Biography of Elijah McCoy, American Inventor

Elijah McCoy (May 2, 1844–October 10, 1929) was an African-American inventor who received more than 50 patents for his inventions during his lifetime. His most famous invention was a cup that fed lubricating oil to machine bearings through a small tube. Machinists and engineers who wanted genuine McCoy lubricators might have used the expression the real McCoy—a term meaning the real deal or the genuine article. Fast Facts: Elijah McCoy Known For: McCoy was an African-American inventor who improved steam engine technology by designing an automatic lubricator.Born: May 2, 1844 in Colchester, Ontario, CanadaParents: George and Mildred McCoyDied: October 10, 1929 in Detroit, MichiganAwards and Honors: National Inventors Hall of FameSpouse(s): Ann Elizabeth Stewart (m. 1868-1872), Mary Eleanor Delaney (m.1873-1922) Early Life Elijah McCoy was born on May 2, 1844, in Colchester, Ontario, Canada. His parents—George and Mildred McCoy—were former slaves who had fled Kentucky for Canada on the Underground Railroad. George McCoy enlisted in the British forces, and in return, he was awarded 160 acres of land for his service. When Elijah was 3, his family moved back to the U.S. and settled in Detroit, Michigan. They later moved to Ypsilanti, Michigan, where George opened a tobacco business. Elijah had 11 brothers and sisters. Even as a young child, he enjoyed playing with tools and machines and experimenting with different ways to fix and improve them. Career At the age of 15, McCoy left the United States for a mechanical engineering apprenticeship in Edinburgh, Scotland. After becoming certified, he returned to Michigan to pursue a position in his field. However, McCoy—like other African-Americans at the time—faced racial discrimination that prevented him from earning a position appropriate to his level of education. The only job he could find was that of a locomotive fireman and oiler for the Michigan Central Railroad. The fireman on a train was responsible for fueling the steam engine and the ​oiler lubricated the engines moving parts as well as the trains axles and bearings. Because of his training, McCoy was able to identify and solve the problems of engine lubrication and overheating. At that time, trains needed to periodically stop and be lubricated to prevent overheating. McCoy developed a lubricator for steam engines that did not require the train to stop. His automatic lubricator used steam pressure to pump oil wherever it was needed. McCoy received a patent for this invention in 1872, the first of many he would receive for his improvements to steam engine lubricators. These advancements improved transit by allowing trains to travel farther without pausing for maintenance and re-oiling. McCoys device not only improved train systems; versions of the lubricator eventually appeared in oil-drilling and mining equipment and construction and factory tools. According to the patent, it did so by provid[ing] for the continuous flow of oil on the gears and other moving parts of a machine in order to keep it lubricated properly and continuous and thereby do away with the necessity of shutting down the machine periodically. As a result, the lubricator improved efficiency in a variety of fields. In 1868, Elijah McCoy married Ann Elizabeth Stewart, who died four years later. A year later, McCoy married his second wife, Mary Eleanora Delaney. The couple had no children. McCoy continued to improve upon his automatic lubricator design and make designs for new devices. Railroad and shipping lines began using McCoy’s new lubricators and the Michigan Central Railroad promoted him to an instructor in the use of his new inventions. Later, McCoy became a consultant to the railroad industry on patent matters. McCoy also obtained patents for some of his other inventions, including an ironing board and a lawn sprinkler, which he had designed to reduce the work involved in his household tasks. In 1922, McCoy and his wife Mary were in a car accident. Mary later died from her injuries, and McCoy experienced severe health problems for the rest of his life, complicating his professional obligations. The Real McCoy The expression the real McCoy—meaning the real thing (not a fake or inferior copy)—is a popular idiom among English-speakers. Its exact etymology is unknown. Some scholars believe it comes from the Scottish the real McKay, which first appeared in a poem in 1856. Others believe the expression was first used by railroad engineers looking for the real McCoy system, i.e. a lubricator equipped with Elijah McCoys automatic drip cup rather than a poor knockoff. Whatever the true etymology, the expression has been associated with McCoy for some time. In 2006, Andrew Moodie developed a play based on the inventors life called The Real McCoy. Death In 1920, McCoy opened his own company, the Elijah McCoy Manufacturing Company, to produce his products himself rather than licensing his designs to existing companies (many of the products he designed did not feature his name). Unfortunately, McCoy suffered in his later years, enduring a financial, mental, and physical breakdown that landed him in the hospital. He died on October 10, 1929, from senile dementia caused by hypertension after spending a year in the Eloise Infirmary in Michigan. McCoy was buried in Detroit Memorial Park East in Warren, Michigan. Legacy McCoy was widely admired for his ingenuity and accomplishments, especially in the African-American community. Booker T. Washington—an African-American educator and leader—cited McCoy in his Story of the Negro as the African-American inventor with the greatest number of patents. In 2001, McCoy was inducted into the National Inventors Hall of Fame. A historical marker stands outside his old workshop in Ypsilanti, Michigan, and the Elijah J. McCoy Midwest Regional U.S. Patent and Trademark Office in Detroit was named in his honor. Sources Asante, Molefi Kete.  100 Greatest African Americans: a Biographical Encyclopedia. Prometheus Books, 2002.Sluby, Patricia Carter.  The Inventive Spirit of African Americans: Patented Ingenuity. Praeger, 2008.Towle, Wendy, and Wil Clay.  The Real McCoy: the Life of an African-American Inventor. Scholastic, 1995.

