Frida and Diego Rivera - Free Essay Example

Sample details Pages: 2 Words: 465 Downloads: 3 Date added: 2019/08/02 Category Art Essay Level High school Tags: Frida Kahlo Essay Did you like this example? Frida Kahlo was a Mexican painter born in July 1907 and died from pneumonia at the age of 47 known by her meaningful paintings filled with a painful meaning. Her fine art was seen by numerous individuals as surrealist and communist, yet she denied the names put on herself. Her paintings had made admiration for people, even fashion designers would admire her work, because of the ideas she would implement on her paintings. Don’t waste time! Our writers will create an original "Frida and Diego Rivera" essay for you Create order Woman are attracted by Frida because of her feminism idea. After she divorced Rivera, she decided she would be financially independent by selling her paintings, and that was considerate one of her acts of independence Here are her well-known paintings that involve her heartbreak divorce from Rivera and about her accident. The Two Fridas (1939) she painted this one because of her separation from Diego. As we can see we can see two sides her. In one of them she has a traditionally European dress with a broken heart, and in the other one, she has a Mexican dress with a complete heart. It represents the struggle from her divorce. She reflected her pain via paintings, as she always said that she never paints her dreams just her realities. Self Portrait with Cropped Hair (1940), again because of her divorce, she thought about reinventing herself. We can see all the hair cropped in the floor, and we can see her with a man suit and her hair chopped. In order to do an act of disobedience against Rivera, she decided to do this painting. Self-Portrait with Thorn Necklace and Hummingbird (1940), she created this painting one year after her divorce with Diego. Its a reflection from her split. In the painting, we can see that she is between a monkey and a panther. She and Rivera had a monkey instead because they couldnt have kids. Around her neck in the painting, she wears a necklace out of spikes with blood and with a dead hummingbird. The Broken Column(1944) when she was 18 years she had a streetcar accident that left her with a broken spinal column. In the painting we can see her after her surgery, she only has her sheet on and a metal in her spine. Also, we can see that in the background it looks stormy and maybe it is because of her pain. The Wounded Deer (1946) Its a symbol about her emotional and physical pain because of her injuries. We can see the deer trapped in the forest with several arrows, and bleeding from all this pain she was having. Most of the works Frida did were done with oils. Oil paints are imposed with pigments, and these pigments help the paint dry slower than others. She used the canvas because thats the material she used for the oil painting because of its material.

Customer Engagement through Online Marketing Coursework

Essays on Customer Engagement through Online Marketing Coursework The paper "Customer Engagement through Online Marketing" is a brilliant example of coursework on marketing. The internet and internet-related technologies have emerged as some of the greatest influences on marketing more so in gathering information. Information is collected and used in value-creating activities in the value chain. One of the most notable contributions is enabling organizations to be more responsive to market conditions and customer needs. As such, organizations have changed from focusing on the old conception of the supply chain as inbound to a new one that is outcomes-driven based on information collected.The internet has opened up a new door for marketing and online transactions. This has been also very helpful in supply-chain management as marketers are able to trace the movement of product in the market. The establishment of online stores has eased distribution and sales problems. Consumers benefit through lower prices as distributors are eliminated where manufac turers act as retailers through their online stores. These manufacturers, have also shortened the time taken to clear inventories as the delay time caused by distributors is eliminated. Furthermore, inefficiencies of distributors are eliminated too.Some marketers have taken the idea of consumer interaction to another level as indicated by Patagonia. The makers of the Chacabuco Pack have visualized their supply chain for their customers on their website. This level of openness is indicative of the open policy approach adopted by several marketers. This level of openness is most applicable in green companies that are keen on publicizing their carbon footprint as a marketing tool. For instance, Herman Miller takes pride in developing the Mirra chair which is 96% recyclable. Patagonia on the other hand directly that their product is not green and goes ahead to indicate why and also their future plans. This indicates the new social stance marketers have taken facilitated by the internet and technology.Idea competitionsSocial media marketing uses crowdsourcing rules. Potential customers rely on product reviews from other customers to make a purchasing decision. Marketers, on the other hand, try to digest and implement the reviews presented by users. Customers prefer reviews as they are more truthful while marketers’ websites are said to present just pure marketing jargon. A study has revealed that 92% of U.S. internet users read product reviews with 46% being positively influenced, 43% being negatively influenced, and only 3% not being influenced at all.To enhance the contribution of customer information and ideas in product development further, marketers have actively engaged in other ways to actively involve customers. Idea competitions have been launched on various social media platforms by different marketers which in one way or another it’s a pre-emptive idea to allow consumers to design their ideal products. Participants in such competitions are rewarded and motivated by great rewards and benefits. \

