures by about 15-20%. The Factory Model was best suited for global enterprises that sought to achieve business units. By 2004, Wiper was piloting lean processes in the Factory Model for software development for two large clients. These customers fit the profile of being global, with multiple business units spread across different geographical locations. Furthermore, the projects these customers wanted were small and not interdependent, with a low degree of variability; they were conducive to the Factory Model. Indeed, large global companies were more likely to have repeatable Jobs in their work streams projects that may be small or relatively simple in nature but large in volume. Project requirements coming in from dispersed business units often shared common components, even if they addressed different business issues. Automobile production was analogous in that individual cars on a production line shared a similar design and basic components, but also had features that made each unique. Each of the cars had four wheels, an engine, and a steering wheel, but each also had unique features like sunroof or no sunroof, automatic or standard transmission, heated seats or no heated seats, etcetera. The cars could still move down the assembly line as such, having both common components and unique features. If they were too different, there would be no point in having an assembly line; they would all be custom-made. Ball envisioned a similar scenario with software, and believed that the common components shared by many software products would allow software to be produced a factory-like style. For example, an order management system in Asia was similar to an order management system in the US, in that they both shared common functionality. Like the sunroofs or heated seats, additional features could be added or removed from the basic model according to customer specifications. Once Wiper had built the basic platform, it could very quickly turn around requests for a customized variation on that. 5 Lean Principles ongoing improvement within Wipers software development life cycle as a result of the application of lean manufacturing principles. Lean principles had already improved quality and productivity in many industries, most notably the auto industry with the Toyota Production System. In its own application of lean principles, Wiper outlined the following tenets: 1) Continuous Improvement Go see for yourself to understand thoroughly (genetic sunburst) Make decisions slowly by consensus, thoroughly considering all options, implement rapidly Continuous organizational learning through kamikaze 2) Approach to People: Respect, Challenge, and Grow Grow leaders who live the philosophy Respect, develop, and challenge your people and teams Respect, challenge, and help your suppliers

Free Essays on Wolfgang Kohler

Gestalt Psychology Today By Wolfgang KÃ ¶hler In this piece Kohler talks about certain schools of psychology (Especially Behaviorism) and other sciences, while talking about the new theories in Gestalt psychology. He begins by talking about the history of Gestalt psychology and mentions how some of the history is generally unknown. He points out how Gestalt psychologists have established certain qualities of the components of sensations. He does this as a precursor to the view that perceptual situations do not solely have independent components. He then begins to describe how interactions are taking place all around us and it is not that important to simply find each independent part of what we perceive, but rather view events as a whole. Kohler mentions many names that have contributed to these theories that are being discussed now. He proposes that the way psychologists have looked at perception and sensation is a bore. The way it should be looked at is that human life is dynamic and we need to look at the bigger picture. Kohler then mentions the American Gestalt psychologists and their interest in physics and how their work helped change the view on some natural sciences. He then goes on about how that should be used as a guiding tool to explore newer theories. A long drawn-out discussion goes on about how we should not be focused only on discoveries of the past, but rather, focus on potential innovative discoveries. In the next part of the essay Kohler talks about the use of the term insight when referring to how a person makes a decision. He uses very helpful examples and illustrations of what he is trying to explain. I found that section to be the most thought provoking of the entire essay. Kohler then begins to discuss current trends in psychology and why he does not approve of them. In specific Kohler does not approve of the use of extreme caution simply because it has become negativism. This, he be... Free Essays on Wolfgang Kohler Free Essays on Wolfgang Kohler Gestalt Psychology Today By Wolfgang KÃ ¶hler In this piece Kohler talks about certain schools of psychology (Especially Behaviorism) and other sciences, while talking about the new theories in Gestalt psychology. He begins by talking about the history of Gestalt psychology and mentions how some of the history is generally unknown. He points out how Gestalt psychologists have established certain qualities of the components of sensations. He does this as a precursor to the view that perceptual situations do not solely have independent components. He then begins to describe how interactions are taking place all around us and it is not that important to simply find each independent part of what we perceive, but rather view events as a whole. Kohler mentions many names that have contributed to these theories that are being discussed now. He proposes that the way psychologists have looked at perception and sensation is a bore. The way it should be looked at is that human life is dynamic and we need to look at the bigger picture. Kohler then mentions the American Gestalt psychologists and their interest in physics and how their work helped change the view on some natural sciences. He then goes on about how that should be used as a guiding tool to explore newer theories. A long drawn-out discussion goes on about how we should not be focused only on discoveries of the past, but rather, focus on potential innovative discoveries. In the next part of the essay Kohler talks about the use of the term insight when referring to how a person makes a decision. He uses very helpful examples and illustrations of what he is trying to explain. I found that section to be the most thought provoking of the entire essay. Kohler then begins to discuss current trends in psychology and why he does not approve of them. In specific Kohler does not approve of the use of extreme caution simply because it has become negativism. This, he be...

