Five Phases of the Project Lifecycle Essay

Abstract The project lifecycle describes the tasks that must be completed to produce a product or service (NYS Project Management Guidebook, 2003). The Project Lifecycle has been divided into five phases. The first phase of the Project Lifecycle is the Define Phase in which the project concept is evaluated, selected and defined as the solution to a specific need or set of needs. In the second Plan phase, the concept is developed into a practical plan for implementation. The Launch phase of project lifecycle constitutes the third phase. This is a phase in which management activities are carried out to establish clear terms of reference and a clear management structure. The Manage phase of project lifecycle is the penultimate phase in which the implementation plan is executed. The final phase is termed the Close phase in which the project is completed and documented. The deliverables are then handed over to the care and control of the owner. The Five Phases Each phase of the project lifecycle is associated with a number of activities. The number of activities in a project depends on the class of the project and also on the judgment of the project manager. The different activities associated with each phase of the project lifecycle are described below: Define Phase The Define or Initiation Phase is the first phase in the Project Life Cycle and essentially involves starting up the project. A project is initiated by defining its purpose and scope, the justification for initiating it and the solution to be implemented. (MPMM, 2007) Project Request Approval: Approval of the project request formalizes and institutionalizes the project. This activity ensures that only projects that deserve the kind of investment that is envisaged are selected for implementation and executed. It helps in managing the workload of individual departments. In the ideal situation, anyone can make a project request on a prescribed project request form signed by the operating unit head. The project approver evaluates the report on the basis of pre-specified criteria. The output of this activity is in the form of either an approved or a denied project. If the project is approved, a project manager is assigned. Project Overview Statement: The Project Overview Statement (POS) provides the essence of the project. It is a short document that establishes the purpose of the project and its relevance to the organization in terms of the business value that it will provide. The Project Overview Statement identifies the problem which the project addresses and determines the goals and objectives of the project. The effort that would be required in completing the project is estimated, and the assumptions, risks and obstacles are identified. The primary objective of the POS is top impress the importance of the project upon the senior management and to secure its support for the project. Once the management is convinced, the project manager gains the authority to use organizational resources for the project. During the course of the project lifecycle, the POS becomes the point of reference for the project. Business Case: This activity helps to build a case for the project by justifying it as a business need. All the costs and benefits of the project are weighed before taking the decision to investment in the project. Dependencies, fund requirements and risks are identified. A cost-benefit analysis is undertaken. Project Governance: In this activity the roles and the activities of the different team members and stakeholders are identified and fixed. The decision making hierarchy and structure of the project are defined. Escalation procedures are also drawn up. Management Approval for next phase: This activity concentrates on acquiring the approval of the management to move to the next planning phase of the project. Each phase of the project lifecycle constitutes of a transition activity to move into the next phase. In this activity, the senior management analyzes status report and feedbacks from customers. The senior management together with the project manager then takes a decision whether the project should move into the next phase or not. This activity ensures that projects that are found unworthy or not feasible are rejected early in the lifecycle. Plan Phase The focal point of this phase is developing the project scope into a stable project plan, which will be later used to guide the project through the project life cycle and fulfill the business requirements (Hinds IT Management). Start-off meeting: This is the kick-off meeting in which the project manager sets guidelines for project execution, reviews the Project Overview Statement and lays down the expectations from the project team. Timelines, approach, assumptions and constraints are discussed in this meeting. There is a conscious effort to dispel any doubts that team members may harbor. The minutes of this meeting is documented. Project Approach: The objective of this activity is to define a solution for the project and to identify the method to deliver the solution. An implementation approach to meet the project goals is developed. Policies and standards are laid down. This activity also validates the planning activities required. Various methods in which the project objectives can be achieved are evaluated and the best adopted. Components from other projects that can be applied in the project under consideration are identified. A rationale is provided for the adoption of the particular project approach. The project approach is documented. Quality Strategy: The quality strategy to be adopted for the project is determined. The project manager and his team decide which Quality Assurance and Quality Control activities will be carried out during the course of the project lifecycle. A list of Quality Assurance and Quality Control activities is developed. Work Breakdown Structure: The project is broken down and decomposed into smaller components of activity