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Acquire Top Class Quality PUBH2000 Foundations of Public Health, Laureate International Universities, Australia Assignment Help & Homework Writing Service At Very Affordable Price. Order At WhatsApp.
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Happy International Women’s Day to all my femme-people out there!
Here are some of my favourite femmes that I think you should know!
Michelle Obama!
A Princeton and Harvard graduate. Princeton graduating cum laude and another from Harvard earning a degree. Skipped second grade and attended the Whitney M. Young, the city’s first magnet school for gifted children.
Bessie Coleman
World’s first Black female pilot! Died tragically at the age of 34, has been awarded many awards since her tragic passing.
Anna Tibaijuka
Highest ranked African female in the UN, taking charge of the UN-HABITAT program. Focuses on the rights of women living in slums or without homes.
Madam C.J. Walker
First Black self-made millionaire despite being orphaned at the age of 7.
Shirley Chisholm
First Black female to be elected Congress!
Harriet Tubman
Helped rescue over 300 former slaves, leading them to freedom. She was also an active spy.
Michaëlle Jean
Governor General of Canada.
Born in Haiti, fled during the dictatorship of François Duvalier
Confirmed by Queen Elizabeth II.
Mary McLeod Bethune
Made a school for young African American girls, later becoming a merged school for boys and later on became a University.
Rosa Parks
Stood up to, (or shall I say, remained seated), upon being told to move from her seat by a White driver.
Was not the first African American passenger to refuse to move from their seat, before Rosa there had been; Aurelia Browder, Mary Louise Smith, Susie McDonald, also helped with the movement. (Rosa Parks was active in helping them through trials)
Wilma Rudolph
Triple Olympic gold medal winner for track and field, despite having life threatening diseases.
Ellen Johnson Sirleaf
First Black woman to win a presidential election in Africa.
Coretta Scott King
Followed the movement of her Late husband, Dr. King. King worked as a Civil Rights and Women’s Rights activist and opposed Apartheid in South Africa.
Became involved in the LGBTQ+ Rights movement and urged Civil Rights activists to reject homophobia.
Frida Kahlo
Communist, disabled, openly bisexual, suffered a lifetime of healthproblems. A queen if you ask me.
Mary Jones
Black Trans sex worker.
Stole $99 ($2k today) from a white mason worker, Robert Haslem after sleeping with him. Was sentenced to jail for five years.
Frances Thompson
Former slave.
Was one of the first Black trans women to testify before a congressional committee.
Was r*ped by white men during a riot along former slave Lucy Smith.
Was arrested for ‘being a man dressed as a woman’ as a way to smear her name across town and take away from the fact that she had been r*ped.
Corazon Aquino
First female president of the Philippines
Leader of the People Power Revolution.
Trieu Thi Trinh
When Vietnam came under the Chinese empire in the year 43, Trinh rebelled and created her own army.
Before the age of 21 she had successfully battled more than 30 Chinese armies.
Chinese feared fighting her. According to legends, she was over 9 feet tall, had a strong voice that rang loud and clear, rode into battle on an elephant and wore golden armour and carried swords in both hands.
Malala Yousafzai!
Shot by the taliban
Author of ‘I am Malala’
Awarded Pakistan’s first Youth National Peace Prize
Pakistani activist for female education.
Youngest Nobel Prize laureate
Was a runner up for TIME’s Person of the Year poll
Advocate for Syrian refugees
(I CANNOT BELIEVE I FORGOT ABOUT THE GREAT HUMAN THAT IS MALALA. I AM ASHAMED)
I know there are so many other amazing femmes out there that have ruled and shaped the way we are today and helped paved a safer path for people in today’s time. Please don’t come for me on this list, many of these women, (actually all of them were strangers to me, excluding Frida Kahlo, who I learned about in school), I studied these women later on in college when I was asked to do different assignments. Remember, everyone matters, whether they were born womxn or later viewed themselves as womxn. Race, colour, ethnicity, sexual orientation, religion, disabilities, or anything else, we should love and appreciate each other. You are strong, capable, amazing, beautiful, and magical (don’t forget magical). Make your mark in this world, the future is female.
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Laureate International Universities Assignment Help Australia – Usefulness and Necessity
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US:Clinton, Bush, Obama, Pence for Biden’s inauguration
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US:Clinton, Bush, Obama, Pence for Biden’s inauguration

VP Mike Pence, previous Presidents Bill Clinton, George W. Hedge and Barack Obama are charged to go to Wednesday’s introduction of Joe Biden as the 46th United States (U.S.) President.
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They will be joined by their first women Hillary, Laura and Michelle to the occasion charged for early afternoon (EST).
However, previous President Jimmy Carter and previous First Lady Rosalynn Carter won’t, as they can’t travel.
Additionally, the occasion won’t be gone to by active President Donald Trump.
As per occasion line-up, Senator Roy Blunt, seat of the Joint Congressional Committee on Inaugural Ceremonies, will fill in as the initiation’s emcee.
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Additionally, Leo J. O’Donovan, a Catholic minister, individual from the Jesuit request, and previous leader of Georgetown University, will convey the summon. Georgia firemen’s association chief Andrea Hall will lead the Pledge of Allegiance.
On the stars’ rundown, Lady Gaga will sing the American National Anthem, National Youth Poet Laureate Amanda Gorman will present her sonnet “The Hill We Climb” and Jennifer Lopez and Garth Brooks will likewise perform. At 22, Gorman will turn into the most youthful debut writer, the occasion program showed.
Fire up. Dr. Silvester Beaman, minister of Bethel AME Church in Wilmington, Delaware, and a companion of Biden, will convey the blessing.
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Peruse Also: beginning to end of Biden’s initiation
The debut service will happen on the West Front of the United States Capitol in Washington, D.C. furthermore, will be the 59th official initiation.
Biden will make the vow of office as president, and Harris will make the vow of office as VP.
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Trump, who will take off from the White House before early afternoon today, was accounted for by The Washington Post to be irate that a move call of stars are joining to Biden’s occasion.
Four years back, Trump made sure about country vocalists Toby Keith and Lee Greenwood, rock bunches 3 Doors Down’ and The Piano Guys – DJ RaviDrum and The Frontmen of Country.
Elton John, British artists Rebecca Ferguson and Charlotte Church in addition to Moby, openly dismissed solicitations to perform.
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An individual from the Mormon Tabernacle Choir left the gathering as opposed to perform and MSG Entertainment, the association that claims the Rockettes, said it was every artist’s decision to perform after an artist communicated worry via online media.
Obama, during his initiation, experienced no difficulty drawing the stars, with Beyonce, U2, Stevie Wonder and Bruce Springsteen all performing.
Trump had made it clear he won’t go to Biden’s initiation, turning into the main president since 1869 to reprimand his replacement.
The National Guard is conveying 25,000 soldiers the occasion – in any event more than multiple times the number for past debuts.
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The military regularly audits administration individuals for radical associations, the FBI is doing extra screening, notwithstanding any past checking.
Various authorities said the cycle started as the principal Guard troops started conveying to D.C. over seven days prior. They said it is scheduled to be finished by today.
The significant security concern is an assault by furnished gatherings of people just as planted explosives and different gadgets.
In any case, European Union’s (EU) top representative said yesterday that the world necessities American initiative in the fight against COVID-19, encouraging Biden to venture up after the Trump organization was generally censured for its moderate reaction to the pandemic.
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With rich nations contracting undeniably a greater number of portions of different Covid antibodies than less fortunate ones, European Union international strategy boss Josep Borrell said it was dependent upon the United States to retake its place as “a motor of the world” and help.
“The world will confront this year perhaps the greatest test to inoculating humanity. This will require a ton of fortitude, a ton of collaboration and a considerable amount of assets,” Borrell told Reuters in a meeting.
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In a pandemic that has executed just about 400,000 Americans and compromised the U.S. economy, Trump’s treatment of the infection has been scrutinized at home, debilitating any expansive global reaction.
Nonetheless, the main hearings for President-elect Joe Biden’s Cabinet selections start yesterday, with declaration from his picks to lead the branches of State, Homeland and Defense.
Notice
Avril Haines, Biden’s decision for the top U.S. insight work, said the United States should take an “forceful position” close to the danger presented by the forceful and confident China that it faces today.
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The Biden’s candidate for Director of National Intelligence likewise said she figured it would be at some point before Tehran got back to severe consistence with the 2015 Iran atomic arrangement and the Biden organization may itself re-visitation of the understanding, which active U.S. President Trump deserted in 2018.
Haines, a previous CIA agent chief and White House associate, said her needs incorporate reestablishing trust and certainty inside the U.S. knowledge local area, which Trump now and again stigmatized, just as among the American public.
Squeezed by both Republican and Democratic representatives on the significance of the Chinese insight danger, Haines said she would focus on it to commit more assets to China.
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Additionally, Janet Yellen, Biden’s candidate for Treasury Secretary, asked officials to “act large” on the following Covid help bundle, adding that the advantages exceed the expenses of a higher obligation trouble.
Yellen said her assignment as Treasury boss will be to assist Americans with bearing the last a long time of the Covid pandemic, and reconstructing the U.S. economy “so it makes greater success for additional individuals and guarantees that American laborers can contend in an inexorably serious worldwide economy.”
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Yellen said spending on general wellbeing and boundless immunizations were the initial steps for the organization. Expanded joblessness and SNAP benefits, also called food stamps, ought to be straightaway, she said.
Focusing on help to individuals in the best need, and to private companies, will make “a lot of expenditure for every dollar spent, they’ll make occupations all through the economy,” she said.
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Life and History of Mohamemd ElBaradei
Mohamed ElBaradei, a former head of the UN nuclear watchdog and a Nobel peace laureate, resigned after just weeks in office as Egypt's vice president for foreign affairs following a deadly police crackdown on supporters of deposed president Mohamed Morsi.
