Medical Technology in Todays Society Essay Example for Free

Medical Technology in Todays Society Essay Medical technology in todays society is often seen as a treatment or cure for human health issues. The term medical technology refers to the diagnostic or therapeutic application of science to improve the management of health. Unfortunately, the negative impacts of this technology are often left unexposed to the public until too late. Medicine, such as drugs, is often perceived to be of benefit to humans as it is used to cure various diseases. On the other hand, medicine can also be highly damaging. Using medicine incorrectly; consuming it in small dosages, in excess, or using it abusively; can be injurious to peoples health. Modern medical technology can also be damaging for human well-being but this effect is not restricted to health. Throughout time people have become increasingly reliant on modern medicine. This is especially so in todays modern society. Medical intervention by use of technology has been able to help prolong many lives. An example of this is those who suffer from asthma. These sufferers may use air purifiers and/or nebulizers along with prescribed medication to help them live more comfortable and longer lives. It can be deemed a miracle that we are able to help so many people overcome their illnesses with medical technology. The current technologies available are able to do incredible things but people must be constantly aware of other modern technologies that can interfere and put the patient at risk. An example of this is the pacemaker which has the ability to save a persons life and ultimately extend it. However, external factors can interfere with medical technology and ultimately put the patient at risk. For example, radiation from everyday items such as microwaves to wireless devices such as mobile phones can affect the operation of the pace maker. Thus medical technology has a negative impact on the user of this device as it places environmental limitations on where he or she can go. Users of such a device therefore need to be continuously wary of their environment. In addition, the implementation of a pace maker prevents users from undertaking MRI scans as the process interferes with the function of the device. This is a prime example of medicine acting against itself, All medical technology needs to be treated and used with caution. Respirators need to be constant monitored and the same applies for the simplest drips. Hospitals nowadays are equipped with technology that requires the operating knowledge of hospital staff and medical professionals. The medical technology that is used in hospitals needs to be carefully monitored. Misuse could lead to an accident that has the possibility to cause a long term negative effect for the patient. It is due to the above reason that today, proficient clinical settings require the consistent expertise of all medical staff in relation to the operation of medical technology. Medical technology was invented for our health and well being. However there is always the risk of unforeseen consequences. An example of this is LASIK (Laser-Assisted In-Situ Keratomileusis) eye surgery, an operation where a patient has his or her vision corrected. Eyesight clinics advertised that the operation would improve a persons vision and give freedom to those who did not like wearing glasses or contacts all the time. Before user a laser to correct the vision the operation required the practitioner to cut open the patients corner. During the trial stages of the operation, this procedure led to several unsuccessful results where the patients suffered from extremely dry eyes, milky vision and poorer eyesight than prior to the operation. Other disastrous results included foggy visions, starbursts around lights and double vision. These after effects negatively impacted the lives of the patients greatly as they now had worse vision than prior to the operation. However, it is thanks to researchers that the medical technology in this field has advanced to a level where the risks are now minimal. These professionals are currently working on a new method of corrective eye surgery where it will not be necessary to cut open the cornea before lasik surgery is used. There will be even less of a chance that things will go wrong if the answer to this problem is found. The Gamma Ray, used to eliminate cancerous cells around the brain without the use of open surgery, is another example where medical technology could have negative effects. Its intention was to cure people with cancerous cells in places of high risk or in places that could not be safely accessed by open surgery. The risk lies in the calculation of the amount of radiation that is directed at the cancer. If there is a miscalculation the laser may destroy the cancer and other cells around it, leading to brain damage. From these two examples one can see that there is a limit to how medical technology can be used. Drugs created by medical technology are intended to help humans recover from their illness or improve their condition, however they are harmful if taken in small dosages, in excess or if used in the wrong way. For example if more that 400mg of vitamin E if is taken a day it will act as a blood thinner. Large doses of vitamin A causes heart problems. An overdose of cold and fly medications can lead to liver failure. Medicine, such as antibiotics are often perceived to be of benefit to humans as it is commonly used to treat bacterial infectious diseases. On the other hand, antibiotics can have unpleasant consequences if taken in dosages that do not completely eradicate the pathogen, thereby contributing to resistance. Antibiotics can also be used abusively when physicians prescribe the drug unnecessarily or if patients become complacent and do not adhere to the necessary antibiotic therapy. From these examples it is easy to see that medicines can cause adverse effects if taken in excess, small dosages or if used in the wrong way. Lack of funding for medical technology can cause negative effects on the genetic fitness of populations. It can bring about misleading information to the creation of a cure. As new diseases are constantly emerging, doctors, scientists and researchers need to know as much information about the sickness before they can find a cure. They need to know specific information such as the lifespan of the offending pathogen, if the disease is a virus, the exact signs and symptoms and the genetic make up before they can start research on the cure. However, lack of funds means that research projects may be delayed or even stopped before a cure is found. Researchers need the money so that they will have access to proper equipment and resources. Without it, they may not be able to conclude a research project that has the potential to find information that will lead to a cure. A major issue in medical technology is regulation. Ethical considerations need to be recognised and evaluated before research can continue. Also the lack of funding also means that cures cannot be tested thoroughly. All cures, whether they are over the counter drugs or prescription medications to medical technology (electronic thermometers), need to be thoroughly tested before they can be passed onto the market or used safely by professionals. In addition, the testing regimes may incur societal backlash due to experimentation on animals. As a result, lack of funds can prevent cures from being formed and this negatively impacts the public. Medical technology is very important for those with diseases and those who are ill or injured. For people with asthma a breathing machine may be essential for life, without it breathing may become difficult and even dangerous. Medical technology can add years to our lives and can make life better. It enables us to live past the normal expectancy of life. Technology has so many benefits. Without it we would not be able to travel, contact others around the world, entertain, or educate as well as we do. Medical technology is perhaps the most important technology of all.

