...Senior Design Project Submittal May 4 2012 Bleser Park Pedestrian Bridge The following is a 2011-2012 Senior Design Project report for the Fenn College of Engineering at Cleveland State University. Senior Design Project Submittal 2012 Table of Contents 1.0.0 Introduction........................................................................................................................................ 5 1.1.0 1.2.0 2.0.0 2.1.0 2.2.0 2.3.0 2.4.0 Objective .................................................................................................................................. 5 Group Members ...................................................................................................................... 5 Project Description ..................................................................................................................... 6 Assignment .............................................................................................................................. 6 Existing Bridge ........................................................................................................................ 7 Proposed Bridge ..................................................................................................................... 8 Owner Requirements ............................................................................................................. 9 2.4.1 Safety .....................................................
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...Cleveland State University EngagedScholarship@CSU Civil and Environmental Engineering Faculty Publications Civil and Environmental Engineering 6-2013 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel HWH Architects Engineers Planners, Inc, abp@hwhaep.com Paul A. Bosela Cleveland State University, p.bosela@csuohio.edu Norbert Delatte Cleveland State University, N.DELATTE@csuohio.edu Follow this and additional works at: http://engagedscholarship.csuohio.edu/encee_facpub Part of the Civil Engineering Commons, and the Construction Engineering and Management Commons Publisher's Statement © ASCE Original Citation Patel, A., Bosela, P., and Delatte, N. (2013). "1976 Montreal Olympics: Case Study of Project Management Failure." J.Perform.Constr.Facil., 27(3), 362-369. This Article is brought to you for free and open access by the Civil and Environmental Engineering at EngagedScholarship@CSU. It has been accepted for inclusion in Civil and Environmental Engineering Faculty Publications by an authorized administrator of EngagedScholarship@CSU. For more information, please contact library.es@csuohio.edu. 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel1 ; Paul A. Bosela, F.ASCE2 ; and Norbert J. Delatte, F.ASCE3 Introduction On May 12. 1970. extensive lobbyi ng and d iplomacy by Montreal Mayor Jean Drapeau paid off when Montreal was awarded the 1976 O lympic Games over strong bids...
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...participation and support of school board members, administrators, parents, students, community members, emergency response personnel, and law enforcement.” (Kramen, 2008.) If these responsibilities were not shared, the success rate for safe school policies would be very low. Parents send their children to school and think that during that time they are studying and doing other productive, educational things. The last thing parents expect is something terrible happening to their child while at school. School violence is happening more frequently than it should and something needs to be done to stop it. Not only does an act of school violence, especially a school shooting, affect the individual student it reflects poorly on the United States school systems but it also reflects poorly to our nation as whole. Some people may argue that there is more pressure on kids these days than ever before and this can lead children to acting out and ultimately leading to unexpected actions. People may argue that children are inspired by movies and video games. Parents and school officials may argue that students idolize...
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...[pic] This case was written by Todd A. Finkle, University of Akron, as a basis for class distinction rather than to illustrate either effective or ineffective handling of a business situation. Terry Smith has spent the last six months preparing to purchase a Beanos Ice Cream franchise. Because his personal assets were limited, Smith needed a partner who could finance the purchase. After Smith found a prospective partner, Barney Harris, they negotiated a purchase price with Beanos. Then Harris gave Smith a partnership proposal. As the case opens, Smith is evaluating the partnership proposal. He has three choices: to accept Barney Harris’s partnership proposal, to make a counterproposal, or to try to find a new partner. Introduction Two months ago, Terry Smith had been so confident that he would soon own his own Beanos Ice Cream franchise that he had put an “I LOVE BEANOS ICE CREAM” bumper sticker on his Honda. As he looked at it now, he noticed how faded it had become in such a short time. He wondered if in fact it had been a short time—or a lifetime. Until recently, Smith had rarely second-guessed himself. After carefully researching an issue, he would base his decision on the facts and then proceed—without looking back. Now, however, he knew he had to put all of the momentum from the past six months to one side. He had to forget about the months spent investigating franchises, selecting Beanos, writing his business plan, and looking for financing. He had...