Literature with the theme of self-destruction - 1660 Words

The act of being self-destructive does not just come to be. It occurs slowly and takes hold in individuals to varying degrees, contingent upon how ‘cold’ they are, and by their level of self-absorption and conceited desires. A combination of these characteristics can be discerned in each of the protagonists from the literary forms I studied. Each character is self-destructive, but the consequences of their actions and the number of people they hurt tends to magnify depending on how many of these characteristics they appear to demonstrate. What unites these characters is their ultimate self-destruction, resulting in the death of three out of four characters studied here. These four characters are Macbeth, from the play ‘Macbeth’ by†¦show more content†¦When Kenny then turned the gun towards Tub, Tub’s emotions escalated into fear, which had instant consequences for Kenny, as Tub reacted on those emotions, without thinking. Society can learn from these examples. Listening to our feelings and recognising emotions, should be something we are taught to heed. They are a prime source of information, working to keep us safe. Macbeth and Kenny teach us that strong emotions like guilt and fear are therefore important because they have the power to prevent repetition of cruel acts that have negative consequences. Becoming cold and callous, by blocking access to feelings, is an important teaching tool for society. An additional flaw that facilitates the destruction of the character’s self is the egotistical, conceited self absorption the protagonists Eddie, Ben, and Macbeth have in themselves. This is evident in Eddie Carbone’s inability to compromise when he finds his incongruous desires for his Niece threatened by Rodolfo, an Italian immigrant staying in America with the Carbone family to escape the impoverished conditions in Italy. 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University Relocation Project Management Plan

Question: Describe about theUniversity Relocation Project Management Plan?. Answer: 1. Introduction Huge Baird University is based in Balliol Road Bootle. However, the location has high operating and administrative costs. Moreover, the University has a plan to improve its services through introduction of technological solutions that can enable university in providing better educational service to students and manage the campus activities more efficiently. Thus, the top management has decided to shift its location to a cheaper place after selling existing location which would save them some money that can be used up for incorporating their strategic plans. The project is planned to take 5 months starting in end of May 2016 and closing in 1st week of October 2016. 5 out of 10 people who would be involved in the project would be taken from the staff and 5 more would be hired from outside through the help of HR consultants. Project Brief This project has three objectives to accomplish and these include sale of the existing campus area of Huge Baird University, construction of a new premises for operation of university in Knowsley and re-location of all assets and human resources of the university to this new location. The project would begin with the plan of construction of the new premises for which a plan would be made for hiring of contractors and other staff for the development. Subsequently during the development of the new premises, the old premises would be sold off when the construction is nearing completion such that as soon as the construction of the new site is complete, the site has already been disposed of and is ready for making the shift of assets and people of the organization. For the success of the project, the plan for development of new premises would start first such that the project manager has the fair idea of the investments that are required. The sale of the old premises would be planned according to these expenses in such a way that the money obtained would be utilized for construction and for building of additional technology infrastructure for the new campus of the college. This approach would ensure that the organization does not make any losses and is able to cater to all the needs of the university establishment and at the same time save money for operating the business after relocation. 2. Organizational Breakdown Structure Any major decisions related to working of the organization, including the relocation, are taken by a board of Directors. The sponsor of the project would be providing finance for the project and thus, would have the authority to get reporting on financial implications of the project on the University. The Principal is the key manager of college facilities and he has hired me as a Project Manager so I would be reporting to him. Internal departments that are the stakeholders of the project would be directly reporting to principal while 10 people chosen and hired for managing project would be reporting to Project manager. Project Oversight Project oversight is an independent review that is conducted in order to understand how the project is proceeding and if it is on track and would be completed within estimated cost and schedule. Oversight involves identification of any probable risks and planning of mitigation measures in the case of occurrence of risks such that