Is Richard II Saint or Sinner - Free Essay Example

Sample details Pages: 3 Words: 1006 Downloads: 3 Date added: 2018/12/18 Category Literature Essay Type Review Level High school Tags: William Shakespeare Essay Did you like this example? Saint person is associated with doing good things to other people while a sinner refers to individuals who ways and actions targets to harm others. Richard II was a young king of England according to act was written, William Shakespeare. The actions and deeds of this young king have well portrayed his character to be of negative action to many people whom he is their king in England. Don’t waste time! Our writers will create an original "Is Richard II Saint or Sinner?" essay for you Create order King Richard was involved in the extraction of his uncle Thomas of Gloucester, but the execution accused to Thomas Mowbray,(Shakespeare Henry, pp.62-113). This is seen as Gaunt fail to revenge his Gloucesters murderers is because he cannot rise against the king since strongly believe that King Richard II of England is appointed by God. It is also claimed that Richard II himself was involved in a conspiracy with the intention of killing Thomas, his uncle. Killing is associated with evil people, and hence King Richard II association with the killing of his uncle proves him to be a sinner. Throughout the play, most of the people are complaining about the organization, behavior, and action of the Richard II the king, for instance, most of the people are wonders on how king ought to behave. This proves that people are not satisfied with his behavior as a king of England. King Richard II judgment towards Bolingbroke and Mowbray proves nepotism the king was. He only expelled his cousin Bolingbroke ten years which finally reduced to six years while Mowbray was expelled for life to stay outside England. As a good judge, he could have given both of the equal judgment since they had committed almost similar crimes. King Richard uses is powers and authority as a king to punish Mowbray whom many believes he was involved in the killing of Thomas uncle to the Richard II together with the king himself. Richard is also seen as to be very merciless, both Bolingbroke and Mowbray laments hopelessly have they have been expelled outside England as a punishment but he fails to consider their cry,(Shakespeare Henry, pp.62-113). Thus proving how cruel Richard II the king was. Richard is very happy when he receives news that his cousin Bolingbroke and whom has many commoners behind him has left England to Europe. He feels relieved that his greatest political enemy now h as left the country and hence he can rule and exercise his power in peaceful way without any political rival that can divide England. The evil behavior of King Richard is also seen in his happiness mood after he receives news that his uncle, John of Gaunt father to Bolingbroke was almost to die,(Shakespeare Henry, pp.62-113). The king immediately makes plan of selling Gaunts possession after his death and use that money in his war that he is planning with Ireland. Further, the king has planned to conquer Ireland for no good reason. It seem as if his war with Ireland is just for personal benefits. He also plans to tax England citizens heavy taxes to finance his war with Ireland and war that has no benefit to the country. He even plans to demand much money from wealthy men and also borrow extra funds from them with the intention that the wealthy men will be compensated from taxpayers money. His bad leadership is exposed by Gaunt his sick uncle after he pays a visit to him with his supporters after he had received news of his uncles sickness. Gaunt rebukes Richard for heavily taxing England people, accepting wrong advice from his advisers who are just flattering him, sending to exile Bolingbroke his son as well as wasting people taxes,(Shakespeare Henry, pp.62-113). I response, Richard the king becomes irritated and swears that if Gaunt was not from the royal blood, he could have killed him. This proves how the Richard the king had merciless heart. It also shows how Richard was ready to kill anybody who rebuke or condemns his evil behavior/character. Immediately after the of his uncle, Richard goes as per his word, he sells all his uncles wealth without even considering his cousin Bolingbroke since he was the beneficiary of such wealth by the fact that he is the son of Gaunt,(Shakespeare Henry, pp.62-113). He then sails to fight Ireland with his army. This proves how Richard used his power as a king of England by organizing and leading a war to Ireland. Instead of King Richard II keeping peace and ensuring that England relates well with other countries, he is only after going for war with his neighbors. After he sets back to England from Ireland and found that already his cousin Bolingbroke has rebelled against him and many lords of his country were against him, he promises that his crown will only be taken after the soil England has been watered by peoples blood,(Shakespeare Henry, pp.62-113). This is as if he only anticipates for war between him and his cousin that would result to massive killing of many England population. This is also another evident of his evilness in him. His cannot lead people fairness and at the same time he dont want somebody else who can lead England fairly to overtake the kingdom. Peoples happiness after Richard cousin Bolingbroke have overtaken the kingdom also proves how King Richard leadership was cruel. People are throwing rubbish on his head as a sign of fake leadership that had been imposed to them . The whole play poetic nature, many poetic metaphors have been highly used in this play. But the poetic increases towards the end of the play especially when Richard is parting with his wife as he heads to Pomfret Castle Prison while his wife in order to go back to France. They sigh, kiss each other and weep with many rhythmic poetic words. For instance, weep thou for me in France, I for thee here,(Shakespeare Henry, pp.62-113). Work cited Shakespeare, William, and Henry Norman Hudson. The complete works of William Shakespeare. Colonial Press, 1900.