"I had hoped the rise of the people on June 30th could bring the country to back its normal course towards realising the goals of the revolution," he wrote, referring to mass anti-Morsi protests on that date.
"[This] caused me to heed the call of patriotic forces to take part in the rule; however, the course has been deviated from, reaching this state of polarisation and grave division, and the social fabric is threatened as violence breeds violence," he added.
It was a sharp turnaround from weeks earlier, when, in an interview with the New York Times in early July, he defended Morsi's ouster.
"We did not have a recall process," ElBaradei said. "People ask for the recall process with their feet in Tahrir Square. In my judgment, we could not have waited even one more week.”
Two years ago he was tasked by several opposition movements including the Muslim Brotherhood to negotiate with the Hosni Mubarak government. But now he stands opposed to Morsi of the Muslim Brotherhood, saying Morsi has "failed" in leading the nation towards a proper democratic path after the 2011 uprising. On June 29, the 71-year-old ElBaradei released a video message saying, "The current revolution has erupted so that each one of us lives as human and be treated like human". Mediator ElBaradei already enjoys the strong backing of the June 30 Front, an amalgam of several groups opposing Morsi who believe ElBaradei is "the voice of their demands". On July 2, the Front - created by the Tamarod ("Rebel") campaign for the purpose of organising mass protests - tasked ElBaradei to speak with the Brotherhood on its behalf. The Front’s statement said he was chosen to avoid any fragmentation among the opposition. ElBaradei left Egypt 30 years ago to work for the United Nations. He returned to Cairo in 2010 after resigning from the International Atomic Energy Association (IAEA), receiving an exuberant welcome from supporters who hoped he would stir up Egyptian politics by running for president. Days after retiring from the IAEA, ElBaradei said a decision on entering the 2011 presidential race would depend on guarantees of a fair election. ElBaradei is widely respected in Egypt and has received the country's highest honour, the Nile Shas, in 2006.
He was born on June 17, 1942, in Cairo, where his attorney father headed the bar association, a position that sometimes put him at odds with then president Gamal Abdel Nasser. Following in his father's footsteps, ElBaradei earned his law degree at the University of Cairo in 1962. "My father taught me that you have to stand by your principles. He was president of the bar association and was preaching civil liberties and human rights during some of the most repressive years of the Nasser era. I think that's a lesson I remember from him... That you stand up for what you believe in," ElBaradei has said. Two years after obtaining his law degree, ElBaradei joined the diplomatic service, and was assigned to the Egyptian missions to Geneva and New York, where he earned a doctorate in international law and later taught. He has written that his New York years were among the most formative, helping him to broaden his world view. Camp David negotiator As special assistant to the Egyptian foreign minister, ElBaradei served on the negotiating team at the historic Camp David peace talks that led to Egypt's peace treaty and diplomatic relations with Israel. He began his UN career in 1980, and was sent to Iraq in the wake of the 1991 Gulf war to dismantle Saddam's nuclear programme. In 1997, he was chosen as head of the IAEA, a role that made him an international household name and led to confrontations with Washington, first over Iraq and later over Iran. When the US claimed that Iraq was buying uranium in Africa, ElBaradei dismissed the evidence before the UN Security Council as fake.
Though he angered Washington by challenging claims that Saddam Hussein was hiding a secret nuclear programme, he was proved right when no nuclear weapons were found after the 2003 US invasion. In 2005, ElBaradei and the IAEA were awarded the Nobel Peace Prize for their efforts "to prevent nuclear energy for being used for military purposes and to ensure that nuclear energy for peaceful purposes is used in the safest possible way". He is married to Aida Elkachef, a kindergarten teacher, and has two children, Laila and Mostafa.
#Nobel Peace Prize#National Salvation Front#Mohamed Mustafa ElBaradei#Mohamed Morsi#Mohamed ElBaradei#International Atomic Energy Agency#Hosni Mubarak#ElBaradei#Egypt
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In the case study “Social Work Research: Chi Square”
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In the case study “Social Work Research: Chi Square”
Statistical analysis software is a valuable tool that helps researchers perform the complex calculations. However, to use such a tool effectively, the study must be well designed. The social worker must understand all the relationships involved in the study. He or she must understand the study’s purpose and select the most appropriate design. The social worker must correctly represent the relationship being examined and the variables involved. Finally, he or she must enter those variables correctly into the software package. This assignment will allow you to analyze in detail the decisions made in the “Social Work Research: Chi Square” case study and the relationship between study design and statistical analysis. Assume that the data has been entered into SPSS and you’ve been given the output of the chi-square results. (See Week 4 Handout: Chi-Square findings).
To prepare for this Assignment, review the Week 4 Handout: Chi-Square Findings and Case Study (see below) and follow the instructions.
In the case study “Social Work Research: Chi Square”, Molly, an administrator with a regional organization asked a team of researchers to conduct an outcome evaluation of a new vocational rehabilitation program for recently paroled prison inmates (Plummer, Makris, & Brocksen, 2014). The findings of the chi square showed that the vocational rehabilitation intervention program is effective in increasing the employment status of participants. These conclusions come from two groups, which are the first 30 participants (intervention group) and the waiting list 30 participants (comparison group). The vocational rehabilitation intervention program is effective due to 18 or 60.0% that are a part of the intervention group, have full-time employment. The Chi Square also shows that out of the comparison group, 6 or 20.7% have full-time employment, but 16 or 55.2% do not have employment, and are not participating in the program. However, if the non-employment levels from the comparison group were affected (in the program), then the study shows that there is a greater chance for full-time employment for participants.
The factors limiting the internal validity of this study is that the researcher of this study observed the comparison group and the 30 (wait list) participants were not affected by this study. Internal validity is only relevant in studies that try to establish a causal relationship and is not relevant in most observational or descriptive studies (Trochim, 2006). The intervention group was affected due to, they are already participating in the program and benefiting from the program. This group was also observed. Factors that limits the ability to draw conclusions regarding cause and effect relationships are that the test only describes the relationship between two variables, which are employment levels and treatment condition. The study does not discuss anything prior to when the paroles where prison inmates. Employment level outcome effectiveness for recently paroled prison inmates are being studied. It doesn’t tell what was done for the program for the participants to gain full-time employment, which shows construct validity (Trochim, 2006).
References
Plummer, S.-B., Makris, S., & Brocksen S. (Eds.). (2014b). Social work case studies: Concentration year. Baltimore, MD: Laureate International Universities Publishing.
Trochim, W. M. K. (2006). Internal Validity. Retrieved from http://www.socialresearchmethods.net/kb/intval.php
Assignment
Submit a 1-page paper of the following:
· An analysis of the relationship between study design and statistical analysis used in the case study that includes:
o An explanation of why you think that the agency created a plan to evaluate the program
o An explanation of why the social work agency in the case study chose to use a chi square statistic to evaluate whether there is a difference between those who participated in the program and those who did not (Hint: Think about the level of measurement of the variables)
o A description of the research design in terms of observations (O) and interventions (X) for each group.
o Interpret the chi-square output data. What do the data say about the program?
APA format
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Proteins out of bounds
Gerhard Wagner Harvard Medical School
As a physics undergraduate student in Munich, Gerhard Wagner worked on an esoteric atomic measurement of iron in a protein molecule. Then he heard from his supervisor, who was on sabbatical at Bell Labs in New Jersey. There, the same molecule, hemoglobin, the iron-rich protein that carries oxygen in red blood cells, was being probed by nuclear magnetic resonance (NMR) spectroscopy.
The technology caught Wagner’s attention. Why measure a single parameter, as he was doing, when you could measure many aspects at once with NMR and learn so much more, he asked himself. Little did he know, but that thought launched a lifetime of NMR research.
Wagner hadn’t planned on a career in academia. He was born in Czechoslovakia just as World War II ended. His German-speaking family became refugees, fleeing to nearby Bavaria and starting again with nothing. In science, Wagner also helped develop a new field from scratch.
When he graduated from Technical University in 1972, he found a sweet spot in Switzerland—home of his girlfriend, skiing, and a PhD training position with Kurt Wüthrich, one of the early scientists to use NMR on proteins and who later won a Nobel Prize. He spent most of the next 14 years in Zurich.
At ETH Zurich, Wagner launched a family and a career in NMR that soon brought him to the attention of the world’s top structural biologists. At the time, protein structures could only be determined by X-ray crystallography. Wagner helped develop suites of techniques for the fledgling NMR analyses of proteins that made it possible to assign resonances and solve their structures.
Early on, he observed one of the NMR advantages: protein dynamics. “I found a lot of mobility in proteins,” he says. These days, NMR is well known for its unique ability to reveal thermodynamic and kinetic aspects of proteins. More than 40 years ago, those protein wiggles were nearly impossible for some to imagine.
Wagner was testing the new techniques on a cow protein with stable ring-shaped parts (called aromatic side chains in chemistry parlance). Analyzed by NMR, the rings flipped when the temperature went up or down, opening the protein structures by several Ångströms. The unexpected results were controversial.
Wüthrich planned to talk about the new data at a physics conference in Germany. Behind the stage, conference organizer and Nobel Laureate Max Perutz didn’t believe the results and objected to the presentation. Perutz famously had solved the structure of hemoglobin, which also sported aromatic side chains. Another prominent scientist, Robert Huber, who later also was awarded a Nobel Prize convinced Perutz to let the talk proceed as planned, Wagner says. (Later, the same data provided a test bed for the development of molecular dynamic simulations by Martin Karplus.)
