Triple Constraint of Project Management

Triple Constraint of Project Management What Is The Triple Constraint Of Project Management? A project can be described as a temporary endeavour that is geared towards accomplishing a unique and desired product, service and/or result. For the project to be successful in attaining its objectives, triple constraint management is imperative. The management involves schedule (time), scope (performance) and budget (cost) management (Marchewka, 2009, p. 15-18). Describe Each Of Triple Constraint Management Elements: Time: Project is a temporary endeavour; hence it must have a definite time frame, involving a definite beginning and estimated completion date. Some projects may have immovable date by which the project must be complete while others may be flexible. In time frame, there are some issues that will have specific deadlines. For example, be complete on or before 29th March 2010. Some will have more urgency, like â€Å"soonest possible,† while others will have lesser urgency like â€Å"take your time†. The phases that should be involved in project time frame include: when to define project goal, when to plan, when to execute the plan, when to close and finally when to evaluate the project (Marchewka, 2009, p. 15-18). Budget: Every project operates within a definite budget, which is also known as project cost management. The cost management provides an assurance that the budget of the project is developed as well as completed as approved. The budget should cater for equipment capital, consumable supplies, daily cash expenditure, personnel payment which include team allocated resources and the overhead cost. The budget should also have miscellaneous allocation for unexpected mishaps and requirements. The budget is limited to every item in the entire project (Meredith, 2009, p. 10, Marchewka, 2009, p. 24-26). Scope: Every project should have a total of all deliverables that are required for project completeness. Project scope includes the details of all the products, and services and the expected results. The scope details all the works that must be completed in order to achieve the goals of the project. The project scope explains what is to be done, why it going to be done, how its going to be done, the people who will be involved in doing it, the duration for doing it, the cost for doing it, what man go wrong and the response to it, and measures to evaluate the success of the project (Marchewka, 2009, p. 18-20). Why It Is Important To Manage Them Both Separately And Together Through The Life Of A Project? Its notable that projects have a very big percentage of resources directed to human resources. The labour cost makes the total budget increase immensely. Scope schedule and budget have to remain in a sort of equilibrium so as to support a specified project goal. Separate management on the other hand enables each element to offer its best, without hoping that the others will balance out the equation. For example time element will not hope that the scope will be adjusted to accommodate lateness and scope will not await adjustment of budget to allow for a divergent scope (Marchewka, 2009, p. 14-17). Why Is It Important To Align Projects With Business Strategy? A project is a temporary endeavour that is aimed at achieving some unique and desired product and/or services to accomplish the purpose of the project, while on the other hand a business strategy is the pattern or plan which integrates an organizations primary goals, policies as well as activities into a cohesive whole. Business strategy pulls together while giving meaning to all that an organization does. A business strategy that is well organized facilitates the organization of all resources to become a unique and viable force that is based on the competencies as well as the shortcomings of the business organization on projected changes activities by competitors and the environment (Marchewka, 2009, p. 3). Its imperative to align a project with the business strategy as accomplishment of many business or organizations objectives are being achieved through projects. There are many projects that fail to advance the overall vision of a business simply because they were not in line with the goals of the business. In other words they fall outside the business stated mission hence irrelevant to the business. Its therefore important for every project to start by analysing the overall objective of the organization so as to direct the project towards achieving the minor goals as well as the major goals that do not divert from the mission of the project (Meredith Mantel, 2009). Alignment of a project to a business strategy enables the project planners to evaluate the cost of the project versus the total business capability to host the project. Rationality is applied in tabling or arguments of the effect of such a cost in relation to the business strategy. In a situation where the budget of the project surpasses the business capital base, the imbalance may lead to debts to the business consequently