Starbucks, Case Study - 2099 Words

December 3, 2012 December 3, 2012 Andrei Gavriluta Strategic management Birkbeck, University of London Andrei Gavriluta Strategic management Birkbeck, University of London Starbucks in the us: too much coffee spilling all over? Coursework - Essay Starbucks in the us: too much coffee spilling all over? Coursework - Essay Table of Contents I. SUMMARY1 II. CASE STUDY ANALYSIS 1 i. STRATEGIC POSITIONING AND MARKETING MIX1 ii. PORTER’S FIVE FORCES2 iii. SWOT ANALYSIS3 iv. EXTERNAL ENVIRONMENTAL FORCES – PEST ANALYSIS3 III. CONCLUSIONS4 IV. REFERENCES5 I. II. SUMMARY Starbucks dates back from 1971 and is based in Seattle, Washington. The company was founded by Gordon Bowker, Jerry Baldwin and Zev Siegl and it†¦show more content†¦Additionally, promotion can be considered as a marketing strategy which helps the increase in sales (Shimp 1997:42). Starbucks attempted to establish a national monopoly without having to use advertising. They relied on organizing events and promoting their brand – by using mugs and T-shirts on which they printed artworks that were a reflection of a city’s personality. ii. PORTER’S FIVE FORCES According to Michael Porter, â€Å"Every industry has an underlying structure, or a set of fundamental economic and technical characteristics, that give rise to these competitive forces† (Porter 1998:23). The forces mentioned above are: industry rivalry, threat of new entrants, threat of substitute products, bargaining power of suppliers and bargaining power of buyers. Additionally, Porter mentioned that: â€Å"Knowledge of these underlying sources of competitive pressure provides the groundwork for a strategic agenda or action† (Porter 1998:22). By applying the industry rivalry concept, although Starbucks has other competitors, they are comparatively smaller and they often focus their business in certain areas or regions. Some of Starbucks’ competitors are Coffee People, Gloria Jean’s, Second Cup, which are currently expanding or planning to expand their businesses nationally or internationally. Starbucks is undoubtedly dominating the coffee industry, however that does not exclude the entry of new rivals. For example, McDonald’s, BurgerShow MoreRelatedStarbucks Case Study : Starbucks1148 Words   |  5 PagesStarbucks Case Study Throughout the United States and Asia, Starbucks is renounced for their expertly crafted coffee, so much so that an immensely large portion of the nation at least recognizes the logo and the name. This success to this day keeps producing higher returns for investors especially over this last third quarter of 2016. The third quarter had set many new records with Starbucks for both the American markets as well as the Asian markets causing a big boom for the company and sparkingRead MoreStarbucks Case Study : Starbucks904 Words   |  4 PagesSTARBUCKS CASE STUDY Starbucks was started by three former students of the university of San Francisco named Jerry Baldwin, Zev Siegl and Gordon Bowker. Their plan was to sell high quality coffee beans and roasting equipment but did not expect the success that their company would achieve in the future. The first Starbucks store was opened in March 30, 1971 in seattle, Washington. Their first store was located at 2000 Western Avenue and it sold roasted whole bean coffee till 1976. Soon they shiftedRead MoreStarbucks Case Study794 Words   |  4 PagesStarbucks Case Study - What factors accounted for the extraordinary success of Starbucks in the early 1990s? Building a successful brand with multiple stores opening. Selling whole beans and premium priced coffee. They also new and understood their target market. Unlike many other coffee shops they sold the lifestyle around the coffee and made it an experience for their customers as apposed to it being just an addition to a donut in the morning. They made it a lifestyle choice and somethingRead MoreStarbucks Case Study908 Words   |  4 PagesStarbucks Case Study Overview Starbucks Corporation is an international coffeehouse chain based in Seattle, Washington. Starbucks is the largest coffeehouse company in the world. Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, snacks, and items such as mugs and coffee beans. Many of the companys products are seasonal or specific to the locality of the store. Starbucks-brand ice cream and coffee are also offered at grocery stores. 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The originalRead MoreStarbucks Case Study1452 Words   |  6 PagesStarbucks Case Study 1 MKTG 220 September 18th, 2012 Table of Contents Case Review3 Determining the Root Problem4 Identifying the Problem Components4-5 Generating Alternatives5 Evaluating Alternatives6 Choose an Alternative7 Implementation Plan7 Alternative Choice8 Work Cited9 Case Review Starbucks is one of the leading coffee retailers in the world; according to their company profile they are operating nearly 18,000 retail stores in 60 countries. They serve millions of customersRead MoreStarbucks Case Study1429 Words   |  6 PagesIntroduction This is a proposal based on the case study â€Å"Starbucks – going global fast† (Cateora and Graham, 2007), further research has been undertaken and analysis and recommendation will be based on these sources of information. Critique and analysis Being a multinational company