units, sub tasks and work packages. This enables the manager to estimate the duration of the project more objectively, determine the resources that would be required and also work out a schedule for project execution. It provides the management with enhanced control. A work break down structure evolves out of this activity. This activity is an element of the work plan. Time and Cost Estimate: The time and cost for each task is estimated depending upon the resources available and capability. The time and cost estimate that is drawn up becomes an input for the work plan. Schedule Development: This activity documents the various tasks that need to be executed during the course of the project lifecycle and then assigns responsibilities and establishes timelines for the tasks. Dependencies between various tasks are highlighted. Resources are assigned to the tasks, quality reviews and testing are planned. This activity ensures that the project is completed on time and that the business aspect of the overview statement is addressed. Once the overall schedule is available, the project manager is responsible for monitoring the progress closely. The deliverable of this activity is the work plan. Risk Management Strategy Plan: This activity develops a complete plan for handling risks pertaining to the project. It defines how risks will be identified, who will do so and at what frequency risks will be identified. It adopts a risk monitoring toll, sets the risk escalation matrix and defines how to handle issues with high risk probability. The roles and responsibilities for the risk management process are accorded. Communications Management Plan: This plan is developed to ensure flow of required information to all team members. Access methodologies are worked out, information is categorized according to target groups and overall communication systems defined. Issue Management Plan: An issue management process is defined in this activity. The objective of the activity is to ensure that issues are identified, evaluated and assigned for resolution. An issue log is documented and tracked. Quality Assurance Plan: This plan is implemented to validate that the major activities and processes are completed with an acceptable level of quality. Acceptance criteria for deliverables, quality assurance activities, in-process control plans, and quality-related responsibilities are defined. Frequency of project plan reviews, frequency of receiving and sending status reports, and frequency of checking for process improvements are determined. Resource Plan: This plan is developed to determine the resources that will be required during the various phases of the Project Lifecycle. It also takes into consideration the need training programs or other value-addition processes. The type and amount of resources needed are determined. The estimated output, availability, and cost of the resources are determined. Procurement Plan: This plan draws up the procurement strategy. The scope and type of products and services that are to be procured are outlined. Procurement responsibilities are fixed and assigned. Vendor evaluation criteria and approval procedures are set. Operational Transfer Plan: This activity ensures the smooth activation of the project. Installation processes and related roles and responsibilities are identified. Pre-requisites for smooth rollout of processes are tracked and planned for. Stephenson et. al. (2000) in the Mars Climate Orbiter Mishap Investigation Board puts high importance on this activity. Referring to NASA operations it states that â€Å"close attention should be paid from project outset to the plan for transition between development and operations. Adequate systems engineering staffing, particularly a mission systems engineer, should be in place to provide a bridge during the transition between development and operations, and also to support risk management trade studies.† Integrated Project Plan: This activity enables proper co-ordination of the project. Roles and responsibilities are identified. Reviews are planned; all aspects of the project are examined to ensure that all relevant factors are taken into consideration. Team Assignment: Team assignment is done to ensure that individuals with appropriate skills are assigned to the relevant group and area of work. The Project Manager balances resource availability with the Work Plan. Work packages are defined and assigned and any questions and conflicts regarding work packages are resolved. Management Approval for next Phase: Management approval is given for the next phase based on analyses of status reports and feedbacks. Planning takes a lot of patience. A traditional mistake is to leap before one is ready. When there is pressure to deliver, the temptation is to ‘get the ball rolling’ (Jenkins, 2006). Launch Phase Initial Meeting: The project manager informs the team members of the ground rules of the project, the working style, the communication plan and the escalation process for conflict resolution. The minutes of the meeting is documented for reference. Initial Risk Identification: Risks are identified and categorized during the course of this activity. For each risk identified, the risk event is assessed in terms of likelihood of occurrence and its effect on project objectives if it were to occur. The objective is to ensure that the entire team is involved in the identification of risks for the project. This ensures that all perspectives are taken into account while planning for risks. Team Readiness: This activity consists of preparing each member of the team to handle the roles and responsibilities that has been assigned to the person. Training programs, workshops and seminars are organized for skill and knowledge updating. Key goals are identified for each team member. Within the team, each role is accountable for the activities necessary to achieve its own quality goal (Microsoft, 2002). Manage Phase The project plan is executed in the Manage Phase. The