How to Count Above 10,000 in Chinese

How to Count Above 10,000 in Chinese Mandarin numbers up to 9,999 follow the same basic pattern as English numbers, but numbers 10,000 and higher are quite different. In English, numbers larger than 10,000 are stated in terms of thousands. However, large numbers are written and read as divisions of 10,000 in Chinese. Ten Thousand The Chinese character for 10,000 is è  ¬ / ä ¸â€¡ (traditional / simplified), pronounced wn. Any number higher than 10,000 read in terms of the number of 10,000s. For example, 20,000 would be å… ©Ã¨  ¬ / ä ¸ ¤Ã¤ ¸â€¡ (liÇŽng wn), or two ten-thousands. 17,000 would be ä ¸â‚¬Ã¨  ¬Ã¤ ¸Æ'Ã¥ Æ' / ä ¸â‚¬Ã¤ ¸â€¡Ã¤ ¸Æ'Ã¥ Æ' (yÄ « wn qÄ « qiÄ n), or one ten-thousand seven thousand. 42,300 would be å››è  ¬Ã¥â€¦ ©Ã¥ Æ'ä ¸â€°Ã§â„¢ ¾ / å››ä ¸â€¡Ã¤ ¸ ¤Ã¥ Æ'ä ¸â€°Ã§â„¢ ¾ (sà ¬ wn liÇŽng qiÄ n sÄ n bÇŽi), or four ten-thousand  two thousand three hundred.   So on and so forth, any number from 10,000 up to 100,000,000 is constructed by the following pattern: number of 10,000snumber of 1,000snumber of 100snumber of tensnumber of ones If there is a zero in the hundreds, tens, or ones place, it is replaced by é› ¶ là ­ng. If there are a series of zeros, as in 21,001, they are replaced by a single é› ¶ là ­ng. Examples of Large Numbers Here is a list of more large numbers. Audio files are available and marked with ââ€" º to help with pronunciation and listening comprehension skills. See if you can say the number out loud without looking at the Chinese version. Or, listening to the audio file and see if you can write out the number. 58,697ââ€" ºwÇ” wn bÄ  qiÄ n lià ¹ bÇŽi jiÇ” shà ­ qÄ «Ã¢â‚¬â€¹Ã¤ ºâ€Ã¨  ¬Ã¥â€¦ «Ã¥ Æ'å… ­Ã§â„¢ ¾Ã¤ ¹ Ã¥  Ã¤ ¸Æ'ä ºâ€Ã¤ ¸â€¡Ã¥â€¦ «Ã¥ Æ'å… ­Ã§â„¢ ¾Ã¤ ¹ Ã¥  Ã¤ ¸Æ'950,370ââ€" ºjiÇ” shà ­ wÇ” wn sÄ n bÇŽi qÄ « shà ­Ã¤ ¹ Ã¥  Ã¤ ºâ€Ã¨  ¬Ã¤ ¸â€°Ã§â„¢ ¾Ã¤ ¸Æ'Ã¥  Ã¤ ¹ Ã¥  Ã¤ ºâ€Ã¤ ¸â€¡Ã¤ ¸â€°Ã§â„¢ ¾Ã¤ ¸Æ'Ã¥  1,025,658ââ€" ºyÄ « bÇŽi ling à ¨r wn wÇ” qiÄ n lià ¹ bÇŽi wÇ” shà ­ bÄ Ã¤ ¸â‚¬Ã§â„¢ ¾Ã©â€º ¶Ã¤ ºÅ'è  ¬Ã¤ ºâ€Ã¥ Æ'å… ­Ã§â„¢ ¾Ã¤ ºâ€Ã¥  Ã¥â€¦ «Ã¤ ¸â‚¬Ã§â„¢ ¾Ã©â€º ¶Ã¤ ºÅ'ä ¸â€¡Ã¤ ºâ€Ã¥ Æ'å… ­Ã§â„¢ ¾Ã¤ ºâ€Ã¥  Ã¥â€¦ «21,652,300ââ€" ºliÇŽng qiÄ n yÄ « bÇŽi lià ¹ shà ­ wÇ” wn liÇŽng qiÄ n sÄ n bÇŽiå… ©Ã¥ Æ'ä ¸â‚¬Ã§â„¢ ¾Ã¥â€¦ ­Ã¤ ºâ€Ã¨  ¬Ã¥â€¦ ©Ã¥ Æ'ä ¸â€°Ã§â„¢ ¾Ã¤ ¸ ¤Ã¥ Æ'ä ¸â‚¬Ã§â„¢ ¾Ã¥â€¦ ­Ã¤ ºâ€Ã¤ ¸â€¡Ã¤ ¸ ¤Ã¥ Æ'ä ¸â€°Ã§â„¢ ¾97,000,000ââ€" ºjiÇ” qiÄ n qÄ « bÇŽi wnä ¹ Ã¥ Æ'ä ¸Æ'ç™ ¾Ã¨  ¬Ã¤ ¹ Ã¥ Æ'ä ¸Æ'ç™ ¾Ã¤ ¸â€¡ Even Larger Numbers After ten thousand, the next largest number unit used in Chinese is one-hundred million. One-hundred million in Mandarin Chinese is å„„ / ä º ¿ (ââ€" ºyà ¬). It can also be expressed as è  ¬Ã¨  ¬ / ä ¸â€¡Ã¤ ¸â€¡ (wn wn). Following are the series of numbers larger than one-hundred million. Each number is 10,000 times larger than the previous one. åž“ / å…† zho 1012ä º ¬ jÄ «ng 1016åž“ gÄ i 1020ç § ­ zÇ  1024ç © ° rng 1028æ º  / æ ²Å¸ gÃ… u 1032æ ¾â€" / æ ¶ § jin 1036æ ­ £ zhÄ“ng 1040è ¼â€° / è ½ ½ zi 1044 Learning Tips Using numbers units like è  ¬ / ä ¸â€¡or å„„ / ä º ¿ can be confusing at first. Here are a few tips for quickly knowing how to read large numbers out loud. One tip is to move the comma one place to the left. A number is usually separated every three digits by a comma. For example: 14,000. Now, lets move the comma over by one digit. By seeing a number 1,4000, it becomes easier to read numbers in terms of ten-thousands. In this case, it is  Ã¤ ¸â‚¬Ã¨  ¬Ã¥â€ºâ€ºÃ¥ Æ' /  Ã¤ ¸â‚¬Ã¤ ¸â€¡Ã¥â€ºâ€ºÃ¥ Æ', or one ten-thousand four thousand.   Another tip is to simply memorize a few large numbers. How do you say one million in Chinese? What about 10 million?