expanding at a speed that leads thoughts towards badly imaged global corporation like McDonalds are these days not considered a strength. McDonalds might have conquered the world and made profit of people’s badRead MoreStarbucks Case Study1455 Words   |  6 PagesIntroduction Since its 1992 IPO, Starbucks has continually focused on growth. Initially, the growth was targeted to enable Starbucks to achieve their goal of becoming the leading North American retailer of specialty coffee. The early success they achieved resulted in Starbucks expanding their original goal to that of becoming the most recognized and respected coffee brand in the world. By way of example, this case study focuses on a request by McDonalds to serve Starbucks coffee at its restaurantsRead MoreStarbucks Case Study1822 Words   |  8 PagesStarbucks case study 1- I think the most important management skills for Schultz to have are the conceptual skills. Since Schultz is the chairman of Starbucks, which means he is the top manager of the company, the conceptual skills are the most important for him to have. Mostly because conceptual skills help him see the organization as a whole. It helps the manager understand the relationship among the various subunits, and visualize how the organization fits into its broader environment. In factRead Morestarbucks case study951 Words   |  4 PagesCase study: Starbucks Evolution of the company Starbucks when established in 1971by three founding members; it was known as Starbucks Coffee, Tea and Spices. They were not selling beverages instead they sold coffee beans. By the next year itself they opened a second one in same Seattle, Washington. In early 1980 the management change took place while one of the founding members left Starbucks and Jerry Baldwin became a CEO. When Howard Schultz joined the company and took charge of marketing

Successful Property Development Free Essays

string(152) " before funds are committed, the commercial developer will carry out an appraisal which will predict the eventual profits to be earned from the scheme\." Throughout this paper the masculine gender is used when referring to developers. This is purely for convenience and does not imply that successful developers have to be male. Demand for new buildings from tenants and owner occupiers is the basis of all commercial property development in the United Kingdom. We will write a custom essay sample on Successful Property Development or any similar topic only for you Order Now A typical development scheme will be initiated by a developer identifying a demand for a new building or buildings in a certain location. A major office user for example may wish to combine a number of regional offices into one new building able to accommodate new echnology and enable all of the Company’s departments to be housed under one roof. The image to be presented by the new building will also be important and the Company may prefer a prominent town centre location with easy rail access or a fringe of town location on the motorway network. The experienced developer will know that if a development is to be successful the location must be the one which will appeal to tenants or purchasers who will either pay rent or a capital sum to occupy the property. There are many examples of unsuccessful schemes which failed because of poor location. With shopping centre evelopment the choice can be very subtle and a slightly ‘off-pitch’ location may be enough to discourage tenants from leasing shop units in the new centre. If a site for a new development is identified and the site (or redundant buildings) is available for purchase, planning consent for the scheme must be sought from the Local Authority. It is usually the case that the developer will have concentrated on those locations where the planners will support development proposals and planning consent is likely to be received. If the location is correct and planning consent is likely the developer must also rrange finance to buy the site, build the scheme and l et (or sell) it. He may also wish to sell the completed income producing investment. If he does so and the money he receives from the sale of the investment is more than the capital and interest he borrowed to build the scheme, he will receive a monetary profit. There are many sources of finance for developers but conventionally money will be borrowed from banks to buy the site and build a scheme with long term finance being provided by life assurance funds and pension funds. Long term finance in this ontext means the purchase of the completed investment by the fund which will enable the developer to repay all his short term debt and (hopefully) give him a profit. The investment market and development market are therefore closely linked and the developer will be mindful of the fund’s requirements from the start of the development process. The most common form of development funding which involves the institutions if known as ‘profit erosion, priority yield’. This method allows the developer to borrow most of his short term finance from the institution and not pay it back until the cheme is completed and let. At this time the fund takes over the scheme in return for providing the developer’s short term monies. The developer departs with a lump sum fee for carrying out the project