destabilizing the balance of the business (Meredith Mantel, 2009). Alignment of a project to the business strategy facilitates lowering of the cost of learning the project. This is because there are many types of equipment that would be required in the project but they are readily available in the business. The establishment of project will therefore not start from scratch. There are some human resources that can also be drawn from the business; people with a bit of experience hence will not require too much training in running the affairs of the project (Cadle Yeates, 2004). When a project is aligned to a business strategy, it will be exempted of many challenges as compared to a project that is not aligned to any strategy. The argument is that many challenges that a project goes through in the initiation process are similar to challenges that were faced in launching of many businesses, so by the time a project is established within the business strategy, many hills of challenges will be levelled (Cadel Yeates 2004). What Criteria Would You Suggest For Ranking The Projects? Project selection can be defined as a process by which evaluation of proposed projects is done and then deciding to implement some set of the projects in order to achieve the overall objective of the organization. Evaluation selection technique is employable in any area that requires one to make choice between alternative choices. When my organization is faced with a challenge of so many projects that are tabled for its investment, its imperative to choose the projects that we will invest in from the list. Some of the criteria that have been tabled by Meredith and Mantel (2009, p 41) for project selection and ranking include: Realism, capability, flexibility, easy to use, cost effective, and easy to computerize. I would choose realism criterion. This module reflects an organizations reality is decision making, organizations resources, organizations limitations, cost, time and implementation factors. How Would You Ultimately Decide Which Projects To Select? The selection of the project to invest in will be based on Project Portfolio Process (PPP). The project that I would select must support multiple of the organizations goals while at the same time cross reinforcing other important projects. This means a project should not be solely geared towards achieving its objectives without giving a thought on the overall mission of the organization. I would evaluate all the projects to understand which projects are likely to incur the greatest cost to the organization. As argued by Meredith Mantel (2009, p. 72) such a project should be in a position to deliver equally high returns; otherwise the project should not be adopted. A project that I would propose for investment in must not bring about excessive baggage to the organization, those projects which are likely to incur excessive risk should be eliminated. Such projects include those that are likely to overload an organizations resources. Meredith Mantel (2009, p. 71-72) argued that a project to be selected should be in position to balance the resources to the needs. If a project requires too many resources than its ability to overcome the needs in the organization, it shall have to be rejected. At the same time the project should be in a position to balance the short term, medium term and long term returns, an imbalance would lead to rejection of the project. Olsen (2001, p. 34) pointed of the essence of doing a cost benefit analysis for whichever project is tabled for adoption. I would ensure that all the projects tabled are critically evaluated to assess whether they are worth investing the resources of the organization in. The project that I select must also be realistic as pointed out by Meredith Mantel (2009) on criteria for selecting the most viable project. A project must be based on an organizations limitations realities. The project should not surpass an organizations resources, or capabilities. For example if our organization is work a million dollars, its not realistic to invest in a multi-billion dollars project rest we drain the other projects. In other words a project that we select must be within our organizations policies. Meredith and Mantel (2009, p. 41) have argued that every viable project should be flexible. The project that we select should be flexible enough to allow for adjustments and modifications where necessary. The project should not be fixed such that even if something else crops up in the project cycle, it can not be changed to be aligned with the new cycle. I would therefore try to evaluate the project prior to its adoption to see all the loose ends and examine what are the possible effects to the overall aims of the organization. Computerization is a very essential component in this age (Meredith and Mantel (2009, p. 42); hence the project should be easy to computerize. Computerization allow for easy storage of data, retrieval and project evaluation. The data of the project stored in a computer can easily be managed and distributed to other stake holders consequently enhancing effectiveness in project management. 