After a one-year postdoctoral position at the Massachusetts Institute of Technology in Cambridge, Wagner continued his work in Wüthrich’s lab in a postgraduate teaching and research position called privatdozent. Soon it came time to present Wagner’s latest work, the NMR structure of cadmium-bound metallothionein, a small protein that binds zinc or other metals in plants and animals. Wagner got a worried call in the middle of the night from for Wüthrich. It seems the NMR structure was very different from a crystal structure of the same molecule being presented at the same meeting. Wagner and his coworkers had applied a new technique, proton cadmium correlations, to determine the topology and structure. He scrambled to review the data. It all checked out correct.
“It was also an early time in crystallography, so people could still make mistakes,” Wagner says. “It gave me some visibility. It showed NMR could do a structure and get it right.” Later, the two NMR and crystal teams published a joint paper showing agreement between their final metallothionein structures.
NMR eventually became an accepted method for solving protein structures, especially of smaller proteins in lower concentrations. Wagner took a faculty position at University of Michigan in 1987. There he just had time to develop the first triple resonance experiments, a strategy that is now the basis for most protein NMR, before he was recruited to Harvard Medical School in Boston in 1990.
“When I came to Harvard 25 years ago, I came as an expert in NMR,” Wagner says. “I thought I should also have an important biological project.” He looked for areas with little research and landed on translation initiations, or how a transcribed gene is turned into a protein.
After a gene is transcribed into RNA, a large protein complex grabs hold of the messenger RNA tail to prepare to make a protein. In a 2003 Cell paper, Wagner’s lab reported the structure of the first two proteins in this complex (eIF4E and eIF4G) and how they enable the ribosome to bind to the 5’ end of mRNA and start making protein.
Above: In this NMR image, a complex of two proteins (eIF4E in red and yellow and eIF4GI in blue) attach to the 5’ cap structure of mRNA, and eIF4G forms a “molecular bracelet” around the N-terminus of eIF4E, prompting the initial event of ribosome recruitment to start making a protein. Courtesy G.Wagner
“Then the idea came that oncoproteins have long 5’ UTRs,” or untranslated tails, Wagner said. “Our hypothesis is that nature developed long tails to make it more difficult to translate dangerous proteins.” Other labs have shown that the long tail effectively down regulates some proteins. In cancer, such controls on the oncoproteins may be broken, he says. Restoring them may be a new way to treat cancer.
Wagner and his collaborators screened for small molecules to inhibit some of the translation initiation proteins his lab had characterized. Now they have a major program to improve the compounds they found with anti-cancer activity.
These days, NMR remains well suited for characterizing smaller proteins and to catch the gymnastic moves of molecules in their active biological roles. In particular, Wagner believes NMR has potential to illuminate RNA in complex with other proteins. “Another area where NMR may have some impact is proteins that are only partially folded,” he says.
For example, the nuclear factor of resting T cells has a long unstructured tail hanging in the cytoplasm of cells. The tail has many phosphorylation sites, keeping it in a resting state. Working with another DFCI collaborator, Wagner’s group developed a new NMR technique (known as direct 15N detection) to elucidate a key internal step in activating T cells, which is important to fight infections but also needs to be regulated to prevent rejections of organ transplants. In a collaboration with Haribabu Arthanari at Dana-Farber Cancer Institute, the team identified a key molecular interaction in activated T cells. The Wagner lab is developing small molecules that inhibit the interaction, ideally targeting a protein-protein interaction with fewer side effects than current anti-rejection drugs.
In another project, Wagner’s group has found a better way to study membrane proteins in a more natural environment. A team led by postdoctoral fellow Mahmoud Nasr improved the design of tiny nanodiscs, a popular model of cell membranes used to study proteins entering cells.
The Wagner lab’s modification of the design made the nanodiscs more stable using some fancy chemistry bonding membrane scaffolding proteins. The resulting covalently circularized nanodiscs can be precisely sized from 9 to 50 nanometers and used to study viruses and other membrane interactions by adding a receptor. In their first published demonstration in 2017 in Nature Methods, the team and its collaborators observed polioviruses opening a putative pore and injecting genetic material through the nanodiscs, as the virus might do when it infects a cell.
Left: A cartoon illustrates the poliovirus (ball) attaching to its receptor CD155 in the membrane interior of a DNA-corralled nanodisc. Right: The EM micrograph series shows the sequence of the poliovirus engaging with the membrane, ejecting RNA through the nanodisc. Then the empty virus leaves behind a putative ejection pore.
When Wagner moved on to study HIV and the process by which it fuses with a cell membrane, the nanodiscs became too big for NMR. The ongoing work requires cryo-EM analysis. Collaborating with William Shih’s lab at the Wyss Institute, Wagner’s group developed a larger nanodisc design with the lipid bilayer inside DNA scaffolding. He sees many possibilities ahead with the new technology, including nanodisc complexes.
- Carol Cruzan Morton
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‘Lopping,’ ‘Tips’ and the ‘Z-List’: Bias Lawsuit Explores Harvard’s Admissions Secrets
About 40,000 students apply to Harvard University each year, and about 2,000 are admitted for some 1,600 seats in the freshman class. Of the 26,000 domestic applicants for the Class of 2019, about 3,500 had perfect SAT math scores, 2,700 had perfect SAT verbal scores, and more than 8,000 had straight A’s. If you were Dean of Admissions, how would you determine who to admit? Would you provide preferences for the following 5 categories: racial and ethnic minorities; legacies, or the children of Harvard or Radcliffe alumni; relatives of a Harvard donor; the children of staff or faculty members; and recruited athletes? Why? What are the ethics underlying your decision?
He had perfect scores — on his SAT, on three SAT subject tests and on nine Advanced Placement exams — and was ranked first in his high school class of 592. An admissions officer who reviewed his application to Harvard called him “the proverbial picket fence,” the embodiment of the American dream, saying, “Someone we’ll fight over w/ Princeton, I’d guess.”
But in the end, the student was wait-listed and did not get in.
Generations of high school students have applied to Harvard thinking that if they checked all the right boxes, they would be admitted.
But behind the curtain, Harvard’s much-feared admissions officers have a whole other set of boxes that few ambitious high school students and their parents know about — or could check even if they did. The officers speak a secret language — of “dockets,” “the lop list,” “tips,” “DE,” the “Z-list” and the “dean’s interest list” — and maintain a culling system in which factors like where applicants are from, whether their parents went to Harvard, how much money they have and how they fit the school’s goals for diversity may be just as important as scoring a perfect 1600 on the SAT.
This arcane selection process has been illuminated by a lawsuit accusing Harvard of violating federal civil rights law by using racial balancing to shape its admissions in a way that discriminates against Asian-Americans. Harvard says it does not discriminate. Hundreds of admissions documents have been filed in the suit — over the university’s objections that they could reveal trade secrets — and many sections that were previously redacted have been ordered unsealed in recent weeks.
To an outsider, the more obscure aspects of Harvard’s admissions system might seem transactional and filled with whims and preferences that are raising questions both in court and in public debate. From the university’s perspective, those aspects are part of a battle-tested way of building a diverse class of “citizens and citizen-leaders,” as Harvard’s mission statement puts it, who will help shape the future of society. The system has put brainy future Nobel laureates next to all-star athletes gunning for Wall Street, accomplished musicians and aspiring politicians, the offspring of wealthy alumni and of migrant farmworkers who never got past grade school. It has tapped Jeremy Lin, Malia Obama and Mark Zuckerberg.
“I hope that no student who doesn’t get accepted to Harvard — by the way, I wasn’t accepted to Harvard College out of high school; I wouldn’t let me in, even today — what you hope is that people do not read this as if it’s a validation either of who they are nor an invalidation of their potential or their achievement,” said Rakesh Khurana, the dean of Harvard College, who went to Cornell as an undergraduate.
“Our goal is not to create a zero-sum game,” Professor Khurana added. “We do have some very affirmative goals though that I think are important to understand. That when we talk about diversity of backgrounds and experiences, it includes different academic interests. It includes different occupations of parents. It includes socioeconomic differences. It includes different viewpoints on issues.”
Sorting Applicants
The lawsuit, brought by an anti-affirmative-action group called Students for Fair Admissions, has revived the national debate over race-conscious admissions, which is playing out from colleges down to elementary schools.
The case has been orchestrated by Edward Blum, a longtime crusader against affirmative action and voting rights laws, and it may yield him a fresh chance to get the issue before the Supreme Court. The court turned away his last major challenge to university admissions, Fisher v. University of Texas at Austin, in 2016.
The debate goes back to the civil rights movement of the 1950s and ’60s. The assassination of the Rev. Dr. Martin Luther King Jr. in 1968 was a turning point, pushing colleges to redouble their efforts to be more representative of American society.
But Asians were an overlooked minority despite a long history of discrimination. As late as 1976, Harvard did not recognize them as a minority group and barred them from a freshman minority orientation banquet. They had a kind of neither-nor identity, denied both the solidarity of other students of color and the social standing of white people.
“There’s even a tendency to stay away from each other because you know how, in college, status and prestige are important,” said T.K. Chang, who was at Harvard in the mid-70s. Mr. Chang said he found his niche in The Harvard Lampoon, the campus humor magazine.
Since then the stakes in the admissions game have grown. About 40,000 students apply each year, and about 2,000 are admitted for some 1,600 seats in the freshman class. The chances of admission this year were under 5 percent. Of the 26,000 domestic applicants for the Class of 2019 (the lawsuit is not concerned with international students), about 3,500 had perfect SAT math scores, 2,700 had perfect SAT verbal scores, and more than 8,000 had straight A’s.
The sorting begins right away. The country is divided into about 20 geographic “dockets,” each of which is assigned to a subcommittee of admissions officers with intimate knowledge of that region and its high schools.
Generally two or three admissions officers, or readers, rate applications in five categories: academic, extracurricular, athletic, personal and “overall.” They also rate teachers’ and guidance counselors’ recommendations. And an alumni interviewer also rates the candidates.