which will be calculated by capitalising that amount of rent from the scheme which will be calculated by capitalising that amount of rent from the scheme which exceeds the fund’s required return on the money lent; in other words its ‘priority yield’. Even if the rent from the scheme does not exceed the fund’s priority yield, the developer will still receive a fee but obviously not as uch as he would get if he lets the building(s) at a high rent. There are many other types of development funding some of which are described in ‘Property and Money’ by Michael Brett (see the bibliography at the back of this booklet). The developer will employ a professional team to design and cost the proposed building. The architect as leader of the design team has a crucial role to interpret his client’s intentions and produce a design which will meet the requirements of tenants, planners and long term funders. Other commentators such as journalists, he general public, and the Prince of Wales may also criticise the design of a scheme where it is perceived to be ugly or inappropriate for its location. Successful commercial development requires therefore a combination of good location, planning consent, good design and funding. Even if these factors are present the scheme may still fail, at least in the short term, if the economy is weak and firms cannot expand. This introduction provides a resume of a typical development and the process can now be considered in more detail. The Developer The developer is the instigator of the scheme. He provides the entrepreneurial flair to identify the development opportunity and bring it to a successful conclusion. In doing so he will make use of established relationships with commercial estate agents and his knowledge of the occupier market. Most large development companies specialise in particular areas of the market. Slough Estates for example, built its reputation in the development of industrial and warehouse property whereas Hammersons developed the first shopping mall in the United Kingdom at Brent Cross. Some life assurance funds act as their own developer and one example is Norwich Union in the development of the Bentalls centre in Kingston on Thames. Various government agencies also act as developers such as District and Regional Health Authorities with hospital building. Increasingly, the newly privatised utilities will carry out their own developments. There are many types of developers. Some are ‘developer traders’ who build with a view to selling the scheme when it is complete. Others will develop and hold the completed investment in their investment portfolio. Some developers are quoted on the stock exchange and others are little more than one man bands. Throughout the development process, but crucially at the start before funds are committed, the commercial developer will carry out an appraisal which will predict the eventual profits to be earned from the scheme. You read "Successful Property Development" in category "Papers" A considerable amount of work has to be done to produce a full appraisal as all the costs of the scheme have to be considered. The site itself will have to be fully investigated and this will involve bore hole surveys to enable the structural engineer to estimate the cost of the foundations. An environmental impact study may be required before planning consent is forthcoming. With the assistance of his agent, the developer will also predict the rent which the scheme will produce and (if the investment is to be sold), the investment value. If a scheme is to be successful the investment value less all capital and interest costs will have to leave an acceptable profit. If a developer has used rents in the appraisal which are too high, perhaps in expectation of rent rises in the development period, he may eventually make no profit at all and the scheme (from the developer’s viewpoint) will have failed. To avoid risk and to attract other tenants to a development, a developer will often eek a pre-let tenant for a scheme. Before construction starts, a tenant will sign an agreement to lease all or part of the scheme at an agreed rent. This is particularly valuable in shopping centre development where an anchor tenant such as a department store will make a commitment before development commenced, thereby giving confidence to other lessees to take shop units. A developer who borrows money to buy a site, construct a building, and seek lessees will have no appreciable earnings until the scheme is let. It would be difficult therefore, for any interest on capital borrowed to be repaid during the development period. It is usually the case that interest is repaid as a lump sum when the fully let investment is eventually sold. Interest in these circumstances is said to be ‘rolled up’ until the end of the development period. In arranging finance, the developer will often have a short term interest in the scheme, whereas the fund purchasing the investment when fully let, has a long term interest. Funds are, therefore, particularly interested in tenant quality in the longer term and building flexibility which may not be of primary importance to the developer. Local Authorities may initiate development, particularly retail, by making town centre ites available on ground leases to developers. The