Communication and Crisis Paper Essay Example | Topics and Well Written Essays - 1750 words

Communication and Crisis Paper - Essay Example Further, it is important to communicate the crisis as it is – communicate the issue quickly and tell the truth, both to the public and within the emergency management office. By doing this, all will have been accomplished to minimize the effects of the situation (Ulmer, Sellnow, & Seeger, 2006). As the director of the Regional Emergency Management Office, he or she should ensure that communication within the organization takes the following channel. First, the head officials of the management office and the head of public relations should be contacted. As soon as these two heads and their respective offices have been contacted, the implementation of the plan can be started. After discussions between these different offices, communication of the crisis is then released to the other departments and staff so that they can prepare for the communication and deal with the crisis. Effective communication within the organization will involve the formation of a crisis communications te am, exploration of the crisis situation, developing a message and managing communications. Later, the course of communication and action is decided; the information is communicated to the sub-regional heads and the service directors of regional divisions. After the communication of the crisis situation has reached the regional divisions, teams will be formed among the concerned and non-concerned departments due to the need to address the crisis situation in the shortest time possible. Further, communication will be continued during and after the implementation of the mitigation of the emergency situation (Smith & Millar, 2002). The potential advantages associated with communicating the crisis situation within the organization and to the public and private secto

Sustainability and Luxury Fashion Essay Example | Topics and Well Written Essays - 3250 words

Sustainability and Luxury Fashion - Essay Example The paper "Sustainability and Luxury Fashion" looks into the sustainability on brand perception in the fashion industry in the two countries; Sweden and the United Kingdom; most importantly the impacts.Arguably, Europe was and still is a core part of the cradle of civilization and two countries that played extra crucial roles in the whole process are the United Kingdom and Sweden. In the fashion world, these two nations have made impressive strides too. They both filled with strong fashion brands that have so far withstood the test of time. Most of these brands can as well be further categorized as luxury fashion brands. Their image is at present glorious but considering how volatile the industry is, the big job is not getting to the top, the good brand loosely hanging perception is the very hard task.From its inception, the fashion industry in the United Kingdom and Sweden has never been short of variables. Hence, so as to keep up with the ever-evolving values, adopting a sustainabl e approach is advised. But this hasn’t always been the case. For the young consumers, sustainability is not very relevant a word in their very dynamic and very synthetic consumers’ dictionary. At this consumer’s age, ironically, change is the only constant thing. Change is pre- programmed in every young brain. The trick is evolving with the change, sleekly, of course, so as to still a factor in sustainability. All fashion brands in these two countries are at the huge risk of toiling to the top and implementing strategies.

