MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build houses for an emerging market created by the return of veterans after World War II. PMC built standard houses in subdivisions throughout North Carolina and South Carolina and quickly gained a reputation for quality construction delivered on time and on budget. As the number of new homes and subdivisions grew, so did the demand for other amenities. PMC was well positioned to expand its business to meet the need in the market for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial building, and small industrial plants. During this time, PMC grew in size and profitability, increased its bonding capacity, and developed both technical and management expertise. During the 1970s, PMC diversified and began building manufacturing plants for the food, auto, steel and aluminum, and oil and pipeline industries. By 1976, PMC was out of the housing construction business and turned its focus to large industrial plants. It incorporated the mining and chemical industries into the range of industries it served. PMC also grew geographically, serving clients in North America, South America, Europe, Asia, and the Middle East.
PMC developed additional expertise, through acquisitions and in-house development, to offer a full range of engineering and construction services to its clients. By 2005, the company provided a full range of services, from site location to plant startup. PMC could help a client find a location for its plant, design the equipment and facilities, procure all the materials and equipment to build and start up the plant, and train the workforce for the new plant. A client could purchase any or all of the services needed to locate, design, construct, and start up a new plant.
By 2015, PMC was a public corporation, operating in 27 countries, and managing more than $10 billion in projects. PMC organized around three components for managing large industrial projects: technical knowledge and expertise, regional knowledge and administrative support, and industrial knowledge and relationships.
Today, PMC corporate headquarters houses executive leaders, who determine corporate strategy. Financial management, legal and human resources functions, and government relations staff are also housed at corporate headquarters. Staff at headquarters focus on strategy and how to deploy the strategy throughout the organization. For example, the director for safety and security establishes global policies and procedures for safety and security and the regional offices are responsible for regionalizing these policies and assuring compliance on all projects within the region.
Regional offices are established throughout the globe to manage the projects within that region. A senior vice president in the regional office manages operations, including all projects and sa ...
Please complete this assignment by due date. You can hand write th.docxcherry686017
This document summarizes a meeting between representatives of S&S Air and a bank loan officer to discuss financing options for acquiring a new manufacturing facility. The loan officer presents several mortgage options, including traditional 30-year and 20-year loans, a bi-weekly "smart loan," and a 5-year balloon loan. She also discusses an interest-only loan. The owners are unsure which option to choose and ask an advisor to analyze the monthly payments and amortization table for a 30-year loan.
The document provides information on several prospective projects for PMC Corporation in South America. It includes details on 8 projects across various industries and countries. Key projects discussed include two mining projects in Argentina for client Jones Mining, an infrastructure project building a bridge in Catamarca, Argentina, and a commercial project building an office for Shell Oil in Argentina. Metrics like budget, schedule, and performance are provided for analyzing the projects.
Laura Ogles has over 30 years of experience in contracting and construction project management, including 26 years working with the federal government. She has managed projects ranging from $5,000 to over $65 million, and has experience with projects in multiple locations simultaneously. Ogles has extensive qualifications in areas such as business development, project management, construction codes and standards, safety training, and emergency response work with FEMA.
James Gilbert Oct 2016 project manager resumejgilbert630
James Gilbert is an experienced project management professional with a background in acquiring and managing large, complex projects across various industries. Some of his accomplishments include implementing over $1.45 billion in projects related to government relations, financial services, legal services, and more. He has secured major clients and contracts through effective leadership of multi-disciplinary teams and by obtaining special appointments, drafting legislation, and managing lobbying efforts. Gilbert has expertise in PMP certification, Microsoft Office, CRM systems, and legal/financial services domains.
Omar Castillo is a civil engineer with experience in construction management, project engineering, and business development. He has a B.S. in Civil Engineering from Utah State University and minors in International Business and Thermodynamics. Castillo has worked as the Executive Director of his own development company, a Construction Manager for a hospital project in the Dominican Republic, and Project Engineer for several infrastructure projects. He is fluent in English and Spanish and has experience leading student organizations related to engineering.
José Carlos Barroso Méndez is an accomplished manager with over 25 years of experience in supply chain, contracts administration, and financial management in the mining and construction industries in South America. He has extensive experience implementing purchasing, inventory, and accounting systems and managing contracts for projects valued up to $5 billion. Currently he works as an independent consultant providing services in logistics, real estate, contracts management, and identifying suppliers for mining operations in Bolivia.
Accomplished Manager with proven experience in Supply Chain, Contracts Administration, and General Administration /Financial Areas. Principal industries: Mining Operations/Projects and Construction Projects.
■ Analytical and process-oriented, improving productivity, efficiency, and accuracy of large-scale operations. Well-versed in establishing accurate internal controls, significantly improving audit results (SOX law); skilled in design and implementation of cost reduction analyses.
■ Extensive experience in the implementation of the Purchasing, Inventories and Accounting modules of J.D Edwards System, Prism and Oracle at different companies.
■ Extensive experience in Contracts Adm. Management (Pre-award/Post Award and Closeout). Elaboration and analysis of bid packages.
■ Direct assistance to Operations Management in 3 mining operations (silver, zinc, gold).
Robert P. Kennedy has over 30 years of experience in technical and project management, strategic planning, and business development. He holds two engineering degrees and has extensive expertise managing complex multidisciplinary projects, building stakeholder support, and supporting infrastructure growth. Currently he works as an independent consultant and with The Burry Group on business development and strategic planning initiatives.
Please complete this assignment by due date. You can hand write th.docxcherry686017
This document summarizes a meeting between representatives of S&S Air and a bank loan officer to discuss financing options for acquiring a new manufacturing facility. The loan officer presents several mortgage options, including traditional 30-year and 20-year loans, a bi-weekly "smart loan," and a 5-year balloon loan. She also discusses an interest-only loan. The owners are unsure which option to choose and ask an advisor to analyze the monthly payments and amortization table for a 30-year loan.
The document provides information on several prospective projects for PMC Corporation in South America. It includes details on 8 projects across various industries and countries. Key projects discussed include two mining projects in Argentina for client Jones Mining, an infrastructure project building a bridge in Catamarca, Argentina, and a commercial project building an office for Shell Oil in Argentina. Metrics like budget, schedule, and performance are provided for analyzing the projects.
Laura Ogles has over 30 years of experience in contracting and construction project management, including 26 years working with the federal government. She has managed projects ranging from $5,000 to over $65 million, and has experience with projects in multiple locations simultaneously. Ogles has extensive qualifications in areas such as business development, project management, construction codes and standards, safety training, and emergency response work with FEMA.
James Gilbert Oct 2016 project manager resumejgilbert630
James Gilbert is an experienced project management professional with a background in acquiring and managing large, complex projects across various industries. Some of his accomplishments include implementing over $1.45 billion in projects related to government relations, financial services, legal services, and more. He has secured major clients and contracts through effective leadership of multi-disciplinary teams and by obtaining special appointments, drafting legislation, and managing lobbying efforts. Gilbert has expertise in PMP certification, Microsoft Office, CRM systems, and legal/financial services domains.
Omar Castillo is a civil engineer with experience in construction management, project engineering, and business development. He has a B.S. in Civil Engineering from Utah State University and minors in International Business and Thermodynamics. Castillo has worked as the Executive Director of his own development company, a Construction Manager for a hospital project in the Dominican Republic, and Project Engineer for several infrastructure projects. He is fluent in English and Spanish and has experience leading student organizations related to engineering.
José Carlos Barroso Méndez is an accomplished manager with over 25 years of experience in supply chain, contracts administration, and financial management in the mining and construction industries in South America. He has extensive experience implementing purchasing, inventory, and accounting systems and managing contracts for projects valued up to $5 billion. Currently he works as an independent consultant providing services in logistics, real estate, contracts management, and identifying suppliers for mining operations in Bolivia.
Accomplished Manager with proven experience in Supply Chain, Contracts Administration, and General Administration /Financial Areas. Principal industries: Mining Operations/Projects and Construction Projects.
■ Analytical and process-oriented, improving productivity, efficiency, and accuracy of large-scale operations. Well-versed in establishing accurate internal controls, significantly improving audit results (SOX law); skilled in design and implementation of cost reduction analyses.