Harvard says it also considers “tips,” or admissions advantages, for some applicants. The plaintiffs say the college gives tips to five groups: racial and ethnic minorities; legacies, or the children of Harvard or Radcliffe alumni; relatives of a Harvard donor; the children of staff or faculty members; and recruited athletes.
Whether Harvard gives a penalty — in effect, the opposite of a tip — to Asian-Americans goes to the heart of the current litigation. A 1990 report by the Education Department found that, while Harvard was not discriminating against Asian-Americans, it was not giving them a tip, either. A 2013 internal report by Harvard found that being Asian-American was negatively correlated with admission, as did an expert analysis for the plaintiffs. But using a different statistical approach, Harvard’s expert found a modest bump for two subgroups of Asian-Americans — women and applicants from California — belying, Harvard said, the overall claim of discrimination.
There are other ways to bolster one’s chances of admission, according to the court papers. Savvy alumni hope to gain an advantage for their children by volunteering for Harvard, perhaps by being an admissions interviewer.
It also helps to secure a spot on the “dean’s interest list” or the “director’s interest list.” These are not the familiar lists from academic deans recognizing students with good grades. These lists are named for the dean and director of admissions, and include the names of candidates who are of interest to donors or have connections to Harvard, according to the court papers.
The final decisions are made by a committee of about 40 admissions officers over two or three weeks in March. Meeting in a conference room, they argue over candidates who are “on the bubble” between admission and rejection.
In a deposition running hundreds of pages, William Fitzsimmons — a legendary Harvard hockey goalie, Class of ’67, who has been Harvard’s admissions dean since 1986 — offered a rare look into the admissions office.
“What is the dean’s interest list?” a lawyer for the plaintiffs asked.
“The dean’s interest list is something that I would use to make certain that I’m aware of what eventually might happen to that application,” Mr. Fitzsimmons replied.
“And how would one go about getting on the dean’s interest list?” asked the lawyer, who was prone to calling it the “donor’s interest list,” in an apparent slip of the tongue.
After an objection from Harvard’s lawyer, Mr. Fitzsimmons replied: “In my recruiting process as I go out on the road, I might meet a person at one of the evening meetings, recruiting events, and think just on an impression that this is a person who, you know, might be of interest to the admissions committee. So I might put that person on my interest list.”
How about, the plaintiffs’ lawyer asked, “if a candidate is of interest to a donor to Harvard, is that something that might land them on the interest list?” Over another objection, Mr. Fitzsimmons replied, “It is possible.”
After an exchange running three fully blacked-out pages, Mr. Fitzsimmons explained that candidates on the dean’s list could receive a separate rating, in consultation with people connected to the alumni association and the development office, the chief fund-raising arm.
The plaintiffs’ lawyer asked, “And are you rating the applicant, or are you rating the level of interest that other people at the university have in this applicant’s admission prospect?”
Over an objection, Mr. Fitzsimmons replied, “The latter.”
But people on the dean’s list often have family who have been involved in the alumni association or scholarship or development work, Mr. Fitzsimmons said, so they know how hard it is to get into Harvard and apply only if they are strong candidates.
VERY LONG ARTICLE CONTINUES
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PROJ6004 Contracts and Procurement | Laureate Assignment Help
ASSESSMENT BRIEF – Assessment 1
Subject Code and Title
PROJ6004 Contracts and Procurement
Assessment
Assessment 1: Contracts and Procurement Case Study – Report – Review of new Royal Adelaide Hospital Auditor General Report (and associated Learning Resources), including detailed analysis of findings.
Individual/Group Individual Report and Reflection Journal
Length Report Format approximately 2,400 words
Learning Outcomes
1. Critically evaluate the risks associated with contract and procurement management approaches and make recommendations to global project sponsors with regard to ‘best practice’ in this area.
2. Apply judgement and initiative in the
development of ‘best practice’ contract and procurement process for global project management, identifying the external factors that need to be considered and mitigated for in every instance
3. Analyse the responsibilities of the procurement manager and project manager necessary to ensure stakeholder satisfaction and successful project outcomes.
Submission By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40%.
There are 4 parts to Assessment 1, – submitted as 1
Report
Total Marks 40 marks
Context:
General
Procurement and contracts are integral to successful project management. Planning for purchases and acquisitions, requests for proposal, vendor selection, contract administration, and contract closure are integral parts of the process. Learning from Case Studies and benchmarking against better practices, standards and excellence is vital to understand complexity of issues and successful strategies for procurement and contract management. It will also ensure improved responsiveness to key issues, promote supplier- client relationships through proactive management of risks and ultimately deliver higher level of focus on performance-based outcomes.
Specific (Assessment 1 Context)
Assessment 1 is about uncovering complexities in the procurement context generally, identifying key issues, looking at leadership, governance and key themes that will allow improved focus, reflection and learning.
Assessment 1 – Individual Report (overall 2,400 Words) based on review Case Study (new Royal Adelaide Hospital AG Report) and other module Learning Resources.
Students are encouraged to look at the Essential and Highly Recommended Learning Resources and other public documents associated with the new Royal Adelaide Hospital.
However, a careful thorough review of the South Australian Auditor General Report for 2015 is required to understand the contracts and procurement issues that have arisen during the execution of the new Royal Adelaide Hospital project, ongoing risks mitigations and lessons learnt that can be applied to other large infrastructure projects.
Assessment 1 aims to encourage a deeper understanding of the challenges faced in large complex projects particularly with procurement methods that involve private-sector finance to deliver complex projects – which is a significant method of procurement because it can mobilise global financial and procurement capability to innovatively build public infrastructure and facilities to meet the needs of the growing population.
Students are also encouraged to understand and explore the related organisational issues, stakeholders and the funding and finance aspects associated with the new Royal Adelaide Hospital project.
Instructions:
Assessment 1 is designed around the review of a Case Study from a current large-scale public private partnership hospital project that aims to create a modern health-care facility in South Australia. This assessment comprises of four parts:
Part A: 600 Words Introduction summarising the procurement context (life cycle journey and where the project is currently), uncover complexities (and key issues), discuss project environment and organisation aspects, leadership and governance and how that has influenced the current situation.
Part B: 700 Words Identify key risks, mitigations and possible learnings. Where learnings have wider implications, identify how those learnings may require changes to roles and responsibilities of key project resources, changes to procurement briefs or specifications, scope and the procurement process itself. Identify dependencies and common themes.
Part C: 600 Words – Summary of key findings and also identify best practices for procurement and contracts management (in particular PPP procurement) and explore roles of project and procurement managers in ensuring successful delivery.
Part D: Nominal word limit of 500 words. The Reflection Journal summarises the student’s ideas and thoughts and key aspects pertaining to Module 1 and Module 2 including any key aspects picked-up as a result of the review of the Essential and Highly Recommended Learning Resources and critical self-assessment of how some aspects may apply to student’s current or future roles.
Important Note: The research effort put-in by students in Assessment 1 is vital input for Assessment 2 and Assessment 3 as it will provide actionable information for better participation in the discussion board as well as within Groups.
It is recommended that students Reflection Journal also cover some of the topics below –which will help students for Assessment 2:
Typical procurement and financial risks require to be managed for complex projects;
Specific financial risks that remain for the nRAH project to completion (use initiative and judgement);
Possible mitigation actions and how these relate to better practice guidelines published by State Procurement Board of South Australia;
Areas for further vendor negotiations and management – to achieve successful contract completion.
Areas of key accountability for Project Manager and Procurement Manager to facilitate successful outcomes;
Areas performance-based contracting and its application to nRAH contract management or completions effort generally;
Possible Issues that can be considered by the Group/Team for Group Report or
Group Presentation;
Possible team/group behaviours that the individuals will display to develop the
Group Report or Group Presentation.
In considering the above, please be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Record these in your Reflection Journal and also highlight any specific instances where your strengths and limitations as a project manager or manager have been identified.
Learning Activities and Output:
The learning process will involve the deconstruction of the case study material to answer questions, examine lessons learnt and highlight issues for further discussion. You will be encouraged to reflect on your case study findings in order to identify contracts and procurement management best practices which can be applied in the future to significant projects that you may lead as project manager or oversee in a senior role.
Learning output will be a Report Format for Assessment 1 – using the Instructions noted above.
Learning Resources:
Resource on APA style:
The URL/page for the TUA referencing guides is http://onlinelibrary.tua.edu.au/skills/referencing
Resource on report writing:
Victoria University of Wellington (2013). How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand.
http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf
Resource on writing case study reports
Monash University (2015). Case study report (sample). Learning Support, Language and Learning Online, Melbourne, Australia.
http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml
Refer to the subject planner and Modules 1 and 2 for other learning resources specific to Assessment 1.
Assessment Criteria:
Assessment 1 (Parts A, B, C and D inclusive) Individual Report (40%)
Content, audience and purpose (30%)
Knowledge and understanding (30%)
Correct citation of key resources and evidence (20%)
Effective communication (20%)
The Reflection Journal will also be assessed and has a weight of 10% out of 40%. In addition, students may wish to consider that the audience for the Reflection Journal is the Learning Facilitator and or the student’s employer or sponsor. Therefore, effective communication of ideas is vital recognising the audience too. See learning rubrics in the following pages for details.
Learning Rubrics –Assessment 1 (Part 1, 2, 3 and 4 inclusive)
Assessment
Attributes Content, Audience and Purpose (30%)
Knowledge and understanding (30%)
Fail (0-49) Does not meet minimum standard
Demonstrates no awareness of context and/or purpose of the assignment.
Limited understanding of required concepts and knowledge
Key components of the assignment are not addressed.
