Business Law

Mickey has never liked Nucky so he decides to play a practical joke on him by pretending to sell him his home in the Cayman Islands. He tells Torrio that he has no intention of selling Nucky the home. Mickey approaches Nucky in a bar where Nucky is clearly intoxicated. The home is assessed at $10 million but he offers Nucky the home for $50,000. He winks and smiles at Nucky and Nucky accepts and the two shake hands. Nucky quits his job at Replay Baseball and moves to the Cayman Islands where Mickey informs him that he never had any intention of selling him the home. Nucky is moving furniture and trimming the hedges at the time. Of course, Mickey never mentioned that he owned a second home in the Cayman Islands that was recently destroyed in a hurricane.  

Nucky decides that he will build a new home in Massachusetts with a large Jacuzzi. He compiles specifications for the construction of the home and sends it to several general contractors so they may provide bids/quotations. Part of the general contract includes a large plumbing sub contract. Boardwalk Construction submits a bid to Nucky for $20 million to serve as the general contractor. As part of its general bid, Boardwalk Construction factored $1 million for plumbing based upon a sub bid submitted by Atlantic Plumbing. There were two other bids for the plumbing work. Boardwalk Construction and Atlantic Plumbing have a falling out and Atlantic Plumbing no longer wants to work on the project. The two other bids were for $10 million each respectively.   

1. Discuss whether Atlantic Plumbing may revoke its offer. What are the competing arguments? Are there any other important facts?

Boardwalk Construction is working on small renovation project for Capone at his home. There is no written contract, but the two have orally agreed that Boardwalk will renovate Capone’s garage for $75,000. The two have agreed that construction is to be completed within one month. Two weeks later, Boardwalk approaches Capone and complains that the cost of nails has increased by 40% and that the cold weather has slowed the construction project. Boardwalk and Capone agree to increase the contact by $5,000 and to extend the completion date by three weeks. Each party agrees in writing to this change. Upon completion of the project, Boardwalk sends Capone a bill for $80,000.

2. How much does Capone have to pay? What are the competing arguments?

Boardwalk Construction has provided Eli a quotation of $20,000 to provide and install a high-end refrigerator. Boardwalk has provided this quote in writing and has stated that the quote is valid for 30 days and that Boardwalk may not revoke its offer. The next day, several of Boardwalk’s employees quit. Boardwalk sends a fax to Eli attempting to revoke its offer. Two seconds after Boardwalk sends the fax, it receives a fax from Eli accepting the offer.

3. Is there an agreement here? What are the competing arguments?

*(Please don't copy and paste the answer from another question, if I am asking those questions again that's because I want different answers!)*

Explain some of the challenges that the food industry is facing due to the coronavirus pandemic. How are companies using Artificial Intelligence to help tackle the challenges?

2 Paragraphs Please thanks!

Average flow and average delay based on FCFS, EDD, and SPT

How to deal with conflict in the workplace? (300 minimum)

could the Civil War have been avoided? include the influence of at least one cultural, political, economic, or social movement on whether or not the Civil War was avoidable

2. The type of customer can influence the type and level of services that a retailer provides. Name six factors to be considered in this regard.

How does amazon adapt to change？

How does information flow in amazon?

What type of communication is common in amazon?

rapid-fire monologue is associated with high-pressure sales methods, how can you link this ti the unconscious?

Search for an example of Medicare or Medicaid fraud and abuse in the last three years.

In two to three paragraphs and in your own words explain the wrongdoing; and the law(s) and/or regulations that were violated.

In your opinion indicate whether there is some ethical reason that could justify the wrongdoing.

After reviewing the article "Project Leadership: What Drives You to the Finish Line?" from Project Management Institute(PMI). Please answer the following questions

1. What is your general thought?
2. Is the article Good/Bad?
3. Do you agree/disagree?
4. is it informative/not informative?
5. Is it useful/not useful?
6. Was there anything in the article that you will remember, adopt, or categorize as a take-a-way?

Debate the inputs, tools and techniques, and the outputs of the risk management process as prescribed by the PMI. Your discussion must reference the case study even if you have to make some assumptions

Please I want answer for this and I will give big thump. Thanks

Generally in project management, there are three basic forms of organizational structure that is functional, project and matrix. Suppose you are responsible for advising an health care product company on changes to an organizational structure, to embrace the growing need for effective project management in creating new health care products. Draw the sample organization structure of health care products and conduct an assessment of the advantages and limitations of each of the three structure types. Which would you recommend?

* Please I want answer for these questions and I will give big thump for it. Thanks

Read the following case study and answer the following question.

The Five star Hotel ELV (Extra Low Voltage) project was located in Bahrain and completed in 2011. The purpose of this project was to install, test, and commission the IT, communication infrastructure, and services for the hotel. The ELV project was part of a total program to deliver 11 sub system, including installation of data, voice, music, wireless and CCTV systems. The project stakeholders included the hotel owner, the consultant they had employed on their behalf and various civil, electrical and construction teams involved in implementing the ELV project.

This case study focuses on the Audio visual (AV)sub system, primarily installation of projectors and screens in the meeting rooms and conference facilities. Renosh Thomas as the vendor’s project manager was responsible for issuing the client with complete drawings detailing the projects electrical requirements. Renosh knew these drawings needed to be accurate as these would be handed over to the civil and construction teams for use when building the sites. The final phases of the ELV project required Renosh team to visit the sites, install, and test the electrical equipment.

At initiation and during the project planning phases, the AV requirements were issued and communicated via drawings between the consultant, appointed by the customer and Renosh electrical team. The product specifications were based on lessons learned and templates from a similar project implemented in Dubai. The project scope was determined via the bill of quantities, materials and tender documents.

Renosh received only electrical drawings for the sites and continued to plan the installation requirements based on these drawings, going by the assumption that they were correct, accurate and most recent. Throughout planning, the electrical team was not privy to any of the civil or construction drawings from other teams, and hence remainded completely unaware of structural changes being made on the original plans that they were still working on too.

During installation of the AV system, the team encountered a major problem- the projection was faulty. The projectors and screens were not aligning; images are cut off and unclear. Upon investigation it became apparent that certain structural changes had been added, drawings and calculations inaccurate.

The customers response to this communication oversight was to respond by sending Renosh a full collection of civil and construction drawings including all the latest revisions. Renosh spent considerable time reviewing the drawings to identify the relevant adjustments. This resulted in delays, rework and wasted time as he ploughed through drawings, many of which were excessive to his requirements.

The problem the installation team encountered was that ceilings had been elevated higher than the original design and this had been approved by the customer who failed to communicate the new changes and approvals to Renosh electrical team. Renosh revised and issued new electrical drawings to the customer that went through the approval process again.

The site had been handed over from civil and construction completed with decoration. However, this vital communication error resulted in the solution requiring reworking of parts of the site, such as opening the ceilings to access the electrical panels and make the new changes. This impacted the schedule by 8-10 days and reworked costs of opening, adjusting and redecorating the site.

Questions:

1. Who are the project management stakeholders? How would you design stakeholder management strategies to address their concerns?
2. What planning, monitoring and control actions could the project manager take to avoid the situation?
3. How would you redesign the communications management processes to minimize the problems experienced by project managers?