Based On Your Reading This Week, How Has Your Impression Of

Based On Your Reading This Week, How Has Your Impression Of Based On Your Reading This Week, How Has Your Impression Of Informatics, Especially Nursing – Coursework Example Reflection on Nursing Informatics The continuous development of telecommunications and computer technology continues to offer the health sector opportunities that promote communication, education and patient safety (Johnson et al., 2012). Consequently, the American health care system seeks to implement electronic health records entirely (American Association of Colleges of Nursing, 2012). The resources accessed and used, and the information together with discussions with my classmates during this week has immensely heightened my apprehension of numerous elements of nursing and medical informatics. Before enrolment to this course, my conception of nursing informatics was a little limited. I initially thought that nursing informatics entailed using a computer at the nursing wards next to the patient’s bed while providing care to record information. While nurses persist to use computers to record information, I have realized that nursing informatics also avails unlimited access t o resources on patients and their families, themselves and fellow nurses (Matney et al., 2011).Over this week, I learnt that nursing informatics is deemed a subspecialty of healthcare informatics (McGonigle & Mastrian, 2015). Notably, I learnt that nursing informatics expedites the incorporation of data, knowledge and information to support patients, nurses and health care professionals in resolution making in their functions and fields of specialty (McGonigle & Mastrian, 2015). I learnt that nursing informatics involves computer science, information science and nursing science (Johnson et al., 2012). If anyone had asked me earlier then I would have told them that one only required computer skills to carry out informatics. During this week, I also learnt that nursing informatics is a specialized field that is essential in the speedily shifting healthcare delivery system (Johnson et al., 2012). I initially thought that nursing informatics was a luxury that nurses would use in the hea lth care system.ReferencesMcGonigle, D. & Mastrian, K. (2015). Nursing informatics and the foundation of knowledge (3rd ed.). Burlington, MA: Jones and Bartlett. American Association of Colleges of Nursing QSEN Consortium. (2012). Graduate-level QSEN competencies: Knowledge, skills and attitudes. Retrieved from aacn.nche.edu/faculty/qsen/competencies.pdf Johnson, J. E., Veneziano, T., Malast, T., Mastro, K., Moran, A., Mulligan, L., & Smith, A. L. (2012). Nursings future: Whats the message? Nursing Management, 43(7), 36–41. doi:10.1097/01.NUMA.0000415493.20578.f2 Click here to access this article Matney, S., Brewster, P. J., Sward, K. A.,Cloyes, K. G., & Staggers, N. (2011). Philosophical approaches to the nursing informatics data-information-knowledge-wisdom framework. Advances in Nursing Science, 34(1), 6–18.

Essay on Encyclopedia of American Business

Essay on Encyclopedia of American Business Essay on Encyclopedia of American Business Essay on Encyclopedia of American BusinessThere is no doubt that the dramatic period of the 1960s and early 1970s was a time of significant changes characterized by one of the most severe crises of the capitalist system itself. In those times, it was possible to see various changes concerning the emergence of new nations all over the world, the appearance of insurgent movements, struggling to overturn the existing governments, the establishment of countries that grew in order to become economic powerhouses and then to complete with the United States, and the rise of economic relations that came in order to predominate in the world and recognize the fact that military operations could not be the only possible way for expansion or growth.In fact, during those critical times, the administration of President Richard Nixon greatly responded to the dramatic changes of the late 1960s and early 1970s. He not only continued the attack against crime, but also approved the Equal Rights Amendmen t to guarantee equal rights for women.However, one of the most remarkable changes of those times was considered to be intervention in the marketplace. The government launched many new programs that completely contributed to the country’s prosperity. Oddly enough, but spending financial resources on both wars (the Vietnam War and the war on poverty), greatly contributed to the country’s prosperity in the short-term perspective. However, the government’s inability to raise taxes in order to cover those efforts has led to inflation that completely destroyed this prosperity. As a result, President Nixon ‘imposed price and wage controls’ (Folsom and Boulware 364) as well as rent-control laws in order to take control over inflation.In conclusion, the dramatic period of the 1960s and early 1970s was a time of significant changes characterized by one of the most severe crises in all the spheres of people’s lives. Indeed, one of the most remarkable ch anges of those times was intervention in the marketplace. It was primary characterized by price and wage controls as well as rent-control laws.

SUMMARY FOR ARTICLE Example | Topics and Well Written Essays - 250 words

SUMMARY FOR - Article Example In addition, cyberspace was proffered to contain a range of psychological effects, to wit: for simulation of conflict resolution strategies; to work through personal issues to identify an appropriate personal identity; and to engage in adolescent moratorium through intense interactions with both ideas and people. These effects are made possible through the accessibility of unlimited time, space, environment and windows accorded by cyberspace. Turkle made one realize that â€Å"on the internet, one can be many, and one usually is† (Turkle, 528). Finally, the notions of identity and multiplicity were distinguished as a productive repercussion of cyberspace. Through cycling through, the model of multiplicity was enhanced and actually encouraged as a â€Å"state of easy traffic across selves† (Turkle, 530). The medium of cyberspace paved the way for self-expression through various identities where all exist in roles and inner perceptions of an individual. It ultimately changed the concept and orientation of culture from a psychoanalytic nature to a computer-based perspective. Turkle finally concluded that â€Å"it is time to rethink our relationship to the computer culture and psychoanalytic culture as proudly held joint citizenship† (Turkle, 531). Indeed, onlife life has a profound effect and impact one’s perception and expression of personal

Macro and Microeconomics Essay Example | Topics and Well Written Essays - 1000 words