Pass
(50-64) Meets minimum standard
Demonstrates limited awareness of context and/or purpose of the assignment
Knowledge or understanding of the field or discipline.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from the
Credit
(65-74) Moves beyond minimum standard
Demonstrates consistent awareness of context and/or purpose of the assignment.
Thorough knowledge or understanding of the field or discipline/s. Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Distinction
(75-84) Exceeds minimum standard
Demonstrates an advanced and integrated understanding of context and/or purpose of the assignment.
Highly developed understanding of the field or discipline/s.
Discriminates between assertion of personal opinion and information substantiated by robust evidence from the
research/course materials and extended reading.
High Distinction
(85-100) Exceeds minimum standard and exhibits high levels of independence
Consistently demonstrates a systematic and critical understanding of context and purpose of the assignment.
A sophisticated understanding of the field or discipline/s.
Systematically and critically discriminates between assertion of personal opinion and information substantiated by robust evidence from the research/course materials and extended reading.
Correct citation of key resources and evidence (20%)
Effective communication (20%)
Demonstrates inconsistent use of good quality, credible and relevant resources to support and develop ideas.
There are mistakes in using the APA style.
Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks supporting evidence.
No effort is made to keep audience engaged, audience research/course materials.
Demonstrates use of credible and relevant resources to support and develop ideas, but these are not always explicit or well developed.
There are no mistakes in using the APA style.
Information, arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not
Demonstrates use of high quality, credible and relevant resources to support and develop ideas.
There are no mistakes in using the APA style.
Information, arguments and evidence are well presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of Well demonstrated capacity to explain and apply relevant concepts.
Demonstrates use of good quality, credible and relevant resources to support and develop arguments and statements. Shows evidence of wide scope within the organisation for sourcing evidence
There are no mistakes in using the APA style.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well supported by evidence. Mastery of concepts and application to new situations/further learning. Demonstrates use of high-quality, credible and relevant resources to support and develop arguments and position statements. Shows evidence of wide scope within and without the organisation for sourcing evidence
There are no mistakes in using the APA style. Expertly presented; the presentation is logical, persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments. cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant. always successful. Line of reasoning is often difficult to follow.
Presentation aids are used more for effect than relevance. reasoning is easy to follow.
Effective use of presentation aids.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity
Effective use of diverse presentation aids, including graphics and multi-media.
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PROJ6004 Contracts and Procurement | Laureate Assignment Help
ASSESSMENT BRIEF – Assessment 1
Subject Code and Title
PROJ6004 Contracts and Procurement
Assessment
Assessment 1: Contracts and Procurement Case Study – Report – Review of new Royal Adelaide Hospital Auditor General Report (and associated Learning Resources), including detailed analysis of findings.
Individual/Group Individual Report and Reflection Journal
Length Report Format approximately 2,400 words
Learning Outcomes
1. Critically evaluate the risks associated with contract and procurement management approaches and make recommendations to global project sponsors with regard to ‘best practice’ in this area.
2. Apply judgement and initiative in the
development of ‘best practice’ contract and procurement process for global project management, identifying the external factors that need to be considered and mitigated for in every instance
3. Analyse the responsibilities of the procurement manager and project manager necessary to ensure stakeholder satisfaction and successful project outcomes.
Submission By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40%.
There are 4 parts to Assessment 1, – submitted as 1
Report
Total Marks 40 marks
Context:
General
Procurement and contracts are integral to successful project management. Planning for purchases and acquisitions, requests for proposal, vendor selection, contract administration, and contract closure are integral parts of the process. Learning from Case Studies and benchmarking against better practices, standards and excellence is vital to understand complexity of issues and successful strategies for procurement and contract management. It will also ensure improved responsiveness to key issues, promote supplier- client relationships through proactive management of risks and ultimately deliver higher level of focus on performance-based outcomes.
Specific (Assessment 1 Context)
Assessment 1 is about uncovering complexities in the procurement context generally, identifying key issues, looking at leadership, governance and key themes that will allow improved focus, reflection and learning.
Assessment 1 – Individual Report (overall 2,400 Words) based on review Case Study (new Royal Adelaide Hospital AG Report) and other module Learning Resources.
Students are encouraged to look at the Essential and Highly Recommended Learning Resources and other public documents associated with the new Royal Adelaide Hospital.
However, a careful thorough review of the South Australian Auditor General Report for 2015 is required to understand the contracts and procurement issues that have arisen during the execution of the new Royal Adelaide Hospital project, ongoing risks mitigations and lessons learnt that can be applied to other large infrastructure projects.
Assessment 1 aims to encourage a deeper understanding of the challenges faced in large complex projects particularly with procurement methods that involve private-sector finance to deliver complex projects – which is a significant method of procurement because it can mobilise global financial and procurement capability to innovatively build public infrastructure and facilities to meet the needs of the growing population.
Students are also encouraged to understand and explore the related organisational issues, stakeholders and the funding and finance aspects associated with the new Royal Adelaide Hospital project.
Instructions:
Assessment 1 is designed around the review of a Case Study from a current large-scale public private partnership hospital project that aims to create a modern health-care facility in South Australia. This assessment comprises of four parts:
Part A: 600 Words Introduction summarising the procurement context (life cycle journey and where the project is currently), uncover complexities (and key issues), discuss project environment and organisation aspects, leadership and governance and how that has influenced the current situation.
Part B: 700 Words Identify key risks, mitigations and possible learnings. Where learnings have wider implications, identify how those learnings may require changes to roles and responsibilities of key project resources, changes to procurement briefs or specifications, scope and the procurement process itself. Identify dependencies and common themes.
Part C: 600 Words – Summary of key findings and also identify best practices for procurement and contracts management (in particular PPP procurement) and explore roles of project and procurement managers in ensuring successful delivery.
Part D: Nominal word limit of 500 words. The Reflection Journal summarises the student’s ideas and thoughts and key aspects pertaining to Module 1 and Module 2 including any key aspects picked-up as a result of the review of the Essential and Highly Recommended Learning Resources and critical self-assessment of how some aspects may apply to student’s current or future roles.
Important Note: The research effort put-in by students in Assessment 1 is vital input for Assessment 2 and Assessment 3 as it will provide actionable information for better participation in the discussion board as well as within Groups.
It is recommended that students Reflection Journal also cover some of the topics below –which will help students for Assessment 2:
Typical procurement and financial risks require to be managed for complex projects;
Specific financial risks that remain for the nRAH project to completion (use initiative and judgement);
Possible mitigation actions and how these relate to better practice guidelines published by State Procurement Board of South Australia;
Areas for further vendor negotiations and management – to achieve successful contract completion.
Areas of key accountability for Project Manager and Procurement Manager to facilitate successful outcomes;
Areas performance-based contracting and its application to nRAH contract management or completions effort generally;
Possible Issues that can be considered by the Group/Team for Group Report or
Group Presentation;
Possible team/group behaviours that the individuals will display to develop the
Group Report or Group Presentation.
In considering the above, please be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Record these in your Reflection Journal and also highlight any specific instances where your strengths and limitations as a project manager or manager have been identified.
Learning Activities and Output:
The learning process will involve the deconstruction of the case study material to answer questions, examine lessons learnt and highlight issues for further discussion. You will be encouraged to reflect on your case study findings in order to identify contracts and procurement management best practices which can be applied in the future to significant projects that you may lead as project manager or oversee in a senior role.
Learning output will be a Report Format for Assessment 1 – using the Instructions noted above.
Learning Resources:
Resource on APA style:
The URL/page for the TUA referencing guides is http://onlinelibrary.tua.edu.au/skills/referencing
Resource on report writing:
Victoria University of Wellington (2013). How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand.
http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf
Resource on writing case study reports
Monash University (2015). Case study report (sample). Learning Support, Language and Learning Online, Melbourne, Australia.
http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml
Refer to the subject planner and Modules 1 and 2 for other learning resources specific to Assessment 1.
Assessment Criteria:
Assessment 1 (Parts A, B, C and D inclusive) Individual Report (40%)
Content, audience and purpose (30%)
Knowledge and understanding (30%)
Correct citation of key resources and evidence (20%)
Effective communication (20%)
The Reflection Journal will also be assessed and has a weight of 10% out of 40%. In addition, students may wish to consider that the audience for the Reflection Journal is the Learning Facilitator and or the student’s employer or sponsor. Therefore, effective communication of ideas is vital recognising the audience too. See learning rubrics in the following pages for details.
Learning Rubrics –Assessment 1 (Part 1, 2, 3 and 4 inclusive)
Assessment
Attributes Content, Audience and Purpose (30%)
Knowledge and understanding (30%)
Fail (0-49) Does not meet minimum standard
Demonstrates no awareness of context and/or purpose of the assignment.
Limited understanding of required concepts and knowledge
Key components of the assignment are not addressed.
Pass
(50-64) Meets minimum standard
Demonstrates limited awareness of context and/or purpose of the assignment
Knowledge or understanding of the field or discipline.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from the
Credit
(65-74) Moves beyond minimum standard
Demonstrates consistent awareness of context and/or purpose of the assignment.
Thorough knowledge or understanding of the field or discipline/s. Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Distinction
(75-84) Exceeds minimum standard
Demonstrates an advanced and integrated understanding of context and/or purpose of the assignment.
Highly developed understanding of the field or discipline/s.
Discriminates between assertion of personal opinion and information substantiated by robust evidence from the
research/course materials and extended reading.
High Distinction
(85-100) Exceeds minimum standard and exhibits high levels of independence
Consistently demonstrates a systematic and critical understanding of context and purpose of the assignment.
A sophisticated understanding of the field or discipline/s.
Systematically and critically discriminates between assertion of personal opinion and information substantiated by robust evidence from the research/course materials and extended reading.
Correct citation of key resources and evidence (20%)
Effective communication (20%)
Demonstrates inconsistent use of good quality, credible and relevant resources to support and develop ideas.
