The History Of Baggage Handling Systems

The History Of Baggage Handling Systems What was to be the worlds largest automated airport baggage handling system, became a classic story in how technology projects can go wrong. Faced with the need for greater airport capacity, the city of Denver elected to construct a new state of the art airport that would cement Denvers position as an air transportation hub. Denvers new international airport was to be the pride of the Rockies, a wonder of modern engineering  [1]  . It was almost twice the size of Manhattan and about 10 times the breadth of Heathrow. The airport can handle the landing of three jet planes simultaneously even in bad weather. The airports baggage-handling system was even more impressive than its girth. The coal-mine like cars ran along 21 miles of steel track. 4,000 tele-cars routed and delivered luggage between the counters, gates and claim areas of 20 different airlines  [2]  . A CNS of some 100 computers connected to one another and to 5,000 surveillance cameras, 400 wireless receivers and 56 bar-code scanners coordinated the safe and timely arrival of every baggage. At least that was the plan. The airports baggage handling system was a critical component in the plan. By automating the baggage handling, aircraft turnaround time was to be reduced to as little as 30 minutes. Faster turnaround meant more efficient operations and was a cornerstone of the airports competitive advantage. Despite such noble intentions the plan promptly thawed as inefficient estimation of the complexity of the project resulted in swelling problems and public mortification for everyone involved. The inauguration of the airport got delayed by 16 months because of the problem. Expenditure to maintain the empty airport and interest charges on construction loans cost the city of Denver $1.1M per day throughout the delay. Of the numerous awkward gaffes along the way one was an unplanned demonstration of the whole system to the media. It elucidated how the system crushed bags, expelled content and how two carts moving at high speed retorted when they bumped into each other. When opening day finally arrived, the system was just a silhouette of the actual plan. Rather than computerizing all 3 concourses into one stand-alone system, it was used only in one concourse, by a one airline and only for flights which were outbound. Rest of the baggage handling was implemented using standard conveyor belts and a tug and trolley system that was entirely manually operated. This was hurriedly built when it became absolutely clear that the automated baggage handling system was never going to achieve its purpose. Although the offcuts of the system survived for 10 years, the system never worked properly and in August 2005, United Airlines announced that they would forsake the system completely. The maintenance costs of $1 million per month considerably exceeded the monthly cost of a manual tug and trolley system. BASIC MODE OF FAILURE Like all other failures the problems can be observed from numerous vantage points. In its humblest form, the Denver International Airport (DIA) project botched because the key decision makers could not analyze the complexity of the project with perfection. As intended, the system was one of the most complex baggage system ever endeavored. There was an exponential growth in the complexity of the project as it was almost ten times larger than any other baggage system. The heart of the complexity was a problem related to what is known as line balancing in project management terms. To adjust system performance, empty carts had to be circulated around the airport ready to carry fresh baggage. With more than 100 pickup points, the algorithms necessary to anticipate where the empty carts should wait for new bags epitomized a hideous dream in the mathematical aspect queuing theory. This failure in anticipating the number of empty carts required led to a delay in the picking up of baggage an as a result of which the system performance slide downhill. One of the main reasons of delayed initiation of the project was failure to recognize the complexity and the risk involved. Based on the original project schedule, this delay left a little over two years for the service agreements to be signed and for the system to be designed, developed, tested and implemented. The closest analogous projects although much smaller and simpler, took two years to implement. Given the dramatic increase in terms of size and complexity, implementation the Denver system in two years was an unmanageable task. As a result of the erroneous estimation of the complexity of the baggage system, the efforts required were also underestimated. That meant that without comprehending it, the Project Management team had calculated the baggage system as the critical path of the whole airport project. To meet the airports scheduled opening date, the project needed to be accomplished in just two years. This obviously was inadequate time and that miscalculation resulted in the project being exposed to gigantic levels of schedule stress. The other succeeding problems were most likely a result of (or aggravated by) shortcuts opted by the team and the mistakes committed by them as they desperately tried to meet the schedule. KEY DECISIONS THAT LED TO DISASTER Till now what has been discussed has made the basic mode of failure pretty clear. But to reach the heart of the problem and what could have been done to differently, we need to understand how the important decisions were made which eventually hampered the whole project. Project failures typically involve a number of faulty decisions, but