Operation Market Garden: Battle of Arnhem

With German forces on the run following the Allied success at Normandy and the breakout and pursuit across France, Allied forces were staged to enter Germany in late summer 1944. Both Field Marshal Montgomery and General Bradley clamored to be given the priority of effort. General Eisenhower chose Montgomery’s Operation MARKET GARDEN as the plan for action. It called for airborne forces to open the route for a ground force to move more than sixty miles up a single road, ending up north of the Rhine River near Arnhem, Netherlands. By accomplishing this task, the German Ruhr industrial heartland would be within easy grasp. But the operation failed. The ground force did not make it to the last bridge; it was six more months before Allied forces crossed the Lower Rhine River near Arnhem. Between 17 and 26 September 1944, there were 17,000 Allied casualties including eighty percent of the 1st Airborne Division (UK). The historical evidence overwhelmingly shows that the British 1st Airborne Division lost the Battle of Arnhem because of poor planning. This paper will prove the failure of The Battle of Arnhem was not solely the fault of MG Roy Urquhart. Although this was his first command of such a division (being an â€Å"outsider†) could he have not completed his wartime mission any better despite having inexperienced leaders planning airborne operations, bad intelligence, allowing the Air Force to plan the DZs based off what was best for the air movement plan and poor execution. This paper examines MG Urquhart, the commander of 1st Airborne Division (UK). The 1st Airborne Division (UK) was made up of three brigades of infantry (two parachute, one glider borne), supporting artillery and anti-tank batteries and substantial Royal Engineer units, as well as supporting elements such as Royal Army Service Corps, Royal Army Medical Corps units and 1st Independent Polish Brigade. The task of securing the Rhine Bridgehead fell to the 1st Airborne Division under the command of Major General Roy Urquhart. The Division was required to secure the road, rail and pontoon bridges over the Lower Rhine at Arnhem and hold them for two to three days until relieved by XXX Corps. Understand Despite the fact that the individual soldiers involved in Operation Market were, on the whole, well trained and disciplined, there were some limitations in the leadership that hurt the operation’s chances of succeeding. Major General Roy Urquhart was new to the airborne corps and Operation Market would be his first airborne operation. Montgomery and Brereton, who was the overall commander of the First Allied Airborne Army, both had little experience in airborne operations. LTG Browning, Brereton’s deputy, had experience in airborne operations, but it was limited to the staff level. Although the individual soldiers that would plan and carry out the Battle of Arnhem were well-trained, some of the key leaders had weaknesses that limited the ability of the operation to succeed. During the planning for Market Garden, Urquhart regarded it as the job of an airborne commander to get hold of as many transport aircraft as possible without sparring a thought for the other Divisions involved, and so he made a habit of lodging frequent requests with Corps HQ. One time he asked for a further 40 aircraft from Browning, who was doubtful that even a small number of these would materialize. Urquhart's account of the operation, he was told that â€Å"because of the limited number of aircraft available, he would have to go in three lifts† and that â€Å"his† plan had to be tailored to fit three lifts. Visualize From the beginning, however, Urquhart was severely restricted in how he could prepare and deploy his troops for the upcoming battle. The U. S. IX Troop Carrier Command were limited in their availability; with two more major drops taking place at the same time, there were insufficient carrier aircraft available to fly the entire division to the Netherlands in one lift. British commanders knew they were badly short of transport aircraft and the area near Arnhem was ill-suited for a landing. They decided they'll have to land in an open area eight miles (13 km) from the bridge. With more of his officers disagreeing with distance, Urquhart told his officers they will use the gliders to transport jeeps to make the travel to Arnhem. However, due to the ambush, most jeeps didn't arrive or was shot up and damaged beyond use. It has been opined that if he had been an experienced airborne commander, Urquhart may have been more determined to oppose the decision to land the whole Division 8 miles from the bridge, rather than drop the parachutists much closer to it. It is a point that those who knew the General would refute without difficulty. However it is true that his objection to the poor air plan could have been stronger than it was, but it must be remembered that Urquhart had to plan an entire operation in only seven days, and so when faced with stubborn opposition from fellow commanders he had little option but to accept the situation and move on. Nevertheless, these failings in the plan sealed the fate of Market Garden before it had begun. The initial airborne drops caught the Germans totally by surprise, and there was little resistance. MG Urquhart, later wrote that â€Å"ever since the first landing, General Bittrich commander of the II SS Panzer Corps and his staff had expected the British second lift. † He also wrote that the Germans had provided early warning measures for follow-on lifts and knew about the second lift 45 minutes before it reached the drop zone, which allowed them to divert anti-aircraft guns that were being used in the ground battle to the drop zone in order to oppose the landings. Lead One of the major problems encountered at Arnhem was the