Authority will have a long term interest in the scheme’s success, as they will receive a grounds rent, probably geared to the full rental value of the development. Not all developers have a short term interest in a development. Major developers may hold completed investments in a portfolio rather than arrange long term finance by selling the investment to a fund. Planning In the words of Clara Green ‘planning applications (like prayers) receive one of three answers – yes, no or yes but. ‘ The process can be one of great frustration and ifficulty for developers and for a major scheme it is usual for a specialist planning consultant to be employed to negotiate a consent with the Local Authority. Planning law is complicated but in general terms, planning consent is required for most major building in the United Kingdom. The department of the Environment is responsible for planning and the Secretary of State for the Environment is advised by teams of professional planners, surveyors and architects. All applications are made to local councils and it is only the most important or controversial applications which will be of interest to the higher tier of overnment. Most applications are, therefore, decided locally although the Secretary of State may decide to call in any application at his or her discretion. To obtain planning permission, an application will be made to the District Council although applications in the future also may be considered by the new unitary authorit ies. The developer can choose the type of application he wishes to make. If he wishes to seek approval to the principle of development, he can make an outline application. This is sometimes referred to as a red line application, as a red ine is drawn around the site plan supporting the application. If consent is granted, this will be subject to reserved matters and the developer will have to seek a subsequent consent for these detailed matters later. Alternatively a full application may be made which will include all detailed matters as well as the basic principles. The Local Authority will decide the application in the context of plans which will have been previously published and approved by the Secretary of State. Under the present two tier system of Local Government, the County Councils produce structure lans for their area which show in strategic terms the type and location of development which will be permitted during the period of the plan. The District Councils produce local plans which deal with detailed matters related to specific areas of land. If the planning application does not accord with the local plan, the Local Authority will be justified in refusing the application but obviously a developer would be unwise to make an application of this type. Structure plans have a life of between 5 and 15 years and comprise a lengthy written statement supported by explanatory diagrams. The important matters dealt with in the structure plan are strategic matters such as tourism and leisure, waste disposal, new housing, employment and transport. The Authority has a two month period in which to decide an application but it can ask the applicant for more time. If the application is refused the applicant can appeal to the Secretary of state and the matter in the majority of cases, will be decided by a Government Inspector. In major cases, the Inspector will make recommendations to the Secretary of State who will, after advice, take a decision. There may also be a Public Local Enquiry here evidence is heard by the Inspector over a number of days from all interested parties. In producing their structure and local plans as well as deciding applications, Councils have to take into account policy statement produced by the government. These are called Planning Policy Guidance Notes (PPGs) and they are published or amended from time to time. Two of the most important are PPG 6 which relates to out of town retail development and PPG 13 which deals with transport. There are a total of 25 PPGs and many are frequently revised. For example a new PPG 12 was produced in April 1999. This revision emphasised the importance of regional planning which now has it own PPG (PPG 11) and also stressed the government’s commitment to a plan led system. Any developer seeking to build against government guidance as stated in the PPGs faces a long, expensive and uncertain battle and therefore is well advised to tailor development proposals to accord with published guidance. The government is at pains to demonstrate that the plan led system is sensitive to demographic changes and this is seen in the revisions to PPG 3 (Housing) which take account of the prediction that ‘7 out of ten new ouseholds forming over the next 20 years are likely to be single person households’ (Nick Raynsford, Housing and Planning Minister). A topical revision PPG 25 (Flood Risk) which aims to avoid development in flood risk areas and emphasises a precautionary approach in marginal areas with flood defences to be shown to be in place (and paid for by the developer) before development is approved. The Development Team The team will be employed by the developer at the start of a project and it role will encompass design, costing, funding and marketing. In summary its functions are as follows: Architect The Architect is the leader