Stefan’s Diaries Origins Chapter 12 Free Essays

I’m not sure if it was the fresh air or the flowers Emily had brought me, but I slept soundly that night. The next morning I woke up to bright sunlight in my chambers and, for the first time since Rosalyn’s death, didn’t bother to drink the concoction Cordelia had left on my nightstand. The smell of cinnamon and eggs floated up from the kitchen, and I heard the snort of the horses as Alfred hitched them outside. We will write a custom essay sample on Stefan’s Diaries: Origins Chapter 12 or any similar topic only for you Order Now For a second, I felt a thrill of possibility and the nascent bud of happiness. â€Å"Stefan!† my father boomed on the other side of the door, rapping three times with his walking stick or riding crop. Just like that, I remembered all that had transpired in the past week, and my malaise returned. I remained silent, hoping he’d simply go away. But instead he swung the door open. He was wearing his riding breeches and carried his black riding crop, a smile on his face and a sprig of a violet flower in his lapel. It was neither pretty nor fragrant; in fact, it looked like one of the herbs Cordelia grew down by the servants’ quarters. â€Å"We’re going riding,† Father announced as he swung open the shutters. I shaded my eyes against the glare. Was the world always so bright? â€Å"This chamber needs to be cleaned and you, my boy, need sun.† â€Å"But I should really attend to my studies,† I said, gesturing limply to the volume of Macbeth open on my desk. Father took the book and closed it with a definitive clap. â€Å"I need to speak to you and Damon, away from any prying ears.† He glanced suspiciously around the chambers. I followed his gaze but saw nothing except for a collection of dirty dishes that Cordelia hadn’t yet cleared. As if on cue, Damon strode into the room, wearing a pair of mustard-colored breeches and his gray Confederate coat. â€Å"Father!† Damon rolled his eyes. â€Å"Don’t tell me you’re on about that demon nonsense again.† â€Å"It’s not nonsense!† Father roared. â€Å"Stefan, I’ll see you and your brother at the stable,† he said, turning on his heel and striding out. Damon shook his head, then followed him, leaving me to change. I put on my full riding costume–a gray waistcoat and brown breeches–and sighed, not sure I had enough strength to ride or to endure another marathon bickering session between my father and brother. When I opened the door, I found Damon standing at the bottom of the curved staircase, waiting. â€Å"Feeling better, brother?† Damon asked as we walked out the door and across the lawn together. I nodded, even as I noticed the spot under the willow tree where I’d found Rosalyn. The grass willow tree where I’d found Rosalyn. The grass was long and bright green, and squirrels were darting around the tree’s gnarled trunk. Sparrows chirped, and the drooping branches of the weeping willow looked lush and full of promise. There was no sign that anything had been amiss. I breathed a sigh of relief when we reached the stable, inhaling the familiar, loved scent of well- oiled leather and sawdust. â€Å"Hi, girl,† I whispered into Mezzanotte’s velvety ear. She whinnied in appreciation. Her coat seemed silky-smooth, even more so than the last time I’d brushed it. â€Å"Sorry I haven’t come to visit you, but it looks like my brother’s taken good care of you.† â€Å"Actually, Katherine’s taken a shine to her. Which is too bad for her own horses.† Damon smiled fondly as he jerked his chin to two coal- black mares in the corner. Indeed, they were stamping their feet and staring at the ground dejectedly, as if to express just how ignored and lonely they were. â€Å"Y ou’ve been spending quite a bit of time with Katherine,† I said finally. It was a statement, not a question. Of course he had been. Damon always had an ease around women. I knew he knew women, especially after his year in the Confederate army. He’d told me stories about some of the women he’d met in cities like Atlanta and Lexington that had made me blush. Did he know Katherine? â€Å"I have been,† Damon said, swinging his leg over the back of his horse, Jake. He didn’t elaborate. â€Å"Ready, boys?† Father called, his horse impatiently stamping its feet. I nodded and fell into stride behind Damon and Father as we headed to the Wickery Bridge, all the way on the other end of the property. We crossed the bridge and continued on into the forest. I blinked in relief. The sunlight had been too bright. I much preferred the dark shadows of the trees. The woods were cool, with wet leaves covering the forest floor, even though there hadn’t been a rainstorm recently. The leaves were so thick, you could see only slight patches of blue sky, and occasionally I’d hear the rustle of a raccoon or badger in the underbrush. I tried not to think of the animal noises as coming from the beast that had attacked Rosalyn. We continued riding into the forest until we reached the clearing. Father abruptly stopped and hitched his horse to a birch tree. I obediently hitched Mezzanotte to a tree and glanced around. The clearing was marked by a collection of rocks set up in a rough circle, above which the trees parted to provide a natural window to the sky. I hadn’t been there in ages, not since before Damon went away. When we were boys, we used to play illicit card games here with the other fellows in town. Everyone knew the clearing was the place boys came to gamble, girls came to gossip, and everyone came to spill their secrets. If Father really meant to keep our conversation quiet, he’d have been better off taking us to the tavern to talk. â€Å"We’re in trouble,† Father said without preamble, glancing up at the sky. I followed his gaze, expecting to see a fast-moving summer storm. Instead, the sky was spotless and blue. I found no solace in this beautiful day. I was still haunted by Rosalyn’s lifeless eyes. â€Å"We’re not, Father,† Damon said thickly. â€Å"Y ou know who’s in trouble? All of the soldiers fighting this godforsaken war for this cause you’ve made me try to believe in. The problem is the war and your incessant need to find conflict everywhere you turn.† Damon angrily stomped his feet, reminding me so much of Mezzanotte that I stifled the urge to laugh. â€Å"I will not have you talk back to me!† Father said, shaking his fist at Damon. I glanced back and forth at the two of them, as though I were watching a tennis match. Damon towered over Father’s sloping shoulders, and for the first time I realized that Father was getting old. Damon put his hands on his hips. â€Å"Then talk. Let’s hear what you have to say.† I expected Father to shout, but instead he crossed to one of the rocks, his knees creaking as he bent to sit. â€Å"Y want to know why I left Italy? ou I left it for you. For my future children. I knew I wanted my sons to grow and marry and have children on land I owned and land I loved. And I do love this land, and I will not watch it be destroyed by demons,† Father said, flinging his hands wildly. I stepped back, and Mezzanotte whinnied a long, plaintive note. â€Å"Demons,† he repeated, as if to prove his point. â€Å"Demons?† Damon snorted. â€Å"More like big dogs. Don’t you see it’s talk like this that will make you lose everything? Y say you want a good life ou for us, but you’re always deciding how we’ll live that life. Y made me go to war and made Stefan ou get engaged, and now you’re making us believe your fairy tales,† Damon yelled in frustration. I glanced at Father guiltily. I didn’t want him to know I hadn’t loved Rosalyn. But Father didn’t look at me. He was too busy glowering at Damon. â€Å"All I wanted was for my boys to have the best. I know what we’re facing, and I do not have time for your schoolboy arguments. I am not telling tales right now.† Father glanced back at me, and I forced myself to look into his dark eyes. â€Å"Please understand. There are demons who walk among us. They existed in the old country, too. They walked the same earth, talked like humans. But they wouldn’t drink like humans.† â€Å"Well, if they don’t drink wine, that would be a blessing, wouldn’t it?† Damon asked sarcastically. blessing, wouldn’t it?† Damon asked sarcastically. I stiffened. I remembered all the times after Mother had died that Father would drink too much wine or whiskey, lock himself in the study, then mumble late into the night about ghosts or demons. â€Å"Damon!† Father said, his voice even sharper than my brother’s. â€Å"I will ignore your impudence. But I will not have you ignore me. Listen to me, Stefan.† Father turned toward me. â€Å"What you saw happen to your young Rosalyn wasn’t natural. It wasn’t one of Damon’s coyotes,† Father said, practically spitting out the word. â€Å"It was un vampiro. They were in the old country, and now they’re here,† Father said, screwing up his florid face. â€Å"And they are doing harm. They’re feeding on us. And we need to stop it.† â€Å"What do you mean?† I asked nervously, any trace of exhaustion or dizziness gone. All I felt was fear. I thought back to Rosalyn, but this time, instead of remembering her eyes, I remembered the blood on her throat, having flowed from the two precise circles on the side of her neck. I touched my own neck, feeling the pulse of blood beneath my skin. The rush below my fingers sped up as I felt my heart skip a beat. Could Father be †¦ right? â€Å"Father means that he’s been spending too much time listening to the church ladies tell their tales. Father, this is a story that would be told to scare a child. And not a very clever one. Everything you’re saying is nonsense.† Damon shook his head and angrily stood from his perch on the tree stump. â€Å"I will not sit around and be told ghost stories.† With that, he turned on his gold- buttoned boot and swung his foot up over Jake’s back, gazing down at Father, as if daring him to say one more thing. â€Å"Mark my words,† Father said, taking a step closer to me. â€Å"Vampires are among us. They look like us and can live among us, but they are not who we are. They drink blood. It is their elixir of life. They do not have souls, and they never die. They are forever immortal.† The word immortal made me suck in my breath. The wind changed, and the leaves began rustling. I shivered. â€Å"Vampires,† I repeated slowly. I’d heard the word once before, when Damon and I were schoolchildren and used to gather on the Wickery Bridge, trying to scare our friends. One boy had told us of seeing a figure kneeling down in the woods, feasting on the neck of a deer. The boy told us he had screamed and the figure had turned to him with hellred eyes, blood dripping from long, sharp teeth. A vampire, he said with conviction, glancing around the circle to see if he’d impressed any of us. But because he’d been pale and scrawny and not any good at shooting, we’d laughed and mocked him mercilessly. He and his family had moved to Richmond the next year. â€Å"Well, I’d take vampires over an insane father,† Damon said, kicking Jake’s flanks and riding off into the sunset. I turned toward Father, expecting an angry tirade. But Father simply shook his head. â€Å"Do you believe me, son?† he asked. I nodded, even though I wasn’t sure what I believed. All I knew was that somehow, in the past week, the whole world had changed, and I wasn’t sure where I fit in anymore. â€Å"Good.† Father nodded as we rode out of the forest and onto the bridge. â€Å"We must be careful. It seems the war has awakened the vampires. It’s as if they can smell blood.† The word blood echoed in my mind as we directed our horses to walk away from the cemetery and toward the shortcut through the fields that would lead to the pond. In the distance, I could see the sun reflecting on the pond’s surface. No one would ever imagine this verdant, rolling land as being a place where demons walked. Demons, if they existed at all, belonged in the old country, amid the decrepit churches and castles Father had grown up with. All the words Father said were familiar, but they sounded so strange in the place where he was saying them. Father glanced around as if to make sure no one was hiding in the bushes near the bridge. The horses were walking alongside the graveyard now, the headstones bright and imposing in the now, the headstones bright and imposing in the warm summer light. â€Å"Blood is what they feed on. It gives them power.† â€Å"But then †¦,† I said, as the information whirled in my brain. â€Å"If they are immortal, then how are we to †¦Ã¢â‚¬  â€Å"Kill them?† Father asked, finishing my thought. He pulled the reins on his horse. â€Å"There are methods. I’ve been learning. I’ve heard there’s a priest in Richmond who can try to exorcise them, but then people in town know †¦ some things,† he finished. â€Å"Jonathan Gilbert and Sheriff Forbes and I have discussed some preliminary measures.† â€Å"If there’s anything I can do †¦,† I offered finally, unsure what to say. â€Å"Of course,† Father said brusquely. â€Å"I expect you to be part of our committee. For starters, I’ve been talking to Cordelia. She knows her herbs, and she says there’s a plant called vervain.† Father’s hand fluttered to the flower on his lapel. â€Å"We will come up with a plan. And we will prevail. Because while they may have immortality, we have God on our side. It is kill or be killed. Do you understand me, boy? This is the war you’re being drafted to fight.† I nodded, feeling the full weight of the responsibility on my shoulders. Maybe this was what I was meant to be doing: not getting married or going off to war, but fighting an unnatural evil. I met Father’s gaze. â€Å"I’ll do whatever you want,† I said. â€Å"Anything.† The last thing I saw before I galloped back to the stable was the huge grin on Father’s face. â€Å"I knew you would, son. Y are a true Salvatore.† How to cite Stefan’s Diaries: Origins Chapter 12, Essay examples