The national state of Moldova Coursework Example | Topics and Well Written Essays - 1750 words

The national state of Moldova - Coursework Example Transnistria is the language Romanians refer to the land on the east bank of the Nistru River, with the majority of its populations being Slavic, who are ethics of Ukrainians and Russians, although it has Romanians as the single largest group. History of Moldova Moldova’s Latin origin is traced to A.D 105-270 during Roman Empire occupation of Dacia (Present day Romania, Bulgaria and Serbia) when the intermarriage of the Roman colonist and the local population formed a culture. In A.D. 271 Huns, Ostrogoths, and the Athens who were slaves passed through the area. Bulgarian empire, Magyars, Pechenegs and the Golden Horde (Mongols) established also had been swaying in Moldova. In 13 century Hungary expanded its area and established a line of fortification near Siretul River (the present day Romanian); the region came under Hungarian rule. In 1349 Prince Bogdan established Moldovan Principality taking away Siretul River from Hungary fortifications that was originally called Bogdani a, the principality stretched from the Carpathanian Mountain to the Nistru River and was later renamed Moldova, after the Moldova River in the present day Romania. It also became under Mongol empire. ... In 1940 Romanian ceded Bessarabia to the USSR Moldavian Soviet Socialist Republic by merging the autonomous republic east of the Dniester and the Bessarabia portion taken away from the Romanian. While three counties southern of Moldova incorporated in Ukraine Soviet Socialist Republic. In 1941, Romanian regained Bessarabia with the assistance of German troops, but Soviets reoccupied Bessarabia in 1944 (King, 2004, p.2). In 1990 Supreme Soviet elected Mircea Snegur as the President of Soviet Socialist republic of Moldova, who endorsed independence from the Soviet Union. In May 23rd, 1991 the Supreme Soviet renamed to Parliament of the republic of Moldova, and declared its independence from U.S.S.R (Kulik & Pshizova, 2002, p.87). Language Development Moldova language is spoken in all the former principalities of Moldovan. But, it exhibits some influence on its grammar and vocabulary from Russian and Ukrainian languages, which it has been in contact for century. In 1859 Latin alphabet w as introduced for Romanian which became Russian province of Bessarabia in 1812.Policy aimed at showing that Moldovan and Roman were different language led to the deterioration in the Moldovan language. Russian loan words were used in technical fields and Moldovan became a kitchen language and Moldovans educated in Russian schools could not easily express themselves in others areas, other than speaking in their native spoken language. Russification and de-Romanization which was more prone in urban areas had its policies resisted by Moldovan intellectuals who upheld the use of their language. In late 1980s, it lead to the adoption of language law in 30th, August 1989 that defined Moldovan in a Latin script as the state language, this was aimed at fostering the use of

Causes of Software Project Failure

Causes of Software Project Failure All successful software projects start with the premise that the end result will be successful. The owner of the project initial goal is to deliver on time and on budget. Although these are the primary focus when the project begins, yet is it not more important that the project deliver tangible business and consumer results? A project manager must take both the customer and the project into consideration when performing a software project. Time, thought and much consideration (focus) must be the aim of the project from beginning until completion of the software project. These are primary keys to a projects success. There are many keys that ensure the success of a project many will become familiar to the reader throughout the reading of this paper. Business drivers such as problems or opportunities that maybe encountered in the beginning and throughout the completion of the project are criteria used to measure the benefits of the project. These drivers should be the primary focus when scoping the project and setting the goals of the project. All projects begin with goals in the order of priority directly related to and supported by the business goals. Target goals are put into place to ensure the project meets the specified time and does not deviate more than those allowable in project plan. The customer and the project planner must be in complete agreement on the goal and anticipation of the project before the project begins. An understanding of what the customer expects the success of the project to look like and what measurements will be considered to determine the desired outcome of the project to the customers satisfactions are critical points when the project is started. These issues should be easily understood by all concerned. A successful project must first be defined. Question, how do we define the success of a software project? We could begin by looking at meeting desired cost, schedule, and scope objectives. Was the projects completion date met? Was it within budget guidelines and did it meet the desired specifications? Software project success has often been defined in ways that are measured the day the project was finished. This is not always the case. Some projects exceed the specified date originally set forth at the forefront of the project. This does not mean that the project was a failure because of the time constraints. Many projects require more testing than was originally set forth at the start of the project or more funds that are necessary to ensure