23 August 2015

When describing the data bases, provide a description of the database and why it is a good source for locating credible articles

1.Please describe the purpose of a literature review and discuss two databases you might use to complete your literature review.
2.When describing the data bases, provide a description of the database and why it is a good source for locating credible articles.
3.Conclude your response by choosing two research studies: One quantitative study and one qualitative study. You will use these studies for your research critiques for Unit 6 and Unit 7 Assignments. Strive to locate studies that you find interesting and that address clinical concerns in your area of nursing practice. The studies must meet the established criteria described in the unit overview. 
4.Support your response with at least three (3) citations to credible, scholarly nursing literature.

The instructor will approve the studies in this Discussion Board. Please attach the PDF file of each study so the instructor can review it. If you are not successful the first time, you will need to find the correct studies. Please go to UNIT OVERVIEW to learn about the criteria for the research studies.

23 August 2015,
 0

When describing the data bases, provide a description of the database and why it is a good source for locating credible articles 1.Please describe […]


23 August 2015

Identify a clinical topic in which you have an interest and one that requires nursing interventions to achieve improved patient outcomesPaper instructions:
1.Identify a clinical topic in which you have an interest and one that requires nursing interventions to achieve improved patient outcomes.
2.Describe why you have an interest in this clinical focus and why you believe it is relevant to nursing evidence-based practice.
3.Discuss the specific steps you would use to conduct a literature review on that topic. What databases and what search criteria would you use, and why?
4.Support your response with at least three (3) citations to credible, scholarly nursing literature.

23 August 2015,
 0

Identify a clinical topic in which you have an interest and one that requires nursing interventions to achieve improved patient outcomesPaper instructions:1.Identify a clinical […]


23 August 2015

cloud

The book is called Information Systems Today, Managing in the digital world 6E

Chapter 3 talk about cloud computing and how it works.
1) Find two to three cloud based services (products) that helps people collaborate in business environment (just to give you idea, gogle drive (former google docs) is obe of them).

2) Discus what are the benefits for those services to be run as a cloud service.

3) What is a specific benefit of using cloud for a collaboration sevice?

Write one to two page report covering all questions.

23 August 2015,
 0

cloud The book is called Information Systems Today, Managing in the digital world 6E Chapter 3 talk about cloud computing and how it works. […]


23 August 2015

Health Care and Life Sciences

Using the two APPROVED research studies, complete an annotated bibliography for each
study. Include the PDF of the study with the annotated bibliography.
Directions:
Approved Quantitative Research Study
 Full APA formatted reference for the research article.
 Identification of the NURSE researcher(s) and his/her background clarifying the
credentials of the researches and their credibility*.

 Concise annotation summarizing the central theme and scope of the study.
 Conclusions of the research.
 PDF of article attached.
Approved Qualitative Research Study
 Full APA formatted reference for the research article.
 Identification of the NURSE researcher(s) and his/her background clarifying the
credentials of the researches and their credibility*.
 Concise annotation summarizing the central theme and scope of the study.
 Conclusions of the research.
 PDF of article attached.

23 August 2015,
 0

Health Care and Life Sciences Using the two APPROVED research studies, complete an annotated bibliography for eachstudy. Include the PDF of the study with […]


23 August 2015

Project Management Case Study: The Case of the Unidentified Risks and other MGT3PM matters

Project Management Case Study: The Case of the Unidentified Risks and other MGT3PM matters

Project Management Case Study: The Case of the Unidentified Risks and other MGT3PM matters.

Case Study (1800 words)