■ Extensive experience in the implementation of the Purchasing, Inventories and Accounting modules of J.D Edwards System, Prism and Oracle at different companies.
■ Extensive experience in Contracts Adm. Management (Pre-award/Post Award and Closeout). Elaboration and analysis of bid packages.
■ Direct assistance to Operations Management in 3 mining operations (silver, zinc, gold).
Robert P. Kennedy has over 30 years of experience in technical and project management, strategic planning, and business development. He holds two engineering degrees and has extensive expertise managing complex multidisciplinary projects, building stakeholder support, and supporting infrastructure growth. Currently he works as an independent consultant and with The Burry Group on business development and strategic planning initiatives.
This document outlines a plan to grow Michigan's engineering sector and establish the state as a Global Engineering Village. It identifies Michigan's strong base of engineering talent and predicts growing global demand for engineering services. The plan's goal is to increase engineering's economic contribution over 10 years and gain recognition as an exceptional engineering hub. Key recommendations include developing a branding campaign highlighting engineering jobs, attracting out-of-state talent, and encouraging more co-ops/internships. The plan also details strategies for marketing Michigan as an engineering hotbed, attracting and retaining engineering talent, and strengthening STEM education.
Consultant profile - Charles Scott 2016 06Charles Scott
Charles Scott has over 25 years of experience in economic development, helping firms expand their markets and manage change. He has worked with communities to diversify their economies and respond to shifting markets. Some of his roles and accomplishments include:
- Managing business retention and expansion programs to help local firms connect with new markets
- Leading an export development initiative that generated over $12.5 million in new export business for local firms
- Developing and implementing programs to support value-added forestry firms and help them increase sales
- Providing strategic planning, business consulting, and project management services to organizations.
Dustin Leo is an IT Project Manager with 10 years of experience managing projects up to $4 million from conception through completion. He has extensive experience defining requirements, scheduling tasks, managing budgets, and ensuring on-time and on-budget delivery. His background includes project management roles at Wells Fargo, Bank of America, Green Tree, and US Bank. He holds an MBA in Project Management and various project management certifications.
6Project Management Terms and ConceptsPost Universit.docxstandfordabbot
6
Project Management Terms and Concepts
Post University
Professor: Dr. Kathy Milhauser
Introduction
Project management involves a process that leads a team to achieve a project's goals and objectives. It is the use of particular techniques, tools, skills, and knowledge in delivering a valuable aspect to the customers. Implementation of a project entails numerous stakeholders with respective roles to play in successfully completing the process. It also encompasses risks that affect the outcome of the implementation process. The impact risk factors might have on the process heavily relies on the techniques the project management will decide to utilize.
The Project Overview
The article chosen is about the project that Samsung recently unveiled. The project involves the construction of Samsung's first semiconductor fabrication facility in Taylor, Texas. The facility, which is intended to be located near Austin, Texas, is estimated to amount to a budget of $17 billion. It was set to begin this year and be completed by 2024 (The Guardian, 2021). The project cost estimation covers the buildings, machinery and equipment, and property improvement. Once completed, the project is said to be the substantial leading investment of the South Korean project in the United States. Samsung has operated a chip manufacturing entity in Austin since the late 1990s and has consistently shown its need to advance its chip operations within the country to curb stiff competition offered by larger entities like Apple, Google, and Amazon located within the geographical region. The company aims to take advantage of its technical experience to earn a significant share in the market of chip manufacturers globally. It is one of the leading technology-based organizations globally that drives the global market's largest share.
Components of the Project
The Project Qualification
In essence, a project is termed to be a project if it is a temporary endeavor and the entity responsible undertakes it for the creation of a unique product or service intending to solve a problem in the market. The first qualification that qualifies for the Samsung project is its satisfying qualities in a set of requirements. Following the rapid increase of chips' demand across the globe as technology continues to advance and expand, the company intends to fill the gap of needing more products to satisfy the market needs. Another qualification trait is its sequenced schedule of activities (San Cristóbal et al., 2018). Samsung has highlighted the sequence of when and how different tasks will be carried out within a certain period. The project also has a well-stated scope, time, and cost estimate that defines its starting and completion points.
Project Objectives
The company's objective with the project is to diversify its manufacturing operations globally geographically. Currently, the company is known for its diversified products and services it supplies to the marketplace. It aims at widenin.
Natalie P. Simon has over 10 years of experience managing global project management offices and teams across various sectors, including automotive, aerospace, and industrial. She currently manages the largest portfolio of accounts in her sector at IBM, totaling over $350 million. Ms. Simon has a proven track record of on-time and on-budget deliveries, and has improved profitability, reduced costs, and increased revenue on many accounts. She has strong leadership, analytical, and relationship building skills to ensure client success and performance.
Macroplan is a strategic property and retail advisory firm established in 1985. It has offices across Australia and provides economic research, forecasting, and planning advice to public and private sector clients. Macroplan's work includes standalone facilities as well as major infrastructure and new town centers. It assists clients by navigating regulatory approval processes, conducting economic analysis, and creating strategic plans. Macroplan has expertise in property sectors such as residential, retail, and industrial, and focuses on key areas within cities and regions.
Integrated Design & Construction
Minority Participation
Construction Administration
LaRosa Building Group
Financial Planning
Kluetsch Associates
Historic Preservation
Heritage Resources
End of Team Organization Chart
Loren Gardner has over 20 years of experience leading companies in sales, business development, and construction. He has successfully run 4 companies across various industries including green technology, construction, real estate, and sales of imported building materials. Gardner has a track record of closing high-value deals with C-level executives at Fortune 500 companies. He possesses strengths in national sales leadership, strategic partnering, and managing social media lead generation. His most recent role was as Senior National Sales Manager for a green technology company where he was responsible for multi-million dollar sales contracts with major transportation companies.
Dirk Z. Lay is seeking a leadership position where he can drive revenue growth, improve customer responsiveness, and enhance customer retention. He has 20+ years of experience successfully transitioning between roles in industries such as aerospace/defense, manufacturing, banking, and utilities. Lay has a track record of meeting or exceeding expectations through his skills in leadership, strategic planning, business development, and customer retention.
Ƨafe Builders is a construction company located in Catanduanes, Philippines that is owned by Adda and Nico Zafe. The company aims to expand into commercial construction projects to increase profits. Ƨafe Builders offers services like design, site preparation, carpentry and more. There is high demand for construction in the growing Bicol region market. The company plans to focus on office building projects which have the highest margins. Ƨafe Builders will leverage the owners' connections and gain materials at low costs to underbid competitors.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
The document provides a resume for a senior executive with over 30 years of experience in automotive sales, engineering, and management roles in North and South America. It details his work history leading sales, business development, and engineering teams for several automotive suppliers producing wheels, chassis components, and other structural parts. The executive has a proven track record of growing business, improving quality, reducing costs, and developing talent across multiple regions and companies.
Jaridom Jison is a highly accomplished senior executive with over 30 years of experience in business and technology management across the US, Asia, and Europe. He has held leadership roles such as Chief Information Officer, Chief Operating Officer, and executive management consultant. Jison has a proven track record of successfully leading complex operations, implementing new systems, and delivering cost savings and performance improvements for major financial institutions. He has deep expertise in areas such as mortgage lending, risk management, and technology strategy.
This document provides an overview of Hill International's mining and minerals processing services. Hill is an international construction consulting firm that offers program and project management, construction management, claims analysis, and other services. It has over 4,300 employees worldwide and experience managing over 10,000 projects valued at over $500 billion. For mining and minerals projects, Hill can provide full project management, cost estimating and controls, and claims consulting to help clients deliver projects on time and on budget.
This document contains a resume summary for Shahzad Zaveri. It outlines his contact information, career objective, and extensive experience managing complex projects for over 10 years in the financial services and consulting industries. It details his work as a Project Manager at Noor Bank from 2014-2015 and as a Senior Project Manager at Summit Bank Limited from 2013-2014, where he led teams and successfully delivered several projects on time and under budget.