primary purpose of project management during this phase is to monitor, evaluate and communicate project progress and to define and implement corrective measures if progress does not meet the expectations defined in the Project Plan (Heinsights, 2003). This phase comprises the following activities: Performance Tracking and Reporting: The overall objective is to track the progress of the project and to ensure that the project is progressing at a satisfactory rate. Cost, time, scope and quality are tracked along with actual accomplishments and results. All persons associated with the project are provided access to the progress records. Team meetings are held to exchange information. The status of the project is reported to the relevant stakeholders. Weekly status reports and tracked project schedules are the outcomes of this activity. Schedule Control: The objective of this activity is to ensure that tasks are executed as per the Work Plan so that the deadline for the project can be met. If there is any possibility of delays, the relevant stakeholders are informed.   The project manager tracks the various tasks in a project by exchanging task status information with team members and then incorporating the latest status information into the project Work Plan. If the any task, schedule or resource information changes, the Project Manager communicates the revised Work Plan to the project team. The outcome of this activity is the tracked work plan. Change Control: However meticulous the planning may have been, all projects need to accommodate changes. The objective of this activity is to ensure that all changes to scope are documented and authorized by the relevant stakeholders.   Any change to the scope is communicated to the project manager. Change requests are put up to the project manager who approves or denies the request in consultation with the management. Cost Control: This activity ensures that the project cost adheres as closely as possible to the budgeted cost. Since costs are agreed upon at the beginning by the sponsors, the project manager has to monitor the costs and report any deviation of project cost from the budget cost to the sponsor or customer. A status report documents project costs in the various phases of the project. Quality Assurance and Control: This process comprises project reviews, product reviews, code reviews, testing, and any other process that the Project Manager might think necessary. Defects are identified, and categorized. Root causes are analyzed. This activity is carried out with the objective of ensuring that the project team meets the project requirements in terms of all requisite quality criteria. Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project (Wikipedia, 2008). Procurement Management: The objective is to ensure adherence to the procurement plan and procedures so that the selection procedure is fair and the quality of supplies and services are acceptable. Risk Management: Risk management follows the Risk Management Plan that was adopted in the Plan Phase. The management monitors all risks with a risk exposure over the threshold limit. Risk mitigation strategies are planned and contingency plans are developed. The Risk Matrix is revisited at an appropriate frequency. Information Distribution: This activity ensures that all parties concerned have easy access to relevant information in accordance with the information sharing plan. All relevant information needs to be communicated to the appropriate parties at the right time and in the appropriate format. Time Tracking and Management: This activity is concerned with the logging of all time spent on the project. Time spent is tracked at a project level, and analyzed at an organizational level. The output is in the form of time sheets and variance reports. Management Approval for next phase: Management approval is given for the next phase based on analyses of status reports and feedbacks. Close Phase This consists of bringing the project to an orderly end: formalizing and communicating the acceptance or conclusion of a project, handing over to the ongoing accountable area, completing an Activity Completion Report and, for major projects, holding a post implementation review (QUT, 2008) Transition to Production: The Operational Transfer Plan is carried out after the required checks are done. This activity ensures that all planned testing is carried out, all customer requirements are met and that the product is fully operational. Customer acceptance of the product is ensured before commencing production. Wrap-up Meeting: This final meeting is again called by the project manager to take stock of everything that has happened in the course of the project. Lessons Learned: Lessons learned during the project are documented and incorporated in the knowledge base for future use. The ‘lessons learned’ document is developed and deposited in the knowledge base. Administrative Closure: The Project Manager ensures that the project is approved and accepted by the relevant stakeholders. All documentation and records are reviewed, organized and archived. Backups are taken. Resources are released and the project is closed. This activity marks the final closure of the project. References -01 Heinsights, 2003, Project Management Lifecycle, Development Standard. Hinds IT Management, Project Management Life Cycl, Lilla Nyby; Valmerdalen, Sweden. Jenkins, N., 2006, A Project Management Primer, Creative Commons, California, USA. Microsoft Solutions Framework, 2002, White Paper, MSF Project Management Discipline. MPMM, 2007, Project Management Life Cycle, [Online] Available http://www.mpmm.com/project-management-methodology.php [March 1, 2008] NYS Project Management Guidebook, 2003, Project Management Lifecycle, [Online] Available. http://www.oft.state.ny.us/pmmp/guidebook2/Origination.pdf [March 1, 2008]    QUT, 2008, Project Phases, [Online] Available. http://www.its.qut.edu.au/pp/framework/pmfphases/   [March 1, 2008] Stephenson, A., G., Mulville, D., R., Bauer, F., H., Dukeman, G., A., Norvig, P., LaPiana, L., S., Rutledge, P., J., Folta, D., Sackheim, R., 2000, Report on Project Management in NASA, Mars Climate Orbiter Mishap Investigation Board Wikipedia, 2008, Project Management, [Online] Available http://en.wikipedia.org/wiki/Project_management   [March 1, 2008]   

