Malaysia Research Paper Example | Topics and Well Written Essays - 1000 words

Malaysia - Research Paper Example The official force is the Cabinet and the present Prime Minister is Najib Razak. Lawful framework depends on customary law. Malaysia is a market economy. GNP is $67 billion, GDP is 6%. The sustainable normal assets are palm oil, wood, elastic, the nonrenewable characteristic assets are oil and tin. Significant fares are oil, wood, tin, palm oil, significant imports are electrical gadgets, steel, food. The particular viewpoint on which the paper will think is outside work; it will talk about the rights and the projects planned for overseeing work. The paper will demonstrate that it is vital Malaysian government ought to give vital changes as work strategy have all the earmarks of being excessively severe. Malaysia gives constraints through age and nationality limitations. Laborers ought to be somewhere in the range of 18 and 45 years old, and no resettlement of wards in Malaysia is permitted. Just residents of Philippines, Indonesia and Thailand are given goes for residential/family unit work; for the assembling, development, ranch and administration segments, the rundown of qualified nationalities is stretched out to incorporate Bangladeshis and Pakistanis. (Blau, 1996) The enactment and openings in the circle of remote business and giving outside laborers open doors for proficient development and advancement is significantly stricter than that of Singapore, in light of the fact that even talented expert specialists are not took into account perpetual habitation, and however they can get visas for their wards, the rundown of the key posts which they can hold in the associations which recruit them is tight and relies upon the degree of the ventures remote settled up capital. (Kiong-Ho ck, 2002) It shows up, that the Malaysia see remote work as the danger to the work of its local populace and along these lines doesn't perceive any need in giving them open doors for business, while similar open doors can be utilized by the nearby residents. The nation appears to decline tolerating the truth, where it quickly develops, and in this manner

Agnes Macphail Biography

Agnes Macphail Biography About Agnes Macphail: Agnes Macphail was the main Canadian lady to be an individual from parliament, and one of the initial two ladies chose for the Legislative Assembly of Ontario. Thought about a women's activist in her time, Agnes Macphail bolstered issues like jail change, demilitarization, worldwide collaboration and mature age annuities. Agnes Macphail likewise established the Elizabeth Fry Society of Canada, a gathering working with and for ladies in the equity framework. Birth: Walk 24, 1890 in Proton Township, Gray County, Ontario Passing: February 13, 1954 in Toronto, Ontario Training: Educators school - Stratford, Ontario Calling: Educator and journalist Ideological groups: Dynamic PartyCo-employable Commonwealth Federation (CCF) Government Ridings (Electoral Districts): Dark South EastGrey Bruce Commonplace Riding (Electoral District): York East Political Career of Agnes Macphail: Agnes Macphail was chosen for the House of Commons in 1921, in the primary Canadian government political race in which ladies had the vote or could pursue position. Agnes Macphail was the main lady to be chosen for the House of Commons.Agnes Macphail was the principal lady named as an individual from a Canadian designation to the League of Nations, where she was a functioning individual from the World Disarmament Committee.Agnes Macphail turned into the primary leader of the Ontario CCF when it was set up in 1932.Agnes Macphail was a significant impact in the foundation of the Archambault Commission on jail change in 1935.She was crushed in the 1940 general election.Agnes Macphail composed a segment on horticulture issues for the Globe and Mail.She was first chosen for the Ontario Legislative Assembly in 1943, getting one of the two first ladies to be chosen for the Legislative Assembly of Ontario.She was vanquished in the Ontario political race in 1945.Agnes Macphail was reappointed to the Ontario Legislative Assembly in 1948. Agnes Macphail added to the reception of Ontarios first equivalent compensation enactment in 1951.

Do You Have Musical Performance Anxiety

Do You Have Musical Performance Anxiety Social Anxiety Disorder Coping Print Do You Have Musical Performance Anxiety? By Arlin Cuncic Arlin Cuncic, MA, is the author of Therapy in Focus: What to Expect from CBT for Social Anxiety Disorder and 7 Weeks to Reduce Anxiety. Learn about our editorial policy Arlin Cuncic Updated on June 24, 2019 Social Anxiety Disorder Overview Symptoms & Diagnosis Causes Treatment Living With In Children Caiaimage/Tom Merton/Getty Images Musical performance anxiety is a type of anxiety experienced by some people with social anxiety disorder (SAD). Musicians who experience this type of anxiety are critical and self-evaluative before, during, and after performances. This negative self-evaluation causes disrupted concentration and a host of physical symptoms that result in performance below the ability of the musician. Why do some musicians experience such debilitating performance anxiety? When musical performance anxiety is experienced as part of SAD, it is likely due to a combination of factors such as innate temperament and negative early performance experiences. In general, researchers have found that females are more likely than males to experience this type of anxiety. Musical Performance Anxiety Statements What does musical performance anxiety feel like? If you experience this fear, the following statements probably sound familiar. Questionnaires with statements similar to these have been used by researchers to examine the thoughts and feelings experienced by people with musical performance anxiety. The harder I work to prepare for a concert, the more likely it seems that I will make a mistake.I worry about a negative reaction from the audience.I have a sense of dread before performances.I worry about performing weeks or months in advance.I never know the night of performance whether or not I will do well.There are times during performances when I wonder if I will make it through. Problematic thinking is often at the root of musical performance anxiety. Thoughts such as My performance needs to be perfect or I am a complete failure or I had a good performance tonight but I must have just been lucky, create and maintain anxiety. Below are some common thought distortions that may be contributing to your anxiety about performing. Black or white thinking: If my performance isnt perfect, I am a failure.Overgeneralization:I had a bad performance tonight; I have always been a bad performer and always will be.Mental filter:Everyone must have noticed how I messed up in the middle; it doesnt matter that the rest was OK, my mistake ruined the performance.Disqualifying the positive: I had a good performance tonight but I must have just been lucky.Jumping to conclusions: The audience was really quiet tonight, they must not have liked my performance. Treatments When musical performance anxiety is part of SAD, cognitive-behavioral therapy (CBT) with a trained therapist can be helpful to identify cognitive distortions and work towards more positive thought patterns. In addition, behavioral therapy interventions such as cue-controlled relaxation, systematic desensitization, progressive muscle relaxation, and breathing techniques may help to reduce anxiety when performing. Although cognitive and behavioral interventions can be successful on their own, pairing these treatments with medication may reduce anxiety more quickly and effectively. Medications such as beta blockers can be helpful to manage anxiety symptoms during performances. Beta-blockers such as Inderal (propranolol) taken before a performance reduce symptoms of anxiety such as increased heart rate, shaking and sweating. In addition to beta blockers, benzodiazepines and selective serotonin reuptake inhibitors (SSRIs) may be helpful in managing musical performance anxiety. If you are a musician dealing with severe performance anxiety, it is important to get help. Although some anxiety about performing is normal and may even enhance your performance, excessive anxiety is neither helpful nor inevitable. There are options to overcome your fears and reach your full potential as a musician, but you need to make it a priority to get your anxiety under control.

Essay on the Difference Between Appearance and Reality

Is the First Impression Always Right? When I am asked about my hobbies, I usually say that my main hobby is to prove that appearance is different from reality. And although I sometimes find it difficult and tiresome, deep down I still enjoy it immensely. I first faced the problem of being judged according to my appearance, but not my abilities, when I was four years old and wanted to learn ballet dance. My mom took me to the dancing studio, but the teacher did not seem very eager to accept me. I was a plump girl who looked slightly clumsy and not a bit graceful. However, I begged her so much that she simply could not refuse. In fifteen years she confessed that she had never been so mistaken in her life. My inner desire was so strong that it helped me to succeed, and I even considered the possibility to pursue a dancing career. When I was sixteen, I had two tattoos made and had my eyebrow and my lip pierced. Unfortunately, about the same time I had to change my school as my family had moved to a different city. It goes without saying that the day I appeared in a new school, I was labeled a â€Å"difficult kid†. During the next two months my academic achievements were met with lots of raised eyebrows. But I truly enjoyed the opportunity to prove again that appearance can be very deceptive. The way a person looks is nothing but a combination of some physical characteristics with some image he/she wants to produce. The reality will lie far behind the facade and in order to get to know who the person really is, you will have to spend a lot of time communicating and getting to know each other.