the project schedule is not severely affected and the project expenses remain within budget. Oversights involves complete monitoring of all aspects of the project for which various functions of project management framework can be used including scope management, risk management, scheduling, issue management, budgeting, and compliance check for rules, regulations, standards and policies. To manage the project oversight for the university relocation project, the project would involve - establishing of a scope with the use of scope statements and project charter; clarification of deliverables that would be detailed in a Work Breakdown Structure; explanation of how the monitoring of project would be done through establishing of organisational structure and assignment of roles to project team with planning of communication with stakeholders; Controlling of risks through the use of risk management plan that would be used in practice with recording of risks occurring in a risk register and so on. Sub-contractor arrangements Contracts are the agreements made between two parties that demand an obligation that has to be completed by one party while the other pays the party for the same after successful completion of all required tasks. While contractor is the prime recipient of the payment, actual work may not be done by the contractor in some cases and another contractor in the form of sub-contractor would be involved. Thus understanding of contracting and subcontracting duties becomes essential to be able to run a project smoothly. Sub-contract agreements are influenced by the main contract arrangements. It involves development of statement of work that defines project goals that are proposed by the sponsor of the project. On the current relocation project, contract agreements would be made with main contractors and the responsibility of deciding on what part of work has to be sub-contracted would be left on the contractor. Contractor would also be responsible for selecting and hiring sub-contractors and thereafter monitoring sub-contractors for their compliance with rules, regulations, and performance requirements for which a surveillance plan would be made by the contractor(Kakande, 2014). From the side of the University who is the main employer of the contractor, a prime contractor surveillance plan would be made that would involve documentation of compliance requirements, critical work processes, deliverables, schedules, and costs. 3. Work Breakdown Structure WBS Code Task 0 University Re-location 1 Project Initiation 1.1 Project Management 1.1.1 Project Planning 1.1.2 Budgeting 1.1.3 Scheduling 1.1.4 Procurement 2 Project Planning 2.1 Requirements Identification 2.1.1 New University Requirements 2.1.1.1 Analysis of Students residence location 2.1.1.2 Physical Structure of Building 2.1.2 Project Risk Constraints 2.1.3 University Staffing Plan 2.2 New Site Selection 2.2.1 Facility Contract 2.2.2 Facility Agreement 2.2.3 Sale of existing Building 3 Project Execution 3.1 New Campus Infrastructure Design 3.1.1.1.1 Computer Lab 3.1.1.1.2 Science Lab 3.1.1.1.3 Staff rooms 3.1.1.1.4 Boardroom 3.1.1.1.5 Meeting rooms 3.1.1.1.6 Staff Cubicles 3.1.1.1.7 Reception 3.1.1.1.8 Open Areas 3.1.1.1.9 Principal Cabin 3.1.1.1.10 Washrooms Toiletries 3.1.1.2.1 Garden 3.1.1.2.2 Parking Space 3.1.2.1 Electric implementations 3.1.2.2 Flooring 3.1.2.3 Building Walls and Partitions 3.1.2.4 Furnishing 3.1.2.5 Fittings 3.1.3.1 Networking Requirements 3.1.3.1.1 Cables 3.1.3.1.2 Electrical equipments 3.1.3.2 Voice Network 3.1.3.2.1 Cables 3.1.4.1 Card Access for Staff 3.1.4.2 Personnel equipment Physical Security 3.2 Construction 3.2.1 Construction permits 3.2.2 Bidding for Vendor selection 3.2.2.1 Invitation and Selection - Contractor 3.2.2.2 Contracts Agreements with chosen contractors 3.2.3 Utilities 3.2.3.1 Account Creation 3.2.3.2 Account Activation 3.2.4 Interior Designing Construction 3.2.5 Exterior Building Construction 3.2.6 Security measures at construction 3.2.6.1 Protective Equipment (PE) for labor 3.2.6.2 Boundaries Warning Signages for Public Security 3.3 IT Networking Infrastructure 3.3.1 Bidding Process 3.3.1.1 Selection of Vendors 3.3.1.2 Contract development 3.3.2 Equipment Purchase 3.3.2.1 Vendor Selection 3.3.2.2 Contract development 3.3.3 Cabling 3.3.4 Internet provision in campus 3.3.5 Telephone system establishment 3.3.6 Implementation of new equipments 3.4 Interior development 3.4.1 Painting 3.4.2 Flooring 3.4.3 Furnishings and Fittings 3.4.3.1 Vendor Bidding and Selection 3.4.3.2 Contract negotiation and development 3.4.4 Equipment and facilities Installation 3.5 Project Quality Management 3.5.1 Compliance Check 3.5.1.1 Construction 3.5.1.2 Electrical 3.5.2 Building Occupancy Certificates 3.6 Sale of Existing Location 3.6.1 Invitation for bidding 3.6.2 Sale of university building 3.6.2.1 Estimation 3.6.2.2 Selection of purchaser 3.6.2.3 Cleaning of building 3.6.2.4 Ownership transfer paper work 3.6.2.5 Disposal of Building 3.7 Re-Location 3.7.1 Purchase of Packing Materials 3.7.2 Relocation of Facility 3.7.2.1 Cost Estimation 3.7.2.2 Vendor Selection 3.7.2.3 Insurance 3.7.3 Staff Equipments Packing 3.7.3.1 Papers 3.7.3.2 Equipments and machines 3.7.3.3 Networking Hardware 3.8 New Set-up 3.8.1 Cleaning Facility 3.8.2 Staff Unpacking 3.8.2.1 Unpacking of PC Networking Equipments 3.8.3 Packing