Case Abstract: Company ABC, an AE, constructor and construction management firm, recently assigned Bob Ironside to turn a major coal fired generating station project around. Currently at 36 percent construction completion, the project is shifting from an emphasis on civil and structural work to bulk production. Cooperation of the owner, the multi-prime contractors, and strong labor unions is cach vital for performance improvement. The analysis of this project involves: 1) identification of significant external influences on the project organization, 2) probing the work operations and coordination requirements, 3) determining the organization problems, 4) recommending a revised structure, and 5) setting priorities for action. Plant description: The Blue River Project consists of two coal fired generating stations, each with a capacity of 600 MW (e). The identical units occupy a new site in western state. The remote location makes access for both men and materials very difficult; wet weather during five months of the year further increases this difficulty. The unit includes the latest equipment, instrumentation and air quality control technology. Major features making up the plot plan include: the coal handling facilities, the water treatment building, the cooling towers, the waste disposal area, the switchyard, the power block, and the air quality control system equipment. Construction facilities erected by Company ABC include construction offices and warehouses, change houses, laydown areas, and fabrication shops for each of the crafts. The topography of the area required large quantities of earthwork to develop the site of approximately 150 acres. This limits the area available for construction material staging, fabrication, and preassembly. The general arrangement concentrates mechanical equipment on the ground and mezzanine floors of the turbine building. The turbine generator and the control room occupy the top floor of this totally enclosed building. Major mechanical equipment includes pumps, heat exchangers, and compressors. The owner and regularity requirements have increased quantities in the piping and electrical systems to approximately 1.25 times normal values. The instrumentation systems involve advanced solid state technology which requires specialized installation techniques and a controlled storage environment. uilding. The turbine generator and pumpsheat exchangers, and comp r building Chanical equipment includes imately 1.25 times normal the piping and clectrical sys. c hnology which requires sp Yard features at the Blue River project make up a substantial work scope. This includes the automated coal handling system, the switchyard, water treatment buildings, limestone processing and storage facilities, and a series of ponds for soil waste disposal Owner Background: The owner of Blue River, an investor-owned electric utility, is growing rapidly because of a steady eight percent load growth in its service area. Company policy directs active owner involvement in engineering, procurement, and construction for major projects such as Blue River. This results in owner assignment of a large project staff, including both engineering and construction personnel. The owner's engineering group reviews all specifications and drawings for the project and frequently requires extensive changes to Company ABC's standard design practices. The owner's team also includes a project control group which imposes its facilities- based system for project monitoring and reporting on Company ABC. Another plant in the state recently experienced a failure in one of the high pressure piping systems. This has increased state inspection activities. As a result of concerns that the state licensing agency and the boiler insurance company might not approve the plant, the owner recently expanded its quality assurance group and revised the project QA manual to substantially increase inspection, testing, and documentation requirements. The aggressive public utility commission in the state encourages a high level of owner involvement. Recently this regularity agency has excluded portions of the new plan costs from an electric utility's rate base because it concluded that these costs resulted from mismanagement of the project. This has a severe impact on the utility's financial performance and cost of the capital. The state is also known for very stringent environmental protection. The responsible regularity agency forces electric utilities to immediately adopt advances in air and water pollution control equipment, regardless of the impact on engineering or construction activities currently underway. Company ABC Background: years old. The Engineering Dively from the engineoort groups are one manage Company ABC enjoys a national reputation as highly qualified engineer and constructor, based on over 50 years of experience. Coal fired units, such as Blue River project, make up a large portion of Company ABC'S workload. The Engineering Department dominates Company ABC, a newly implemented project management group draws managers exclusively from the engineering departments. In conjunction with the implementation of project management, several home office support groups are energetically attempting to extend their influence over site activities. Project control, accounting, and materials management are examples. Company ABC specializes in force account construction of power plants, a large majority of the field supervisors and managers came up through the craft ranks. The construction department includes regional construction managers, responsible for numerous projects within a geographic area. Blue River Project Background: The owner engaged Company ABC as Architect Engineer and Construction Manager for the project. Company ABC planned to use a standard design for the Blue River units. Although specific equipment details and owner preferences always require some change, the Project Engineer was confident that the basic design, used successfully on several prior units, would meet project requirements. However, during both the conceptual and the detailed engineering, two impacts prevented this. First the new requirements of the environmental regulatory agency added major equipment components and systems to the project. Second the owner's engineering and operations personnel insisted on implementing their own design preferences. Examples included instrumentation systems, air quality control systems, and solid waste disposal