Developing of Online Enrolment System

Developing of Online Enrolment System Preface This software project management plan is intended to act as an outline of the development of a new honours system for Buena Vista College Administration. This plan will provide the structure and basis of the development of the new system. This includes outlining the deliverables, providing a schedule and organisational structure, and producing the associated plans needed for development of this project. This plan is intended to be used by the project team, as a development guide, throughout the life of the project, and by management as a reference to the details of the design as well as the progress of the project. 1.0 Project Overview The overview of the project provides a brief outline of the major details of the project, including identifying the project, stating what is expected form the project, and a summary of both schedule and budget. 1.1 Purpose, Scope Objectives The purpose of this project is to upgrade the existing enrolment system for Buena Vista College. The upgrade will consist of an added function, allowing administration staff to automatically compute students eligibility for entrance into honours programs. This new system will be integrated into the existing enrolment system. The project team will be restricted to adding the honours function only; fixing defects or adding other functionality is out of the scope of this project. The scope of the project does however include the implementation of any additional packaged software. The objective of this project is to meet the universitys business need of improving efficiencies, in order to lower operating costs and remain competitive. These needs are further defined below: v Overall quicker processing of applications to honour programs. Current methods are manual, making them both time consuming and prone to error. v A more effective handling of honors applications v Develop a readily accessible assessment report of current applicants v Develop a readily accessible honors entrance summary report 1.2 Assumption and Constraints There are several assumptions and constraints relating to the project team developing an honours system for Buena Vista College. They can be found in table 1.1 (below). Table 1.1: Assumptions, constraints and impacts Assumptions Impact on plan if false The group size will remain at five members through-out the life of the project The plan will need to be rescheduled to accommodate the change. Tasks will also have to be reallocated. The client has not specified a due date. The project will require heavy rescheduling, and possibly an outsourcing arrangement. The university will approve financing the system. The project will not go ahead. Client will be able to be contacted at all times May delay production, therefore extending the schedule. Constraints Impact on plan if false Project team is constrained by design of current administration system Project would be developed in a manner best suited to the project team. The plan would need to be recompiled, to conform to the new design. 1.3 Project Deliverables The following list specifies the elements of the project to be formally completed as a deliverable. A full list of both deliverable and non-deliverable work products is included in section 7.3. Table 1.2: Project Deliverables Statement of User Requirements and Acceptance Criteria Formally identifies the requirements of the system, specified by the client. This document needs to be reviewed and accepted cby the client. Software Project Management Plan Details the processes, tools and techniques that are to be used in the development of the project. User Documentation A manual for users clearly explaining system. System (Software) Formal hand over of new system to the client. 1.4 Schedule and Budget Summary The schedule and budget for this project is based upon the waterfall Software Design Life Cycle (SDLC) being adopted for this project. Table 1.3: Schedule and Budget Summary Phase Begun Finished Cost Requirements 04/11/2002 08/11/2002 $1,642.67 Analysis 11/11/2002 25/11/2002 $5,923.44 Design 26/11/2002 13/12/2002 $6,608.00 Coding 16/12/2002 03/03/2003 $36,216.00 Testing and Implementation 04/04/2003 25/04/2003 $6,308.31 TOTALS Project life is approx 125 days $56,968.42 The worst-case and best-case scenarios deviate less than 10% from the above summary. The full schedule and budget can be found in section 5.2.2 and 5.2.4 respectively, and in APPENDIX. 1.5 Evolution of the Project Plan This plan will be completed when it passes two criteria: v All elements of the Software Project Management Plan Template (Walden), are included in this document, and v The document passes a quality review, outlined in the Quality Assurance Plan (Section 7.4). At the completion of this document it will be labelled version 1.0 and shall be put under change control, whereby it may only be changed through the processes outlined in the Configuration Management Plan (Section 7.1). This process shall be made available to all members of the project team, as well as any member of management who requests it. Scheduled updates will be conducted at reviews undertaken at each milestone specified in the Project Reviews (Section 7.5). Unscheduled updates may be conducted at any stage during the development of the project, as long as the project manager approves changes. Regardless of whether the updates are scheduled or not, any change to this plan must comply with the change control plan outlined in the Configuration Management Plan (Section 7.1). 2.0 References Buena Vista College (1997) Configuration Management Plan v2.0, Buena Vista College Press, LOCATION Buena Vista College (2001) Quality Management Plan v3.1, Buena Vista College Press, LOCATION Buena Vista College (1999) Verification and Validation Plan v1.2 Buena Vista College Press, LOCATION Buena Vista College (2002) Work Product Plan v4.0 Buena Vista College Press, LOCATION IEEE Computer Society (1999) Volume Two: Process Standards, IEEE Inc.: New York, U.S.A. Walden, J. (1999) Software Project Management Plan Template v3.0, Department of Information Resources. PMBOK Rout Hodgen (2002) lec notes ROUT CASE STUDY SCHWALBE ALAVI M 1999 RUDOPLH EBERHADT LEC NOTES ON ESTIMATING ADD STANDARDS REFERED TO IN THE SUPPORTING PROCESS PLANS ALPHABETISE REFERENCES. 