Rami Mikhail has nearly 30 years of experience in engineering, sales, and management in various energy sectors including renewable energy. He has held director and executive level positions at companies like Aeroseal, Siemens, Clear Skies Solar, and Trane where he developed new markets, managed sales teams, and oversaw multi-million dollar projects. Mikhail has a broad range of expertise including business development, marketing, project financing, and managing P&L responsibilities.
Canada Facility Management Market [2028]: Navigating Opportunities and Challe...Kumar Satyam
Introduction
The Facility Management (FM) sector in Canada is poised for robust growth, driven by ongoing real estate development, sustainability initiatives, and technological advancements. According to the TechSci Research report titled "Canada Facility Management Market – By Region, Competition, Forecast and Opportunities, 2018-2028", the market is expected to exhibit significant expansion over the forecast period. This paper provides an in-depth analysis of the Canada Facility Management Market, exploring recent trends, key drivers, and competitive dynamics shaping the industry landscape.
Recent Trends in the Canada Facility Management Market
In recent years, the Canada Facility Management Market has witnessed several notable trends that are reshaping the way FM services are delivered and consumed. One prominent trend is the increasing emphasis on sustainability and energy efficiency. With growing environmental concerns and regulatory pressures, facility owners and managers are seeking solutions that help reduce energy consumption and minimize carbon footprint. This trend has led to the adoption of energy-efficient systems, renewable energy integration, and sustainable building practices across various property segments.
AnnaMaria Irizari is a PMP certified project manager with over 20 years of experience in various industries including healthcare, banking, consulting, manufacturing, media, pharmaceuticals, retail, insurance, education, and vehicle leasing. She has expertise in project management, IT, SOX compliance, Agile, and Six Sigma. She holds a BS in Computer Science and certifications including PMP, Security+, and Six Sigma. She has managed both domestic and global projects and virtual teams. She is currently a self-employed project manager, management consultant, IT auditor, and business analyst serving clients in the public and private sectors.
Matthew Kurtz has over 16 years of business management experience in project management, sales management, process management, and supply chain management. He has held various management roles in banking, construction, manufacturing, and engineering industries. Currently, he works as an Engineering Project & Resource Manager at Sandvik Coromant where he manages global resources and communicates with production facilities to coordinate activities.
-I am unable to accept emailed exams or late exams. No exception.docxgertrudebellgrove
-I am unable to accept emailed exams or late exams. No exceptions.
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-delineate characteristics, prevalence of exceptionality-evalua.docxgertrudebellgrove
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Follow the rubs. 4 DOUBLE SPACE with running head
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Similar to MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docx
This document outlines a plan to grow Michigan's engineering sector and establish the state as a Global Engineering Village. It identifies Michigan's strong base of engineering talent and predicts growing global demand for engineering services. The plan's goal is to increase engineering's economic contribution over 10 years and gain recognition as an exceptional engineering hub. Key recommendations include developing a branding campaign highlighting engineering jobs, attracting out-of-state talent, and encouraging more co-ops/internships. The plan also details strategies for marketing Michigan as an engineering hotbed, attracting and retaining engineering talent, and strengthening STEM education.
Consultant profile - Charles Scott 2016 06Charles Scott
Charles Scott has over 25 years of experience in economic development, helping firms expand their markets and manage change. He has worked with communities to diversify their economies and respond to shifting markets. Some of his roles and accomplishments include:
- Managing business retention and expansion programs to help local firms connect with new markets
- Leading an export development initiative that generated over $12.5 million in new export business for local firms
- Developing and implementing programs to support value-added forestry firms and help them increase sales
- Providing strategic planning, business consulting, and project management services to organizations.
Dustin Leo is an IT Project Manager with 10 years of experience managing projects up to $4 million from conception through completion. He has extensive experience defining requirements, scheduling tasks, managing budgets, and ensuring on-time and on-budget delivery. His background includes project management roles at Wells Fargo, Bank of America, Green Tree, and US Bank. He holds an MBA in Project Management and various project management certifications.
6Project Management Terms and ConceptsPost Universit.docxstandfordabbot
6
Project Management Terms and Concepts
Post University
Professor: Dr. Kathy Milhauser
Introduction
Project management involves a process that leads a team to achieve a project's goals and objectives. It is the use of particular techniques, tools, skills, and knowledge in delivering a valuable aspect to the customers. Implementation of a project entails numerous stakeholders with respective roles to play in successfully completing the process. It also encompasses risks that affect the outcome of the implementation process. The impact risk factors might have on the process heavily relies on the techniques the project management will decide to utilize.
The Project Overview
The article chosen is about the project that Samsung recently unveiled. The project involves the construction of Samsung's first semiconductor fabrication facility in Taylor, Texas. The facility, which is intended to be located near Austin, Texas, is estimated to amount to a budget of $17 billion. It was set to begin this year and be completed by 2024 (The Guardian, 2021). The project cost estimation covers the buildings, machinery and equipment, and property improvement. Once completed, the project is said to be the substantial leading investment of the South Korean project in the United States. Samsung has operated a chip manufacturing entity in Austin since the late 1990s and has consistently shown its need to advance its chip operations within the country to curb stiff competition offered by larger entities like Apple, Google, and Amazon located within the geographical region. The company aims to take advantage of its technical experience to earn a significant share in the market of chip manufacturers globally. It is one of the leading technology-based organizations globally that drives the global market's largest share.
Components of the Project
The Project Qualification
In essence, a project is termed to be a project if it is a temporary endeavor and the entity responsible undertakes it for the creation of a unique product or service intending to solve a problem in the market. The first qualification that qualifies for the Samsung project is its satisfying qualities in a set of requirements. Following the rapid increase of chips' demand across the globe as technology continues to advance and expand, the company intends to fill the gap of needing more products to satisfy the market needs. Another qualification trait is its sequenced schedule of activities (San Cristóbal et al., 2018). Samsung has highlighted the sequence of when and how different tasks will be carried out within a certain period. The project also has a well-stated scope, time, and cost estimate that defines its starting and completion points.
Project Objectives
The company's objective with the project is to diversify its manufacturing operations globally geographically. Currently, the company is known for its diversified products and services it supplies to the marketplace. It aims at widenin.
Natalie P. Simon has over 10 years of experience managing global project management offices and teams across various sectors, including automotive, aerospace, and industrial. She currently manages the largest portfolio of accounts in her sector at IBM, totaling over $350 million. Ms. Simon has a proven track record of on-time and on-budget deliveries, and has improved profitability, reduced costs, and increased revenue on many accounts. She has strong leadership, analytical, and relationship building skills to ensure client success and performance.
Macroplan is a strategic property and retail advisory firm established in 1985. It has offices across Australia and provides economic research, forecasting, and planning advice to public and private sector clients. Macroplan's work includes standalone facilities as well as major infrastructure and new town centers. It assists clients by navigating regulatory approval processes, conducting economic analysis, and creating strategic plans. Macroplan has expertise in property sectors such as residential, retail, and industrial, and focuses on key areas within cities and regions.
Integrated Design & Construction
Minority Participation
Construction Administration
LaRosa Building Group
Financial Planning
Kluetsch Associates
Historic Preservation
Heritage Resources
End of Team Organization Chart
Loren Gardner has over 20 years of experience leading companies in sales, business development, and construction. He has successfully run 4 companies across various industries including green technology, construction, real estate, and sales of imported building materials. Gardner has a track record of closing high-value deals with C-level executives at Fortune 500 companies. He possesses strengths in national sales leadership, strategic partnering, and managing social media lead generation. His most recent role was as Senior National Sales Manager for a green technology company where he was responsible for multi-million dollar sales contracts with major transportation companies.
Dirk Z. Lay is seeking a leadership position where he can drive revenue growth, improve customer responsiveness, and enhance customer retention. He has 20+ years of experience successfully transitioning between roles in industries such as aerospace/defense, manufacturing, banking, and utilities. Lay has a track record of meeting or exceeding expectations through his skills in leadership, strategic planning, business development, and customer retention.