New York Times Paywall Strategic Considerations Essay

According to Chairman Sulzberger the goal of the paywall was to â€Å"build the Times’s digital subscription base and develop a new robust consumer revenue stream, while maintaining its significant digital advertising business.† Secondary to the constraint of maintaining the ad business was the requirement to maintain social buzz and branding. To begin, the NYT wanted to increase future revenues for the paper and offset the inevitable decline of its print revenue. This, in the short run, was a success. As described in Question #2; this added over $81 million in previously unexploited revenue in just the first year, indicating significant potential for future growth in digital subscription revenue. To maintain the ad business, the paywall could not significantly decrease the digital advertising revenue. For NYT Media Group, and by extension NYT, digital advertising increased by 5.3% in 2011, suggesting that the implementation of the paywall did not reduce digital adverti sing revenue in the short run. However, the NYT quarterly reports (shown in Appendix C) showed the paper’s digital ad revenue decreasing through much of 2012 and early 2013. Additionally, the paywall should not lead to a loss in readers or impressions. According to Exhibit 13 in the case, (and explained further in Question #2), the page visit drop equates to a 21 page per visitor ratio before the paywall to an 18.5 page per visitor ratio after the paywall, roughly a 11% drop in impressions. If the NYT has a pay-per-impression contract with its advertisers, this can mean up to a 11% drop in ad revenue in the long run, calling into question the overall success of the paywall. Finally, the NYT wanted to maintain the social buzz and branding for the paper. They did this by allowing unlimited access to articles if visitors came to the website via search engines or social media. This allowed people to read and be aware trending articles coming from the paper and keep their brand visible.. Overall, the paywall was working at the time of the case. It successfully registered significant numbers of readers willing to pay for the service. The paywall policy added a consistent revenue stream while maintaining leisure readers and promoting its online social presence. Whether the paywall will work in the long run will be determined by the revenue from subscriptions outpacing the loss of advertising revenue. 2. Is the New York Times paywall well-designed? Is it  priced right? Financially, paywall design is a basic supply vs. demand problem where the NYT optimizes revenues from online subscriptions against the advertising dollars lost. In the months before the paywall was instituted, the NYT site had approximately 715 million page views per month (adjusted to 30 day month). As soon as the paywall took effect, page views dropped to approximately 635 million as readers moved to other sites (Appendix A). This equates to an 11% drop in ad impressions within an industry seeing growing viewership. Therefore, we assume that online ad revenues decreased by approximately 11% after the paywall went into effect (decrease in online ad revenues of $23.68M off a base of $211.68M in 2011). Conversely, the 390,000 online subscriptions brought in $81M (at $4 per subscription), more than enough to make up for the loss in ad revenues. From this perspective, the paywall was a striking success. In addition, our team performed a conjoint analysis to help determine how customers value the various features and workarounds for the subscription paywall, and to evaluate whether the NYT could further optimize its pricing structure (Appendix B). In this analysis, we examined weekly subscription price ($8.75 vs. $3.75), paywall design (initial free article limit of 0 or 20), subscription leakiness (ability to access articles around paywall via social networks, etc.), and platform availability (subscription for all devices at once or tiered fee per device). This analysis confirmed our intuition that consumers are most sensitive to the price of the subscription. We also found that consumers are unlikely to value a subscription if they can get 20 free articles upfront. This is a much bigger determinant of whether and how much a customer will pay for a subscription than the possibility of getting free articles through their soci al network or other referral means. Based on this, the NYT would be able to charge an additional $2.37 if they were to stop offering 20 free articles per month and an additional $1.01 per subscription if they stopped allowing leaks to their paywall. However, making these changes would reduce page views and would have to be balanced against losses in ad revenues. Another way the NYT could raise revenues is to reduce the cost of an all device subscription. Based on the average subscription cost of $4.00, very few customers are opting for the all-platform subscription. However, our  analysis shows that customers are willing to pay $5.46 ($3.75 base subscription plus $1.71 in additional value) for a subscription open to all platforms. Making this change could add $29.6M in revenue if all customers took this deal while increasing subscriber page views due to increased access. 3. What is the long-term goal of the New York Times in creating the paywall? To understand the future of the NYT paywall, we looked at the newspaper’s recent trends in advertising and circulation revenues. In 2011, NYT Media Group derived 45% of its revenues from circulation and 49% from advertising (Exhibit 2). The NYT has seen a steady decline in print and digital advertising and recently reported that the paper â€Å"generated $900 million in ad revenue [in 2012], compared with $2 billion in 2002.