Write a javascript code to Create a function called Hotel that takes Room no, Customer name. amount paid. Write a code to call hotel function for each customer and display details of customers lodging in rooms with even room numbers.
I need only js and html code. no css
pls take screenshot of output , else I might dislike
thanks

The data in the table, from a survey of resort hotels with comparable rates on Hilton Head Island, show that room occupancy during the off-season (November through February) is related to the price charged for a basic room.

• First make a linear equation using linear regression on your calculator where x = price and y = occupancy rate.
• Convert occupancy rate to quantity of rooms in a 200-room hotel.
• Write down a revenue function for a 200-room hotel.
• What price per day will maximize the daily off-season revenue for a typical 200-room hotel? Use Calculus to determine the maximum.
• If this 200-room hotel has daily operating costs of $5510 plus $30 per occupied room. What price will maximize the daily profit during the off-season? Again use calculus to determine the maximum

More detailed instructions are given on page 690 of the textbook (12th edition).

A survey of 1060people who took trips revealed that 94 of them included a visit to a theme park. Based on those survey results, a management consultant claims that less than 11 % of trips include a theme park visit. Test this claim using the ?=0.01significance level.

(a) The test statistic is ___

(b) The P-value is ___

(c) The conclusion is  

A. There is sufficient evidence to support the claim that less than 11 % of trips include a theme park visit.
B. There is not sufficient evidence to support the claim that less than 11 % of trips include a theme park visit.

Independent random samples, each containing 90 observations, were selected from two populations. The samples from populations 1 and 2 produced 36 and 26 successes, respectively.
Test ?0:(?1−?2)=0against ??:(?1−?2)>0 Use ?=0.1

(a) The test statistic is ___

(b) The P-value is ___

(c) The final conclusion is
A. There is not sufficient evidence to reject the null hypothesis that (?1−?2)=0
B. We can reject the null hypothesis that (?1−?2)=0 and conclude that (?1−?2)>0

Consider a new hotel deciding on cleaning staff hiring for the upcoming season. Cleaning times depend on whether it is a stay-over room or a check-out. Suppose that a guest will check-out on a given day with probability 40%. From your experience in similar hotels you estimate that a stay-over room cleaning time is well-described with normal distribution with average 15 minutes and standard deviation 1 minute. Check-out room cleaning time is also normal but with average 30 minutes and standard deviation 10 minutes.

i. Consider an occupied room (stay-over or check-out), what is the average cleaning time for such a room?

ii. Find the variance for the cleaning time for an occupied room.

iii. Suppose that the hotel has 200 rooms, and you estimate that on a given day a room will be occupied with probability 90%. Only occupied rooms need cleaning. Find the average total cleaning time for the hotel. iv. Find the variance of the total cleaning time for the hotel.

Hints: remember var(X) = EX^2 − (EX)^2 .

1. Please Analyze the following case study on the subject of Procurement that involved significant and costly mistakes?

Mini case study – Scottish Parliament: the £431m question

Scotland’s new parliament building cost more than 10 times the original estimate and opened three years behind schedule.                

Official cost estimates changed 10 times and ballooned from the initial £40 million estimate to a final £431 million.

The procurement model chosen for Holyrood in early 1998 has emerged as the root of the problem. A fast-track contracting method known as construction management was used to build the parliament. It works by splitting a large building job into numerous smaller packages that are designed, tendered and let independently of one another.

Its main advantage is to speed up construction, because the overall design does not have to be complete before basic building work can begin.

It does not allow a client to know the total cost of a project until well after work has begun. It is considered risky for the client, which is responsible for running each individual package – in this case more than 60.

The project cost escalated from about £40 million in 1997 to £109 million in 1999, £241 million in 2001 and £294 million in 2002, and finally £431 million in February 2004. There were 18,000 design change orders over the five years of construction, combining

to form a three-year delay. Requests for design freezes on three occasions were ignored. The reality is that construction management was the only contract option for a client

wanting to make an early start on a project that was still at the design concept stage.
It is also clear that this was a classic case of procurement expertise being bypassed. The procurement department at the Scottish Office was not involved in the project. It was

not consulted over the procurement model.
There is nothing wrong with construction management as a procurement route. It is

best suited to high-quality, potentially high-cost projects, where the client is fully engaged, has a clear goal and works closely with the supply side team.

Some estimates put the money lost to delays and backtracking over design changes at as much as £100 million. If one trade contractor has a problem, it tends to ripple through all the others and cause delay and changes. The contracts are with the client, so the client picks up the cost of that.

However, between the extremes of fixed speedy construction management, a host of options exist under the heading of ‘conventional’ procurement. Their structures affect the risk and control over the final design that falls to the client.

The ‘design and build’ route would have seen the project management team drawing up a detailed design brief, which the main contractor then builds. It leaves the contractor footing the bill for cost overruns, but freezes the design as well.