Ƨafe Builders is a construction company located in Catanduanes, Philippines that is owned by Adda and Nico Zafe. The company aims to expand into commercial construction projects to increase profits. Ƨafe Builders offers services like design, site preparation, carpentry and more. There is high demand for construction in the growing Bicol region market. The company plans to focus on office building projects which have the highest margins. Ƨafe Builders will leverage the owners' connections and gain materials at low costs to underbid competitors.
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.
The document provides a resume for a senior executive with over 30 years of experience in automotive sales, engineering, and management roles in North and South America. It details his work history leading sales, business development, and engineering teams for several automotive suppliers producing wheels, chassis components, and other structural parts. The executive has a proven track record of growing business, improving quality, reducing costs, and developing talent across multiple regions and companies.
Jaridom Jison is a highly accomplished senior executive with over 30 years of experience in business and technology management across the US, Asia, and Europe. He has held leadership roles such as Chief Information Officer, Chief Operating Officer, and executive management consultant. Jison has a proven track record of successfully leading complex operations, implementing new systems, and delivering cost savings and performance improvements for major financial institutions. He has deep expertise in areas such as mortgage lending, risk management, and technology strategy.
This document provides an overview of Hill International's mining and minerals processing services. Hill is an international construction consulting firm that offers program and project management, construction management, claims analysis, and other services. It has over 4,300 employees worldwide and experience managing over 10,000 projects valued at over $500 billion. For mining and minerals projects, Hill can provide full project management, cost estimating and controls, and claims consulting to help clients deliver projects on time and on budget.
This document contains a resume summary for Shahzad Zaveri. It outlines his contact information, career objective, and extensive experience managing complex projects for over 10 years in the financial services and consulting industries. It details his work as a Project Manager at Noor Bank from 2014-2015 and as a Senior Project Manager at Summit Bank Limited from 2013-2014, where he led teams and successfully delivered several projects on time and under budget.
Rami Mikhail has nearly 30 years of experience in engineering, sales, and management in various energy sectors including renewable energy. He has held director and executive level positions at companies like Aeroseal, Siemens, Clear Skies Solar, and Trane where he developed new markets, managed sales teams, and oversaw multi-million dollar projects. Mikhail has a broad range of expertise including business development, marketing, project financing, and managing P&L responsibilities.
Canada Facility Management Market [2028]: Navigating Opportunities and Challe...Kumar Satyam
Introduction
The Facility Management (FM) sector in Canada is poised for robust growth, driven by ongoing real estate development, sustainability initiatives, and technological advancements. According to the TechSci Research report titled "Canada Facility Management Market – By Region, Competition, Forecast and Opportunities, 2018-2028", the market is expected to exhibit significant expansion over the forecast period. This paper provides an in-depth analysis of the Canada Facility Management Market, exploring recent trends, key drivers, and competitive dynamics shaping the industry landscape.
Recent Trends in the Canada Facility Management Market
In recent years, the Canada Facility Management Market has witnessed several notable trends that are reshaping the way FM services are delivered and consumed. One prominent trend is the increasing emphasis on sustainability and energy efficiency. With growing environmental concerns and regulatory pressures, facility owners and managers are seeking solutions that help reduce energy consumption and minimize carbon footprint. This trend has led to the adoption of energy-efficient systems, renewable energy integration, and sustainable building practices across various property segments.
AnnaMaria Irizari is a PMP certified project manager with over 20 years of experience in various industries including healthcare, banking, consulting, manufacturing, media, pharmaceuticals, retail, insurance, education, and vehicle leasing. She has expertise in project management, IT, SOX compliance, Agile, and Six Sigma. She holds a BS in Computer Science and certifications including PMP, Security+, and Six Sigma. She has managed both domestic and global projects and virtual teams. She is currently a self-employed project manager, management consultant, IT auditor, and business analyst serving clients in the public and private sectors.
Matthew Kurtz has over 16 years of business management experience in project management, sales management, process management, and supply chain management. He has held various management roles in banking, construction, manufacturing, and engineering industries. Currently, he works as an Engineering Project & Resource Manager at Sandvik Coromant where he manages global resources and communicates with production facilities to coordinate activities.
-I am unable to accept emailed exams or late exams. No exception.docxgertrudebellgrove
-I am unable to accept emailed exams or late exams. No exceptions.
-For technical issues you would need to go through tech support.
-Turn in work early to avoid technical issues. Technical issues are not a valid reason for failing to submit work.
-Make sure to research the exam drop box and where to find it a week or more ahead.
-Make sure to read all announcements and most importantly around exam times.
-The Professor has 2-3 days to grade the exam and once graded you need to check your grade book. I do not release exam grades via email.
-For any directions only contact your Professor, DO NOT use “all student” email to email other students because this only confuses them and points will be deducted as well as violations of the course policies
--Most exams you are given a FULL WEEK to complete. I also indicate day one of the course what the exam will cover and include. Do not email me the last minute to turn in work or ask any questions. I may not be available the hour before an exam so it is important to plan ahead.
- Review the sample exam to gain an A. Follow the length, and structured, apply APA format and go in depth. It is not too rough but points are deducted for failing to following the samples.
-Please do BOTH (1) copy and paste your work into the dropbox comment are or area provided, PLUS (2) attach the file. PLEASE DO BOTH. For attachments it must be in word. If it is any other format, or I am unable to open the file (such as word perfect) a 0 (zero) will be granted and no re-submissions will be allowed)
-See your course due dates for any dates as well as announcements. These are set and well planned week 1.
-Do not use work you previously submitted this term or a past one, do not work with anyone and do not plagiarize. This will result in a 0/F and I want you to gain an A!
-1 page each question, APA format.
-Keep an eye on your gradebook for grades. I am unable to respond to “confirm” if it is submitted or not, you can do so with tech support if needed.
NOTE +++IF YOUR TEXT DOES NOT HAVE END OF CHAPTER QUESTIONS, YOU MAY SUMMARIZE EACH CHAPTER IN DEPTH, THAT MEANS ALL CHAPTERS 7,8,9,10,11,12
EXAM worth 25 points.
READ ALL OF THE DIRECTIONS OR POINTS WILL BE DEDUCTED.
Grades will be final and I will not discuss the grade or
change a grade under any circumstances.
Work alone.
IMPORTANT NOTES:
Feel free to attach and/or copy and paste the work into the provided drop box.
No emailed papers will count.
IF YOUR CLASS HAS A DROPBOX THAT IS THE MAIN AREA TO SUBMIT THE EXAM
If I cannot open it I will not GRADE IT.
I will not accept ANY late work for exams.
FOLLOW THE DATES IN THE SYLLABUS ONLY!
YOU HAVE till the date listed on the syllabus to email it back to me. Good luck!
USE APA FORMAT
Please email me with any questions. DO NOT WORK WITH ANYONE! Put time into it and go IN DEPTH!
Please apply Primary sources, journals, articles, etc.
The Midterm is essay/short answer. Use the readings, the discussion .
-delineate characteristics, prevalence of exceptionality-evalua.docxgertrudebellgrove
-delineate characteristics, prevalence of exceptionality
-evaluate causes and concerns of each exceptionality
-critique and analyses component of the IEP
-identify and analyze instructional assessment and strategies to the individual with the exceptional needs
Follow the rubs. 4 DOUBLE SPACE with running head
.
-1st play name is READY STEADY YETI GO-2nd play name is INTO .docxgertrudebellgrove
-1st play name is "READY STEADY YETI GO"
-2nd play name is "INTO THE WOODS "
REVIEW PAPER GUIDELINES (3 pages,
Essay format) Introduction
Plot
What happens?
E.g., “Mother Courage follows the misadventures of Courage and her children over a ten year period during the 100 Years War...”
How does it happen?
E.g., “The play is built in a series of episodes, alternating personal struggles against a backdrop of the larger social/political struggles.”
What does it mean?
A one-two sentence that captures the essence of the action. In the case of Epic Theatre, this statement is primarily about the intended “lesson” of the play. E.g., “MC is about how capitalism inevitably leads to the corruption then destruction of society—from nations to families.”
Rhythm
Flow of the plots?