4a. briefly describe what happens in each of the five projects management process groups: Five process groups define the appropriate project management process by king of work that ought to be done. But the process groups overlap between and within the project phases as output of one process group turns to the input of the following phase. Initiation: At this stage, the process group signals the genesis or the start of project or a phase. A set of processes of project management defines how the project would be conducted and the way the first methodology phase will be initiated. Approval of business case takes place (Marchewka, 2009, p. 80-81). Planning: Planning of entire project (phase to phase) takes place; the planning involves scope, activity, and resources planning. It also includes cost estimation, procurement planning, and schedule estimation. The planning is in line with project size and complexity; necessary for every phase, though not demanding initial planning (Marchewka, 2009, p. 81). Executing: Involves integration of resources (human and material) in carrying out the planned project activities. Project management processes like risk management, quality assurance and team development perform a significant supporting role (Marchewka, 2009, p. 81). Monitoring and Controlling: This process group permits for measuring and managing progress to projects scope, budget, schedule, and quality objectives. The manager and the team keep an eye on variances between actual results and hoped for results. It also includes scope control, schedule control, change control, quality control and budget control (Marchewka, 2009, p. 81). Closing: closing process group avails a set of accepting the products or services of the project which brings the project to an orderly close. The stake holders ought to verify satisfactory completion of all deliverables before the project sponsors accepts contract closure. All the deliverable should be agreed upon and agree to the terms of project completion. Resources are free to be reassigned and all accounts settlement be done. Evaluation of the success or failure of project is done (Marchewka, 2009, p. 81). On Which Processes Should Team Members Spend The Most Time? The execution stage is the most important stage in a project management group. At this stage whatever was planned for is implemented so that the desired outcomes could be attained. At this stage the integration of people and other resources is very important as it leads to the end product. The success or the failure of a given project is highly dependent on the interaction between the two resources. It takes the longest period because it involves employing the plans from the initiation stage in turning a low material into a finished product. The absence of this stage means fiasco of the project (Marchewka, 2009, p. 81). What Are The Main Tasks Undertaken During Project Integration Management? Project integration coordinates all the other eight knowledge areas of a project hence its considered as the most important knowledge area. It involves putting all the pieces of a project together in a cohesive manner to get the project done in fewer resources hence cheaper and fast while meeting the set objectives. In involves project charter development, preliminary scope statement development, project management plan development, manage and direct execution of the project, monitoring and control of project work, integrate change control and closure of the project (Marchewka, 2009, p. 84). Development Of Project Charter: ItS The Backbone Of The Project; Project Can Not Be Started Without It. It Authorizes The Project. Preliminary scope statement development: it outlines project deliverables. It contains the details that will be used in project planning. Project plan development: it explains how the implementation of the project will be done. Its an imperative tool in day to day pursuit of the project goals and objectives. Direction and management of project execution: Integration of project process takes place. The completion of project scope is done. Control and monitoring of project work: resources are expended consequently facilitating accomplishment of project goals and objectives. Integrated change control: Needful for documentation, review, and decide upon of proposed changes as change is inevitable in a project cycle. Close the project: facilitates administrative and contract closure. Close project process is paramount for termination of every project (Marchewka, 2009, p. 84). References Marchewka, 2009, Project management process: developing the project charter and baseline project plan, John wily and sons, San Francisco. Meredith Mantel, 2009, Project management: A managerial Approach, 7th Edn, John wily and sons, San Francisco. Olsen, 2001, Introduction to IS Project Management, McGraw Hill, New York. Cadle Yeates, 2004, Project Management for Information, Systems, 4th edn, Prentice Hall, New Jersey.