Macro and Microeconomics - Essay Example The exchange rate is 5.5francs/dollar meaning that one dollar is equivalent to 5.5 francs. Therefore, a Chrysler Neon costing 14,300 dollars will have the frank price calculate below: 1dollar = 5.5 francs 14,300 dollars= Franc price of Neon Using the principle of cross-multiplication, Price of Chrysler Neon = (14,300 dollars x 5.5 francs)/1dollar = 78,650 francs Question three Given that the franc depreciates by 9% and the initial exchange rate was 5.5 francs/dollar, the franc price of the shirt and dollar price of Chrysler Neon will be affected by the depreciation. If the franc depreciates by 9% from its previous dollar value, the dollar price of the shirt will also change as depicted in the following calculations. Depreciation = 9% Taking the original exchange rate, 5.5 francs/dollar, to be 100%, then the value after depreciation must be higher than the initial value by exactly the same amount as depreciation. New value = (100 + 9) % = 109% Therefore, the new exchange rate = (109/1 00) x 5.5 francs/dollar = 5.995 francs/dollar Hence, the new price of the shirt = (220 francs x 1 dollar)/5.995 = 37 dollars. ... The reason is that as the products become cheaper, the domestic and foreign demand of the products will increase. As currency devaluation increases competitiveness, demand for the country’s export increases, resulting in an increase in aggregate demand. According to macroeconomic principles, an increase in aggregate demand will cause an increase in GDP (Boyes & Melvin, 2011, pg.273). On another monetary perspective, France receipt from foreigners might increase due to currency devaluation and exceed the outgoing payments hence leading to an improved balance of payments. The fact that increased supply of foreign money leads to low supply of domestic currency highlights that an upward pressure will be placed on the domestic currency. Together with expensive imports due to currency devaluation, this pressure results in high price levels as well as higher GDP and employment levels. On the other hand, the depreciation in French franc will decrease the aggregate demand in United Sta tes. The currency devaluation means that the dollar will be stronger against the franc. As a result, the US imports from France will increase as the products in the country become cheaper. Comparatively, US products will be expensive and unpopular in the domestic and foreign markets. Aggregate demand which is dependent on price levels will decrease as more people will be opting to buy from France (Boyes & Melvin, 2011, pg.273). In the meantime, the gross domestic production will decrease as demand decreases. In addition, the franc depreciation will lead to a fixed exchange rate that is lower than the equilibrium exchange rate. This makes it cheaper for Americans to buy French goods and expensive for French people to

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Competition between Loblaw and Wal-Mart - Essay Example The Executive Chairman of the company is Galen Weston who at the time of the launching of these stores was just five month into the new position. He succeeded his father W. Galen Weston. The Executive Chairman is in a very demanding place at the moment. He not only has to flip the tables for the company but also has to save the family’s reputation. He supporting executives have let him down very badly with awfully wrong recommendations, now he has taken the reins of the organisational strategy in his own hands. He believes that he can turn the fortune of the company around because according to him the company has been through much more difficult times than this and it has always managed to crawl back up. And there is no reason to believe that the company would not do the same now when it faces a similar crisis situation (Besanko, Dranove, Shanley, and Schaefer, 2007). BARRIERS TO ENTRY: Barriers to entry are placed by an existing business of an industry in the industry to disc ourage other interested entrant from entering the industry (Ferguson and Ferguson, 1994). The existing business can discourage a new entrant in a number of ways, for instance its can fabricate certain situations in the industry which would require a new entrant to put up huge capital investment before entering the industry (Leamer, 2009). The existing business can also put up a show of its strong brand equity in the marketplace, which can also discourage a new entrant from entering (Barthwal, 2000). Michael E. Porter (2008), while analysing the competitive environment of an industry identified six entry barriers: 1. Economies of scale: This occurs when unit price of a product decreases when a certain level of production volume is reached by a business (Mankiw, 2009). When existing players in the industry gain this advantage they force the new entrant to either find a competitive production volume or bear the high unit cost. Other similar cost advantages which the existing player wou ld have on his side include: proprietary information, favourable location, experience, excess to raw material, government subsidies and etc (Arnold, 2008). 2. Product Differentiation: Since existing businesses in an industry have an established brand equity and identity, this fact makes it important for new entrant to come up with a different product. In this regard the new entrant has to invest a lot of resources, which can be very discouraging for him (Wessels, 2000). 3. Capital Requirement: This is a requirement which comes up when new entrant wants to enter an industry. They have to commit huge amount of capital to acquire operational status (Johnson & Scholes 2001). 4. Switching Cost: This cost has to deal with customers, who have to bear this cost when they switch to a different provider of the same product. Certain industries have a very high switching cost which makes it important for the new entrant to offer customers some relief or incentives so that the customers find som e motivation to switch (Borodzicz, 2005). 5. Access to Distribution Channels: In an industry the established players have a dominating position when it comes to influencing the members of distribution channels. Through long standing relationship agreements an established business erects a hurdle for a new entrant, who has to