Organizational Behaviour Human Workforce Work Environment

Question: Describe about the Organizational Behaviour for Human Workforce Work Environment. Answer: Introduction Organizational behavior is the study of how people behave within social groups or organizational settings. The idea behind the organizational behavior is to apply the knowledge to manage workers or the behavior of employees (Mumford and Gold, 2004, p.12). The aim is to increase the efficiency of human workforce in a working environment. The areas of research in this field include improving the satisfaction of workers in a job and encouraging innovation. New Zealand's economy has been studied, and it is evident that its level or rate of productivity has significantly reduced since the 1950s (Clayton and Bass, 2012, p.20). The aim of this essay is to prove that efficient management development strategies are capable of addressing the challenges faced by organizations in New Zealand. Body The article The critical challenges facing New Zealands chief executives: implications for management skills by Ann Hutchison and Peter Boxall provides insight into the economic situation in New Zealand and the impact that the lack of proper management skills has had on it. The article has its strengths and weaknesses as it has been written by a human being and is, therefore, prone to bias on the topics discussed. One of the strengths is that the statistical data used is impeccably accurate and provides a strong basis on which the theories and points in the article have been built. The research done was truly impressive, and the numbers provide a proper guide to the data provided. This is truly important when carrying out research based on statistics. The information about the brain drain' plaguing the economy is highly true. The lack of advancement to the big jobs' and the absence of the kind of highly specialized roles that are available in some of the world's large economies make it hard to retain management talent. The more knowledgeable members feel the need to tread into deeper waters' as the level of growth in New Zealand does not provide an environment where they can engage their management talent and skills. This leaves the country short of a competent workforce, and this is one of the reasons why the economy and rate of growth were on a decline. The survey carried out on the challenges and risks that the organizations faced were highly informative on the intensity of each of the items evaluated. In the private sector, market risks were the most highly rated. The rapidly changing environment with evolving technology, constantly changing consumer values and smaller consumer budgets prompt the chief executives to be very careful about their market. Market shifts, especially from technology, was one of the biggest threats to their main business. An example of this is the print media business which is on a decline due to the presence of electronic media which invalidates the whole idea behind print media. The information about how difficult it is to grow business in the present environment considering how badly revenues have been affected is also very accurate. The roll on effects of the economy from one industry to the next causes the chief executives to wait until the economy improves before implementing any radical development plans. This wait,' in the meantime, slows down the economy and only the risk taking organizations are set to grow in such a situation. The unwillingness by the banks to lend out money and the low appetite for risks by shareholders is also another strong aspect featured by the article. This is the reason 27 % of Chief Executives in the private sector listed dialogue as one of their top challenges. Investors and shareholders seek to put their resources in a field where returns are as highly probable as possible, a quality absent in the New Zealand economy. Changes in the economic climate were considered the most noticeable risk. This is true considering the high rate at which the global market is fluctuating with the demand of products changing every day causing a constant change in the world's market value of goods. This is especially challenging in a country like New Zealand where one of the biggest exports is a single type of commodity i.e. dairy products. This means that even the economy of the country itself becomes unstable as the value of their biggest income generator constantly fluctuates. Fundraising was also rated as one of the biggest challenges in both the public and non-profit sector. This is especially true for the not-for-profit organizations considering that the environment is one in which the charitable spend is the first to be eliminated from a households budget. These organizations were locked into agreements with the government for social provision. These organizations are highly dependent on these contracts that the government could cancel at any moment making things very tough for them. Also mentioned is the increased insurance and building-code compliance costs which have escalated following the Christchurch earthquakes and the mandatory Kiwisaver scheme which is a recent national retirement fund. The constantly changing regulations by the government are indeed costly especially for huge industries where a simple change in government clauses on the building or safety code could result in renovations worth billions. This therefore forces some of these industries to compromise on the quality of their service delivery (Mumford, Thorpe and Gold, 2012, p.77). The article is also faced by a couple of challenges. One of them is the constant comparison to Australia. It is unfair to do so considering the fact that the two countries are not on level playing fields. The source of income regarding resources is different and therefore it would be rather unreasonable to compare the current economic trends and situations in both countries. The research should have been solely based on New Zealand, and the authors should have instead used standard economic characteristics to assess the country's situation. Another weakness is the lack of sufficient literature to show the relationship between management skills and the countrys economy. The challenges discussed are general and fail to show a relationship to the topic concerning management skills. A better approach would have been to show how better management skills would improve the situation in each of the instances discussed. The classification of the set of managerial skills is also rather general and should have been expounded more. Managing people, for example, can be further split into human resource management, command chain in the workforce and effect of organizational change to the management all of which are important aspects that should be given utmost attention (Peppard and Ward, 2016, p.9). From the information in the article, I believe that it is true that management skills can either make or break an organization. The behavior of an organization, its success and growth are all dependent on the managers themselves (Leidner and Gallier, 2014, p.12). It is crucial that managerial roles be given to those most equipped with the qualities to carry them out. The energy and efficiency of workers in a working environment is very much dependent on their managers. An energetic, confident and motivated manager can rub off those same values onto his workers (Gault, 2010, p.55). I agree with the thesis statement and acknowledge that efficient management development strategies could be the key to solving the problems faced by organizations in New Zealand. Key points include; the strategy must be inspiring and describe a future that is desirable to the organization. This is so that the workforce is inspired and that the organization always aims higher (White and Chaffey, 2014, p.102) Another key point is that the strategy needs to be ambitious regarding beating the competition (Zheng, Yang, and McLean, 2010, p.19). The current economic situation is that everyone is in a competitive state to provide better products and services. Therefore, the strategy has to help the company out space any competition (Hill, Jones, and Schilling, 2014, p. 108). One of these strategies is the balanced scorecard system. It is a system that aligns business activities with the visions of the enterprise. It monitors the implementation of activities in comparison to the companys strategies. It enhances external and internal communication. It provides an active versus passive solution by checking the vision statement against fulfilled objectives (Niven, 2011, p.50). Another strategy is the stakeholder strategy which identifies those organizational stakeholders that are crucial to the overall success of the organization. They should benefit from the decision-making process and also participate in it. The manager should act as an agent for the stakeholders and ensure that they remain satisfied all while keeping the workforce motivated (Freeman, 2010, p.69). The final strategy is the effective strategy management. To build a successful organization, strategic management needs to be a philosophy that provides the organizational management the ability to overcome constantly changing market demands, government rules, technology trends and geopolitically-driven economic occurrences (Hitt, Ireland, and Hoskisson, 2012, p.79). Conclusion A proper management development strategy is key in changing the success course of an organization or an economy (Herman, 2011, p.70). When proper management unafraid of risk taking is combined with effective strategies, an economy like that of New Zealand can transform and experience a positive change. Key management strategies such as the stakeholder strategy and the balanced scorecard system would not only help New Zealand experience the upward trend in their economy but would also enable them to maintain the trend. Bibliography Bass, S. and Dalal-Clayton, B., 2012.Sustainable development strategies: a resource book. Routledge. Chaffey, D. and White, G., 2010.Business information management: improving performance using information systems. Pearson Education. Freeman, R.E., 2010.Strategic management: A stakeholder approach. Cambridge University Press. Galliers, R.D. and Leidner, D.E., 2014.Strategic information management: challenges and strategies in managing information systems. Routledge. Gault, F., 2010.Innovation strategies for a global economy: Development, implementation, measurement and management. IDRC. Gold, J., Thorpe, R. and Mumford, A., 2012. Leadership and management development. Herman, R.D., 2011.The Jossey-Bass handbook of nonprofit leadership and management. John Wiley Sons. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014.Strategic management: theory: an integrated approach. Cengage Learning. Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., 2012.Strategic management cases: competitiveness and globalization. Cengage Learning. Mumford, A. and Gold, J., 2004.Management development: Strategies for action. CIPD Publishing. Niven, P.R., 2011.Balanced scorecard: Step-by-step for government and nonprofit agencies. John Wiley Sons. Ward, J. and Peppard, J., 2016.The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley Sons. Zheng, W., Yang, B. and McLean, G.N., 2010. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management.Journal of Business research,63(7), pp.763-771.

Three Cups of Tea

Table of Contents Introduction Book Summary Analysis Conclusion Work Cited Introduction Three Cups of Tea: One Man’s Mission to Promote Peace †¦ One School at a Time (2006) is a book by Greg Mortenson and David Oliver Relin, published by Penguin Books. The book details the author’s (Mortenson’s) shift from mountaineering to a humanitarian mission aimed at reducing poverty levels and championing for girls’ education in remote areas of Pakistan and Afghanistan.Advertising We will write a custom essay sample on Three Cups of Tea specifically for you for only $16.05 $11/page Learn More Following his newfound passion, he co-founded the Central Asia Institute, a humanitarian organization that has grown over the years and as at 2010, had supervised the construction of more than 171 schools. These schools educate more than 64,000 children, mostly girls, in isolated areas of Pakistan and Afghanistan. Book Summary In 1993, Greg Mortenson, an expert mountaineer, tried to scale K2, the world’s second highest mountain, located in the northern area of the Pakistan-controlled Kashmir. He wanted to achieve this feat as a tribute to his sister, Christa, who had passed on earlier, and had intended to place her necklace on the top of K2. After being on the mountain for more than 70 days, Mortenson and his fellow mountaineers had their climb disrupted as they required to complete a 3-day life-saving exercise to assist a member of their team. Mortenson then lost his way while descending K2 and became emaciated after wandering through mountain, by good luck, he came across Korphe village, where he was welcomed warmly and taken in by the village chief. To show his gratitude for their kindness and generosity, Mortenson undertook to construct a school for the villagers. He encountered financial constraints, but was later introduced to Jean Hoerni, a silicon transistor pioneer who contributed money that was requir ed to build the school. Hoerni later became the co-founder of Central Asia Institute (CAI) before his death on January 12, 1997. The CAI was charged with constructing schools in remote areas of Pakistan and Afghanistan. Mortenson faced major difficulties in his quest to promote girl education, especially in funding the construction of more than 55 schools in Taliban-controlled areas. Other challenges included intimidation by the Islamic fighters, long durations of being away from his family, and abduction. Mortenson reflects on the situation of the world after 9/11 and asserts that extremism in the region can be prevented through a joint effort to lessen poverty and increase literacy levels, particularly for girls. Previously, educational institutions had targeted boys, but because learned boys tend to move to the cities to look for job opportunities, they hardly ever come back.Advertising Looking for essay on british literature? Let's see if we can help you! Get your first pap er with 15% OFF Learn More However, learned girls are likely to remain in the village and use the skills acquired at school to improve livelihoods. Hence, Mortenson proposes that educating girls has a more permanent advantage to the community (Mortenson Relin, pp. 122). Analysis Three Cups of Tea presents an extraordinary account of bravery and compassion. The authors present several points of interest to the reader based on normative statements and politics against a background of cultural discourse that is being used to justify the continuing war on terrorism by America and its allies. Mortenson’s activities in Pakistan and Afghanistan are vital to our perception of how humanitarian activists, policy makers, and the common person can assist the disadvantaged in the simplest of ways, it also enables us to understand the regions where Mortenson’s intervened, and its people. With stability and elegance that is synonymous with business executives and politician s, the authors reveal the problems of terrorism and firmly suggest a solution in form of the school-building program. Despite countering extensive disapproval of his activities due to strict Muslim beliefs on girl child education, Mortenson sends a strong message that education is the solution to the world’s enemies: poverty, diseases and war. And he begins the dangerous journey from Pakistan into Afghanistan, coming across many challenges, mostly military, including an abduction in Waziristan. He manages to convince the locals to buy his ideas, and slowly, they begin to accept his vision of an educated society. The book reveals Mortenson’s patience and stability at ensuring that he fulfils his mission. On the downside, the book does not question the idea of a ‘humanitarian’ intervention by an imperial power such as the US; it simply discusses the mode of such intervention- that any military intervention should go together with humanitarian acts, which wou ld benefit the local community and the US and its allies. The authors do not comment on the US’ previous military interventions and their outcomes, or any assessments of America’s intentions and interests in the region. The authenticity of Washington’s humanitarian intervention is a matter that sends mixed signals to the inhabitants of these areas.Advertising We will write a custom essay sample on Three Cups of Tea specifically for you for only $16.05 $11/page Learn More Politics and international relations aside, the book is a must read for sociologists in order to understand how simple acts can have a domino effect towards solving the problems that we currently face. Conclusion From the first journey towards triumphing over the world’s tallest mountains in the harshest environments, Mortenson revisits his roots, fighting strict religious forms, to create a society of literate boys and girls. Work Cited Mortenson, Greg and R elin, David Oliver. Three Cups of Tea. New York: Penguin Books, 2006. This essay on Three Cups of Tea was written and submitted by user Deanna I. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Medical Ethics1 essays

Medical Ethics1 essays Medical Ethics Bioethics comprise every possible aspect of health care, medical, moral, social, political, religious, legal and financial? (Weiss 3). This includes the questions raised by new research. It takes a look at the results of that research that is used on patients. It takes into consideration contemporary ideas of personal freedom and human dignity. It deals with growth in medical services available in the United States and the sky rocketing cost. Bioethics also deals with the medical advances in technology that has reshaped traditional medical ethics. Medical ethics have changed drastically over a period of years. From old commandments to new commandments, guidelines that provide structural framework, classic experiments that challenge that framework, or even how things are defined in medical ethics.Medical progress goes on, and the perils of progress must be heeded? (Leone 165). Changing times have in turn changed our codes of ethics. There are five old commandments of et hics and five new commandments of ethics. These commandments come from many years of heavily advised dictates from various people. A commandment by definition is, ... a dictate or a strongly advised piece of advice? (Halsey 201). The first traditional commandment is, Treat all human life as of equal worth? (Singer 190). This statement is very difficult to follow; almost no person believes this statement whole-heartedly. The statement makes more sense on paper or just being heard, but its application in life is almost impossible to ensure. In comparison to the first old ethic, the first new ethic states,Recognize that the worth of human life varies? (Singer 190). This statement allows for variation and livability in society. It gives way for someone to say, if a person is a vegetable, has no vital capabilities, this person's life is of no worth anymore. Without this sort of change in today's advancing civilization, it would make it ethically wrong topull ...