Malleus Maleficarum, the Medieval Witch Hunter Book

Malleus Maleficarum, the Medieval Witch Hunter Book The Malleus Maleficarum, a Latin book written in 1486 and 1487, is also known as The Hammer of Witches. This is a translation of the title. Authorship of the book is credited to two German Dominican monks, Heinrich Kramer and Jacob Sprenger. The two were also theology professors. Sprengers role in writing the book is now thought by some scholars to have been largely symbolic rather than active. The Malleus Maleficarum was not the only document about witchcraft written in the medieval period, but it was the best-known of the time. Because it came so soon after Gutenbergs printing revolution, it was more widely distributed than previous hand-copied manuals. The Malleus Maleficarum came at a peak point in European witchcraft accusations and executions. It was a foundation for treating witchcraft not as a superstition, but as a dangerous and heretical practice of associating with the Devil - and therefore, a great danger to society and to the church. The Witches Hammer During the 9th through 13th centuries, the church had established and enforced penalties for witchcraft. Originally, these were based on the churchs assertion that witchcraft was a superstition. Thus, belief in witchcraft was not in accord with the churchs theology. This associated witchcraft with heresy. The Roman Inquisition was established in the 13th century to find and punish heretics, seen as undermining the churchs official theology and therefore a threat to the very foundations of the church. At about that same time, secular law became involved in prosecutions for witchcraft. The Inquisition helped to codify both church and secular laws on the subject and began to determine which authority, secular or church, had responsibility for which offenses. Prosecutions for witchcraft, or Maleficarum, were prosecuted primarily under secular laws in Germany and France in the 13th century, and in Italy in the 14th. Papal Support In about 1481, Pope Innocent VIII heard from the two German monks. The communication described cases of witchcraft theyd encountered and complained that church authorities were not sufficiently cooperative with their investigations. Several popes before Innocent VIII, notably John XXII and Eugenius IV, had written or taken action on witches. Those popes were concerned with heresies and other beliefs and activities contrary to church teachings that were thought to undermine those teachings. After Innocent VIII received the communication from the German monks, he issued a papal bull in 1484 that gave full authority to the two inquisitors, threatening with excommunication or other sanctions any who molested or hindered in any manner their work. This bull, called Summus desiderantes affectibus (desiring with supreme ardor) from its opening words, put the pursuit of witches clearly in the neighborhood of pursuing heresy and promoting the Catholic faith. This threw the weight of the whole church behind the witch hunts. It also strongly argued that witchcraft was heresy not because it was a superstition, but because it represented a different kind of heresy. Those practicing witchcraft, the book argued, made agreements with the Devil and cast harmful spells. New Handbook for Witch Hunters Three years after the papal bull was issued, the two inquisitors, Kramer and possibly Sprenger, produced a new handbook for inquisitors on the subject of witches. Their title was Malleus Maleficarum. The word Maleficarum means harmful magic, or witchcraft, and this manual was to be used to hammer out such practices. The Malleus Maleficarum documented beliefs about witches and then enumerated ways to identify witches, convict them of the charge of witchcraft, and execute them for the crime. The book was divided into three sections. The first was to answer skeptics who thought that witchcraft was just a superstition, a view shared by some previous popes. This part of the book attempted to prove that the practice of witchcraft was real and that those practicing witchcraft really did make agreements with the Devil and cause harm to others. Beyond that, the section asserts that not believing in witchcraft is itself heresy. The second section sought to prove that real harm was caused by Maleficarum. The third section was a manual for the procedures to investigate, arrest, and punish witches. Women and Midwives The manual charges that witchcraft was mostly found among women. The manual bases this on  the idea that both good and evil in women tend to be extreme. After providing many stories of womens vanity, tendency toward lying, and weak intellect, the inquisitors also allege that a womans lust is at the basis of all witchcraft, thus making witch accusations also sexual accusations. Midwives are especially singled out as wicked for their supposed ability to prevent conception or terminate a pregnancy by deliberate miscarriage. They also claim midwives tend to eat infants, or, with live births, offer children to devils. The manual asserts that witches make a formal pact with the Devil, and copulate with incubi, a form of devils who have the appearance of life through aerial bodies. It also asserts that witches can possess another persons body. Another assertion is that witches and devils can make male sexual organs disappear. Many of their sources of evidence for the weakness or wickedness of wives are, with unintentional irony, pagan writers like Socrates, Cicero, and Homer. They also drew heavily on writings of Jerome, Augustine, and Thomas of Aquinas. Procedures for Trials and Executions The third part of the book deals with the goal of