3.0 Acronyms and Definitions The table below shows all acronyms used and their definitions, in alphabetical order. Table 3.1:Acronyms Definitions (Alphabetical) Acronyms Definitions BVC CMP Buena Vista College Configuration Management Plan BVC QMP Buena Vista College Quality Management Plan BVC VVP Buena Vista College Verification and Validation Plan BVC WPP Buena Vista College Work Product Plan Client Buena Vista College Administration COCOMO Constructive Cost Model COSMOS Software Cost Modelling System FPA Function Point Analysis IT Group Buena Vista College Information Technology Group PM Project Manager PPR Post-project Review Project Team Members of the IT Group working on the system QE Quality Engineer SDD Software Design Description SDLC Software Design Life Cycle SPMP Software Project Management Plan SRS Software Requirements Specification SURAC Statement of User Requirements and Acceptance Criteria System Buena Vista College Administration honours system being developed by the project team TD Test Documentation TP Test Plan UD User Documentation 4.0 Project Organisation Project organisation involves identifying the external and internal interfaces as well as the roles and responsibilities of each member of the project team. 4.1 External Interfaces External interfaces summarise the relationship between the project team, the client, and any other entities associated with the project. This project does not have a true external interface existing between two parties, as both the acquirer and developer are part of the same larger organisation. The project shall exist in an environment separated from non-university bodies. The following table highlights the project teams organisational interactions and the interface/ liaison to each organisation. Table 3: External interfaces Organisation Role/s Interfaces with Project Team Develop of system Client IT Department IT Department Oversee project at highest level Client Project Team Buena Vista College Client; Managerial superior of IT dept and project team Project Liaison interfaces with Project Team IT Dept The Project Manager will be responsible for interfacing with anything outside of the project team. This includes the client liaison, the IT Director, and any other external body. It is important to mention that the IT Director has strong personal interest in this project, as he wishes to prove to the university that the IT department is a capable body. We expect that he will impact heavily upon the interface between the client and the project. Buena Vista College are both the client, and organisational superiors to all involved in the project. 4.2 Internal Structure The internal structure of Buena Vista College outlines the managerial hierarchy of the project team, identifying whom each member is reportable to. The structure also distinguishes the other known elements of the organisation, and their relation to each other. 4.5 Roles and Responsibilities The following table identifies the roles of each person in the team, and the subsequent responsibilities related to that role. Table 4: Roles and responsibilities Role Responsibilities Project Manager * conflict resolution * task allocation * project monitoring and improvement * project team leadership * liaise with both client and superiors Quality Engineer * review all deliverables for quality * produce quality plan * system testing System Analyst/ Designer * analysis * design * testing Programmers * coding * source code documentation * testing 5.0 Managerial Process Plans This section contains the managerial plans that shall be employed during this project. These plans are all subject to change and improvement. The plans have been created using both external knowledge, and personal judgement. External knowledge used includes IEEE standards and the PMBOK guide. 5.1 Start-Up Plan The projects cost and schedule shall be determined by how much effort will be required for this project. In order to determine the effort, the system size must be estimated. This shall be done using function-point analysis (FPA), and Constructive Cost Model (COCOMO) analysis. 5.1.1 Measuring System Size The FPA will yield an approximation to the systems size, which includes an estimate to the number of lines of code required. The FPA will be based upon the statement of user requirements; all data requirements, functions, and reports shall be approximated based upon the users specifications. Please be aware that the FPA is executed after the user the requirements have been gathered, and that the project has already begun. 5.1.2 Measuring Effort Required and Determining Schedules Measuring the amount of effort needed for this system can be measured in terms time required. Because the FPA provides an approximation to the size of the system, it can be used as the basis for measuring time required. Accordingly, the FPA results will be fed into a COCOMO analysis. Again, please be aware that this analysis is done once the project has begun, and does not include the effort required to gain, study, and synthesise the user requirements. The COCOMO analysis shall provide an estimate on the amount of time required to complete the project. The time required shall be displayed in a three phase breakdown; design, programming, and integration and testing. These phases shall then be broken down into activities, which shall be further broken down into tasks. Effort/time required for activities will be guided by the estimate provided in the COCOMO analysis. These estimations will be based upon the outlines given in section 7.2 of the PMBOK (Cost Estimating). In turn, the effort/time required for tasks shall be based upon the estimate for the activity that the task is part of. The COCOMO analysis has only been used to determine the effort required from schedule task 2.2 (Process Implementation), to schedule task 5.3 (Configuration Evaluation). To be more specific, the COCOMO product design phase includes section 2.2 to 3.2; the COCOMO programming phase includes all of section 4; and COCOMO integration and testing phase includes all of section 5. The schedule may be found in Appendix. A diagrammatic mapping the breakdown of work, or Work Breakdown Structure (WBS), is included in APPENDIX. The WBS shall then be used to calculate the project schedule, shown in APPENDIX. 