† [1] Its print subscriber base is not faring much better. The Sunday Times saw a 10% drop in print subscribers by 0.15M from 2007 to 2011. The weekday NYT print circulation dropped 17.43% and the Saturday Times declined by 10% over the same period. Despite this, print subscribers still account for about 84% of the paper’s circulation revenue. [2] Digital subscriptions have seen strong growth since 2011. According to the Q2 2013 NYT earnings report, â€Å"Paid subscribers to The Times†¦ digital-only subscription packages, e-readers and r eplica editions totaled about 699,000.†[3] This represents a 35% year-over-year increase since 2012 and a 79% increase since Dec 2011. Based on these trends, we can conclude that digital circulation will play an important role in the future of the NYT. The long-term goal of the NYT paywall is to build a permanent digital subscription base. To make digital circulation effective, the NYT needs the paywall. Why would subscribers pay for digital access if they can get it for free? It is interesting to note that in March 2012, the NYT reduced the free access threshold from 20 articles to 10 – and in the following year, it expanded its digital customer base by 35%. Digital circulation cannot single-handedly support The Times going forward. The paper must rely on a mix of revenue streams and the print edition (and the decreased ad revenue it brings in) will continue to be a major source of income. The price of the print edition has skyrocketed in recent years from $0.75 in 2001 to $2.50 in 2013. We wonder if a more secure  paywall might also allow similar future price increases in the digital realm. 4. Will newspapers transition to all digital? How should the New York Times manage a transition to the new world of content provision? Despite the mainstream use of iPads and other electronics for consuming news, the printed newspaper is still in demand. In 2011, NYT newspaper sales made up 45% of the annual revenue. This is attributed to a strong segment of readers who still prefer the hardcopy of the paper. The overall trend still suggests that news is rapidly moving towards the digital form, perhaps eventually transitioning to an all-digital platform. The transition to fully digital will likely not happen within the next five years based on the print subscription trends from 2007 to 2011, but the NYT must be prepared to manage its revenue sources as circulation diminishes. The NYT has three main revenue streams – advertising (both digital and print), subscriptions, and other ventures. Together, advertising and subscriptions made up 94% of the revenue in 2011. In this largely digital age, only 28% of the advertising revenue stems from digital ads. To evaluate the NYT strategy to transition to digital news, we must determine the newspaper’s profitability today and in the future. Our analysis focuses on the NYT Media Group, rather than the whole company which includes other newspapers and ventures. In 2011, the Media Group comprised of 67% of the company’s revenues so we assume the operating costs are proportional. We also assume that operating costs include production costs and SG&A, and ignore depreciation and amortization for this analysis (Appendix F). Based on our scenario planning, which varied the percentage of print and digital subscriptions and ads, we conclude that the NYT is profitable today and will continue to be profitable despite the shift towards the digital platform. While overall revenues from ads and circulation decrease (as the rate of digital subscriptions cannot make up for the loss in print), the operating cost of running production decreases. If the news become completely digital in the future, the NYT must focus on driving online subscriptions and ads. 5. Would a paywall work for all newspapers? For other content providers? If not, what other strategies would work? The paywall may not work for all newspapers. In some cases like the NYT, the paywall model worked, but the same strategies may not apply to other newspapers. The successful was largely due to the NYT strategic positioning and ability to attract a large number of unique visitors (~33 million) and page views ( ~600-700 million) as compared to those of USATODAY.COM, WASHINGTONPOST.COM, WSJ.COM, etc. (~5-15 million, ~80-150 million respectively). Other key reasons for its success included the steady increase in the online newspaper traffic, past experience in digital subscriptions, low marginal cost in adding customers for its digital subscription, and external reasons such as launch of IPad in 2008 which improved the user experience for reading digital content. Other newspaper such as The Washington Post, Scientific American, and the Economist have succeeded with the paywall because of their specialized content. According to US newspaper industry report in 2009, 5000 players in this ind ustry operated for total annual revenues of $35 billion but the top 50 firms accounted for more than 75% of the revenue. For the remaining firms, implementing a paywall could be significantly destructive to their business as customers would go elsewhere. Therefore, a newspaper firm has to be strategic if it wants to introduce paywall in its revenue stream. Not every content provider can have successful paywall. Some strategies that have been defined earlier can work in their favor. Other strategies include the BostonGlobe vs. Boston.com strategy. One has high quality content with great user expereince (paid service of 99 cents for 4 weeks) and the other has free low quality content. Another model is the Metro; free widely distributed newspaper at metro stations. Hulu.com provides free content for a limited time and moves other content to Hulu Plus. Netflix.com allows access to TV shows and movies anytime with flat rate subscription cost. Appendix A – Chart describing data presented in Question 2 Appendix B – Output from Regression Analysis