Project management methodologies

Project management methodologies Part 1 A methodology is a set of guidelines or principles that can be tailored and applied to a specific situation (Jason P. Charvat, 2003). IT Project Management Methodology is characterized as a collection of methods to perform highly structure planning, scheduling and scoping of IT project in order to deliver welcoming products or services to clients (Jason P. Charvat, 2003). A software development methodology refers to the framework that is used to structure, plan, and control the process of developing an information system (Selecting a Development Approach, 2008). A successful project management methodology aims to structure the processes of leading project to a satisfied end by undertaking certain right perspectives and logical sequences of processes within the project development life cycle. A reasonable project management methodology is crucial to bridge the cap between rough project plans and detailed technical matters. According to the figures from KPMG International, 81% of companies reported an increase in the number of new IT projects in the past 12 months(2006), and 88% reported an increase in the complexity of projects (Ann Bednarz Denise Dubie, 2006). Generally speaking, IT project is relatively more complex and technical than in other disciplines. During the life cycle of IT project, the methodology is used to monitor the status of progress at each phase. At the same time, due to diverse nature of information technology project, acceptable IT project management methodology ensures the entire project on the right track and consistency of process, and reviews the further possible improvements by evaluating current strategies and progresses. Regardless, clear IT management methodology is a critical process to manage the project activities precisely and greatly in crease the odds of project success (Stephen B. Page, 2002). Information technology project management methodology commonly consists of five major components, which are initiating, planning, executing, controlling and closing of project (Kathy Schwalbe, 2006). The five phases are interrelated, and each of these components represents a specific phase of project development life cycle. For example, planning processes involve several comprehensive aspects of the project, such as schedule management plan, scope management plan, cost estimates, possible training and procurement plans, and so on, defining each related knowledge area at that point in time (Joseph Phillips, 2004 Kathy Schwalbe, 2006). From the big picture, the executing processes require the most resources and time, following by the planning processes (Kathy Schwalbe, 2006). Software development is a phase of software production. It includes all stages of activities to develop software which meets the needs of clients and potential user groups. The term Software development is different from project management, as software development usually falls under the execution phase of project management. In other word, software development is a subset of project management. However, they still have some other overlaps. For software development lifecycle, it still incorporates some sections from planning processes, monitoring and controlling processes. In addition, the software development cannot be self-sufficient and independent from project management as the development process is the inner cycle of IT project. Furthermore, the software development methodologies and IT project management methodologies are also interlinked but differ from each other. The aim of software development methodologies is to provide a framework to assist and clarify each individual ph ase of development lifecycle from the start to completion, and improve overall performance of software product. Whereas IT project management methodologies focus on the entire procedures of activities involved in the project life, an IT project itself not only contains certain amount of software development tasks but also other correlated preliminaries and later stage finalizations. For instance, an IT project could be split into different streams, deployment component is part of the project and it operates under the project management methodologies. The software development methodologies only monitor the stage of software development, but IT project management methodologies are also employed to assist the running of the whole project (Kurt Bittner Ian Spence, 2007). In general, IT project management methodologies widely spread on the project management template. They are the guidelines to assist software development kind of technical activities and planning stage kind of administr ation activities. Part 2 The efficient delivery of IT projects means the project is capable of using optimized amount of identified and allocated resources to deliver products or services to clients. It mainly focuses on the integrated resource use by the project whereby time and budget are two indicators. The minimized acquisition cost of project from start to completion defines the basis of efficient delivery. The term Triple Constrains is defined as scope, time and budget. The scope factor is used to measure the effectiveness of the project. The effective delivery of IT project suggests that the project provides desired level of quality and enables clients to use the products or services effectively (Wim Van Grembergen, 2001). The use of IT project management methodologies is considered important in the efficient and effective delivery of IT projects. In general terms, the balance of scope, time and budget is always crucial for IT projects success. It helps to reduce the cost of a project by accomplishing more workload with lower amount of resources and a shorter time frame without any expense of quality (Stephen B. Page, 2002). This goal is achieved only by applying appropriate methodologies to project management. Moreover, a clear methodology ensures the entire operation of project is following predetermined sequences of processes and enables monitoring the project in terms of cost, timing and schedule (Jason P. Charvat, 2003). Since the operation of project is capable of optimize using allocated resources, the project maintains a good balance status in terms of time and budget. Budget control, meeting deadlines and fulfill the general customer requirements are essential to reach the scope of high qualit y project (Stephen B. Page, 2002). At the same time, a clear definition of scope is very important to successful completion of project and positive feedbacks from users in order to accomplish the aims of effective delivery of IT projects. A standard IT project management methodology enables different parties in the project team to unify interdepartmental activities. Although it is inevitable to encounter conflicts and possible confusion between team members during the project life-cycle stages, an appropriate methodology should be applied to resolve the technical or non-technical conflicts by certain approaches. For instance, the methodology authorizes project manager to acquire sufficient information about the conflicts by looking through the conflicting parties point of views (Stephen B. Page, 2002). If the conflict is a technical issue, the resolution process could be done by involving both parties and a technical expert to search for an ideal resolution which is indentified and agreed by all parties (Stephen B. Page, 2002). However, for non-technical conflicts, project manager or other senior managers should attempt to help it out as soon as possible via different ways (Stephen B. Page, 2002). As mentioned above, reduction of internal conflicts is able to cut back the opportunity cost, which has assisting effects on efficient and effective delivery of IT project. In general, conflicts would result in consuming extra resources of the project, but it could still be beneficial to the project as the resolutions may produce more effective ways of performing tasks (Manjeet Singh), or possibly reduce the risks of failure. Furthermore, an early introduction of formal IT project management methodologies adds critical values to the project itself. It is extremely important to clarify all intended processes, procedures and documents required in each phase before kick-off (Stephen B. Page, 2002). Early stage of methodology notification provides a roadmap to all stakeholders. This produces synergistic effect, which could possibly minimize the total amount of resources committed to the project (Harold Kerzner, 2004). In addition, the methodologies are enhanced through the valuable insights from the pre-discussion at the beginning of the project (Harold Kerzner, 2004). Otherwise, delay in obtaining the information about methodology leads to unnecessary waste of time and efforts. It is unclear for each party involved in the project to produce demanded deliverables. Possible restart or backtrack to initial start point would be required in order to reproduce intended outcomes. To sum up, appropriate use of IT project management methodologies bring various kinds of benefits while undertaking IT project. Project managers also need to aware of the proper time to introduce the methodologies to team members. Bibliography Ann Bednarz Denise Dubie, November 15 2006, Project management software can curb IT inefficiencies, Network World, viewed 18 March 2010, . Harold Kerzner, 2004, Advanced project management: best practices on implementation, John Wiley Sons, Inc.,Hoboken, New Jersey, p. 116. Jason P. Charvat, 2003, Project management methodologies: selecting, implementing, and supporting methodologies and processes for projects, John Wiley Sons, Inc., Hoboken, New Jersey, p.3. pp.10-11. Joseph Phillips, 2004, IT project management: on track from start to finish, The McGraw-Hill Companies, pp.459-406. Kathy Schwalbe, 2006, Information Technology Project Management Fourth Edition, Thomson Course Technology, p. 72, p. 95, p.110. Kurt Bittner, Ian Spence, 2007, Managing iterative software development projects, Pearson Education, Inc, p.550. Manjeet