Future for mobile handsets in UK

Description:
I want you cover all these topics in the down list as it showed from your own experience you can use assumptionsBrief abstract: (300 words) explain what your project is all about

Project Charter
1)Project Name: Gives the project a meaningful name
2)Project Purpose: Explains why the project is been initiated
3)Client: Identifies the external client
4)Project sponsor: identifies who will authorize and pay for the project
5)Project Manager: identifies who will manage the project
6)Background to the project: outlines the build up to the project
7)Statement of the requirements: outlines the problems, needs and opportunities the project will address.

A new Multi dimensional (5D) computer aided design (CAD) approach for optimising project construction cost estimates in the Kingdom of Saudi Arabia (KSA)

Order Description

Please make sure to avoid plagiarism 100%.
Make sure that all references not before 2005. Like:
1- APPLICATION OF BUILDING INFORMATION MODELLING AND CONSTRUCTION PROCESS SIMULATION ENSURING VIRTUAL PROJECT DEVELOPMENT CONCEPT IN 5D ENVIRONMENT.
2- DEVELOPING 5D SYSTEM CONNECTING COST, SCHEDULE AND 3D MODEL.
3- Model Behaviour Building in five dimensions.
4- THE IMPLEMENTATION OF BUILDING INFORMATION MODELING (BIM)
A Process Perspective.
5- Using the MD CAD model to develop the time?cost integrated schedule for construction projects.

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It must involve the application and implementation of an multi dimentional (5D) CAD model to achieve both time and cost estimate optimization. Therefore, objectives will be to:

1. assess current estimating techniques used throughout Saudi Arabia;
2. evaluate a comprehensive range of tools for estimating both cost and time;
3. determine the technical feasibility of 5D CAD for developing time and cost savings;
4. implement improvements to estimating technologies and develop a new system for Saudi Arabia.
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Methodology:
Following a general literature review of currently available estimating procedures and considering their historic limitations, opportunities will be identified for application of new BIM and computer aided software systems to building work cost evaluation. Research will subsequently undertake a review of the methods currently and historically used within Saudi Arabia for preparing project cost and time estimates. This will assess the levels of variance between initial estimates and actual project costs and durations. A review of commercially available MD CAD modeling software will be undertaken to review cost, features and ease of use. Some software systems attempt to control design, time and costs, whereas other software only attempts to control costs. Figure 1 shows how multidisciplinary data can be retrieved from the design/contract documents in the pre-construction phase. This data is then used to create the MD CAD objects in a BIM CAD system. Feature desirability will be evaluated in conjunction with relevant government personnel to determine specific system requirements. An MD CAD software package will subsequently be used to generate a time and cost integrated schedule for an already constructed project, for the following reasons:

? It enables a development approach for the design of construction projects.
? The system can be readily interrogated.

A strategy will be developed to allow the chosen system to be introduced into public sector and data collected, informed by past projects, to populate the system database. Subsequently, the developed system will be applied to a small trial construction project within public sector and its success evaluated.

Methodology should contain at least five parts such as:
1- Introduction.
2- Context of the empirical study.
3- 5D Methodology & Technology
4- Data collection methods.
5- Data analysis methods

Additional Files
Owner Type Name Size Plagiarism Upload date
Previous Writer Draft A_new_mul…doc 0.03 Mb None 12:04 10 Feb 2012
Client Additional file Generatio…pdf 0.53 Mb None 12:21 09 Feb 2012
Client Additional file Complex_u…pdf 2.4 Mb None 12:08 09 Feb 2012
Client Additional file DEVELOPIN…zip 8 Mb None 05:45 08 Feb 2012
Client Additional file THE_IMPLE…pdf 1.48 Mb None 05:45 08 Feb 2012
Client Additional file _windows-125… 3.6 Mb None 05:45 08 Feb 2012
Client Additional file Building_…pdf 0.55 Mb None 05:45 08 Feb 2012
Client Additional file APPLICATI…pdf 1.64 Mb None 05:45 08 Feb 2012
Client Additional file _Developi…pdf 5.69 Mb None 05:45 08 Feb 2012
Client Additional file Model_Beh…pdf 0.12 Mb None 05:45 08 Feb 2012

National Human Resourc Development in Saudi Arabia : Challenges and Future directions

Order Description

* Introduction
– Working title of thesis
-Key research theme is identifiied and succintly conveyed
-what do want to research and with what in mind
– researc is focused through an appropriate question

** Review of Literature
– justification of the study from the literature
– why is this researh worth doing
– does the research indicate potintial to contribute to an existing or an emergent area of work?
is the research original and likely to produce new knowledge?

