| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "ALASKAN LANGUAGE PROJECT": |
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Alaskan Language Project, 2007.
A research proposal to study and preserve the Yupik language of the Yupik Eskimo communities in Alaska.
1,307 words (approx. 5.2 pages), 8 sources, MLA, $ 44.95
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Abstract
The paper relates that the continuance and historical understanding of the remaining approximate 200 tribal languages in Alaska is a significant cultural and educational concern for the American Indian and Alaska Native societies. The paper looks at the Yupik language in order to determine how to study and preserve it. The paper presents a research proposal to contrast and compare Yupik tales to other tales from the Native-Americans, the Anglo-Europeans, Africans and the Asians. This would allow an examination of the differences and similarities between cultures.
Outline:
Abstract
Introduction
Literature Review
Research Proposal
From the Paper
"Languages have subtle nuances that cannot be translated. They embody the philosophy of a people. This information is gone when its language disappears. Linguists now believe that half the languages spoken today will disappear within the next century. This is true for some Yupik Eskimo communities in Alaska, where just 20 years ago all of the children spoke Yupik. Now, the youngest speakers of Yupik in some of these communities are in their 20s, and the children speak only English (Robins; Alaskan Native Language Center)."
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Project Management, 2005.
This paper explores the project planning process via the project life cycle for the Acme Hospital System.
6,875 words (approx. 27.5 pages), 4 sources, APA, $ 155.95
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Abstract
All projects have a point of origin and a point of termination, a beginning and an end. The challenge for the project manager and project implementation team is to accomplish the multiple tasks needed to complete the project within that time frame. Each project evolves from one phase to another. Typical stages include project identification, planning, development, implementation, closure or termination and evaluation. The stages of a project are similar to that of new products entering the market. Projects, just like products, undergo a life cycle. This paper explores all aspects of the life cycle of the Emergency Department Fast Track Project at Acme Hospital System. The paper specifically focuses on the overall project description and history specific to Acme Hospital System, the life cycle process of the project including the determination of a timeline, tasks, schedules, budgets, risk management plan, communication plan, auditing process for the closure of the project and finally, identification of measurable indicators to measure the success of the project. The paper includes many illustrations, tables and figures.
Paper Outline:
Abstract
Introduction
Acme Hospital System
Problem Statement and Proposed Project
AHS Mission and Vision Statements
Project Scope
Project Objective
Deliverables
Project Tasks and Milestones
Technical Requirements
Limits and Exclusions
Review with Customer
Measuring Project Success
Data Collection
Project Management Best Practices
Risk Management
Task Specific Action Plan
Risk Assessment
Risk Mitigation
Change Control Plan
Communications Plan
Time Forecast
Closure Process
Audit Process
Budget Estimates
Project Outcomes
Conclusion
References
From the Paper
"The major task in mitigating risks is the ability to change plans quickly in an attempt to minimize the impact of the risk on the overall scope of the project. Although it is highly desirable and preferred by the project manager and team that a project be completed just as planned, this rarely happens. All projects incur risks and all projects sustain some amount of change. It is task of the project manager and team to develop a process and a plan of action to handle those changes."
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Project Management Software Tools, 2004.
This paper compares the advantages and limitations of using a project management software tool such as Microsoft Project versus not using this tool, to manage a project?s scope, process, data, time, and cost.
3,655 words (approx. 14.6 pages), 11 sources, APA, $ 101.95
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Abstract
The paper explains that a project management software package is designed to assist in managing a project, but that project is controlled by the project manager, not a software package because there are both benefits and inherent limitations to using project management software, which the project manager must understand. The author stresses that the manager must first establish the basic blueprint of the project before beginning a project in a software package and must always remember projects have a way of becoming living entities with their own unique obstacles, requiring more than making sure everything goes according to the printed software plan, or the project is doomed to failure. The paper creates a hypothetical project to demonstrate the strategic points of this software.
Table of Contents
Introduction
Software Limitations
Software Advantages
Scope Management
Time Management and Gantt
Cost Management
Quality Management
Human Resources Management
Project Roles and Responsibilities
Communication Management
Conclusion
Appendix: Work Breakdown Structure
From the Paper
"In other words, a project manager has to maintain the political and social aspects of the project and software has its limitations in these respects. Having the ability to effectively communicate with all relevant parties is a key to managing a successful project. Software can not make a project manager speak and listen effectively or to receive verbal confirmation that all is well or in need of change. It is necessary to regularly communicate verbally with individual members, stakeholders and peers in order to evaluate the project from different perspectives. Software and written reports may in many situations be a waste of a team's time when a brief conversation will suffice. Software also cannot replace a face-to-face meeting, telephone call or voice mail in most situations."