Singh, Resolving conflicts, ProjectMinds, viewed 21 Mar 2010, . Stephen B. Page, Aug 14 2002, the key to becoming a successful project manager, TechRepublic, viewed 21 Mar 2010, . U.S Department of Health Human Services, March 27 2008, SELECTING A DEVELOPMENT APPROACH, U.S Department of Health Human Services, viewed 17 March 2010, . Wim Van Grembergen, 2001, Information Technology Evaluation Methods Management, Idea Group Publishing, p. 214. Project Management Methodologies Project Management Methodologies LITERATURE REVIEW 2.1 Introduction: In this chapter the literary information of this research are analysed and discussed leading to the unanswered question which this study answers through the research and data analysis. This chapter is analysed thorough a research done using numerous books and journals related to this research area. Project management (Woodward, 2007) is a key to companies adopting business improvement methodologies such as Six Sigma, which improve their efficiency and competitiveness in the market. Project management is a core competency for a company to maximize the effect of the methodologies to be used for the research. In the past Organizations have been mainly focused on the development of their products lifecycle and ensured that their project management practitioners have had the required knowledge in the form of procedures, tools and techniques. Companies have sought to improve their project management competency through structured training programs. In this chapter the project management methodologies used for developing the project in an organisation is discussed in this chapter. The process of project management methodology in a project is analysed in depth based on PRINCE2 methodology and the process of Project Management department is evaluated by investigating project management department in Infosys technologies limited. The project management team roles are investigated and their responsibility in a project is analysed by the author in this chapter. 2.2 Project Management Methodologies: Kerzner (2005) defines a methodology is a set of guidelines that can be applied to a specific situation during a project. In a project environment, these guidelines might be a list of things to do. A methodology is of a specific approach, templates, forms and even checklists used over the project life cycle.The project methodology is the work of all team members involved in the project throughout the life cycle of a project to for the project success. The project management methodologies (OGC, 2005) are: PRINCE2 PMBoK Method123 Tensteps COBIT PRINCE2 is a true framework developed and instituted in the UK under the Office of Government Commerce (OGC) a government agency; System Development Life Cycle (SDLC), the classic waterfall approach and Solutions-based Project Methodology and a simplified approach for the consultants to work for the clients. The Ten Step methodology comes to project management frameworks and appear to be only two or three that are generally applicable. The Development Methodologies, i.e. management of the technology including information technology and software development in particular are suitable to complete the project. The process includes the project management methodologies and classic building development by a way of comparison. The Office of Government Commerce (OGC) adopt the principle of making its copyright materials such as PRINCE2 widely available to use for developing the project, the only cost incurred is the purchasing of the manual. OGC has encouraged supplier organisations to provide a competitive range of tools, training and other services to support the users. With the development of PRINCE2, OGC is keen to ensure the best package of products and services that are available to the users. OGC has also established collaboration partnerships with a number of organisations specifically to provide support for PRINCE2 and the related areas of Programme Management and the Management of Risk. (OGC, 2005) PMBoK, Method123 and COBIT (Lewis, 2002) focus on the technology and focus more on a generic project management approach. The methodology to use based on the organizational requirements is of Light and Heavy methodologies, the project size and complexity will affect the type of methodology to be selected. Managing the project and managing the technology is by applying the appropriate methodology, project managers are likely to deliver the solutions based on the client requirements. The two types of methodologies are: Project management methodologies and Development methodologies. The project framework of project management methodologies consists of eight chapters as follows: (Lewis, 2002) 1. Understanding Project Methodologies 2. Project Methodologies Explained 3. Project Management Frameworks 4. Development Methodology Selection and Utilization 5. Implementing Project Methodologies 6. Supporting the Methodology 7. Project Templates and Techniques 8. Project Processes and Trends A methodology (Nicholas, 2001) of managing projects observed that projects have common characteristics that can be formalized into a structural process to manage projects more effectively. The project development process and the development methodology are the means of getting from segment to segment. The methodology provides a means for selecting the degree of project management appropriate to the project. Each phase can typically be brought to closure in some logical way before the next project phase begins and each phase results in discrete deliverables which provide the starting point for the next phase. Cost and schedule estimates: plans, requirements and specifications are evaluated at the end of each phase, sometimes before deciding whether to continue with the project. Adopting an incorrect methodology or having no project framework in an organisation might cause a: (Pinto, 2000) †¢ Schedule and cost slippages, †¢ Miscommunication within the team, †¢ Wasting time on administrative tasks that have no purpose, †¢ Reliance on technical wizardry to get projects done, and †¢ Project management burnout. The project management department get the message across senior management which briefly explains the capability maturity model (CMM) and its five levels in it as sets of strategies for improvement. The CMM levels are: Initial, Repeatable, Defined, Managed and Optimized. The project management methodologies take a leading role in a company and it needs to be good in a few areas: (Cleland and King, 1998) †¢ Project management philosophy is firmly entrenched †¢ Project management is a core competency †¢ The company is focused on making projects succeed †¢ Processes and infrastructure are in place †¢ Effective reporting is established †¢ Both project methodology and development methodologies are well documented †¢ Project staff is provided continuous training †¢ Project information is communicated continuously †¢ Projects are monitored against performance †¢ Quality and delivery excellence are built in †¢ Projects are routinely audited Different methodology proponents use different labels, perhaps to differentiate their products. In all the methodologies described while the first several items in the list are dealt with, the remainder is absent. It is almost as though the author was interrupted in mid flight and never returned to the same spot. Similarly, some methodologies are mentioned but not described and others are described but not listed in explanatory tables. (Meredith and Mantel, 2005) 2.3 PRINCE2 Project Management Methodology: CCTA (1996) defines a PRINCE2 as â€Å"a management environment for the purpose of delivering one or more business products according to a specified Business Case is needed to produce a unique and predefined result at a pre-specified time using predetermined resources†. A PRINCE2 project consists of the following characteristics: (Wearne, 2006) A finite and defined life cycle, Defined and measurable business products, A corresponding set of activities to achieve the business products, A defined amount of resources, An organisation structure, with defined responsibilities, and to manage the project. A PRINCE2 project is driven by its business case which describes the organisations justification, commitment and rationale for the projects outcome. The business case is regularly reviewed with the projects progress to ensure the business objectives, which may well change during the life of the project till the objectives are met. The projects are of different groups of people involved, including the customer, one or more suppliers and the user. PRINCE2 is designed to provide a common language across all the people involved in the project. Bringing customers and suppliers together generally involves contracts and contract management. The aspects of PRINCE2 recognise the need to provide projects with necessary controls and breakpoints to work successfully within a contractual framework. (Burke, 1999) PRINCE2 (Colin, 2005) is a method for managing projects and it helps to work out who should be involved and what will be their responsibilities to complete the project successfully. It gives a set of processes to work through and explains what information should be gathered along the way. PRINCE2 is a process-based approach to project management. The processes define the management activities to be carried out during the project. PRINCE2 describes the components that are applied within the appropriate processes and recommends a number of techniques to be utilised for the process. The PRINCE2 process model consists of eight distinct management processes and the activities from setting the project on the right track through controlling and managing the projects progress through to project completion. The Planning process is triggered by many of the other processes. The key to successful use of the process model is in tailoring it to suit the needs of the individual project. (Bradley, 2005) 2.3.1 Directing a Project (DP): This process is performed by the Project Board (Project Manager, Project coordinator and project officer) and describes the direction and key decision making of the project. This is the only process performed by the project board. Whenever a decision is made, the Project Board will the Business Case, Project Plan and Risk Log as the basis for that decision. (Bradley, 2005) The DP processes are managed by the project board throughout the project from start-up to project closure. The DP process has five major steps: (Baguley, 2004) Authorising the preparation of a project plan and business case for the project Approving the project go-ahead Checking that the project remains justifiable at key points in the project life cycle Monitoring progress and giving advice as required Ensuring that the project comes to a controlled close 2.3.2 Starting up a Project (SU): SU (Bradley, 2005) gives an idea about the project whether it is viable and worthwhile to process. It is classed as pre-project work and includes the activities with definition and appointment of the Project Management Team Preparation with a brief idea about the project. According to (Baguley, 2004) starting up a project is a pre-project process with five objectives: Design and appoint the project management team Ensure that the aims of the project are known Decide on the approach which will be taken within the project to provide a solution Define the customers quality expectations Plan the work needed to draw up the PRINCE2 between customer and supplier. 