Oedipus Rex Essay - 749 Words

In Oedipus Rex, Sophocles explores the conflict between a man’s intellectual reasoning and the universe beyond his grasp. This may seem like a generalization, but the play’s minor conflicts are arguably derivatives of the main struggle. As we would see, the fate or destiny that opposes Oedipus does not act directly on him, but creates a domino effect that through other conflicts drive him to face his destiny by unearthing his true identity. Similar to the Sphinx’s riddle that gave power to Oedipus, he must travel the different stages of life in order to â€Å"know thy-self† (Rudnytsky 264). The play opens with what may seem like a trivial conflict between Oedipus and the forces of nature, but the plague and other misfortunes that afflicted†¦show more content†¦Creon tells that â€Å"Apollo commands to take revenge upon whoever killed him [King Laius]†, and Oedipus without any further reasoning proclaims that the murderer must be exile, brin ging to himself doom (DiYanni 1310). Nevertheless, is the oracle Teiresias by accusing Oedipus of committing the murder who really sparks the conflict between Oedipus and Creon, the conflict of man versus man. Believing Creon is behind a plot to overthrow him and lacking any concrete evidence, Oedipus fails to his proclaimed intellect and fearing the prophecy could be true, mocks Teiresias for his blindness and charges Creon with treason. When the tension between both characters begins to build up Jocasta enters to give a solution by giving hopes to Oedipus stating that the prophecies were wrong because a herdsman, witness to the murder, had different information. This only prolongs the inevitably truth until the servant to which Jocasta gave up Oedipus dissipates any doubt of the â€Å"patricide and incest† Oedipus innocently committed (Letters). Both Oedipus and Jocasta thought the truth was more powerful than the prophecies or the will of the gods. Even though, their big gest mistake was based on the initial prophecy in which he would kill his father and marry his mother, which made Jocasta to give up Oedipus and Oedipus to wrongly flee from Corinth. They both, unknowingly, trying to disprove the supernatural withShow MoreRelatedOedipus Rex900 Words   |  4 PagesThe philosopher Aristotle wrote his work Poetics as a deconstruction of aesthetics approximately 50 years after the death of Sophocles, the author of Oedipus Rex. Aristotle was a great admirer of the works of Sophocles and is said to have considered Oedipus Rex to be the perfect tragedy and the basis for his thoughts in Poetics. He defines tragedy as, â€Å"an imitation of an action that is serious, complete, and of a certain magnitude; in language embellished with each kind of artistic ornament, theRead MoreThe Tragedy Of Oedipus Oedipus Rex 928 Words   |  4 Pagesbetween Oedipus’ irrevocable circumstances as well as his flawed character that makes Sophocles’ â€Å"Oedipus Rex† a quintessential example of Greek drama. His circumstances, which are set by the Gods, are profound and beyond anyone’s control; either he must be killed or there will be great consequences. His parent’s rejection of the oracle set by the gods, the degrees of separation from his origin, and his flawed sense of pride is the complexity of the plot as well as what makes Oedipus the complexRead Moreoedipus rex2234 Words   |  9 Pages In Sophocles’ play, Oedipus Rex, there are many themes that are woven through the life of King Oedipus, and revealed through the key points of the plot. One of the most important themes is the inevitability of ones’ fate. Although fate is considered the usual genre of the Greeks in playwriting there, are specifics that Oedipus conducts unusual to our own way of thinking of a king during the Ancient Greek times. For example: Oedipus’s ignorance of believing what is said from his wife, IocasteRead MoreOedipus Rex2527 Words   |  11 PagesEssay on Oedipus Rex 4-3-97 In Sophocles Oedipus Rex, the theme of irony plays an important part through the play. What Oedipus does, what he says, and even who he is can sometimes be ironic. This irony can help us to see the character of Oedipus as truly a blind man, or a wholly public man. A great irony is found in Oedipuss decree condemning the murderer. Oedipus says, To avenge the city and the citys god, / And not as though it were for some distant friend, / But for my own sake, to beRead MoreOedipus Rex By Oedipus The King1206 Words   |  5 PagesOedipus’ evolution throughout the Theban plays is one with fascinating twists and turns. Oedipus’ characterisation evolves and changes as he experiences the fall from being the great ruler of Thebes into a blind beggar who is tortured by what he did. As the stories progress, so does their protagonist to the point where the Oedipus of the second play is a completely different man. In Oedipus Rex, the main character is portrayed as a strong and clever yet arrogant king whose ignorance leads him toRead MoreThe Characterization Of Oedipus Oedipus Rex 1303 Words   |  6 PagesIn Sophocles tragic play, Oedipus Rex, there is often feedback when discussing the characterization of Oedipus. Key issues in this pla y are pointed towards in realm of a tragedy, because Oedipus suffers a few character flaws such as anger, pride and arrogance. Within those flaws, he fails to reflect upon his actions; causing blindness and later, result his honor to be under minded and seen at the forefront of Thebes. What makes this play more on the fringe than other tragic plays are Oedipus’sRead MoreThe Consequences Of Oedipus Rex808 Words   |  4 Pageslittle shrapnel of life that he can. Oedipus from Socrates’ great work Oedipus Rex knows this kind of feeling far too well, having the city of Thebes in which citizens worship him as king have their be under some sort of curse of unknown origin. The curse, sadly, had its origin in Oedipus himself and the parents which abandoned him, causing a string of events which include father murder, incest, self-doubt, suspicion, and a plethora of other events which sends Oedipus’ mind farther and farther down intoRead MoreReview Of Oedipus Rex 1342 Words   |  6 PagesJake Gilman Modern Mythology Period 8 Fusaro Oedipus Rex Reading Questions What appears to be the function of the Chorus? - The chorus in Greek tragedies has a similar function to the narrator in various books and plays. It is an outside source that describes the actions of the characters, as well as their thoughts or feelings. Just like a narrator, the chorus can be used to foreshadow an upcoming event and provide more detail than what is said on stage. However, theRead MoreOedipus The King, Or Oedipus Rex1249 Words   |  5 Pagesmost famous probably being Sophocles’ Oedipus the King, or Oedipus Rex. For a play to be considered a tragedy, it must have a tragic hero. According to Aristotle’s definition of a tragic hero, they must be a decent moral person, of high social standing who eventually meets with a tragic downfall, of their own doing, suffering more than deserved, and realizing their error too late. In the play Oedipus the King, Oedipus is the epitome of a tragic hero. Oedipus Rex was generally a â€Å"good† person; he wasRead MoreOedipus Rex Translations1020 Words   |  5 Pagesversions of Oedipus Rex, the first version translated by Fitts and Fitzgerald, and the second translated by Luci Berowitz and Theodore Brunner, the emotional appeal is quite different due to the different diction of each of the translation versions. The different diction in the two versions seems to give Oedipus two different characters. The diction that the four authors use in their translations of Oedipus Rex is very effective in conveying different emotional feelings about Oedipus and his thoughts