Materials Disposal 3.9 New Campus Maintenance 3.9.1 Housekeeping establishing 3.9.2 Insurance 3.9.3 Sanitation Services Provision 3.1 University Marketing 3.10.1 Notification for Change of Address to 3.10.1.1 Students 3.10.1.2 Parents 3.10.1.3 Media Print 3.10.1.4 Website Content Modification 3.10.2 New Business Cards Printing for Staff 3.10.3 Creation of Letterheads and office Materials with new address 4 Project Closure 4.1 Releasing temporary resources 4.2 Prepare Project Closure Report 4.3 Close contracts and pay all vendors Quality and Performance Standards The understanding of quality requirements and performance standards of the project is essential as they would help the stakeholders review the progress of the project which would be done against these quality and performance requirements such that any deviation can send an alert to the stakeholder such that appropriate decisions can be taken before a problem can go worse. Some performance metrics would be used for the assessment of the performance of the project of relocation of university in this case. These include Schedule and cost variance. Schedule Variance (SV) = Earned Value (EV) Planned Value (PV) PV = work planned to be finished in specific duration in terms of budget EV = Work actually finished in specific duration in terms of budget This SV would be targeted to remain positive which would reflect that the project is ahead of schedule. The moment it would go negative, the project would be delayed against the planned schedule. Thus, in order to have a control over the schedule, whenever project manager finds this value going closure to zero, appropriate actions would be taken to speeding up the remaining work or resolve issues that may be causing delays. Cost Variance (CV) = EV AC AC Actual Costs If the cost variance is positive, the project is well maintained within budget but if these values go negative, the project has overshot the budget. When the project manager sees the CV going close to zero, provisions have to be made to get approvals for extra budget as this would indicate requirement of the extra cash for the project to continue. However, the project would be considered successful from the project management perspective only when this value does not go negative and the manager is able to control the costs below budget. Gantt chart 4. Cost Breakdown Structure Costs would be incurred on project management, construction, furnishing and shifting as highlighted in the structures below: Construction Cost Structure (Failner Tyrrell, 2014) Furnishing Cost Structure: Cost of Movement of Goods The total estimated cost of project would be 29,042,166. Over this a 10% contingency cost would be added for emergencies and the total budget would be 31,946,382. Cash Flow In the initial stages of the project, the old premises would be sold so that cash can be generated for the management of project of construction and relocation of the university assets. As the total expenses including contingency costs are coming out to be 31,946,382, the premises would be sold with aim to receive some profit over these expenses and the target would be sell the same for 41,000,000 which would leave the company with a cash of 946,382 that can be used for operating processes of the university and for marketing of the new premises. The flow of cash during the first six months after the start of the imitation stage of the project is detailed below: 5. Project Phases Initiation This stage involves an understanding of feasibility and viability of the project from the perspective of business of the University. For this, a project scope statement is written and preliminary project charter is prepared. This stage would take one week to finish and would be completed at the starting week of the project. Project Scope: Re-locate the existing University facility from Balliol Road Bootle to Knowlsey. Preliminary Charter: Business Need: Development of technology infrastructure that supports the management plan for enhancing services Attain some profits from the sale of old location and utilize the savings for improving University facilities Reduce the operating costs of the University in the new location Project Description: Complete the relocation of facility within the allotted time Monitor, manage and coordinate activities required for completion of project Hire contractors for construction, networking, and relocation and ensure that their required deliveries are obtained as per schedule Identify potential risks on project and establish a response plan Benefits: Improved technological capabilities and facilities at the University Achieve savings from old property sale that would allow college to invest on facility improvement Allow university to reach out to more students staying in locations near to Knowlesky Improve facilities in University such that more students can be attracted to the college Key Deliverables: Sale of old property at price that fetches enough profits to accommodate planned improvements Cleaning of old as well as the new property and disposal of wastes generated Re-location of all assets belonging to University such as IT, stationery, and other materials Construction and furnishing at the new location Implementation of networking and electric systems in the new location Shifting of internal staff to new location Communicate the