This project takes place in South Australia. In September 2000, ACME Fabricatorsadvised its staff that their new factory and offices out in semi-rural Angle Vale would be ready for completion by the end of April 2002. ACME was a responsible company and liked to keep their premises clean and tidy and their staff happy. The new premises at Angle Vale were developed on a 4.5-hectare site, previously used for grain crops. Consequently, ACME decided that significant landscaping would be required to enhance the amenity of the otherwise bare land.
The senior executive group pictured some land contouring with an attractive green lawn, and trees and shrubs to soften the impact of otherwise stark commercial buildings. Accordingly, they notionally allocated $232,000 for the project, and developed a tender document that called for the work to be completed by the time they moved to the new premises. They then invited proposals for landscaping and quotes for the work.
A company called Arbor Industries submitted an artist's sketch for the ACMEevaluation team to picture what the landscaping would look like. Arborwas selected with a bid of $175,000, substantially lower than any other submission. Arbor then prepared a detailed landscaping plan based on existing drawings of the site provided in the tender. Arbor met with the ACME senior executives to agree on the project’s start date, access, security of the plant and equipment, as well on a fixed price contract. A contract was then duly signed.
The project was scoped and planned by Arbor, with specific milestones for site works, irrigation, turf laying, tree and shrub planting. Arbor had undertaken many similar jobs on city sites in the past; based on the knowledge and skills of the project team, they did not think that a formal project management plan would be needed. All they wanted was agreement on the scope of the project and the key deliverable dates. From experience, they wanted to deal with only one person from ACME and it was agreed that the finance manager, a senior executive, would be responsible for the project.
Arborcommenced work on the 16th of November 2000 with site preparation including weed eradication. Work progressed smoothly until 20th of January 2001, when heavy vehicles delivering machinery, plant and equipment to the site significantly damaged the newly prepared and levelled ground for the lawn.
The Arbor project manager arranged his first meeting with the ACMEfinance manager to complain that he would have to re-do the site for the lawn which would take an extra 3-5 days. The finance manager agreed that it was not Arbor’sfault and that work would have to be re-done, but as there was no more funding available he suggested that the project manager make the savings somewhere else from within the project. This was agreed but not documented.
By the end of January the landscaping site works were finished and the irrigation system was installed. Planting was to be done in three phase’s ñ shrubs, bushes and small trees first, then larger trees and finally the lawn. Shrub planting would take approximately 4 days, trees 7 days and the lawn would be laid in three separate operations over 2 days.
On the first day after the planting commenced, some of the project team noticed a few small plants seemed to be missing or broken off. These were quickly replaced. Within the first 3 days after the last planting, however, it was noted that around 35% of the plantings had been destroyed by rabbits or hares as it was later determined. Remember, this is in Australia. The Project Manager was very concerned and called another meeting with the ACME finance manager. Although sympathetic, the finance manager agreed that tree guards needed to be placed around trees but that was a contingency that the ArborCompany should have considered. The Arbor project manager indicated that pests were ACME’s problem and again the finance manager indicated that Arborshould make savings elsewhere within its fixed contract.  The Arbor project manager reviewed his budget and costs and determined that the only way to re-coup the losses from having to replant the shrubs and protect them, was to plant fewer plants and smaller trees which came at a much lower cost. Another way to make some savings was to try and re-design the irrigation system using fewer sprinklers.

Instant lawn was tentatively ordered for around the middle of March 2001 so that delivery would miss the hottest part of the year. Unfortunately, the commercial lawn growers had heavy demand at that time and advised that the last shipment could only be made by mid-February 2001. This was necessary to allow them time to plant new lawn ready for winter and spring clients. Arbor had no choice but to accepted delivery in mid February 2001. As it turned out, it was particularly hot when the lawn delivery was made over the 2 days, with hot gusty northerly winds.Click here for more on this paper…….
By the third week of February 2001, the project was ahead of schedule by about three weeks due to the early delivery of the lawn, although the larger trees and plants had yet to be planted. Unfortunately, water coverage of the lawn proved to be barely enough in windy conditions and, with the sprinkler head reduction, did not fully water all areas. By this time Arbor was over-budget by about $24,000.

Since the original project was scoped and started, the original finance manager had secured a new position with another company and was set to leave in the third week of February 2001, just as the lawn started to brown off and die in patches. The new finance manager, who started one week later, was asked by the company to continue in the role of her predecessor on the project.

The Arbor project manager, spotting an opportunity, advised the new finance manager that about $25,000-$30,000 more was needed for the project to be completed, as was agreed by the previous finance manager. The new ACMEfinance manager was not sure how to deal with this, having no background information on the project. She tried to contact the original finance manager but he was off on holiday prior to taking up his new position.

The new ACME finance manager reviewed the budget for the project and find that there existed a fixed price contract with no contingency amounts, she notified the Arbor project manager accordingly. The Arbor project manager informed her of the problems caused by the heavy vehicles earlier in the project and the devastation by wild animals. Because of the refusal to provide more money, the Arbor project manager had reduced significantly the size of the larger trees that were to be planted later in March-April 2001 to try and contain the budget deficit and make savings.
The project concluded with Arbor being three weeks ahead of schedule, but with $25,100 (14.3%) over budget. The executives of ACME were not happy with the project at its conclusion. Through the finance manager, they indicate that the lawn was dead in patches, the plants were small and that as a result it was not like the drawing that they had been provided at tender stage. They insisted that either these issues be rectified or the contracted amount be reduced.

Arborresponded that a number of verbal agreements had been reached and that Arborhad fulfilled its obligations; indeed had lost money on the contract. The dispute was then referred to the respective legal representatives of each company for resolution, but the antagonism between the parties meant that the dispute could well end up in court.

Assignment Questions

As a professional project manager, you have been requested by both legal representatives to conduct a Post-Project Review. Bear in mind that you are acting independently, may be asked to give evidence, and must reflect strict impartiality.

  1. How would you set about conducting such a review?
  2. How would you structure your report, i.e. on what basis?
  3. Would you need to seek expert advice and, if so, in what areas?

Specific issues you have been asked to include:

  1. Would the assignment of an ACME project manager have made a difference?
  2. If so, in what way, and what specific skills would that manager have required?

If you had not been acting impartially, but on behalf of ACME alone:

  1. What advice would you give to ACME?
  2. In a similar way, what advice would you give to Arbor?Click here for more on this paper…….
23 August 2015,
 0

Project Management Case Study: The Case of the Unidentified Risks and other MGT3PM matters Project Management Case Study: The Case of the Unidentified Risks […]


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