Free Essay

Pm in Cement

In:

Submitted By nfinneran03
Words 2242
Pages 9
Publication:

Project Management - The Managerial Process

Authors:

Clifford F. Gray & Erik W. Larson

Reference:

Leadership - Being an Effective Project Manager

Western Oceanography Institute - Conversion to Windows NT
It was already 72 degrees when Astrid Young pulled into the parking lot at the Western
Oceanography Institute (WOI). The radio announcer was reminding listeners to leave out extra water for their pets because the temperature was going to be in the high 90s for the third straight day. Young was three-quarters of the way through the Microsoft NT conversion project. Yesterday had been a disaster, and she was determined to get back on top of things.

Astrid Young
Astrid Young was a 27 year old graduate from Western State University (WSU) with a B.S. degree in management information systems. After graduation she worked for five years at
Evergreen Systems in Seattle, Washington. While at WSU she worked part-time for an oceanography professor, Ahmet Green, creating a customised database for a research project he was conducting. Green had been recently appointed director of the Western
Oceanography Institute (WOI), and Young was confident that this prior experience was instrumental in getting her the job as Information Services (IS) director at the institute.
Although she took a significant pay cut she jumped at the opportunity to return to her former college. Her job at Evergreen Systems had been very demanding. The long hours and extensive travelling had created tensions in her marriage. She was looking forward to a normal job with reasonable hours. While at Evergreen, Young had worked on Y2000 projects and installed NT servers. She was confident that she had the requisite technical expertise to excel at her new job.
Western Oceanography Institute was an independently funded research facility aligned with
Western State University. Approximately 60 staff (both full-time and part-time) worked at the Institute. They worked on programmes funded by the National Science Foundation
(NSF) and the United Nations (UN), as well as research financed by private industry.
There were typically 7 to 8 major research projects under way at any one time as well as 20 to 25 smaller projects. One-third of the Institute’s scientists had part-time teaching assignments at WSU and used the Institute to conduct their own basic research.

The First Four Months at WOI
Young worked at the Institute for four months prior to initiating the NT conversion project.
She made a point of introducing herself to the various groups of people upon her arrival at the Institute. Still, her contact with the staff had been limited. She spent most of her time becoming familiar with WOI’s information systems, training her staff, responding to unexpected problems, and planning the conversion project. Young suffered from food allergies and refrained from informal staff lunches at nearby restaurants. She stopped regularly attending the bi-weekly staff meetings in order to devote more time to her work.
She now only attended the meetings when there was a specific agenda item regarding her operation. In the previous month the system was corrupted by a virus introduced over the Internet.
She devoted an entire week-end to restoring the system to operation. A recurring headache was one of the servers (code named “Poncho”) that would occasionally shut down for no apparent reason. Instead of replacing it, she decided to nurse Poncho along until it would be replaced by the new NT system. Her work was frequently interrupted by frantic calls from staff researchers who needed immediate help on a variety of computer-related problems. She was shocked at how “computer-illiterate” some of the researchers were and how she had to guide them through some of the basics of e-mail management and database configuration. She did find time to help Assistant Professor Amanda Johnson on a project.
Johnson was the only researcher to respond to Young’s e-mail announcing that the IS staff was available to help on projects. Young created a virtual project office on the Internet so that Johnson could collaborate with colleagues from institutes in Italy and Thailand on a
UN research programme. She looked forward to the day when she could spend more time on fun projects like that.
Young had a part-time team of five student assistants from the computer science department. At first she was not sure how freely she could delegate work to the students, and she closely supervised their work. She quickly realised that they were all very bright, competent workers who were anxious to leverage this work experience into a lucrative career following graduation. She admitted that she sometimes had a hard time relating to students who were preoccupied with fraternity bashes and computer games. She lost her temper only once, and that was at Samantha Eggerts for failing to set up an adequate virus screening system that would have prevented the Internet corruption that occurred. She kept a close eye on Eggert’s work after that, but in time, Eggert proved her worth. Young saw a lot of herself in Eggert’s work habits.

The Microsoft NT Conversion Project
Young laid the groundwork for the NT conversion project in her recruitment interview with the director by arguing that conversion was a critical skill that she could bring to the position. Once hired, she was able to “sell” the project to the director and his immediate staff, but not without some resistance. Some associate directors questioned whether it was necessary to go through another conversion so soon after the Windows 95 conversion 16 months previous. Some of the researchers lobbied to have the monies spent on installing a centralised air-conditioning system at WOI. Ultimately, the director signed-off the project after Young assured him that the conversion would be relatively painless and the Institute would then have a state-of-the-art information system.