action plan for relocation to all stakeholders Establish a plan for communicating with key stakeholders during the progress of the project Planning In this stage, all essential elements and aspects of chosen project are documented in a project management plan which includes incorporation of scope statement, WBS, Project Schedule, Cost breakdown structure, Responsibility assignment Matrix, Communication Management plan, Risk management plan, and Change controls. This stage is the major part of the project and every subsequent stage would depend on it and thus, a significant 10 days of time would be allotted to planning of the project after it has been initiated and approved by stakeholders and sponsor for the start. Scope Statement: Sell the old building at Balliol Road Bootle and use the money obtained for the construction of Knowlsey and re-locate all the assets of the University from old building to new location. Responsibility Assignment Matrix: Deliverables PM Admin Contractors Staff IT Finance Legal New building Permits I R R R I I R Project Progress Reporting R I I I I I I Packing Shifting for relocation R ACI R I I I I Construction R ACI R I I I I Staff movement R ACI R I I I I Facility Cleaning R ACI R I I I I IT infrastructure R ACI I R I I Furnishing Fittings R ACI R I I R I Executing and Control Project execution will be observed by utilizing a progress report that will be updated and provided to the top-level management, on a monthly basis, by the manager of the project. This will be beneficial in establishment of control over the processes of the project. The outputs of project management during this stage will comprise of change management and status reports. This stage comes after the planning is complete and involves execution of all the activities are planned. This will go on for four months from the end of the month of May till the end of the September. Project Closure This will be projects end stage. In this stage, the project will be operationally finished and will be provided to the users college staff and management. The manager of the project will provide a final report of project management with the knowledge gained and an approval will be obtained from the benefactor for the Official Closure and Hand-Off. This stage comes after all required activities of the project are successfully completed. All activities are then wrapped up, formalities are completed and an official project closure report is submitted to the top management for final sign-off. This stage would last only for 5 days that would be accommodated from the last week of Sept to first week of October month. By 4th of October, the final report would be approved by the top management. The timelines involved in all the stages of the project closure are given in the table below: Task Name Duration (No. of days) Beginning End University Re-location 96 24/05/16 Tuesday 04/10/16 Tuesday Start 8 24/05/16 Tuesday 02/06/16 Thursday Plan 10 03/06/16 Friday 16/06/16 Thursday Execution 77 17/06/16 Friday 03/10/16 Monday End 1 04/10/16 - Tuesday 04/10/16 Tuesday Risk Management For the management of risks, first the risks would be identified and reviewed by project team and then mitigation plans would be generated. People who would be involved in risk management process include originator of the risk who could be anyone foreseeing the risk on the project from the team, project manager who would be responsible for recording and making plans for mitigation of risks, project team who would be executing the risk mitigation plans and the sponsor who would be making provisions for risk mitigation in case of their occurrence. All these processes would be primarily managed by Project manager who would be responsible for: Receiving information about identifies risks from the team Recording and assigning priorities to each risks for taking decisions in case of their occurrence Reviewing all identified and occurring risks during the progress of project Identifying risks that need changes to be made in scope, budget or schedule and communicating the same to sponsors using an appropriate reporting procedure and ensure that provisions are approved by the sponsor for risk resolution Approve already planned mitigation actions in case of risk occurrence Close risks that do not impact the project any more Risks Identified Trigger Impact and Probability Plan for Risk Response Re-allocation of employees cannot be performed according to schedule Material for packing is insufficient. Unpredictable action need to be performed and cant be evaded Medium, High Low, High Avoid Hire packers and movers for assessment of packing requirements Mitigate Full actions with minimum resources utilized within minimum probable time. Setup of new location cannot be performed as per schedule Legal interruptions while obtaining approvals. Interruptions caused due to inappropriate co-ordination of IT infrastructure setup Unpredicted delay during construction Medium, High High, High Low, High Avoid Get legal department to obtain approvals. Mitigate Establishment of processes of communication during project progress. Mitigate Completion of work as quickly as possible. Movers and packers cannot complete work as per schedule Delays in contract approval. Disadvantageous conditions of weather not permitting movement. Medium, Medium Low, Medium Avoid Have prior