Our Mutual Friend

Wider Reading Books Research: Name: Our Mutual Friend Author: Charles Dickens Synopsis: The multiple plots of Our Mutual Friend, Dickens's last complete novel, twine around the miser John Harmon's legacy of profitable heaps of refuse (â€Å"dust†). Harmon dies and leaves the dustheap operation to his estranged son John, on the condition that he marries Bella Wilfer, a young woman unknown to him. When a body found in the Thames is believed to be the younger Harmon, travelling home to receive his inheritance, the dustheaps descend instead to Harmon's servant Noddy Boffin (â€Å"The Golden Dustman†).Boffin and his wife respond to their new status by hiring Silas Wegg, a â€Å"literary man with a wooden leg† to teach Boffin to read; arranging to adopt an orphaned toddler from his poor great-grandmother; and bringing the socially ambitious Bella Wilfer into their home, where she is watched and evaluated by John Rokesmith, a mysterious young man employed as Boffin's se cretary. Rokesmith is actually John Harmon, who has survived betrayal and attempted murder and is living incognito so that he can observe Bella.Boffin's negative transformation by his wealth, Bella's moral awakening as she witnesses the changes wealth produces in Boffin and in herself, and the developing love relationship between Rokesmith and Bella form one key sub-plot. Another is the romance between gentlemanly idler Eugene Wrayburn and Lizzie Hexam, the daughter of the waterman who finds the drowned body. Class differences and the obsessive love and jealousy of schoolmaster Bradley Headstone threaten their relationship, but they are finally married with the help of the crippled dolls' dressmaker Jenny Wren.The smaller plots that interweave these sensation/romance narratives comment on the hypocrisy of fashionable life (â€Å"Podsnappery†) and the destruction of the family lives of both rich and poor by an industrialized, materialistic society. Characters: John Harmon, Bel la Wilfer, Noddy Boffin, Mrs Henrietta Boffin, Lizzie Hexam, Charley Hexam, Eugene Wrayburn. Themes: One of the most prevalent symbols in Our Mutual Friend is that of the River Thames, which becomes part of one of the major themes of the novel, rebirth and renewal.Water is seen as a sign of new life, used by churches during the sacrament of Baptism as a sign of purity and a new beginning. In Our Mutual Friend, it has the same meaning. Characters like John Harmon and Eugene Wrayburn end up in the waters of the river, and come out reborn as new men. Wrayburn emerges from the river on his deathbed, but is ready to marry Lizzie to save her reputation. Of course, he surprises everyone, including himself, when he survives and goes on to have a loving marriage with Lizzie.John Harmon also appears to end up in the river through no fault of his own, and when Gaffer pulls his â€Å"body† out of the waters, he adopts the alias of John Rokesmith. This alias is for his own safety and peac e of mind; he wants to know that he can do things on his own, and does not need his father’s name or money to make a good life for himself. [29] Throughout Our Mutual Friend, Dickens uses many descriptions that relate to water.Some critics refer to this as â€Å"metaphoric overkill,† and indeed there are numerous images described by water that have nothing to do with water at all. [30] Phrases such as the â€Å"depths and shallows of Podsnappery,† [31] and the â€Å"time had come for flushing and flourishing this man down for good† [31] show Dickens’s use of watery imagery, and help add to the descriptive nature of the book. Historical Background: Our Mutual Friend was published in nineteen monthly numbers in the fashion of many earlier Dickens novels and for the first time since Little Dorrit (1855–7).A Tale of Two Cities (1859) and Great Expectations (1860–1) had been serialized in Dickens's weekly magazine All the Year Round. Dicke ns remarked to Wilkie Collins that he was â€Å"quite dazed† at the prospect of putting out twenty monthly parts after more recent weekly serial. Our Mutual Friend was the first of Dickens's novels not illustrated by Hablot Browne, with whom he had collaborated since The Pickwick Papers (1836–7).Dickens instead opted for the younger Marcus Stone and, uncharacteristically, left much of the illustrating process to his discretion. After suggesting only a few slight alterations for the cover, for instance, Dickens wrote to Stone: â€Å"All perfectly right. Alterations quite satisfactory. Everything very pretty† Stone's encounter with a taxidermist named Willis provided the basis for Dickens's Mr. Venus, after Dickens had indicated he was searching for an uncommon occupation (â€Å"it must be something very striking and unusual†) for the novel.

