Denver International Airport Project - Free Essay Example

Sample details Pages: 12 Words: 3727 Downloads: 1 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1. Project Concept and Strategy 1.1 Is the decision to build a new airport at Denver a strategically sound decision? Give Reasons for your opinion. Don’t waste time! Our writers will create an original "Denver International Airport Project" essay for you Create order Yes, the decision to build a new airport at Denver is a strategically sound one. This is because Denverà ¢Ã¢â€š ¬Ã¢â€ž ¢s Stapleton Airport was experiencing brisk growth prior to deregulations. Deregulation meant open market competition that would bring air travel within the reach of average person thereby increasing air traffic at the Stapleton Airport. Moreover, the regional council of governments predicted that the airport would not be able to handle the necessary traffic by 2000. Stapleton could have been modernized giving it a lease of life for another five years but Denverà ¢Ã¢â€š ¬Ã¢â€ž ¢s remote location meant that the insufficient capacity problem would still persest and could cause city to lose valuable business. Denver Stapleton airport was also one of the major connecting airports and was ranked in top ten worst air traffic bottlenecks in United States. These bottlenecks at Denver affected other airports as it had only two runways located very closely to each other which in bad weather were considered one. The new airport was meant to solve this bottleneck problem for Denver city. Stapleton airport was affected by high velocity winds which resulted in operations being shifted from one direction to the other, this procedure wasted 45 minutes. The new airport would bring this time to 4 minutes thereby saving cost and time for the airport. 1.2 Using the Gray and Larsonà ¢Ã¢â€š ¬Ã¢â€ž ¢s model, write a simple project scope statement for DIA project. Project Objective: Constructing a world class international airport that would serve the needs of the city for at least fifty to sixty years with an estimated cost of $1.7 billon. Deliverables:- Building a world class international airport for Denver City. Ten 12,000 runways and two 16,000 foot runway. 327 foot FAA air traffic control and a base building structure. Runway/taxiway lighting system. Creation of a buffer zone to protect surrounding residents. Building three concourses with 72 airline gates and 18 commuter gates. DCV baggage handling system for the entire airport. Milestones:- Passing of Airport Referendum. Land Selection and other legal clearance Airport Design Project Management teams selection Construction of the runways Construction of airport facilities Opening Day Technical Requirements:- Continuos noise monitoring and limits on business which are in direct competition with the existing business in Adams County. Prohibiting residential development within 60 LDN noise level. Translucent tent-like roof for the Airport. Runway/taxiway lighting system. All three concourses to provide 70 airline gates and 18 commuter gates. Fully automated baggage handling system. Limits and exclusions:- BAE would design and build the automated baggage handling system. U.S. West Communication Services was responsible for Airportà ¢Ã¢â€š ¬Ã¢â€ž ¢s telephone services. The City of Denver, Greiner Engineering and Morrison-Kundse Engineering will comprise the project management team and will be responsible for information management, managing costs, scheduled coordination and administration of the contractors. New Orleans Architectural firm responsible for creating standards that would unify the whole airport and to do the schematics and design development of the main terminal. Review with customer:- Review is to be done with the Denver City Council. 2. Project define and planning 2.1 Did the project plan explain how risk management, and any changes in the project would be controlled? Should this be part of the plan? Give reasons. DIA project plan did not explain how risk management or any other changes in the project would be controlled. Project Management teams often use Statement of work (SWO) or Project Charter to establish risk limits (Larson Gray, 2011). DIA case study does not provide any evidence as to the use of these documents to establish risk and to manage them. Risk are always perceived to have negative impact but they can also be positive (Turbit, 2011). Therefore, Risk management is very crucial part in project planing as the future is uncertain and what risk management can do is to identify all the potential risk and assign contingence plan for the same. Turbit (2011), has given the basic steps for risk management, these are:- Risk Identification Risks Quantification Risk Response Risk Monitoring and control By following these simple steps, risks can be identified and appropriate contingencies plans for them same can be made. These steps if followed correctly justify the importance of risk management in project management. 2.2 How many times has the DIA project changed the scope and what are the effects of scope changes on project management? Project Scope is à ¢Ã¢â€š ¬Ã…“The work that needs to be accomplished to deliver a product, Service, or result with the specified features and functions.à ¢Ã¢â€š ¬? Going by this definition the scope of DIA has been changed seven times thereby extending the deadline of the project. These are as follows:- In March 1993:- Denver Mayor announced that opening would be postponed to December of 1993. The effect of this is the rise in cost form $1.7 billion to $2.7 billion. In October 1993:- Opening date pushed to March 1994. Delay associated with problems in Baggage handling system and fire- security system. The effect of this was the projects cost rising to $3.1 billion and upset cargo carriers. In December 1993:- Due to incomplete baggage handling system another delay announced. In February 1994:- Opening rescheduled to May 1994 due to the incomplete baggage handling system. In May 1994:- Another delay in opening and Hiring of two German experts who had worked on a similar baggage handling system at Frankfurt airport. In August 1994:- Indefinite delay in opening announced, manual backup baggage handling system. The effect is, rising costs now estimated at over $4 billion. The effect of scope changes on project management is scope creep and rising costs. DIA project managers have incorporate so many small changes giving rise to so much additional work that the budget in hand and the time needed to accomplish the project is now insufficient resulting in seven delays in project completion. 