failure of the radio sets used; they either did not work, or ground conditions and the existence of so many areas full of trees often made radio links unworkable. Urquhart could visibly see that the 1st Para Brigade and the Divisional Units were going about their business without problems, but the 1st Airlanding Brigade were out of sight on LZ-S, and so he set out in his Jeep to verify that they were alright. It was at the HQ of Brigadier Hicks that Urquhart had heard that the Reconnaissance Squadron was forced to abandon its swift attack attempt on the Bridge after running into Battalion's Krafft's blocking line. The 1st Para Brigade could not be contacted by radio, and so Urquhart, growing increasingly anxious and impatient, made the fateful and very dangerous decision to set out in his Jeep to find the commander of the 1st Para Brigade, Brigadier Lathbury and warn him that no British forces would be at the bridge when his men arrived. Lathbury was paying a call on the 3rd Battalion when Urquhart caught up with him, but a hort time later the forward elements of the Battalion encountered the German blocking line. After the skirmish had ended, Urquhart returned to his Jeep to find that it had been hit by a mortar and his signals operator had been seriously wounded. Lathbury was unhappy with how his Brigade plan was progressing, while Urquhart realized that he was losing control of events and knew that he must get back to his HQ as soon as possible; unfortunately the area was now decidedly unsafe for either man to leave the protection of the 3rd Battalion. BG Lathbury was wounded and had to left behind with a Dutch family to get him to the hospital. Meanwhile, Urquhart and company pressed on until they could go no further. Anton Derksen and his family offered them shelter in their attic, which Urquhart reluctantly accepted. Almost immediately after the street was filled with soldiers of the Wehrmacht and several surrounded the house in which Urquhart was hiding, and they were followed by a self-propelled gun which came to a halt directly outside, though all were blissfully unaware of the General's presence. All Urquhart could think about was that he had to return to HQ as soon as possible, and he was quite prepared to destroy the SP gun using the few grenades they had at their disposal and then make a dash for it. He was dissuaded from doing so by his companions because they would certainly be killed or captured within moments. Urquhart could do nothing but wait in frustration until British troops caught up with him. It wasn't until morning on Tuesday 19th that the group were able to leave the house. On Monday 25th, Urquhart was told to withdraw his men from Oosterbeek at a time of his choosing. At 8am he radioed Major-General Thomas and said â€Å"Operation Berlin†, the codename for the withdrawal. It was not an easy thing to do as his Division was extremely weak at this time, and if the Germans sensed that a withdraw was in progress then they would rush in to cut them off from the River bank. Urquhart assessing his division and its capabilities, he developed a plan. His plan was excellent under the circumstances. Calling LTC Charles Mackenzie, his Chief of Staff, to work out the finer details, he said: â€Å"You know how they did it at Gallipoli, Charles? Well, we've got to do something like that†. Many years ago, Urquhart had studied the classic withdrawal from this First World War conflict. He remembered how great care was taken to maintain the illusion of defiance until the last moment, meanwhile the forward positions were thinned out and the force was evacuated from the beaches in good order, while the enemy were completely oblivious to it. The Division would withdraw from top to bottom, with those in the north leaving their positions first, and so on until everyone was out. There were so many wounded by this time that it was agreed that they could not be evacuated and so would stay behind, together with all medical staff, and take over the vacated positions, meanwhile the Light Regiment and XXX Corps would continue to fire their guns until the last moment. This way it appeared as if nothing had changed. When the senior officers assembled at Divisional HQ to hear the plan, Urquhart gave specific instructions that word of the withdrawal should not be given until it was almost time to depart, as with a day's fighting to still to endure the capture and subsequent interrogation of anyone who knew would place the entire operation in jeopardy. This plan was successful in allowing 2,000 men of the 1st Airborne Division to withdrawal and join Second Army southern bank of the Neder Rijn. In conclusion, despite having inexperienced leaders planning airborne operations, bad intelligence, allowing the Air Force to plan the DZs based off what was best for the air movement plan and poor execution, MG Urquhart displayed outstanding qualities of leadership and courage. Although, the initial planning and beginning phases of this is operation was full with flaws, MG Urquhart's leadership and planning after things went awry was without question. During the phase of the battle when 1st Parachute Brigade became separated from the rest of the Division he personally organized an operation for the relief of 1st Parachute Brigade and himself became involved in street fighting during this period. Later, when the remnants of the Division were withdrawn into a close perimeter, his defensive planning, and his determination were largely instrumental in ensuring the defense put up by the troops of his Division. During the withdrawal, his cool planning, foresight and initiative were responsible for 2,000 men of the Division rejoining their comrades of the Second Army on the southern bank of the Neder Rijn. The conduct of MG Urquhart throughout this operation was beyond praise.

