Case study for subject (Strategic Leadership in Criminal Justice Essay

Case study for subject (Strategic Leadership in Criminal Justice 7038CCJ ) - Essay Example Kathy is required to resort to an apt leadership strategy that will ameliorate the concerns and distress of the personnel in one’s team and will lead to the requisite levels of work performance. The key issue is that Kathy’s organization is opting for a change, which it believes will lead to better work performance, efficiency and effectiveness. Managing organizational change is one of the most difficulties things to do, as the resistance to change ensues from varied sections of an organization (Joyce, 2000, p. 3). Those personnel who are most likely to be impacted by change could positively be expected to register maximum resistance, which is either intended, or happens inadvertently (Randall, 2004, p. 16). The employees in Kathy’s team are resisting the change and Kathy is required to resort to an apt leadership strategy to manage this problem (Barganza, 2001, p. 119). The personnel could be resisting change owing to a variety of reasons like: It goes without saying that the apprehensions of the personnel in Kathy’s team are to a great extent valid and justified. Hence, Kathy ought to resort to an appropriate leadership approach to ameliorate the identifiable and genuine concerns of the employees. As Kathy is the team leader, it goes without saying that he enjoys a degree of rapport with one’s team members. Hence, in the given dilemma, Kathy ought to establish herself as a transformational leader to assure a smooth management of change in the organization. Transformational leadership is an approach towards leadership which enables the team leaders to help team members rise to higher levels of moral and effectiveness. It allows the team leaders to help wrought out a positive and desirable change in the personnel following them. It is an approach towards leadership wherein the team leader exploits one’s vision and integrity to secure the commitment and sincerity of the team members in the intended change process (Rickards, 2005, p.

Avoiding Alignment Trap Essay Example for Free

Avoiding Alignment Trap Essay This case analysis discusses the findings in the article ‘Avoiding the Alignment Trap’, where even though most companies are aware that IT must be aligned with business strategy in terms of aligning IT expenses with revenue growth, over 11% of companies that align IT with business strategy spend more than 13% on average on IT expenses with a resulting of less than 14% average in revenue growth. The objective of this case analysis is to recommend a governance arrangement that will lead most companies that are currently have less effective IT alignment with business alignment to IT-enabled growth where the cost of IT more than compensates with the revenue growth of the company. The recommendation is to adopt a Duopoly governance arrangement where both the CEO and CIO make decisions, form a committee to oversee IT decisions and business strategy decisions made by these leaders, and ensure adequate decision making and monitoring of performance based on IT and business-related decisions. The ISO 38500 can be used as a framework to monitor these decisions and evaluate IT decisions based on their effectiveness, alignment with overall strategy and the value they bring to the organization. CURRENT SITUATION According to the article, almost every company is aware that IT and business strategies must be aligned in order to gain competitive advantage in their industry. This means their IT spending must be matched with their growth strategies. To test this notion, the authors of this article surveyed 452 companies and received 504 responses. The survey determined the companies IT spending and 3-year sales compounding to determine annual growth rate. In their survey, they have found the following: 1.74% of these companies do not align IT to their business strategies. Companies allocate enough funds to their IT necessary to keep the systems running. It is not meant to add value to the business. As a result, their growth rate is 2% below on average on a three-year span 2.11% of these companies have highly aligned IT with business strategy, but not highly effective. Their IT spending was 13% higher than average and their revenue growth rate was 14% below average  3.8% of these companies spent 15% lower than average on IT that resulted in an 11% above average revenue growth rate. 4.7% of these companies spent 6% lower than average on IT that resulted in more than 35% above average revenue growth rate. To apply these findings against the different governance models, the 74% of companies that do not align IT to their business strategies have a Federal Model of Governance Arrangements. Federal Models are decisions made by leaders from different functional departments and in this type of Governance Model, they mostly pay more attention on Business Application Needs and less on IT Principles, IT Architecture Infrastructure Strategies. 11% of companies that are highly aligned and yet incur more spending than revenue growth fall to the Business Monarchy Governance Model. In this type of governance arrangements, decisions are made by senior business l eader. In the Charles Schwab example in the article, their governance arrangement is IT Monarchy. Their decisions were made by IS leader and put more emphasis on IT Architecture, Infrastructure strategies and have resulted in worst business application needs. CRITERIA To put an organization in an IT-enabled growth quadrant, an organization should adopt a Duopoly Model of governance arrangement where senior business leaders and IS leaders make decisions jointly. In other words, the CEO and CIO must work closely together to formulate the best IT principles and align it with the firm’s business strategy as a whole. Also, they must implement information technology that is less complex. In the words of Leonardo Da Vinci per the article ‘simplicity is the ultimate sophistication.’ By reducing complexity, the company builds simplified, standardized infrastructure rather than extensive customizing of information technology. With these 2 put together, it can result in effective IT governance which will enable growth in revenue in the future. Alternatives and Recommendations With respect to the article, the 85% of the companies that fall to the less effective quadrant in IT governance can start adopting a Duopoly Governance Arrangement where both the CEO and CIO work together and make decisions  jointly. With Duopoly, a committee can be formed to oversee IT decisions, rate the IT leadership by the CIOs continuous monitoring managers within the organization in their decision making oversight. However, some organizations do not adopt a duopoly governance arrangement due to its size. Therefore, the next governance arrangement that can be adopted by the organizations is the Business Monarchy where decisions are made by senior business leader. With this model, the business leader can ask for the financial manager’s help to identify the kinds of information and system the organization needs, perform cost-benefit analysis, evaluate options based on priority setting and needs assessment and determine what’s important and upgrade as benefit. Most of all, there must be adequate communication throughout the organization of the decision. The article suggests that to achieve an effective IT governance, companies must keep their IT environment simple. Although achieving a simple IT environment and standardizing it within the organization requires investment of time and money, in the future this can lead to lower costs. Even though complexity can still creep in, it is suggested that the company have an early-warning indicator that will keep track of IT spending with product development. If this ratio starts to increase, it is a sign that it’s time for another simplification. Down the road, companies can reach th e IT-enabled quadrant where costs are less and revenue growth is more. RISK MANAGEMENT PLAN To avoid the alignment trap, the best governance arrangement that can help an organization change its status from being trapped in aligning IT with business strategy to IT-enabled growth is to adapt a Duopoly governance arrangement where senior business leaders and IS leaders make decisions jointly-meaning the CEO and the CIO work closely together. Both these decision makers can form a committee to oversee IT decisions and ensure managers are monitored in their decision-making and oversight. They must also adapt a simple IT application; eliminate add-ons and replacing legacy systems. For guidance in decision making by the committee, the organizations can adopt ISO 38500 where the following 6 principles focuses on 3 main tasks. These 6 principles are: 1.Responsibility – everyone involved in the  committee should understand responsibilities and have the authority to meet those responsibilities 2.Strategy – aligning IT Strategy Organizational Strategy and analysing the current and future situations of the organization and consider both the needs of organization and those that can be done within its own IS department 3.Acquisitions – can be made after both careful and rational analysis. The acquisition decision must be transparent and justified 4.Performance – information systems are implemented such that service levels and quality levels meet the organization’s needs both now and in the future 5.Conformance – compliance with regulations legislations 6.Human Behaviour – ensures respect for current and evolving needs of all individuals involved The 3 main tasks are: 1.Evaluate current and future needs on a continual basis – focuses on continual improvement incorporates the principles above both now and in the future 2.Preparation and Implementation of investment plans – the committee needs to make sure that responsibilities for plans and policies are clearly being assigned 3.Monitor performance and conformance to policies against the plans – crucial in monitoring expected service levels being met. If this is not done properly, then there won’t be appropriate information for decision making. Reaching the IT-enabled quadrant is not easy and it involves a big investment in simplifying the IT used within the organization. This is why most organizations focuses temporarily on effectiveness of IT implementations within the organization more than alignment of IT with organizational strategy. This means giving up specific applications customized on a particular division in order to achieve its desired performance and centralizing and simplifying a good part of the IT function.

Psychotropics in Paediatrics or Adolescents

Psychotropics in Paediatrics or Adolescents Introduction Psychotropic drugs are medications and chemical formulations that cross the blood brain barrier to act on the central nervous system to stimulate the change of mood and behaviour of an individual. Schatzberg and Nemeroff (2009) underscore that it is important to note that these medications are not curative but rather palliative, and although they may improve symptoms associated with various mental disorders, they do not cure the primary cause of the disorders. According to Perry (2007), psychotropic medications include antidepressants, antipsychotic or neuroleptics, attention deficit hyperactivity disorder (ADHD) drugs, and antimanic or anxiolytics among others. This paper aims at discussing the physiological implications of using psychotropic medications in paediatric and adolescent populations with a bias on neuroleptic/antipsychotic, anxiolytic/antianxiety and ADHD drugs. While there may be reservations regarding the use of psychotropic medication in children and the physiologic effect of these drugs on young people’s central nervous system development, leaving mental disorders untreated is not a viable option as evidently supported by medical literature. This is because untreated mental illness may cause paramount long-term morbidity and even irreversible deficits in socio-emotional and cognitive functioning. Regardless of ethical and legal reservations surrounding the use of psychotropic