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North Sea Oil Project Management, 2008.
Discusses the project management stages and processes of the North Sea Oil project.
2,885 words (approx. 11.5 pages), 6 sources, APA, $ 85.95
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Abstract
This paper analyzes and outlines all the activities required to manage the North Sea Oil infrastructure project within the set time frame and budget. The author describes the initiation, project planning and design, project execution and projection, monitoring and control and completion stages of this project. The author also presents that key processes as integration management, scope management, time and cost management, quality management, human resources management, communication management and risk management. The author underscores that the selected project manager will need to have excellent interpersonal skills and prior experience in the oil and gas industry with projects of this nature.
Table of Contents:
Abstract
Introduction
Project Stages
Project Initiation Stage
Project Planning or Design Stage
Project Execution or Projection Stage
Project Monitoring and Controlling Systems
Project Completion Stage
Project Management Processes
Integration Management
Scope Management
Time and Cost Management
Quality Management
Human Resources Management
Communication Management
Risk Management
Conclusion
From the Paper
"This is also known as the closing stage of the project. However, though the project has been completed it doesn't mean that everything comes to an end at this point. While the execution of the project ends and the end product has been completed it is at this point that the maintenance and post completion support for the users begins along with health and safety audits etc to ensure that all the necessary safety measures are in place."
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Project Management, 2006.
A look at project management and project management techniques.
1,960 words (approx. 7.8 pages), 6 sources, MLA, $ 62.95
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Abstract
This paper reviews techniques of project management and the difficulties that often arise when managing a project. This paper focuses primarily on activity crashing, reviewing the advantages and disadvantages of this aspect of managing a project.
Contents:
Introduction
Analysis
Activity Crashing
Project Duration Estimates
Practical Working on Jobs
Utilizing Contract Employees for a Project vs. Loaned Internal Company Employees
Employee Committed to Action, But Poor Analysis Skills
Conclusion
From the Paper
"There are simple methods of representing the relationship between the cost and duration of activities involved in projects, and a simplistic view can be represented as shown in figure 1. However such relationships exists for all activities involved in the project, and if the activity duration did not have any relationship to the total project, then an ideal management solution would be to choose a process which would involve the lowest cost. This is not practical to adopt since if this method is adopted for all concerned activities, then it is likely that the project will take a very long time for completion and thus involve the organization completing the project with major penalties. This type of a wrong solution for the project is called sub-optimization. This means that one activity of a project is optimized and as a result of which the total project looses its optimization. This is a problem which project managers have to face many times, and a solution which is often adopted to get rid of this problem is to try and complete all activities in the minimum possible time. This naturally increases the cost and the time involved is called the activity crash time. (Advanced Scheduling Techniques)"
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Project Management: "Chemical Highway", 2005.
This paper is a complete course project for a Project Management class; the fictitious company is called "Chemical Highway", which sells polymers.
4,165 words (approx. 16.7 pages), 1 source, APA, $ 111.95
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Abstract
This paper explains that the goal of the project is to shift the focus from selling products only to raw material manufacturers to selling products directly to the end-users. The author points out that customer review and beta testing are very important for the success of the project because knowing customers' feelings about the company and its product will help the company establish a brand name. The paper relates that quantitative measures will be used to ensure that the project is completed on time and on schedule and will serve as the performance measurement system. Charts. Illustrations.