and coordinator of the design team who has a major role in interpreting his client’s requirements and producing a design brief. The brief establishes the client’s basic requirements and from this the Architect and other members of the design team will produce detailed design drawings. These will eventually be given to selected building contractors who will tender for the job of constructing the building. During construction, the Architect will inspect the work as it proceeds on behalf of his client. Because the Architect’s work is so important he ill be paid a fee based on a percentage of the total cost of the building work. For a new building this will normally be between 4% and 5% of the cost of the work. Quantity Surveyor The Quantity Surveyor estimates the eventual cost of the new building and will produce regular cost checks as the design is developed. Before tenders are invited from building contractors, he will inform the client of the estimated cost of the works (the pre-tender estimate) and the client can then proceed to tender with confidence. Services and Structural Engineers In some instances the engineers will be responsible for producing design drawings nd specifications of the building services (air-conditioning, electrical installation etc) and the structure (foundations, structural frame). Increasingly however, the services engineer will only produce a statement of how the services will perform (a performance specification) rather than a full design. In these circumstances, design becomes the responsibility of the contractor. Estate Agents Developers usually have established relationships with firms of estate agents who will be aware of development opportunities. The agent will also provide marketing advice and will be responsible for letting the building. Other Consultants Other consultants include solicitors, landscape architects and planning consultants. With some complicated and large schemes, a project manager may oversee the project on behalf of the client. Specialist noise or environmental consultants may be required where development will take place in environmentally sensitive areas where special planning conditions have been imposed. Successful Schemes A scheme will be successful if its location and design has attracted a number of first class tenants and will continue to do so in the future should any tenants vacate. A uccessful scheme will provide a secure and growing investment for the eventual long term investor as well as an adequate monetary profit for the developer. There are many reasons why development schemes are unsuccessful, some of which are discussed below: Poor Location This is the most obvious but nevertheless very common reason for failure. A shopping scheme may be located where there is a lack of pedestrian flow. An office building may be located where vehicular access is difficult or the chosen site does not provide the required image and identity for the tenant/s. On a wider scale, he development may be located in a city which is in decline, to the detriment of long term investment quality. Some commentators are casting doubt on the future quality of fringe of town retail warehousing schemes which do not have the support of an established town centre. Poor Design A shopping centre must be designed to maximise pedestrian flow and enable shoppers to both park and gain easy access. If the design fails to do this, the public may avoid the centre and tenants will be hard to find. Also shopping centres must allow frequent changes of image and must provide the correct ambience for the ublic. Attention to detail with the internal design will allow this to benefit the investment. Thee are many examples of office buildings constructed in the 1960’s and 1970’s which do not provide the necessary ducting and image for modern tenants using today’s technology. These developments may have been regarded as successful when they were first constructed, but in terms of a long term investment are of dubious quality. Lack of flexibility with many buildings means that where occupier requirements change the buildings cannot and voids are the result. Increased Costs during Design or Construction If a developer allows costs to increase, he will eventually make no profit whatsoever from the scheme. If costs increase beyond those used in the appraisal the developers profit will be eroded. The expertise of the design team to contain costs whilst, at the same time, producing a quality building is of vital importance but sometimes mistakes are made. A lack of coordination between building work and services is a typical example leading to redesign, delay and increased costs. Planning Errors When a contract is awarded to a contractor, it is important that the site of the evelopment is firstly in the legal control of the developer and secondly the same site for which planning consent has been granted. There have been many examples of mistakes in this area to the detriment of the project. Empty Property A newly built shopping centre with few tenants is clear evidence of a scheme which falls short of success. There are many examples amongst those centres completed during the recession. As with office and warehousing property pre-let tenants are particularly valuable in recessionary periods. Public Sector Development The