There are mistakes in using the APA style.
Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks supporting evidence.
No effort is made to keep audience engaged, audience research/course materials.
Demonstrates use of credible and relevant resources to support and develop ideas, but these are not always explicit or well developed.
There are no mistakes in using the APA style.
Information, arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not
Demonstrates use of high quality, credible and relevant resources to support and develop ideas.
There are no mistakes in using the APA style.
Information, arguments and evidence are well presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of Well demonstrated capacity to explain and apply relevant concepts.
Demonstrates use of good quality, credible and relevant resources to support and develop arguments and statements. Shows evidence of wide scope within the organisation for sourcing evidence
There are no mistakes in using the APA style.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well supported by evidence. Mastery of concepts and application to new situations/further learning. Demonstrates use of high-quality, credible and relevant resources to support and develop arguments and position statements. Shows evidence of wide scope within and without the organisation for sourcing evidence
There are no mistakes in using the APA style. Expertly presented; the presentation is logical, persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments. cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant. always successful. Line of reasoning is often difficult to follow.
Presentation aids are used more for effect than relevance. reasoning is easy to follow.
Effective use of presentation aids.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity
Effective use of diverse presentation aids, including graphics and multi-media.
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Photo
New Post has been published on https://punjabassignmenthelp.com/proj6004-contracts-and-procurement-laureate-assignment-help/
PROJ6004 Contracts and Procurement | Laureate Assignment Help
ASSESSMENT BRIEF – Assessment 1
Subject Code and Title
PROJ6004 Contracts and Procurement
Assessment
Assessment 1: Contracts and Procurement Case Study – Report – Review of new Royal Adelaide Hospital Auditor General Report (and associated Learning Resources), including detailed analysis of findings.
Individual/Group Individual Report and Reflection Journal
Length Report Format approximately 2,400 words
Learning Outcomes
1. Critically evaluate the risks associated with contract and procurement management approaches and make recommendations to global project sponsors with regard to ‘best practice’ in this area.
2. Apply judgement and initiative in the
development of ‘best practice’ contract and procurement process for global project management, identifying the external factors that need to be considered and mitigated for in every instance
3. Analyse the responsibilities of the procurement manager and project manager necessary to ensure stakeholder satisfaction and successful project outcomes.
Submission By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40%.
There are 4 parts to Assessment 1, – submitted as 1
Report
Total Marks 40 marks
Context:
General
Procurement and contracts are integral to successful project management. Planning for purchases and acquisitions, requests for proposal, vendor selection, contract administration, and contract closure are integral parts of the process. Learning from Case Studies and benchmarking against better practices, standards and excellence is vital to understand complexity of issues and successful strategies for procurement and contract management. It will also ensure improved responsiveness to key issues, promote supplier- client relationships through proactive management of risks and ultimately deliver higher level of focus on performance-based outcomes.
Specific (Assessment 1 Context)
Assessment 1 is about uncovering complexities in the procurement context generally, identifying key issues, looking at leadership, governance and key themes that will allow improved focus, reflection and learning.
Assessment 1 – Individual Report (overall 2,400 Words) based on review Case Study (new Royal Adelaide Hospital AG Report) and other module Learning Resources.
Students are encouraged to look at the Essential and Highly Recommended Learning Resources and other public documents associated with the new Royal Adelaide Hospital.
However, a careful thorough review of the South Australian Auditor General Report for 2015 is required to understand the contracts and procurement issues that have arisen during the execution of the new Royal Adelaide Hospital project, ongoing risks mitigations and lessons learnt that can be applied to other large infrastructure projects.
Assessment 1 aims to encourage a deeper understanding of the challenges faced in large complex projects particularly with procurement methods that involve private-sector finance to deliver complex projects – which is a significant method of procurement because it can mobilise global financial and procurement capability to innovatively build public infrastructure and facilities to meet the needs of the growing population.
Students are also encouraged to understand and explore the related organisational issues, stakeholders and the funding and finance aspects associated with the new Royal Adelaide Hospital project.
Instructions:
Assessment 1 is designed around the review of a Case Study from a current large-scale public private partnership hospital project that aims to create a modern health-care facility in South Australia. This assessment comprises of four parts:
Part A: 600 Words Introduction summarising the procurement context (life cycle journey and where the project is currently), uncover complexities (and key issues), discuss project environment and organisation aspects, leadership and governance and how that has influenced the current situation.
Part B: 700 Words Identify key risks, mitigations and possible learnings. Where learnings have wider implications, identify how those learnings may require changes to roles and responsibilities of key project resources, changes to procurement briefs or specifications, scope and the procurement process itself. Identify dependencies and common themes.
Part C: 600 Words – Summary of key findings and also identify best practices for procurement and contracts management (in particular PPP procurement) and explore roles of project and procurement managers in ensuring successful delivery.
Part D: Nominal word limit of 500 words. The Reflection Journal summarises the student’s ideas and thoughts and key aspects pertaining to Module 1 and Module 2 including any key aspects picked-up as a result of the review of the Essential and Highly Recommended Learning Resources and critical self-assessment of how some aspects may apply to student’s current or future roles.
Important Note: The research effort put-in by students in Assessment 1 is vital input for Assessment 2 and Assessment 3 as it will provide actionable information for better participation in the discussion board as well as within Groups.
It is recommended that students Reflection Journal also cover some of the topics below –which will help students for Assessment 2:
Typical procurement and financial risks require to be managed for complex projects;
Specific financial risks that remain for the nRAH project to completion (use initiative and judgement);
Possible mitigation actions and how these relate to better practice guidelines published by State Procurement Board of South Australia;
Areas for further vendor negotiations and management – to achieve successful contract completion.
Areas of key accountability for Project Manager and Procurement Manager to facilitate successful outcomes;
Areas performance-based contracting and its application to nRAH contract management or completions effort generally;
Possible Issues that can be considered by the Group/Team for Group Report or
Group Presentation;
Possible team/group behaviours that the individuals will display to develop the
Group Report or Group Presentation.
In considering the above, please be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Record these in your Reflection Journal and also highlight any specific instances where your strengths and limitations as a project manager or manager have been identified.
Learning Activities and Output:
The learning process will involve the deconstruction of the case study material to answer questions, examine lessons learnt and highlight issues for further discussion. You will be encouraged to reflect on your case study findings in order to identify contracts and procurement management best practices which can be applied in the future to significant projects that you may lead as project manager or oversee in a senior role.
Learning output will be a Report Format for Assessment 1 – using the Instructions noted above.
Learning Resources:
Resource on APA style:
The URL/page for the TUA referencing guides is http://onlinelibrary.tua.edu.au/skills/referencing
Resource on report writing:
Victoria University of Wellington (2013). How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand.
http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf
Resource on writing case study reports
Monash University (2015). Case study report (sample). Learning Support, Language and Learning Online, Melbourne, Australia.
http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml
Refer to the subject planner and Modules 1 and 2 for other learning resources specific to Assessment 1.
Assessment Criteria:
Assessment 1 (Parts A, B, C and D inclusive) Individual Report (40%)
Content, audience and purpose (30%)
Knowledge and understanding (30%)
Correct citation of key resources and evidence (20%)
Effective communication (20%)
The Reflection Journal will also be assessed and has a weight of 10% out of 40%. In addition, students may wish to consider that the audience for the Reflection Journal is the Learning Facilitator and or the student’s employer or sponsor. Therefore, effective communication of ideas is vital recognising the audience too. See learning rubrics in the following pages for details.
Learning Rubrics –Assessment 1 (Part 1, 2, 3 and 4 inclusive)
Assessment
Attributes Content, Audience and Purpose (30%)
Knowledge and understanding (30%)
Fail (0-49) Does not meet minimum standard
Demonstrates no awareness of context and/or purpose of the assignment.
Limited understanding of required concepts and knowledge
Key components of the assignment are not addressed.
Pass
(50-64) Meets minimum standard
Demonstrates limited awareness of context and/or purpose of the assignment
Knowledge or understanding of the field or discipline.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from the
Credit
(65-74) Moves beyond minimum standard
Demonstrates consistent awareness of context and/or purpose of the assignment.
Thorough knowledge or understanding of the field or discipline/s. Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Distinction
(75-84) Exceeds minimum standard
Demonstrates an advanced and integrated understanding of context and/or purpose of the assignment.
Highly developed understanding of the field or discipline/s.
Discriminates between assertion of personal opinion and information substantiated by robust evidence from the
research/course materials and extended reading.
High Distinction
(85-100) Exceeds minimum standard and exhibits high levels of independence
Consistently demonstrates a systematic and critical understanding of context and purpose of the assignment.
A sophisticated understanding of the field or discipline/s.
Systematically and critically discriminates between assertion of personal opinion and information substantiated by robust evidence from the research/course materials and extended reading.
Correct citation of key resources and evidence (20%)
Effective communication (20%)
Demonstrates inconsistent use of good quality, credible and relevant resources to support and develop ideas.
There are mistakes in using the APA style.
Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks supporting evidence.
No effort is made to keep audience engaged, audience research/course materials.
Demonstrates use of credible and relevant resources to support and develop ideas, but these are not always explicit or well developed.
There are no mistakes in using the APA style.
Information, arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not
Demonstrates use of high quality, credible and relevant resources to support and develop ideas.
There are no mistakes in using the APA style.
Information, arguments and evidence are well presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of Well demonstrated capacity to explain and apply relevant concepts.
Demonstrates use of good quality, credible and relevant resources to support and develop arguments and statements. Shows evidence of wide scope within the organisation for sourcing evidence
There are no mistakes in using the APA style.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well supported by evidence. Mastery of concepts and application to new situations/further learning. Demonstrates use of high-quality, credible and relevant resources to support and develop arguments and position statements. Shows evidence of wide scope within and without the organisation for sourcing evidence
There are no mistakes in using the APA style. Expertly presented; the presentation is logical, persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments. cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant. always successful. Line of reasoning is often difficult to follow.