drugs among paediatric and adolescent patients, analyses of data on their use reveals fast changing trends pointing to increased use. According to Hsia and MacLennan (2009) there was a three-fold increase of the number of children/adolescents taking any psychotropic drug between 1987 and 1996. Adolescent visit to physicians significantly increased psychotropic prescriptions as evidenced by an increase to 8.3% of the prescriptions in 2001, up from 3.4% in 1994 (Hsia MacLennan, 2009). In 2001, psychotropic prescriptions made up 8.8% of all psychopharmacological prescriptions among patients aged between 6 and 17 years (Hsia MacLennan, 2009). In terms of gender, more male paediatrics and adolescents are on these medications compared to their female counterparts. Due to increased incidences of anxiety, depressive, manic, and other psychotropic disorders in paediatrics and adolescents, there has been an increased acceptance and need for use of neuroleptics, anxiolytics and antidepressant drugs in these patients. Neuroleptics and their implications on paediatrics/adolescent Neuroleptics, also known as major tranquilizers or antipsychotic drugs are used primarily to treat psychoses and symptoms. In paediatrics and adolescents, they are also indicated in the treatment of other non-psychotic psychiatric disorders. They are the drugs of first choice in treatment of autism and schizophrenia in children and adolescence. Kalyna and Virani (2007) explain that neuroleptics are used in treatment of paediatrics and adolescents with severely aggressive conduct disorders, Tourette’s disorder, and chronic motor or vocal tic disorder. Antipsychotic drugs are also used in the treatment of ADHD but their use has decreased due to increased use of stimulant medications which are more effective for this disorder. Examples of antipsychotic drugs include haloperidol, chlorpromazine, molindone and fluphenazine. Newer formulations include olanzepine, clozapine, quetiapine, risperidone and ziprasidone (Hamrin, McCarthy Tyson, 2010). The use of neuroleptics on paediatrics and adolescents has several implications. Side effects associated with long-term use of these medications in this population include akathesia, acute dystonic reactions, parkinsonian symptoms, tardive dyskinesia, anticholinergic symptoms and sedation. They also lower seizure threshold in susceptible subjects and drugs such as Chlorpromazine should not be used in such patients. Tardive dyskinesia is a grave concern and has been reported in about 1 to 20% of paediatrics and adolescents on long-term use of neuroleptics (Kalyna Virani, 2007). It may occur as early as 5 months after commencement of treatment or may delay to up to 3 years. Since paediatrics and adolescents have more dopamine receptors than adults, they are more sensitive to side effects affecting the central nervous system. Long-term use of neuroleptics should be avoided in this population but †¦.contends that low doses may be recommended in selected difficult cases. Other side effects associated with neuroleptics include weight gain, irregular menses and breast enlargement in adolescents. Doran (2013) documents that second-generation anti-psychotic (SGA’s) drugs can cause metabolic disturbances and weight gain in paediatrics and adolescents even during first-time treatment. For instance, in a trial of treatment of schizophrenia with olanzapine, 30% of the paediatric/adolescent subjects gained weight compared to 6% in adult subjects (Doran, 2013). Other SGAs such as risperidone, quetiapine and clozapine also posted similar results with the paediatric/adolescent subjects gaining between 0.9 to 16.2 kilograms (Doran, 2013). Withdrawal of neuroleptics or lowering of the dosage may lead to withdrawal emergent syndrome with resultant aggravation of psychotic symptoms. This has been reported in paediatrics and symptoms include ataxia, vomiting and nausea. In a study by Vitiello (2008) as high as 51% of the paediatric patients showed the withdrawal symptoms, usually occurring after few days to few weeks after drug withdrawal. Clozapine has been associated with deaths of two paediatric patients with the mechanism being linked to sudden cessation of treatment (Vitiello, 2008). Haloperidol has been demonstrated to interfere with the children and adolescent’s daily routine including social and school activities. Neuroleptics increase sedation, lethargy and somnolence in paediatrics and adolescents than in adults; for instance, this was demonstrated in 30% to 49% of paediatric patients being treated with Risperidone in contrast to 7% of adults taking the same drug for bipolar mania (Hamrin, McCarthy Tyson , 2010). Anxiolytics and their implications on paediatric/adolescents Anxiolytics are psychopharmacologic drugs used to treat anxiety disorders in paediatrics and adolescents. Other conditions for which they may used include sleep disorder, aggressive behaviours and psychosis. They include selective serotonin-reuptake inhibitors (SSRIs) benzodiazepines, tricyclic antidepressants (TCAs) and busipirone. Anxiety disorders are greatly predominant in adolescence; between 6 and 20% of children have a type of anxiety disorder (Kalyna Virani, 2007). Doran (2013) documents that use of benzodiazepines in paediatrics and adolescents has tripled over the last 10 years. Anxiolytics are recommended to be used only after an aftermath of an event e.g. traumatic event and should be used for short periods (not more than two weeks) to avoid the risk of developing addiction or diminished efficacy. A recent review shows that SSRIs have become the preferred pharmacological intervention for paediatric anxiety disorders. They have very potent anxiolytic effects and their tolerance among paediatrics and adolescents is high. However, this class of psychotropic drugs has been associated with increased suicidal ideation. A well-documented controversy in paediatric and adolescent psychopharmacology occurred in 2003 when FDA issued public alert warning prescribers of increased ideation and attempts of suicide among patients below 18 years on