systems. Many of these changes upgraded manufacturing and installation requirements substantially from industry practice. These impacts resulted in a substantial addition to both the design engineering staff in the home office and the resident engineering staff at the site. All specification and drawing releases are late. Experience of the utility President in transmission line and substation construction resulted in an insistence on fixed-price contracts. Company ABC manages the work of the 12 major contractors on the site and approximately 30 smaller contractors. Most of the contractors are structured to correspond with industry specialty contractor organization, such as boiler erection, mechanical equipment, and installation. The piping and the electrical contractors work over all plant areas, others concentrate on specific regions of the project. Low production and productivity during the first 12 months of construction led to a substantial revision of the budget just before Bob arrived. The cost estimate increased over $50 million and the schedule extended over 4 months. The unit rates and installation rates in the current budget are approximately 25 percent higher and 20 percent higher, respectively, than industry norms. Based on experience during the civil and structural work, Company ABC and the owner are monitoring the project on a major milestone basis. Changes in design requirements and site conditions have resulted in a large backlog of change orders for each of the contractors. Processing and execution of these changes require an average of 12 weeks cach because of the low delegation of authority in the owner's organization. The owner awarded the contracts in its name, with Company ABC designated as Construction Manager. Several of the contractors now claim that, at minimum, the large volume of changes and the refusal to extend the schedule have developed a condition of constructive acceleration. Several major suppliers of materials and equipment for the project are unable to meet schedules for engineering information and material delivery. Materials pace several segments of the job, this has required intense expediting and work around schedules. Organization and Operations The site uses an area organization, with separate Construction Superintendents assigned for the boiler area, the turbine building, and the yard. Within each area, contractor teams manage the work of individual contractors Each team consists of a contract manager, construction supervisors, engineers, planners, and contract administrators. The business management, project control, and engineering segments located in Owner's Head Office strongly influence the contract management platform. The dual reporting in the matrix segments of the organization causes biased decisions. The Company ABC site organization consists of 200 non-manual personnel. Bob has never seen greater than 100 for a project of this type. Contractor organizations total 250 non-manual and 600 craft. The Company ABC staff resulted from unfettered growth in an effort to solve the problems in supporting and managing the construction. Each functional group manager sincerely believes that his segment is understaffed to perform the assigned tasks. The three Area Superintendents (the boiler area, the turbine building, and the yard) cach conduct weekly coordination meetings. They attempt to plan and monitor construction activities on an area basis, but experience difficulty in obtaining adequate data from the control group. Also, the functional managers responsible for engineering and materials, citing excessive workload, are reluctant to allow their representatives to attend these meetings Although Company ABC provides major shared construction facilities, such as construction air and water, many duplicated facilities now crowd the Blue River site. Access to the structures is severely restricted by the extensive site work underway. Cranes from the multiple contractors crowd the limited staging areas available to the structures. Contractors frequently complain regarding restrictions to material flow both within and between the various areas of the project. Morale is very low. The contract management teams and the contractors are extremely frustrated by their inability to solve the problems restraining construction. Because of prior problems with quality, safety, and contract administration, along with severe owner criticism, line managers have adopted a "zero risk" approach to construction. No one makes a decision without "touching bases" with all managers whose area of responsibility may be affected. The owner insists on involvement in detailed decisions and retains approval for all changes influencing cost, schedule, quality, or safety. Several good construction supervisors have left; others are very frustrated. The piping, electrical and HVAC contractors have each encountered serious quality problems, resulting in substantial rework requirements. The owner's QA(Quality Assurance) group maintains that this indicates a strong need for greater involvement by both the owner and Company ABC in the contactor's quality programs. Recently implemented quality requirements establish additional inspection hold points for all welding operations. Project Status Serious cost and schedule problems jeopardize completion of the project. The current transition from civil and structural work to mechanical and electrical installation is proving extremely difficult. The mobilization of each new contractor highlights engineering and materials problems, along with contractor difficulties. Both Company ABC and owner inspectors continue to identify frequent quality problems with the work of the new contractors. Bob's Experience and Approach: Bob has never had a bad job. A graduate engineer, he worked his way up through the ranks of construction supervision, with extensive experiences with each of the major construction crafts. He is big, blunt, and very bright. He insists on performance and places high demands on both himself and his subordinates. His prior two projects, similar to Blue River, each faced severe problems but finished within schedules and budgets. On these jobs, Bob gained respect of all organization involved because he was uniformly tough and demanding, and he always placed project priorities first. Other managers in Company ABC attribute Bob's success to his forceful style and question the long term consequences of his extreme short term demands on subordinates.