2.3.3 Initiating a Project (IP): This process prepares the information on whether there is sufficient justification to proceed with the project, establishes a sound management basis for the project and creates a detailed plan for as much of the project as management are in a position to authorise. (Baguley, 2004) IP is the first stage of the project. It lays the groundwork for the project and creates the Project Initiation Document (PID). The information contained within the PID expands on that contained within the project brief and will define in detail the project that will be delivered including standards which will met or maintained the Business Case and Project Plan. The following activities are all carried out during IP prior to assembling the PID. Refining the Outline Business Case and risks with information gathered or forecast during the creation of the Project Plan Identifying and agreeing an appropriate level of control for the project and defining the project communication plan creation of the project files, the Issue Log and Lessons Learned Log. If the project is managed in stages, the next Stage Plan will be created when assembling the PID. (Bradley, 2005) 2.3.4 Controlling a Stage (CS): CS covers the day-to-day management of the project and it is where the Project Manager does their job. This involves: Handing out work to the teams, Monitoring that the work is progressing within tolerance and to the correct level of quality, Creation of Highlight Reports to send to the Project Board at a frequency agreed when the controls were set during IP, Risk management, Logging and analysing the impact of issues, and Resolving any problems or deviations within tolerance. (Bradley, 2005) 2.3.5 Managing Stage Boundaries (SB): In order (Bradley, 2005) to maintain control over the project: larger, complex or more risky projects should be divided into stages. Each planned stage is approved by the Project Board before it is delivered. The Project Manager will: Create the next Stage Plan Update the Project Plan, Business Case, and Risk Log And any other information as appropriate Prepare an End Stage Report for presentation to the Project Board Seek authorisation from the Project Board to deliver the next Stage Plan 2.3.6 Managing Product Delivery (MP): MP (Bradley, 2005) covers the work of the Team Manager and a role dedicated to work with the specialist teams ensuring that their work is completed within any constraints defined within the Work package agreement. In simple terms, MP covers: Accepting the work from the Project Manager, Creating a Team Plan if appropriate, Getting the work done, Reporting Checkpoints at an agreed frequency, Carrying out any necessary quality checks, Escalate the issues which has the work package tolerances, and Returning the completed work back to the Project Manager. 2.3.7 Planning (PL): PL (Bradley, 2005) is triggered whenever the Project Manager or Team Manager appropriate and creates a plan. The process describes the production of a plan including: The initial identification of the required plan format Identifying and describing the products that must be created together with any additional activities dependencies Estimation and the scheduling of events Creation of the plan narrative. 2.3.8 Closing a Project (CP): CP (Bradley, 2005) ensures that everything has been delivered to the customers satisfaction and ties-up any lose ends. It also ensures that the products produced are handed over to those responsible for their on going and future operation. All of the closure activities are subject to the Project Board confirmation that they are happy for the project to finish. Once the project closure has been completed the following information will have been created: End Project Report; Including the Post Project Review Plan; Follow-on Actions Recommendations and for each open Issue. For those currently open risks which may impact has been delivered during its operational use with lessons learned report; both positive and negative lessons and Project file archive. The Post Project Review Plan will identify appropriate times for measures of benefit achievement. 2.4 PRINCE2 in an Organisation: PRINCE2 (OGC, 2005) provides benefits to the managers and directors of a project and to an organisation through the controllable use of resources and the ability to manage business and project risk more effectively. PRINCE2 proven best practice in project management and it is widely recognised to provide a common language for all participants in a project in an organisation. PRINCE2 (Scott, 2002) encourages formal recognition of responsibilities within a project and focuses on what a project to deliver. PRINCE2 provides projects with a controlled and organised start, middle and end; Regular reviews of progress against plan and against the Business Case flexible decision point and management control of any deviations from the plan. The existence of a viable Business Case is confirmed at the start of the project, and verified throughout the project to form the basis of every decision made by the Project Board. The Business Case is a statement of reasons for doing the project and the benefits of carrying out the project balanced against a summary of the cost, timescales and risk involved in achieving the benefits (Turner, 2004). If the Business Case is no longer considered viable then the Project Manager will ask to close the project. The involvement of management and stakeholders at the right time and place during the process of a project plays an important role for the success of a project. Managers using PRINCE2 are able to establish terms of reference as a pre-requisite to the start of a project. A defined structure for delegation, authority and communication; divide the project into manageable stages for more accurate planning; ensure resource commitment from management is part of any approval to proceed; provide regular but brief management reports and keep meetings with management and stakeholders to a minimum but at the vital points in the project. Those who will be directly involved with using the results of a project are able to participate in all the decision-making on a project; involved in day-to-day progress and provide quality checks throughout the project and ensure their requirements are being adequately satisfied. (Kerzner, 2003) PRINCE2 suggests the projects that should be broken down into stages and the sub-processes dictate how each individual stage should be controlled. It includes the way in which the process is authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. This covers the things that should be done at the end of a project. Project is formally de-commissioned and follow on actions are identified in the project itself be formally evaluated. (Kerzner, 2003) A good project management (Maylor, 2005) method guides the project through a controlled, well-managed, visible set of activities to achieve the desired results. PRINCE2 provides the projects with: A controlled and organised start, middle and end Regular reviews of progress against plans and against the Business Case Flexible decision points Automatic management control of any deviations from the plan The involvement of management and stakeholders at the right time during the project Good communication channels between the project management team and the rest of the organisation Agreement on the required quality at the outset and continuous monitoring against those requirements. PRINCE2 (CCTA, 1996) is designed to be used on all type of projects in any environment. It contains a complete set of concepts and project management processes that are the minimum requirements for a properly run and managed project. The way in which it is applied to each project will vary considerably and tailoring the method to suit the circumstances of a particular project is critical to its successful use. PRINCE2 projects are always focused on delivering pre-defined products to meet a specified Business Case. It enables the project to capture and retain a definition of the business benefits that are the driving force behind the project itself. The customer and supplier environment assumes that there will be a customer who will specify requirement and pay for the project. A supplier will provide resources and skills to create that product successfully. The customer and supplier normally come from separately managed areas. Stakeholders have an interest and will be impacted by the project with its outcomes. The stakeholders include: (Healey, 2003) Customers, who have commissioned the work and will benefit from the end results on the Project Board by Project Executive, User(s) will be impacted by the outcome as they will use or operate the final product and represent on the Project, Board the Senior User(s), the customer and user may be the same group of people, Suppliers provide specialist resource or skills to the project with goods and services represented on the Project Board by the Senior Suppliers, Suppliers appoint Sub-contractors to provide products or services to them. PRINCE2 (CCTA, 1996) offers a series of plan levels that can be tailored to the size and complexity of a project. Each level of plan consist of the needs and recommend planning technique based planning, but the planning process includes the identification of activities and their dependencies. PRINCE2 facilitate the principle of management by exception and provide each level of management with information allowing them to assess progress to make appropriate decisions based on accurate information. 