Presentation aids are used more for effect than relevance. reasoning is easy to follow.
Effective use of presentation aids.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity
Effective use of diverse presentation aids, including graphics and multi-media.
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PROJ6004 Contracts and Procurement | Laureate Assignment Help
ASSESSMENT BRIEF – Assessment 1
Subject Code and Title
PROJ6004 Contracts and Procurement
Assessment
Assessment 1: Contracts and Procurement Case Study – Report – Review of new Royal Adelaide Hospital Auditor General Report (and associated Learning Resources), including detailed analysis of findings.
Individual/Group Individual Report and Reflection Journal
Length Report Format approximately 2,400 words
Learning Outcomes
1. Critically evaluate the risks associated with contract and procurement management approaches and make recommendations to global project sponsors with regard to ‘best practice’ in this area.
2. Apply judgement and initiative in the
development of ‘best practice’ contract and procurement process for global project management, identifying the external factors that need to be considered and mitigated for in every instance
3. Analyse the responsibilities of the procurement manager and project manager necessary to ensure stakeholder satisfaction and successful project outcomes.
Submission By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40%.
There are 4 parts to Assessment 1, – submitted as 1
Report
Total Marks 40 marks
Context:
General
Procurement and contracts are integral to successful project management. Planning for purchases and acquisitions, requests for proposal, vendor selection, contract administration, and contract closure are integral parts of the process. Learning from Case Studies and benchmarking against better practices, standards and excellence is vital to understand complexity of issues and successful strategies for procurement and contract management. It will also ensure improved responsiveness to key issues, promote supplier- client relationships through proactive management of risks and ultimately deliver higher level of focus on performance-based outcomes.
Specific (Assessment 1 Context)
Assessment 1 is about uncovering complexities in the procurement context generally, identifying key issues, looking at leadership, governance and key themes that will allow improved focus, reflection and learning.
Assessment 1 – Individual Report (overall 2,400 Words) based on review Case Study (new Royal Adelaide Hospital AG Report) and other module Learning Resources.
Students are encouraged to look at the Essential and Highly Recommended Learning Resources and other public documents associated with the new Royal Adelaide Hospital.
However, a careful thorough review of the South Australian Auditor General Report for 2015 is required to understand the contracts and procurement issues that have arisen during the execution of the new Royal Adelaide Hospital project, ongoing risks mitigations and lessons learnt that can be applied to other large infrastructure projects.
Assessment 1 aims to encourage a deeper understanding of the challenges faced in large complex projects particularly with procurement methods that involve private-sector finance to deliver complex projects – which is a significant method of procurement because it can mobilise global financial and procurement capability to innovatively build public infrastructure and facilities to meet the needs of the growing population.
Students are also encouraged to understand and explore the related organisational issues, stakeholders and the funding and finance aspects associated with the new Royal Adelaide Hospital project.
Instructions:
Assessment 1 is designed around the review of a Case Study from a current large-scale public private partnership hospital project that aims to create a modern health-care facility in South Australia. This assessment comprises of four parts:
Part A: 600 Words Introduction summarising the procurement context (life cycle journey and where the project is currently), uncover complexities (and key issues), discuss project environment and organisation aspects, leadership and governance and how that has influenced the current situation.
Part B: 700 Words Identify key risks, mitigations and possible learnings. Where learnings have wider implications, identify how those learnings may require changes to roles and responsibilities of key project resources, changes to procurement briefs or specifications, scope and the procurement process itself. Identify dependencies and common themes.
Part C: 600 Words – Summary of key findings and also identify best practices for procurement and contracts management (in particular PPP procurement) and explore roles of project and procurement managers in ensuring successful delivery.
Part D: Nominal word limit of 500 words. The Reflection Journal summarises the student’s ideas and thoughts and key aspects pertaining to Module 1 and Module 2 including any key aspects picked-up as a result of the review of the Essential and Highly Recommended Learning Resources and critical self-assessment of how some aspects may apply to student’s current or future roles.
Important Note: The research effort put-in by students in Assessment 1 is vital input for Assessment 2 and Assessment 3 as it will provide actionable information for better participation in the discussion board as well as within Groups.
It is recommended that students Reflection Journal also cover some of the topics below –which will help students for Assessment 2:
Typical procurement and financial risks require to be managed for complex projects;
Specific financial risks that remain for the nRAH project to completion (use initiative and judgement);
Possible mitigation actions and how these relate to better practice guidelines published by State Procurement Board of South Australia;
Areas for further vendor negotiations and management – to achieve successful contract completion.
Areas of key accountability for Project Manager and Procurement Manager to facilitate successful outcomes;
Areas performance-based contracting and its application to nRAH contract management or completions effort generally;
Possible Issues that can be considered by the Group/Team for Group Report or
Group Presentation;
Possible team/group behaviours that the individuals will display to develop the
Group Report or Group Presentation.
In considering the above, please be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Record these in your Reflection Journal and also highlight any specific instances where your strengths and limitations as a project manager or manager have been identified.
Learning Activities and Output:
The learning process will involve the deconstruction of the case study material to answer questions, examine lessons learnt and highlight issues for further discussion. You will be encouraged to reflect on your case study findings in order to identify contracts and procurement management best practices which can be applied in the future to significant projects that you may lead as project manager or oversee in a senior role.
Learning output will be a Report Format for Assessment 1 – using the Instructions noted above.
Learning Resources:
Resource on APA style:
The URL/page for the TUA referencing guides is http://onlinelibrary.tua.edu.au/skills/referencing
Resource on report writing:
Victoria University of Wellington (2013). How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand.
http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf
Resource on writing case study reports
Monash University (2015). Case study report (sample). Learning Support, Language and Learning Online, Melbourne, Australia.
http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml
Refer to the subject planner and Modules 1 and 2 for other learning resources specific to Assessment 1.
Assessment Criteria:
Assessment 1 (Parts A, B, C and D inclusive) Individual Report (40%)
Content, audience and purpose (30%)
Knowledge and understanding (30%)
Correct citation of key resources and evidence (20%)
Effective communication (20%)
The Reflection Journal will also be assessed and has a weight of 10% out of 40%. In addition, students may wish to consider that the audience for the Reflection Journal is the Learning Facilitator and or the student’s employer or sponsor. Therefore, effective communication of ideas is vital recognising the audience too. See learning rubrics in the following pages for details.
Learning Rubrics –Assessment 1 (Part 1, 2, 3 and 4 inclusive)
Assessment
Attributes Content, Audience and Purpose (30%)
Knowledge and understanding (30%)
Fail (0-49) Does not meet minimum standard
Demonstrates no awareness of context and/or purpose of the assignment.
Limited understanding of required concepts and knowledge
Key components of the assignment are not addressed.
Pass
(50-64) Meets minimum standard
Demonstrates limited awareness of context and/or purpose of the assignment
Knowledge or understanding of the field or discipline.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from the
Credit
(65-74) Moves beyond minimum standard
Demonstrates consistent awareness of context and/or purpose of the assignment.
Thorough knowledge or understanding of the field or discipline/s. Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Distinction
(75-84) Exceeds minimum standard
Demonstrates an advanced and integrated understanding of context and/or purpose of the assignment.
Highly developed understanding of the field or discipline/s.
Discriminates between assertion of personal opinion and information substantiated by robust evidence from the
research/course materials and extended reading.
High Distinction
(85-100) Exceeds minimum standard and exhibits high levels of independence
Consistently demonstrates a systematic and critical understanding of context and purpose of the assignment.
A sophisticated understanding of the field or discipline/s.
Systematically and critically discriminates between assertion of personal opinion and information substantiated by robust evidence from the research/course materials and extended reading.
Correct citation of key resources and evidence (20%)
Effective communication (20%)
Demonstrates inconsistent use of good quality, credible and relevant resources to support and develop ideas.
There are mistakes in using the APA style.
Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks supporting evidence.
No effort is made to keep audience engaged, audience research/course materials.
Demonstrates use of credible and relevant resources to support and develop ideas, but these are not always explicit or well developed.
There are no mistakes in using the APA style.
Information, arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not
Demonstrates use of high quality, credible and relevant resources to support and develop ideas.
There are no mistakes in using the APA style.
Information, arguments and evidence are well presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of Well demonstrated capacity to explain and apply relevant concepts.
Demonstrates use of good quality, credible and relevant resources to support and develop arguments and statements. Shows evidence of wide scope within the organisation for sourcing evidence
There are no mistakes in using the APA style.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well supported by evidence. Mastery of concepts and application to new situations/further learning. Demonstrates use of high-quality, credible and relevant resources to support and develop arguments and position statements. Shows evidence of wide scope within and without the organisation for sourcing evidence
There are no mistakes in using the APA style. Expertly presented; the presentation is logical, persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments. cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant. always successful. Line of reasoning is often difficult to follow.
Presentation aids are used more for effect than relevance. reasoning is easy to follow.
Effective use of presentation aids.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity
Effective use of diverse presentation aids, including graphics and multi-media.
0 notes
Photo
New Post has been published on https://punjabassignmenthelp.com/proj6004-contracts-and-procurement-laureate-assignment-help/
PROJ6004 Contracts and Procurement | Laureate Assignment Help
ASSESSMENT BRIEF – Assessment 1
Subject Code and Title
PROJ6004 Contracts and Procurement
Assessment
Assessment 1: Contracts and Procurement Case Study – Report – Review of new Royal Adelaide Hospital Auditor General Report (and associated Learning Resources), including detailed analysis of findings.