5.1.3 Measuring Project Cost Cost is associated with three key indicators, size, quality, and productivity (Rudolph, 2002, p9). Unfortunately quality and productivity are too difficult to measure. Because system size can be measured in terms of effort, which is measured in terms of time, the hours required to complete the effort tasks can be translated to money (As staff pay can be calculated hourly.). By looking at the schedule, a monetary value shall be assigned to each resource used, eg. staff, hardware, training, etc. 5.1.4 Tools Employed in Calculating Size, Effort Cost The tool (application) that shall be used to conduct this analysis is known as COSMOS, created by East Tennessee Universitys Computer Science Department. The output of this application, the FPA, COCOMO, and Rayleigh Information, is shown in APPENDIX. The Rayleigh Information outputted by COSMOS shows how much time needs to be committed to the main building phase. 5.1.5 Staffing Currently, five staff are available for this project; one Project Manager, one Systems Analyst/Designer, one Quality Engineer, and two programmers. Not all staff will be required to work on the project at once. In the initial phase, the Project Manager and System Analyst are expected to do most work. As the project progresses more staffing shall be required. Programmers shall be employed during the intermediate phases, as well as a quality engineer. During this phase the project manager shall continue to manage and control the project, and the Analyst shall provide support, possibly in supporting areas such as process improvement. The Quality Engineer is likely to oversee the programmers, as well any processes that are subject to quality reviews. As the final phase is entered, the programmers shall be laid off, and also other staff, once their roles are no longer required. The project manager shall then hand over the completed product to the client. An approximation of the staff required through each phase is shown below. Detailed staffing schedules can be found in appendix. Table 5.1: Staff number and details by phase Phase Staff required Details Initial phase: Maximum 2 staff Project Manager Analyst Intermediate phase: Minimum 5 staff All staff Final phase: 1 or 2 staff Project Manager (Minimum) 5.1.5.1 Staff Sources The staff for this project will almost certainly come solely from the IT department. We doubt that contract personnel will be required for this project, as the IT group have more staff, which we expect to be free. If no additional internal staff available when the project requires extra staff, then contract personnel shall be considered. As all staff are familiar are with the development environment, we also doubt special expertise will be required. In the unexpected case that contract personnel are required, we shall approach an appropriate agency and seek the right person immediately. Little technical or managerial training will be required, as any contract staff must be experienced in the technical fields needed. Should the position be a managerial position, then managerial experience will be a prerequisite for such a job. 5.1.5.2 Staff Training All staff are currently familiar with the development environment so we do not expect that any technical training will be necessary. We do not know whether managerial training will be of benefit to the staff in this project, as such, no training will be provided. However, managerial process reviews shall be used in this project. These may uncover managerial weaknesses. Should this be the case, action shall be taken during the project, if feasible, otherwise, it shall be provided upon conclusion of the project. 5.1.6 Required Skills The client has specified a fairly basic system that is to operate in a Windows environment. Furthermore, the client stated that the system is a stand-alone system to run on one PC. Therefore, basic technical skills will be required. Our technical staff are certainly competent in such environments. Project management skills will also be required for this project, as well as knowledge in quality, and systems analysis and design. 5.1.7 Other Resources Required We do not expect any resources not already discussed in this document to be used. No additional hardware, facilities, contracts, or software is expected to acquired, both on the clients side and on the develop teams side. 5.2 Work Plan This section explains about work activities, schedule, resources, and budget details for the project. Some parts of the sub-section will refer to appendix or other sections. 5.2.3 Work Activities Waterfall model has been used to satisfy the requirement of BVC. Work activities involved in the work breakdown structure are: v Requirements v Analysis v Design v Coding v Testing v Project Management For a full description of their relationships and details, refer to section 6(technical plan) and appendix WBS. The acceptance criteria for the project lists the necessary task that are to be completed for the client to accept the product. A copy of the Acceptance Criteria is attached in section 6. Risk management processes relevant to these activities, including risk tracking, is included in section section 5.4 The relationship between a task and its predecessors and successors is illustrated in appendix msProject. 5.2.2 Schedule Allocation After establishing WBS, the tasks were entered into Microsoft Projectà ¢ 97, and the estimated schedule was created. This was completed by assigning a time period to each task. The schedule has been provided in the appendix msProject. 