Macro Environment Free Essays

â€Å"Outline the components of any organization’s macro environment and give an example for each component of a current major operational change or industry trend†. Macro Environment: The factors outside of the industry that influence the survival of the company; these factors are not directly controllable by the organisation. (Elliot, Rundle-Thiele, Walker, p. We will write a custom essay sample on Macro Environment or any similar topic only for you Order Now 48) Components of the Marco Environment: There are six (6) major components of which the macro-environment is made up of; 1. Demographic 2. Economic 3. Natural 4. Technological 5. Political 6. CulturalDemographic Forces: variables of a population which include, age, sex, level of education, employment status, income level, home style status (ownership vs. renting amp; location) also ethnicity. Example: An increase in the number of caravans purchased in western countries will increase due to the trend of an aging population; the caravan/motor homes industry should see growth Economic Forces: refers to forces such as level of employment, demographic changes, rate of inflation, rate of interest which in turn affects the amount both people and organisations are willing to Spend along with how they spend it.Example: Middle East War in 1973 – ‘Oil Crisis’ created economic shock waves right through the western world leading to drastically increased oil prices which lead to increase energy costs along with the cost of oil based raw material. This crisis contributed heavily to a world economic recession Natural Forces: consist of concerns relating to the environment, green house effect, rates of energy/petroleum, lack of natural resources, and resource management. Example: The farming industry has been affected by drought. The consequence of drought is a decline in crop production as a result of nadequate and poorly distributed rainfall. Therefore with the decline of crop production, farmers are faced with harvest that is too small to feed their families and fulfil their commitment. During drought periods there is not only a direct shortfall of food production but also relative price movements of grain versus other commodities which may drastically reduce the purchasing power of groups. Technological Forces: advanced technology and capabilities such as computers, internet, medical advancements, and communication devices such as mobile phones.Example: With the internet at the finger tips of a large majority of people worl dwide, via computers, now on mobile handset devices and mobile telephones newspaper sales are affected. People are using the internet to access the daily newspapers. News Limited is researching ways to levy a subscription fee for access to view the New York Times online. Political Forces: refers to parties, pressure groups, personalities and government agencies which have a large influence on the stability of politics and economics in a country via their actions and pronouncements.Example: The Tobacco industry recently has been targeted by government and public interest groups in reference to the tax increase enforced in late April 2010. The Australian Government states ‘it will encourage about 2 to 3 per cent of smokers, or 87 000 people, to stop’. Due to this tax increase retailers’ margins will be compressed therefore the profit in turn will be less. Cultural Forces: relates to commonly held standards; what is acceptable or unacceptable, right or wrong, ethical or unethical -based upon various groups in society. Example Starbucks in Macau noticed that Macau people do not consume as much coffee as western people. Therefore Starbucks needed to focus on Macau taste preferences and incorporate tea based and juice based beverages rather than coffee. Also Starbucks has large outdoor seating arrangements; however Macau people rather sit indoors, in order to accommodate for Macau people standards Starbucks needed to decrease the size of the outdoor seating and focus on creating an indoor seating environment in order to meet the expected standard of its customers in Macau.References Spark, M. , 2008, Marketing Concepts – LBM100 lecture MAR110 (SPI, 2008) notes Elliott, G. , Rundle-Thiele, S. , Waller, D. , 2010, Marketing, John Wiley, Milton. http://www. consumerpsychologist. com/marketing_introduction. html http://www. news. com. au/technology/rupert-murdoch-says-news-corp-will-charge-for-online-news/story-e6frfro0-1225758661415 How to cite Macro Environment, Papers

Macro Environment Free Essays

â€Å"Outline the components of any organization’s macro environment and give an example for each component of a current major operational change or industry trend†. Macro Environment: The factors outside of the industry that influence the survival of the company; these factors are not directly controllable by the organisation. (Elliot, Rundle-Thiele, Walker, p. We will write a custom essay sample on Macro Environment or any similar topic only for you Order Now 48) Components of the Marco Environment: There are six (6) major components of which the macro-environment is made up of; 1. Demographic 2. Economic 3. Natural 4. Technological 5. Political 6. CulturalDemographic Forces: variables of a population which include, age, sex, level of education, employment status, income level, home style status (ownership vs. renting amp; location) also ethnicity. Example: An increase in the number of caravans purchased in western countries will increase due to the trend of an aging population; the caravan/motor homes industry should see growth Economic Forces: refers to forces such as level of employment, demographic changes, rate of inflation, rate of interest which in turn affects the amount both people and organisations are willing to Spend along with how they spend it.Example: Middle East War in 1973 – ‘Oil Crisis’ created economic shock waves right through the western world leading to drastically increased oil prices which lead to increase energy costs along with the cost of oil based raw material. This crisis contributed heavily to a world economic recession Natural Forces: consist of concerns relating to the environment, green house effect, rates of energy/petroleum, lack of natural resources, and resource management. Example: The farming industry has been affected by drought. The consequence of drought is a decline in crop production as a result of nadequate and poorly distributed rainfall. Therefore with the decline of crop production, farmers are faced with harvest that is too small to feed their families and fulfil their commitment. During drought periods there is not only a direct shortfall of food production but also relative price movements of grain versus other commodities which may drastically reduce the purchasing power of groups. Technological Forces: advanced technology and capabilities such as computers, internet, medical advancements, and communication devices such as mobile phones.Example: With the internet at the finger tips of a large majority of people worl dwide, via computers, now on mobile handset devices and mobile telephones newspaper sales are affected. People are using the internet to access the daily newspapers. News Limited is researching ways to levy a subscription fee for access to view the New York Times online. Political Forces: refers to parties, pressure groups, personalities and government agencies which have a large influence on the stability of politics and economics in a country via their actions and pronouncements.Example: The Tobacco industry recently has been targeted by government and public interest groups in reference to the tax increase enforced in late April 2010. The Australian Government states ‘it will encourage about 2 to 3 per cent of smokers, or 87 000 people, to stop’. Due to this tax increase retailers’ margins will be compressed therefore the profit in turn will be less. Cultural Forces: relates to commonly held standards; what is acceptable or unacceptable, right or wrong, ethical or unethical -based upon various groups in society. Example Starbucks in Macau noticed that Macau people do not consume as much coffee as western people. Therefore Starbucks needed to focus on Macau taste preferences and incorporate tea based and juice based beverages rather than coffee. Also Starbucks has large outdoor seating arrangements; however Macau people rather sit indoors, in order to accommodate for Macau people standards Starbucks needed to decrease the size of the outdoor seating and focus on creating an indoor seating environment in order to meet the expected standard of its customers in Macau.References Spark, M. , 2008, Marketing Concepts – LBM100 lecture MAR110 (SPI, 2008) notes Elliott, G. , Rundle-Thiele, S. , Waller, D. , 2010, Marketing, John Wiley, Milton. http://www. consumerpsychologist. com/marketing_introduction. html http://www. news. com. au/technology/rupert-murdoch-says-news-corp-will-charge-for-online-news/story-e6frfro0-1225758661415 How to cite Macro Environment, Papers