anxiolytics (Vitiello, 2008). This contributed to a substantial drop in rates of diagnosis and prescription of these drugs among paediatric and adolescent population. Later, after a meta-analysis of numerous clinical trials of nine drugs in this class, it was demonstrated that there was only a marginal increase (0.7%) increase in the suicidal ideation with no actual increase in completed suicides (Schatzberg Nemeroff, 2009). However, this has led to adoption of a multidisciplinary approach towards management of paediatric and adolescent depression to encompass both pharmacological and non-pharmacological interventions. Cardiovascular adverse effects are often reported with most anti-anxiety medications because these drugs act on the autonomic system. Such side effects include increase in heart rate and changes in blood pressure. Although these side effects are generally not of major clinical significance while taking psychotropic medications, tricyclic antidepressants (TCAs) such as desipramine have been inconclusively linked to sudden death among paediatric patients (Kalyna Virani, 2007). Therefore, it is imperative for the prescribing physicians to take a comprehensive patient history, as well as monitor the electrocardiograms, heart rate and blood pressure changes of the paediatric and adolescent patients before and during treatment with psychotropic agents such as TCAs. Lamotrigine manifestly increases the risk for severe skin reactions and hives in paediatrics and adolescents (Dulcan, 2010). Another critical consideration in anxiolytic use of drugs in these subjects is drug interactions. Drugs that inhibit the cytochrome P450 enzyme system could have adverse effects on the subjects if concomitantly administered with anxiolytics (Perry, 2007). Antifungal drugs and some antibiotics such as erythromycin when co-administered with SSRIs such as fluoxetine can cause cardiac arrhythmias (Perry, 2007). Others such as imipramine and Lamotrigine can cause toxic delirium (Hamrin, McCarthy Tyson, 2010). The prescribers must document all medications that may have drug-drug interactions with psychotropics as well as those that have direct or indirect effect on the cytochrome P450 enzyme system. ADHD drugs and their implications on paediatrics/adolescents Stimulants used in management of ADHD are some of the most used psychotropic drugs among paediatrics and adolescents. However, trepidation persists due to concerns of the adverse effects of these drugs on the growth rate in paediatrics. Use of stimulant psychotropic drugs has been associated with stunted growth rates. The Multimodal Therapy of ADHD study demonstrated that stimulant psychotropic drugs, especially in high doses, reduce growth velocity and weight (Gelder et. al, 2009). This is due to appetite loss, a common adverse effect associated with these stimulant drugs. However, in most cases normal growth seems to rebound once the psychostimulant agents are withdrawn with no significant suppression of ultimate height attained. Nevertheless, some studies have revealed that pyschostimulants continue to suppress growth in early and late adolescence. Rosenberg and Gershon (2002) explain that pyschostimulants such as methylphenidate may permanently cause stunted growth by affecting e piphyseal closing of long bones if used between ages 17 and 21 years. However, Cheng and Myers (2010) outline that suppression of growth could be because of the underlying mental disorder, for instance, ADHD rather than the treatment. One disconcerting physiological implication of ADHD drugs especially in paediatrics being treated for hyperactivity or outbursts is the aggravation of the condition with the medication, a phenomenon referred to as paradoxical response. Doran (2013) explains that in a small number of paediatric/adolescent patients may severely increase nervousness and agitation instead of reducing it (disinhibition). These subjects may become giddier, act sillier or even manic. Similarly, some younger patients may be more depressed after being put on antidepressants. Studies have shown paediatrics and adolescents getting more moody and agitated after receiving mood treatment psychotropic drugs in ADHD treatment (Kalyna Virani, 2007). Others on stimulants may become more hyperactive and fail even to respond to sleep-inducing drugs. Research by Hamrin, McCarthy and Tyson (2010) shows that if a paediatric or adolescent patient shows paradoxical effect to one class of psychotropic drugs, there is a 50% o f similar reaction if he or she is given another drug of the same class. Paediatrics and adolescents have a lower albumin binding capacity and reduced adipose compartment, leading to a higher percentage of unbound compound than adults. Similarly, their drug biotransformation rates are higher, and this could reduce the half-life of the drugs relatively increasing the risk for toxic metabolite levels. This may contribute to physiological rebound effect where the paediatric and adolescent patients present with exacerbation of symptoms than original symptomatology (Dulcan, 2010). This often occurs when drug plasma levels decrease due to increased hepatic elimination and subsequent renal excretion. The subjects show symptoms such as hyperactivity, irritability, insomnia, over talkativeness, excitability and non-compliance (Dulcan, 2010). Schatzberg and Nemeroff (2009) explain that this can be remedied by adding a small afternoon dose or using slow-release preparations. The physician may also opt to use short- and long acting medications. Other implications of ADHD drugs on paediatrics and adolescents are the drug’s adverse effects. In a meta-analysis review, 32% of the doctors were concerned with decreased appetite and loss of weight association with these drugs. Half of them raised concerns about disturbed sleep while 22% were apprehensive of the increased anxiety. Other physicians indicated that they were concerned about possible diversion of ADHD drugs and felt burdened by prescribing these controlled drugs for paediatrics and adolescents. There is a high potential for abuse of