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...[pic] This case was written by Todd A. Finkle, University of Akron, as a basis for class distinction rather than to illustrate either effective or ineffective handling of a business situation. Terry Smith has spent the last six months preparing to purchase a Beanos Ice Cream franchise. Because his personal assets were limited, Smith needed a partner who could finance the purchase. After Smith found a prospective partner, Barney Harris, they negotiated a purchase price with Beanos. Then Harris gave Smith a partnership proposal. As the case opens, Smith is evaluating the partnership proposal. He has three choices: to accept Barney Harris’s partnership proposal, to make a counterproposal, or to try to find a new partner. Introduction Two months ago, Terry Smith had been so confident that he would soon own his own Beanos Ice Cream franchise that he had put an “I LOVE BEANOS ICE CREAM” bumper sticker on his Honda. As he looked at it now, he noticed how faded it had become in such a short time. He wondered if in fact it had been a short time—or a lifetime. Until recently, Smith had rarely second-guessed himself. After carefully researching an issue, he would base his decision on the facts and then proceed—without looking back. Now, however, he knew he had to put all of the momentum from the past six months to one side. He had to forget about the months spent investigating franchises, selecting Beanos, writing his business plan, and looking for financing. He had...
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...1028. One indicia of independent contractor (rather than employee) status is when the individual performing the services is paid based on tasks performed (rather than time spent). *a. True b. False 1029. In some cases it may be appropriate for a taxpayer to report work-related expenses by using both Form 2106 and Schedule C. *a. True b. False 1030. The IRS will issue advanced rulings as to whether a worker’s status is that of an employee or an independent contractor. *a. True b. False 1031. Jake performs services for Maude. If Maude provides Jake with a helper and tools, this is indicative of independent contractor (rather than employee) status. a. True *b. False 1032. A statutory employee is not a common law employee but is subject to income tax withholdings. a. True *b. False 1033. For tax purposes, a statutory employee is not treated the same as a common law employee. *a. True b. False 1034. If an individual is subject to the direction or control of another only to the extent of the end result but not as to the means of accomplishment, an employer-employee relationship does not exist. *a. True b. False 1035. The work-related expenses of an independent contractor will be subject to the 2%-of-AGI floor. a. True *b. False 1036. After she finishes working at her main job, Ann returns home, has dinner, then drives to her second job. Ann may deduct the mileage between her home and second job. a. True *b. False 1037. After...
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...U.S. Department of Justice Office of Community Oriented Policing Services Problem-Oriented Guides for Police Problem-Specific Guides Series No. 44 Disorder at Day Laborer Sites by Rob T. Guerette www.cops.usdoj.gov Center for Problem-Oriented Policing Got a Problem? We’ve got answers! Log onto the Center for Problem-Oriented Policing website at www.popcenter.org for a wealth of information to help you deal more effectively with crime and disorder in your community, including: • Web-enhanced versions of all currently available Guides • Interactive training exercises • Online access to research and police practices • Online problem analysis module. Designed for police and those who work with them to address community problems, www.popcenter.org is a great resource in problem-oriented policing. Supported by the Office of Community Oriented Policing Services, U.S. Department of Justice. www.PopCenter.org Problem-Oriented Guides for Police Problem-Specific Guides Series Guide No. 44 Disorder at Day Laborer Sites Rob T. Guerette This project was supported by cooperative agreement #2004CKWXK002 by the Office of Community Oriented Policing Services, U.S. Department of Justice. The opinions contained herein are those of the author(s) and do not necessarily represent the official position of the U.S. Department of Justice. References to specific companies, products, or services do not constitute endorsements from the author(s) or the Justice Department. Rather...
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...summer, on the first weekend in August, thousands of twins converge on Twinsburg, Ohio, a small town southeast of Cleveland named by identical twin brothers nearly two centuries ago. They come, two by two, for the Twins Days Festival, a three-day marathon of picnics, talent shows, and look-alike contests that has grown into one of the world's largest gatherings of twins. Dave and Don Wolf of Fenton, Michigan, have been coming to the festival for years. Like most twins who attend, they enjoy spending time with each other. In fact, during the past 18 years, the 53-year-old truckers, whose identical beards reach down to their chests, have driven more than three million miles together, hauling everything from diapers to canned soup from places like Seattle, Washington, to Camden, New Jersey. While one sits at the wheel of their diesel Freightliner, the other snoozes in the bunk behind him. They listen to the same country gospel stations on satellite radio, share the same Tea Party gripes about big government, and munch on the same road diet of pepperoni, apples, and mild cheddar cheese. On their days off they go hunting or fishing together. It's a way of life that suits them. "Must be a twins thing," Don says. This afternoon at the festival the brothers have stopped by a research tent sponsored by the FBI, the University of Notre Dame, and West Virginia University. Inside the big white tent technicians are photographing sets of twins with high-resolution cameras, collecting...