Voting Essay Example | Topics and Well Written Essays - 1500 words

Voting - Essay Example Americans have more opportunities to vote then any other country in the world, and the impact of voting is felt in every aspect of American life. From the beginning of American history, it has been proven that voting is important. History highlights the importance of voting and the terrible conditions that occur when this right does not exist or is suppressed. During the Revolutionary Era the French, Haitians, and Americans recognized the destructive power of living under a government without a voice. The French masses starved while the aristocrats dinned well under the regime of Louise XIV. Like the Americans, the masses were taxed heavily without representation. No taxation without representation was an ideology that spurred on the American Revolution once the Stamp Act was enacted. In addition, after the implementation of the Stamp Act, "ordinary people came together to call for the boycotting of British goods" (Woods, 1992, p. 244). People began to understand how coming together to influence policy would make a difference in government. The Haitian Revolution demonstrates the biggest impact of living under a government without representation. There were 600,000 black slaves living in Haiti (Girard, 2005). The other ruling groups were comprised of French Officials, white planters, and free blacks total population was approximately 60,000 (Girard, 2005). As the Americans and French lived under unfair laws, the Haitian slaves lived under the Black Codes (Ros, 1991). The Black Codes invited white men and women planters to decide the fate of a black slave on a whim. One woman burned her slave alive in an oven, because of a slightly burnt pie (Ros, 1991). There weren't Civil Rights for the 600,000 slaves, who were bound to the earth and deprived of social mobility. They lived in dirty huts in a society where torture instruments were hung in the windows of prominent businesses (Girard, 2005). The Haitian, French, and Americans eventually won their freedom, but it was at great risks and many deaths. The sacrifices made the n and the perils the people endured emphasize the importance of the average person participating in the government. Common people must remain vigilant to the new laws created and make sure they benefit the entire society. No pure democracy is in existence. Democracy is a work in progress. Constant participation by the public is vital to ensure there is a balance in society, where the average person has a voice. Next, with the protective laws passed such as the Family and Medical Leave Act, the Civil Rights Act, and the American with Disabilities Act, many Americans feel they are safe from unfair treatment. They don't need to participate in the government or provide balance. The current governmental system will simply take care of itself and them. Voting isn't necessary. Yet, there are a growing number of individuals that don't believe that we need regulatory laws that will govern discriminatory behavior. A very popular American President, Ronald Regan supported this notion. He "enacted the Executive Order 12991 in 1981, where no regulatory action can be undertaken unless the potential benefits to society outweigh the potential cost" (Bennett-Alexander & Hartman, 2007, p. 4). Supporters of this policy state that businesses want to make profit. They will hire the most qualified person without discriminating, because it will give them a strategic

Principles of Microeconomics Essay Example | Topics and Well Written Essays - 250 words

Principles of Microeconomics - Essay Example The river which the company emits chemical waste has plenty of uses to the society. The society fetch water for domestic use from the river, practice fishing on the river and swim on the river for leisure. Emission of chemical waste onto this river pollutes it discouraging fetching of water for domestic use and swimming. This pollution also contaminate the water killing fish and other aquatic lives discouraging fishing which create income to some individuals in the society. Due to the seriousness of these adverse effects, the manufacturing company’s activities have to be controlled to reduce the impact of these effects. The company itself can initiate projects to reduce these negative effects. The company can do that by cleaning the river to avoid contamination of the water. The company can also channel its chemical waste into another site or devise a good means of disposing them. In a bid to control this negative externality, the local government can impose rules and regulations that prevent the water pollution. Some of these laws will include heavy taxation of this company and charging it fines on water pollution. Regulations that control the disposing of waste in the water would also help the situation (Mankiw,

Over the next 30 years, what are the risks to National Security posed Essay - 2

Over the next 30 years, what are the risks to National Security posed by increased competition for energy and food resources; and what initiatives might Qatar pursue to reduce these risks - Essay Example Massive reliance on imports poses the risk of biological or chemical attack, or even intentional food contamination by international suppliers1. There is, therefore, a critical concern to national security when a country relies heavily on international supplies. Another key risk relates to price factors in both food and energy. Economic and political disturbances around the world spread shockwaves to the affected states. In such an event, Qatar and other GCC members would be on the receiving end. The influence of global states when it comes to prices could cripple domestic operations designed to enhance national security. In other words, food security that primarily depends on international trade comes with price-based risks2. Finally, the risk of terrorism will heighten as competition for food and energy increases. To reduce these risks, Qatar will need to secure her imports from around the world, as well as enhance food security at the domestic level3. Most importantly, initiatives to dismantle extremist groups and terrorists will play a fundamental role in reducing threats to national