Table of Contents
Introduction
Scope Statement
Goal Definition
Project Objective
Deliverables
Milestones
Technical Requirements
Limits and Exclusions
Customer Review
Reporting Structure of Team Members
High-Level Gantt Chart View
Risk Identification
Risk Analysis
Scope Definition
Legal Issues
Contract Conflicts
Lack of Infrastructure Availability
Vendor Delays/Problems
Equipment Installation
OSHA Findings
Loss Time Injury
Delays in Certification
Testing Problems
Beta Testing
Power Breakouts
Weather Problems
Risk Assessment
Risk Response
Contingency Plan
Vendor Delay/Problems
Loss Time Injury Contingency Plan
Risk Assessment Matrix
Communication Plan
Shareholders
Method for Updating the Communication Plan
Existing Systems
Escalation Process
Performance Measurement and Control Approach
Audit Process and Timetable
Impromptu Audits
Deliverable Audits
Individual Team Audits
Final Audit
Conclusion / Recommendation
From the Paper
"Goal Definition: Currently our company holds the patent and all the legal rights to sell certain kind of polymers that are used through out the world by construction companies and other building development projects. The problem that we are facing is that our company sells these products to bigger manufacturers that only dilutes our products and sells it the end customer at higher margins. Plus being a big brand they are able to sell it at those prices and get good price quotes from us. Goal of the Redwood project is to manufacture the diluted product that is thoroughly tested and readily accepted by the end-user. The idea is to fully utilize the patents and technology that Chemical Highway already processes."
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Project Teams and Leaders, 2003.
An examination of the development of project teams and project leaders.
3,101 words (approx. 12.4 pages), 34 sources, MLA, $ 90.95
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Abstract
This paper discusses how companies today are expected to compete globally, meet ever-improving standards and increase profits, but often with fewer people and fewer resources. It looks at how in order to meet these seemingly impossible goals, organizations have begun to develop project teams. Teams are not considered to be groups, but a combination of people who come together for a common purpose or objective. It analyzes the four development stages of successful teams, forming, storming, norming and performing and how project teams can have numerous advantages if they are properly formed and the project is successfully carried out. It also evaluates the array of difficulties can arise once teams are produced which can prevent teams from reaching the performing phase of the project.
From the Paper
"The team discusses the responsibilities and expected outcomes in the storming phase of the project. This may also be called the concept phase. The storming phase consists of different techniques to discuss what upper management is looking for from the team and how the team can accomplish the given tasks. ?Brainstorming is usually the easiest way for the group to identify issues, create options for the given project, and identify impacts the project may have on the organization? (McMahon, 2002, p.65). Brainstorming can be free form, silent, structured, or virtual. Free forming allows the group members to literally shout out ideas, while a facilitator then writes down all the ideas. The group then sorts the ideas into different categories. Silent brainstorming consists of each participant writing down an idea on a large ?sticky note? and posting it on a board for everyone to see."
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Project Plan Forecast, 2005.
A project plan forecast for the talent management system project.
1,840 words (approx. 7.4 pages), 3 sources, APA, $ 63.95
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Abstract
This project plan forecast for the talent management system project provides an overview of the project, including a communications plan, a forecast of the time required to complete the project, descriptions of the project closure process and the project audit process, budget estimates, forecasted project outcomes, three key learning points, and a conclusion. The project closure process is covered in special detail due to its critical function in assuring customer satisfaction.
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China's Three Gorges Dam Project, 2005.
This paper discusses China's Three Gorges Dam Project (TGDP), projected to become the worlds largest dam, nearly four times larger than the Hoover Dam.
4,505 words (approx. 18.0 pages), 12 sources, APA, $ 117.95
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Abstract
This paper explains that the Three Gorges Dam Project is located at Sandouping, along the Yangtze River in the Three Gorges, which is one of the world's most famous scenic sites and includes the dam, which is composed of the spillway, intake dam and non-overflow dams, two power plants and the navigation facilities, which includes a ship lock and a ship lift. The author points out that there are many issues involved including the sensitivity of the huge numbers involved in the reservoir displacement and the impact of such a large population movement on the economy and society. The paper relates that, despite the monetary risks concerned in investing in the dam, the structure is an economic "showpiece" that invites outsiders to establish speedily vital business networks, which paves the way for future dealings such as with The Caterpillar Company.
Table of Contents
Introduction
Local Land Owners Bottoms Up Approach
The Quality of Resettlement Land
The Particular Problem of Steep, Infertile Slopes
Outward Look
Government Policies: Upward Look
Historical Perspective: A Backwards Look
Expected Returns and Drawbacks
From the Paper
"Additionally, the dam's supporters expect the 26 giant generators to account for close to a tenth of China's energy output. The hydropower is stance as a more efficient and cleaner source of energy than the sulfur-laden coal that is at present used in the area. Some engineers estimate that the dam will annually generate an amount of energy equivalent to the burning of forty million tons of coal. Thus, if successful, the dam's energy output will be environmentally beneficial over the current release of destructive sulfur dioxide and carbon dioxide gas emissions. This cleaner supply of energy will be accessible within a 1,000 kilometer radius of the dam, as far as Shanghai and Guangzhou."