the project is a success. One example is the Sydney Opera House (Duncan, W.R.), that cost sixteen times as much to build and took four times as long to complete as the original estimates. Although thought to be a project management disaster ending up producing an enduring and inspiring civic symbol. Would this constitute as a project failure? Project success depends on a combination of product success and project management success. Many project owners define the success of the project by the time of completion. If the project was completed in the specified time it was a success. Ask yourself this question; if the project was completed early or a day or two late with all specifications met did you have a success software project? Or if it was completed on time with continual adjustments after completion, is this a successful project? A project must follow a completion milestone that should allow for each step of the project to fall within specification. All software project should include modification allowances that provide for added research should the project require it. Literature Review Software failure can be defined as the occurrence of either deficient functionality, where the program fails to perform a required function, or deficient performance, where the program performs a required function too slow or in an insufficient manner. (Rutgers Computer Technology Law Journal. Perlman, Daniel T., 1998) We live in a society that depends extensively on computers to accomplish our everyday needs; everything from monitoring patients in hospitals to monitoring our national defense depends primarily on computer software not failing. Bearing in mind their fundamental need for computers to function properly, software project failure rates are among the highest across all industries, however the number of statistical reports analyzing those Failure are lesser then one would expect. This literature review provides an overview of general literature available on this subject, the main of objectives of the evaluation are to establish why software projects fail and the main reasons a project may fail along with what lessons can be learned   to improve software developments in order for them to success in the future. The subject of Software Project Failures is full of books, and papers that  stress Why Software Projects Fail, most of them share numerous characteristics ranging from failure due to incomplete requirements to failure due to an incompetent project manager.   Among the studies examining these failures is the 2009 Standish Group CHAOS Report. The report is a collection of data on project failures in the software industry. Its main goal is to make the industry effective and productive and to illustrate ways to improve its success rates and increase the value of the software investments. Their most recent results were published in April, 2009. The introductory statement in CHAOS Report reads: The Roman bridges of antiquity were very inefficient structures. By modern standards, they used too much stone, and as a result, far too much labor to build. Over the years we have learned to build bridges more efficiently, using few materials and less labor to perform the same task. Tom Clancy (The Sum of All Fears) (The Standish Group, 2009) With use of this quote the CHAOS Report suggests that software developers should adopt bridge builders approach of learning from past mistakes. The report explains that the difference between software failures and bridge failures is that when a bridge fails it is investigated and a report is written on the cause of the failure whereas when a software fails the failures are covered up, ignored, and/or rationalized. As a result, we keep making the same mistakes over and over again. (The Standish Group, 2009) The Standish Group investigated the failure and success rates along with the reasons for success and failure. Their study surveyed four focus groups with IT executives of major companies. The attendees represented a wide variety of industries, including insurance, state and federal government, retail, banking, securities, manufacturing and service. Three distinct outcomes, called Resolutions, were what the subsequent report divides projects into. Project Resolution Types 1 (Success), 2 (Challenged), and 3 (Impaired). Resolution Type 1 was when a project was a success; it was completed on time and on budget, with all the functionalities and features intact.   The projects that fell in this category only amounted to 16.2%.  Resolution Type 2 was when a project was completed, however it was over budget or over time, and missing some or all of the functionalities and features that were originally requested.   52.7% of all studied projects fell into the Resolution Type 2 category. R esolution Type 3 were projects that were abandoned at some point during the development cycle, consequently becoming total losses.   A staggering 31.1% of all the projects studied fell into this category.   