Character
Main character Description
E.g., “Courage is a middle-aged mother of three who will stop at nothing to exploit the financial opportunities she encounters. Her role in the play is ‘survivor.’ Her character is the ‘anti-mom’—a woman who sees her children (and other human beings) as a collection of debits and credits.”
Second Character Description
Thought—what are the ideas in the play
e.g., Mother Courage looks at the intersection of war and commerce and how one feeds off the other, to the destruction of land, civilization, and families. The ideas arise out of the work of Karl Marx. Summarize--
Historical (Where and When) Philosophical (What & Why)
Diction--
Summarize the language the playwright uses. How do the characters speak?
E.g., prose, poetry, cliché, long speeches, short, etc.?
7 of 8
Music—
is more than song, but the SOUND of the play. Describe the aural environment created and executed in the production.
Spectacle
—describe the visual environment of light and scenery created for the production, and their execution and relevance (e.g., it could look great but mean nothing, or it could look terrible but somehow it works!)
Conclusion
A paragraph about your particular feelings about the play—did it engage you? Were you changed, even a little? Goethe asked three questions—What was it trying to do? How well was it done? Was it worth doing? Answer these questions.
.
-6th-Edition-Template-without-Abstract.dotWhat are Heuristics .docxgertrudebellgrove
-6th-Edition-Template-without-Abstract.dot
What are Heuristics and can it lead to bias?
Why is Maslow's Hierarchy a basic psychological stable? (Watch the video for better understanding and cite it)
How does FEAR keep you alive? (See emotions and feelings video)
Please write 300 or more words and APA to address the above concepts for week four.
.
- write one 5-7 page paper about All forms of Euthanasia are moral..docxgertrudebellgrove
- write one 5-7 page paper about All forms of Euthanasia are moral.
- Argumentative/Persuasive paper structure
- Include an introduction and conclusion. The main points of your paper should be identified in
the introduction.
- include at least three arguments to support the position
- Include at least one opposing argument against your topic
- times new roman font
- double spaced
- 12 point font size
- work cited page
.
-1st Play name is BERNHARDTHAMLET -2nd Play name is READY ST.docxgertrudebellgrove
-1st Play name is "BERNHARDT/HAMLET "
-2nd Play name is "READY STEADY YETI GO"
PREVIEW PAPER GUIDELINES
1. Title of Show
2. Playwright (and, if musical, Composer, Librettist)
3. Creative Team: Lead actors, Director, Designers (if musical, Choreographer and Music Director)
4. Venue: Broadway, Off-Broadway, College, etc. (incl. # of seats, cost of a regular ticket
5. Audience: (that is, what demographic is the production trying to attract?) Whom do you think would come and enjoy the performance?
Substantiate this claim by citing advertising evidence--type of ad, where it is advertised (e.g., NY Times, TimeOut New York, Internet, radio)
6. In one sentence, what's the story about?
7. In three sentences, what is your expectation? E.g., Deliriously excited? Modestly intrigued? Morbidly curious? Apathetic? Anxiously anticipating? Horrifically terrified? Dolefully dreading? And why?
.
. 1. Rutter and Sroufe identified _____________ as one of three impo.docxgertrudebellgrove
. 1. Rutter and Sroufe identified _____________ as one of three important areas of focus in the future of developmental psychopathology.
A. How cause and effect underlie childhood disorders
B. The role of the media in the life of the modern child.
C. Creating a stricter definition of normal behavior.
D. Fetal development’s influence on childhood behavior
2. Which of the following questions is not appropriate on a mental status exam?
A. What’s four times five?
B. Who’s the current president of the United States?
C. What day of the week is it today?
D. Who wrote the Harry Potter books?
3. State laws can influence decision making in all the following ways, except
A. who can legally provide consent for the child.
B. beneficence and maleficence
C. timelines for reporting suspected child abuse
D. custodial versus noncustodial parental rights
4. The transactional model was developed to
A. illustrate how even very disabled children are able to adapt to their environments.
B. analyze exactly which characteristics are passed from a caregiver to a child.
C. predict the future of a child’s development by analyzing past events and behaviors.
D. show how a child adapts to an environment and how the environment changes as a result.
5. All of the following are true concerning the APA 10 ethical standards except
A. the standards were useful in past decades but are no longer useful.
B. the standards address appropriate advertising and displays of public information.
C. the standards address matters pertaining to research and publication.
D. the standards assist professionals to resolve ethical issues.
6. Which of the following is true regarding the age of majority?
A. It’s 18 in 34 of the U.S. States.
B. It’s 19 years in all Canadian provinces.
C. It’s 18 years of age in every USA State
D. It’s not an important consideration for psychologists working with children.
7. In the context of Sue’s 2006 article on cultural competent treatment, gift giving refers to
A. giving a token gift to the client
B. rules about barbering
C. accepting a gift from the client
D. gifts of therapy, such as reduced tension
8. Which of the following is one of the guiding principle of the American Psychological Association (APA).
A. Generosity
B. Duplicity
C. Felicity
D. Integrity
9. Mash and Wolfe (2002) suggest three goals of assessment . Which of the following is not one of the goals?
A. Diagnosis
B. Treatment planning
C. Prognosis
D. Research
10. Using the K-3 Paradigm involves knowledge of
A. brain chemistry
B. the Diagnostic and Statistical Manual of Mental Disorders
C. a child’s family medical history
D. developmental expectations
12. Which of the following is true regarding a functional behavioral assessment?
A. An FBA assesses the degree to which a behavior exists.
B. An FBA is norms-based.
C. The FBA was developed to analyzed why a behavior exists.
D. The use of FBA has been discouraged by the American Psycholo.
-Prior to the Civil War, how did the (dominant) discourse over the U.docxgertrudebellgrove
-Prior to the Civil War, how did the (dominant) discourse over the United States’ future reach a crisis point? What were the arguments regarding the Constitutionality of slavery and notions of citizenship? How did relative definitions of liberty/freedom/equality become irreconcilable?
.
- Using the definition Awareness of sensation and perception to ex.docxgertrudebellgrove
- Using
the definition Awareness of sensation and perception to explain why or why not dolphins have consciousness
!
-
two to three paragraph explanation
-
Specify the definition you are using.
Then demonstrate appropriate application of that definition.
- You should describe the creature you are exploring and its behavior for those unfamiliar with it.
- Stick to behaviors that are relevant to whether the creature has consciousness or not under your chosen definition.
- The behavior must be observable! You declaring that a creature "looks fearful/happy/sad" is not on observation, it's an opinion.
- Present arguments that illustrates your position.
* For example, "Research has shown (citation if available can help) that Orangutans can recognize themselves in the mirror and realize the image they see is a reflection of themselves. This suggests they have awareness of their themselves as separate from the environment and others."
.
- should include an introduction to the environmental issue and its .docxgertrudebellgrove
- should include an introduction to the environmental issue and its location
- next portion should be about the opposing views (atleast 3 cons. and 3 possible solutions to the cons) The cons needs to be focused on the environmental impact of the problem, not just how it's affecting humans. What is it doing to the ecosystems?
- must be 4 pages double-spaced not including references and include in-text citation
-not opinion based!!
.
- FIRST EXAM SPRING 20201. Describe how the view of operations.docxgertrudebellgrove
- FIRST EXAM SPRING 2020
1. Describe how the view of operations as a process can be applied to the following:
a. Acquisition of another company
b. Marketing Research for a New Product
c. Design of an Information System
2. An operations manager was heard complaining
“My boss never listens to me ----- all the boss wants from me is to avoid making waves. I rarely get any capital to improve operations. Also, we do not have weekly, biweekly or even monthly meetings with our product managers, supply chain department, customer service or the sales department. We only meet with the accounting and finance departments when there are issues with the monthly budgets. Furthermore, our department has interacted with information service department about four times in past fiscal year”
Please assess the following:
a. Whether this business has a business strategy ?
b. Does it have an operations strategy?
c. What would you recommend?