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What is the Human Genome Project?, 2006.
An explanation of the Human Genome Project, its sponsors, its objectives and its potential benefits.
1,980 words (approx. 7.9 pages), 8 sources, MLA, $ 62.95
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Abstract
This paper presents an overview of the Human Genome Project. The paper begins by listing the project sponsors and explaining that the project's primary purpose was to map the human genome. Next, the paper briefly explains what a genome is and notes that the project was completed in 2003. Additionally, the paper explains that another objective of the project was to identify all of the genes in the human genome and that, at the heart of all of these objectives, was the goal of advancing the diagnosis and prevention of diseases, and advancing biotechnology and fundamental knowledge in medicine. The paper also discusses the controversial issues surrounding the Human Genome Project as well as social and ethical considerations of the project. Finally, the paper looks at the project's implication regarding the topic of evolution and concludes that, despite the controversy enveloping the project, its benefits exceed its disadvantages.
Table of Contents
Controversies
Accuracy of the Project
Societal Effects of the Human Genome Project
Ethics and the Human Genome Project
The Human Genome Project and Evolution
From the Paper
"As with many scientific advances and projects, there are many points of contention surrounding the Human Genome Project. These controversies range from arguments about whether the HGP should exist at all to minor quibbles regarding the project's inner workings. Below are descriptions of two of these contested issues."
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Project Risk Management, 2007.
This paper discusses project risk management using the ABI company as a case study.
3,425 words (approx. 13.7 pages), 15 sources, APA, $ 96.95
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Abstract
Using the ABI company as a case study, this paper explains that not all the potential risks on a project can be prevented; however, it is practical to implement audit checks to track the project's performance. The author points out that, during the project audit process, project managers should evaluate if the overall goal of the project was delivered, what worked and did not work, how well the project team functioned together and lastly what could be done differently on future projects. The paper relates that a project closure checklist, in addition to identifying outstanding issues, can present a forum to discuss lessons learned and can be used as the official notification that the team is being dispersed.
Table of Contents:
Management Responses
Weighing of Perceived Risks
Looking to the Future
Measuring Project Performance
Project Closure
Conclusion
From the Paper
"A critical risk manifested in the second month of the implantation process of the Integra project. Employees who were assigned to the Integra project on a part-time basis had ignored their regular duties and missed several internal deadlines. The Integra project manager had the responsibility to manage the project but not the authority to manage the team members assigned. "Project managers are not typically assigned the authority or status to manage their team members, who will still be organizationally attached to functional groups elsewhere in the organization." The crisis was not avoided because leadership qualities that would have ensured both the normal duties and the project duties were being completed."
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Project Based Management, 2002.
A case study of Digilogic Corporation to demonstrate the importance of the planning phase of any project and of record keeping.
3,507 words (approx. 14.0 pages), 5 sources, MLA, $ 98.95
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Abstract
This paper looks at how project based management is quickly becoming state of the art in management technique and theory. Every manager is occasionally presented with the project by their superiors but until recently, project management was not even a part of management education in many business schools. It examines the many types of projects and many project management techniques and explains how projects are comprised of phases and how certain techniques are contained within each phase. It proposes a case study of the Digilogic Corporation to demonstrate a technique called Lean Project Management. Lean Project management entails the management of a larger project by electing small, unique teams to perform small phases of the project.
From the Paper
"One of the key issues in maintaining employees who have a current knowledge base is to identify and maintain the competency level that is required for a particular job. Until this time, job competency can knowledge level has been up to the manager. If they feel that an employee needs to improve their knowledge base, they would be responsible for assuring that the employee gets the training needed to come up speed. As the company grows, it is becoming more difficult to maintain the level of quality upon which the company has based its reputation and success. It has become apparent that in order to enjoy their continued success; they will have to find a way to quantitatively measure their employees? competency levels."
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Projective Testing and Client-Centered Therapy, 2004.
Questions the move in psycho-therapy of combining projective testing with client-centered therapy.