Read the question please
*Make a table and list the problems and their contractual solutions.

'In this Scenario'

Read Case 8.3 – Speaking Out about Malt and answer the 6 questions ABSTRACT:- WHEN MARY DAVIS, ASSOCIATE VICE PRESIDENT for plant management at Whitewater Brewing Company, wrote an article for a large metropolitan newspaper in her state, she hadn’t realized where it would lead. At first she was thrilled to see her words published. Then she was just worried about keeping her job. It all started when her husband, Bob, who was working on his MBA, talked her into taking an evening class with him. She did and, to her surprise, really got into the course, spending most of her weekends that semester working on her term project—a study of wine and beer marketing. Among other things her essay discussed those respectable wine companies like E. & J. Gallo (the nation’s largest) that market cheap, fortified wines such as Thunderbird and Night Train Express. With an alcohol content 50 percent greater and a price far less than regular wine, these screw-top wines are seldom advertised and rarely seen outside poor neighborhoods, but they represent a multimillion dollar industry. Skid-row winos are their major consumers, a fact that evidently embarrasses Gallo, because it doesn’t even put its company name on the label.86 Mary’s essay went on to raise some moral questions about the marketing of malt liquor, a beer brewed with sugar for an extra punch of alcohol. It has been around for about forty years; what is relatively new is the larger size of the container. A few years ago, the industry introduced malt liquor in 40-ounce bottles that sell for about three dollars. Packing an alcohol content roughly equivalent to six 12-ounce beers or five cocktails, 40s quickly became the favorite high of many inner-city teenagers. Ads for competing brands stress potency—“It’s got more” or “The Real Power”—and often use gang slang. Get “your girl in the mood quicker and get your jimmy thicker,” raps Ice Cube in a commercial for St. Ides malt liquor. Like baggy pants and baseball caps turned backward, 40s soon moved from the inner city to the suburbs. Teenage drinkers like the quick drunk, and this worries drug counselors. They call 40s “liquid crack” and “date rape brew.”87 Mary’s instructor liked her article and encouraged her to rewrite it for the newspaper. The problem was that Whitewater also brews a malt liquor, called Rafter, which it had recently started offering in a 40-ounce bottle. True, Mary’s article mentioned Whitewater’s brand only in passing, but top management was distressed by her criticisms of the whole industry, which, they thought, damaged its image and increased the likelihood of further state and federal regulation. The board of directors thought Mary had acted irresponsibly, and Ralph Jenkins, the CEO, had written her a memo on the board’s behalf instructing her not to comment publicly about malt liquor without first clearing her remarks with him. Mary was hurt and angry. “I admit that the way the newspaper edited my essay and played up the malt liquor aspect made it more sensationalistic,” Mary explained to her colleague Susan Watts, “but everything I said was true.” “I’m sure it was factual,” replied Susan, “but the company thought the slant was negative. I mean, lots of ordinary people drink Rafter.” “I know that. Bob even drinks it sometimes. I don’t know why they are so upset about my article. I barely mentioned Rafter. Anyway, it’s not like Rafter is a big moneymaker. Most of our other beers outsell it.” “Well,” continued Susan, “the company is really touchy about the whole issue. They think the product is under political attack these days and that you were disloyal.” THE ORGANIZATION AND THE PEOPLE IN IT “That’s not true,” Mary replied. “I’m no troublemaker, and I have always worked hard for Whitewater. But I do think they and the other companies are wrong to market malt liquor the way they do. It only makes a bad situation worse.” The next day Mary met with Ralph Jenkins and told him that she felt Whitewater was “invading,” as she put it, her rights as a citizen. In fact, she had been invited to speak about wine and beer marketing at a local high school as part of its antidrug campaign. She intended to keep her speaking engagement and would not subject her remarks to company censorship. Jenkins listened but didn’t say much, simply repeating what he had already written in his memo. But two days later Mary received what was, in effect, an ultimatum. She must either conform with his original order or submit her resignation. QUESTIONS:- 1. Do you think Mary Davis acted irresponsibly or disloyally? Does Whitewater have a legitimate concern about her speaking out on this issue? Does the company have a right to abridge her freedom of expression? 2. Is your answer to question 1 affected by whether you agree or disagree with the views Mary Davis expressed? 3. Should there be any limits on an employee’s freedom of expression? If not, why not? If so, under what circumstances is a company justified in restricting an employee’s right to speak out? 4. The case presentation doesn’t specify whether the newspaper article identified Mary Davis as an employee of Whitewater. Is that a relevant issue? Does it matter what position in the company Mary Davis holds? 5. What do you think Mary Davis ought to do? What moral considerations should she weigh? Does she have conflicting obligations? If so, what are they? 6. Is the company right to be worried about what Mary Davis writes or says, or is the board of directors exaggerating the potential harm to Whitewater of her discussing these issues?