in Excel Appendix C – Selected NYT Financial Information from 2012-2013 The below excerpts came from the NYT Media Group’s investor reports found here: http://investors.nytco.com/investors/financials/quarterly-earnings/default.aspx Q213: Print and digital advertising revenues decreased 6.8 percent and 2.7 percent. Q113: Print and digital advertising revenues decreased 13.3 percent and 4.0 percent. Q412: Print advertising revenues decreased 5.6 percent and digital ad revenues rose 5.1 percent. Q312: Print and digital advertising revenues decreased 10.9 percent and 2.2 percent. Q212: Print and advertising revenues decreased 8.0 percent and by 4.0 percent. Q112: Print and digital advertising revenues decreased 7.2 percent and 10.3 percent. Q411: Print and digital advertising revenues fell by 8 percent and 5 percent. Appendix D – References for Question 3 [1] http://www.nytimes.com/2013/10/14/business/media/a-leaner-times-aims-for-global-growth.html?_r=0 [2] http://www.nytimes.com/2013/10/14/business/media/a-leaner-times-aims-for-global-growth.html?_r=0 [3]http://investors.nytco.com/investors/investor-news/investor-news-details/2013/The-New-York-Times-Company-Reports-2013-Second-Quarter-Results/default.aspx Appendix E – Forecast Figures on NYT Profitability based on % Figure 1: Forecast of the NYT Total Revenue, Total Operating Costs, and Operating Profit as digital circulation and advertising increase while paper circulation and advertising decrease. Assumptions are listed in Appendix F. Figure 2: Detailed breakdown of advertising revenue from digital and print as the NYT transitions towards all digital. The year 2030 was chosen to determine the NYT’s strategy to become an all digital news provider. Appendix F – Assumptions made to evaluate NYT profitability for the future 1. Depreciation and amortization were not included in calculating profitability. 2. Advertising revenues continue to decline at the same rate as 2008 – 2011. 3. Print subscriptions continue to decline at the same rate as 2008 – 2011, calculated by summing the Sunday and weekday subscriptions while subtracting out the Saturday subscriptions to make up the overlap. 4. The average cost of the paper subscriptions is $10.50 (unweighted by popularity of subscription type) and the average cost of the paywall is $5.80 (not discounted by sign up offers and one-time discounts). 5. The percentage of revenue from digital ads grows by 5% from 2012 to 2016 as the NYT shifts toward a digital platform. The assumed 5% growth is conservative based upon online readership and unique visitors on the site. 6. The cost of production is directly related to the number of paper subscriptions. The production can be scaled down when demand is reduced. 7. The revenue from circulation declines at 0.7% from 2012 to 2016 because the loss of print subscribers outweighs the increase of digital subscribers.

Changing a Five Day School Week to a Four Day School Week Essay

Changing a five day week to a five day week to a four day week (For schools) Why is our traditional five day week changing to a four day week? Any reason? A four day week would result in extra hours of work, interference with family schedules and much more. In any case what’s the problem with the five day school week? The customary five day school week should stay without any alterations. There are many reasons that support the understanding of having a five day school week instead of changing it into a four day school week. Firstly, people are already used to the five day week and might have to put some changes to their regular habits. Secondly, parents at work would have a very hard time to find a person to take care of their child (babysitter); this would be a big problem for families with no money. In the third reason I speak about the kids interest areas. It would be a loss of time of their practice of their extra-curricular activities that they really enjoy from their choice classes. There are many reasons that support the understanding of having a five day school week instead of changing it to a five day school week. People are already used to the five day school week since centuries and there have not been a lot of problems with the system, so why change it right now? The four day week would make a big difference (bad changes) in their sleeping and eating habits(Proved out by the Canadian center for occupational health). Parents at work would also have a hard time finding a babysitter. They would have a hard time leaving their children alone at home. This would be a big problem for children and families who are poor and cannot afford a person to take care of their children during work. Everyone knows that education for children has an impact on the future of this country. Our education/ learning system has been going on pretty good or let’s just say progressing every day and taking a brake would obviously low the percentage down of getting all these things we hope for. Lots of high schools, middle schools and elementary schools have game time/P.  E which makes children active at least for sixty min. a day. Less activity time can lead to unhealthy diseases such as obesity. Many activities such as orchestra, robotics and arts are chosen by the child with their own interest. If a parent cannot afford a class (outside school) it would be hard for them to enjoy the lost time of the choice class they chose. Now I would like to add on more to my first reason of having a five day week instead of changing it to a four day week. All of us have been using the ive day week for centuries then why change it now? The four day week might bring a sudden change in sleep habits which in turn may cause drowsiness, laziness and other factors during working hours. The four day week might also bring sudden changes in eating habits from more regular parties and unhealthy food.. When you have another weekend, many people oversleep. You might also develop certain health problems from oversleeping on an extra holiday such as