5.2.3 Resource Allocation Resource allocation assigns resources, as in staff and tools provided, to control activities within the WBS. These resources for each task are listed in section 6. 5.2.4 Budget Allocation Budget Allocation place a key role in any project. It estimates cost of resources and tools needed to conclude project activities. The budget for this project was calculated using Microsoft Projectà ¢ 97, using resource allocation, and expected pay-rates. A copy of the budget is provided in msProject. 5.3 Control Plan This section describes how the project will be monitored and controlled using the following plans. 5.3.1 Requirements Control Plan Any changes to the product requirements will be managed through the configuration management change control process, summarised in section 7.1. A requirements tracability matrix will be provided in all documents referencing the requirements, this will provide a direct link back to each requirement of the system. Impact analysis and change approval processes are described in Configuration Management, section 7.1. 5.3.2 Schedule Control Schedule control for this project will require inputs to control, control techniques, and outputs such as updates and corrections. The schedule will be monitored using the following inputs. v Project schedule: See Appendix for the project schedule. This will provide the basis for measuring and reporting schedule performance. v Performance reports: These reports provide information on schedule performance, such as whether deadline dates are being met or not. They shall also help the team stick to schedules, and alert us issues that may cause future problems. v Change requests: Schedule changes may be required to extend or shorten the project. Change requests for this project must exist formally as a document, and may originate internally or externally. A schedule control system shall use the above the inputs to manage changes to schedule. When changes to occur, additional planning must be done for compensation. A MS Project file will be updated to accommodate these changes. 5.3.3 Budget Control Budget control will be undertaken by the project manager, and include affecting any changes to the cost schedule, monitoring the cost baseline and determining any changes to the schedule and managing those changes. Changes to the budget schedule shall be influenced as much as possible by the project manager, to create the least effect on the plan. To monitor the budget, the project manager will receive periodic reports on the status budget, detailing what is under, over and on budget. Based on this information, Based on this information, the project manager will be able to assess any difference from the planned budget and determine if the variance is significant enough to require further investigation. If further action is required, then the type and extent is left to the project managers discretion, based on the particular case. Earned Value Management (EVM) will be used to monitor the budget compared to the amount of work completed. Through these techniques, the project manager will be able to determine if there are any changes to the schedule. If the schedule has changed, the project manager will need to reassess the schedule, taking into account these new developments. The project manager will also have to ensure that the changes to the budget will not affect the scope of the project by having to leave out some tasks due to budget constraints. Cost reporting of each task will be determined based on its size and budget. Large and expensive tasks will be reporting more frequently than small and cheap tasks. The period between reports is chosen by the project manager on a case-by-case basis. 5.3.4 Quality Control Plan The details of the Quality Control Plan are outlined in the Quality Assurance Plan, (section 7.4). The Quality Assurance Plan describes the measuring and controlling mechanisms used to assure the quality of the work processes and products. These mechanisms include audits, joint reviews, process assessments, and quality assurance of the processes. 5.3.5 Reporting Plan This plan highlights the reporting mechanisms, formats and frequencies of the reporting structure of the project. These relationships are displayed in table 5.2, below. Table 5.2: Reporting and Communication plan Communication From To Time Period Action plans Audits Minutes of meetings Risk Assessment Schedule checks Progress of assigned tasks All group members Project Manager Weekly 5.3.6 Measurement Plan All project measures, where not predetermined by either Buena Vista College, or any other external requirements, will be agreed upon by the project team based on the projects main issues. These details will be formally recorded in the Measurements Recording Form (Appendix #). The metrics used in the measurement plan will be collected at two processes in the development lifecycle, at the verification and validation processes, and at the end of the project. These measures will be collected mainly through interviews and reports at each of these times. The collected data will then be validated and stored by the project manager. 5.4 Risk Management Plan The risk management plan is designed for the development team to recognize any risk that may have a clashing affect to the projects schedule, budget and quality. The risk management covers the identification of risk factors, the assessment of the possible severity and likelihood of the risks, definition of management strategies for avoiding and containing risk, and the means for ongoing monitoring of the risk factors. 5.4.1 Risk Factors Identified Risk factors that were identified early in the project are listed below. During the life of the project the PM may find more risk factors that may affect the schedule and budget of the project. The PM will record each new risk factor in a Risk Identification Form (Appendix #). The risks presently identified are: v Conflict with team members v Staff skills and competence v Functional Rise v Conflicts with client/Customer v Low quality v Low productivity v Consistent to standards v Business Risks (absence caused by illness of accident of involved stakeholder.) v Loss of client. v New/Old technology conflicts. v Client Acceptance v Availability and use of Resources. 