Comparison Between International Law and National Law

Compare and contrast the strengths and weaknesses of national and international law. To what extent can they be said to be similar or different? Introduction The world has witnessed the development of law since times immemorial in response to growing interaction among the individuals resulting in a need for a framework to regulate their interactions in the territories they live in. Similarly, ever since the interaction between the states has increased, the evolution of International Law has evolved accordingly side by side the National Law regulating the relations among the states.The growing role of both National Law and International Law in their respective spheres and in intersecting spheres has given rise to a debate over their relation to each other. International Law: International Law is the law that governs the relations among states and other international legal persons, and regulates relations between states. The sources of International Law are customs grown up among state s and lawmaking treaties concluded by them.There is no â€Å"black or white† answer, the most agreed upon common ground for the description of sources is found, although not exhaustively, in article 38 of the Statute of the International Court of Justice. Stating that treaties are the main source, then come customs, after those general principles of law recognized by civilized countries, and finally judicial decisions and teachings of the most highly qualifies publicist of the various nations. National law: National law is the law of a state, which governs the domestic affairs of the state.The sources of Municipal Law are customs grown up within the boundaries of the state concerned and statutes enacted by the law giving authority. Municipal Law regulates relations between the individuals under the sway of a state and the relations between the state and the individual. Strengths and Weaknesses of International Law and National Law: 1. National law is conditioned by the fundam ental principle or rule that state legislation has to be obeyed, while International Law is conditioned by the principle â€Å"pacta sunt servanda† i. . agreements between states are to be respected—which leaves International Law helpless as to the implementation of its rules and regulations over the states in the absence of any enforcing body vis-a-vis National Law which has the state apparatus at its disposal for its implementation in the form of legislature, executive, and judiciary. Moreover, each nation can opt out of international treaties if it deems that it is not in line with its national interest, which exposes the major weakness of International Law. 2.International Law is slow to adapt to the changes that are taking place in the world and even slower to absorb changes and encompass them into its existing framework. To add to its problems, the states act individually in accepting any changes in its framework and have the option of not complying with the law if they do not agree to do so. Whereas the national law keeps on improving in response to the changing requirement of the society thus it is in sync with the cultural, economic, and political developments of the states. 3.The technological advancement and globalization have spawned new problems beyond the capacity of National Law to be solved such as the regulation of outer space, the division of the deep sea ground, the protection of human rights, anti-terrorist actions, the control of international finance system, the prevention of global warming etc. These issues have increased the relevance and importance of International Law in the contemporary world due to its wide range of jurisdiction as compared to the limited jurisdiction of National Law. 4.Question of priority: Scholars belonging to Dualist point of view assert that the two laws are not to supersede, but to coordinate with each other; therefore, there is no conflict between the two. If a case in which conflict arises betw een International Law and municipal law before an International Tribunal, the practice is to prefer the International Law over the municipal law. Where conflict arises in a case before a municipal Court (except where the state has adopted the International Law to supersede, by constitution or law), the national law is preferred. 