diabetes, heart diseases, stress, anxiety, apnea and many more. Another day of a holiday means more partying, and mainly eating more unhealthy food. Problems that you might develop from eating unhealthy food are: Obesity, Diabetes, bulimia, binge eating and many more. There are people out there fighting for a four day week. Let see a few of the other side’s arguments. Some say that having a four day week might help save gas money for the district. However school buses are used on weekends as a public transportation even more which in turn might get the gas costs higher instead of saving a whole bunch of money. Parents also say that children would have extra free time if allowed an extra weekend. But guess what? 70% of all kids in America would prefer to have school instead of an extra weekend. School is a place where you could interact with old friends and make new friends! Fun activities compiled with learning. What would be a better option? In conclusion I would want the school board to consider the decision of having a five day school week because of multiple reasons I told during my essay. Such as people are already used to the five day school week, poor parents and normal parents might have a hard time at work worrying about their children at work and having a babysitter, less education for the future, less activity time, less extra-curricular time and having less face-to-face time with the teacher. Therefore as a call to action I would go to the school board/superintendent and reject all proposals of having a four day week because of these several reasons. I would also write a petition/proposal regarding to keep the 5 day school week the same. This petition would include other parents signatures who agree with me.

Christianity 1 Essay Example | Topics and Well Written Essays - 500 words

Christianity 1 - Essay Example Poverty no doubt is one of the elements that is widespread in society. Jesus took the initiative to address the issue of poverty. Before Christianity people had different standards that defined poverty. Poverty was considered obviously to be bad and saw a person in poverty as insignificant one. However, Jesus took a different approach towards poverty. Jesus saw this as a test and said â€Å"Blessed are the poor in spirit†. Clearly, Jesus is emphasizing the fact that the poor will reach salvation and have strong faith. Moreover, Jesus goes on to say that being physically poor is completely different from being spiritually deprived. There may be a man who is deprived of nutrition, is exhausted, fatigue but can still possess an ego and have arrogance. However, a person with humbleness and poor soul is modest and will be forgiven for any minor sins. Spiritual poverty was a concept that was heavily emphasized in this sermon, and Jesus constantly persuaded his followers to be humble , modest, and to be compassionate. Jesus was a huge advocate of prayer. This could be perfectly illustrated through his statement in which he states, â€Å"If he prays, his prayer will not be compulsory, but a declaration of love which expresses the inner feelings that come from the heart and not from the lips.† In essence, Jesus is saying that prayers are necessary to reach spiritual salvation.

Persuasive paper Essay Example | Topics and Well Written Essays - 1000 words

Persuasive paper - Essay Example A number of researchers have suggested negative advertisement or campaign is the standard in all political scenes, moderated by the liveliness of a competition. Running negative advertisements is among the most utilized techniques used when attacking a competitor’s opinion, record or personality. There are two types of advertisements employed during negative political advertising: contrast and attack. This paper is about negative political advertising in the Dominican Republic and my views against the advertisements. Contrast advertisements are made up of details on the opponent and the candidate. The detail about the candidate is definite while details about the competitor is damaging. Contrast advertisements contrast and compare the candidate with the competitor combine the definite information about the candidate with the damaging information of the competitor. Because contrast advertisements are required to contain positive or definite information, contrast advertisements are perceived as less destructive to the political activities than attack advertisements. On the other hand, attack advertisements concentrate solely on the damaging features of the competitor. In addition, there is no positive information in an attack advertisement, whether it is about the competitor or candidate. ... Popular negative campaign styles include depicting a competitor as dishonest, a danger to the country or as soft on law breakers (Ansolabehere and Iyengar 27). One of the most popular negative political advertisements is claiming the opponent is using a negative political advertisement. The negative political advertisements also constitute dirty tricks. These constitute secretly running political advertisements that contain destructive information. This method does not require a lot of money and also segregates a candidate from backlash. Nonetheless, the leaked information should be solid enough to draw media and people’s attention. In contrast, if the truth is found out it can extensively destroy a campaign. Negative political advertisement also constitute giving the competitor’s unit untrue information wishing they will respond and humiliate themselves. Frequently, a political campaign will employ external groups to air negative political advertisement, for example, l obby groups. These may be presumed as emerging from a neutral area, and if the claims turn out to be untrue, the attacking participant will not face damages if the connections cannot be established. Negative political advertisements can be made by substitutes. These negative political advertisements can address issues like violence, fraud, or other social evils against a competitor (Calvert 15). I oppose negative political advertisements because while it prompts the source of support, it can estrange undecided and centrist voter form the political practice. This will radicalize politics and lessen voter attendance. The effect of negative political advertisements is a larger image prejudice of the contenders and larger attitude divergence. In