3. Firm A has recorded the following costs in 2018:
Incoming materials and inspection $20,000
Training of Personnel $40,000
Warranty $45,000
Process Planning $15,000
Scrap $13,000
Quality Laboratory $30,000
Rework $25,000
Allowances $10,000
Complaints $14,000
a. What are the Prevention, Appraisal, Internal Failure and External Failure costs?
b. What inferences can you draw on Quality Measures taken by Firm A?
c. What would you recommend to improve quality programs in Firm A?
d. What initiatives should Firm A implement for 2019 and 2020?
4. Please explain the House of Quality (QFD) as discussed in class.
5. A certain process is under statistical control and has a mean value of 130 and a standard deviation of 8. The specifications for the process are:
a. USL (upper specification limit) = 150
b. LSL(lower specification limit) =100
a. Calculate the cp and cpk
b. Which of these indices is a better measure of process capability and why?
c. Assuminng a normal distribution what percentage of output is expected to fall ourside the specification. Why is it important to know this?
d. What would you recommend?
2
Chapter 7
Government Ethics
and the Law
William A. Myers, Ph.D.
Learning Objectives (1 of 2)
• Describe some of the reasons why there has
been a loss of trust in government.
• Explain the purpose of various government
committees on ethics.
• Discuss how public policy protects the rights of
citizens.
Learning Objectives (2 of 2)
• Describe federal laws designed to protect each
individual’s rights.
• Explain the concept of political malpractice.
• Understand the importance of ethics in public
service.
Let every American, every lover of liberty, every
well wisher to his posterity, swear by the blood
of the Revolution, never to violate in the least
particular, the laws of the country; and never to
tolerate their violation by others.
—Abraham Lincoln
Executive Branch:
U.S. Office of Government Ethics
• Exercises leadership .
- Considering the concepts, examples and learning from the v.docxgertrudebellgrove
- Considering the concepts, examples and learning from the various modules you have attended this year, summarise and reflect on in a critical way what you think are the key elements (both internal and external to businesses) that organisations should consider to develop and grow responsibly and effectively in today’s economy.
.
- Discuss why a computer incident response team (CIRT) plan is neede.docxgertrudebellgrove
- Discuss why a computer incident response team (CIRT) plan is needed, and its purpose.
- Why are the roles and responsibilities important to be listed and kept updated for a CIRT plan.
- Connect the dots: Discuss your understanding of the CIRT incident handling procedures, the role policies play, and the importance of communication escalation procedures.
- What are some best practices for implementing a CIRT plan? Do some personal research to answer this questions.
.
- Discuss why a computer incident response team (CIRT) plan is n.docxgertrudebellgrove
- Discuss why a computer incident response team (CIRT) plan is needed, and its purpose.
- Why are the roles and responsibilities important to be listed and kept updated for a CIRT plan.
- Connect the dots: Discuss your understanding of the CIRT incident handling procedures, the role policies play, and the importance of communication escalation procedures.
- What are some best practices for implementing a CIRT plan? Do some personal research to answer this questions.
.
- 2 -Section CPlease write your essay in the blue book.docxgertrudebellgrove
- 2 -
Section C
Please write your essay in the blue book.
Write an informal narrative about "some" composing process of yours. Essentially, you will write a Reflective Self-Evaluation of yourself as a college writer. What exactly does that mean? It requires you to:
a. look back over a recently completed process
b. think reflectively about that process
c. critically evaluate what went well, what didn’t go well, or what you might have done differently
As the aforementioned examples suggest, reflective writing is writing that describes, explains, interprets, and evaluates any past performance, action, belief, feeling, or experience. To reflect is to turn or look back, to reconsider something in the past from the perspective of the present. So, in your final essay, you will reflect and make an evaluation of your experience in this course.
Remember, reflection involves multiple angles of vision. Just as light waves are thrown or bent back from the surface of a mirror, so, too, reflective writing throws our experience, action, or performance back to us, allowing us to see differently. We view the past from the angle of the present, what was from the angle of what could have been or what might be. Multiplying your angle of vision through reflection often yields new insights and more complicated (complex) understanding of the issue on which you are reflecting.
Professors generally look for four kinds of knowledge in reflective self-evaluation essays: self-knowledge, content knowledge, rhetorical knowledge, and critical knowledge (aka judgment). Following are ideas for each of these types of knowledge, which may be used to generate ideas for your essay. Choose only a few of the questions to respond to, questions that allow you to explain and demonstrate your most important learning for the course.
You may write about your composing process for academic papers or creative genres or a combination of both. Reflect as thoroughly as possible upon your writing process and explain it. Your narrative should include whatever you DO when you write, as well as whatever you DO when you compose. Composing should be understood in the broad sense, i.e. composing goes on in your mind when you are cleaning your refrigerator, mowing your grass, etc. It also occurs when you are researching, taking notes, or procrastinating. In essence you are NEVER NOT composing something. So the key to your reflections is to include everything you do that makes a difference in your writing, from having to use a certain pen, to listening to music or sitting in the library. Both your formal and informal processes impact the way you produce a written work, if you use a formal method of note taking or outlining, if you compose on the computer or with pen and paper explore any and all of these activities that are helpful to you in your process. Explore all possible aspects that apply. This is a useful exercise for now and for you to revisit and revise in the future .
- Confidence intervals for a population mean, standard deviation kno.docxgertrudebellgrove
- Confidence intervals for a population mean, standard deviation known
- Confidence intervals for a population mean, standard deviation unknown
-Confidence intervals for population proportion
- Confidence intervals for a standard deviation
.
) Create a new thread. As indicated above, select two tools describ.docxgertrudebellgrove
) Create a new thread. As indicated above, select two tools described in chapter 7 from different categories, and describe how these tools could be used to develop a policy for optimizing bus and local train schedules to minimize energy use and passenger wait times in a SmartCity environment.
tools
•Visualization
•Argumentation
•eParticipation
•Opinion mining
•Simulation
•Serious games
•Tools specifically designed for policy makers
•Persuasive
•Social network analysis (SNA)
•Big data analytics
•Semantics and linked data
.
(Write 3 to 4 sentences per question) 1. Describe one way y.docxgertrudebellgrove
(Write 3 to 4 sentences per question)
1.
Describe one way you can leverage any strengths you have in research and information literacy to promote your success.
Consider successes, lessons learned, or skills you have gained as a result of your past academic, personal, or professional experiences.
2.
1.
Why do you think it is important to use source materials to support your viewpoints?
Why is it important that the sources you use in your coursework be scholarly sources?
.
( America and Venezuela) this is a ppt. groups assignment. Below is .docxgertrudebellgrove
( America and Venezuela) this is a ppt. groups assignment. Below is my part.
Explain how an American would apply the knowledge of verbal and nonverbal communication to foster effective cross-cultural communication within the selected country.
Lastly, summarize how cultural differences affect cross-cultural communications.
.
++ 2 PAGES++Topic Make a bill to legalize all felon has the rig.docxgertrudebellgrove
++ 2 PAGES++
Topic: Make a bill to legalize all felon has the right to vote with no condition (become a green state) https://www.aclu.org/issues/voting-rights/voter-restoration/felony-disenfranchisement-laws-map
Guideline: **only do part 2 (3-55)** follow guideline on this website: https://leg.wa.gov/CodeReviser/Documents/2019BillDraftingGuide.pdf
additional websites (or you can search more info beside the websites i provide):
https://www.sos.wa.gov/elections/voters/felons-and-voting-rights.aspxhttps://www.sos.wa.gov/elections/voter-eligibility.aspx
.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docx
1. MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build
houses for an emerging market created by the return of veterans
after World War II. PMC built standard houses in subdivisions
throughout North Carolina and South Carolina and quickly
gained a reputation for quality construction delivered on time
and on budget. As the number of new homes and subdivisions
grew, so did the demand for other amenities. PMC was well
positioned to expand its business to meet the need in the market
for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial
building, and small industrial plants. During this time, PMC
grew in size and profitability, increased its bonding capacity,
and developed both technical and management expertise. During
the 1970s, PMC diversified and began building manufacturing
plants for the food, auto, steel and aluminum, and oil and
pipeline industries. By 1976, PMC was out of the housing
construction business and turned its focus to large industrial
plants. It incorporated the mining and chemical industries into
the range of industries it served. PMC also grew geographically,
serving clients in North America, South America, Europe, Asia,
and the Middle East.