Individual/Group Individual Report and Reflection Journal
Length Report Format approximately 2,400 words
Learning Outcomes
1. Critically evaluate the risks associated with contract and procurement management approaches and make recommendations to global project sponsors with regard to ‘best practice’ in this area.
2. Apply judgement and initiative in the
development of ‘best practice’ contract and procurement process for global project management, identifying the external factors that need to be considered and mitigated for in every instance
3. Analyse the responsibilities of the procurement manager and project manager necessary to ensure stakeholder satisfaction and successful project outcomes.
Submission By 11:55pm AEST/AEDT Sunday end of Module 3
Weighting 40%.
There are 4 parts to Assessment 1, – submitted as 1
Report
Total Marks 40 marks
Context:
General
Procurement and contracts are integral to successful project management. Planning for purchases and acquisitions, requests for proposal, vendor selection, contract administration, and contract closure are integral parts of the process. Learning from Case Studies and benchmarking against better practices, standards and excellence is vital to understand complexity of issues and successful strategies for procurement and contract management. It will also ensure improved responsiveness to key issues, promote supplier- client relationships through proactive management of risks and ultimately deliver higher level of focus on performance-based outcomes.
Specific (Assessment 1 Context)
Assessment 1 is about uncovering complexities in the procurement context generally, identifying key issues, looking at leadership, governance and key themes that will allow improved focus, reflection and learning.
Assessment 1 – Individual Report (overall 2,400 Words) based on review Case Study (new Royal Adelaide Hospital AG Report) and other module Learning Resources.
Students are encouraged to look at the Essential and Highly Recommended Learning Resources and other public documents associated with the new Royal Adelaide Hospital.
However, a careful thorough review of the South Australian Auditor General Report for 2015 is required to understand the contracts and procurement issues that have arisen during the execution of the new Royal Adelaide Hospital project, ongoing risks mitigations and lessons learnt that can be applied to other large infrastructure projects.
Assessment 1 aims to encourage a deeper understanding of the challenges faced in large complex projects particularly with procurement methods that involve private-sector finance to deliver complex projects – which is a significant method of procurement because it can mobilise global financial and procurement capability to innovatively build public infrastructure and facilities to meet the needs of the growing population.
Students are also encouraged to understand and explore the related organisational issues, stakeholders and the funding and finance aspects associated with the new Royal Adelaide Hospital project.
Instructions:
Assessment 1 is designed around the review of a Case Study from a current large-scale public private partnership hospital project that aims to create a modern health-care facility in South Australia. This assessment comprises of four parts:
Part A: 600 Words Introduction summarising the procurement context (life cycle journey and where the project is currently), uncover complexities (and key issues), discuss project environment and organisation aspects, leadership and governance and how that has influenced the current situation.
Part B: 700 Words Identify key risks, mitigations and possible learnings. Where learnings have wider implications, identify how those learnings may require changes to roles and responsibilities of key project resources, changes to procurement briefs or specifications, scope and the procurement process itself. Identify dependencies and common themes.
Part C: 600 Words – Summary of key findings and also identify best practices for procurement and contracts management (in particular PPP procurement) and explore roles of project and procurement managers in ensuring successful delivery.
Part D: Nominal word limit of 500 words. The Reflection Journal summarises the student’s ideas and thoughts and key aspects pertaining to Module 1 and Module 2 including any key aspects picked-up as a result of the review of the Essential and Highly Recommended Learning Resources and critical self-assessment of how some aspects may apply to student’s current or future roles.
Important Note: The research effort put-in by students in Assessment 1 is vital input for Assessment 2 and Assessment 3 as it will provide actionable information for better participation in the discussion board as well as within Groups.
It is recommended that students Reflection Journal also cover some of the topics below –which will help students for Assessment 2:
Typical procurement and financial risks require to be managed for complex projects;
Specific financial risks that remain for the nRAH project to completion (use initiative and judgement);
Possible mitigation actions and how these relate to better practice guidelines published by State Procurement Board of South Australia;
Areas for further vendor negotiations and management – to achieve successful contract completion.
Areas of key accountability for Project Manager and Procurement Manager to facilitate successful outcomes;
Areas performance-based contracting and its application to nRAH contract management or completions effort generally;
Possible Issues that can be considered by the Group/Team for Group Report or
Group Presentation;
Possible team/group behaviours that the individuals will display to develop the
Group Report or Group Presentation.
In considering the above, please be mindful of, and reflect on, the findings and the lessons learnt from the case study and how they can be applied in your own personal development and professional career. Record these in your Reflection Journal and also highlight any specific instances where your strengths and limitations as a project manager or manager have been identified.
Learning Activities and Output:
The learning process will involve the deconstruction of the case study material to answer questions, examine lessons learnt and highlight issues for further discussion. You will be encouraged to reflect on your case study findings in order to identify contracts and procurement management best practices which can be applied in the future to significant projects that you may lead as project manager or oversee in a senior role.
Learning output will be a Report Format for Assessment 1 – using the Instructions noted above.
Learning Resources:
Resource on APA style:
The URL/page for the TUA referencing guides is http://onlinelibrary.tua.edu.au/skills/referencing
Resource on report writing:
Victoria University of Wellington (2013). How to write a business report. School of Marketing and Internal Business and Student Learning Support Service, Wellington, New Zealand.
http://www.victoria.ac.nz/vbs/teaching/publications/VBS-report-writing-guide-2013-July.pdf
Resource on writing case study reports
Monash University (2015). Case study report (sample). Learning Support, Language and Learning Online, Melbourne, Australia.
http://www.monash.edu.au/lls/llonline/writing/general/report/1.xml
Refer to the subject planner and Modules 1 and 2 for other learning resources specific to Assessment 1.
Assessment Criteria:
Assessment 1 (Parts A, B, C and D inclusive) Individual Report (40%)
Content, audience and purpose (30%)
Knowledge and understanding (30%)
Correct citation of key resources and evidence (20%)
Effective communication (20%)
The Reflection Journal will also be assessed and has a weight of 10% out of 40%. In addition, students may wish to consider that the audience for the Reflection Journal is the Learning Facilitator and or the student’s employer or sponsor. Therefore, effective communication of ideas is vital recognising the audience too. See learning rubrics in the following pages for details.
Learning Rubrics –Assessment 1 (Part 1, 2, 3 and 4 inclusive)
Assessment
Attributes Content, Audience and Purpose (30%)
Knowledge and understanding (30%)
Fail (0-49) Does not meet minimum standard
Demonstrates no awareness of context and/or purpose of the assignment.
Limited understanding of required concepts and knowledge
Key components of the assignment are not addressed.
Pass
(50-64) Meets minimum standard
Demonstrates limited awareness of context and/or purpose of the assignment
Knowledge or understanding of the field or discipline.
Resembles a recall or summary of key ideas.
Often conflates/confuses assertion of personal opinion with information substantiated by evidence from the
Credit
(65-74) Moves beyond minimum standard
Demonstrates consistent awareness of context and/or purpose of the assignment.
Thorough knowledge or understanding of the field or discipline/s. Supports personal opinion and information substantiated by evidence from the research/course materials.
Demonstrates a capacity to explain and apply relevant concepts.
Distinction
(75-84) Exceeds minimum standard
Demonstrates an advanced and integrated understanding of context and/or purpose of the assignment.
Highly developed understanding of the field or discipline/s.
Discriminates between assertion of personal opinion and information substantiated by robust evidence from the
research/course materials and extended reading.
High Distinction
(85-100) Exceeds minimum standard and exhibits high levels of independence
Consistently demonstrates a systematic and critical understanding of context and purpose of the assignment.
A sophisticated understanding of the field or discipline/s.
Systematically and critically discriminates between assertion of personal opinion and information substantiated by robust evidence from the research/course materials and extended reading.
Correct citation of key resources and evidence (20%)
Effective communication (20%)
Demonstrates inconsistent use of good quality, credible and relevant resources to support and develop ideas.
There are mistakes in using the APA style.
Difficult to understand for audience, no logical/clear structure, poor flow of ideas, argument lacks supporting evidence.
No effort is made to keep audience engaged, audience research/course materials.
Demonstrates use of credible and relevant resources to support and develop ideas, but these are not always explicit or well developed.
There are no mistakes in using the APA style.
Information, arguments and evidence are presented in a way that is not always clear and logical.
Attempts are made to keep the audience engaged, but not
Demonstrates use of high quality, credible and relevant resources to support and develop ideas.
There are no mistakes in using the APA style.
Information, arguments and evidence are well presented, mostly clear flow of ideas and arguments.
The audience is mostly engaged, line of Well demonstrated capacity to explain and apply relevant concepts.
Demonstrates use of good quality, credible and relevant resources to support and develop arguments and statements. Shows evidence of wide scope within the organisation for sourcing evidence
There are no mistakes in using the APA style.
Information, arguments and evidence are very well presented, the presentation is logical, clear and well supported by evidence. Mastery of concepts and application to new situations/further learning. Demonstrates use of high-quality, credible and relevant resources to support and develop arguments and position statements. Shows evidence of wide scope within and without the organisation for sourcing evidence
There are no mistakes in using the APA style. Expertly presented; the presentation is logical, persuasive, and well supported by evidence, demonstrating a clear flow of ideas and arguments. cannot follow the line of reasoning.
Little use of presentation aids, or the presentation aids and material used are irrelevant. always successful. Line of reasoning is often difficult to follow.
Presentation aids are used more for effect than relevance. reasoning is easy to follow.
Effective use of presentation aids.
Engages the audience, demonstrates cultural sensitivity.
Carefully and well prepared presentations aids are used.
Engages and sustains audience’s interest in the topic, demonstrates high levels of cultural sensitivity
Effective use of diverse presentation aids, including graphics and multi-media.
0 notes