The conversion was scheduled to take eight weeks to complete and consisted of four major phases: server setup, network installation, data migration, and workstation conversion. The project would be completed over the summer so that the student assistants could work fulltime on the project. Young and her student team would first need to purchase and set up seven new project NT servers. They would then create a new local area network (LAN).
Next they would migrate data to the new Oracle NT database. Finally, they would convert the existing 65 client computers into NT workstations capable of functioning on the new system. Young had been actively involved in four similar conversions when working at
Evergreen Systems and she was confident that she and her team could complete the project with a minimum of technical problems. She also believed that this conversion would not be traumatic to the staff at the Institute because the NT interface was very similar to the
Windows 95 interface.
Young knew that in order for the project to be considered successful, there needed to be minimum disruption of daily staff functions. She held a staff briefing meeting to outline the scope of the project and the impact that it would have on the Institute’s operations. She was disappointed by the small attendance at the meeting. One problem was the irregular hours worked by the staff at WOI. Several of the researchers were night owls who preferred to work late into the night. Other staff travelled frequently. She ended up holding two other briefing meetings, including one in the evening. Still the attendance was less than desired.
The staff’s major concerns were the amount of downtime that would occur and whether the software and databases they were currently using would work on the new system. Young assured them that most of the downtime would occur at weekends and would be notified well in advance. The only disruption would be the two hours necessary to convert each computer into a workstation. Young invested extra energy in researching the compatibility issue and sent an e-mail to everyone listing the software that was known to not work on the
NT system. The only software problems involved specially written DOS v2.1 or older programmes that would not function in the new NT operating environment. In one case she assigned a student to rewrite and enhance a program for a researcher. In another case, she was able to persuade the staff member to use a newer, better program.
Young sent a second E-Mail asking staff members to clean up their hard drives and get rid of old, obsolete files because the new NT software would take up considerably more space than the Windows 95 operating system. In some cases, she replaced existing hard drives with bigger drives so that this would not be a problem. She circulated a workstation conversion schedule via e-mail so that staff could pick a preferred time for their computer to be “down” to facilitate upgrading the computer into a workstation. Seventy percent of the staff responded to the e-mail request, and she and her team contacted the remaining staff by telephone to schedule the conversion.
The first six weeks of the project went relatively smoothly. The NT servers arrived on time and were installed and configured on schedule. The completion of the network was delayed three days when the fire marshal showed up earlier than planned to inspect the electrical wiring. Young had never met the marshal before and she was surprised how nit-picking he was. They failed the inspection, and it took three days to reschedule and pass inspection.
Word about failing the fire inspection circulated the hallways at the Institute. One joker put a “Smokey the Bear” sign on the IS office door. Young later found out that as a result of a recent fire in town, the fire marshals had been instructed to be extra vigilant in their inspections. Data migration to the new Oracle database took a little longer than planned because the new version was not as compatible with the old version as advertised. Still, this only added three days to the project. The project was entering the fourth and final phase – conversion of client computers into NT workstations. This phase involved her staff deleting the old operating system and installing new operating software in each computer at the Institute.
Young had scheduled two hours per machine and had organised a daily workload of 10 computers so that adequate backup could be made just in case something went wrong.
Young chose to convert the director’s office first and told Green that everything was going according to plan. Soon the project began to experience nagging problems. First, some of the staff forgot when they were scheduled for conversion. The team had to wait for them to abandon what they were doing so they could convert the computer. Second, the drivers on some of the computers were not compatible, and the team had to devote extra time downloading new drivers off the Internet. Third, a few of the staff had failed to create adequate hard drive space to accommodate the new NT software. In most cases, the team worked with the respective staff member to delete or compress unnecessary files. One time the staff member could not be found, and Young had to decide which files to delete. This wasn’t a problem since the hard drive contained computer games and ancient Word Perfect files. To compound matters, midway through the third day, one of the student assistants,
Steve Stills, was diagnosed with a moderate case of carpal tunnel and was told to take two weeks off from computer work.
After three days only 22 computers had been converted to NT stations. Young ended the day by sending an e-mail to the remaining users apologising for the delays and posting a revised schedule for their system configuration.