The Standish Group further divided these results by large, medium and small establishments. A large establishment was one with greater than $500 million dollars in revenue per year, a medium was defined as having $200 million to $500 million in yearly revenue, and a small was from $100 million to $200 million. However the statistics for failure were equally discouraging in companies of all sizes. The most important aspect of the research is discovering why projects fail. The report isolated that the top five factors found in successful projects were: user involvement, executive management support, clear statement of requirements, proper planning, and realistic expectations. These indicators were extracted from surveyed IT executive managers of their opinions about why projects succeed. Project Success Factors % of Responses 1. User Involvement 15.90% 2. Executive Management Support 13.90% 3. Clear Statement of Requirements 13.00% 4. Proper Planning 9.60% 5. Realistic Expectations 8.20% 6. Smaller Project Milestones 7.70% 7. Competent Staff 7.20% 8. Ownership 5.30% 9. Clear Vision Objectives 2.90% 10. Hard-Working, Focused Staff 2.40% Other 13.90% The top factors found in Challenged projects were: lack of user input, incomplete requirements and specifications, changing requirements and specifications, lack of executive support, and technical incompetence. The list of top indicators factors found in Failed projects were: incomplete requirements, lack of user involvement, lack of resources, unrealistic expectations, lace of executive support, changing requirements and specifications, lack of planning, didnt need it any longer, lack of IT management, and technical illiteracy. Project Challenged Factors % of Responses 1. Lack of User Input 12.80% 2. Incomplete Requirements Specifications 12.30% 3. Changing Requirements Specifications 11.80% 4. Lack of Executive Support 7.50% 5. Technology Incompetence 7.00% 6. Lack of Resources 6.40% 7. Unrealistic Expectations 5.90% 8. Unclear Objectives 5.30% 9. Unrealistic Time Frames 4.30% 10. New Technology 3.70% Other 23.00% The Standish group report conclude that projects succeed because of: executive support, user involvement, experience project manager, clear business objectives, minimized scope, standard software infrastructure, firm basic requirements, formal methodology, and reliable estimates. The main causes of IT project failure were: lack of clear link between the project and the organizations key strategic priorities, including agreed measures of success; lack of clear senior management and Official ownership and leadership; lack of sufficient data; lack of effective engagement with stakeholders; lack of skills and proven approach to project management and risk management; along with lack of effective project team integration between clients, the supplier team and the supply chain. Causes of failure could also be the result of the problem not being properly defined: they may have developed the right solution to the wrong problem. This is best addressed by trying to understand the reason for do ing the job. The CHAOS Report does have its own shortcomings. Its measures of success are relatively narrow; it only measures success by examining whether a project was completed on time and on budget. The Standish group does not include measures of quality, risk, and customer satisfaction. Nevertheless, the CHAOS Report endures as an important measure for the software despite limited standards of measurement and limiting sources to interviews with executives. There are several other studies on statistics over IT project failure rates which mainly concur with the overall picture of the IT industry that the CHAOS Report provides. In 1997, a study conducted by KPMG Canada, reviewed 176 projects. Their findings determined that over 60% of projects failed to meet their sponsors expectations. A staggering 75% missed their deadline by 30% or more, and over half substantially exceeded their budgets. The main causes for project failure that were identified were: poor project planning, specifically, inadequate risk management and a weak project plan; weak business case; and lack of top management involvement and support. In September 2000, the Gartner Group surveyed 1375 respondents through interviews. (Gardner, 2010) The study indicated that roughly 40 percent of all IT projects fail to meet business requirements. In a more recent survey, the Aberdeen Group claimed 90 percent of projects came in late, while 30 percent were simply cancelled before the deadline. (Booth, R., 2000) According to Tom Carlos in his article Reasons Why Projects Fail gather major reasons   ranging from simple to complex project, The most common reasons for failure   found in the list include :      Poorly managed    Inadequate or vague requirements    Undefined objectives and goals    Lack of management commitment    Poorly defined roles and responsibilities    Stakeholder conflict    Team weaknesses    Lack of user input    Scope creep No change control process Meeting end user expectations    Poor communication    Lack of a solid project plan    Lack of organisational support    Centralised proactive management    initiatives to combat project risk    Enterprise management of budget resources    Provides universal templates and documentation    Unrealistic timeframes and tasks    Competing priorities    Poor communication    Insufficient resources (funding and personnel) Business politics    Overruns of schedule and cost    Estimates for cost and schedule are erroneous    Lack of prioritisation and project portfolio management    Scope creep No change control process Meeting end user expectations    Ignoring project warning signs    Inadequate testing processes    Bad decisions The first 10 failure in the list focus strictly on software requirements where in the requirements are defined user input, stakeholders, communication. Data and Hypotheses When we look at the success or failure of a software project we must also analyze other areas that can have an impact on the project. A review of the Business Analysis Benchmark gives the project owner and the customer a clear understanding of the organizations maturity in requirements definition and with management expectation of the project outcome. (IAG Consulting. Ellis, E., 2009) Findings in this analysis showed that requirements maturity