Subscripted Assignment Dimension Mismatch - Errors in Matlab

The errors are a fundamental part of our lives, interact or not with MATLAB. The only difference is that, when we interact with computers, our errors are immediately indicated to us. It should be noted that programming in MATLAB requires time and concentration. If we do not have the time or the right concentration it can become very irritating, if for a moment we do not make the distinction between (, [or {or simply we do not distinguish between: and, or we forget that ‘a’ is different from ‘A’, then programming in MATLAB will become long and tedious. One of the most common mistakes that we will encounter while working with MATLAB is ‘Subscripted assignment dimension mismatch’. Following is an examplethat leads to this error message. D=zeros(3); d=[1,2]; D(2:3,:)=d; Subscripted assignment dimension mismatch. This error occurs when there are matrix assignments and the matrices that are on both sides of the = sign do not have the same dimension. Use the size () command to check the dimensions of both elements and make sure they match. In this example, we would have to size(D(2:3,:)) ans = 2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3 size(d) ans = 1  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2 The Mismatched Dimension Mismatch error The Mismatched Dimension Mismatch error means that you are trying to assign a block of values in a space that is the wrong size. This entity,   mcmvOUT2((K+1)):(k+Nz), i:Nt:Nr; -, represents a matrix of values ​​in 2 dimensions.  Its size is defined by the two ranges specified by  and   you can check its size by typing(k+1):(k+Nz)i:Nt:Nr   size(mcmvOUT2((K+1)):(k+Nz), i:Nt:Nr;)) The space you try to insert it in must be exactly the same dimensions.  The size of the range specified by the following,   M(:,:,j,i)   is defined by the  Nzand  Nxarguments to the call  zeroswith which you pre-allocated the array. We cannot test this because the file containing your data is not given, but you can solve it yourself using the command size and making sure all your dimensions match. Because Matlab uses column indexing, and many of us are used to the paradigm of Cartesian coordinate systems, the order of your indexes can be confusing its the root of many of these systems kinds of mistakes. Things to check: your dimensions Nz etc. are correct and the order of your variables Nz etc. in the call zeros is correct. Understand how Matlab stores Matrices: Indexing of matrices in Matlab In order to prevent this error, you must understand the basic indexing of matrices as performed by Matlab. Basically, MatLab stores vectors and matrices, regardless of their dimension, as column vectors.   For example, the following matrix:   (2 7 4) (5 8 3) it is stored in a column vector formed by the columns of the matrix (one column after another).   (two) (5) (7) (8) (4) (3) This way of storing in MatLab implies that it is possible to access the elements of a matrix with a single index (ranging from 1 to the total number of elements in the matrix). In the case of matrices, we have just seen that the corresponding column vector was simply composed of the columns of the matrix placed one after the other.  However, it is more difficult to see what happens when we manipulate arrays of more than  2  dimensions. Lets see the particular case of a  three-dimensional  matrix  T, of  4X2X3.  This matrix contains  24elements.  If we number them from  1  to  24  and consider (for clarity) that a  3-  dimensional  matrix  is a set of pages (last dimension) containing each of the matrices (the first two dimensions), then they will be organized in this way: Therefore, these elements are organized in the vector column that corresponds to the matrix by increasing the first index of the matrix, then the second, then the third (and the next ones if we worked with more than  3  dimensions). Next lets see how we can show the elements of  T  in the order in which it is stored.  First, assign a value to  T:   T = rand (4,2,3); In the corresponding column vector, the elements are given in the order in which they are stored by:   for p = 1: 3 for n = 1: 2 for m = 1: 4 disp (T (m, n, p)); end end end In other words, starting from a column vector corresponding to the storage of a matrix, it is sorted in the matrix by dividing it according to the last dimension, then the preceding one, and so on.  Therefore, the division is axed in this way: Finally, in our example, we can access the  eleventh  element of matrix  T  in two ways:   T (3, 1, 2) OR   T (11) You just have to write the following lines to see that the elements appear in the same order as in the  3  preceding loops.   for q = 1: 24 disp (T (q)); end

Essay about Ana Lemus

Essay about Ana Lemus Essay about Ana Lemus Ana Lemus January 25, 2015 ENG 111 Mr. Franklin Memoir rough draft Happy Birthday, Dad We all have that one moment in our lives that we will never forget. Whether it’s at a young age, or a recent point in our lives. As for me, April 15 was the day, the day of my third grade year, which would be the most epic of all. It led to months of needing others’ help, whether or not I wanted it. This day would consist of a stuffed animal dog look alike, the one call that made my dad clock out of work early, and great-looking doctors, and kind nurses, and a large amount of pain It was a warm sunny day, the birds singing and the squirrels squealing. There was a light breeze that made leaves on the trees dance, playing the tone most everyone enjoys. As my sister and I zoomed from one side of my aunt’s block to the other over and over again. I began to feel exhausted. As I tried to catch my breath with the bit of air I could grasp. I said to her â€Å"let’s take a break and get some water.† She insisted on one more round. As I struggled to catch up with her my pounding heart felt as if was to rip out my chest. I saw her jump over what seemed to be a snowflake-colored dog, leash-less, and the owner nowhere to be seen. By the time I realized it was at my reach. I didn’t have much time to jump over, and I failed to lift my right leg and began to tumble down. As I reached the concrete sidewalk with my hands, my sight quickly seemed to turn white. I felt light-headed and unable to stand. Then when I returned to consciousness, I heard an unfamiliar voice that projected from an older citizen: â€Å"Oh goodness, darling are you okay?† I explained I just needed a minute to come to my senses. My sister then helped me up and walked me toward my aunt’s house. I assume my mom heard me weeping in pain as the door closed behind us. I tried not make a scene or to be loud, as I thought my mom would be angry at me. Surprisingly, all that happened was that I had to answer a whole survey of questions: â€Å"How are you feeling? Is there much pain? How would you rate the pain? Can you move your hands?† Then that’s when it hit me I couldn’t move them! I began to cry because I knew at that moment that I had to go to the hospital. Then, this was the point where pain didn’t matter, because I had to come up with numerous answers for my next questioner, for my dad who would interrogate me with, â€Å"Why didn’t you pay attention to what you were doing? Were your shoes untied like always? Did you have sandals or running shoes?† As he interrogated me, we headed to the hospital. With my mom in the passenger seat she asked me to move my hands in a circular motion to see if I had broken my hands or just dislocated a bone. Whichever one it was, the pain was unbearable. As we pulled up to the ER parking lot, tears began to shoot out of my eyes like water falls as I explained how sorry I was. â€Å"Just relax, everything is going to be okay.† my mom said in her soothing mother voice. We sat in the waiting room for what seemed to be hours. Then my name was finally called. We walked into a small room that smelled of latex, but then again, that’s how all hospitals smell. A nurse took my bl ood pressure and temperature and then walked us to a room where we would wait for a doctor. We waited and waited, and finally he arrived. I can’t recall his name, but he was a handsome man, close to 6 foot 3, light brown hair that was in an army style cut, with a body that seemed well taken care of, and his skin tone was a beautiful beige tan. I could tell my mom was examining him too. As he explained that it was only a fracture in â€Å"both† wrists, but will heal with time. He also explained that I would have to be put under anesthesia so that he could put the bone back in the right place for the healing process. After that, he left to prepare the room. Later, one of the nurses brought a bed for me and gave me a choice of two colors

Pronoun Use is NOT Rocket Science

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Increasing Floorspace Construction Plan