controlled stimulant drugs used in ADHD treatment which can be achieved by crushing and snorting the medication. However, this abuse potential has been addressed through extended release formulations and introduction of skin patches which are less susceptible to abuse. Conclusion Psychopharmacological treatment in paediatrics and adolescents is an area of on-going ethical discussion, as these subjects affected by mental disorders are a vulnerable class of patients. The use of psychotropic drugs in children below 8 years is under-researched; this is because most of these drugs are developed and researched in adults. In addition, it could also be due to existing ethical and legal considerations that hamper access of research to such studies. Paediatrics and adolescents with psychotic disorders will classically be put on psychotropic drugs while those with other disorders will be put on non-pharmacological treatment. Sometimes, both approaches may be used simultaneously. Logically, the benefits of pharmacological intervention must outweigh potential risks associated with use of these drugs in these young people. An important consideration is the proof of the efficacy and safety of the drug for the age of the patient and the specific disorder. Psychopharmacothera py in paediatrics and adolescents requires a holistic, multidisciplinary approach. Pharmacovigilance in use of psychotropic agents among these subjects as well as their long-term efficacy and adverse effects are indispensable. It is evident that paediatric and adolescent patients are, to say the least, more vulnerable to adverse effects of psychotropics than adults are. With the increasing adoption of psychopharmacological interventions in treatment of paediatrics and adolescents with mental disorders, novel research is vital to come up with clear evidence-based recommendations on use psychotropics in these subjects. References Cheng, K. Myers, K. M. (2010). Child and Adolescent Psychiatry: The Essentials. Philadelphia: Lippincott Williams Wilkins. Dulcan, M. K. (2010). Dulcan’s Textbook of Child and Psychiatry. Arlington, VA: American Psychiatric Publishing, Inc. Doran, C. M. (2013). Prescribing Mental Health Medication: the Practitioner’s Guide. Oxon: Routledge Publishers, Inc. Hamrin, V., McCarthy, E. M. Tyson, V. (2010). Paediatric psychotropic medication initiation and adherence: a literature review based on social exchange theory. Journal of Child and Adolescent Psychiatric Nursing, 23, pp. 233-242. Hsia, Y. MacLennan, K. (2009). Rise in psychotropic drug prescribing in children and adolescents during 1992-2001: A population-based study in the UK: European Journal of Epidemiology, 24(4), pp. 211-216. Rosenberg, D. Gershon, S. (2002). Pharmacotherapy for child and psychiatric disorders. New York: CRC Press. Gelder, M., Andreasen, N., Lopez-Ibor, J. Geddes, J. (2009). New Oxford textbook of Psychiatry. Oxford: Oxford University Press. Kalyna, Z. B. Virani, A. S. (2007). Clinical Handbook of Psychotropic Drugs for Children and Adolescents. Boston, MA: Hogrefe Publishing GmbH. Perry, P. J. (2007). Psychotropic Drug Handbook. Philadelphia: Lippincott Williams Wilkins. Schatzberg, A. F. Nemeroff, C. B. (2009). Textbook of Psychopharmacology. Arlington, VA: American Psychiatric Publishing, Inc. Vitiello, B. (2008). An international perspective on paediatric psychopharmacology. International Review of Psychiatry, 20, pp. 121-126.

The Kingdom of Thailand Essays -- Bangkok, South East Asia

History Assignment The Kingdom of Thailand formerly known as Siam, is found in South East Asia. This country is renowned for having the most recorded reigns in the world. (1) About 64 million people live in Thailand and its largest city is Bangkok which is also its capital city. Thailand experienced rapid economic growth between 1985 and 1995, (2) and today, it is a newly industrialised country well renowned with tourists. Architecture in Thailand is a vital part of the community as it represents both the struggle of living there because of severe weather and also the cultural significance of Thailand and their religious beliefs. Due to the heat from the afternoon sun in Thailand, the bottom part of the house is cooler. The houses reflect the climate and tackle better the attacks from nature. (3) Thailand managed to develop appropriate regional variations in its religious and vernacular buildings. Today, in Thailand, especially in Bangkok, one finds a great deal of contemporary architecture, as well as a contemporary twist on the more traditional Thai architecture, such as the stilt houses. (4, 5) This outlines in brief the contrasting difference between my two Thai architects named Duangrit Bunnag and Dr. Pinyo Suwankiri. Dr. Pinyo Suwankiri was born in Songkla in 1937 while Duangrit Bunnag was born in 1966 in Bangkok. Though there is a huge age gap between these two architects, both of them flourished in the last three decades with their recognised projects in Thailand. Pinyo Suwankiri has dedicated a lot of time and put in tremendous work in order to preserve the dignity and style of Thai architecture. The traditional form of Thai architecture is close to his heart and Dr. Suwankiri treasures it deeply which is ... ... his work while Dr.Suwankiri strived to preserve the dignity of the conventional Thai stilt structure. The projects of Pinyo are smaller in comparison to those of Duangrit. Here is a table from some information I gathered which states and compares the achievements they have received: Quoting China Williams (2009) from the book Thailand, Dr. Suwankiri is a traditional building specialist whose work is ubiquitous and the blueprint for an institutional aesthetic of traditional architecture. Following this, she explains that Duangrit Bunnag has excited the design world with his nearly undressed glass boxes offering a contemporary twist on mid-century modernism. The contrasting difference between these two architects cannot be highlighted better. They both offer a lot with regards to Thai architecture and both deliver a bold statement with their unique works.