The Call
Young and her staff were working diligently on converting computers into NT workstations when she received an urgent call from the director’s secretary requesting that she drop everything and come downstairs to the staff meeting. The secretary’s voice appeared tense, and Young wondered what was up. As she gathered her things, the student assistant,
Eggerts, cleared her throat and confided that there may be problems with some of the
Institute’s websites. The previous day she had discovered that some of the links in the Web pages that had been created using Netscape weren’t working in the Microsoft environment.
Young demanded to know why she wasn’t told about this sooner. Eggerts confessed that she thought that she had fixed the problem by the previous night. Young told her that they would talk about this when she got back.
Young headed for the meeting room and, upon entering, noticed that there were more than the usual faces in attendance. The director welcomed her by saying, “We’re glad you could find the time to visit with us. My staff meeting has just erupted into a series of complaints about your NT conversion project. As it turns out Dr. Philips over here can’t access his documents because his Word Perfect file mysteriously disappeared. Dr. Simon’s geothermal assessment program, which he has used for the past seven years, doesn’t seem to work anymore. Now it appears that the website that we use to coordinate our research with the Oslo Institute is a mess. Everyone is complaining about how the revised installation schedule is going to disrupt work. I want to know why I wasn’t informed about these problems. These guys want to lynch me for approving your project!”

Similar Documents

Premium Essay

Paper Mill Case Study

...decay. According to Buswell and Mueller (1952), 1 ton of low-ash PMS in landfill theoretically releases into environment approximately 2.69 tons of CO2 and 0.24 ton of CH4 (Likon et al., 2009). Currently, most PMS is dried, spread or deposited onto the landfill (Mabee, 2001). The landfills can be industrial, in that are constructed and operated by the mills, or they can be independently owned, requiringsludgedisposal. theThe mill European Landfill Directive (1999/31/EC) and upcoming bio-waste...

Words: 902 - Pages: 4

Free Essay

Gauding Principal

...Questions and Answers for the Portland Cement Manufacturing Industry NESHAP 40 CFR 63, Subpart LLL What is the legal status of this guide? The Office of Air Quality Planning and Standards (OAQPS) and the Office of Enforcement and Compliance Assistance (OECA) of the U. S. Environmental Protection Agency (EPA) have reviewed this document and approved it for publication. When using this document, remember that it isn’t legally binding and doesn’t replace the final rule - “National Emission Standard for Hazardous Air Pollutants for the Portland Cement Manufacturing Industry” (published in the Federal Register, 6/14/99, 64 FR 31898 ) or any State, local or tribal rules that may apply to your facility. This document isn’t intended, nor can you rely on it, to create any rights enforceable by any party in litigation with the United States. The EPA may change this document at any time without public notice. This document includes only requirements from the final rule published in the Federal Register. i Contents Chapter 1 - Introduction Why should I use this document? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Is there anything I should know before using this document? . . . . . . . . . . . . . . . . . . . . 1 How do I get copies of this document? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 2 - Does This Rule Apply To Me? What does this rule contain? . . . . . . . . . . . . . . . . . . . . . ...

Words: 12605 - Pages: 51

Premium Essay

Industry

... [pic] ON INDUSTRIAL VISIT OF AMBUJA CEMENT LTD. Ii was nice morning of 09-03-09. We started our journey at 08;30 am from DIMAT to Abuja cement Ltd. Baluda bazaar. During the journey we faced a minor accident approx at 10:20. We reached the company at 11;00 am. Where we welcomed nicely by junior HR manager Mr. Visvajit at gust hour we got light breakfast (tea, biscuit) After breakfast we attend the presentation program arranged by HR manager during the presentation we know about HR policy of company the presentation become over at 12:45 pm. We started sight visit at 1:00 pm. First of all we had gone to mines visit. The mines are divided in two part. Northern Block and Southern Block. The Northern Block spread over 171.63 hectors and the Southern Block spread over 249.25 hectors. The Northern Block have consists good quality of lime stone (49%) and Southern Block have consists (40%) of lime stone. The mines consists three layer each of them was 10 miter thick. At site of mines one grinder mill are established which break large size of lime stone into small pieces. From grinder all the lime stones pieces goes to Hooper through belt .there are four Hooper are working at the same time one for lime stone ,one for Fe ,one for gypsum and one for additional for emergency purpose. After Hooper all the material goes to kiloton. We reached near to kiloton at 2:15 pm The temperature of kiloton varies from 1100 to 1900...