PMC developed additional expertise, through acquisitions and
in-house development, to offer a full range of engineering and
construction services to its clients. By 2005, the company
provided a full range of services, from site location to plant
startup. PMC could help a client find a location for its plant,
design the equipment and facilities, procure all the materials
and equipment to build and start up the plant, and train the
2. workforce for the new plant. A client could purchase any or all
of the services needed to locate, design, construct, and start up
a new plant.
By 2015, PMC was a public corporation, operating in 27
countries, and managing more than $10 billion in projects. PMC
organized around three components for managing large
industrial projects: technical knowledge and expertise, regional
knowledge and administrative support, and industrial knowledge
and relationships.
Today, PMC corporate headquarters houses executive leaders,
who determine corporate strategy. Financial management, legal
and human resources functions, and government relations staff
are also housed at corporate headquarters. Staff at headquarters
focus on strategy and how to deploy the strategy throughout the
organization. For example, the director for safety and security
establishes global policies and procedures for safety and
security and the regional offices are responsible for
regionalizing these policies and assuring compliance on all
projects within the region.
Regional offices are established throughout the globe to manage
the projects within that region. A senior vice president in the
regional office manages operations, including all projects and
sales and marketing. The regional vice president for sales and
marketing and the regional vice president of operations report to
the senior vice president for the region.
South Latin America Region (SLA)
The South Latin America region (SLA) includes responsibility
for the seven countries in the southern cone of Latin America:
Argentina, Brazil, Chile, Peru, Uruguay, Paraguay, and Bolivia.
The headquarters for the SLA region is located in Santiago,
Chile. The regional office provides logistical and administrative
3. support to all of the projects within the region. That support
includes accounting, legal, contract review, cultural and
language support, sales and marketing, and project oversight.
The SLA regional office houses the industry leaders for those
industries that have projects in the region. Industry leaders
include managers with expertise in managing projects within
their industry. Industry leaders report to the SLA vice president
of operations. Industry sales and market personnel focus on
developing and managing relationships with industry clients in
the region. The sales and marketing teams report to the SLA
vice president for sales and marketing.
Potential projects are identified by the industrial sales groups.
They do an initial evaluation of the projects and then submit the
potential projects to the regional office for final evaluation and
selection.
Execution Capacity and Oversight
The project management office (PMO) is located in Santiago,
Chile, and is managed by the SLA vice president of operations.
The PMO provides support for the projects in the region. It also
provides project management guidelines, project startup
facilitation, templates, and project management plans. Safety,
logistics, contract review, project accounting, technical and
leadership training, and technical support are available as
needed by the project. Project managers report to the SLA vice
president of operations.
Part 2: Evaluating, Selecting, and Prioritizing Portfolio Projects
SLA Regional Goals
To support the PMC corporate strategy, the SLA region
4. established the following goals:
· Increase net earnings 10% per year for the next 3 years.
· Introduce at least one new industry to the region.
· Develop additional technical expertise within the SLA region
to reduce dependency on resources from the United States.
· Develop two new local partnerships with companies that have
specific industry expertise.
· Promote safety.
· Contribute to the local economy by hiring and purchasing
locally.
· Manage projects sustainability by following environmentally
sustainable practices.
Currently, the mining, pipeline, infrastructure, commercial, and
telecom industries have projects in the SLA region.
Project Evaluation and Selection
The SLA vice president for sales and marketing receives input
from both the regional and industry group sales teams on
prospective projects in the region. The SLA vice president for
sales and marketing collects the information and records it in
the Prospective Project Register. She then completes the
Prospective Project Evaluation Form using established criteria
for meeting the SLA regional goals. The prospective projects
are then prioritized from the greatest to the lowest contribution
potential for meeting strategic goals.
Part 3: Argentina in the Spotlight: Monitoring and Controlling
Project
Performance
Les Walker, CEO of PMC Corporation, is visiting selected
company locations on his annual “walk around tour.” The tour
5. allows Les to visit several of the corporation’s operations and
get into the details of the projects in those locations. This tour
is promoted as an opportunity for employees to get to know the
CEO and express their ideas about how the company can
improve. Everyone knows that this is also an inspection, so the
operation needs to be in good order. Les will attend the SLA
Project Review Meeting, where the project managers present the
project data, discuss opportunities and issues, and resolve
problems.
Argentina has four active projects: two mining, one
infrastructure, and one commercial.
The Jones Mining Company has two ongoing projects in
Argentina. Jones Mining has been a good client for several
years, and Les Walker has a personal relationship with Mike
Jones, president of Jones Mining. He will be having dinner with
Mike Jones after the project review meeting.
Argentina Copper Mine Uno
The Argentina Copper Mine Uno project is Jones Mining’s
largest investment in South America and will represent 25% of
the revenues in South America over the next decade. Jose
Martin, the project manager, is considered one of the best
project managers in South America and was requested by the
client.
The safety record is excellent with no loss time accidents, and
the safety training program at the project site was recognized by
the corporate safety manager as the best in South America. The
monthly client surveys indicate a high level of satisfaction with
the project team, communication, responsiveness, and overall
approach to the project. The client highlighted the cleanliness
of the project site as an example of the project team
understanding the client’s culture. The safety approach was also
highlighted by the client as best in class. The local chamber of
6. commerce recognized Jose Martin for establishing a training
program in construction skills for local youth.
The original budget for the project was $250 million. The
current cost metrics for the project are:
· Planned Value (PV) is $90 million
· Actual Cost (AC) is $95 million
· Earned Value (EV) is $100 million
· Estimate at Completion (EAC) is $265 million
Argentina Copper Mine Dos
The Argentina Copper Mine Dos project is a test project in a
new region of Argentina to determine if there are greater
opportunities in that area. If the project goes well and the
region shows promise, Jones Mining plans to expand in this
region. Glen Smith is a new project manager. This is the first
time he is managing a project from the beginning of a project.
The project had a serious accident when one of the workers fell
from a platform, and the accident investigation indicated that
the worker was not properly tied off. The SLA region sent
safety experts to conduct a project audit and provide additional
training at the site. A second audit conducted 1 month later
indicated all but three recommendations were fully
implemented.
The client survey indicated concerns. The client rated the
project communication as extremely low because they had not
been informed about the accident until after the safety audit.
Also, there are several outstanding change orders, so a project
review has been scheduled by Mike Jones. There have been no
environmental fines or complaints.
The original budget for the project was $15.1 million. The
7. current cost metrics for the project are:
· Planned Value (PV) is $13 million
· Actual Cost (AC) is $15 million
· Earned Value (EV) is $12 million
· Estimate at Completion (EAC) is $15.5 million
Catamarca Bridge
The Catamarca Bridge project is the design and construction of
a major highway bridge in the state of Catamarca, Argentina.
This is the first infrastructure project for PMC Corporation in
Argentina. This is an opportunity for the SLA region to develop
a reputation for high-quality construction and also establish a
relationship with decision makers. The state of Catamarca has
plans for several major road and bridge projects in the next 10
years.
Sarah Lopez is an experienced infrastructure project manager in
the United States, but this is her first project in South America.
The project team developed new partnerships with local
companies and suppliers in Catamarca. There have been no
safety issues on the project. Ms Lopez is working closely with
the mayor of Catamarca to address local complaints about the
dust caused by the bridge construction. The client surveys
indicate general satisfaction with project performance, but the
client feels that Sarah could improve communications
management.
The original budget for the project was $230 million. The
current cost metrics for the project are:
· Planned Value (PV) is $74 million
· Actual Cost (AC) is $76 million
· Earned Value (EV) is $75 million
· Estimate at Completion (EAC) is $233 million
8. Shell Oil Office Building
The Shell Oil Office Building project resulted from the ongoing
relationship between PMC and Shell Oil. PMC does billions of
dollars in projects for Shell Oil around the world. Shell
contracted with PMC to build corporate headquarters and an
office complex. The project is almost complete with no safety
concerns and the client seems very satisfied. The client praised
the project for designing the building to meet the Green
Building Standard as recognized by the Green Building
Initiative. The project manager, Jose Pena, has requested to be
transferred back to Chile. Jose has recommended that the
assistant project manager be promoted and complete the project.