The purpose of this assignment is to build the business calculator using supporting files built inTopics 4 and 5.Create a Java application file named RPN.java containing a main method by using the ForthStack.java and associated files from Topic 5.The application should have one text box for numeric data entry, one text box for numeric display, one text box for error display, and buttons labeled "+", "-", "*", "/","dup", "2dup", "clr", "pop" and "push." The actions of the controls should be as follows.oThe text box for numeric display should display the top element of the stack, or blank if the stack is empty.oThe text box for numeric data entry should allow the user to type in a valid numeric value.oThe text box for error display should display an error message from the previous operation (if any), or be blank if the last operation was successful.oThe buttons labeled "+", "-", "*", "/", "dup", "2dup", "clr", and pop should invoke the corresponding methods in ForthStack; "pop" should remove and discard the top item on the stack, and "push" should push the numeric value in the numeric data entry box onto the stack and clear the numeric data entry box.oAll button operations should update the display of the top of the stack.The size of the stack used should be four, no more or less, in order to standardize testing.After thoroughly testing the program, submit the AbstractStack.java, ArrayStack.java,Forth.java, ForthStack.java, TestForthStack.java, and RPN.java

STACK CODE:

ArrayStack.java

import java.util.Arrays;

public class ArrayStack extends AbstractStack {
//Attributes
private double[] array;
private int size;
private int num;
  
//Default constructor
public ArrayStack() {
array = new double[3];
size = 3;
num = 0;
}
  
//Parametrized Constructor
public ArrayStack(int a){
array = new double[a];
size = a;
num = 0;
}
  
//Insert a new element
public void push(double a){
if (num < size) {
array[num] = a;
num++;
System.out.println("Success");
}
else {
throw new ArrayIndexOutOfBoundsException("Failure! Stack is full");
}
}
  
//Take out last inserted value
public double pop(){
if (num > 0){
num--;
return array[num];
}
else {
throw new ArrayIndexOutOfBoundsException("Stack is empty");
}
}
//Check stack empty or not
public boolean isEmpty(){
return (num == 0);
}
//Get top element from stack
public double peek() {
return peek(num-1);
}
//Get specified index element
public double peek(int n){
try
{
if (num > 0){
if (n < 0 || n >= num)
return -1;
else
return array[n];
}
else{
System.out.println("Stack is empty");
return -1;
}
}catch(Exception e ){
e.printStackTrace();
}
return 0;
}
//Number of elements in stack
public int count(){
return num;
}
public void clear() {
size=0;;
num=0;
}
  