5.4.2 Risk Assessment Each risk factor identified was assessed on the likelihood and severity of it becoming an issue. Each assessment gave a value of 1 to 10, where 1 was low and 10 was high, indicating its importance. The assessment for each risk factor gave the reasons for the risk, impact of the risk, monitoring of the risk, and the resolution of the risk. With this detailed assessment of the risk factors a top ten risks identification and report was created. Also a risk matrix was created of each risks likelihood and severity. The project risks can be founding APPENDIX. 5.4.3 Risk Management Strategy Impacts of the risks on the project will be the cost, schedule and quality of the product. The PM must understand that risks are part of the day-to-day operations of the project. As part of the risk management strategy, the PM must conduct weekly reviews on the status of the current top-ten risks, and continually be aware of the development of any new risks. Any new risks identified must be formally recorded in a Risk Identification Form (Appendix #). Once identified, if in the top-ten, a risk has a contingency plan developed in case it becomes an issue, and is continually monitored. If a risk eventuates and becomes an issue, it will be recorded, its contingency plan will be started, and a group member will be assigned to handle the issue. These procedures are outlined in Issue Management, section 7.6. The PM must also be able to produce a report on the current status of the risks to any stakeholder if required. 5.4.4 Top Ten Risks Identification The top-ten risks identification highlights each risk and its details. It identifies each risks probability of occurring, 1 10(high), its severity and exposure (probability of occurrence * severity), the problem resolution technique, who is responsible for monitoring the risk, and the time period of the risk. Table 5.3: Top Ten Risks ID Item Prob Loss Exp Resolution Who Date 1 Conflicts with team members 6 8 48 Group Meeting PM Cont 2 Resource Availability 4 9 36 Reschedule PM Cont 3 Low Productivity 4 8 32 Inspection PM Cont 4 Consistent standards 5 6 30 Inspection PM Cont 5 Low Quality 4 7 28 Inspection PM Cont 6 Client Acceptance 4 7 28 Client meeting PM Hand -Over Phase 7 Conflict with Client 4 7 28 Client meeting PM Cont 8 Staff skill and competence 3 9 27 Training PM Cont 9 Functional Rise 2 9 18 Reschedule PM Cont 10 Absence of a stakeholder 2 9 18 Reschedule PM N/A Cont = Continuous (on -going) Below is example report kept by the PM to monitor risks in the project. The PM must have a current copy of the report. He must be able to show the report when requested by a stakeholder. Table 5.4: Risk Report Item Rank Now Last Time Time List Resolution Conflicts with team members 1 New 0 Have a group meeting. Resolve differences among the team members Resource Availability 2 New 0 Get more resources Low Productivity 3 New 0 Use Software process improvement methods. Consistent standards 4 New 0 Check QA plan. Low Quality 5 New 0 Design a Quality Model to achieve software quality standards Client Acceptance 6 New 0 Rework project until the client is satisfied. Conflict with Client 7 New 0 Talk with client and resolve issue Staff skill and competence 8 New 0 Train Staff Functional Rise 9 New 0 Redo Schedule for project. Absence of stakeholder 10 New 0 Redo Schedule for project. 5.4.5 Risk Matrix The risk matrix identifies the top-ten risks in terms of their likelihood of occurrence and severity. Items towards the top-left of the matrix are both probable and severe, and should be monitored carefully. Items towards the bottom-right are improbable and have a negligible impact on the project. Table 5.

Tree for Thought :: Free Essay Writer

Tree for Thought On a winding hillside along Birch Lake, various trees and organic landscapes hide my sacred place. It is located in the backyard of my grandparents’ house. To the average outsider, it is just another pine tree growing among piles of leaves and pine needles that blanket a grassy hill leading down to the lake. In my world, it was a place where I could lie at an acute angle and visit a tree I gave life to. I still remember the smell of the freshly baked bread my grandmother made that morning. I was only six years old, but when a fresh loaf of bread came out of the oven, I had the appetite of an adult. After stuffing ourselves, Grandma and I made our way to the shed in search of tools to plant a tree. As we searched for a shovel, fumes from the leaky gas tank of the lawnmower kept us in high spirits. We eventually found a spade and looked for a place to dig. The hill in the backyard was blocked off with a short fence. Dilapidated stairs led down to the beachfront. Grandma and I scaled the foot-high fence and sidestepped down the incline. About ten steps down, we found the perfect place for the tree. She gripped the ribbed, rubber handle of the shovel and began carving a hole into the fertile soil. I cradled the newborn tree, making sure he would be able to enjoy the new home we were making for him. The clouds were threatening as if they were predators preparing for an attack on their prey. The rolling thunder, snarling and growling, kept us working at a fast pace. My grandmother assured me that Spike that’s what I named the tree ¾would be fine when the storm struck later that afternoon. Once she finished digging the hole, we could have fit a soda can perfectly inside, but Spike fit much better. He seemed to like his new home. In time, mossy friends would keep him company, rain would nurture him, and dogs would soon make him their own. Grandma sent me back up the hill to grab the watering spout so we could feed Spike’s green needles the nutrients they needed to keep him alive and well. We were careful not to drown him, knowing that he would receive more water later that day.