Words: 816 - Pages: 4

Premium Essay

Mdfarhadhossain

...Introduction In our project we have choose two companies that are engaged in cement manufacturing. They are i) Lafarge Surma Cement Ltd. and ii) Meghna Cement Mills Ltd. As per requirement, we have conducted ratio analysis and given interpretation. We chose Lafarge Cement Ltd as our main company and Meghna Cement Mills Ltd. as our benchmark company. Before telling the reasons behind this decision, we would like to give some brief information on these two companies. Brief review of Lafarge Surma Cement Ltd. Lafarge Surma Cement Ltd. (LSC) was incorporate on 11 November 1997 as a private limited company in Bangladesh under the company Act 1994 having its registered office in Dhaka. On 2003, Lafarge Surma Cement Ltd. was made into a public limited company. The company is listed in Dhaka and Chittagong stock exchange. Today, Lafarge Surma Cement Ltd has more than 11,000 shareholders having more than 58 million shares outstanding. The company contributes with some USD 50-60 million per annum worth of foreign currency savings for the country by supplying clinker to other cement producers in the market. The company also contributes BDT 1 billion per annum as govt. revenue to the national exchequer of Bangladesh. About 5,000 people depend on this company directly or indirectly for their livelihood. Brief Review of Meghna Cement Mills Ltd. Meghna Cement Mills Ltd. (MCM) was incorporate on March 1992 and started their production on January 1996. The company was listed in Dhaka...

Words: 4059 - Pages: 17

Free Essay

Participants List (2nd Hr Talk)

...2nd HR Talk Participants’ List Date: Thursday, 15th May 2012 Time & Venue: 6:30 PM – 7:30 PM, Center for Business Studies(CBS) Sl | Name | Designation | Company/Profession | Contact | Email | Signature | 1 | Md. Kawnain Sakib Chy | Sr. Officer, HR | BSRM | 01755538396 | kawnain.sakib@bsrm.com | | 2 | Syed Nazrul Alam | HR Manager | GlaxoSmithKline BD. Ltd | 01711826678 | alam.s.nazrul@gsk.com | | 3 | Mohammad Alamgir | Head of HR, Admin & SHE | Heidelberg Cement Bangladesh Ltd | 01730318931 | | | 4 | Sazzad Ahmed Khan | Group HR Manager | Regency Garments Ltd | 01730027345 | | | 5 | Md. Hasnain Arafat | Sr. Officer-HR Operation | BSRM | 01755538390 | | | 6 | Mihir Kanti Nath | Assistant Officer, Admin & Personnel | Industrial Hand Protection Ltd | 01813133103 | | | 7 | Wasan Khatib | Managing Partner | Accentuasion Event & Advertising | 01670407205 | | | 8 | Khaled Hasan | Secretary, C.W.C.I | | | | | 9 | Md. Mahmud Hossain Mamun | Business Development Executive | CRISL | 01670369069 | | | 10 | Abdullah-Al-Raihan | Associate Officer | HSBC | 01195000945 | | | 11 | Rajib Chakraborty | Sr. Executive Sales & Marketing | Link3 Technologies Ltd | 01716883259 | | | 12 | Mohammedan Nazrul islam | Senior Personnel Officer | Jamuna Oil Com. Ltd | 01911018726 | | | 13 | Kawsar Ahamed | Analyst | BSRM | 01755520548 | | | 14 | MD. ABDULLAH AL MAMUN | PA to M.D. (Admin) | Kabir Group of Industries | 01717419175...

Words: 517 - Pages: 3

Premium Essay

It301 Assignment-Unit2

... | Worksheet: The Project Charter Project Name: Basement Upgrade Project Manager: Andrea Meeves Project Tracking Number: A1234 Date: August 12, 2013 Project Justification: This project will address the water damage issue that has been identified under the current flooring located in the basement. The project will also address some water damage located in the basement bathroom. This project is being under taken to increase the value of the home and complete the basement. Overview of Deliverables 1.0 CLEAR OUT BASEMENT 2.0 REMOVE OF CURRENT FLOORING 3.0 CEMENT FLOORING PRE-CARPET PREPARATION 4.0 REPAIR LEAK IN BASEMENT WALL 5.0 CLEAN MOLD ISSUE IN BASEMENT BATHROOM 6.0 CARPET BASEMENT FLOOR 7.0 ARRANGE BASEMENT FURNITURE. Specific Project Objectives and...