5,500 words (approx. 22.0 pages), 12 sources, APA, $ 134.95
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Abstract
The work of Carl Rogers has contributed in substantial ways to the development of psychotherapy. There exists an extraordinarily extensive amount of writing about the value of his research, his clinical work, his methods, his style, and his profound impact on therapy. This paper poses the question, ?Could interpretation of projective testing aid the process of reflection and clarification of communication between client and therapist during client centered (Rogerian) therapy??. The paper provides a critical analysis of Rogers?s work and into ?projective testing? itself. There are many forms of projective testing and diverse opinions with reference to projective testing. This paper critiques and analyzes several of them, using existing research in order to best formulate an informed answer for the central question being posed.
Table of Contents
Introduction
Carl Rogers?s Life and the Seeds of his Interest in Psychology
Client-Centered Therapy and Listening to the Client
Professional Responses to and Critiques of Client-Centered Therapy
Process of Reflection and Clarification in Client-Centered Therapy
Projective Measures / Projective Testing: an Introduction
The History ? and Methods of ? Projective Testing
Six of the Best-Known Projective Tests
Zeroing in on Spurious Therapists and Rorschach Projective Testing
Rogerian Reflection and Projective Testing
Conclusion
References
From the Paper
"Sir Francis Galton is generally given credit for devising the first projective test, which the British explorer and intellectual researcher developed in 1879. His test consisted of a word-association challenge; subjects were given a set of words and asked to produce a ?first response? to each word. Following Galton?s work, Carl Jung ? a Swiss psychiatrist and renowned prot?g? of Freud ? utilized a word-association test in combination with blood pressure measuring devices to detect what he called ?complexes.? Those complexes were ?constellations of feelings and thoughts organized around an emotionally charged issue? (Lilienfeld). And Jung believed that a ?delayed or physiologically pronounced response to a word? can indicate the existence of a complex."
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James P. Lewis' "Project Planning, Scheduling, and Control", 2006.
This paper is a chapter by chapter review of James P. Lewis' management book "Project Planning, Scheduling, and Control: A Hands-on Guide to Bringing Projects In On-Time and On-Budget"
1,925 words (approx. 7.7 pages), 1 source, APA, $ 61.95
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Abstract
This paper explains that James Lewis's "Project Planning, Scheduling, and Control: A Hands-on Guide to Bringing Projects In On-Time and On-Budget" provides a succinct, accessible guide to all aspects of project management--from defining a mission of the project to post-project evaluation. The author points out that the book is easily readable and well-organized so that a layperson can gain a working knowledge of project management, even with little or no background in the field. The paper relates that Lewis' format, with review questions, main points highlighted at the end of each chapter, frequent flowcharts, tables and other visual aids contribute to this accessibility.
From the Paper
"The first section of Project Planning addresses tasks to be undertaken before action is taken regarding the project. Chapters 2, 3, and 4 explain the importance of and steps toward creating a specific plan, defining the overall mission of the project and a strategy for achieving the mission, and an implementation plan regarding step-by-step specifics for the plan. The first of these chapters stresses the importance of consultation with the people involved in carrying out the plan at its earliest stages, not just at the phase which requires their work."
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Case Study: Information Technology Project Management (ITPM), 2008.
This paper discuses information technology project management (ITPM) in the case of Dag-Brucken ASRS.
2,805 words (approx. 11.2 pages), 10 sources, APA, $ 83.95
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Abstract
This paper explains that the case of Dag-Brucken ASRS is an example of how a poorly planned, executed and managed project can run into trouble despite having visionary leadership and all the resources at its disposal. The author points out that the duties involved with most IT projects are planning, overseeing and measurement of project. The paper stresses the importance of the project manager's adaptability skills. The author relates that, in this case study, there were no well-defined measuring criteria to make sure that the project was on track. The paper presents several recommendations including that the project should have had a better-defined time line created by consulting with all the stakeholders involved with the project.
Table of Content
Executive Summary
Overview
Dag-Brucken ASRS Case Study
Importance of IT Project Management
Factors Influencing a Project
IT Project Manager
Conclusion
From the Paper
"Super-Cola Taiwan, (SCT) and Australian electrical engineering company, Dag-Brucken ASRS Pty Ltd, (DB) entered into an agreement to provide an automated storage and retrieval system (ASRS) facility as part of SCT's production facilities in Asia. The case is an illustrative example of how a poorly managed IT project can result in disasters for the firm. The SCT ASRS was designed to automate movement of pallets of beverages from the end of multiple production lines into a high rise warehouse and then to a convenient location for sale."
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