has a strong positive correlation to every major measure of development efficiency assessed. It can be a strong motivator in the success of the project. Based upon time performance, budget performance, function performance, each can be a fundamental point in project success when there is an increase in these areas. The project owner must have a clear vision/goal to prepare for success. Failure can become apparent in many ways, i.e. changing the vision in the middle of the project, disputes on the primary focus, expectations that are beyond proj ect scope, unreliable or not enough resources to maintain project direction and possibly the most valuable to the success of the project is good leadership. An article titled, If Software Quality is so Important, Why is it So Often Neglected? (Sassenburg, H., 2006), a great title for this literature review research. This article further explores the Standish Groups CHAOS Report with a great quote, Software Crisis has not yet reached the turning point. It gives the reader a good statistical percentage, Only 28% of software projects succeed these days, down from 34% a year or two ago. Outright failures [projects cancelled before completion] are up from 15% to 18%. The remaining 51% of software projects are seriously late, over budget and lacking features previously expected. As the study reviews this article a discovery is made based upon the research that includes how the cost is distributed. The designer allows certain percentages for each area of the project phase. In the analyze s egment of the project it is projected that 10% will be utilized. Design phase will encompass about 15% while the realization and testing will average the remaining percentage. Many projects exceed the budgeted percentage and allotted funds will be taken from one phase and move over to the phase in need. This can at times cause the project to slow in progress or be placed in a temporary state or even placed on hold. The end or mid-result can be the determinant of a number of factors that are evaluated to determine how to complete a software project. The CHAOS Report gives unique information regarding how much is spent on IT application development, $250 billion each year on IT application development which equates to approximately 175,000 projects. A large company can spend anywhere from $2,322,000 to develop a project. Medium companies can spend $1,331,000 and a small company can even spend $434,000 to develop a software project. It has also been determined that many of these projec ts regardless the cost will fail. Hence CHAOS, therefore no longer can one speak the three monkeys, hear no failure, see no failure, speak no failure. In the article, Project Management Practices: The Criteria for Success or Failure, (OW, S. H., Harzadeh, I.) list the top four factors that contribute to a projects success are, user involvement, executive management support, clear statement of requirements and proper planning. This article also explores how a project fails; the main reason for failure is listed as, the inabilities of project owners to plan and estimate correctly, or fail to implement the tasks according to plan or simply failure causes by human factor. The Standish Group has estimated that American companies spend at least $81 billion for cancelled software projects. Also, that another $59 million to complete a project that has exceeded budgeted plans. It has been estimated that only 16.2% of software projects were completed on time and on budget. Only 9% of this estimation is for larger companies that have a successful project finished on time and on budget. On occasion these are simply a fraction of the original requirements. Scary? On another scale, Smaller companies do much better. A total of 78.4% of their software projects will get deployed with at least 74.2% of their original features and functions. The study determined that the most projects, 37.1% were impaired and subsequently cancelled in medium companies, compared to 29.5% in large companies and 21.6% in small companies. Many software project failures are due to cost and time overruns which result in the restart of the project. These causes the project to go over budget and exceed time requirements set forth in the original software project plan. With the three major elements for a project in place, (user involvement, executive management support, and a clear statement of requirements), there is a much greater chance that the project will be a success. Without these three elements the chance for failure increases. In the project management scorecard there are several surveys in which to score whether the project is a success or a failure. A survey list reasons most people give, regardless the type of business for failed or poorly managed Projects. This score card also list the cost of a failed project when poorly managed. A n article in the datacenter journal, facing IT Project Failures, explains that the failure of an IT project as others discoveries disclose, can simply mean that the project has gone over budget by a certain percentage, that completion of the project was delayed beyond a certain point or that the business failed to reap a certain return on investment from its project. The CHAOS report indicates that project success rates have increased to 34 percent of all projects. This percent is 100% more from the success rate found in the first study in 1994. A decline in project failure to 15% of all projects is a great improvement over the 31% failure rate reported in 1994. In this current survey a total of 51% of all projects were over the specified time required, over budget or lacking features and requirements.