Increasing Floorspace Construction Plan After the negotiation of the final contract, EID was given the authorization to begin the project.  But there was no formal notice to proceed and the duration of the project was not closely monitored or contractually specified. In the appointment of an owners representative during the design phase, to expedite owners decisions and approvals, Mr. Ian Leadbetter, a mechanical and software engineer, was appointed as the owner representative even though he lacked project management training and experience. Failures in submittal reviews Mr. Leadbetter was occupied with the software development and did not have a standardized process in place for the approval of submittals and other key project management owner processes. Design process failures There was no process that was in place to deal with the expansion of the production train. This change caused the software design work that was completed to be discarded resulting in Mr. Ledbetters need to focus on redesign of the software and not on his duties of facilitating and communicating information between all parties. Since there were no processes on order for submittal reviews and approvals, there was a significant delay in the delivery of the production train equipment. During the construction phase, there were numerous problems that resulted including inter-coordination of shop drawings to design causing the structure of the building to be designed five feet less than required for the production train, owner representatives conducting business with subcontractors without the contractor being present, and other problems with process and technical management. There was no communications plan in place for the project. Failures in completion schedule and getting occupancy permits There were delays due to a number of shortfalls in the project management system. The management failed to hold EID accountable for project completion and closeout causing delays in schedule.   EID did not provide the building occupation permit nor did they comply with scheduling requirements for utility tie-ins causing several weeks in lost production. b. The real objectives of Woody were as follows: Increase the production capacity by 25% Increase the flooring of the production plant Install air conditioning Install dust free painting and finishing shop Add additional compressor capacity Completely install a semi-automatic wood working production train Renovate the President and Vice-Presidents offices e. The projects success can be gauged by their adherence to cost, time, usage of resources and quality standards. Cost: Maximum cost allowed was $ 17 million. Having a control over the budget, without any deviations would be success criteria. Time: The maximum time allowed for the project was 18 months. Any deviation from this would reflect poorly. Quality: Adherence to both product and process quality would be important. Product quality can be determined by the Conditions of Satisfaction established by the customer, in this case the management board of Customs Wood Work. The second quality standard can be measured by the criterion set by the project team in order to obtain the final product. Process quality has to be developed at every stage. 2. Project Scope Set up in 1954, Custom Wood Works had diversified into the manufacturing of made-to-order kitchen and bathroom cabinets, furniture for wholesalers/retailers along with its traditional offering of customized furniture. The company had even taken up sub contract work supplying installing counter tops and cabinets for commercial constructions. With the mini-boom in the construction industry, Custom Wood Works was set to expand its manufacturing business. The company was looking to enter the field of manufacturing by computer controlled automation. To give a certain grandeur to this strategy, the offices of the President and the Vice-President were being refurbished. The scope of the project includes increasing the floor space available to the company with a focus on increasing the companys production capacity by 25%. It also includes setting up of a new semi-automatic wood working production train complete with air-conditioning facilities and a dust free painting shop. The project even includes renovation of the President and Vice-Presidents office. The additives to Woodys project plan should include Sales Assessment An assessment of committed sales contracts and projected contracts should be done to ensure that production can still be maintained during proposed construction and that customer demands for scheduling and delivery requirements are met. There should be a strategic planning session which includes administration, sales, and production to ensure a high standard for customer satisfaction during proposed construction process.  A detailed sales and marketing plan should be prepared and should have contingency planning in case the market falls in a certain sector.   Process and Recommended PMLC model A complete systems flow should be developed to include document, task and schedule accountability, and allow for the integrated coordination between the owner, design and construction teams, and governing agencies. A Woody 2000 project steering committee should be formed that includes the executive management team and key leaders of the project.   Strategic planning and focus groups A systematic strategic planning session with various groups in the organization should be organized. Sub focus group which includes finance, production and administration should be formed. All meetings would have very detailed meeting minutes to include new and old business, pending issues and accountability milestones.   A task-tracking log can be maintained in each of the key disciplines. Evaluate Design and Constructability Value engineering, systems analysis, interior and exterior specification selections, program requirements, and overall design development coordination should be included. Existing production output should be reviewed along with new technologies and the affect upgraded machinery would have on production. Existing production capability should be maintained in order to service existing clients.   Project sequencing and mobilization A complete interfacing of the Woody 2000 project program requirements with the existing operations to determine various solutions for construction mobilization should be included. Pre-construction schedule Woodys executive team should be included in the overall development of the pre-construction schedule with related tasks and accountability time lines. A mobilization plan must be completed in order to ensure that the existing production lines can be maintained without interruption. Financial Performa and feasibility Various alternatives to the proposed expansion including Financial Performa, implications of proposed construction, system for programming spaces, methodologies for hiring of design and construction teams, design development process, implementation process, cost controls, and quality control procedures, should be developed.   Contractor selection methodology A competitive bidding process for the selection of the General Contractor should be followed. A preconstruction conference would be held in which the construction documents would be handed out and the project parameters be discussed and established with contractors. b. Woodys plan in managing the project included the following: Appointing Spencer Moneysworth as the Project Lead Inviting Expert Industrial Developers to quote on the construction. A monthly cash flow was developed by Kim Cashman. Mr. Leadbetter was appointed to take over the day-to-day running of the project. Various vendors like Piecemeal Corporation etc. were appointed to supply the necessities for the impending construction. The installation of the mechanical equipment in the dust free paint shop was given to Amos Dent of Tinknockers Associates. The local inspection authority was asked to intervene and check for compliance with the regulatory policies. An additional line of project financing was opened up to meet the escalated costs, because of the delay in completion. An expensive marketing strategy was launched to win back the lost customers. For post project appraisal, project management consultant W. Easley Associates were retained. A new and improved project management plan should include the following: Programming guidelines 1.  Design review Review Architectural and Engineering Design Services Agreements and ensure that these agreements have definitive date constraints and design to budget parameters. 2.  Review Programming Objectives a. Confirm the Woody team overall desires, intentions, goals and objectives for their expansion and develop a complete needs assessment b. Confirm the long range facility strategies and the necessary sales and marketing strategies needed to keep the new production train generative for its proper production to payback ratio. 3. Review Programming Documents a. Confirm the assessment and audit of Owners existing facilities and determine specific needs to projected revenues.  Review existing operations to ensure that production is not affected by the construction process. b. Ensure the Owners facility needs are fully documented by the use of a program manual and needs assessment log. d. Coordinate with the executive team the overall requested program to decipher between needs and wants and obtain necessary approvals. 4. Review/Maintain Overall Project Budget (OPB) a. Confirm the Owners needs and constraints regarding overall project budget and develop concise budgeting throughout design development phase. b. Confirm coordination of the budget with the program to insure sufficient funds are set aside and that the sequencing of work is in line with projected cash flow. c. Determine cash flow requirements and projections for the duration of the master schedule and coordinate with the finance office. d. Prepare periodic reports to document the planned cash flow versus actual cash flow and report to the Woody 2000 executive steering committee. 