The original budget for the project was $17 million. The current
cost metrics for the project are:
· Planned Value (PV) is $16.7 million
· Actual Cost (AC) is $16.9 million
· Earned Value (EV) is $16.9 million
· Estimate at Completion (EAC) is $17.1 million
Argentina Project Performance Report
Project Name
Project Manager
Project Status: Red, Yellow, or Green
· Red: Needs immediate attention of SLA and industry
leadership
· Yellow: Issues have emerged, and SLA operation manager
should be involved
· Green: No significant issue
Schedule status:
· Provide SPI and discuss implications
Cost status:
9. · Provide CPI and discuss implications
Risk assessment:
· Evaluate current risk status
Client relations:
· Evaluate current status of relations with the client
Major issues:
· Summarize project issues and concerns, including management
response
Opportunities and alignment with SLA region goals:
· Opportunities for project improvement
· Opportunities for the SLA region
Part 4: Trouble Hits the SLA Region: Managing Risks in Project
Portfolios
Sid Johnson, the PMC corporate safety officer, is visiting the
region prior to the visit of CEO Les Walker. Mr. Johnson
requested a complete risk analysis of the top three risk projects
in the region. The regional safety manager met with the SLA
region operations manager to select the top three risk projects.
Summary of the projects selected for analysis by the PMC
corporate safety officer:
Argentina Copper Mine Dos
Glen Smith is a relatively new project manager but is
considered an expert in mining technologies. An Argentine
mining technical expert was hired to be the technical expert for
the project but resigned because of “constant criticism from the
project manager.”
The Argentina Copper Mine Dos is in a new region of South
America for the client, and there is a significant lack of
trained/skilled labor to perform the tasks needed for the project.
10. The project manager was able to contract a significant portion
of the construction work with Pico Construction Company. Pico
Construction is a small local company with experience in
housing and small industrial projects. Pico is a family business
with all the managers related to Ernesto Pico, the founder and
CEO. The project will need 50% of Pico’s workforce for the 6
months of the project to complete the work on time.
The project team submitted three change orders for additional
work that was performed on the project. The client rejected the
change orders, indicating that they had not approved the
additional work. The project manager, Glen Smith, has
requested a meeting with the stakeholders to negotiate the issue
about the work orders.
Mike Jones, CEO of Jones Mining, indicated that this region of
Argentina is looking less promising for possible expansion.
ATT Chile Fiber Optics
ATT Chile is expanding its fiber optics throughout the country.
The Chilean government set a priority of “bringing high-speed
Internet to every home in Chile.” This government initiative
supports governmental goals related to increasing educational
quality and access, heath care access and quality, and support of
economic development with technology.
This is the first of 20 projects planned by ATT Chile. John
Heinz managed a similar project in Chicago and brought his
entire project management team from Chicago to manage the
ATT Chile fiber optics project. The ATT Chile client sponsor,
Juan Casales, does not speak English and no one on the project
team speaks fluent Spanish.
A 6.8 earthquake hit Santiago, Chile, 3 weeks ago. A member of
the client’s team was killed on the project site. The damage to
11. the project work appears to be minimal. Although the contract
states that the client is responsible for any damage caused by
natural disasters, the client claims the work was not adequately
protected for earthquake zones.
Catamarca Bridge
The Catamarca Bridge design is 75% complete and the steel has
been ordered based on the approval of the structural drawing.
To date, labor costs and steel costs have been below estimates
that were developed based on experience in the United States.
However, conversations with the new partners on the project
indicate that lower performance in labor productivity and
increased costs for specialized steel for the project are likely.
The project manager, Sarah Lopez, has not revised cost
estimates or schedule changes.
The two new Argentine partners are performing well and have
established a good working relationship with the client. The
project review meetings are very formal, and no issues have
been raised during these meetings. After the meeting, the
project partners share with Sarah concerns expressed privately
to them. Although no major issues have arisen, Sarah is
concerned that the partners have a much better relationship with
the client than she does.
Below is the portfolio of projects in the SLA region based on
the information providedby the project manager for each
project. Safety is rated on a scale of one (1) to three (3), with 3
representing safety issues that need to be addressed. Risk was
rated as either yes (Y) on no (N). Yes indicates there was a risk
event identified in the initial risk assessment that occurred.
Project
Industry
Start
12. Date
Client
Safety
Risk
Comments
Argentina Copper Mine Uno
Mining
05/12/17
Jones Mining
1
N
Project cost, schedule, and quality in line with project plan.
Client surveys were very positive. Change orders are all
approved.
Argentina Copper Mine Dos
Mining
04/12/16
Jones Mining
2
N
Safety audit found contractors without appropriate safety
equipment. See audit report for details. Client expressed
concern over safety audit findings.
Catamarca Bridge
Infrastructure
05/12/17
Catamarca
1
N
This is a lump sum contract. Project is on schedule and cost. No
concerns.
Shell Oil Office Building
Commercial
10/12/16
Shell Oil
1
13. N
Project cost, schedule, and quality in line with project plan.
Client surveys were very positive. Client is selecting colors for
the various rooms. Ribbon cutting scheduled for Jan 1.
Chile Copper Mine Uno
Mining
04/10/17
Jones Mining
1
N
Project is on schedule and all change orders have been
approved. Client is discussing another project in 2020.
Exxon Headquarter
Bldg.
Commercial
01/10/18
Exxon
1
Y
Project is on schedule and all change orders have been
approved. The project is still assessing the earthquake damage
from last week.
Fiber Optics
Telecom
07/01/16
ATT Chile
1
N
Project experienced small damage in earthquake after project
signoff. The client insists that the project repair the damage.
Currently, in discussions with the client.
Lima Pipeline
Pipeline
02/01/18
Ariba
1
14. Y
Cost of pipe significantly increased because of new tariffs.
Client believes the cost increase should have been anticipated.
Project could be cancelled.
Pacific Pipeline
Pipeline
02/01/16
Ariba
1
N
All pipe was in- country before tariff increase. Delays in
permitting at the beginning of the project impacted the project
end date.
Part 5: SLA Procurement Resource
Issues with subcontractors in the SLA region caused significant
problems for the region and loss of profits. The SLA president
decided 3 years ago that all SLA region contracts with
subcontractors must be developed by procurement specialists in
the SLA region PMO. Contracts below $25,000 can be
developed by the project management team.
The SLA has three procurement specialists that must develop
contracts over $25,000.
· Contracts between $25,000 and $100,000 require 1 week to
prepare
· Contracts between $100,000 and $200,000 require 2 weeks to
prepare
· Contracts between $200,000 and $400,000 require 3 weeks to
prepare
· Contracts over $400,000 require 4 weeks to prepare.
Weeks are based on a 40-hour work week. No one procurement
specialist can work more than 20 hours overtime per week.
Therefore, a contract requiring 4 weeks can be completed in less
15. than 3 weeks with one procurement specialist using overtime.
The SLA procurement/contract specialists:
· Joe Spencer is the senior procurement specialist and has a
reputation for developing error-free contracts and is always on
time. Joe will work overtime, if required.
· Linda Rodriguez is new and can only be assigned to project
contracts in Chile.
· Sam Smith is a senior procurement specialist from Peru who is
now living in Chile. Sam will work overtime but not on a
project in Peru.
The SLA region project managers have identified 20 contracts
that need to be developed during the next 6 months. They are
listed below by project, the estimated cost of the contract, and
the due date for completing the contract by the procurement
specialists.
Argentina Projects:
Project A needs three contracts:
1. $275,000 by July 30
2. $574,000 by August 14
3. $630,000 November 30
Project B needs four contracts
1. $10,000 by August 30
2. $320,000 by September 30
3. $420,200 by September 30
4. $520,000 by December 30
Project C needs three contracts
1. $125,000 by July 31
2. $225,000 by October 30
3. $625,000 by November 21