Significance of Reverse Logistics

To the corporate world, it is all about making a profit. To the corporate world, efficiency is a means to achieving that profit. To the corporate world, one can not achieve profit with logistics. To modern researchers, the corporate world has just truly begun to turn its eyes towards reverse logistics. To us business students today, without reverse logistics there can be only limited profit. Within the scope of this analysis we shall be examining the significance of reverse logistics.To comprehend the importance of this study we must first ensure that the reader understands that reverse logistics is an acutely fascinating yet highly misunderstood concept which differs from company to company. Reverse logistics is a manner of reversing the supply chain. In this analytical reversal lies a world of opportunities to businesses. In a manner of speaking, reverse logistics is a highly analytical procedure which calls for the usage of statistical tools and highly trained managers and financi al accountants to understand how to place products back into a supply chain in order to achieve profits.Part of this definition means that businesses should be aware of which products they can expect to see as ‘returned items’. These items should be anticipated to be sold to another supplier to be turned into scraps for another project. Also customization needs to occur to increase the positive user experience; including warranty programs as well to increase the satisfaction level of customers. Businesses highly dislike having items returned to their inventory. Items returned that fail to sell are regarded as a loss in profits and revenue.For companies seeking to understand why such rates of returns occur they must turn to reverse logistics, as a seemingly modern tool, used towards understanding why this occurs to begin with. For businesses it is vital that they analyze, among other information, why such items are returned, how to alleviate this revenue loss, what techn iques or selling tools can be used to prevent this from occurring, and perhaps how to protect the entire company should this occur in various divisions within the company. In analyzing why this occurs we must turn to reverse logistics management.This management solution takes crucial time and effort to look at how to manage the entire returns process. By managing this process, companies can increase the recovery of net assets and revenue goals. As the introduction paragraph points out it is all about ensuring that the profit margin and supply chain is being fulfilled. At this time we shall examine how textile and apparel industries are adversely affected by returned items. When examining the online marketplaces, researchers have determined that typically garments are in danger of being returned by consumers who purchased them online.Purchasing decisions are driven by a consumer’s feelings about themselves and their bodies or physical image of themselves. For instance, when a woman is seeking to purchase clothing which is dependent on a fashionable image they expect the color, feel, fit, image, and expectations to match what they thought they ‘saw’ on the internet. As you can not ‘feel’ or ‘wear’ the garment when purchasing online, you are making the decision to purchase based upon other factors. These factors include color and style.Because consumers are attempting to make an effective choice on what to purchase they are often disappointed by what actually arrives in the mail. As a process hierarchy situation businesses are finding it pertinent to have marketing and sales staff which are willing to communicate with the supplier chain about how to survey consumers and generate more purchasing power in the online stores. Engineering teams are being used to modify the online appearance to appeal to more consumers (Hammond, website).The article, â€Å"In the Virtual Dressing Room Returns are a Real Problem† by J an Hammond and Kristin Kohler, it is emphasized that â€Å"†¦high return rate of apparel products purchased online†¦mirrors the rate of catalog apparel purchases†¦returns for apparel bought from catalogs ranged from 12 to 35 percent.. † This return rate process is a serious concern of companies marketing apparel online and in catalogs. On the other hand, the article shows that decisions to buy generic goods like books, music, electronic, etc..are less reflecting a return rate because less emotional factors tie in to the consumer’s decision to purchase those items. This article indicates that accuracy of color plays a crucial role in decision making of consumers on the web. Surveys conducted, including one by InfoTrends Research Group, indicated that 88% of consumers will shop at online stores which guarantee that their products reflect â€Å"true and accurate† color standards and schematics. Because of feelings of insecurity about acquiring the it ems which meets their color standards and expectations, consumers are less prone to make the initial decision to purchase.Because of this ‘risk’ of purchasing an item â€Å"unseen†, â€Å"untouched† , and