Private Finance Initiative. In the past public sector development such as roads, hospitals and bridges were built by government contracting with the private sector for the design and construction works. Civil servants and their consultants would work to precise specifications of what was required to be built. When the development was complete the government would then be responsible for running the completed hospital, road or whatever to the benefit of the public. The Private ~Finance Initiative (or PFI) is intended to revolutionise the traditional method of producing public facilities described above. It was conceived in 1992 during Norman Lamont’s troubled chancellorship and was vigorously supported by his successor Kenneth Clarke. In essence PFI only required the government to state how the building is to be used and the performance it must achieve. The private sector is then invited to tender for the design, construction and running of the new facility. The reward for doing this is negotiated with the government agency responsible for the facility and will usually take the form of a regular monetary payment so long as the facilities provided continue to meet the agreed criteria. Kenneth Clarke stated that PFI is ‘a radical and far reaching change in capital investment in public services which will break down further barriers between the public and private sectors’. The central argument in favour of PFI is that the private sector is more capable of promoting efficiency than government and will provide business solutions to public sector requirements. It is also argued that the risks of increased construction and running costs, which appears to be a feature of public sector schemes, will disappear with PFI where all the risks are borne by the private sector. Critics of PFI point out that it is extremely difficult to produce a performance specification for, say, a highly complex building such as a hospital and this will lead to private sector contractors being allowed to cut corners to the detriment of the public. It is also pointed out that the government can always borrow money more cheaply than the private sector and that this will inevitably lead to increased costs which will be passed on to the public. The change of government in May 1997 led to a thorough review of the experience gained from using PFI in the previous five years. Malcolm Bates was appointed to arry out a review which resulted in 29 recommendations aimed at rationalising and reinvigorating the PFI process. The ‘Treasury Taskforce’ was the government’s response to the review and this body consisted mainly of city financiers who were charged with building up PFI expertise in government. The taskforce had a life of three years and is replaced by ‘Partnerships UK’ which will operate as a joint private/public consultancy to assist with the PFI process. There are currently hundreds of PFI schemes in the process of completion and the present government is wedded to this form of procurement for public sector projects. How to cite Successful Property Development, Papers

Project Management Denver International Airport

Question: Discuss about the Project Management Denver International Airport. Answer: Introduction In this paper, the discussion is presented over showing several problems in Denver International Airport Baggage Handling System and recommendations to counter them. Therefore, the issues and mode of failure is identified to follow lack in decision-making. In an overall, poor decision-making in Baggage Handling System led to complete disaster. Furthermore, in next section, the project problem is depicted with suitable identifications of issues and several impacts (Burge and McCall 2015). The risks of decision-making are demonstrated with formulating the recommendations. The recommendations are key perspectives so that the failures could be mitigated. Moreover, the decisions due to change in strategy, proceeding concepts, poor scheduling, scope identification, and change acceptance led to brink of disaster. Some further problems are identified as risk management and change in leadership. Different path in decisions and lack of feasible building structure is another problem to this sce nario of Denver International Airport Baggage Handling System. Therefore, the sections are included with mitigation strategies for making the system work with suitable technique. Project Problem Basic mode of failure suggested that issue of line balancing was primary cause for failing the baggage operation system. Line balancing is an algorithm for checking the pickup points and modeling the queue process of baggage handling. This algorithm failed to anticipate where the empty cart is present for taking the baggage as well. Moreover, the project started too late from general schedule so taking more time than usual. Furthermore, the original product should be tested, built, and commissioned. These continuous processes were absent or malfunctioning in the developed system (Mitchell 2016). Similar projects of San Francisco system and in Munich took two years to complete, therefore, Denver International Airport Baggage Handling System is scheduled to take little more than two years. These complexities were underestimated at the time of developed, making the entire project miserable with