2.5 Project management methodologies risk management process: PRINCE2 (Bradley, 2005) defines risk management in two phases, risk analysis and risk management. Risk analysis covers the identification and evaluation of risk through the identification and selection of appropriate responses for the process. Risk management is of planning and the selected actions for monitoring and reporting on their status. Quality within PRINCE2 begins by establishing the Customers Quality Expectations and agreeing associated Acceptance. These will be detailed within a Project Quality Plan together with any external standards which will need to be met. It will also detail the change control processes and will contain the Configuration Management Plan. The Project Quality (Shtub and Bard, 2003)Plan defines how the project will achieve the required quality. Configuration Management defines how the assets of the project are identified, protected and controlled. It also identifies how it links with other PRINCE2 components and techniques to describe the role. The Configuration Management plan is identified within the Project Quality Plan. PRINCE2 emphasises the need for the controlled management of change and this is enforced with a change control technique plus the identification of the processes and responsibilities for change control. Change is inevitable and often beneficial to uncontrolled change causes project failure. Controlling change ensures that all changes are documented and analysed. Changes will be authorised only when their impact is fully understood and deemed to be beneficial or acceptable to the project. PRINCE2 is a generic project management (Baguley, 2004) method and recognised for using different techniques. Product Based Planning describes a framework, which can be applied to any type of project. PRINCE2recognises that most organisations will have their own defined change control processes to recommend an approach that treats each change request during the project development. The change control technique identifies the process and responsibilities for handling a change requests from its initial entry onto the Issue Log through its analysis and implementation. Bradley (2005) defines a number of activities which must be carried out in order for the project to be defined, developed and closed. PRINCE2 consists number of components which contain further detail on specific project management issues. Various components covered by PRINCE2 are: Business Case; Organisation; Plans; Controls; Management of Risk; Quality in a Project Environment; Configuration Management; Change Control. Project management (Kliem, et al., 2002) maturity models are designed around the companys own environment, structure and needs in to four levels of maturity: 1. The first level usually reflects an informal and individualistic approach to project management with poor project definition and co-ordination, 2. The next level reflects a more functional application with some project co-ordination and where project management is mainly viewed as a tool or technique, 3. The third level addresses project management as being practiced with some degree of excellence either in a transitional or matures state, 4. The final level addresses portfolio management and may not be applicable to all types of industry depending on their project types and numbers. The project management (Churchhouse, 1999) maturity models are effective in an organization and this ownership is shared across the executive management. Implementation and deployment will generally be responsibility of a dedicated team assigned, preferably to a central department or group within the organization who work as a team and provide strong sponsorship, guidance and commonality across the organization. This management team is supported by a network of project management practitioners within the organization. Structured methodology and documentation use across all levels of the organization, incorporating the companys cultural and operational characteristics aligned with the companys quality system, complies with industry and professional standards; and is effectively applied in operational use. Project management tools, whether technical or non-technical, enterprise wide need to meet the needs of the project management community with defined methodology. (Thayer, 2000) The project management (Harrison, 2002) needs are defined, measured, understood and developed to a visible career structure that has formal recognition, status and reward. Organizations from time-to-time need some direct intervention, whether its mentoring executive and senior management, coaching project and line managers, assisting project team members carry out their roles, assessing and bringing back on-track in-trouble projects, recruiting project managers for permanent or temporary assignments, creating a project management office (PMO), measuring workforce performance, or improving the visibility of project management within the organization. Management development of all the management layers is critical to success, whether an executive briefing, senior program or line management course needs to fully understand their roles and responsibility in supporting the environment, coaching behaviours and mentoring individuals. Managers are to be aware of the development and investment of the procedures, tools, training and competency with the investment manifests itself into the behaviours of the workforce across the whole width of the company. (Earl, et al., 1995) 2.6 Project Management department process: Measuring the behaviours in the upper management levels provides a clear demonstrable metric to the improvement of project management within Infosys Technologies Limited. The behaviours are categorized into the five areas that constitute a project manager leaders role: (Raz, et al., 2003) 1. Planning. 2. Organizing and staffing. 3. Directing and leading. 4. Controlling. 5. Reporting. The improvement is measured in two ways (Gray and Larson, 2002), firstly a percentage improvement between before and after scoring and secondly the percentage increase. PRINCE2 is documented to get the maximum benefit for an organisation and it accredits training organisations and registered consultants able to work to tailor and focus PRINCE2 on requirements. Each PRINCE2 project consists of a Project Board made up of the customer, someone who can represent the user side and someone to represent the supplier. In PRINCE2 these people are called Customer, Senior User and Senior Supplier respectively. The Project Manager reports regularly to the Project Board, keeping them informed of progress and highlighting. The Project Board is responsible for providing the Project Manager with the necessary decisions for the project to proceed and to overcome any problems. On some projects (Kerzner, 2003) the assurance is done by a separate team of people called the Project Assurance Team, but the assurance job can be done by the individual members of the Project Board themselves. On most projects there is a lot of administrative work needed, keeping everyone informed, arranging meetings, keeping plans up-to-date, chasing things up and keeping files. Project Managers often do all the work themselves, particularly on smaller projects. But if there are a number of projects going on at the same time, a Project Support Office can be setup to help the Project Managers in the process. One of the simplest yet most effective things upper management can do is to set out the companys policy for project management. This establishes the vision for how the company wants to best utilize project management concepts and gives a clear downwards communication. A useful starting point for considering the need to model project management performance is making the distinction between project performance and PM performance. These two are interlinked, but different and it is important not to confuse the two. PM performance might focus on delivering a project within budget, yet if the overriding success criterion or key performance indicator (KPI) for the project is delivering future benefit to the organisation. (Courtney and Hugh, 2001) The impact of success criteria on a number of Information Technologies (IT) projects the customer and other stakeholders, such as users, will define what they mean by quality. This focus on meeting customer and other stakeholder requirements corresponds with definitions of quality in the quality management literature and makes a link between quality, project performance and PM performance. The customers definition of what is quality in a project environment will be based upon attributes linked to the quality of the management process as well as attributes linked to the quality of the end product delivered by the project. (Jan Van Bon, 2006) The developing models of project (Woodward, 2007) performance can be provided in two ways. First, models that help organisations provide effective PM performance can lead to beneficial outcomes regardless of the success or otherwise of the project being managed. Second, as elements of PM performance may influence overall sat