Graduation Speech -- Graduation Speech, Commencement Address

When I was younger, I would often return home to a familiar question: So, what did you learn today? My answer would always be "nothing" or "stuff." As I look back, I never lied, yet, I never told the whole truth. Many people think that you don't know anything with only 18 years of experience; I think they're wrong. I've learned a lot about myself and others from the relationships I have built throughout the years. I believe my most important lessons were "people" lessons. Those are the ones which could never be taught out of a book or in a lecture; you have to go out and experience them for yourself. I have learned that you'll never know the answer if you don't ask the question. People like you for who your are, even if you wear watermelons on your head at homecoming, tight black leather pants for a fashion show, or get decked out in your parent's old polyester clothes for Disco Day. Everything is a give and take situation and we can never give enough. If you want to be heard, first you must listen. We are all different, yet very much the same. Everything I have just said can be ...

arranged marriage: for america? Essay -- essays research papers

Arranged Marriage: For America? Both arranged marriages and romantic marriages have good and bad points. Cultures such as India, Japan, and Ethiopia have had arranged marriages since the dawn of time. In America we allow our young adults to make their own decisions on whom to marry. Would Americans accept the practice of parents deciding whom they are going to marry without considering their wants or feelings? The answer is an emphatic NO! Americans are hopelessly romantic and fiercely believe in freedom of choice. Arranged marriages would never be accepted in American culture. Most of the time, if not all, the decisions we make concerning marriage are based on the concept of â€Å"romantic love†. Most young people tend to believe the only way to choose a mate is to date until you fall madly in love, plan a wedding, and get married. We follow our hearts even if it is impractical and doesn’t really make any sense. We do not feel that we need the wisdom and experience of anyone, let alone our parents, to make such an important decision. Love is more important and powerful than practical issues. However, by relying on our hearts, and not the wisdom and experience of others, we risk what could be the disastrous consequences of making an emotional decision instead of a rational one. Go back a few years (for some of us, many years) and think about how much stress we felt trying to make ourselves attractive to the opposite sex. We spent most of our days worrying about our looks and w...

History of Western Society Ch 13 Outline

History of Western Society Sixth Edition Chapter 13 Outline I. The Evolution of the Italian Renaissance A. Economic growth laid the material basis 1. Cultural achievements of the 14th to 16th centuries 2. Northern Italian cities led the way 3. Advances in ship construction greatly increased the volume of goods that could be transported; improvements in the mechanics of sailing accelerated speed 4. Italian renaissance appeared in Florence 5. The economic foundations of Florence was so strong that even severe crisis could not destroy the city 6.Driving enterprise, technical know-how, and competitive spirit saw Florence through the difficult economic period of the late 14th century B. Communes and Republics 1. The Northern Italian cities were communes, sworn associations 2. Groups tied by blood, economic interests, and social connections 3. A properly qualification, years of residence within the city, and social connections 4. In the 15th century, political power and elite culture enter ed on the princely courts of despots and oligarchs C. The Balance of Power Among the Italian City States 1. Passionate attachment to their individual city states . The kingdom of Naples had long been disputed by the Aragonese and by the French. 3. In the peace treaty signed at Lodi in 1454, Venice received territories in return for recognizing Sforza’s right to the duchy 4. Renaissance Italians invented the machinery of modern diplomacy 5. In a number of fiery sermons between 1491 and 1494, Savonarola attacked what he considered the paganism and moral vice of the city 6. The invasion of Italy in 1494 by the French king Charles VIII 7. In 1508 his cousin and heir, Louis XII, formed the league of Cambrai II. Intellectual Hallmarks of the RenaissanceA. The Renaissance was characterized by self-conscious awareness among the 14th and 15th century Italians 1. Francesco Petrarch (1304-1374) considered the first two centuries of the Roman Empire to represent the peak in the developme nts of human civilization 2. The Renaissance manifested itself in a new attitude toward men, women, and the world B. Individualism 1. Middle Ages had seen the appearance of remarkable individuals 2. Large literature with the nature of individuality emerged, represented the flowering of distinctly Renaissance individualism C. Humanism 1.Humanism emphasized human beings, their achievements, interests, and capabilities 2. Renaissance humanists approached the classics differently D. Secular Spirit 1. Secularism involves a basic concern with the material world instead of with the eternal world of spirit 2. Humanist Lorenzo Valla (1406-1457) defends the pleasures of the senses as the highest good 3. Papal interests, which were far removed from spiritual concerns, fostered, rather