â€Å"unworn†, consumers surveyed have become interested in companies which use the new initiatives to improve the color on their websites. For example, detail and color would be greatly improved with companies using zoom technology such as HP Open Pix and Live Picture (Hammond, website). Other companies are seeing products such as BodyMetrics LTD, which can ‘on-line visualize’ body dimensions on a mannequin to see how the item would fit the consumer’s body composition.These tactics are all methods of reverse logistics management, because they improve the online visibility of items which can increase the purchasing of consumers while decreasing the rate of return behavior that companies experience. In addition, as companies are seeking to place their products in online supply markets they can provide those supplier companies with an up-selling tool which aids in their own sales protection. For instance, let us closely examine IKEA’s effective operation management. IKEA, a furniture retailer, has invoked in its company a strong usage of operations management.Operations management is a means towards which a company organizes its hierarchy, sales structure, approach to service, strategic operations, systematic direction of the company, and finally the control of internal and external processes which turn inputs into completed goods and services. IKEA’s experience in operations management is highly organized and analyzed by reverse logistics management. In understanding IKEA’s operations management style we must first recognize that IKEA believes in a self-service concept.This means that IKEA believes that customers service their own needs by picking up their furniture themselves from the warehouse. IDEA’s furniture is built with high quality in mind and displays a wide variety of choice for the every day consumer. Showrooms have been explicitly designed to reflect various rooms and items related to the household goods. Because the ordering and picking up of items is performed by the customer, there is no chance that the consumer be unaware of what they are purchasing. Catalogues and notices are placed around the store explicitly showing the illustrations, dimensions, and availability of color of the goods.These room settings also allow customers to make educated decisions and comparisons about items without being infringed upon by sales personnel hoping to make a sale. As part of the reverse logistic management, this customization of user experience allows for the customer to examine and make decisions while not being under sales pressures (Slack 14-15). As the customer knows exactly where in the store they are purchasing the items from they have the opportun ity to return to the area for further decision making.This operational strategy is very successful to IKEA because of the piece of mind given to customers. Customers see how smooth the process is from selecting their items, to loading their items in a large loading area explicitly for customers, to non-pestering salespeople, to sufficient variety of quality goods at less expensive prices, to well-designed showplace environments, and to staff which willingly help customers at request. This attitude fosters a good mindset in consumers and presents the every day customer with a pleasant environment.Should consumers seek to return items the customer service is guaranteed to be a pleasant one. For customers this operations management has considered all reverse logistics and countered them with a steady aptitude for impressing the every day customer. This situation is truly a competitive advantage for IKEA over the competition. While reading this case study I was impressed with the idea t hat they have an eatery and a location where parents can drop off their children for daycare services while they shop peacefully.In general, this design contains such attractive features which allows for the operations of the organization to be seen on various levels (Slack 14-16). The case study also relates how the transformation process model works at IKEA. In this concept lies the idea of how the resources are used to â€Å"change the state or condition of something to produce outputs. † The nature of this operational concept is that a company can use its resources to literally transform itself and its resources into goods and services. IKEA has done both.It has used quality items from global companies and its in-store services to create the groundwork for a pleasant customized experience. Customers experience a variety of feelings about the IKEA stores while shopping which has a positive affect upon their decision to make purchases. For instance, the daycare allows paren ts to cope with making the decision to purchase while not have the added responsibility of watching over rampant children. Considered a customer processing strategy, this helps the psychological state of customers.In addition, IKEA stores have allowed for showroom settings and customized ideas to help differentiate one product from another. Non-lingering salespersons also alleviate any pressure of making an immediate decision to purchase versus feeling hounded by expectant salespeople. The nature of this process allows for the consumer to feel that they are making the right decision making the purchase. Like all competitive companies they feel that the inputs to the transformation process needs to be â€Å"error-free, fast, and efficient information processing.