5. Where does primacy reside: in International Law or in national law.If International Law has drawn its validity only from state constitution, it would necessarily cease its validity when authority rested upon disappears. But valid operation of International Law does not invalidate its importance and regard. For example, after Belgium became independent state, treaties had not lost their force despite internal constitutional changes. The International Law also asserts its supremacy when new states enter in international society and International Law binds them without their consents. Every state is duty bound to bring not only its laws but also its constitu tion in accordance with International Law. . In states, the practice as to apply International Law by municipal courts is different from each other. Some states have interpreted in their constitution to apply International Law and therefore, their courts are bound to apply International Law such as Germany, Korea, USA, etc. But in most states, the courts apply International Law conditioned upon the precedence and the practices of the state. Similarities Scholars belonging to the Monist view consider both the laws as a single unity composed of binding legal rules whether those rules are obligatory on states, on individuals, and on entities other than states.If it is generally accepted that International Law is a true law then there is no doubt to deny that the two systems constitute part of that unity. In the view of Kelson and other monist writers, there cannot be any escape from the position that the two systems, because they are both systems of legal rules, are interrelated parts of one legal structure. It is the duty of state to enforce the International Law as the state law in its jurisdiction. Just as National Law aims at building and maintaining an orderly society within a state, International Law aims at maintaining a peaceful stability of the global community.Differences There are two basic differences between the two systems: 1. Subject of law: In national law subjects are individuals whereas states are solely and exclusively subjects of International Law. 2. Juridical origin: In state, source of law is will of the individuals for which they are concerned while in international law source of law is common will of the states concerned. Thus this provides a base to the Positivist scholars to claim that the two systems are entirely different.National law mainly is based on judge made law and the statutes passed by legislature whereas International Law is comprised of the customary rules and treaties among the states. Malcolm Shaw delineates this differen ce by describing the legal apparatus of law as having a legal order enunciating that laws are created by a recognized legislating body, there is a hierarchical system of courts which sees to their enforcement, and there is an overarching executive governing entity above all citizens.This makes national law inherently hierarchical, and the organization of authority vertical. As for international law, it does not operate within the same legal order. It is not always created by a unique legislative body (although the UN General Assembly may create nonbinding multilateral agreements), nor tried in a unified judicial body with the power to apply legally binding sentences (even if there is the International Court of Justice and many other international courts), neither applied by an overarching international executive body.Additionally, it has no unified system of sanctions, other than the existence of certain circumstances in which the use of force is regarded as justified and legal (cha pter VII of the UN Charter). Reinforcing this point, Article 2 of the UN Charter states: The Organization is based on the principle of sovereign equality of all its Members, which means that there is no overarching authority recognized over them. The fact that all states are theoretically equal, makes the international system horizontal, as opposed to the vertical one of the national level.In this sense, if there is no overarching international authority to impose international law. Every state must give its consent in order to be bound by it. By doing so, a consenting state lets the international community know that it will follow the principles and directives of that law. Contrary to this, citizens are automatically bound by domestic law. No citizen needs to let other citizens know he will follow the rules. Conclusion: Each and every system is supreme in its own field and neither has dominance over the other. Arguments offered just provide a background to the complex relations bet ween the two systems.Three factors operate on the subject matter: Firstly, to what extent state organs are willing to apply rules of International Law internally and externally. Secondly, the difficulty of proving the existence of particular rules of International Law. In case of difficulty municipal courts may rely on advice from the executive or existing internal precedents, and the result may not be in accordance with an object appreciation of the law. Thirdly, courts, both municipal and international, will often be concerned with the more technical question as to which is the appropriate system to apply to particular issues arising.