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...hand, it used emergent approach, which could support the club to maintain its sustainability development. Finally, the club evaluated their strategies frequently. Through the evaluation process, the club reflected itself. And then, it could provide useful information for them to sustain competitive advantage. For keeping the club running effectively, they should consider more activities and events to entertain the members. 1. Introduction An awareness of the importance of the strategy to the sport organization has been recognized over these years. According to Johnson and Scholes (2002), strategy decided the direction and scope of an organization’s activities, and connects its external environment. In addition, as Hoye et al (2009) state, strategy can be an explanation of how sports organizations survive with competitions and sustentation. As Forster (2006: 72) claims that “sport is intermediated, controlled and contested by great numbers of organizations” and “every sports organization must consider its own situation before developing a strategy and should not necessarily follow the strategy or direction of another” (Watt, 2003: 53). However, this does not mean to let the circumstances lead all activities. According to (Hoye et al, 2009: 87), “this...
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...Chapter 3 THE CHALLENGES FACING PROFESSIONAL SPORTS The Financial Status of Professional Sports Growth of Professional Sports Major Leagues Minor Leagues State of Women’s Professional Sports Leagues Other Successful Sports Properties The Economic Reality of Professional Sports Team Financial Statements Controlling Player Costs National Football League National Basketball Association Major League Baseball National Hockey League European Soccer’s Path to Financial Health: UEFA’s Financial Fair Play Creative Accounting Roster Depreciation Allowance Franchise Appreciation Summary The Financial Status of Professional Sports Growth of Professional Sports Major Leagues The 1990s and early 2000s was a period of substantial growth for professional sports at all levels. The number of teams in the Big 4 major leagues grew from 103 franchises in 1989 to 122 franchises by 2001. During that time, the National Hockey League (NHL) added eight expansion teams, Major League Baseball (MLB) added four, the National Football League (NFL) added three, and the National Basketball Association (NBA) added five teams. In addition, several new leagues were launched in the 1990s with aspirations of becoming prominent national properties, most notably Major League Soccer (MLS) and the Women's National Basketball Association (WNBA). By 2001, each of the Big 4 leagues had reached a saturation point, having established franchises in nearly every market capable...
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...What is a great Workplace ? 1. The Employee View : Great workplaces are built through the day-to-day relationships that employees experience — not a checklist of programmes and benefits. The key factor in common in these relationships is TRUST. From the Employee’s perspective, a great workplace is one where they: * TRUST the people they work for; * Have PRIDE in what they do; and * ENJOY the people they work with. 2. The Manager View : From the Manager’s perspective, a great workplace is one where they: 3. ACHIEVE ORGANISATIONAL OBJECTIVES; 4. With employees who GIVE THEIR PERSONAL BEST; and 5. WORK TOGETHER AS A TEAM / FAMILY in an environment ofTRUST 4 things that makes companies great place to work for : A strong positive culture, firmly grounded in a meaningful purpose. ’Culture’ has, too often, come to mean ‘perks.’ But while a ping-pong table in the break room and coupons for burgers are fun – they’re not the core of a great culture. What people are looking for is an environment that supports and rewards excellence, honesty, mutual support, and fair dealing; where people get great results and they’re treated well….and neither is optional. Truly strong cultures are supported from the C-suite on down: the employees report that their boss – and their boss’ boss, and so on – live by the espoused values. That’s when a culture comes alive. People also want to feel that their strong culture exists to support meaningful work. For example...