Joy Luck Club :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Amy Tan’s The Joy Luck Club brings forth many characteristics of new world and old world traditions into the reader’s sight. Old world traditions are the customs and beliefs practiced in one’s native country. The novel introduces the reader to the hardships that one encounters when the environment and the neighbors change. The American customs, or new world traditions, seem to prevail in the thoughts of the Chinese-American daughters; thus, encouraging the mothers to stress the old world traditions onto their children. The mothers also try to bring the best of both worlds to their children to make their children’s lives better. As the children mature, they realize the true worth of their Chinese heritage and try to retain to the Chinese characteristics that they have. In The Joy Luck Club, old world and new world traits are gained and lost by the characters in the novel to benefit themselves and make their strength of mind stronger.   Ã‚  Ã‚  Ã‚  Ã‚  The children in The Joy Luck Club gain many characteristics of the old world and the new world that compose new people. The novel introduces us to characters that have lost their inner soul spirits that contain their Chinese heritage. The mothers know that their Chinese traditions and language are a necessary factor in dealing with their everyday life. The mothers also know that the new American traditions are needed to succeed in their new home. The mothers encourage English speaking, but also want to preserve their Chinese language. The major new thought that is gained by the children, and the mothers is the â€Å"American Dream.† They believe that anything is possible in America, and their dreams can be fulfilled trough their children. â€Å"My mother believed you could be anything you wanted in America†¦You could be instantly famous.†(Tan 141). The children gain pride for their native country also; raising their self-esteem and bringing abou t new strength in them. People cannot be accepted in society without accepting themselves. One has to accept their heritage and have pride for their heritage for other people to respect them. The mothers in the novel try to teach this lesson to their children. The minute our train leaves the Hong Kong border and enters Shenzhen, China, I feel different. I can feel the skin on my forehead tingling, my blood rushing through a new course, my bones aching with familiar old pain. And I think, My mother was right.

Chem Answers Essay

Exercise 1. What safety equipment is available to you while you do your experiments? How far are they from you while you are conducting your experiments?This includes fire extinguishers, phones, showers, etc. The safety equipment that I have access to while performing my experiments are as follows; shower, fire alarms and a telephone. They are all within ten feet from where the experiment will take place. 2. What is an MSDS? MSDS is a document that is required by Osha’s â€Å"Hazard Communication† for all existing chemicals that are currently sold. 3. What can make glassware unusable? Glassware is unusable in an experiment when it is chipped, broken, or cracked. 4. When should you wear goggles in the lab? You should wear safety goggles at all time. 5. How long should you wash your eyes if you get a chemical in them? If you have contact with chemicals in your eye, it should be rinsed for ten minutes. 6. What should you do if your clothing catches on fire? If your clothes should catch on fire during your experiment, you should use the safety shower if you have one. Otherwise, stop-drop-roll and yell or use a fire blanket. 7. How should you heat the liquid in a test tube to a temperature less than 100 C? If you are heating liquid in a test tube to a temperature less than 100 degrees. You should use a test tube holder, clamp and hot water. 8.   What do the following symbols mean? DangerousOxidizerRadioactiveCorrosive ________________ _________________ _______________ ______________ 9. What does each of the small diamonds in the NFPA fire diamond mean? Blue- Health section Red- Flammability Yellow- Reactivity White- Special condition 10. Why should you remove jewelry prior to entering the lab for an experiment? Jewelry should always be removed prior to an experiment. Rings can trap the chemical that you are working with against the skin. Necklaces can dangle and knock dangerous chemical over. 11. What type of clothing should you wear in lab? The type of clothing that you should wear would be; leather shoes, long pants or skirts, sturdy cotton fabric, and older clothes are advised. 12. If your Bunsen burner goes out or you smell gas, what should you do? If you should be working with a Bunsen burner and the flame should extinguish or you smell gas, turn the gas off.