Green Computing Research Project Essay

Introduction: Currently many organizations are depending upon the computing environment to manage the process within the work place and become stabilized across different market group. Although most of them are not aware how far the computing environment is impacting the outer area but still to fulfill the requirements it is very much essential for them to go for it. Keeping these things in mind, we have come up with a new project called â€Å"Green Computing Research Project† that mainly aims to improve the computing technology by guiding the organization through better approaches (Deepak, 2005). This project mainly aims to enhance the work functionality by providing many new opportunities in the current market. By getting into this project, the organization will look into more software solutions to reduce energy, improving the performance and efficiency of data centers and focused towards green technology. Requirements: The project will drive each organization towards success path, but the only thing required is cooperation which will ensure a strong motivation for the project development team. As long as the teams support the development team, it will be easy for the organization to get more ideas and gain more techniques to create long term scenario for â€Å"Green Computing Research Project†. Secondly budget is needed timely to avoid any kind of discrepancy in the project development, in fact I will say if the project development has to be mother, it is necessary for all sponsors to look at the situation on regular basis (Stevens, 2002). Apart from that resourcing also plays vital role in deciding the play strategy for the project; a strong resource will take the best approach to make the project success at all possible points and draw the attention of each sponsors. As per the previous discussion, Ben is one of the sponsors for this project and the organization has selected Peter as the p roject manager. Looking at the previous experience of Peter, it is quite obvious to say that Peter could take the opportunity and the five member team led by Peter will have the better scope to manage the vision of this project. It is responsibility of Peter to ensure the correct strategy is made for each resource and they are capable enough to take up the challenges ahead. Here under is official documentation of the project requirements: Stakeholders : Ben ( Sponsor), Peter James (Project Manager), Steve Arnold ( IT support), Kelly Adams ( Researcher ), Sherry Michaels ( Researcher), Antony Gabbot (Researcher), Mohamed (Publisher and researcher) , Amr ( Expert Editor). Project Description: The Main output is to produce are a serious of research reports –one of each green computing technologies listed earlier plus one final report including all data. Also formal project proposal will be demonstrated for the best four recommendations for implementing some of these technologies. Challenges: Working in virtual environment where the whole team works together from different locations. Since different stakeholders will have different views of the requirements, so it is a good idea to create a requirements traceability matrix to trace each developed feature back to the person, group or entity that requested it during the requirements gathering . Test cases and previous project references are used in this RTM. ET is abbreviation to Environmental Technologies program , and GP is abbreviation to Green Computing projects . Questions for Sponsor: For every development activities, sponsors play vital role because they have to provide complete support to take the project ahead and create better opportunities for all major stake holders. It may not be correct to say that sponsors always look for the success because their investment does not allow them to look for failure situation; based on that they try to find out the resources to lead the project activity. For â€Å"Green Computing Research Project† Ben has taken the major sponsors role, in that case peter has to approach with certain questions that will clarify all confusions between development team as well as the sponsors. And also Peter must take few steps to go ahead with some proposal from the users because it will be benefitted for all those people who are fully dependent upon computing environment. The questions for sponsors are described below: What is expectation level from â€Å"Green Computing Research Project† Will you provide a complete support during any of the major disaster period Provide a complete description of your availability for this project What kind of priority you have for this project How will you accept the project result and make it use for other stake holders Will you facilitate proper problem solving skills Scope Statement: The project â€Å"Green Computing Research Project† will bear all necessary terms and conditions before being released to deliverable stage. We as in development expect the users will be facilitated with necessary information  to take the project in right way so that there won’t be any kind of miss understanding (Kousholt, 2007). After the entire project aims to provide opportunities to all stake holders who are dependent upon the computing environment. A. Deliverables: A complete structured wise computing environment to stabilize the computing activities and provide better opportunities to grab new opportunities A fine technology where the organization can create the base to run the process Highly efficiency and compatible devices to take up the major load activities across all units Technical guidance along with other support to ensure