Psychological Effect Essay

Most traffickers recruit their victims between the ages of 6 to 24, because a young victim will easily succumb to force and give in. They are forced into heavy physical labor in hazardous environments. Many are also taught the use of weapons and are recruited as ‘soldiers’ in armed conflicts. According to statistics by the U. S. Department of State, globally, 2 million children are trafficked into the sex trade each year. The children suffer from lack of self-esteem, emotional disturbance, disorientation, and depression and are scarred for life. They develop deep psychological disorders that they struggle with for the rest of their lives even if they have been rescued. Psychological vulnerability hinders them from having a healthy state of mind in the future. The children are likely to become withdrawn and tend to be suicidal. Any children born to the victims of prostitution are taken away at the time of birth causing further mental agony to the mothers. In fact, the longer the victims have been enslaved, greater will be their traumatic experience. Health Effects Human Trafficking, Human Misery’, a book written by Alexis Aronowitz, states that an estimated 80% victims of trafficking are sexually exploited, abused or forced into prostitution as most victims are young women and children. Such a victim probably might have to cater to anywhere between 8 to 15 clients in a day. The use of sexual protection is negligible in this industry, leaving the exploited at a high risk of contracting various sexually transmitted diseases and HIV/AIDS that they further pass on to the men and their partners. In some cases, victims are also subjected to substance abuse by being forced to take drugs. Such individuals also have to constantly battle with drug addiction. Improper supply of meals and the lack of nutritious food causes malnourishment in these entrapped victims. Poor living conditions also contribute to the development of various diseases that these victims suffer from in later years. The victims are not given any medical aid to cure these ailments. Those recruited in chemical factories are treated like modern-day slaves and when they succumb to occupational diseases, are quickly replaced by another batch of victims. Societal Effects  The victims may be used as bonded labor in their own country or transported to another country whereupon arrival, their passports and migration documents are taken away from them, leaving them helpless and immobile. Sadly, they are often charged as collaborators of the crimes rather than being seen as victims. They are kept in very poor conditions with sub-standard clothing and food, unhygienic living conditions and no provision for healthcare. They are also often physically and sexually abused by their employers and ‘clients’ for non-compliance with demands. This is a very gruesome picture of the face of our society, hiding behind a wall. Another point to be noted here is that the victims are deprived of education and all human rights. The victims always struggle to gain acceptance in society from the stigma after being rescued. This illegal trafficking often intermingles with other crimes such as smuggling of drugs and ammunition. Corruption is so widespread in our world that the greed for wealth only further encourages trafficking of humans to flourish, with no barriers. In such a scenario, the development of a stable and robust society seems like a distant dream. Economic Effects  According to the International Labor Organization (ILO), human trafficking generates $31. 6 billion estimated illicit profit worldwide! As calculated by the CIA, a trafficker earns up to $250,000 per victim of the sex trade in a year. Of this sum, the victim is paid a trivial amount or nothing at all on the pretext of clearing up debts and paying for expenses such as food, clothing and lodging. The victims of slavery are also paid very meager wages for strenuous physical labor which prevents them from fleeing. Availability of such cheap labor hinders employment opportunities and subsequently, reduces per capita income of the nation. The financial repercussions cannot be overlooked. In fact, the network of traffickers has gained immense financial strength which allows such illegal activities to thrive without the fear of law. Illegal immigration is also a threat to national security and a cause of concern for governments worldwide. It gives rise to other ills such as terrorism, poverty, poor standard of living, unemployment, expanding population, wastage of resources, high crime rates, and lack of enforcement of law and order in the country. These factors slow down the economic growth of the nation. Often, the victims are subjugated by the burden of debts and pressured into forced labor. Debt bondage is a criminal offense in the United States and yet everyday people are being enslaved for it. The wealth gains from trafficking are redirected to legal activities by investing in businesses or funding public affairs in order to launder that money. Along with forced cheap labor, this creates unnecessary competition for genuine businesses. But, above all, the loss of valuable human resources is the most regrettable. It is an undue waste of productivity and development. In fact, it is a disgrace to humanity.