5. Review/Maintain Overall Project Schedule (OPS) a. Validate the preliminary schedule and expand the final project schedule and identify major milestones and the critical path for project. b. Validate major team members needs, responsibilities and detailed scheduling of team members work including owner supplied equipment, subcontractors, and the entire project workforce. 6. Review Site Due Diligence 7. Zoning Surveys Coordinate and confirm approvals for proper permitting. a. Transportation Confirm the necessity of a traffic management plan to ensure that the 850 existing employees have ample parking and are not affected by the construction. b. Legal restrictions Confirm approvals for equipment and new paint shop area. c. Environmental reports Soils investigation Confirm that all soils reports are sufficient for the new building footers and structure. e. Existence and capacity of utilities and infrastructure Coordinate with the appropriate utility companies to confirm that all expanded utilities are scheduled properly and without delay. f. Determine applicable government and community agency requirements, approvals and permit. b.  Design Process 1.  Confirm Procurement Agreements Design Services a. Confirm list of consultants, contractors and vendors whose services may be required in the purchasing of design services. b. Monitor the development of agreements to be awarded to successful bidders, all required contracts must be based on hard numbers or guaranteed maximum pricing. 2.  Performance Compliance a. Coordinate the specification of materials with the Owners needs there should be careful consideration given to the production train equipment. b. With the design consultants, develop procedures for material testing and test reporting. 3.  Consultant Coordination a. Monitor the coordination of consultants and vendors in such areas as the production train equipment and other specialized equipment necessary for the expansion space. 4.  Program and Design Compatibility a. Confirm with the design consultants that the developing designs are compatible with the program, master schedule, master budget and quality expectations. b. Confirm with the design consultants that the design as developed is compatible with the Owners needs. 5.  Submittals a. Monitor design submittals and approvals. 6.  Insurance a. Confirm that design consultants have and maintain insurance in accordance with the Owners needs. 7.  Cost Control a. Manage procurement of conceptual estimates of construction costs. b. Assist with value engineering ideas. 8.  Financing a. Assist Owner with developing a process for managing use of the contingency fund. b. Make adjustments as necessary to project current and future cash flows. 4. Quality a. Maintaining quality in this case, includes Adherence to procedures and processes Enforcement of the processes Issuance of completion certificates   Procedures and processes Quality assurance of The Woody 2000 project can only be accomplished through proactive involvement of the management team, interaction with the Owner, and design personnel. The tools to accomplish the same include: Design reviews-Constructability reviews value analysis Submittal control and approval Pre-construction meetings for major building components Partnering Sessions at key intervals of the project to clarify project standards and goals Educating trade contractors in the QA/QC (Quality Assurance/Quality Control) requirements of the project. Quality assurance and control of the Construction Manager and subcontractors and in field operations should begin during the design phase to determine that the contract requirements are clearly understood by all parties.   Periodic inspections must be conducted to ensure that all items are in conformance, or that non-conforming items are corrected.   Enforcement A regular quality inspection process should be documented. If the quality program is not implemented properly, a notice should be given to the parties involved, calling for an immediate resolution. 3.  Review and issuing completion certificate As certain phases of the project are completed, a list of expected deliverables should be given to the contractors. The subcontractors are expected to cross check the expected deliverables with the actual deliverables and call in the quality team for a review. On successful completion fo the review, the completion certificate may be given to the contractor. b. Leadbetter didnt invoke the quality specifications as he had not been trained in project management experience and lacked the desired skills. The result of it were the following The specification of the production train was changed to increase capacity resulting in the rewriting of the software. This increased debugging at the start-up. Review and approval procedures for the various specifications and drawings were not taken, because of which there was a delay in getting the approval. Change in the production plans made it imperative to add another 5 feet to the length of the building. Delay in receiving and reviewing the catalogue descriptions and other specifications. Failure to meet the local environmental compliance standards, as set by the inspection authority. Building occupation certificate couldnt be obtained. Owners inspection and dry-run tests of the production train couldnt be performed. Customer delivery dates were missed and general contractors cancelled their orders. Depletion in the finished goods inventory and hence loss of face and sales opportunities. Resultant delay in the completion of the project, ensured that costs escalated and required an additional line of financing to be opened up. c. The importance of quality for such a project is because of the following reasons Ensures minimum re-work. Would ensure complete utilization of the resources The project would be under the stipulated budget. Proper quality would refer to compliance of standards and procedures. The project can be completed within the stipulated time. 8. Communication and People Management a. Organization Chart Project Chart b. Leadbetter when appointed to take care of the project lacked the knowledge which would have made him an indispensable part of the project. He lacked project management training and experience. He did not have any grounding in the understanding of the project life-cycle and control concepts. But Leadbetter had specialization in the understanding of the semi-automatic manufacturing machinery, which was the area of expansion of the organization. As such, with the start of the production run, this knowledge would have proven to be an asset ot the company. Hence, imparting training in project management and nurturing of his skills would have helped the company. c. Communication Plan The communication plan addresses crucial items which should include: Responsibility Matrix, Team Coordination, Master Schedule and Specific levels of reporting for different levels of individuals within the project design and construction team. Individual team members should receive specific types of reports such as: project team meeting minutes; monthly executive reports, schedule; etc.   Project goals are to be established and documented so each team member understands the common objectives. A Procedures Manual (PMP) should be completed which has all approved processes and procedures for the project.   Progress meetings: These meetings are important and should be conducted at least weekly, with trade contractors and key subcontractors, to discuss current progress and accomplished milestone objectives, forecast the weeks progress and goals, address problems encountered and actions required to correct any deficient work.   This entails two primary goals: To provide a series of tools for accurate monitoring of the progress of the project. To provide thorough, accurate records of the project to protect the owner from potential disputes or legal problems. Therefore, the following is tracked and recorded on each project: This can be achieved through rade Contractor Daily Reports, Construction Photos, Daily Logs, Testing/Inspection Services, Shop Drawings/Submittals, Document Management, Progress Meetings, Schedule Enforcement, Progress Reporting, Safety Inspections etc. Contract Administration and Field Coordination: The project manager should oversee the coordination of efforts between each contract, including issues such as accessibility to the site, maintenance of both pedestrian and vehicular traffic, eliminating disruption to on-going existing activities, tie-ins of utilities and roadways, compatibility of construction methods, construction phasing and utilization of construction forces. Information Management Systems: An Information Management System which implements, tracks and records all the various elements of Project management, planning, organization, meetings and reviews, site logistics, shop drawings, field orders, and document control, should be bought into place. Decision Tracking:   A decision tracking system can be designed to keep the project moving.   Whenever a critical issue is identified by the project team, the system would track the issue, its impact, its source, and the party responsible for the action on the issue.   As individuals take action on the issue, the system would track each action taken and identify the next responsible party in the process of reaching a decision on the issue.   As each issue is resolved, the decision tracking system would close the issue, but preserves the history of the decision process.   RFIs Requests for Information:   These forms can be used regularly to stimulate communication between all project team members, including the owner and architect.   These requests receive immediate attention and are invaluable in aiding the team members to anticipate conflicts before they become problems. d. Expected Communication during execution This should include Design Package Log:  Tracks drawings, specifications and key dates as needed. Pending C.O. Log:  This log tracks owner and designer wish list items and cost.   