the safe installation B. Milestones: Project approved—Jan 1st Foundation poured—Jan 2nd QC and other parallel activities- Jan15th-Jun16th Final Inspection- May 16th-June 4th C. Technical Requirements: All stake holders must have complete knowledge about the project surrounding Technical experts must be available for any emergency Complete R&D support Additional Training programs for the developer Solid computing platform for conducting frequent test D. Limits and Exclusions: Team will be strict to the design as per the prior decision Continuous support must be needed during any of the emergency Measuring device will not be placed in the project Development team reserves all rights to ask if anything goes beyond contract Project manager is responsible for entire quality measure Working hours is limited From Mon-Fri 8.30 AM to 5.30 PM E. Final Review: CIO and Ben Organization will review four recommendations out of 20 projects. Proposal for recommended project Included documented researches, test cases, and Business case for each project. References: Khazanchi, Deepak (2005). Patterns of Effective Project Management in Virtual Projects: An Exploratory Study. Project Management Institute. ISBN 9781930699830, Retrieved from: http://www.pmi.org/en/Knowledge-Center/Research-Completed-Research/Patterns-of-Effective-Project-Management-in-Virtual-Projects.aspx Martin,Stevens (2002). Project Management Pathways: Association for Project Management. APM Publishing Limited, 2002 ISBN 1-903494-01-X, Retrieved from: http://books.google.co.in/books/about/Project_Management_Pathways.html?id=UaIuQpPM4yMC&redir_esc=y Bjarne, Kousholt (2007): Project Management: Theory and practice. Nyt Teknisk Forlag. ISBN 87-571-2603-8, Retrieved from: http://www.zoominfo.com/p/Bjarne-Kousholt/1780174067

Airline Customer Relationship Management Tool

Existing System b. proposed System 3. Feasibility Report a. Technical Feasibility b. Operational Feasibility c. Economical Feasibility 4. System Requirement Specification Document a. Overview b. Modules Description c. Process Flow d. SDLC Methodology e. Software Requirements f. Hardware Requirements 5. System Design a. DFD b. E-R diagram c. UML d. Data Dictionary 6. Technology Description 7. Coding 8. Testing Debugging Techniques 9. Output Screens 10. Reports 11. Future Enhancements 2. Conclusion 13. Bibliography * INTRODUCTION The Main Objective of this System is to design a system to accommodate the needs of customers. This application helps a customer to know about the flight’s information and can reserve seats throughout the globe irrespective of the location. This is a computerized system to make seats reservations, keep ticket bookings and availability details up-to-date. This web based system provides all flight’s information, availability of flights, availabili ty of seats. It contains information about pilots, air hostess and airport information. It also provides time schedules for different flights and source, destination details. It provides cost of tickets and enquiry details. Features of the project Reduces the complexity present in the manual system and saves time. 1. Users can access the required data easily. 2. It maintains accurate information. 3. Provides instantaneous updated information to all users. 4. Communication is fast and clear and avoids misunderstandings. It is a computerized system to make room reservations and keep room bookings and availability of details up-to-date System Analysis Purpose of the System This web based system provides all flight’s information, availability of flights, availability of seats. It contains information about pilots, air hostess and airport information. It also provides time schedules for different flights and source, destination details. It provides cost of tickets and enquiry details. Existing System * This system doesn’t provide register the multiple Flights * This system doesn’t provide online help to the public Proposed System The development of this new system contains the following activities, which try to develop on-line application by keeping the entire process in the view of database integration approach. * This system provide online help to the public * This system provide agents registration and book the bulk tickets * This system provide late running flights information before 3 hours * Online status of the tickets must be provided in real time Feasibility Study TECHNICAL FEASIBILITY Evaluating the technical feasibility is the trickiest part of a feasibility study. This is because, at this point in time, not too many detailed design of the system, making it difficult to access issues like performance, costs on (on account of the kind of technology to be deployed) etc. A number of issues have to be considered while doing a technical analysis. i) Understand the different technologies involved in the proposed system Before commencing the project, we have to be very clear about what are the technologies that are to be required for the development of the new system. i) Find out whether the organization currently possesses the required technologies * Is the required technology available with the organization? * If so is the capacity sufficient? For instance – â€Å"Will the current printer be able to handle the new reports and forms required for the new system? † OPERATIONAL FEASIBILITY Proposed projects are beneficial only if they can be turned into information systems that will meet the organizations operating requirements. Simply sta ted, this test of feasibility asks if the system will work when it is developed and installed. Are there major barriers to Implementation? Here