within those many mistakes, some specific key decisions are the generators of the sequence of proceedings that eventually lead to catastrophe. Key Decision 1 An alteration in tactics At the beginning of a project strategic decisions are made that set the projects track. In the case of DIA, a tactical blunder was made that caused flip-flop to be made part way through the project. Before requesting for bids for an integrated system in the middle of 1991, the DIAs Project Management team had expected that individual airlines would take care of their own baggage handling activities. In 1991, the DIAs Project Management team altered their strategy and realized that an integrated baggage handling system needed to be built. This forced them to take back the responsibility from the individual airlines and carry out the whole project themselves. This alteration of strategy arrived only about two years prior to the airports scheduled inauguration date. This timing of the decision played a major part behind the unnecessary schedule stress that the project was exposed to. Although the decision made sense in the way that only one integrated system would be there with the entire responsibility on the DIA authorities, the timing of the decision was not proper. This led to a delay in start of the integration project. They got two years less time to finish it. The significant point that the airports Project Management team failed to see was that the change in technology required an analogous change in the organizational accountabilities. The failure to identify that change signifies a planning failure that happened during the start of the project. Overall, the mistake made was a failure to associate the airports overall business strategy (the aim of having one of the worlds most competent airports) with the sub-strategy of building the baggage system. Key Decision 2 The decision to continue What is even more surprising is that in spite of knowing that there was insufficient time, both DIAs Project Management team and BAE wanted to go ahead with the full-scale project. Before entering into the BAE contract, there were at least three clear suggestions that the project was not feasible in two years time: Breier Neidle Patrone Associates report clearly showed that the complexity was too much for the system to be built efficaciously. The three bids received pointed out that none of the vendors could have developed the system in time before the opening date. Munich Airport warned that a much simpler version made for them took about two years to be built and around another 6 months to get rid of the bugs. BAE initially did not choose to bid for the project, but the Chief Engineer of DIA directly talked with them and managed to convince them by stating the amount of prestige that was involved with such a large scale project. Many from inside the BAE raised their concern regarding the complexity of the system to be developed and the lack of time. But all the expert advice was ignored and they went ahead with the project with a development time of 2 years. Many factors may have led them into that trap and likely issues that may have influenced the decision making. Other than the Chief Engineers perspective and BAEs interests there were other factors or beliefs which made the whole project start. Both sides would have acknowledged that they were working within a constricted timeframe and the pressure to move rapidly might have caused them to put due-diligence to one side. The inherent belief that such a large airport would not function effectively without an automated system. As a matter of fact, the airport is functioning effectively with a manual system in place. Key Decision 3 The timeline, budget and scope Deciding on the timeline, budget and scope of the project is a critical issue and even more critical is committing on them to your customer. BAE did exactly that to the DIAs project management team. The decision to give a firm promise to scope, schedule and budget transmitted substantial risk onto BAEs shoulders. This clearly shows that the top management of BAE was not at all aware of the amount of risk that they were handling. BAE and the DIAs Project Management team made an additional mistake during the consultations. They excluded the airlines (who were key stakeholders) from the negotiations. Excluding stakeholders from discussions of key project decisions is always a trailing strategy. Key Decision 4 Acknowledgement of the alteration requests BAE and DIAs Project management team could not escape from the stakeholders pressures. Although they decided during negotiations that no change requests would be entertained, they had to accept them as the pressure was on them to meet the stakeholder needs. The stakeholders in this case being the airlines, which they ignored during the original negotiations. Some of these requests forced them to make significant changes in portions where they thought work was already completed. Incorporating these changes had other troubling repercussions. They failed to realize the effect these changes might have and how they would increase the complexity of the whole system. Although some people thought about the effects, their voices did not seem to have reached the higher decision making authorities. There was big communication disarray. Key Decision 5 Treading an alternate path A public demonstration of the project was given to the press sometime in 1994 and it was a major embarrassment. It exposed all the flaws of the project and the Mayor immediately ordered for an external consultant to be hired. Mattias Franz of Logplan Consulting of Germany was asked to look into the