*** Research Method
-Aims and objectives of the study
– research question and/or hypotheses

note: mixed methds design must be used ( the convergent parallel design).

* references style must be Academy og Management.
pls do not start writing till you send my the outline, and also i need to send you some materials.
you should read these articals befor starting
1- What we discovered About NHRD and What It Means for HRD ( Cho&McLean)
2- NHRD in Transitioning Socities in the developing world: introductry overview( Paprock)
3- NHRD in Transitioning Socities in the developing world:concept and challenges ( Lynham&Cunningham).

Ready or Not! Organization Change

Order Description

Think of an example of an organizational change and provide a brief description of the nature of the change. Using the typology developed in Table 1 in Armenakis et al (1993:692) categorize the context/type of the specific change (i.e. conditions of readiness and urgency). In what ways did the message convey discrepancy and efficacy? To what extent did the actual influence strategies (active participation, persuasive communication, management of external information) match those suggested as appropriate in Table 1—said differently did management adopt the right readiness program given the contextual factors confronting the organization. To what extent do you see any of the competing forces for stability and change suggested in the Leana and Barry article as being simultaneously present during this change initiative? *this is not a paper, it’s only questions my teacher is asking and I only must address the questions above. -Class notes:
Readiness for Organizational Change:
Armenakis et al (1993) introduce us to the concept of ?readiness for organizational change? by pointing out its similarity to Lewin’s concept of unfreezing. ?Interventions to create readiness for change are attempts to mobilize support? for change (Armenkis et al.,1993: 686). At its most basic level,unfreezing requires that organizational members buy into the need for change and have some confidence that change will in fact be possible. Armenekis and his colleagues focused on the change message as the vehicle through which management communicate the need for,and urgency of, change to organizational members and suggest that effective messages emphasize two key attributes: (1) discrepancy ,or the visible difference between our current state and ideal state,or between where we are and where we need to be;and (2) efficacy ,or the individual and collective belief that the change journey will be successful. In the next module,you will be re-introduced to these concepts in Kotter’s (1996) expose on ?Leading Change,? where he describes the early stages of organizational change in terms of establishing a sense of urgency,building support for change,and developing and communicating a vision. Indeed,if you were to analyze the announcements of change made by many CEO’s in the public press,you would find strong evidence that they emphasize both a disconnect between the current and ideal state of affairs (discrepancy: this is why we need to change) and provide a vision meant to create support and a belief that change is possible and will be successful (this is how we will change and change we will). Once the change has been announced,you also see but to more varying degree,ongoing communications and updates that are designed to remind people of the discrepancy,and to reinforce a sense that while we may not be there yet,we are getting closer (communicating small wins in Kotter’s terminology). In his subsequent work (2002),Armenakis and his colleagues add three additional attributes to effective change messages ( appropriateness —essentially the extent to which the change is communicated as being a good solution for the current problem; support —essentially who are the people behind this change and what resources $ will be associated with it;and valence —essentially addressing the assessment of what’s in it for me by stressing the individual benefits that are likely to result from the change).

The extent to which the change message actually works as intended (i.e. to unfreeze) also depends on (1) interpersonal and social dynamics in the workplace,(2) the credibility of the messenger and change agents. For example,we know that individuals are likely to process the change message differently because each individual has a particular schema they use to interpret change—hence management should expect to see varying rather than uniform responses in members. In addition,individuals are likely to make sense of change differently on the basis of organizational role,and professional and social affiliations in the workplace. As Armenakis and his colleagues point out (1993: 687),identifying and working through favorably disposed opinion leaders in various social networks may serve to facilitate more even collective interpretation of change messages. The credibility of the messenger (often the CEO and other top management who first communicates change) and the change agent (often the middle managers likely to be asked to implement the change) also serve to influence the extent to which change targets view the need for change as just and appropriate and the journey of change as worthy and viable.