are questions that will help test the operational feasibility of a project: * Is there sufficient support for the project from management from users? If the current system is well liked and used to the extent that persons will not be able to see reasons for change, there may be resistance. * Are the current business methods acceptable to the user? If they are not, Users may welcome a change that will bring about a more operational and useful systems. * Have the user been involved in the planning and development of the project? Early involvement reduces the chances of resistance to the system and in * General and increases the likelihood of successful project. Since the proposed system was to help reduce the hardships encountered. In the existing manual system, the new system was considered to be operational feasible. ECONOMICAL FEASIBILITY Economic feasibility attempts 2 weigh the costs of developing and implementing a new system, agai nst the benefits that would accrue from having the new system in place. This feasibility study gives the top management the economic justification for the new system. A simple economic analysis which gives the actual comparison of costs and benefits are much more meaningful in this case. In addition, this proves to be a useful point of reference to compare actual costs as the project progresses. There could be various types of intangible benefits on account of automation. These could include increased customer satisfaction, improvement in product quality better decision making timeliness of information, expediting activities, improved accuracy of operations, better documentation and record keeping, faster retrieval of information, better employee morale. System Requirement Specification Modules Description No of Modules The system after careful analysis has been identified to be presented with the following modules: The Modules involved are 1. Admin 2. Flight 3. Reservation SDLC METHDOLOGIES This document play a vital role in the development of life cycle (SDLC) as it describes the complete requirement of the system. It means for use by developers and will be the basic during testing phase. Any changes made to the requirements in the future will have to go through formal change approval process. SPIRAL MODEL was defined by Barry Boehm in his 1988 article, â€Å"A spiral Model of Software Development and Enhancement. This model was not the first model to discuss iterative development, but it was the first model to explain why the iteration models. As originally envisioned, the iterations were typically 6 months to 2 years long. Each phase starts with a design goal and ends with a client reviewing the progress thus far. Analysis and engineering efforts are applied at each phase of the project, with an eye toward the end goal of the project. The steps for Spiral Model can be generalized as follows: * The new system requirements are defined in as much details as possible. This usually involves interviewing a number of users representing all the external or internal users and other aspects of the existing system. * A preliminary design is created for the new system. * A first prototype of the new system is constructed from the preliminary design. This is usually a scaled-down system, and represents an approximation of the characteristics of the final product. A second prototype is evolved by a fourfold procedure: 1. Evaluating the first prototype in terms of its strengths, weakness, and risks. 2. Defining the requirements of the second prototype. 3. Planning an designing the second prototype. 4. Constructing and testing the second prototype. * At the customer option, the entire project can be aborted if the risk is deemed too great. Risk factors might involved development cost overruns, operating-cost miscalculation, or an y other factor that could, in the customer’s judgment, result in a less-than-satisfactory final product. * The existing prototype is evaluated in the same manner as was the previous prototype, and if necessary, another prototype is developed from it according to the fourfold procedure outlined above. * The preceding steps are iterated until the customer is satisfied that the refined prototype represents the final product desired. * The final system is constructed, based on the refined prototype. * The final system is thoroughly evaluated and tested. Routine maintenance is carried on a continuing basis to prevent large scale failures and to minimize down time. The following diagram shows how a spiral model acts like: Fig 1. 0-Spiral Model ADVANTAGES * Estimates(i. e. budget, schedule etc . ) become more relistic as work progresses, because important issues discoved earlier. * It is more able to cope with the changes that are software development generally entails. * Software engineers can get their hands in and start woring on the core of a project earlier. SOFTWARE REQUIREMENT AND HARDWARE REQUIREMENT Software Requirements Operating System:Windows XP Professional or Above. Languages:C#. NET, ASP. NET Data Base:SQL Server. Web Server: IIS 5. 0 OR Above. Hardware Requirements Processor:Pentium IV Hard Disk:40GB RAM:512MB or more

Ethics of Singapore Airlines Research Paper Example | Topics and Well Written Essays - 1750 words