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...9-803-096 REV: MAY 9, 2005 MYRA HART MICHAEL J. ROBERTS JULIA D. STEVENS Zipcar: Refining the Business Model It was October 14, 2000, and Robin Chase was leaving yet another meeting with potential providers of capital for her fledgling venture, Zipcar. Chase was CEO and cofounder of the company, which she and Antje Danielson had started some 10 months before. The idea behind Zipcar—a sophisticated form of car sharing—was simple, yet potentially revolutionary. Chase and Danielson had conducted some initial research during late 1999, and by the end of that year, the two had developed a business plan. They had incorporated in January 2000 and raised their first $50,000 from one angel investor. By June of 2000, the two entrepreneurs had leased 12 cars and were ready to open for business in Boston. By October, the fledgling company had 19 vehicles, nearly 250 members, and the founders had raised—and spent—an additional $325,000 to fund the early stages of operations. Yet, even with this demonstration of viability, Chase and Danielson had not succeeded in raising the equity capital they needed to really grow Zipcar. Beginning in early 2000, Chase had made a series of presentations to potential investors in which she sought $1 million in capital to prove the business model in Boston and, eventually, to set the stage for expanding the business to other U.S. cities. Potential investors seemed intrigued and enthusiastic about the Zipcar idea. While Chase hoped to close on this first...
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...9-803-096 REV: MAY 9, 2005 MYRA HART MICHAEL J. ROBERTS JULIA D. STEVENS Zipcar: Refining the Business Model It was October 14, 2000, and Robin Chase was leaving yet another meeting with potential providers of capital for her fledgling venture, Zipcar. Chase was CEO and cofounder of the company, which she and Antje Danielson had started some 10 months before. The idea behind Zipcar—a sophisticated form of car sharing—was simple, yet potentially revolutionary. Chase and Danielson had conducted some initial research during late 1999, and by the end of that year, the two had developed a business plan. They had incorporated in January 2000 and raised their first $50,000 from one angel investor. By June of 2000, the two entrepreneurs had leased 12 cars and were ready to open for business in Boston. By October, the fledgling company had 19 vehicles, nearly 250 members, and the founders had raised—and spent—an additional $325,000 to fund the early stages of operations. Yet, even with this demonstration of viability, Chase and Danielson had not succeeded in raising the equity capital they needed to really grow Zipcar. Beginning in early 2000, Chase had made a series of presentations to potential investors in which she sought $1 million in capital to prove the business model in Boston and, eventually, to set the stage for expanding the business to other U.S. cities. Potential investors seemed intrigued and enthusiastic about the Zipcar idea. While Chase hoped to close on this first...
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...Race and Ethnicity Should racial profiling be a legitimate law-enforcement policy in some areas? Should Affirmative Action for state university enrollment be continued? Should the primary method of public school funding--property taxes in individual school districts--be amended to create more fairness in schools? Should high-school history classes and social-studies curriculum be changed to reflect diversity and multicultural perspectives? Should Christmas, Easter, and other religious observances be considered national holidays? If a university offers "African-American Studies" or "Black Studies" as courses, should it also offer "European-American Studies" or "White Studies"? How do certain television programs perpetuate racial or ethnic stereotypes? Should Columbus Day be discontinued in favor of a new post-colonial perspective? Should schools only purchase textbooks that offer revised or alternative histories of historical events? What should be done about racial disparities in the sentencing of criminals? Should the American government pay reparations and return land to Native Americans? Should hate groups have the right to distribute literature on university campuses? If research shows that certain racial or ethnic groups receive poorer medical care on average, how should this problem be corrected? Should governmental organizations have staffs that accurately reflect the racial, ethnic, and gender balance in society? Gender and Sexuality What should be...
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...9-803-096 REV: MAY 9, 2005 ________________________________________________________________________________________________________________ Professor of Management Practice Myra Hart, Senior Lecturer Mich ael J. Roberts, and Research Associate Julia D. Stevens prepare d this case. This case draws upon portions of an earlier case, “Zipcar,” HB S No. 802-085 (Boston: Harvard Bu siness School Publishing, 2002), written by Professor Myra Hart and Research Associat e Wendy Carter. HBS cases are developed so lely as the basis for cl ass discussion. Cas es are not intended to serve as endorsements, sources of primary data , or illustrations of effective or ineffective management. Copyright © 2003 President and Fellows of Harvard College. To orde r copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, us ed in a spreadsheet, or transmitted in any form or by any means—electronic, mechani cal, photocopying, recording, or otherwise—without the permission of Harvard Business School. MYRA HART MICHAEL J. ROBERTS JULIA D. STEVENS Zipcar: Refining the Business Model It was October 14, 2000, and Robin Chase was leaving yet another meeting with potential providers of capital for her fledgling venture, Zipcar. Chase was CEO and cofounder of the company, which she and Antje...
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