Risk Management of Terminal Development at Airport

Risk Management of Terminal Development at Airport Dissertation Objectives Investigate the problems at the terminal 5 opening, especially with the baggage handling system despite extensive simulated testing using thousands of bags and more than two thousand volunteers in the run up to the opening of T5 Identify the necessary risk strategies to be considered for such mega-projects, the benefits of such approaches, taking into account previous failed and successful projects, and any lessons to be learnt Discuss the implementation approach adopted by BAA and the risk associated with this approach Provide formative evaluation summarising key findings and conclusion based on evidence gathered from research T5 Synopsis The terminal 5 project in addition to being a statement of intent for the future of British aviation was built with the aim of improving customer experience and to exhibit Heathrow as a world class international airport. The baggage handling system at T5 was designed to be the largest baggage handling system in Europe for a single terminal. The system consists of a main baggage sorter and a fast track system. The system was designed by an integrated team from BAA, BA and Vanderlande Industries of the Netherlands, with the aim of handling both intra-terminal and inter-terminal luggage. Its processing capacity was intended to be 70,000 bags a day. Bags are meant to undergo several processes on the way through the system, these include; automatic identification, explosives screening, fast tracking for urgent bags, sorting and automatic sorting and passenger reconciliation. The scheduled completion and opening date was March 2008, and T5 was on time and on budget. This was a remarkable achievement especially in a sector where project delays and vast overspends are commonplace (the Millennium dome, Wembley stadium and the Scottish Parliament buildings were all opened late and cost a lot more than the original estimate). However, on its first day in operation, T5s bespoke baggage system was affected by technical software problems, which led to a number of issues, such as cancelled flights, lost baggage, and substantial delays, but more importantly, BAs challenge were its people issues and integrating teams of staff. Initial reports suggest that the day one issues were less to do with technology issues and more to do with inadequate staff training, and this was not just for one group of people but at all levels. Below is a summary of its problems on the opening day: Hundreds of staff found it difficult finding the staff car park entrance Check-in staff struggled with their systems, these problems ranged from very simple tasks such as logging into the baggage system to complex tasks Security personnel who were totally ignorant of their new roles and had to be taken through new procedures in the morning in front of passengers Ground staff and crews and ground staff getting lost in the huge building Baggage handlers struggled to get a hang of the new baggage system Baggage truck drivers got lost within the terminal and needed directions to the aircraft Baggage drivers and handlers could not get luggage from the conveyors to the gates On nine occasions, inspectors from the department of transport had managed to bypass security checks during trials of the terminals new systems and that the terminals alarm system was not working properly Going through these problems therefore suggest that the entire problem was down to lack of adequate training or simply inappropriate appraisal of risk involved. This is very surprising as this was a very high profile project and taking into account that this was a simple 3 team process get baggage, take baggage to aircraft and load baggage onto aircraft. Training System Testing Prior to Opening Based on initial interviews with BAs CIO, it would suggest that the human elements were given the importance it required. BAs CIO, Paul Coby told CIO UK [in March 2007] â€Å"the IT work to support such a large-scale, new-build project was also going well. â€Å"Devices are deployed, connections are being integrated and 2007 will be testing year. The airline is moving onto the T5 systems, so they run for a year ready to operate at the new terminal when it opens in 2008†. According to XXXXX, in the run up to the opening of T5 there were a series of overnight baggage-systems tests using thousands of bags, up to 2000 volunteers and full trials of the check-in procedure for all the IT systems. According to the spokesman for Vanderlande Industries, in testing the baggage handling system, emulation models were utilized broadly to test the low-level controls software, while computer programs took the place of the baggage handling system, and which behave (almost) the same as the part they replace. The report also suggests that for the high-level controls software, the emulation model was broadened by connecting the loose individual models into a large integrated system in which the physical equipment was replaced by a number of interconnected emulation models. According to a number of the volunteers who tested the system prior to its opening commented that the demos were extremely impressive and felt the system was ready in advance of its opening. T5 System Simulation Prior to Opening According to the spokesman for Vanderlande Industries, low-level emulation models were utilized in place of the physical transport equipment in each of the conveyor lines. The low and high level models that were developed produced the same electrical outputs in response to the same electrical inputs as their corresponding physical equivalent (motors, photo-electric cells, barcode scanners, etc), which in the view of both the software developers and management of BA, proof of extensive system testing. System interaction was facilitated with the use of control panels, and with the right frequency, set of bags or multiple bags were generated. During the testing, the conveyor motors were stopped and started utilizing different scenarios in order to generate as much errors as possible with the hope of fixing them. The spokesman also stated that the transport time between two photocells in emulation was equal to the actual time using the real equipment. The same measurement also applied to the total transport time. In addition, during testing the T5 project, over 90 individual low-level emulation models were created as individual models were integrated into 5 different configurations. A separate team spent 4800 hours on building and testing these emulation models. Questions: Training Testing But the first set of questions now has to be asked: how adequate was the tests and training were carried out in relation to T5s baggage systems in advance of the opening? What were the results? What were the problems revealed? and what steps were taken to resolve the problems revealed? Were the tests re-run and, if so, what was the result? Was the right implementation strategy adopted? Or would it not have been better to open Terminal 5 on a phased basis, to make sure that all its systems were working before going fully operational? The second set of questions to be asked would be: knowing that extensive simulation testing was carried out on the baggage system successfully; doesnt that then suggest that carrying out simulated testing without the real customers is inadequate? With regards to the people issues, what sort of dry runs were carried out? If they were indeed adequate, why were the opening day hiccups not identified? Where there extra staff or volunteers in anticipation of potential glitches? If yes were these trained adequately? For every eventuality or possible scenario, what were the contingency plans? In spite of the extensive testing carried out on the baggage system and the confidence which this would have placed on top management, from the experience on the opening day, we can conclude that in reality, the prospects of operating an airport terminal of such magnitude and scale would require more than simulated testing as the operations are virtually impossible to fully replicate. This then suggests that the risk management utilized by the BA was not robust to take the people issues into account. Good risk management might have come to the conclusion, if there was the possibility of failure. Risk Management: Definitions In order to manage risks we have to understand what a risk is. Smith and Merrit (2002) said that three essential aspects of risk are uncertainty, loss and time, see Figure 1. Uncertainty: A project manager has to identify as many uncertainties as possible. A risk may or may not happen. This inherent uncertainty cannot be eliminated, but it can be made little clearer by clarifying the probability of occurrence of the risk, to get at better understanding of the consequences and alternatives if the risk occurs and determine the factors that influence the magnitude and likelihood of occurrence of the particular risk. This means that an uncertainty can never be completely eliminated, but it can be reduced to a level the project find tolerable. This means that even with the best plans there cannot be any guarantees that there will be no surprises [3]. Loss: A risk is always something that involves some kind of loss. If there is no loss possible, then the project is not concerned about the risk, because it cannot compromise the project [3]. Time: Associated with every risk there is a time where the risk no longer exists. Either the risk has occurred and the loss has been suffered or the potential problems that could cause the risk have been resolved and no longer pose a threat. It is important to know when this time has arrived so the risk can be removed from the agenda [3]. Among writers and in the literature there are differences in the meaning of risk management and risk analysis. Frosdick (1997) says that there are no clear views of the differences and what one writer defines as risk management another writer is calling it risk analysis. Frosdick‘s own view is that he separates them by saying that risk analysis is the sum of the processes of risk identification, estimation and evaluation and risk management is about planning, monitoring and controlling activities that are produced by the risk analysis activity. The Association for Project Management (Chapman, Simister 2004) definition of risk analysis is similar to Frosdick‘s, they have however divided the risk analysis into two stages. The first stage is called the Qualitative Analysis and it is where risks are identified and subjectively assessed. These identified risks are then analysed in terms of e.g. cost and time estimates and that is called the Quantitative Analysis. Just like for Frosdick it is then followed by the risk management process. In their definition it is the process of formulating responses, both proactive and reactive ones. Pennock Haimes (2001) said that risk management could be represented in six steps, three each for risk assessment/analysis and risk management, where each step is a question. Risk assessment/analysis What can go wrong? Identify as many risks as possible. The risks can be of any kind financial, time, resources etc. and no risk is too small to not be included [3]. What is the likelihood for the risk to occur? Try to measure how likely, or unlikely, it is for the risk to occur. Maybe some risks are dependent on each other [3]. What are the consequences? What will be the impact on the project if the risk occurs, is it a minor risk or maybe a stopping fault that endangers the whole project [3]. Risk management What can be done and what options are available? How to decrease the chance of a risk occurring, for example get more resources or have them readily available [2,3]. What are the tradeoffs in term of all costs, benefits and risks among the available options? For every risk there is somewhere a limit for how costly measures one can put in, where there is no economy in putting in more measures. Often the budget is not enough to eliminate all risks therefore one must choose which risks to put more emphasis on [2,3]. What are the impacts on current decisions on future options? [3] The official definition provided by Professor James Garven, University of Texas at Austin is from the American Risk and Insurance Association: Risk management is the systematic process of managing an organizations risk exposures to achieve its objectives in a manner consistent with public interest, human safety, environmental factors, and the law. It consists of the planning, organizing, leading, coordinating, and controlling activities undertaken with the intent of providing an efficient pre-loss plan that minimizes the adverse impact of risk on the organizations resources, earnings, and cash flows. Another definition given by Larry Krantz, Chief Executive of Euro Log Ltd in the UK, states that A risk is a combination of constraint and uncertainty. We all face constraints in our projects, and also uncertainty. So we can minimise the risk in the project either by eliminating constraints (a nice conceit) or by finding and reducing uncertainty []. The objectives of risk management/analysis The Association for Project Management (Chapman, Simister 2004) defines Risk Management/Analysis as a process designed to remove or reduce the risks that threaten the achievement of project objectives. Properly undertaken it will increase the likelihood of successful completion of a project in terms of cost, time and performance objectives. PMBOK (PMBOK Guide, 2004) describes it similarly where they say that the objectives of project management are to increase the probability and impact of positive effects and decrease the probability and impact of events adverse to project objectives. Kendrick (2003) list seven benefits on the use of risk management: Project Justification: Project risk management is undertaken primarily to improve the chances that a project will achieve its objectives. While there are never any guarantees, broader awareness of common failure modes and ideas that make projects more robust can significantly improve the odds of success. The primary goal of project risk management is either to develop a credible foundation for each project, showing that it is possible, or to demonstrate that the project is not feasible so that it can be avoided, aborted, or transformed [1]. Lower Costs and Less Chaos: Adequate risk analysis reduces both the overall cost and the frustration caused by avoidable problems [4]. The amount of rework and of unforeseen late project effort is minimised. Knowledge of the root causes of the potentially severe project problems enables project leaders and teams to work in ways that avoid these problems. Dealing with the causes of risk also minimises fire-fighting and chaos during projects, much of which is focused short-term and deals primarily with symptoms rather than the intrinsic sources of the problems [1]. Chadbourn (1999) describes it similarly when he likened the uncertainties to chaos, where a poorly designed project could be described as a room full of mousetraps, each with a ping pong ball [5]. Before you know it, someone not under your control tosses in the first ball, thus mayhem and chaos erupts [5]. In the ideal project the mousetraps are gone. In their place there is a network of dominos, where each action and reacti on could be foreseen [5]. It