They allow for timely decisions while maintaining the project budget. Team Action List:  Tracks actions needed to accomplish schedule goals and facilitated those actions. Bi-Weekly Schedules and Meetings:  Meetings, facilitating communication and planning among team members.   These are directed mainly at trade contractors, but also need support from the owner and architect. Liaison Meeting:  Bi-Weekly meetings which includes owner representatives to facilitate major decisions and exchange valuable information.   Submittal Log:  Tracks all submittals by trade contractors requiring approval by the architect and engineers.   Daily Manpower Reports:  This report tracks trade contractors manpower.   This report is reviewed daily and weekly to monitor adequacy of work forces necessary to maintain schedule. CCA Status Reports:  Tracked changes (Contract Change Authorization) and the Owners contingencies available for changes.   Alternate/Value Engineering Log:  Tracks potential additive and deductive changes that the Owner may wish to implement.   Three-Month Calendar:  A three-month calendar with all upcoming meetings and major events can be included with all meeting minutes and updated weekly. 10. Cost Control a. Reasons for the initial high price of EID The initial bid of EID amounted to $ 20 million on a 18 month schedule. EID believed that Woodys would need considerable help with their project planning and had allowed for a number of uncertainties. EID allowed to undertake the work on a fully reimbursable contract. The counter offer EID made was to do the work on their cost but solicit fixed price quotations for all sub-trade work. Their position was reasonable because of 2 reasons: The hourly rate paid would cover all the direct wages/salaries, pay roll burden, head-office overhead and profit. This rate would apply to all engineering, procurement, construction and commissioning for which EID would employ another subcontractor for the building and design work The number of hours put in by EID can be monitored effectively by Woodys. b. 2 years after the project was first launched, there was no meaningful planning for completion. Owners acceptance, testing, dry-run and production start-up of the production train had not been carried out. Also the occupation certificate had not been availed. Due to late delivery of the production train, the tie-in of power and other utility connections scheduled for the annual 2 week maintenance shut-down could not take place. Customer delivery dates were missed and some general contractors cancelled their contracts and placed their orders for mill work elsewhere. Sales opportunities were lost too. All this put together resulted in the fact that, the project was only 85% complete because the delay in completion too was charged to Woodys account. c. Cost Control An experienced team of experts with knowledge of quantities and historical pricing, project management and field supervision, should provide the expertise on all elements relating to cost control, including budgeting, estimating, value engineering and the qualification of subcontractors.   The Woody 2000 project steering committee would receive formal reports weekly from Mr. Moneysworth and Mr. Cashman. The following cost control methods can be implemented throughout the pre-construction and construction phases of the project: Budget Planning In the budgeting phase of the project, the current projected costs of the project can be compared with the initial budget so that the cost doesnt escalate. It has to be ensured that the work involved meets the projected goals Estimating Definitive estimates should be made through schematic design, design development and construction documents stages of the project.  Work has to be done in conjunction with the various prime subcontractors in developing estimates that can be tracked in a similar format to simplify the reconciliation at each estimate phase. Conceptual Pricing: An in-house cost coding system can be developed, to expand into more detailed pricing as the design progresses.   A computer-aided quantity survey system would allow to accurately produce the basic quantities for the project. Cost Forecasting: Prior to the start of the construction phase, transfer the estimate into a cost forecasting format used by project management staff to track costs throughout the project to completion.   This estimating process built from each stage to a Guaranteed Maximum Price estimate, would check it against previous work. Cost Accounting/Tracking: Once the contract price is determined, the estimated labor, material and subcontractor costs can be allocated among standard cost accounts at a level of detail appropriate for tracking individual tasks against the project budget. Procurement and Labor: The procurement cycle begins as purchase orders, subcontracts and change orders are committed, then immediately documented and simultaneously recorded in the cost system.   Actual labor costs, together with work-in-progress, can be recorded on a weekly basis through the payroll system. Cost Reporting: Cost reports are comprehensive and responsive to the specific needs of the project.   Labor reports, printed at the job site weekly, can be used by project management to review progress and costs.   Vendor commitments and expenditures, sorted in various level of detail, can be monitored in several reports. Actual job cost detail can be reported on a limited date range, a group of cost accounts, or for the entire project to date.   Purchasing: A system must be followed that solicits competitive bids from subcontractors and suppliers based upon a set of defined bidding procedures.   In conjunction with the owner, this would identify qualified and capable subcontractors and suppliers taking into consideration their previous experience, workload, ability to perform, and financial capability.   Pre-bid meetings can be conducted for the purpose of assisting subcontractors in understanding the bid documents, design intent and project requirements Subcontractor Qualification: The subcontractor qualification process remains an important part of cost and project control.   However, subcontractors cannot be arbitrarily eliminated from the project unless warranted by serious business indicators.   The subcontractor qualification process is an important step in evaluating the apparent low bidders for capability to satisfactorily perform the scope of work.   Additionally, the evaluation can reveal early signs of weakness, which can be supported to ensure a quality performance. Pricing: Prices should be obtained from a minimum of three pre-qualified bidders for each category of work on the project.   The accuracy and dependability of subcontractor pricing should be directly related to the content of information furnished to the bidders.   d. Flow Chart for processing changes: Cost Forecasting Conceptual Pricing Estimating Budget Planning Purchasing Cost Reporting Procurement Labour Cost Tracking Sub Contracting 11. Risk Identification and Control b c. List of Woodys Actual Surprises: The allocated budget for the project was pegged at $17 million, with 18 months as the time frame for the construction. Mr.Moneysworth invited Expert Industrial Developers to quote on the planned expansion. The fixed price quotation which was given by the firm amounted to $ 20 million and an 18 month schedule. Mr. Ian Leadbetter was appointed for running the project, despite his lack of knowledge in project management training and experience. On suggestion of EID, that Woodys should take over the procurement of the production train directly, the entire production train specification had to be changed to increase the capacity and consequently the program codes too. Change in the production plan resulted in another 5 feet being added to the height of the building. Catalogue descriptions and specifications were not received until the foundations had been poured The surplus paint disposal method didnt meet the environmental standards as specified by the inspection authority Failure to obtain the building occupation certificate Failure of the tie-in of the power and other utility connections Response to the above: Costs arising from these changes, including the delay in the completion were charged tto Woodys account. To mitigate the effect of only 85% completion, Cashman was forced to scramble for an additional line of project financing at prime plus 2.5% interest. Liquid cash was spent at every such instance. A coordinated marketing effort was launched to regain the interest of the customer, which didnt have much effect. Possible Risk Management Plan: The implementers of the project could have followed a 4 prong Risk Management Plan: Risk Identification: Identify potential risks as a part of the project. Case specific potential risks can include securing permits and unfavorable weather conditions which may hamper the construction work. A 10% contingency can be accorded to the construction schedule. Care should be taken to ensure that schedule creep doesnt happen. There can be 4 categories of risk included as a part of the Risk Management Plan Technical Risk: This includes a review of the quality and performance goals of the project. Proper installation of the lag bolts, coordination with the drawing shops and the foundation contractor etc. come under this. Project Management Resources: This includes improper planning and allocation of resources and improper use of management disciplines. Coordination between the owners interface and the appropriate contractors can be a part of this. Organizational Risks: This should ensure that the there are enough human resources allocated to the project and that there are no conflicts between the project staff and the employees of the Custom Wood Working company. External Risk: These risks can be caused by external parties such as regulatory agencies, labor contracts and supplier restrictions. There should be proper coordination with utility companies and that all equipments and systems should be approved by the appropriate regulatory agencies. Risk Assessment This can be done by 2 methods: Static and Dynamic assessment. While static risk assessment is