A middle-of-the-road option, prime contracting, keeps design more open, but cuts the risk of costs going up if things go wrong. This is because a contractor joins the client’s project management team, and brings its entire supply chain of proven builders and suppliers along.

Then there is management contracting, where the client retains the design brief fully and splits up the project into small packages to be individually let, as in construction management. However, a professional intermediary runs all of the contractors on a daily basis, although they are still contracted to the client, which pays for design alterations.

Management contracting may, it seems, have given a more stable framework to the project by introducing an industry expert to run the many contractors.

Construction management was not the most suitable procurement vehicle. Sir Michael Latham, whose influential 1994 report, ‘Constructing the Team’, called on the construction industry to move towards partnering in the supply chain, says that full partnering should have been used to share the risk between client and contractor.

*PLEASE ANSWER LETTERS A-F THOROUGHLY*

The Twelve-stars Amusement Park

The Twelve-stars traveling amusement park has recently set up operation in the East Bay. The arrival rate of patrons at the park is estimated as 35 per hour. There is one admissions gate, staffed by a single worker. Admissions can be conducted at an estimated rate of 40 per hour. 40% of patrons go directly to the Ferris wheel, while 30% go to the rollercoaster. The remaining 30% go to the zombie house. The service rate of the Ferris wheel is 18 patrons per hour, while the service rate of the roller coaster is 15 patrons per hour. The service rate of the zombie house is 16 patrons per hour. All of the patrons leaving the Ferris wheel go to the house of mirrors. In addition, 40% of patrons leaving the roller coaster go to the house of mirrors. The house of mirrors serves patrons one at a time at a rate of 25 per hour. All patrons leaving the house of mirrors as well as remaining patrons leaving the rollercoaster all go to the exit gate. In addition, all patrons leaving the zombie house go directly to the exit gate. There is one worker at the exit gate, who can process exiting patrons at a rate of 38 per hour. It is desired to determine for this amusement park, the expected number of patrons waiting at the admission gate, exit gate, and at each ride. It is also desired to determine the expected time patrons spend waiting at each of these locations. If an additional worker was available, at which "station" (i.e., entry gate, exit gate, or ride) should this worker be placed?

The dept. of public safety for Alameda County would like to know what the average number of patrons is expected to be in the park over the course of a day in order to determine whether this meets with safety code and fire Marshall regulations. Current regulations do not allow for more than 40 patrons in the park at any one time. What would you report for this? (i.e., is the requirement met?) (Note that you can treat each station as a single server system!!!!!) Make sure to show your calculations and report your results regarding park operations.

A) Write a short summary of the case, including the purpose of your analysis. B) Show and explain the model you used to evaluate the amusement park system.

C) Show any calculations you used to obtain your results. (Hint: for each gate and ride you will need l, lq, and wq.)

D) Display a summary of results.

E) Answer any questions posed with the case in addition to the summary of results. (i.e., at what ride would you place an additional worker, and are park limitations on patrons being met?)

F) Write a brief conclusion and recommendations. A few sentences will suffice.

Big Construction Company signs a contract on 1 July 2019, agreeing to build a warehouse for Buyer Corporation Ltd at a fixed contract price of $10 million. Buyer Ltd will be in control of the asset throughout the construction process. Big Construction Company estimates that construction costs will be as follows: 2019 2.5 million 2020 $4 million 2021 $1.5 million The contract provides that Buyer Corporation Ltd will make payments on 31 December each year as follows: 2019 $2 million 2020 $5 million 2021 $3 million The contract is completed and accepted on 31 December 2021. Assume that actual costs and cash collections coincide with expectations and that cost (an input measure) is used as the basis for assessing progress on the construction contract. Big Construction Company has a financial year ending 31 December. Required: a) Using the above data, compute the gross profit to be recognised for each of the three years, assuming that the outcome of the contract can be reliably estimated. (1.5 marks) b) Prepare the journal entries for 2019, 2020 and 2021 financial year to recognise revenue on the assumption that the measure of progress on the contract can be reliably estimated. c) Prepare the journal entries for 2019, 2020 and 2021 financial year, assuming that the measure of progress on the contract cannot be reliably assessed. (3.5 marks

The Bureau of Labor Statistics shows that the average insurance cost to a company per hour worked for an employee by major industry group, is $2.94 for construction workers and $3.76 for manufacturing workers. Suppose these figures were obtained from 14 construction workers and 15 manufacturing workers and that their respective population standard deviations are $1.38 and $1.51. Assume that such insurance costs are normally distributed in the population.

Calculate a 98% confidence interval to estimate the difference in the mean hourly company expenditures for insurance for these two groups. What is the value of the point estimate?Test to determine whether there is a significant difference in the hourly rates employers pay for insurance between construction workers and manufacturing workers. Use a 2% level of significance.

Nash Furniture Company started construction of a combination office and warehouse building for its own use at an estimated cost of $4,600,000 on January 1, 2021. Nash expected to complete the building by December 31, 2021. Nash has the following debt obligations outstanding during the construction period.