is within the role of organisations to try and identify these mousetraps and replace them with an orderly string of dominos [5]. Project Priority and Management Support: Support from managers and other project stakeholders and commitment from the project team are more easily won when projects are based on thorough, understandable information [11]. High-risk projects may begin with lower priority, but a thorough risk plan, displaying competence and good preparation for possible problems, can improve the project priority [11]. Whenever you are successful in raising the priority of your project, you significantly reduce project risk—by opening doors, reducing obstacles, making resources available, and shortening queues for services [11]. Project Portfolio Management: Achieving and maintaining an appropriate mix of ongoing projects for an organisation uses risk data as a key factor. The ideal project portfolio includes both lower- and higher-risk projects in proportions that are consistent with the business objectives [13]. Fine-Tuning Plans to Reduce Risk: Risk analysis uncovers weaknesses in a project plan and triggers changes, new activities, and resource shifts that improve the project. Risk analysis at the project level may also reveal needed shifts in overall project structure or basic assumptions [14]. Establishing Management Reserve: Risk analysis demonstrates the uncertainty of project outcomes and is useful in setting reserves for schedule and/or resources. Risky projects really require a window of time (or budget), instead of a single-point objective. While the project targets can be based on expectations (the most likely versions of the analysis), project commitments should be established with less aggressive goals, reflecting overall project risk. The target and committed objectives set a range for acceptable project results and provide visible recognition of project risk [18]. Project Communication and Control: Project communication is more effective when there is a solid, credible plan. Risk assessments also build awareness of project exposures for the project team, showing how painful the problems might be and when and where they might occur. This causes people to work in ways that avoid project difficulties. Risk data can also be very useful in negotiations with project sponsors. Using information about the likelihood and consequences of potential problems gives project teams more influence in defining objectives, determining budgets, obtaining staff, setting deadlines, and negotiating project changes [18]. Risk Assessment Risk Control There are two stages in the process of Project Risk Management, Risk Assessment and Risk Control. Risk Assessment can take place at any time during the project, though the sooner the better. However, Risk Control cannot be effective without a previous Risk Assessment. Similarly, most people tend to think that having performed a Risk Assessment, they have done all that is needed. Far too many projects spend a great deal of effort on Risk Assessment and then ignore Risk control completely [19]. Risk Assessment has three elements: Identify Uncertainties In this element, the entire project plans are explored, with special focus on areas of uncertainty [20]. Analyse Risks In this element, the requirement is to specify how the areas of uncertainty will have an impact on the performance of the project, either in duration, cost or meeting the users requirements [20]. Prioritise Risks At this stage the requirement is to establish which of the Risks identified should be eliminated completely [20]. This step is only is carried out due to the potential extreme impact, which should have regular management attention, and which are sufficiently minor to avoid detailed management attention [20]. In the same way, Risk Control has three elements, as follows: Mitigate Risks According to Mobey et al (2002), risk mitigation would include taking the necessary actions that are possible in advance to reduce the effect of Risk. It is better to spend money on mitigation than to include contingency in the plan [20]. Plan for Emergencies For all those Risks which are deemed to be significant, have an emergency plan in place before it happens [19]. Measure and Control This involves tracking the effects of the risks identified and managing them to a successful conclusion [19]. Different strategies There are different strategies and methods that have different approaches toward risk management. JISC (Joint Information Systems Management) says that the focus for risk management should be on risks related to the particular project, not project management in general (http://www.jisc.ac.uk/proj_manguide15.html). The overall goal according to Kendrick (2003) for risk management in a single project is to establish a credible plan consistent with business objectives and then to minimise the range of possible outcomes. That is why risk management in a project is about identifying potential risks, analyse the ones that have the greatest likelihood of occurring, grade their different levels of impact on the project and define a plan of how to avoid the risk and if it occurs how to reduce its impact (Heldman, 2005). Smith Merrit (2001) sees risk strategy as a five step process. Figure 3 shows the flow through the five-step process and lists deliverables from each step: Step 1: Identify risks that you could encounter across all facets of the project [28]. Step 2: Analyse these risks to determine what is driving them, how great their impact might be, and how likely they are [28]. Step 3: Prioritise and map the risks so that you can choose those most important to resolve [28]. Step 4: Plan how you will take action against the risks on this short list [28]. Step 5: On a regular basis, monitor progress on your action plans, terminate action plans for risks that have been adequately resolved, and look for new risks [28]. Frosdick (1997) also mentioned Strutt‘s, definition of the concept of risk analysis that is a seven stage process. Systematic assessment (item by item question every part of the system) [13]. Identification of risks [13]. Assessment of risks (frequencies and consequences) [13]. Establish acceptable/tolerable levels of risk [13]. Evaluate the risks. Are they acceptable? Can they be reduced and at what cost? Determine whether the risks are as low as reasonably practicable [13]. Determine risk reduction measures where appropriate [13]. Risk Assessment Evaluation There are many ways and different techniques to evaluate what the risks are, what the effect they have on the project and what measures can be put in if the risks should occur [19]. Risk assessment is by most people divided into two areas, Quantitative Risk Analysis and Qualitative Risk Analysis. Quantitative In its most basic form the formula for risk quantification is: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Rate of occurrenceà ¢Ã¢â€š ¬Ã¢â‚¬â€œ multiplied by the à ¢Ã¢â€š ¬Ã¢â‚¬ ¢impact of the eventà ¢Ã¢â€š ¬Ã¢â‚¬â€œ = risk. Methods based on this method are often called à ¢Ã¢â€š ¬Ã¢â‚¬ ¢expected value analysisà ¢Ã¢â€š ¬Ã¢â‚¬â€œ and include models like Annualized Loss Expectancy (ALM), the Courtney formula, the Livermore Risk Analysis Methodology (LRAM) and Stochastic Dominance (Snyder, Rainer Jr., Carr 1991). The advantages of Quantitative Risk Analysis methodologies are that they are good at identifying the most critical areas that, if something happens, will have the largest impact on the project. There are also disadvantages to Quantitative Risk Analysis. When one measures the probability of damage to the project the quantitative approach tends to average the events leading up to a problem (Snyder, Rainer Jr, Carr 1991). Qualitative Qualitative methods attempts to express risks in terms of descriptive variables rather than an economic impact. These approaches are based on the assumption that certain threat or loss of data cannot be appropriately expressed in terms of dollars or pounds and that precise information is impossible to obtain. These methodologies include Scenario Analysis/Planning, Fuzzy Metrics and questionnaires (Snyder, Rainer Jr., Carr 1991). The advantages of Qualitative Risk Analysis methodologies are that they save time, effort and expense over quantitative methods. This is because assets do not need exact values in dollars or pounds nor do threats need to have exact probabilities. It is also a valuable methodology in identifying significant weaknesses in a risk management portfolio. There are disadvantages with this method as well. Qualitative Risk Analysis is inexact, the variables used (e.g. low, medium and high) must be understood by all parties involved (Snyder, Rainer Jr., Carr 1991). Risks Reduction Once risks have been identified and evaluated they have to be responded to in some way. Wideman (1992) lists seven basic responses on identified risks: Recognised but no action taken (absorbed as a matter of policy) Avoided (by taking appropriate steps) Reduced (by an alternative approach) Shared (with others, e.g., by joint venture) Transferred (to others through contract or insurance) Retained and absorbed (by prudent allowances) Handled by a combination of the above Dorfman (1997) says that all techniques to manage the risk fall into one or more of these four major categories (remembered as the 4 Ts): Tolerate (aka Retention) Treat (aka Mitigation) Terminate (aka Elimination) Transfer (aka Buying Insurance) Bliss (2005) listed these five types of similar risk responses as Dorfman and Wideman. Risk avoidance: Also known as risk removal or risk prevention, risk avoidance involves altering the original plans for the project so that particularly risky elements are removed. It could include deciding not to perform an activity that carries a high risk. Adopting such avoidance techniques may seem an obvious way to deal with all risks. However, often the areas of the project that involve high risks are also the areas of the project that potentially contain the highest worth or the best value for money. Avoiding such risks may also result in removing potentially the best bits of a resource, and an alternative strategy that retains these risks may be more appropriate [13]. Risk reduction: Risk reduction or risk mitigation involves the employment of methods that reduce the probability of a risk occurring, or reducing the severity of the impact of a risk on the outcome of the project. The loss of highly skilled staff is a considerable risk in any project and not one that can be totally avoided. Suitable risk mitigation could involve the enforcement of a notice period, comprehensive documentation allowing for replacement staff to continue with the job at hand and adequate management oversight and the use of staff development programmes to encourage staff to stay [20]. Risk transfer: Risk transfer moves the ownership of the risk to a third party normally by contract. This also moves the impact of the risk away from the project itself to this third party [20]. Risk deferral: The impact a risk can have on a project is not constant throughout the life of a project. Risk deferral entails deferring aspects of the project to a date when a risk is less likely to happen. For example managing the expectations users have about the content and delivery of a resource can be time-consuming, one way to reduce this risk is by not making a web resource available until user testing is complete [20]. Risk retention: Whilst a certain number of the risks to the project originally identified can be removed by changing the project plan or dealt with by transferring the responsibility of the risk to third parties inevitably certain risks have to be accepted as a necessary part of the project. All risks that have not been avoided or transferred are retained or accepted risks by default [20]. Previous Successful Project: St Pancras International Rail Station According to XXXXXX, before St Pancras International rail station was opened; a number of days were devoted to testing all the systems and processes, using an army of thousands of volunteer passengers. These tests were carried out much before the opening day, thus providing enough time to resolve issues that might have occurred during testing [26]. By carrying out the testing in phases much long before the opening, members of staff were able to familiarize themselves with the systems and get actual hands-on experience before the station was opened to Eurostar traffic. Dry-runs were carried out as well with the vital lessons were learnt and adjustments made before exposing paying customers to the St Pancras experience. Inevitably the result was that on the opening day, everything went without glitches on the first day of international service [26]. Previous Failed Project: Denver International Airport The Denver International Airport was scheduled to open on October 31, 1993 with all three of its concourses fully running on the BAE automated baggage handling system that. On February 28, 1995, the new airport finally opened. Its opening came sixteen months late. The automated baggage system was supposed to improve baggage handling by using a computer tracking system to direct baggage contained in unmanned carts that run on a track. BAE systems presented the City of Denver with a proposal to develop â€Å"the most complex and automated [and integrated] baggage system ever built. Original target opening date for the airport was (delayed seven times over the next three months). City of Denver invited reporters to observe the first test of the baggage system without notifying BAE. This was a public disaster! Reporters saw piles of disgorged clothes and other personal items lying beneath the Telecars tracks. Lots of mechanical and software problems plagued the automated baggage handling system. When the system was tested, bags were misloaded, sent to different routes, and fell out of automated telecarts, thus causing the system to jam. The automated baggage system still continued to unload bags even though they were jammed on the conveyor belt, because the photo eye at this location could not detect the pile of bags on the belt and hence could not signal the system to stop. Main Lessons One of the lessons BA and BAA might have been learnt from the Denver project, was that BAE actually built a prototype of the automated baggage handling system in a 50,000 sq. ft. warehouse near its manufacturing plant in Texas. But as similar to the T5 project, there was no evidence of adequate training and the results from simulation testing has been proven to be different to a real world scenario with real customers. I addition, research also shows that BAE had given an initial estimate of at least a year to test the system and get the system up and running, but United airlines and the other stakeholders pressed for a much shorter timeframe. City of Denver got the same story from technical advisers to the Franz Joseph Strauss airport in Munich (that less complicated system had taken 2 years testing and was running 24 hours a day for 6 months before the airport opened. Risks recognised early in the Project Very large scale of the project. Enormous complexity. Newness of the technology. Large number of entities to be served by the system. The high degree of technical and project definition uncertainty. Risk Identification PMBOK (PMBOK Guide, 2004) lists five tools and techniques for risk identific