the conscience :: essays research papers

She could not take it anymore. She was convinced that she could no longer endure the presence of that hateful vagabond. She was determined to end it, end everything, no matter how bad it might be, rather than bear his tyranny.   Ã‚  Ã‚  Ã‚  Ã‚  It had nearly been fifteen days with that struggle. What she didn't understand was the tolerance that Antonio had with that vagabond. No, truthfully, it was strange.   Ã‚  Ã‚  Ã‚  Ã‚  The vagabond begged for hospitality for one night: the night of Ash Wednesday exactly, when the wind dragged along a blackish dust, whirling, and whipped the glass windows with a dry crackle. Afterwards, the wind ceased, and there befell a strange calm to the earth, and she pondered, while closing and adjusting the window blinds.   Ã‚  Ã‚  Ã‚  Ã‚  --I don't like this calm--   Ã‚  Ã‚  Ã‚  Ã‚  She hadn't even locked the back door when that man arrived. She heard his call ringing from behind the door in the kitchen:   Ã‚  Ã‚  Ã‚  Ã‚  --Kind lady...--   Ã‚  Ã‚  Ã‚  Ã‚  Mariana felt sudden fear. The man, old and raggedy, was there; a hat in one hand, with a begging manner.   Ã‚  Ã‚  Ã‚  Ã‚  --Shall God protect you...--he started to say. But the vagabond's eyes looked upon her in a strange way. A way that robbed her of words.   Ã‚  Ã‚  Ã‚  Ã‚  Many men like him begged for the grace of heaven on winter nights. But something about that man frightened her without motive.   Ã‚  Ã‚  Ã‚  Ã‚  The vagabond began to recite his ballad: For one night, if they would kindly let him sleep in a stable; a piece of bread and a stable; he doesn't ask for more.   Ã‚  Ã‚  Ã‚  Ã‚  The storm announced its coming...   Ã‚  Ã‚  Ã‚  Ã‚  Outside, Mariana heard the drumming of the rain against the door. A deaf rain, thick, a warning of the approaching storm.   Ã‚  Ã‚  Ã‚  Ã‚  I'm alone--she said dryly--. I mean...when my husband is away, I do not want unknown people in my house. Go, and may God protect you.   Ã‚  Ã‚  Ã‚  Ã‚  But the vagabond remained still, looking at her. Slowly, he put his hat on and said: --I'm a poor man, kind lady. I never did any wrong to anyone. I ask very little: a piece of bread...   Ã‚  Ã‚  Ã‚  Ã‚  In that moment, two maids, Marcelina and Salome, came running in. They came from the vegetable garden, with their aprons over their heads, screaming and laughing. Mariana felt a strange relief after seeing them.   Ã‚  Ã‚  Ã‚  Ã‚  Well--she said--. Fine... but only for this night. For tomorrow when I awake, I do not find you here....   Ã‚  Ã‚  Ã‚  Ã‚  The old man knelt, smiling, and said a strange poem of thanks.   Ã‚  Ã‚  Ã‚  Ã‚  Mariana ascended the stairs and went to go to bed.

Tactical Leadership vs Organizational Leadership

Tactical Leadership vs Organizational Leadership Walter Trotter United States Army Sergeant Major Academy Class 63 SGM Stephens/MS Walker August 19, 2012 Tactical Leadership VS Organizational Leadership There are certain things that you need to know as a leader, I will explain some of the differences facts and opinions about tactical leadership verse organization leadership. Leadership is not just a word or act that is use only in the military, every organization in the world has some type of leadership structure from the small business to the biggest cooperation leadership plays an important roles.I will discuss some of the similarities between the tactical and organizational leadership as it relates to the Army. When we think of leadership in the Army we automatic think of the process of influencing soldiers to accomplish a mission by providing directions, purpose and motivation, but when dealing with tactical or organizational leadership a leader has to think about a different rol e and take into account the time frame and how they are going to influence their soldiers.Even thought there are several different types’ leadership the main goal is always going to be the same, and that is to get the mission done and try to improve upon the unit and its capabilities. We all know how the Army defines leadership but there are other things we have to take into account, like a bad decision can cause soldiers their lives. I do believe that tactical and organizational leadership are the same in some ways but depending on the role can be different. Tactical Leadership First, let’s talk about the tactical side.As we know there are three aspects in this process, the leadership role, the time frame and the leaders influence. One of the first things is that in order to be affective you have to be in front of your soldiers, you must have your subordinates trust, you must have a level of tactical and technical knowledge that is unmatched by anyone around you and h ave a wiliness to help and support your soldiers or they will not follow you. On the tactical side a leader has to lead, support develop and take responsible for his soldiers in order to accomplish his/her mission.As an effective leader one has to be especially close to their subordinates in order to provide them with the necessary purpose, direction and motivation to complete their assigned task. The tactical level is usually found at the company or platoon level, this leader is always looking to accomplish the short term goals in support of the long term mission. Tactical leaders must know how to solve problems quickly and without hesitation, they have more direct influence over soldiers because they are in the trenches with them.At this stage the leader has to council, correct and led their soldiers through the direct approach of leadership. Organization leadership This leadership style is where the leader actually has to plan and synchronize training in order that the small unit s are able to produce the tactical into the operational action. At the organization level a leader is not in a traditional leadership position when they are directly in charge of soldiers. Leaders in this style are the one whom establish section that develop plans and create orders.When a result is achieved at this level the entire team is responsibility for the outcome. Organizational leaders make decision that affect the long term goal and helps plan the short term mission for their subordinate units. The tactical and organization leadership styles have some very different level of leadership but the one thing that will never change between the two especially in the Army is the fact that you must have a good set of standard to follow, have good values and skill sets to save lives. Reference FM 6-22. (2006). U. S. Army Training and Doctrine Command