matter  [3]  . Based on his report, the Mayor scraped the project and ordered for the building of a manual trolley system at an additional expenditure of about $50M USD  [4]  . Although the Mayor took a very intelligent decision, it revealed another major flaw with the project. By the time the Mayor took action, the project was already 6 months behind schedule and had missed a number of opening dates. The missed opening dates and the tragic demo indicate that those at the top echelon actually had almost no clue about the true status of the project. A project of such size and complexity should always have an external consultant or expert looking after it throughout the whole developmental and implementation phase. Some other failure facts While the inefficient estimation of complexity, absence of planning, fruitless communications and lowly management oversight drove the catastrophe, the project underwent many other difficulties that multiplied the problems. Some of those issues were inevitable, but others were most probably a consequence of the time crunch the project was facing. Among the additional issues that impacted the project; Failure of Risk Management Throughout its developmental and implementation phases the project faced a number of technical problems for which they had not accounted for. These things aggravated their already haphazard situation. Such problems were likely foreseeable had the team a little bit more attentive on risk management activities. Again possibly as a result of the time crunch under which they were working, suitable risk management tactics seem not to have been developed. Change in Leadership In 1992 The Chief Engineer died. He was the systems de facto guarantor and his death left the project deprived of much required leadership. According to reports, his interim replacement lacked the in-depth engineering knowledge essential to understand the system. The replacement manager also had to take care of his previous duties and it stretched him to the limits. Issues with Architecture and Design A number of reports specify that the there was an inherent problem with the design that was chosen. It was unnecessarily complicated and prone to bugs. Some of the issues were: There were more than 100 individual PCs in the system. They were all networked together. If any one of the PC failed, there could have been an outage, as there was no automatic backup taken of the data. As the nature of the design recommended a distributed structure, (with PCs scattered around the different areas), it added to the trouble of solving problems when they came up, The worst thing about the system was its inability to detect jams. So, whenever a jam occurred, it kept piling on more and more baggage and thereby worsening it. Again time crunch could have been a reason for the design problems. In such a situation people settle for the first design or solution they can think of. That is exactly what would likely have happened. In addition time crunch often forces teams to concentrate on the happy path design without spending time on devising strategies to counter the problem or make the system fault tolerant. Conclusion The DIA catastrophe is a prototype for failure a lot of other IT implementation projects have followed. As with so many other failures, DIA suffered from; The inefficient estimation of complexity An absence of proper planning resulting in consequent alterations in strategy Extreme schedule pressure Absence of due diligence Committing to public and customer in the face of enormous risks and uncertainty Inefficient management of stakeholders Communication gaps and collapses Design not failsafe Inefficient risk management Failure to understand the repercussions of change requests Absence of management oversight While the above facts denote contributors to the letdown, there is one single problem that existed in the center of it all. For a project to be successful people need to make effective decisions and that requires a number of elements. The main two elements are expertise and knowledge. None of the teams involved in developing the DIAs baggage handling system had prior experience of a developing and implementing system of this magnitude. That lack of knowledge, along with the fact that advice from experts was habitually ignored, is the epicenter of the fiasco. The original planning decisions i.e. to go ahead with a single airport wide integrated system (in spite of being too late to do so) and the firms votive commitments to scope, timeline and budget all represented decisions that were made by people who did not possess the required knowledge. The miscalculations resulting from those choices were the sparks that kindled the fire. Often we have to face situations which we have never faced before and do not know how to proceed without risks. The success or failure of such a situation depends on the way we react to it. The step should ideally be recognizing the situation and its nitty-gritties, but the whole DIA project management team and BAE managers failed to do so. Had they acknowledged their absence of knowledge and the ambiguity they were facing, measures could have been taken to reduce the uncertainty. One of them could have been taking suggestions from experts who had some kind of previous experience in that kind of projects. The cheerful side of the story is that in Feb 1995 DIA did ultimately open and in spite of using a large manual trolley based system, proved to be a great success  [5]  . The apprehensions of a manual system being too slow for and airport like DIA and would result in increase in the turnaround time of the aircrafts, was never proved.