Risk Management of Terminal Development at Airport Risk Management of Terminal Development at Airport Dissertation Objectives Investigate the problems at the terminal 5 opening, especially with the baggage handling system despite extensive simulated testing using thousands of bags and more than two thousand volunteers in the run up to the opening of T5 Identify the necessary risk strategies to be considered for such mega-projects, the benefits of such approaches, taking into account previous failed and successful projects, and any lessons to be learnt Discuss the implementation approach adopted by BAA and the risk associated with this approach Provide formative evaluation summarising key findings and conclusion based on evidence gathered from research T5 Synopsis The terminal 5 project in addition to being a statement of intent for the future of British aviation was built with the aim of improving customer experience and to exhibit Heathrow as a world class international airport. The baggage handling system at T5 was designed to be the largest baggage handling system in Europe for a single terminal. The system consists of a main baggage sorter and a fast track system. The system was designed by an integrated team from BAA, BA and Vanderlande Industries of the Netherlands, with the aim of handling both intra-terminal and inter-terminal luggage. Its processing capacity was intended to be 70,000 bags a day. Bags are meant to undergo several processes on the way through the system, these include; automatic identification, explosives screening, fast tracking for urgent bags, sorting and automatic sorting and passenger reconciliation. The scheduled completion and opening date was March 2008, and T5 was on time and on budget. This was a remarkable achievement especially in a sector where project delays and vast overspends are commonplace (the Millennium dome, Wembley stadium and the Scottish Parliament buildings were all opened late and cost a lot more than the original estimate). However, on its first day in operation, T5s bespoke baggage system was affected by technical software problems, which led to a number of issues, such as cancelled flights, lost baggage, and substantial delays, but more importantly, BAs challenge were its people issues and integrating teams of staff. Initial reports suggest that the day one issues were less to do with technology issues and more to do with inadequate staff training, and this was not just for one group of people but at all levels. Below is a summary of its problems on the opening day: Hundreds of staff found it difficult finding the staff car park entrance Check-in staff struggled with their systems, these problems ranged from very simple tasks such as logging into the baggage system to complex tasks Security personnel who were totally ignorant of their new roles and had to be taken through new procedures in the morning in front of passengers Ground staff and crews and ground staff getting lost in the huge building Baggage handlers struggled to get a hang of the new baggage system Baggage truck drivers got lost within the terminal and needed directions to the aircraft Baggage drivers and handlers could not get luggage from the conveyors to the gates On nine occasions, inspectors from the department of transport had managed to bypass security checks during trials of the terminals new systems and that the terminals alarm system was not working properly Going through these problems therefore suggest that the entire problem was down to lack of adequate training or simply inappropriate appraisal of risk involved. This is very surprising as this was a very high profile project and taking into account that this was a simple 3 team process get baggage, take baggage to aircraft and load baggage onto aircraft. Training System Testing Prior to Opening Based on initial interviews with BAs CIO, it would suggest that the human elements were given the importance it required. BAs CIO, Paul Coby told CIO UK [in March 2007] â€Å"the IT work to support such a large-scale, new-build project was also going well. â€Å"Devices are deployed, connections are being integrated and 2007 will be testing year. The airline is moving onto the T5 systems, so they run for a year ready to operate at the new terminal when it opens in 2008†. According to XXXXX, in the run up to the opening of T5 there were a series of overnight baggage-systems tests using thousands of bags, up to 2000 volunteers and full trials of the check-in procedure for all the IT systems. According to the spokesman for Vanderlande Industries, in testing the baggage handling system, emulation models were utilized broadly to test the low-level controls software, while computer programs took the place of the baggage handling system, and which behave (almost) the same as the part they replace. The report also suggests that for the high-level controls software, the emulation model was broadened by connecting the loose individual models into a large integrated system in which the physical equipment was replaced by a number of interconnected emulation models. According to a number of the volunteers who tested the system prior to its opening commented that the demos were extremely impressive and felt the system was ready in advance of its opening. T5 System Simulation Prior to Opening According to the spokesman for Vanderlande Industries, low-level emulation models were utilized in place of the physical transport equipment in each of the conveyor lines. The low and high level models that were developed produced the same electrical outputs in response to the same electrical inputs as their corresponding physical equivalent (motors, photo-electric cells, barcode scanners, etc), which in the view of both the software developers and management of BA, proof of extensive system testing. System interaction was facilitated with the use of control panels, and with the right frequency, set of bags or multiple bags were generated. During the testing, the conveyor motors were stopped and started utilizing different scenarios in order to generate as much errors as possible with the hope of fixing them. The spokesman also stated that the transport time between two photocells in emulation was equal to the actual time using the real equipment. The same measurement also applied to the total transport time. In addition, during testing the T5 project, over 90 individual low-level emulation models were created as individual models were integrated into 5 different configurations. A separate team spent 4800 hours on building and testing these emulation models. Questions: Training Testing But the first set of questions now has to be asked: how adequate was the tests and training were carried out in relation to T5s baggage systems in advance of the opening? What were the results? What were the problems revealed? and what steps were taken to resolve the problems revealed? Were the tests re-run and, if so, what was the result? Was the right implementation strategy adopted? Or would it not have been better to open Terminal 5 on a phased basis, to make sure that all its systems were working before going fully operational? The second set of questions to be asked would be: knowing that extensive simulation testing was carried out on the baggage system successfully; doesnt that then suggest that carrying out simulated testing without the real customers is inadequate? With regards to the people issues, what sort of dry runs were carried out? If they were indeed adequate, why were the opening day hiccups not identified? Where there extra staff or volunteers in anticipation of potential glitches? If yes were these trained adequately? For every eventuality or possible scenario, what were the contingency plans? In spite of the extensive testing carried out on the baggage system and the confidence which this would have placed on top management, from the experience on the opening day, we can conclude that in reality, the prospects of operating an airport terminal of such magnitude and scale would require more than simulated testing as the operations are virtually impossible to fully replicate. This then suggests that the risk management utilized by the BA was not robust to take the people issues into account. Good risk management might have come to the conclusion, if there was the possibility of failure. Risk Management: Definitions In order to manage risks we have to understand what a risk is. Smith and Merrit (2002) said that three essential aspects of risk are uncertainty, loss and time, see Figure 1. Uncertainty: A project manager has to identify as many uncertainties as possible. A risk may or may not happen. This inherent uncertainty cannot be eliminated, but it can be made little clearer by clarifying the probability of occurrence of the risk, to get at better understanding of the consequences and alternatives if the risk occurs and determine the factors that influence the magnitude and likelihood of occurrence of the particular risk. This means that an uncertainty can never be completely eliminated, but it can be reduced to a level the project find tolerable. This means that even with the best plans there cannot be any guarantees that there will be no surprises [3]. Loss: A risk is always something that involves some kind of loss. If there is no loss possible, then the project is not concerned about the risk, because it cannot compromise the project [3]. Time: Associated with every risk there is a time where the risk no longer exists. Either the risk has occurred and the loss has been suffered or the potential problems that could cause the risk have been resolved and no longer pose a threat. It is important to know when this time has arrived so the risk can be removed from the agenda [3]. Among writers and in the literature there are differences in the meaning of risk management and risk analysis. Frosdick (1997) says that there are no clear views of the differences and what one writer defines as risk management another writer is calling it risk analysis. Frosdick‘s own view is that he separates them by saying that risk analysis is the sum of the processes of risk identification, estimation and evaluation and risk management is about planning, monitoring and controlling activities that are produced by the risk analysis activity. The Association for Project Management (Chapman, Simister 2004) definition of risk analysis is similar to Frosdick‘s, they have however divided the risk analysis into two stages. The first stage is called the Qualitative Analysis and it is where risks are identified and subjectively assessed. These identified risks are then analysed in terms of e.g. cost and time estimates and that is called the Quantitative Analysis. Just like for Frosdick it is then followed by the risk management process. In their definition it is the process of formulating responses, both proactive and reactive ones. Pennock Haimes (2001) said that risk management could be represented in six steps, three each for risk assessment/analysis and risk management, where each step is a question. Risk assessment/analysis What can go wrong? Identify as many risks as possible. The risks can be of any kind financial, time, resources etc. and no risk is too small to not be included [3]. What is the likelihood for the risk to occur? Try to measure how likely, or unlikely, it is for the risk to occur. Maybe some risks are dependent on each other [3]. What are the consequences? What will be the impact on the project if the risk occurs, is it a minor risk or maybe a stopping fault that endangers the whole project [3]. Risk management What can be done and what options are available? How to decrease the chance of a risk occurring, for example get more resources or have them readily available [2,3]. What are the tradeoffs in term of all costs, benefits and risks among the available options? For every risk there is somewhere a limit for how costly measures one can put in, where there is no economy in putting in more measures. Often the budget is not enough to eliminate all risks therefore one must choose which risks to put more emphasis on [2,3]. What are the impacts on current decisions on future options? [3] The official definition provided by Professor James Garven, University of Texas at Austin is from the American Risk and Insurance Association: Risk management is the systematic process of managing an organizations risk exposures to achieve its objectives in a manner consistent with public interest, human safety, environmental factors, and the law. It consists of the planning, organizing, leading, coordinating, and controlling activities undertaken with the intent of providing an efficient pre-loss plan that minimizes the adverse impact of risk on the organizations resources, earnings, and cash flows. Another definition given by Larry Krantz, Chief Executive of Euro Log Ltd in the UK, states that A risk is a combination of constraint and uncertainty. We all face constraints in our projects, and also uncertainty. So we can minimise the risk in the project either by eliminating constraints (a nice conceit) or by finding and reducing uncertainty []. The objectives of risk management/analysis The Association for Project Management (Chapman, Simister 2004) defines Risk Management/Analysis as a process designed to remove or reduce the risks that threaten the achievement of project objectives. Properly undertaken it will increase the likelihood of successful completion of a project in terms of cost, time and performance objectives. PMBOK (PMBOK Guide, 2004) describes it similarly where they say that the objectives of project management are to increase the probability and impact of positive effects and decrease the probability and impact of events adverse to project objectives. Kendrick (2003) list seven benefits on the use of risk management: Project Justification: Project risk management is undertaken primarily to improve the chances that a project will achieve its objectives. While there are never any guarantees, broader awareness of common failure modes and ideas that make projects more robust can significantly improve the odds of success. The primary goal of project risk management is either to develop a credible foundation for each project, showing that it is possible, or to demonstrate that the project is not feasible so that it can be avoided, aborted, or transformed [1]. Lower Costs and Less Chaos: Adequate risk analysis reduces both the overall cost and the frustration caused by avoidable problems [4]. The amount of rework and of unforeseen late project effort is minimised. Knowledge of the root causes of the potentially severe project problems enables project leaders and teams to work in ways that avoid these problems. Dealing with the causes of risk also minimises fire-fighting and chaos during projects, much of which is focused short-term and deals primarily with symptoms rather than the intrinsic sources of the problems [1]. Chadbourn (1999) describes it similarly when he likened the uncertainties to chaos, where a poorly designed project could be described as a room full of mousetraps, each with a ping pong ball [5]. Before you know it, someone not under your control tosses in the first ball, thus mayhem and chaos erupts [5]. In the ideal project the mousetraps are gone. In their place there is a network of dominos, where each action and reacti on could be foreseen [5]. It