Case Study on D.I.a Baggage Handling System Essay

According to the initial plan, the project was to span from 1989 to 1993 and cost $1.7 billion. The opening of the airport was delayed four times due to problems with the baggage handling system. Overall 16 long months and a final cost of $4.5 billion. Several factors contributed to this fiasco, ranging from deficient scheduling, simple and untested technology, complexity of the systems and requirements that changed throughout the project itself. Let us take a look back at why Denver International Airport would take on such a project. The vision was to implement the largest automated baggage handling system the world had seen and allows Denver International Airport to be hailed as the air transportation hub, the largest in the United States with a capacity to handle more than 50 million passengers annually. The airport was to replace the Stapleton International Airport, a facility that had experienced serious congestion issues. Of course in order to handle that kind of capacity part of this plan involved implementing an automated baggage handling system, this was the critical piece of the plan. This report discusses the difficulties encountered as a direct result of a poor project plan, communication and implementation. Analyses have been done by many groups regarding this debacle and the failures itself are examples that are used to show the improper project management that was used. First, let us briefly discuss what tried to be accomplished. The Denver International Airport wanted to introduce a baggage system that when operational would rely on a network of computers (approx. 300) to route the bags and then approximately 4000 auto-cars to drive the luggage on a 21-mile track, completely autonomous. There were to be laser scanners used to read bar codes on luggage with tags and that would route them to the correct terminal or location. Sounds simple enough however BAE was the company that would try to bring this all to reality and would be one of the largest airports built in the United States since 1974. United Airlines was one of the main drivers and reasons for the push for a high-speed automated baggage system (http://www5.in.tum.de/~huckle/schloh_DIA.pdf). This was all requested and scoped early in the planning phase. Now prior to deciding how to proceed the officials had thought each airline would develop its own systems, but this failed to occur so the Airport looked into purchasing a system to handle all terminals baggage. The scope of such a project would not find traditional methods as those were too investigated. A man named Frank Kwapniewski, would be the site project manager â€Å"lucky† enough to call this project his â€Å"baby†. BAE had more than twenty some programmers working undistracted for two years to write software to handle all the automated needs of luggage, the engineers, which took just as long in their initial efforts of development. The initial design’s failures were inconsistency, so BAE sought to reduce such confusion and mishap, and wanted to understand the complex nature, however even a more scrutinous view would have foreshadowed the mishap of making such a large system functionally. Richard de Neufville stated in an excerpt from his book that the theoretical studies, models and reports regarding the automated baggage system at Denver were avoidable and should never be repeated (Neufville). BAE’s design flaws of complexity and the effects thereafter were a result of improper project planning and scope. The complexity of what it would take to operate and control automated machinery was never addressed or fully tested prior to implementation. Even after work ended when it was turned on and expected to work as intended, Denver officials were surprised at how poor it performed even enough to turn off the system. Let us take a moment to look at how complex this system truly was and how BAE design and planning failed to gain a glimpse of what it would take to operate such a daunting task. An empty cart is called and needs to go from one track to another, albeit simple sounding, this type of activity would have had to take place over a thousand times a minute under normal operating conditions. Since there were differences or variances in demand for empty carts throughout the airport, empty ones must continually switch direction, change tracks or completely change to another loop in the circuit. This is a logistics nightmare as one can imagine on such scale, so many variables to account for and they must do it error free. This was not using modern technology but even still it would have had to been almost instant decision making on again an error free basis. Typical systems with around 10k function points are cancelled approximately 65 percent of the time (capers Jones). In Denver, though the system’s workload hindered the network terribly to around 4000 tele-cars or auto-cars. These 1994 computers were tracking so many cars that several times a minute they mis-t racked just simply due to timing limitations. The planning of such a system was again originally contracted by United in 1991 to build, however after several years into it, BAE was concerned that the city of Denver still had not contracted for a baggage system. Sadly, the baggage system was nothing more than an afterthought of the design of the airport, AFTER construction began, let me make sure you understand that AFTER construction had begun and only then did the details surrounding the baggage handling system start to begin. This of course caused major problems due to limitations of resources that were not allocated properly which would contain the baggage system’s tracks and other components. The system then was made to fit in the underground tunnels and space available, not designed. These auto-carts had sharp turns now to make which again was not part of any plan. The schedule that BAE or timetable rather that they had set for the grand opening was not remotely realistic and as all good projects should do, have taken into consideration any potential issues along the way. BAE officials were even quoted as stating â€Å"We knew that was not long enough and we said so. It is a job that ought to take twice as long† (Why Technology Projects Fail). They