Words: 1181 - Pages: 5

Premium Essay

Economics

... 40 POINTS (PLEASE HAND IN BY 6:30 PM ON WEDNESDAY 14 DECEMBER, 2011) Course Learning Objectives: 2. Understand competitive markets and economic efficiency. 3. Use firm and industry cost curves for production and strategic decisions. ____________________________________________________________________________________ All answers (except graphs) must be typed in MS WORD in the designated boxes.Please do not remove the page breaks and use spell check. | Name:ID Number: Grade______________________________ Question 1 (10 points). Fill in the relevant cells in the following table assuming the government provides a subsidy such that 9 units are produced and consumed. | COMPETITIVE EQUILIBRIUM | PRICE SUBSIDY | CHANGE | BUYER SURPLUS | (7*7)/2= 24.5 | (4*3)+(4*4)+(4*4)/2+(2*4)/2=12+16+8+4=40 | 40-24.5= 15.5 | SELLER SURPLUS | (14*7)/2=49 | Slope =rise/run=21-17/7-3=4/4=1Y=24-(slope*x)Y=24-9=15(2*3)+(2*4)+(2*2/2)=16 | 33 | GOVERNMENT EXPENDITURE | 0 | 40+16+(2*2/)2+(4*2)/2=40+16+6=62 | 62 | ECONOMIC SURPLUS | 24.5+49= 73.5 | 40+16=56 | 73.5 -56 = 17.5 | Question 2 (10 points). The following table shows information on the apartment construction industry and the price of cement. Assume the industry is the only consumer of cement. Which of the 2 figures below represents the industry and why? Figure 1 Figure 2. | Write your answer here:Figure #2The cost of cement will increase because of the long run,...

Words: 565 - Pages: 3

Premium Essay

The Negative Effects Of Coal Mining In Australia

...mostly to eastern Asia. The coal exported to eastern Asia is mainly used in electricity generation. There are 4 important uses of coal production. Coal mining has many negative impacts on the environment, it can also have severe physical health effects. Economically black coal is a great resource, there have been reports that over 48.8 billion tonnes of the black coal has been sold. Over 96% of these sales were from New South Wales and Queensland. PARAGRAPH 1: There are many types of coal production. However there are only 4 significant uses of coal. Firstly, steel production (liquid fuel), Cement manufacturing. Thermal coal or which is commonly known as steam coal is used for power generation. Lastly, coking coal is in the use of steel production PARAGRAPH 2: In cement manufacturing coal is used as an energy source during the production. Energy is needed in copious amounts to make cement....

Words: 440 - Pages: 2

Free Essay

Pollution for Economic Growth?

...Pollution for Economic Growth? As China grows so does its pollution. The “new normal” in Beijing is to send your child to school wearing a gas mask that retails for about $60 a piece. (Larson, 2013) Recent reports state that the particulate matter (PM), which is damaging to health, reached a record high in January of 2013. These levels were 993 micrograms per cubic meter. According to the World Health Organization, PM levels over 25mcg/m3 are considered unhealthy. (WHO, 2011) China has begun drafting rules that would include shutting down factories that produce iron, steel and building materials, plus limit the number of vehicles on the road during heavy pollution days. Fines could possibly range from 50,000 Yuan to 500,000 Yuan. China produces 70% of the world’s iron and steel along with half the world’s cement. (Times, 2013) The biggest problem China’s government faces are that the country needs these jobs for the millions of new migrants to the big cities. Shutting down factories will slow growth and limit the number of new jobs that will become available. However, if China does not implement a solution for the pollution the air will only become more hazardous and will begin to affect other people around the globe. Very simple, China must take action and measures to lower the pollution. China has started in the right direction by becoming the globe’s biggest producer of wind turbines. Additionally, the country has begun pushing efforts to build nuclear power plants....