Ethics of Singapore Airlines - Research Paper Example The present research has identified that Singapore Airlines has been accused of some unethical practices. In 2010, the company pleaded guilty for a price-fixing charge in front of the US Department of Justice and received a fine of 48 million US dollars. Airline’s portrayal of â€Å"Singaporean Girl† and recruitment practices are sexist and discriminatory. Furthermore, their promotion campaign asking customers to â€Å"fly with Singaporean Girl† contributes towards objectifying women and portrays the traditional stereotype of Asian women as submissive to males. The absence of whistleblowing practices and training also caused the company to suffer a scandal that involved an employee depriving the company of 35 million Singaporean dollars over a period of 13 years. Introduction It was on May 1, 1947, that Malayan Airways Limited (MAL) was incorporated, which would later undergo division into two separate entities of Singapore Airlines and Malaysian Airlines System. In the process, the paper would present various examples and cases that would assist in making meaningful conclusions. Discussion Social Responsibility In order to save Harapan Rainforest, Indonesia, Singapore Airlines, in the fall of 2010, donated 3 million US dollars to the Harapan Rainforest initiative, which is looking after the restoration and conservation of the rainforest. These funds would be utilized towards creating a workforce which could prevent illegal logging of this low land rain forest, prevent damage from any fires and contribute to the animal species conservation programs. According to Singapore Airlines, these funds are just another manifestation of the fact that the company strongly believes in the restoration of forests since forests are the world’s chief carbon stores, in the absence of which climate change and global warming would become a graver issue than ever. In an attempt to become a more ethical corporate citizen, Singapore Airlines has supported the arts community especially in Singapore and other parts of the world, through various generous donations. Some of these donations have gone to reputable arts societies of Singapore such as the Singapore Symphony Orchestra, Singapore Dance Theatre, Singapore Lyric Opera, and Singapore Chinese Orchestra. Furthermore, Singapore Airlines also takes great pride in the fact that it has served as the leading sponsor of various high profile exhibitions at the National Museum of Singapore.

Should minors under 18 years old be allowed to get an Abortion without Essay

Should minors under 18 years old be allowed to get an Abortion without parental consent - Essay Example The issue of abortion is extremely important not only for health and well being of the teenager but also for the family (Santelli et al., 2009). Hence, minors, under 18 years of age should not be allowed to get an abortion without parental consent. The teen age is that phase of adolescence where growing teenagers want to act like adults without being aware of the wider ramifications of those acts. Increasing involvement of teenagers in sexual activities without proper safeguard not only jeopardizes their life but acts like abortion may have long term hazardous consequences. The unwanted pregnancies amongst the minor become a major issue of shame and public outcast. The covert bid to abort the unwanted child therefore becomes key element which the minor tries to attempt without the consent of parents. Parental consent in abortion amongst the teenagers would provide the emotional support as well as ensure that child overcomes the traumatic experience with more understanding of serious repercussions of unsafe sex. It is also important to note that abortion is a legal medical procedure which is used to terminate unwanted pregnancies under safe environment (Lee & Cheryl, 2009).

Analyse three types of economic systems illustrating the problems and Essay

Analyse three types of economic systems illustrating the problems and advantages associated with them - Essay Example The main types of economic systems that have been in use all over the globe are traditional, command and market economic systems. Another type of economic system is the mixed economy that is a blend of pure command and pure market economies. This paper will discuss the traditional, command and market economic systems. The paper will evaluate the problems and advantages that are associated with each of the economic systems discussed. This form of economy is shaped by traditions of the people or societies who practice it. The good and services produced follow certain long-established patterns (McCorkle, & National Council on Economic Education, 2011). Moreover, the manner in which the goods and services are exchanged also follows certain traditions. These forms of economic are rarely dynamic and hence are very predictable. The interests of the community precede personal interests. In most cases, people are expected to come together and work as a community. Personal ownership of property is rare, and if present it is controlled by certain obligations that favor the community over the individual (McCorkle, & National Council on Economic Education, 2011). In the modern world, most countries have stopped using this form of economy. However, it is still evident in communities such as the Australian aborigines who live in the Amazon. This system of economy is mainly based on agricultural activities such as fishing, hunting, and gathering. In most cases, barter trade is used. Such economies have a characteristic of being able to meet the daily needs, but they show little economic progression. An Economic decision must follow the tradition of the community practicing this form of economic system. In this form of economy, distribution of resources is open since it follows customs and traditions that are known by all the people. Production of goods and services is easy since each and everyone understands the role they have to play in