than discouraged, the new worldly attitude III. Art and the Artist A. The subject matter of art through the early 15th century as in the Middle Agrs, remained overwhelmingly religious 1.In the 14th and 15th centu ries, a large, intricately carved wooden bed, a chest, and perhaps a bench served as its sole decorations 2. Florentine Masaccio (1401-1428) inspired a new style, realism, the new international style B. The Status of the Artist 1. The Renaissance artist was considered a free intellectual worker 2. The social status of the artist of genius was immortally secured IV. Social Change A. The Renaissance changed many aspects of Italian, and subsequently European, society 1. Renaissance culture witnessed a shift in the status and experience of women B. Education and Political Thought . One of the central preoccupations of the humanists was education and moral behavior 2. In the 16th and 17th centuries, The Courtier was widely read 3. No Renaissance book on any topic, however, has been more widely read and studied in all centuries since its publication (1513) C. The Printed Word 1. By the middle of the 15th century, paper was no problem 2. Gutenberg’s Bible of 1456, movable type had b rought about radical changes 3. Since books and other printed materials were read aloud to illiterate listeners, print bridged the gap between written and oral cultures D. Clocks . The English word quantification was first used in 1840 2. Mechanical clocks, usually installed on the cathedial or town church, were in general use in Germany by the 1330’s, in England by the 1370’s, and in France by the 1380’s 3. The status of upper-class women declined, in terms of the kind of work they performed 4. Laura Cereta (1469-1499) illustrates the successes and failures od educated Renaissance women 5. Women, of course, continued to perform economic functions 6. In the years 1338- 1358, rape was not considered a serious crime against either the victim or society 7.In the 11th century, William the Conqueror had decreed that rapists be castrated E. Gender and Culture 1. The term homosexuality was coined only in 1892 2. On April 17th, 1432, the Florentine government set up a s pecial magistracy, the Office of the Night F. Blacks 1. The beginning in the 15th century, sizable numbers of black slaves entered Europe 2. In 1491 Isabella of Este, duchess of Mantua, instructed her agent to secure a black girl between four and eight years old V. The Renaissance in the North A. Last quarter of the 15th century, Italian Renaissance thoughts inspired northern Europe 1.There More found the time to write Utopia (1516), which presents a revolutionary view of society. 2. Francois Rabelais (1490? -1553) possess a distinctly secular flavor and have attracted broad readership among the literate public 3. Many of Bosch’s paintings reflect the confusion, and anguish often associated with the end of the Middle Ages VI. Politics and the State in the Renaissance (CA 1450-1521) A. Louis XI, Henry VII, and Ferdinand and Isabella in Spain had been labeled as â€Å"new monarchs† B. France 1. In 1438 Charles published the Pragmatic Sanction of Bourges 2.In 1516 the new treaty, the Concordat of Bologna, approved the pope’s right to receive the first year’s income of new bishops and abbots C. England 1. Between 1455 and 1471, adherents of the ducal houses of York and Lancaster waged civil war, the Wars of Roses 2. The council dealt with real or potential aristocratic threats through a judicial offshoot, the court of Star Chamber D. Spain 1. The centuries-long Reconquista- the wars of the northern Christian kingdoms to control the entire peninsula 2. In the administration of Castile, â€Å"New Christians† held the royal secretary ship

Copy And Paste The Introduction Essay

1. Copy and paste the introduction to your essay in the space below. There have been more unsolved bombings of Negro homes and churches in Birmingham than any city in this nation. 2. Using techniques learned in this lesson, write the conclusion to your essay in the space below. Lastly but not least, I was thinking that when he gets out of jail there will be no racism against other black people in the nation. Now, let’s break your conclusion apart to show the different techniques you used. 3. How did you connect your introduction and your conclusion? (Did you use a similar technique, repetition of a significant word or phrase, etc.?) Explain. I used nation letting the readers know this is all over the United States. 4. Copy and paste the words or sentence that signals closure of your essay. Lastly but not least 5. Copy and paste the sentences that synthesize your ideas. Remember, synthesis combines the main ideas of your essay AND comments on the significance of those ideas. There have been more unsolved bombings of Negro homes and churches in Birmingham than any city in this nation. 6. Copy and paste the sentences that answer the question from the prompt: What conclusion or implications can you draw? (It is okay if you have these sentences as a part of your synthesis or challenge to your audience. Include them here as well. It is also okay if these sentences are separate from those two elements.) There have been more unsolved bombings of Negro homes and churches in Birmingham than any city in this nation. 7. Copy and paste the sentences from your conclusion that challenge your audience to think, feel, or do something. There have been more unsolved bombings of Negro homes and churches in Birmingham than any city in this nation.