taking more time than usual schedule (Orhof, Shenhar and Dori 2014). The general schedule of the Baggage Handling System Project consists of several critical activities; making the project complex to complete within allocated time and budget. Recommendations to the Identified Problems in Terms of Theory For the key decision 1: Change in Project strategy should adapt different technical drivers that help the organization to adapt the required changes. For key decision 2, the decision to proceed, Statistical decision making theory is suggested to undertaken. Bothe slinger and BAE have shared their thinking perspectives. The senior management team of Denver airport authority failed to achieve the business goal due to lack of proper decision making approach. For the key decision 3: Schedule, scope and budget commitments proper cost benefit analysis in terms of ROI calculation is required to be done to mitigate the budget oriented issue from the core of the project management. For the key decision 4: Acceptance change theory in terms of systematic change initiative and internal change management theories should be adapted by the Denver International Airport Authority. Other changes that the industry failed to adapt are as also efficiently identified. For design and physical building structure of the airlines baggage handling system appropriate project planning theories are required. Again, for Routine and strategic decision making theory is needed to be adapted for the key decision 6 that is to seek the different path. In order to overcome the drawback of the risk management failure probability matrices theory will be used. For the leadership change contingency theory is needed to be used to mitigate the identified issues. On the other hand certain issues are also determined in the design and architecture, for resolving the design oriented issues appropriately during the project initiation phase, prototype model or incremental model should be adapted. For measuring the scope, schedule and budget commitment ROI calculation is necessary. In the project initiation phase it will help the developers to understand the project feasibility. Recommendations In order to make the Denver International Airport one of the most efficient and busy these key theories should be adapted by the management authority. The airports project management failed to adapt the technology shift those were required to be undertaken to serve the organizational responsibilities appropriately. The recommendations are as follows: For resolving this issue cloud platform is needed to be adapted by so that during sudden change no confidential information gets lost from the data server. The Statistical decision making theory will help to measure all the effective and necessary aspect of the project management. According to the changing time period the incremental model will help to design the model appropriately. Additional requirements could also be added to the existing model and as a result it will serve a dummy as well as strategic business model to Denver International Airport Authority. The change management theory will help to determine the issues in the initial stage and then as per the user and organizational need the changes will be done to gain competitive advantages from the marketplace. Mainly the project specific changes are recommended to acquire by Denver International Airport. In order to organize and lead the changes as per the user requirement contingency theory is suggested to be adapted by the management authority. Based on the current situation of the business organization, the leaders will play their job role efficiently. After combining every aspect it has been found that the main reason behind the project failure is improper decision making. Thus, in order to make effective decision proper decision making tools are suggested to be adapted. General Conclusion In brief, the entire paper is an effective piece of study showing how the project managers should face the problems and how to tackle them with maintained time and cost. The recommendations and attached theories are important for suggesting best suitable solution as well. Some decisions that led the project to failure during implementation; some of them are fundamental and some of them are related with managing the project. For instance, project started too late from general schedule taking higher amount of compensation cost to complete. In this manner, project took more expenditure than planned. Furthermore, just two-year time was insufficient for completion of the project. Limited time made the entire project success vulnerable with meeting all derived objectives. Massive level of schedule adjustment and crashing of internal activities made the project exposed to threats. In order to complete the project within two year, the project management team took several shortcuts for completing the activities. Their mistakes made the project failed along with poor and inconsistent decisions. Besides, the project management team failed to see what technology is suitable for baggage system handling. Thus the project faced planning failure, moreover, from slingers approach project required some aspects and from BAEs approach project requirement was another. 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