}

public class FourthStack extends ArrayStack implements Fourth{
//Parameterized constructor
public FourthStack(int sz) {
super(sz);
}

@Override
//Pop 2 elements from stack and add values
//Push into stack
public void add() {
if(super.count()<2) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
super.push(super.pop()+super.pop());
}
}

@Override
//Pop 2 elements from stack and subtract second from first
//Push into stack
public void sub() {
if(super.count()<2) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
super.push(super.pop()-super.pop());
}
}

@Override
//Pop 2 elements from stack and multiply values
//Push into stack
public void mul() {
if(super.count()<2) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
super.push(super.pop()*super.pop());
}
}

@Override
//Pop 2 elements from stack and divide second from first values
//Push into stack
public void div() {
if(super.count()<2) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
super.push(super.pop()/super.pop());
}
}

@Override
//peek an element and make duplicate
//Push into stack
public void dup() {
if(super.count()<1) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
super.push(super.peek());
}
  
}

//Peek 2 elements from stack and make their duplicate
//Push into stack in same order
@Override
public void twoDup() {
if(super.count()<2) {
throw new ArrayIndexOutOfBoundsException("Not enough elements to pop");
}
else {
double first=super.peek();
double second=super.peek(super.count()-2);
super.push(second);
super.push(first);
}
}

}

import java.util.Scanner;
/**
* Test implemented functions
* @author deept
*
*/
public class TestFourthStack {
public static void main(String [] args){
//Variables for input
int choice;
int pek;
double val,poped;
boolean empty;
//Keyboard read
Scanner sc =new Scanner(System.in);
FourthStack as = new FourthStack(20);
//Loop until exit
while(true){
//User choices
System.out.println("1. Enter a Value in stack");
System.out.println("2. Pop a Value");
System.out.println("3. Check If array is Empty");
System.out.println("4. Peek Function");
System.out.println("5. Clear Stack");
System.out.println("6. Add Function");
System.out.println("7. Sub Function");
System.out.println("8. Mul Function");
System.out.println("9. Div Function");
System.out.println("10. Dup Function");
System.out.println("11. TwoDup Function");
System.out.println("0. Exit\n");
choice = sc.nextInt();
//Execute each choice
switch(choice){
case 1:
System.out.print("Enter a value To push : ");
val = sc.nextDouble();
as.push(val);
break;
case 2:
poped = as.pop();
System.out.println("Popped : "+poped);
break;
case 3:
empty = as.isEmpty();
System.out.println("Empty ? "+empty);
break;
case 4:
poped = as.peek();
if(poped != -1)
System.out.println("Peeked Value : "+poped);
else
System.out.println("Oops it was not a valid index this place is empty");
break;
case 5:
as.clear();
break;
case 6:
as.add();
break;
case 7:
as.sub();
break;
case 8:
as.mul();
break;
case 9:
as.div();
break;
case 10:
as.dup();
break;
case 11:
as.twoDup();
break;
case 0:
System.exit(0);
}
}
}
}

/*
* Pure abstract class without implementation
*/
public abstract class AbstractStack {
public abstract void push(double item);
public abstract double pop();
public abstract boolean isEmpty();
public abstract double peek();
public abstract void clear();
}

/*
* Interface to generate sum additional functions using stack
*/
public interface Fourth {
public void add();
public void sub();
public void mul();
public void div();
public void dup();
public void twoDup();
}

I PROVIDED THE FIVE PREVIOUS STACKS THAT I USED ON MY PREVIOUS WORK... LET ME KNOW IF THERE'S ANYTHING ELSE

Mr. Tom Costa, age 71, had a stroke last year that made his right upper and lower extremities quite weak. He has smoked for 55 years and is obese. He was diagnosed with atrial fibrillation, high blood pressure, and type 2 diabetes mellitus while he was hospitalized with his stroke. His father died of a heart attack at age 50; his paternal grandfather had a stroke and died a year later after a second stroke. His mother and both of her parents had type 2 diabetes mellitus. Questions: 1. What technical term should be used to describe Mr. Costa’s weak right upper and lower extremities? 2. The lesion that caused his motor dysfunction is located on which side of his brain? 3. Given his history, is it more likely that Mr. Costa had an ischemic or a hemorrhagic stroke? 4. What is a potential relationship between Mr. Costa’s atrial fibrillation and his stroke? 5. What is a potential relationship between Mr. Costa’s other risk factors and his stroke? Mention at least two other risk factors and describe the reason for these factors to increase the risk of stroke.