Words: 968 - Pages: 4

Free Essay

Blabla

...crore debt in our books suffered. We defaulted and lenders began harassing us. Such was the condition that we had to curtail production due to lack of working capital. We sold Vishnu Cements, which we acquired along with Raasi Cements, hoping it would ease pressure. But that was not enough. We realised we were in a hole and opted for a corporate debt restructuring (CDR) scheme, which came into effect from January 2003. The CDR bought us time to focus on operations. We shed manpower (about 1,000 employees), cut production costs, sold our ships and some land. ANU AGA P68 business. We recognised – much ahead of the competition – that rural India would become a key growth driver. A blueprint was chalked out to target this consumer class and widen our distribution footprint in the hinterland, a move that is paying dividends even today. While launching new products and upgrading packaging to remain contemporary, I felt it was also time to expand our horizons and took on the MNCS on their home turf and in overseas markets. This was a big game-changer for Dabur. Before 2000, Dabur’s overseas business was limited to exporting a limited number of products for the Indian diaspora in select markets. We felt DABUR INDIA BREACHING BORDERS THE CASE Bought companies with debt. Could not repay when cement prices crashed BY SUNIL DUGGAL THE CASE Despite high demand for consumer products, Dabur was not able to grow THE STRATEGY Outsourced non-core businesses. Entered new categories...

Words: 998 - Pages: 4

Premium Essay

Employee

...A PROJECT REPORT ON “EMPLOYEE SATISFACTION TOWARDS WELFARE MEASURES” AT RAJASHREE CEMENT UNIT OF GRASIM INDUSTRIES Ltd. Aditya Nagar, Malkhed Road, Dist: Gulbarga (Karnataka). A project report submitted to Visvesvarayya Technology University, Belgum As a partial fulfillment of the requirement for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By: AKKANAGAMMA.S.W USN:3GN08MBA03. Under the Guidance of Internal Guide External Guide Mrs.PREETI JOSHI Mr.D.M.BIRADAR Guru Nanak Dev Engineering college. ASST. MANAGER, CSR. Bidar 2009-2010  AKNOWLEDGEMENT It is my privilege to Mr. P.K.Jain, Joint Executive President -HR, for giving me an opportunity to carry out my project work.  I extend my sincere gratitude Mr. V.A. Yaligar, GM-HR for providing all the help to complete my project.  My special thanks to Mr. B.H.Kalligud, Dy.MANAGER - HR, for their continuous guidance to complete my project.  I would like to thanks my guide Mr.D.M.Biradar, Asst Manager CSR & my faculty for providing this placement.  I am extremely grateful to all the staff of HR DEPT (TIME-OFFICE & CSR) for their invaluable insight and suggestion and sparing their precious time to interact with me.   Finally I would like to thanks my beloved brother, family & my friends who encouraged me through out...

Words: 9487 - Pages: 38

Free Essay

Case Study Questions– Dulhasti Power Plant

...Case Study – Dulhasti Power Plant The Dulhasti hydro-energy power plant is a run-of-the-river plant on the Chandra River which is a tributary of the Chenab River located in northern Indian provinces of Jammu and Kashmir. Dulhasti is the first hydropower utility of India and the best example of a project management tragedy. In 1989, the Dulhasti project contract was first assigned to a French consortium promising to complete in 57 months and with a budget of $ 50 million. Despite their request for revising the price, the Indian government refused their request and gathered organizations for a second bidding process. The French consortium’s offer was accepted with a lower cost among the European competitors. It is published in India’s news portal that “The Cegelec-Alstom-led French consortium, DSB, which was initially awarded the construction contract in 1989, pulled out and stopped work in August 1992”. [1] In 1996, the project was then undertaken by another Norwegian company, Jaiprakash-Statkraft Anlegg JV which had problems with hiring workers from other states. [2] It is stated in Indian news that even though; the cost was initially estimated at $50 million, by the end of the century, Rs 5,228 crore ($1 billion) had been spent on the project. [3] There were a couple of reasons for why this project failed over time. The plant was intended to be built on an inappropriate location considering the geographical, political and economic challenges. The lack of infrastructure...