Computers Have Brought a Lot of Ease to Our Life essays

Computers Have Brought a Lot of Ease to Our Life essays Computers have brought lot of ease to our daily life Time has brought many revolutionary changes over the last few decades. If we look around ourselves, we can see countless inventions which are now an essential part of our life. Think about the life of people about 100 or 150 years ago when there were no luxuries of life. There were no cars, trains, aero planes, TVs, cameras etc. All these technological advancement have been done during the last 20th century. The most important of these inventions is computers. Computers have directly or indirectly influenced our life by a great deal. Some of us might not have noticed but now we cannot even think about surviving without computers because we are now totally dependant on it in some way. Many old people believe that computers have replaced man power in many industries and departments and it is creating massive amount of unemployment. I believe that those who have any kind of computer skills are getting better jobs and are enjoying much better life standard. Look at other businesses which are flourishing because of them. Trading done in stock market is much more than before because of the fact that people are doing trades from their homes. The trend of online shopping is on the rise and it has helped the postal services and many other courier services. Many people have access to their email accounts. Most of them check their emails up to 10 times a day. It has become one of the most important mean of communication superceding pagers and in some cases postal mails and faxes. If a student has to register for his classes in his/her school, he or she doesnt have to stand in front of registrar office for several hours. All they have to do select the courses sitting in their homes and even pay the bills right over the internet. They can buy the books online virtually from any where, any edition. So, at the end of the day we can save lot of time which can be utilized anywhere. ...

Let me not to the marriage of true minds, by William shakespeare.

Let me not to the marriage of true minds, by William shakespeare. ''Let me not to the marriage of true minds'' by William Shakespeare is an Elizabethan sonnet of 14 lines divided in three Quatrains and the habitual rhyming couplet. In this particular poem Shakespeare uses a complete different approach, luring the reader by achieving a dramatic change of style.Although keeping the simple A/B/A/B/C/D/C/D/E/F/E/F/G/G rhyming scheme, providing the sonnet with an harmonious, fluid sound and giving it the pleasant impression of a light-hearted song ''Let me not to the marriage of true minds'' does not fulfill all the typical criteria's Shakespearian sonnet, the subject evoked being without comparison to his previous pieces.Shakespeare deliberately takes an idealistic turn, praising love in it's purest form, where it is not only a simple feeling, but a synergy of the souls, where obstacles seem meaningless on the road of happiness, where no Impediments can be admitted in the ''marriage of true minds''.William ShakespeareThis great respect for love is alre ady announced by the poet in the very title, as he preaches that he shall not come in between of love ''Let me not to the marriage of true minds'' nor accept any impediments to destroy this permanent bond.''Love is not love which alters when alliteration finds {....} or bends with the remover to remove...'' Here the author makes a strong statement, claiming that true love is strong, constant and can be in no way alliterated by adversity or the hands of time. If altered or shaken by a ''remover'', proven impermanent by time as it was not apt to endure the arising obstacles in its path, this love is thus not comparable to the ''true love'' the author makes allusion to, ''love is not love''.True love is indeed an ''ever-fixed mark'', an unfailing variable 'that looks on...

EBay, Net-a-porter, and Topshop Essay Example | Topics and Well Written Essays - 1500 words

EBay, Net-a-porter, and Topshop - Essay Example The transaction at eBay is all through auction, and the auction period can be set for 3, 5 or 7 days at the discretion of the seller. Once the successful bidder is decided based on the highest bid through the auction, e-mail is sent automatically to both the parties. The contract has to be concluded within three days, and in the event that the contract is not concluded within the stipulated time, the seller has the option to start a fresh contract with the purchaser that has suggested the second highest bid. Â  The purchaser has the right and option to inquire about the quality, delivery method and period, payment and condition of the auction products before placing the bid. This results from the philosophy of eBay that they do not guarantee the quality of the products auctioned at eBay. They leave this to the two parties concerned. eBay only performs the role that connects the seller and purchaser and is not concerned about the items enlisted in the auction. They get their fees according to the rules set, such as registration fee of the auction advertisements and the final value fee after sales from the seller, in case the transaction is made as per agreement Since eBay does not wholesale or retail the products directly, the transportation, package, and management related to the inventory do not arise. Â  There is no cost in participating in the auction to purchase the product as the membership is free. There may be no visitors if cost is levied to participate in the auction. eBay auctions are open even to the nonmembers, and in case they want to participate in the auction, all that is required is to register as a member. Â  Anyone who has an email ID can have access to eBay or have a virtual account.

Peer Review Essay Example | Topics and Well Written Essays - 500 words - 5

Peer Review - Essay Example This is memorable because it brings out the abandoned work of civil society and the need to hold government accountable for social justice. The fact that the writer ends with a word of advice, asking that the tribal governments be allowed voices to speak gives a perfect sense of completion and that completion is that the needed freedoms have seen not been granted and that it is time to grant them to those who deserve them. Even though it is an important part of article writing to be making references to previous articles, especially when they are written by the same author, it is very important that once such reference is made some details will be given to the part of the article that is being referred to so that those who might never have access to such articles can understand what is being said but this was lacking here. The most memorable part of the essay is where revelation is made of how the people believed in human sacrifices in those days. This is memorable because it really teaches about societal evolution and the changes that has accompanied out social lifestyle over the years. Perhaps, they are things we do that will not be done 500 years to come. The ending of the story is very sudden because the writer suddenly gives factual reason to the source of the bones, which were found and served as topical issue at the beginning of the essay without giving indication of how this conclusion was arrived. In future works, the writer should be more detailed and structure the essay well be give it a solid conclusion that will not make readers wonder how come such definition claims as the source of the bones were established. The maker of the call for a Native American to take the highest position at the Supreme Court refuses to give justifiable reasons why the position has never been held by Native Americans. It would have served a lot of good and brought clarity if the reasons were given. It is memorable and refreshing to