Contract Law and Tort Law Case Study Example | Topics and Well Written Essays - 2000 words

Contract Law and Tort Law - Case Study Example In the meantime, Peter wandered over to the duck pond, where a notice which said "Take Care! The edge of this pond is slippery", was displayed. Peter deciding to feed the ducks went right to the edge of the pond and fell in. Nicholas, who saw this, jumped in and pulled Peter out. Both were hospitalized and Peter was only bruised but Nicholas having swallowed the pond water developed a serious stomach ailment. Meanwhile, Martin an 18 year old detainee who had just been released from the Young Offenders' Institution fell into a trench and broke his leg, while trying to steal the parked cars. In order to advise the parties with regard to their rights and liabilities recourse will be taken to liability for breach of contract under the Contracts Act, other liabilities arising through torts, Unfair Consumer Terms Act 1977 or UCTA, Unfair Terms in Consumer Contracts Regulations 1999, etc. Edmund, one of the pupils of the school, ran into the caf for lunch and tripped over the material being used for flooring purposes, hurt his head and consequently, became unconscious. In this regard it has to be considered whether the premises owner can evade his liability by relying on exclusion clauses. A contract is an agreement giving rise to obligations which are enforced or recognised by law. The factor which distinguishes contractual from other legal rights is that they are based on the agreement of the contracting parties. It is important to bear in mind that every breach of a contract allows the plaintiff a remedy at law. It is the bounden duty of the owner of the adventure playground "Thrills and Spells" to keep the premises safe and secure. The Statute sets out that no contract term can exclude or limit liability in any way for negligently causing death or injury1. Furthermore, if there is other loss or damage, liability for negligence cannot be excluded or restricted if the term of notice is unreasonable. In addition, if a contract term or notice efforts to exclude or restrict liability for negligence, agreement to or awareness of this is not of itself to be taken as indicative of the voluntary acceptance of any risk2. In Olley v Marlborough Court, The plaintiff booked in for a week's stay at the defendants' hotel. A stranger gained access to her room and stole her mink coat. There was a notice on the back of the bedroom door which stated that "the proprietors will not hold themselves responsible for articles lost or stolen unless handed over to the manageress for safe custody." The Court of Appeal held that the notice was not incorporated in the contract between the proprietors and the guest. The contract was made in the hall of the hotel before the plaintiff entered her bedroom and before she had an opportunity to see the notice3. Accordingly, damages were suitably awarded to the plaintiff. In our present case also, the notice was noticed by Potter only after he had received the tickets for entering the adventure playground. Hence, it cannot be construed that the exclusion clause was incorporated into the contract. In Thornton & Shoe Lane Parking Ltd, it was held that if the car is damaged by the negligence of the parking company, it will be liable despite the exclusion clause. Further it was stated by Lord Denning J in his observations in this case that Thornton was not aware of the conditions printed on the reverse of the ticket. He further opined that an exclusion clause to be valid has to be brought to

Workflow Interdependence Case Study Example | Topics and Well Written Essays - 500 words

Workflow Interdependence - Case Study Example The departments handling the processing can come together to increase the capacity as well as pool their resources together. They can network with one another in order to get experts to work in different departments to provide input and boost results as they all work for the same company. In order for proper interdependence to occur, it is necessary to limit the time used in the different departments for effectiveness. The processing time for example should be shortened and this is only possible with increase in capacity of the workers handling the processing. Lack of interchanging ideas and frequent open communication is what is leading to slow processing as well as risking an increase in customer complaints affecting the overall performance of the company. More interdependence means more ultimate success for the supervisors, workers and customers (Bhatia, 2008). The workflow issues are not managed properly as there are problems with communication between departments as well as issues with the technology. If the current design can focus on their workflow technology, then their design problems can be a thing of the past. The problems with the current design are evident in the article from the point in which customers are returning the products, asking for refund and the long time it takes to correct the product (Chandan, 2009). The current design of the workflow relies on the reception department to place the products in the right departments. Once each department is assigned a product, it is up to the supervisor to seek the workers to carry out assessment and those who will carry out the actual work on the product depending on their skills and knowledge of the product. This whole process consumes a lot of time which can be used in creation of more effective structures and design to minimize errors in future. Organizational effectiveness demands proper coordination