planning of contracts. Mitigate Reduction of damage impact. Furniture costs increased Additional employees need to be recruited for management of activities. Clarity lacking on movement actions Low, Medium Low, Medium Avoid Advance planning for HR Avoid Have proper plan with all actions explained in details. IT infrastructure costs increased Unplanned foundation needed Improper building blueprint needs changes. IT foundation planning was inadequate. Low, High Low, High Low, High Avoid all possible actions in all cases. Enhanced employee turnover because of shift in location Improper comprehension of project impacts. Other universities looking to recruit employees Low, High Medium, Medium Avoid Mitigate Establishment of measures of retention Additional employees need to be recruited Unpredictable actions taking place due to project work Low, High Mitigate Unpredicted modifications to building blueprint For incorporation of fresh employees, plan required changes. Incomplete building blueprint created from start Low, High Low, High Avoid Avoid Injuries and accidents Proper utilization of protective equipment by workers absent. Pedestrians getting hurt due to construction. Medium, High Medium, High Avoid Establishment of appropriate policies of security. Mitigate Equipment damage Damaged during transport Medium, High Mitigate Furniture Damage Damaged during transport or due to manhandling Medium, High Mitigate Workers went on strike Movers call unpredicted strike Low, High Mitigate Hire other contractors. Stakeholder Analysis A communication plan would specify how the information generated on the project would be communicated to these stakeholders and what information would be provided to them. A communication plan contains information on various stakeholder groups or individuals, communication concepts, purpose of communication, who would be communicating, methods used for communication and the frequency with which the communication would reach stakeholders. The first step would be to identify who are key stakeholders and this can be done by using a power interest grid which classifies various stakeholders of a project into four major groups that include stakeholder with high interest and high power, those with high interest and low power, high power but least interest and those with low level of interest with minimal power. Stakeholder Identification Power/Interest Grid Power High Require Satisfaction Board of Directors Operations Sponsors Major Players Finance Department Admin Department Principal Low Minimum effort School Council Local public Counsellors Secretary Keep Informed HR Consultant Project Manager Students College Staff Contractors and labour Target students Low High Interest Stakeholder Management The identified stakeholders would be managed through communicating progress of project with them through specific modes of communication with specific objectives and at desired rate of frequencies as tabulated below: Action Target Objective Frequency Process Commencement Meeting Every partners Collection of information Project pre-initiation Meeting Project Plan Allocation Every partners Alert partners regarding project scope and goals Initiation assembly E-mail Project Initiation Every partners Inform regarding responsibilities and plans of project While project initiation Meeting Meeting Project briefing assembly and particularizing with all stakeholders Detailed analysis of project Normally Assembly Project Completion Head, partners, and managers of project Identification of major lessons learnt, and enhancements After project completion Statements/Assembly Prior to project initiation, a preliminary meeting will be performed. The meeting will proceed with participation from all the members. A preliminary baseline will be created during the projects assembly. The projects progresss control measures will be the baseline. Additionally, one additional meeting will be performed, along with the partners, and this consists of Meeting Agenda Frequency Duration (mins) Between manager of project and team Outline and highlight evaluation 7-day basis 10 Project team members Outline of schedule and work proficiency Regularly 05 Guarantor and director of project Assessment of project development 30-day basis 20 Guarantor and director of project Deliberations regarding major problems which provides the stamina to move forward and the need to participate of top-level management for creation of conclusion As per requirement 20 Stakeholder Engagement Stakeholder engagement involves communication about project progress to key stakeholders of the university in a systematic and organized manner. The communication would be received in the forms of meetings or reports specifying how their specific needs and expectations are being met during the progress of the project. For this to happen, stakeholders have to be involved at the initial stage of the planning itself so that their needs can be understand and according to same, a project plan may be created. The communication plan presented in the previous section explains the methods that would be used for engaging stakeholders on the project. However, it is also important for the project manager to understand how effective the communication plan on the project is. To understand this, monitoring of project engagement is also required which can be done