Barnes & Noble vs. Amazon.Com: Fought Since The Explosion

Barnes & Noble and Amazon. com had been in constant fight between each other since the explosion of online purchasing. Before the mid 1990’s online purchasing introduction, Barnes & Noble had big dominance in bookselling, as it was the largest bookstore in the world. With the entrance to the book market by Amazon. com, Barnes & Noble found a big competitor, as it represented a new and innovative way of purchasing a book. Making a financial analysis on both companies, we could notice certain differences that mark advantages for both sides.The financial study was done in a span of 4 years of operation for Barnes & Noble (1992-1996) and 6 years of operation for Amazon. com (1995-2001). Given numbers can be seen in Exhibit 1 and 2 for both companies. Now, with both financial reports, we can create many conclusions about both enterprises. First of all, we will talk about the increase in revenues that both experienced throughout their years. Barnes & Noble Amazon. com Now, taking in to consideration Barnes & Noble’s chart, we can see that there is a constant growth in revenues from year to year.The average growth from year to year was of 22. 52% in the four year analysis. This is an important factor as we can notice that the company’s sales were always increasing and that the growth rate would not fluctuate throughout the years. Regarding Amazon. com’s chart, we can see that there is a huge exponential growth. On the first years of operations, Amazon suffered of a big growth in sales, having almost 3000% more sales from 1995 to 1996. Now it is important to notice how the rate lowered throughout the years to reach a 31. 50% from 2000 to 2001. We can see a huge growth in the first years because Amazon. om was something new to people as online bookselling wasn’t that famous. As people settled to the idea and competitors like Barnes & Noble adjusted to this change, sales growth went down to a normal growth rate, which in average was stil l higher than that of Barnes & Noble. With the information, we can also see that Barnes & Noble achieved a higher net income than Amazon. com in the 1990’s. It is obvious that this was due to the fact that the first mentioned company had already been running for many years and that already had a fair amount of costumers, while Amazon. om was a new company trying to be known in the bookselling universe. The following charts show the information on net income for both companies in their respective periods. Barnes & Noble Amazon. com We can notice that even when both companies had years in which they suffered big losses in income, they achieved to finish the period with a positive net income. It is also interesting to see how both net incomes grow throughout their respective periods, being Amazon the company with the steadiest growth rate.What we can get from the net income analysis, is that even when Amazon had a slow start due to the introduction of a new purchasing method, wh ich almost always comes with some uncertainty from the customers, it has managed to increase its income throughout the years to the point in which it has catched up with Barnes & Noble, it’s main competitor. Now, in order to know how Amazon has achieved such a growth in net income throughout the years, we have to review the ratios as percentage of sales for both companies. Barnes & Noble Amazon. comWhen analyzing both charts, we have to take into consideration that both companies experienced a growth on net income. We can see that both cost structures are mostly similar, with the exception that Barnes & Noble has to deal with infrastructure depreciation. Now, leaving aside the cost structure, let’s pay close attention to the percentages throughout the years. Both companies experience a decrease on the percentages of sales on all their structure, which is really important when expecting an income growth, but it is really impressive how big is Amazon’s decrease.Th ey were able to mitigate every part of their cost structure in the analyzed period, which is reflected on the percentage of income out of sales that they have. Take for example the cost of sales. While Barnes & Noble managed to decrease that cost in only 1% from the first to the last analyzed year, Amazon was able to decrease it in almost 5%. Thus, income percentages are also very different, having Barnes & Noble with a 2% at the end of the period while Amazon had a big 7% at the end of the period.So, in conclusion we can see that the struggle between these two companies is still even and could balance to any side. Making a future prediction based on the numbers that were presented, we can assume that Barnes & Noble’s revenues will remain on the same growth rate throughout the years while Amazon’s will stabilize on a certain rate and continue on it. We can also see that Barnes & Noble can still change their cost structure, as Amazon did, in order to achieve much higher and more regular net incomes throughout the years.It isn’t very healthy for the company that one year they have a high net income and the next one is a big loss, as the operations are affected by it. Both financial structures will be affected by the advantages and disadvantages of online vs. traditional bookselling. In recent years, online selling has become more and more popular worldwide as people regard it as a faster, cheaper and easier way to buy the books they want. This could be reflected in higher revenues for companies such as Amazon. com and a net income decrease on the big bookstores such as Barnes & Nobles. Barnes & Noble (Exhibit 1) Amazon. com (Exhibit 2)