II. Arbitrage Suppose the economy can be in one of the following three states: (i) Boom or “good” state, (ii) Neutral state, and (iii) Recession or “bad” state. Each state can occur with an equal probability. There are three securities available in the economy: A, B, C. The net payoffs of these securities are as follows: • Security A: at the end of the year, the security is expected to yield a net payoff of $30 in the good state, $10 in the neutral state, and -$10 in the bad state. • Security B: at the end of the year, the security is expected to yield a net payoff of -$10 in the good state, $10 in the neutral state, and $30 in the bad state. • Security C: at the end of the year, the security is expected to yield a net payoff of $35 in the good state, $30 in the neutral state, and $25 in the bad state. The current prices of these three securities, A, B, and C, are $10, $10, and $20, respectively.

1. Relative to the fundamental values, which of the three securities (A, B, and C) are fairly priced? Which securities are under-priced? Which securities are over-priced? For simplicity, please ignore the discount rate. (Hint: Use Net Payoffs to calculate the asset prices)

2. Construct an arbitrage portfolio using these securities, which yields a positive payoff in each state. Mention clearly which securities (and their quantities) you would long and/or short. Calculate the net payoffs of the arbitrage portfolio in the three states.

As of March 23, 2017, the yield to maturity on one year U.S. Treasury Bills is just 0.96%. You mention to your broker your frustration at only earning such a low interest rate. The broker responds by informing you that he can get you into bonds issued by ShadyVentures Inc. that promise much better returns. In particular, the ShadyVenture Bonds pay 6.5% annual coupon interest (on a semi-annual basis, as is typical) on face value of $1000 each, are scheduled to mature on March 23, 2037, and are rated B by both Moodys and S&P. He can get you into these bonds for a price of $920 per bond. (a) What is the yield-to-maturity on the ShadyVenture Bonds? (b) Unless your computations are far off base, you should verify that ShadyVenture bonds have a higher yield to maturity than U.S. Treasury Bills. Identify two reasons or risks that the ShadyVenture bonds might not be the better investment despite their higher yield.

Question 1

Qualitative methods rely on text and image data, have unique steps in data analysis, and draw on diverse designs.

Question 2

Observational protocol is a form used by a quantitative researcher for recording and writing down information while observing.

Question 3

The purpose statement in a research proposal sets the abstract, the intent, and the major idea for the study.

Question 4

Qualitative documents are always private documents (e.g., personal journals and diaries, letters, e-mails).

Question 5

Mixed methods research has evolved into a set of procedures that proposal developers can use in planning a mixed variable study.

C++

Analysis of Sorting Algorithms

Design a class AbstractSort that can be used to analyze the number of comparisons performed by a sorting algorithm. The class should have a member function compare that is capable of comparing two array elements, and a means of keeping track of the number of comparisons performed. The class should be an abstract class with a pure virtual member function

void sort(int arr[ ], int size)

which, when overridden, will sort the array by calling the compare function to determine the relative order of pairs of numbers. Create a subclass of AbstractSort that uses a simple sorting algorithm to implement the sort function. The class should have a member function that can be called after the sorting is done to retrieve the number of comparisons performed.

Given the following students' test scores (95, 92, 90, 90, 83, 83, 83, 74, 60, and 50), identify the mean, median, mode, range, variance, and standard deviation for the sample.

Write a 500-750-word summary and analysis discussing the results of your calculations. State your results for the sample: the mean, median, mode, range, variance, and standard deviation Explain which method is best for this data set. Why?

Conduct a one sample T-test and interpret the results (use a population mean of 70).

In what situations would this information be useful?

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.