is within the role of organisations to try and identify these mousetraps and replace them with an orderly string of dominos [5]. Project Priority and Management Support: Support from managers and other project stakeholders and commitment from the project team are more easily won when projects are based on thorough, understandable information [11]. High-risk projects may begin with lower priority, but a thorough risk plan, displaying competence and good preparation for possible problems, can improve the project priority [11]. Whenever you are successful in raising the priority of your project, you significantly reduce project risk—by opening doors, reducing obstacles, making resources available, and shortening queues for services [11]. Project Portfolio Management: Achieving and maintaining an appropriate mix of ongoing projects for an organisation uses risk data as a key factor. The ideal project portfolio includes both lower- and higher-risk projects in proportions that are consistent with the business objectives [13]. Fine-Tuning Plans to Reduce Risk: Risk analysis uncovers weaknesses in a project plan and triggers changes, new activities, and resource shifts that improve the project. Risk analysis at the project level may also reveal needed shifts in overall project structure or basic assumptions [14]. Establishing Management Reserve: Risk analysis demonstrates the uncertainty of project outcomes and is useful in setting reserves for schedule and/or resources. Risky projects really require a window of time (or budget), instead of a single-point objective. While the project targets can be based on expectations (the most likely versions of the analysis), project commitments should be established with less aggressive goals, reflecting overall project risk. The target and committed objectives set a range for acceptable project results and provide visible recognition of project risk [18]. Project Communication and Control: Project communication is more effective when there is a solid, credible plan. Risk assessments also build awareness of project exposures for the project team, showing how painful the problems might be and when and where they might occur. This causes people to work in ways that avoid project difficulties. Risk data can also be very useful in negotiations with project sponsors. Using information about the likelihood and consequences of potential problems gives project teams more influence in defining objectives, determining budgets, obtaining staff, setting deadlines, and negotiating project changes [18]. Risk Assessment Risk Control There are two stages in the process of Project Risk Management, Risk Assessment and Risk Control. Risk Assessment can take place at any time during the project, though the sooner the better. However, Risk Control cannot be effective without a previous Risk Assessment. Similarly, most people tend to think that having performed a Risk Assessment, they have done all that is needed. Far too many projects spend a great deal of effort on Risk Assessment and then ignore Risk control completely [19]. Risk Assessment has three elements: Identify Uncertainties In this element, the entire project plans are explored, with special focus on areas of uncertainty [20]. Analyse Risks In this element, the requirement is to specify how the areas of uncertainty will have an impact on the performance of the project, either in duration, cost or meeting the users requirements [20]. Prioritise Risks At this stage the requirement is to establish which of the Risks identified should be eliminated completely [20]. This step is only is carried out due to the potential extreme impact, which should have regular management attention, and which are sufficiently minor to avoid detailed management attention [20]. In the same way, Risk Control has three elements, as follows: Mitigate Risks According to Mobey et al (2002), risk mitigation would include taking the necessary actions that are possible in advance to reduce the effect of Risk. It is better to spend money on mitigation than to include contingency in the plan [20]. Plan for Emergencies For all those Risks which are deemed to be significant, have an emergency plan in place before it happens [19]. Measure and Control This involves tracking the effects of the risks identified and managing them to a successful conclusion [19]. Different strategies There are different strategies and methods that have different approaches toward risk management. JISC (Joint Information Systems Management) says that the focus for risk management should be on risks related to the particular project, not project management in general (http://www.jisc.ac.uk/proj_manguide15.html). The overall goal according to Kendrick (2003) for risk management in a single project is to establish a credible plan consistent with business objectives and then to minimise the range of possible outcomes. That is why risk management in a project is about identifying potential risks, analyse the ones that have the greatest likelihood of occurring, grade their different levels of impact on the project and define a plan of how to avoid the risk and if it occurs how to reduce its impact (Heldman, 2005). Smith Merrit (2001) sees risk strategy as a five step process. Figure 3 shows the flow through the five-step process and lists deliverables from each step: Step 1: Identify risks that you could encounter across all facets of the project [28]. Step 2: Analyse these risks to determine what is driving them, how great their impact might be, and how likely they are [28]. Step 3: Prioritise and map the risks so that you can choose those most important to resolve [28]. Step 4: Plan how you will take action against the risks on this short list [28]. Step 5: On a regular basis, monitor progress on your action plans, terminate action plans for risks that have been adequately resolved, and look for new risks [28]. Frosdick (1997) also mentioned Strutt‘s, definition of the concept of risk analysis that is a seven stage process. Systematic assessment (item by item question every part of the system) [13]. Identification of risks [13]. Assessment of risks (frequencies and consequences) [13]. Establish acceptable/tolerable levels of risk [13]. Evaluate the risks. Are they acceptable? Can they be reduced and at what cost? Determine whether the risks are as low as reasonably practicable [13]. Determine risk reduction measures where appropriate [13]. Risk Assessment Evaluation There are many ways and different techniques to evaluate what the risks are, what the effect they have on the project and what measures can be put in if the risks should occur [19]. Risk assessment is by most people divided into two areas, Quantitative Risk Analysis and Qualitative Risk Analysis. Quantitative In its most basic form the formula for risk quantification is: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Rate of occurrenceà ¢Ã¢â€š ¬Ã¢â‚¬â€œ multiplied by the à ¢Ã¢â€š ¬Ã¢â‚¬ ¢impact of the eventà ¢Ã¢â€š ¬Ã¢â‚¬â€œ = risk. Methods based on this method are often called à ¢Ã¢â€š ¬Ã¢â‚¬ ¢expected value analysisà ¢Ã¢â€š ¬Ã¢â‚¬â€œ and include models like Annualized Loss Expectancy (ALM), the Courtney formula, the Livermore Risk Analysis Methodology (LRAM) and Stochastic Dominance (Snyder, Rainer Jr., Carr 1991). The advantages of Quantitative Risk Analysis methodologies are that they are good at identifying the most critical areas that, if something happens, will have the largest impact on the project. There are also disadvantages to Quantitative Risk Analysis. When one measures the probability of damage to the project the quantitative approach tends to average the events leading up to a problem (Snyder, Rainer Jr, Carr 1991). Qualitative Qualitative methods attempts to express risks in terms of descriptive variables rather than an economic impact. These approaches are based on the assumption that certain threat or loss of data cannot be appropriately expressed in terms of dollars or pounds and that precise information is impossible to obtain. These methodologies include Scenario Analysis/Planning, Fuzzy Metrics and questionnaires (Snyder, Rainer Jr., Carr 1991). The advantages of Qualitative Risk Analysis methodologies are that they save time, effort and expense over quantitative methods. This is because assets do not need exact values in dollars or pounds nor do threats need to have exact probabilities. It is also a valuable methodology in identifying significant weaknesses in a risk management portfolio. There are disadvantages with this method as well. Qualitative Risk Analysis is inexact, the variables used (e.g. low, medium and high) must be understood by all parties involved (Snyder, Rainer Jr., Carr 1991). Risks Reduction Once risks have been identified and evaluated they have to be responded to in some way. Wideman (1992) lists seven basic responses on identified risks: Recognised but no action taken (absorbed as a matter of policy) Avoided (by taking appropriate steps) Reduced (by an alternative approach) Shared (with others, e.g., by joint venture) Transferred (to others through contract or insurance) Retained and absorbed (by prudent allowances) Handled by a combination of the above Dorfman (1997) says that all techniques to manage the risk fall into one or more of these four major categories (remembered as the 4 Ts): Tolerate (aka Retention) Treat (aka Mitigation) Terminate (aka Elimination) Transfer (aka Buying Insurance) Bliss (2005) listed these five types of similar risk responses as Dorfman and Wideman. Risk avoidance: Also known as risk removal or risk prevention, risk avoidance involves altering the original plans for the project so that particularly risky elements are removed. It could include deciding not to perform an activity that carries a high risk. Adopting such avoidance techniques may seem an obvious way to deal with all risks. However, often the areas of the project that involve high risks are also the areas of the project that potentially contain the highest worth or the best value for money. Avoiding such risks may also result in removing potentially the best bits of a resource, and an alternative strategy that retains these risks may be more appropriate [13]. Risk reduction: Risk reduction or risk mitigation involves the employment of methods that reduce the probability of a risk occurring, or reducing the severity of the impact of a risk on the outcome of the project. The loss of highly skilled staff is a considerable risk in any project and not one that can be totally avoided. Suitable risk mitigation could involve the enforcement of a notice period, comprehensive documentation allowing for replacement staff to continue with the job at hand and adequate management oversight and the use of staff development programmes to encourage staff to stay [20]. Risk transfer: Risk transfer moves the ownership of the risk to a third party normally by contract. This also moves the impact of the risk away from the project itself to this third party [20]. Risk deferral: The impact a risk can have on a project is not constant throughout the life of a project. Risk deferral entails deferring aspects of the project to a date when a risk is less likely to happen. For example managing the expectations users have about the content and delivery of a resource can be time-consuming, one way to reduce this risk is by not making a web resource available until user testing is complete [20]. Risk retention: Whilst a certain number of the risks to the project originally identified can be removed by changing the project plan or dealt with by transferring the responsibility of the risk to third parties inevitably certain risks have to be accepted as a necessary part of the project. All risks that have not been avoided or transferred are retained or accepted risks by default [20]. Previous Successful Project: St Pancras International Rail Station According to XXXXXX, before St Pancras International rail station was opened; a number of days were devoted to testing all the systems and processes, using an army of thousands of volunteer passengers. These tests were carried out much before the opening day, thus providing enough time to resolve issues that might have occurred during testing [26]. By carrying out the testing in phases much long before the opening, members of staff were able to familiarize themselves with the systems and get actual hands-on experience before the station was opened to Eurostar traffic. Dry-runs were carried out as well with the vital lessons were learnt and adjustments made before exposing paying customers to the St Pancras experience. Inevitably the result was that on the opening day, everything went without glitches on the first day of international service [26]. Previous Failed Project: Denver International Airport The Denver International Airport was scheduled to open on October 31, 1993 with all three of its concourses fully running on the BAE automated baggage handling system that. On February 28, 1995, the new airport finally opened. Its opening came sixteen months late. The automated baggage system was supposed to improve baggage handling by using a computer tracking system to direct baggage contained in unmanned carts that run on a track. BAE systems presented the City of Denver with a proposal to develop â€Å"the most complex and automated [and integrated] baggage system ever built. Original target opening date for the airport was (delayed seven times over the next three months). City of Denver invited reporters to observe the first test of the baggage system without notifying BAE. This was a public disaster! Reporters saw piles of disgorged clothes and other personal items lying beneath the Telecars tracks. Lots of mechanical and software problems plagued the automated baggage handling system. When the system was tested, bags were misloaded, sent to different routes, and fell out of automated telecarts, thus causing the system to jam. The automated baggage system still continued to unload bags even though they were jammed on the conveyor belt, because the photo eye at this location could not detect the pile of bags on the belt and hence could not signal the system to stop. Main Lessons One of the lessons BA and BAA might have been learnt from the Denver project, was that BAE actually built a prototype of the automated baggage handling system in a 50,000 sq. ft. warehouse near its manufacturing plant in Texas. But as similar to the T5 project, there was no evidence of adequate training and the results from simulation testing has been proven to be different to a real world scenario with real customers. I addition, research also shows that BAE had given an initial estimate of at least a year to test the system and get the system up and running, but United airlines and the other stakeholders pressed for a much shorter timeframe. City of Denver got the same story from technical advisers to the Franz Joseph Strauss airport in Munich (that less complicated system had taken 2 years testing and was running 24 hours a day for 6 months before the airport opened. Risks recognised early in the Project Very large scale of the project. Enormous complexity. Newness of the technology. Large number of entities to be served by the system. The high degree of technical and project definition uncertainty. Risk Identification PMBOK (PMBOK Guide, 2004) lists five tools and techniques for risk identific