Dangling Wires and Meatworks Poetry Essay

Through the medium of poetry, composers are able to powerfully convey ideas and express personal opinions of the world around them. Robert Gray, an Australian poet who is known for his effective use of visual imagery, clearly evokes ideas and express personal concerns of ‘Global warming’ ‘sacrafice’ His incorporation of explicit language techniques, such as diction further accentuates his perspective towards the world around us. Flames, Dangling wires and Meatworks are a great examples of how Gray uses language devices to powerfully voice his opinions. Gray is a poet with many opinions and ideas to express, he effectively puts these ideas through poetry. One of Grays many influential poems Flames, dangling wires is a great example of how he conveys his ideas and opinions in his poetry. Flames, dangling wires is a poem about a filthy dump tip that is always burning in front of a city. Gray describes the dump as a cause of our actions. In this poem Gray has effectively uses sensory imagery. â€Å"The smell is huge, blasting the mouth dry† A technique used in this text is sensory imagery which triggers our taste buds. The word blasting is the most noticeable word in this text, blasting is an uncommon word to describe a smell, it is unexpected. Gray is trying to say that there are no words to describe the smell, Gray’s intentions on using the word blasting is to disgust us and so that we understand more clearly on the situation. Throughout the poem gray is describing in detail how sickening the dump tip is, as we reach the end of them poem Gray discuses about the consequences from our actions. â€Å"This is how it shall be after the men have gone. † He is saying that the mess we make is not going away and that it is stuck with us forever. Gray is known for a lot of poems, his poems talk about danger, global warming, and in this case doing what it takes to provide for loved ones, Meatworks. Meatworks is a poem about a hardworking man and his wife moving to a place but they are tight on money but in order too keep his place he is forced to work in an abattoir, but doesn’t seem to enjoy it. In this poem Gray repeatedly and effectively describes the environment he’s in by using techniques such sensory imagery â€Å"Where concrete gutters crawled off heavily, and the hot, fertilizer thick, sticky stench of blood sent flies mad† . This ext has many techniques in it, the most effective technique used in this text is sensory imagery, Gray has effectively applied this technique in the line â€Å"The hot, fertilizer thick, sticky stench of blood sent flies mad† this sensory imagery immediately disgust us, planting a disturbing image in our heads. Flies are known to be around rotten food so when Gray added â€Å"sent flies mad† we have an idea of the imagery and can sort of imagine the smell. The text makes the audience understand that the abattoir is not a pleasant place to work at, and really demonstrates the sacrifice the man is giving to provide for his family. Gray is making us understand the sacrifice some people make everyday to provide for their loved ones. To conclude with, it is without doubt that Robert Gray clearly evokes his opinions and ideas on the world around him through his poetry. Opinions including social decline and global warming issues and that he effectively uses imagery in his poems Flames, dangling wire and Meatworks. It is also evident that gray brings issues concerning society and that what we do will eventually catch on to us.