† Customers feel that this information is an aid for allowing the consumer to be satisfied that their concerns and questions on how to use or install the items will be handled in a professional and efficient manner (Sla ck 17-23). In general, all these processes from business processes to the customer-supplier relationship and interacting relationships are vital to competitive businesses. Whether it be an online stores or a physical store, it is important to recognize that reverse logistics plays a key role in ensuring a satisfied customer while providing a way to generate revenue.Works Cited: Reverse Logistics Management: Manage Returns Processing Across Multiple Channels. Viewed March 26, 2007. http://www. manh. com/reverse_logistics_management/index. html? g=4&gclid=CNG4kM HsjYsCFQlQWAodVUPdWA In the Virtual Dressing Room Returns Are A Real Problem. Published: April 15, 2002 . Jan Hammond and Kristin Kohler. Viewed March 26, 2007. http://hbswk. hbs. edu/item/2883. html Slack, Nigel, Stuart Chambers, Christine Harland, Alan Harrison, and Robert Johnston. Effective Operations Management. 1998. London, Pitman

History Of Western Civ II A Period Of Religious Freedom

Mercedez Valentin Professor Acevedo History of Western Civ II 1 March 2016 â€Å"Was the Sixteenth Century CE (Reformation Era) A Period of Religious Freedom In Europe† Reformation is an act of improvement in the existing form or condition of institutions or practices etc.; intended to make a striking change for the better in social or political or religious affairs. The Reformation of the sixteenth century in Europe began as an attempt to reform the practices of the Catholic Church and was sparked by Martin Luther’s 95 theses which objected to the abuses he perceived within the church. The Catholic leaders had negatively painted the church through the evils practiced there; corruption, discrimination of the lower class by upper class who were the priest and clergy who received their position by money but not by a call or religion knowledge, their greed and scandalous lives pushed of the selling tickets of indulgences from sin to heaven and many other evils revolving around the church called for reformation (Blick and Tekippe 46). Martin Luthe r, John Calvin, Huldrych Zwingli and other Protestant reformers came forward to rectify and amend the vicious and depraved behavior of the church. Their effort to renaissance the church was opposed by the Catholic leaders and this brought about religious war like French War of Religion and others which took quite some time. The sixteenth century was the age of the revival of religion, literature, and art. The spirit of progress andShow MoreRelatedAncient Indian Civilization6134 Words   |  25 PagesANCIENT INDIAN CIVILIZATION INTRODUCTION In the 1920s, a huge discovery in South Asia proved that Egypt and Mesopotamia were not the only early civilizations. In the vast Indus River plains (located in what is today Pakistan and western India), under layers of land and mounds of dirt, archaeologists discovered the remains of a 4,600 year-old city. A thriving, urban civilization had existed at the same time as Egyptian and Mesopotamian states — in an area twice each of their sizes. The IndianRead MoreInstitution as the Fundamental Cause of Long Tern Growth39832 Words   |  160 Pagesempirical and theoretical case that differences in economic institutions are the fundamental cause of differences in economic development. We first document the empirical importance of institutions by focusing on two quasi-natural experiments in history, the division of Korea into two parts with very different economic institutions and the colonization of much of the world by European powers starting in the fifteenth century. We then dev elop the basic outline of a framework for thinking about whyRead MoreIgbo Dictionary129408 Words   |  518 Pagesespecially extensional suffix Hausa inflectional suffix interjection interrogative literally noun numeral proper name preposition pronoun possessive pronoun quantifier usually verb Yoruba derived from Igbo Dictionary: KayWilliamson. Draft of Edition II Editor’s Preface The present Igbo dictionary is a much revised and expanded version of the Igbo dictionary published by Kay Williamson, Ethiope Press, Benin City in 1972. Professor Williamson died in early January 2005, with it still unpublishedRead MoreCommercial Liens - a Potent Weapon Essay32374 Words   |  130 PagesBuild Freedom staff | |[with acknowledgments and credit to Alfred Adask (Publisher of AntiShyster magazine), Richard Boalbey, David | |DeReimer, and the various lien authors, for providing some of the content] | |(Applicable To The U.S.A.; Adaptable For Some Other Countries) | |Common Law Copyright, 1995 by Build Freedom Holdings