knew but accepted the timetable of 4 years when they knew it should take 7 to 8 years for such a task. Denver Aviation Director James C DeLong even stated they just misjudged the timeline completely. The project as most will when unrealistic deadlines are given will continue to fall behind more and more, which then calls for more rapid work, longer hours which can lead, as the case here, to human error since the training and testing period were almost non-existent to meet the make-believe deadline. One of the other common misnomers in this project was the frequency and number of changes to its requirements, not a refining of them, but completely adding new functionality along the way. When the company BAE, took on the task, unrealistic as this sounds they took it on with anticipating no changes at all. As soon as work began though, Denver officials began changing plans and timetables without consulting either the airlines or BAE. Sadly, when changes were made to one piece of the system, the ramifications they made to other pieces was not clearly understood or the system as a whole. Again to reduce costs and save time, it was decided to remove an entire loop of track, from one of the concourses, this saved them 20 million, keep that figure in mind as later the system as a whole would cost them much more in the months after being deployed. Other such changes were made to save money, such as relocation of stations and addition of middle sub floor for baggage platforms that they referred to as the mezzanine baggage platform. Another airline also demanded the request for large baggage link. As the project matured, prior to implementation its scope size and complexity, along with design changed which increased the systems difficulties on a technical level that would continually deter progress. BAE then later chooses to decentralize all of the tracking and sorting computers, all these changes to scope should have led to review of alternate or contingency planning or delayed launch dates. However due to the shortened development and testing timetable, on the fly changes which should have required major pushback from core team members were â€Å"duct-taped† as I like to refer to it. One of the directors of engineering for the DIA, stated that BAE should have paid more attention to the programming issues early enough in the design phase. Lack of system testing, what I have I continuously stated all semester long about system testing and end-user testing, as a project manager most would agree, more than 75% of all IS projects are hampered by quality issue and 1 percent which are completed on time. I see reasons behind such statistics is not enough testing. I would advise any IT PMP to read ePMbook which is an online e-book regarding scope and project control, as was the case here a project that started out to be huge, got even bigger and eventually spiraled out of control. The ePM Book will has an excellent section that the BAE, airline and Denver City officials should have read prior to beginning step 2 of the project. They should have implemented any change coming through a request known now as a Change Request form. These forms are used to control the project’s scope and allow for the Project Lead, along with the core team, which requests can and will be made part of the original project and which can be sla ted as next phase or next step after implementation. It almost sounds as if this project never had a Change Control Process (CCP) whatsoever, if it did whoever was in charge of such did a horrible job, this CCP should exist throughout a project. It allows for requests to acknowledged in a timely fashion within a phase, and most important to determine impact in the planning for the next phase. This as stated on the site can be easier than de-railing the entire project due to shortening length of next step phases in the project path due to scope creep. Airlines kept changing the requirements, which resulted in numerous issues. One of the major reasons the whole thing went awry stems from BAE, the company that designed the system had previously implemented a similar system in Germany. The IT infrastructure was inadequate and design was not meant for such a large scale as that at the DIA. Well sadly it was not just a lesson for the DIA, BAE and Denver, but the taxpayers also ended up with a $1 million PER DAY cost, totaling $500 million by the end of the whole ordeal. Remember that 22 million they saved, good thing huh. Now let us think about how more time spent in analysis and design phase, let alone a Change control process, saved Colorado taxpayers millions of dollars. Since every project has a set of deliverables, assigned budget and expected closure time, there are agreed upon requirements and tasks to complete prior to the closure of a project. These constitute a project’s scope. The PMBoK clearly speaks to creeping scope and defines it adding features and functionality without addressing the effects on TIME, COST, and RESOURCES or without customer approval (PMBOK Version 4). References A guide to the project management body of knowledge (PMBOK ® Guide) (4th ed.).(2008). Newtown Square, Pa.: Project Management Institute. Brooks, F.P. (1995). The mythical man month: Essays on software engineering. (Anniversary Ed.). Boston: Addison Wesley Longman, Inc. JOHNSON, K. (2005, August 27). Denver Airport Saw the Future. It Didn’t Work. – New York Times. The New York Times – Breaking News, World News & Multimedia. From http://www.nytimes.com/2005/08/27/national/27denver.html?pagewanted=al lchloh_DIA.pdf Neufville, R., & Odoni, A. R. (2003). Airport systems: planning design, and management. New York: McGraw-Hill. New Denver Airport: Impact of the Delayed Baggage System — GAO/RCED-95-35BR. (n.d.). RITA | National Transportation Library. Retrieved December 6, 2012, from http://ntl.bts.gov/DOCS/rc9535br.html Scope & Change Control. (n.d.). Project Management and Program Management – The FREE ePMbook by Simon Wallace. Retrieved December 2, 2012, from http://www.epmbook.com/scope.htm Wiegers, K. (2003). Software Requirements (Second ed.). Redmond: Microsoft Press. Why Technology Projects Fail. (n.d.). Calleam Consulting – LLC. Retrieved December 1, 2012, from http://www5.in.tum.de/~huckle/DIABaggage.pdf