Koyal – a Multi-Purpose Expert System – Md-Cob-Coa Knowledge Representation Using Prolog in J2Se

Koyal – A Multi-purpose Expert System – MD-CoB-CoA Knowledge Representation Using PROLOG in J2SE Prof. Sreedhar Babu Department of Electrical Engineering Amrita Viswa Vidyapeetham Amritapuri, Kerala [email  protected] com Archana, Vineeth & Veena Department of Computer Science & Applications Amrita Viswa Vidyapeetham Amritapuri, Kerala [email  protected] com Abstract— Expert systems are AI? s greatest commercial success. It is a research-oriented application area of AI. An expert system uses knowledge specific to a problem domain to provide â€Å"expert quality† performance. Predicate logic is being used for knowledge representation which is further programmed using PROLOG inference engine for deriving intelligent conclusions. The current research paper introduces a rule-based expert system that provides a medical diagnosis for determining the health problems and classification of birds and animals. The user has to have some knowledge about these topics so that he can query the system. Three knowledge bases are provided for each domain. The specialized computer language PROLOG embedded into J2SE is used to develop this system. Keywords-component: Expert System; Knowledge-base; Medical Diagnosis, Rule-based ES, Knowledge representation PROLOG; J2SE. 1. INTRODUCTION : THE KOYAL EXPERT SYSTEM The current paper of Koyal has mainly two modules: 1. 1. Knowledge Base 1. 2. User Interface 1. 1 Knowledge Base [1 & 2] Mainly, three knowledge bases are required for the system. They are bird? s knowledge base for identifying a bird, animal knowledge base for identifying an animal and a disease knowledge base for medical diagnose. The system uses this knowledge base for finding solutions. Knowledge is represented in rule-based format. The rule of the system is in the form of: IF first premise and second premise, and †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. THEN conclusion This is semantically same as a Prolog rule: conclusion:first_ premise, second_ premise, †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Premises are written as attribute-value pair. The attribute is represented as a predicate and the value as the argument to the predicate. Each knowledge base will have to have a high-level goal, which calls the sub goals to be satisfied. When all the premises are satisfied, then the final conclusion is obtained. . 2. User Interface The user interface is the Prolog interpreter? s interface, and the input data is stored directly in the program. It is implemented in Java by loading the prolog inference engine into the java program. The prolog program itself will provide a user interface. The predicate ask and menuask will provide these functions. The ask is responsible is for getting the information from t he user and remembering the user? s response. The ask predicate will have to determine from the user whether or not a given attribute-value pair is true. The ask prompts the user with the requested attribute and value and seeks confirmation or denial of the proposed information. The ask is represented as object-attribute-value triples where the attribute values are tied to various objects in the system. The menuask will further improve the user interface by adding a menu capability which gives the user a list of possible values for an attribute. The main precondition of our Koyal System is that a common user who has no knowledge about the specialized „domain? annot interact with the system and in such a situation the output accuracy will depend on the user inputs. 2. Description of the System Flow The system flow chart represented in the figure 2 displays the flow of the information from one process to another . We can say that it is a detailed representation of the structured chart in the Fig. 2. 1. 2. 1. User The user will enter the text and this text is passed to the inference engine. 2. 2. Inference Engine A rule-based syste m requires some kind of program to manipulate the rules – for example to decide which ones are ready to fire. (i. . which ones have conditions that match the contents of working memory). The program that does this is called an inference engine, because in many rule-based systems, the task of the system is to infer something from knowledge base. This inference engine will prove or disprove the goal/rules in the knowledge base and used to derive conclusions. e. g. a diagnosis, from the data using the rules. 2. 3. Knowledge base The knowledge base contains rules which describe general knowledge about a particular problem domain. 2. 4. User Interface The User Interface will interact with the user i. e. it will query the user for getting information to satisfy goals inside knowledge base. The predicates ask and menuask works here to gather information from user. 2. 5. Working Memory The working memory of a rule-based system is a store of information used by the system to decide wh ich of the condition-action rules in the knowledge base is able to be fire. It might be used to store intermediate conclusions i. e. the satisfied goals and any other information inferred by the system from the data (using the condition-action rules). Finally the inference engine will infer the working memory more solution. . Knowledge Representation Using PL [4 & 5] Since Predicate Logic is one of the oldest and most important logistical approach for reasoning, primarily developed and used in the area of mathematics by logicians as a means of formal reasoning and now it is vastly being used by the programmers for expert systems for its flexibility of accurate natural language representation, this paper also includes the various methods of knowledge representation supported by Predicate Logic that can be conveniently programmed with the PROLOG programming language. The major predicates that are being used in the paper include: The following symbols will be used for logical connectives. ~ not or negation & and or conjunction V or or disjunction ? if †¦ then or implication ? If and only if or double implication Valid statements or sentences in PL are determined according to the rules of propositional syntax. For the estimated validity of uncertainties, heuristics based on either fuzzy or neural network or neuro-fuzzy can be implemented. Let the predicate function B(X) be a bird with a particular name X, then the composite predicate B(X) which needs various functional variables to be satisfied type of family, color, head, voice, flight type, throat, type of food it eats, country, region, tail, size etc. †¦ Fig. 3. 1 represents the associate network for the classification of birds. For X = albatross, the functional variables are family type, color, size etc. are indicated, i. e. , if N1(F), N3(C) and N9(S) are the predicate functions with variables, family type, color and size of birds etc. , then the w. f. f. (well-formed formulae) can be written as follows, E1: ? X BIRD(X) E2: B (N1(F) & N2(O) & N4(N) & N5 (L) & N6(Bi) & N9(S) & N10(W) & N3(C) ) E3: B (N1 (albatross) & N2 (tubenose) & N4 (external_tubular) & N5(at_sea) & N6(hooked) & N9(large) & N10(long_narrow) & N3(white) ) E1 > E2 The various predicates for E2 are defined in E3 ? X B(X) > E3 resulting in X = laysan_albatross The various functional predicates of the composite predicate expression E1 specified in E2 as B (N1(F) & N2(O) & N4(N) & N5 (L) & N6(Bi) & N9(S) & N10(W) & N3(C) ) where F indicated family, O indicates order, N indicates nostrils, L indicates live at, Bi indicates bill, S indicates size, W indicates wings, C indicates color . . Working of the System: [6] †¢ User enters the problem which he wants to know about the particular domain. †¢ The entered query is analyzed and a keyword is extracted depending on the â€Å"domains†. †¢ The keyword is passed to the inference engine. †¢ The inference engine will call the high level goal of the knowledge base that starts the program. †¢ ask/2 and menuask/3 predicate will poses questions to the users and get enough information which is used to satisfy the sub-goals. †¢ Known/3 predicate is used to remember the answer entered by the user. The built-in predicate „asserta? stores the satisfied goals dynamically in the working memory. †¢ Another built-in predicate retractall/1 is used to delete clauses dynamically from the prolog internal database during the execution of a goal thus backtracking can be avoided. †¢ Finally the inference engine will retrieve the final goal from the working memory and provide solution to the user problem. Fig 4. 2 describes the various major predicate functions implemented in Koyal J2SE with PROLOG as supportive declarative language. 5. SYSTEM IMPLEMENTATION AND TESTING [3 & 7] 5. Introduction to System Implementation Implementation is the stage of project. When the theoretical design is turned into a working system. At this stage the main work load, the greatest upheaval and the major impact on the existing practices shifts to the user department. Prolog files include knowledge base and user interface. The size of the knowledge depends on the awareness of the creator about the domain. By referring theses knowledge base the system will derive solution for the problems. Knowledge base is one factor which determines the expertness of a system. It defines a common vocabulary for researchers who need to share information about the domain. It includes machine-interpretable definitions of basic concepts in the domain and relationship among them. 5. 3 TESTING Testing methodologies are adopted in the course of any system development. Any systems performance is based on testing that it follows. Some of the most prominent methods are: †¢ White Box †¢ Black Box 5. 3. 1 White Box Under white box testing the modules were tested individually and all the bugs were eliminated. This testing method has been of little influence to the whole project since most of the modules have to be integrated for well functioning. 5. 3. 2 Black Box The core testing was undertaken under this testing. Once all the modules were integrated the whole system was tested to ensure that it matches with the specification. 6. THE CONSTRAINTS OF KOYAL EXPERT SYSTEM: 1. The knowledge of the Koyal expert system is domain specific. 2 . Identification of the keyword is critical 3. The user should have some knowledge about the domain otherwise the system will respond with less accuracy. ACKNOWLEDGMENT We humbly express our gratitude to Sri Mata Amritanandamayi, the Chancellor of Amrita Visva Vidya Peettam and the fellow faculty and student members of computer science for the successful completion in the prototype design and implementation phases. REFERENCES Websites: ? ? ? ? http://en. wikipedia. org/wiki/Expert_system http://www. wtec. org/loyola/kb/c1_s1. htm http://www. aaai. org/aitopics/pmwiki/pmwiki. php/AIT opics/ExpertSystems http://www. paine. org/students/lectures/lect3/node7. ht ml Fig. 5. is the architectural flow diagram of Koyal for the classification of birds, animals and the medical diagnosis. If the implementation stage is not carefully planned and controlled, it can cause chaos. Implementation involves careful planning, investigation of the current system and its constraints on implementation, design of methods to achieve the changeover, training of staff in the changeover procedure and evaluation of changeover methods. This phase of implementation has allowed us to integrate various cutting edge technologies in the project which involves the implementation of Prolog and Java. Testing phase included white box testing and black box testing thought most of the testing was performed as system testing. 5. 2 IMPLEMENTATION The implementation phase of software development is concerned with the translation of the structural design specification into source code. The primary goal is to write source code and internal documentation. Testing, Debugging and modification are performed in this phase also. The first step in developing an expert system has been the creation of a Prototype model of the actual system on the basis of the reference model available. In case of an expert system each system? s knowledge is domain specific so every system has its own advantage and disadvantage. We cannot consider the system as expert in every aspect. This will require time and much effort to develop such a spool proof system. After testing the prototype further modification were incorporated in it by including extra features and implementing the knowledge base part of our system. The prototype is then tested. After the user is satisfied with the function of the prototype the actual system is developed. JPL is a library using the SWI-Prolog foreign interface and the Java jni interface providing a bidirectional interface between Java and Prolog that can be used to embed Prolog in Java as well as for embedding Java in Prolog. In both setups it provides a reentrant bidirectional interface. jpl allows the loading of prolog engine to Java. Thereby we can load the prolog files which contain knowledge regarding the domains. ? Books: http://www. primenet. com/pcai/New_Home_Page/ai_in fo/expert_systems. html A Guide to Expert Systems by Donald A. Waterman Ist Edition, Addison-Wesley Publishing Company. [2] Russell, S. and P. Norvig, 2002. Artificial Intelligence: A Modern Approach, Prentice Hall, Second Edition. [3] Analysis and design of information systems by V. Rajaraman, 5th print, PH [1] Introduction to Artificial Intelligence and Expert Systems by Dan W. Patternson, PHI Pvt. Limited, Eighth Reprint 2000. [5] Expert Systems Theoty and Practices by Jean-Louis Ermine, PHp Publications, 2007 [6] Introduction to Expert Systems by Peter Jackson, Addison-Wesley, Pearson Education Asia ltd. , Reprint 2000 [7] Foundation of Artificial Intelligences and Expert Systems† by V S Janakiraman, K Sarukesi, P Gopalakrishnan, Macmillan Series in Computed Science, Reprint 2001. [4]

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