exterminating witches through trial and execution. The detailed guidance given was designed to separate false accusations from truthful ones, always assuming that witchcraft and harmful magic really existed, rather than being a superstition. It also assumed that such witchcraft did real harm to individuals and undermined the church as a kind of heresy. One concern was about witnesses. Who could be witnesses in a witchcraft case? Among those who could not be witnesses were quarrelsome women, presumably to avoid charges from those known to pick fights with neighbors and family. Should the accused be informed of who had testified against them? The answer was no if there was a danger to the witnesses, but that the identity of witnesses should be known to the prosecuting lawyers and the judges. Was the accused to have an advocate? An advocate could be appointed for the accused, though witness names could be withheld from the advocate. It was the judge, not the accused, who selected the advocate. The advocate was charged with being both truthful and logical. Examinations and Signs Detailed directions were given for examinations. One aspect was a physical examination, looking for any instrument of witchcraft, which included marks on the body. It was assumed most of the accused would be women, for the reasons given in the first section. The women were to be stripped in their cells by other women, and examined for any instrument of witchcraft. Hair was to be shaved from their bodies so that devils marks could be seen more easily. How much hair was shaved varied. These instruments could include both physical objects concealed, and also bodily marks. Beyond such instruments, there were other signs by which, the manual claimed, a witch could be identified. For example, being unable to weep under torture or when before a judge was a sign of being a witch. There were references to the inability to drown or burn a witch who still had any objects of witchcraft concealed or who were under the protection of other witches. Thus, tests were justified to see if a woman could be drowned or burned. If she could be drowned or burned, she might be innocent. If she could not be, she was probably guilty. If she did drown or was successfully burned, while that might be a sign of her innocence, she was not alive to enjoy the exoneration. Confessing Witchcraft Confessions were central to the process of investigating and trying suspected witches, and made a difference in the outcome for the accused. A witch could only be executed by the church authorities if she herself confessed, but she could be questioned and even tortured with the aim of getting a confession. A witch who confessed quickly was said to have been abandoned by the Devil, and those who kept a stubborn silence had the Devils protection. They were said to be more tightly bound to the Devil. Torture was seen as, essentially, an exorcism. It was to be frequent and often, to proceed from gentle to harsh. If the accused witch confessed under torture, however, she must also confess later while not being tortured for the confession to be valid. If the accused continued to deny being a witch, even with torture, the church could not execute her. However, they could turn her over after a year or so to secular authorities - who often had no such limitations. After confessing, if the accused then also renounced all heresy, the church could permit the penitent heretic to avoid a death sentence. Implicating Others The prosecutors had permission to promise an unconfessed witch her life if she provided evidence of other witches. This would produce more cases to investigate. Those she implicated would then be subject to investigation and trial, on the assumption that the evidence against them might have been a lie. But the prosecutor, in giving such a promise of her life, explicitly did not have to tell her the whole truth: that she could not be executed without a confession. The prosecution also did not have to tell her that she could be imprisoned for life on bread and water after implicating others, even if she did not confess - or that secular law, in some locales, could still execute her. Other Advice and Guidance The manual included specific advice to judges on how to protect themselves from the spells of witches, under the obvious assumption that they would worry about becoming targets if they prosecuted witches. Specific language was given to be used by the judges in a trial. To ensure that others cooperated in investigations and prosecutions, penalties and remedies were listed for those who directly or indirectly obstructed an investigation. These penalties for the uncooperative included excommunication. If the lack of cooperation was persistent, those who obstructed an investigation faced condemnation as heretics themselves. If those obstructing the witch hunts did not repent, they could be turned over to secular courts for punishment. After Publication There had been such handbooks before, but none with the scope or with such papal backing as this one. While the supporting papal bull was limited to southern Germany and Switzerland, in 1501 Pope Alexander VI issued a new papal bull. The cum acceperimus authorized an inquisitor in Lombardy to pursue witches, broadening the authority of witch hunters. The manual was used by both Catholics and Protestants. Although widely consulted, it was never given the official imprimatur of the Catholic church. Although publication was aided by Gutenbergs invention of movable type, the manual itself was not in continuous publication. When witchcraft prosecutions increased in some areas, the wider publication of the Malleus Maleficarum followed.