The Birth of a Nation essays

The Birth of a Nation essays The Birth of a Nation: Does the Portrayal of the Ku Klux Klan In this controversial 1915 film compare to documented history of the organization? D.W. Griffith was raised in South Carolina by his father who was an ex-confederate soldier. Griffith was raised to believe that fathers views on the superiority white race and the strength of the Confederacy were the natural and correct beliefs. And, when his father joined the Ku Klux Klan, the young boy was introduced to a magnified degree of racism and white supremacy. However, he was blinded from the reality of the situation. When Griffith created the film, Birth of a Nation, he based it on a glorified version of the KKK and their attempt to preserve the peace of the Confederacy, but fails to show the horrors created by the organization during their crusade. In the film, Birth of a Nation, it is explained how when the blacks are given a right to vote, and an election for a senator takes place. A power-hungry mulatto man was elected. The Clan agreed that he had triggered the fermentation of their peaceful state. They believed the blacks were electing leaders who were destroying the Confederacy. In order to prevent the blacks from voting for the Radical Republican Candidates, the Klansmen lingered around the voting booths in atop their horses and in costume to intimidate the black voters. In reality, not only did the Klan use their presence to frighten the blacks from voting, they also used violence. In some cases, the Klan proved their seriousness by murdering important leaders of the black community and members of the Radical Republic Government. In the film, the Klans violent action was under-exaggerated in order to withhold the dignity of the Klan for those who did not believe such actions were justified. At another point of the film, the Mulatto Senator passed a bill that legalized the relationships between blacks and whites. After ...

When Is Military Force Justified

When Is Military Force Justified Too Much, Too Often – the Giant Military State We Live In It’s a sad fact that this beautiful, magical world has become a military state. We just hear about it so much these days due to social media and the Internet. Because of greedy, immoral people, the assumed solution to today’s many problems, especially between countries, is war – killing, genocide, torture, violence, and suffering. It’s frightening how often a country relies on military force to defend its country’s major multi-billion dollar enterprises – like ones refining crude oil, and mining other valuable entities such as metals and gemstones. MLA ESSAY EXAMPLE WAR AS SEEN THROUGH THE MEDIA War as an Assumed Solution to Today’s Many Problems When exactly is military force justified? Is it ever justified? The answer lies, of course, in the eyes of the beholder. But when one considers the tumultuousness nature of today’s world, they eventually come to the realization that, yes, military force is often justified. The important question, however, is when it’s justified. Before answering this question and arguing for when exactly military force is justified, it’s important to consider what comprises â€Å"military force.†   It is when a country’s military, also known as its armed forces, has no other choice but to use deadly force and weapons to support the interest of the state and of its citizens – its main function. This means casting fire on the enemy, dropping bombs from planes, detonating nuclear warheads, even resorting to biological warfare. Military Force Is Justified When There Is an Impending Threat to One’s Borders So, when is military force justified? For one, when there is an impending threat to one’s borders. If a country is on the verge of being invaded, it has the right to use military force. When a country’s citizens are on the brink of being slaughtered, the country as a whole should be able to resort to military force. It comes down to defending one’s way of life, not lying down and dying. Fighting for one’s borders, freedom, safety, and happiness is surely one reason to use violence and weaponry as a means for peace, though it does sound like a contradiction. In World War II, the Japanese attacked Pearl Harbor – and rather than doing nothing, which would assuredly invite similar attacks and possible invasion, America went to war against the Axis Powers. The country came together and stood up for its right to freedom and happiness; it meant that no country would attack America and get away with it. This is one prime example of when military force is ju stified. Secondly, military force is also justified when a larger, wealthier and more powerful country or group of countries threatens invasion, invades or attacks a less powerful country. For example, in 2008, Russia attacked the former Soviet Republic Georgia. It was the typical David vs. Goliath scenario. Russia accused Georgia of foul play against the autonomous republic to the south, and sent in troops to negotiate â€Å"peace.† Instead, Russia got whatever it wanted, a buffer zone between Russia and the Middle East, in turn bullying the small country into submission. Military force was not justified on the part of Russia, but Georgian military forces surely had the right to defend its motherland. And Georgia was not a NATO country, like Turkey, the United States, the United Kingdom, France and many other countries with powerful armies that could have used military force to defend the weaker, less powerful and wealthy country of Georgia. This is a classic case of how military forc e should be enacted when it’s justified. A big, powerful country was bullying a small country that could not defend itself; therefore, it had the right to resort to military force. To conclude, military force is, unfortunately, a reality in today’s world. But the lines of what â€Å"justifies† it are quite blurry. What is wrong in one country’s eyes are righteous in another’s. That is the tragedy of our times. But as long as there is good in the world, as long as there are countries like the United States, France, Ukraine and Germany and others that stand for peace and Democracy, good will prevail over evil. Though not without too much bloodshed and hatred along the way. We can only hope and plan for the world with no war, though it is quite unlikely to happen anytime soon. We can be sure of that fact.