Words: 716 - Pages: 3

Free Essay

Silicon

...Density (near r.t.) | 2.33 g·cm−3 | Liquid density at m.p. | 2.57 g·cm−3 | Melting point | 1687 K (1414 °C, 2577 °F) | Boiling point | 3538 K (3265 °C, 5909 °F) | Heat of fusion | 50.21 kJ·mol−1 | Heat of vaporization | 359 kJ·mol−1 | Heat capacity | (25 °C) 19.789 J·mol−1·K−1 | P/Pa | 1 | 10 | 100 | 1 k | 10 k | 100 k | at T/K | 1908 | 2102 | 2339 | 2636 | 3021 | 3537 | Vapor pressure | | Atomic properties | Crystal structure | Diamond Lattice | Oxidation states | 4 (amphoteric oxide) | Electronegativity | 1.90 (Pauling scale) | Ionization energies (more) | 1st: 786.5 kJ·mol−1 | | 2nd: 1577.1 kJ·mol−1 | | 3rd: 3231.6 kJ·mol−1 | Atomic radius | 110 pm | Atomic radius (calc.) | 111 pm | Covalent radius | 111 pm | Van der Waals radius | 210 pm | Miscellaneous | Magnetic ordering | nonmagnetic | Thermal conductivity | (300 K) 149 W·m−1·K−1 | Thermal expansion | (25 °C) 2.6 µm·m−1·K−1 | Speed of sound (thin rod) | (20 °C) 8433 m/s | Young's modulus | 47 GPa | Bulk modulus | 100 GPa | Mohs hardness | 6.5 | CAS registry number | 7440-21-3 | Selected isotopes | iso | NA | half-life | DM | DE (MeV) | DP | 28Si | 92.23% | Si is stable with 14 neutrons | 29Si | 4.67% | Si is stable with 15 neutrons | 30Si | 3.1% | Si is stable with 16 neutrons | 32Si | syn | 132 y | β- | 13.020 | 32P | Main article: Isotopes of Silicon | | | silicon Silicon (IPA:...

Words: 2528 - Pages: 11

Free Essay

Hhhh

...POST MATRIC SCHOLARSHIP FRESH 2012-13 INSTRUCTION FOR APPLICANTS 1. Rate of Scholarship : An amount equivalent to Admission & Course/ Tuition Fee and Maintenance allowance, subjected to a maximum ceiling. Details are provided in Appendix-I. 2. Eligibility Conditions   a.   Should be the First Year student of ,   i. Plus Two/ UG/ PG/ Ph.D Course of Higher Secondary School/ College/ Institutes/  University, which is either a Govt/ Aided/Recognised Unaided Institution.   OR  ii. 11  Class/Technical/ Vocational Course of ITI/ITC Centres affiliated to NCVT.    OR  iii. Course, other than those listed in under merit‐cum‐means scholarship scheme. The  names  of  courses  listed  under  Merit‐cum‐means  scholarship  are  given  in  See  Appendix‐II for details.  b. Should belong to Minority Community (Muslim/ Christian/ Buddhists/ Sikh/ Zoroastrians  or Parsis).  c. Should have secured not less than 50% marks or equivalent grade in the previous Board/  University Examination.   d. The Annual Family Income should not exceed Rs. 2 Lakhs.   e. Should not be availing any other Scholarship or Stipend.   3. Other Relevant Information.   a. Candidate should have a Saving Bank account in State Bank of Travancore (SBT)/ State  Bank  of  India  (SBI)  /  Federal  Bank/  South  Indian  Bank  in  her/his  name.  The  candidate  should be in possession of the Bank account Number and the Branch Code.   b. Scholarships will not be given to more than two students in a family.   c. The scholarshi...

Words: 1711 - Pages: 7

Premium Essay

Financial Analysis Lucky Cement

...MANAGEMENT | 2014 | LUCKY CEMENTS LIMITED | FINANCIAL ANALYSIS OF YEARS 2011, 2012 & 2013 | Prof. Tariq Abbasi Zoya Siddiqui (Group Lead) Jawad Zeb Ayesha Tiwanna Beenish Wazir MBA-(A) 2K13 NUST BUSINESS SCHOOL Table of Contents Introduction…………………………………………………………………….3 Aim of study……………………………………………………………………6 SWOT and PEST Analysis…………………………………………………….7 Ratio Analysis ………………………………………………………………...10 * Common Size Analysis * DuPont Analysis * Liquidity Ratios * Profitability Ratios * Debt Management Ratios * Asset Management Ratios * Market Ratios Financial Risk Analysis (Briefly)…………………………………………….. 28 Conclusion and Recommendations………………………………………….…30 Limitations …………………………………………………………………….32 References ……………………………………………………………………..34 Acknowledgement After thanking Allah Almighty for giving us the strength and potential to develop the project at hand, we would like to express our gratitude towards our parents, our Financial Management instructor Mr. Tariq Abbasi and group members for their full dedication; kind co-operation and encouragement that made possible for us to complete the research duly. Many thanks and appreciations go to my colleagues for their timely assistance and last but not least, the people who have helped us out. Introduction The cement industry in Pakistan is...

Words: 6131 - Pages: 25