by certain mechanisms such as maintenance of stakeholder analysis register, establishing scope management plan, and so on. A stakeholder analysis register would be maintained for this project in which summaries of each meeting with the stakeholders would be documented and any recommended modifications in the scope or project plan would be highlighted such that a track can be kept on whether the stakeholders needs are understood and their suggestions are been incorporated. Conclusions and Recommendations This report was prepared to understand the use of project management methodologies and evaluate how the choice of methodology and design of project impacts the trade-offs between time and costs. The objective was to apply project management methodology to a real business situation and explore how the principles can be utilized for development of a project plan. The case of a re-location of university was considered and a project plan was created for the same. This plan had a scope of sale of the existing premises, acquisition and construction of new premises and shifting of all assets from previous location to the newly established location. The report covered various activities that would be involved in managing this project of relocation. This included understanding of project organization, creation of a WBS, exploring of key phases of projects, development of plan for communication, risk management, scope management and control. Outcomes and Deliverables The projects key deliverables are Plan for project management for university re-location. Licenses for all necessary inventories. Management of vendors. University re-location needs to be performed by the October, 2016, first week end. Recommendations The report of the project will encompass most of the project management domain; however, it needs to be detailed since it is concerned with the scenario of re-location. The plan of project needs to cover the change management processes. If a modification is needed in the requirements, then, the approvals need to be performed by the proper processes. When re-location of university is performed, then, some staff or teachers might have to tackle travelling problems. Thus, the management needs to offer cabs or vans for pick-up and drop-off. Re-location might tackle numerous problems from the staff, too. There might conflict-of-interest. Thus, it is the project managers responsibility to handle these problems and provide solutions. Specific recommendations that can be made for this relocation project from the perspective of understanding of the application of project management principles in practice include: While WBS defines all the work packages required to be finished in the plan, nothing can remain certain and changes may be required while the project progresses which can affect the performance of the project if sufficient modifications are not made in the plan and thus, planning should not be assumed as a onetime process but a continues one such that after every milestone achievement, the required modifications must be made in the project plan The project can only attain objectives within its constraints if it is loosely monitored against the set performance parameters and thus, the project manager must keep a tab on the cost and schedule variance and communicate any probability of reaching negative variances beforehand such that any problems causing these variances can be resolved to avoid failure of the project Although a 10% contingency budget has been set but when the project performance is measures, it should be done on the figure reducing budget by 10% such that it can be ensured that contingency budget does not get exhausted in regular work but is only obtained in case of dire emergencies on the project Monitoring of risks is an ongoing process but identification of risks is often considered as a onetime process. However, it should also remain updated such that any new risks not listed in the risk register are recorded on the project and immediate mitigation steps are taken as well as documented. Lessons learned from the project including additional risks observed, reasons causing variations, etc. must be documented for the future use of any similar projects by the organization or the project manager. References Carley, J., Rico, R., Chopra, R., Shah, D., Faynburd, Y., Sujan, P., et al. (2008). Slipstream Office Relocation Project. UCBX. Failner, S., Tyrrell, M. (2014). Campus Planning and Construction Project Delivery PROJECT UPDATES. Utah University. Gustafsson, B., Yadav, B., Resmini, A., Keller, C., Vimarlund, V. (2013). Closing IT projects. Jonkoping International Business School. Iowa State University. (2014). Facilities Planning and Management Moving Guide . Iowa State University. Kakande, N. (2014). Subcontractor Management. Kampala, Uganda : Joint Clinical Research Centre. Roberts, P. (2011). Guide to Project Management (3rd ed.). New Delhi, India: The Economist Newspaper Ltd. Slab, M. (2014). STAKEHOLDER POWER-INTEREST MATRIX AND STAKEHOLDER-RESPONSIBILITY MATRIX IN CORPORATE SOCIAL RESPONSIBILITY. International Days of Statistics and Economics (pp. 1366-1374). The Institute of Technology and Business in esk Budjovice. Tereso, M., Bernardino, J. (2011). OPEN SOURCE CRM SYSTEMS FOR SMES . International Journal of Managing Information Technology (IJMIT) , 3(4), 41-56.