Halloween (1978) Movie analysis Assignment Example | Topics and Well Written Essays - 1250 words

Halloween (1978) Movie analysis - Assignment Example l prove that the director deliberately depersonalized the antagonist to make him for frightening as well as designed mise in scene in a way that the viewer would know that something is missing and anticipate the danger. To begin with, one might note that when Laurie entered the room, she wanted to close the window. There was no particular reason to do so, other than some subconscious fear of Michael whom she recently saw. However, after she noticed that he was standing in her backyard, she immediately closed the window for a particular reason which is not to let him in. If one carefully analyzes the way she performed the action in question, one will be able to see that she was quite desperate and vulnerable. Indeed, a woman with her constitution can hardly oppose a man who is taller and stronger than her. Later in the movie she is shown fighting him and Laurie is able to overcome only due to some lucky hits that she makes. By far, the part when she noticed a strange figure in the backyard should be seen as a rather frightening one: the mask that he is wearing contributes to demonalization of the character. There are several explanations for it. On the one hand, when one looks at the backyard, one does not expect to see something extraordinary. That is why a presence of an unknown man in the very middle of it seems to be a real shock to her. Indeed, Michael is positioned on the front frame and occupies the majority of the space. In addition to that mask makes him look like the villain of the movie and becomes a symbol of taking away his humanity. That is why this particular image make Michael so frightening. One of the first impressions that the scene in the bedroom has on the viewer is the emptiness of the room. In spite of the fact that it looks as an ordinary room, mise en scene is organized in such a way that the audience understanding that something is clearly missing. Keeping in mind that Laurie saw Michael several times before walking into the house, it is

Millennium Development Goals Assignment Example | Topics and Well Written Essays - 500 words

Millennium Development Goals - Assignment Example Primary education will help the development of countries because it helps develop and improve the essential human learning and life skills which are necessary for gainful employment and productivity, which on the other hand are important for economic progress (Bruns, Mingat and Rakotomalala 2). This goal is still significant for developed countries because while most of the children in the urban areas are already given primary education, those in the rural or remote places many not have the same opportunity. Furthermore, the more educated people there are in other countries, the more the global economy improves, which affects all countries of the world whether they be underdeveloped, developing or developed. Part 2- How successful are we globally in meeting this goal? What are the victories or concerns laid out in the discussion provided on the website? What statistics or evidence do they use to support these conclusions? Based on the facts given by UNDP, the pace of progress is insufficient since in 2009 not all boys and girls are in primary schooling, as evidenced by data on the sub-Saharan African countries alone, where at least one of four children are not enrolled in 2008 (United Nations Development Programme , par 3). The concerns presented are the high drop-out rates among the children, that is, in the sub-Saharan Africa, more than 30 per cent of the children drop out before reaching a final grade (United Nations Development Programme , par 4). Another major concern is the lack of teachers and classrooms (United Nations Development Programme , par 5). Part 3- Discuss the data that you have been reviewing. What sorts of measures are they recording? How does this tie into the goal? What do the overall trends suggest? How does this compare to the conclusions discussed in part 2 of your homework? The measures that they