Intel Corporation Essays - American Brands, Semiconductor Companies

Intel Corporation "A corporation is a business that, although owned by one or more investors, legally has the rights and duties of an individual. Corporations have the right to buy, sell, and own property. Corporations may make legal contracts, hire and fire workers, set prices, and be sued, fined, and taxed. A business must obtain a charter of incorporation from a state legislature or Congress to be legally recognized as a corporation."(Watson, p211) While corporations didn't exist until the mid to late 1800s, the idea of the corporation had existed since the early 1600s. It all started with English merchants who started trading companies to help fund the early colonies. If the colonies thrived, the stockholders reaped in the profit. (Watson, p211) A corporation is started when a sole proprietorship, a one-owner business, that is the most common form of business institution in the US, or a partnership, an association of two or more people in order to run a business, decides that they don't want to be personally responsible for any loss the company might have. (Watson, p211) Or they might decide that they want the company to "live on" after they die, that is for the business to have "unlimited life". Since neither of these goals can be reached with a sole proprietorship, or a partnership, the owner (or owners, as the case may be) decide that he (they) want to "convert" their business to a corporation. The owner(s) file a charter of incorporation from the government to be legally recognized as a corporation. (Boyd, March, 99) The owner(s) then sell shares of stock, documents representing ownership in the corporation, to investors. These investors buy and sell the stock to small investors, or stockholders. Since there is no limit to the number of shareholders to a company, the investors vote (for every share you own you get one vote) on a board of directors. The board of directors are in charge of hiring the people responsible for the every-day running of the corporation. These positions include, but are not limited to: the president, vice president, and other chief administrators. (Watson, p211-212) If a corporation reaps a profit, investors may receive a dividend, or a share of the monetary gain made by the company. The elected board of directors choose whether the money will go towards profit, expansion of the company, modernization of the company, or research and development. (Watson, p212) "With about 85% of the microprocessor market, Intel is definitely inside. Its microprocessors -- including the Pentium -- have been providing brains for IBM-compatible PCs 1981."(http://thestandard.net....) Intel started on July 16, 1968 when magnetic core memory was the leading technology at the time. They were trying to make semi-conductor memory practical with silicon memory. Unfortunately for Intel semi-conductor memory cost 100 times more than magnetic core memory, but the silicon had many advantages - smaller size, greater performance, and reduced energy consumption. Then, in late 1968,the Japanese company Busicom asked Intel to produce a series of chips (twelve chips for every unit) for a group of programmable calculators that they were producing. Normally, chips were made specifically for each product. Well, the designers at Intel decided that they would make a general purpose logical chip to replace all of the many different varieties of chips that would go into the different electronics. The logical chip was a major success; the only problem was that Busicom had the rights to the chip. Realizing that this chip could have a major impact on society, the founders Bob Noyce and Gordon Moore praised the new chip, while people in the corporation still wanted to stick with producing memory. Intel bought the rights to the chip from the struggling Japanese company for $60,000, and this "paved the way for Intel's developing vision of ubiquitous (universal) microprocessor-based computing."(.../cn71898a.htm). The 4004 microprocessor set was introduced near the end of 1971. "Smaller than a thumbnail and packing 2300 transistors, the $200 chip delivered as much computing power as the first electronic computer, ENIAC. By comparison, ENIAC relied on 18,000 vacuum tubes packed into 3,000 cubic feet when it was built in 1946. The 4004 executed 60,000 operations in one second, primitive by today's standards, but a major breakthrough at the time."."(.../cn71898a.htm). Directly after the 4004, Intel introduced the 8008 microprocessor, which processed eight bits of information at a time, twice as much as the original chip. This technological break-through put microprocessors everywhere, from fast food restaurants to airport control towers. Yet no one had thought of the personal computer, until; Intel Chairman Emeritus Moore remembers, "In the mid-1970s, someone