2.3 Recommend a suitable project organisation structure for DIA project and justify your choice. The project organisation structure that I would recommend for DIA project is Organising projects as dedicated teams. Following are the reasons for my choice:- Simple: As the project teams comprise of specialists the functional organisations working is not affected by the formation of such project organisational structures (Larson Gray, 2011). If this structure was adopted the City of Denver would have been kept out of Project management and only the specialist team would have been responsible for the project Fast: It has been observed that dedicates teams accomplish the projects much more quickly as every team memberà ¢Ã¢â€š ¬Ã¢â€ž ¢s effort is dedicated to one common goal (Larson Gray, 2011). In DIA this was not the case as three Project Management teams were coordinating there effort. Staff adhesion and high motivation: Team members show high degree of motivation, adhesion and responsibility as everyone in the team is working for a common goals (Larson Gray, 2011). If DIA had followed this structure the responsibility and ownership of task would have been much easier. Cross Functional Integration: People with different skill set work towards the optimisation of project even if it is not there area of expertise (Larson Gray, 2011). Freedom to project manager: compared to other to form of project organisation structure the project manager has comparatively more freedom to control their team resulting in better and quicker decision making (Larson Gray, 2011). 3. Communication and Stakeholder Management 3.1 Project communications were apparently poor. Give examples of two communication mishaps and justify your answer. According to Larson Gray (2011) Communication is one of the main components in project management. However, in DIAà ¢Ã¢â€š ¬Ã¢â€ž ¢s case the communication was rather poor. Examples of two communication mishaps are as follows:- No inputs from the two major Airlines in the design phase: 80% of the flights at Stapleton airport were controlled by United and Continental yet no inputs or their involvement in design face was never sought. This was a major communication mishap, because these two would be the major controllers of flights at the new Denver International Airport. Failure to get their vital input in the design phase was a failure on the part of PMT. DCV system: Good project communication plan would have told the team member about the issues and risks associated with this complex baggage handling system. But communication in regards to DCA system was a diaster in project management perspective. The terminal construction had already begun and no one knew what the design of DCV system was. No one was aware of the risks and complexity associated with such system. This is an instance of a major failure of communication in the DIA project. 3.2 Why was Unites Airline opposed to expansion of Front Range Airport? UPS wanted to build a regional hub at the Front Range Airport. This required federal funds. If FAA granted funds for UPS regional hub then a commercial airlines could not be prohibited from setting up shops in the Front Range Airport. As costs were already fixed the threat to United Airlines was from the low cost carriers who would have operated at Front Range Airport. If this happened it would reduce the passenger traffic at DIA which equated to less profit for United Airlines. To curb UPS ambitions United filed a lawsuit. Moreover, it also secured the passenger number at the new DIA airport. 3.3 Why is Stakeholder involvement so critical? Briefly explain four main stakeholdersà ¢Ã¢â€š ¬Ã¢â€ž ¢ interests or objectives? Stakeholders includes everyone whose interest the project affects negatively or positively (Larson Gray, 2011). This definition of the stakeholder makes it very clear how important stakeholders are to a project. If the Project Manager does not understand how different stakeholders affect the project it can de detrimental for the projectà ¢Ã¢â€š ¬Ã¢â€ž ¢s completion. Therefore, it is important to manage their dependency on the project. Four main stakeholderà ¢Ã¢â€š ¬Ã¢â€ž ¢s and their interest / objectives Adams County: Adam County is interested in DIA because it is being constructed in their area. Their objective is to ensure the interests and safety of people living in its area. This is being done by creating buffer zones, keeping the noise pollution down and the limits on new business opening as a consequence of DIAà ¢Ã¢â€š ¬Ã¢â€ž ¢s construction. New Orleans-based architectural firm:- One of the contractors of DIA. Their objectives are:- Creating standards for the unification of the airport and taking the design of main terminal through design development and schematics. BAE:- One of the contractors for DIA. Their objectives are to design and build the baggage handling system within two years. U.S. West Communication Services: Is one of the contractors in the DIA project. They are responsible for the telephone services of DIA. 4. Risk Management 4.1 What appears to be the single greatest risk in the decision to build DIA-discuss? The single greatest risk in the decision to building DIA is that the construction of the Airport began 1989 without a signal contract being signed between DIA and the two major airlines, Continental and United. These two airlines were the main stakeholder in the project and were likely to control 80% of the flights at DIA as they did in Stapleton airport, they convinced DIA to make some substantial changes and addition to the originally plans. DIA did oblige to their request but without any agreement between them. If the two later on decided not to operate at DIA they could not be forced to do so as they were not legally bound by any contracts. 4.2 How did DIA project handle risk? Was this effective? What might they have done? DIA only did the preliminary risk analysis which involved only three areas, these were weather, cost and human resources. Apart form this no risks analysis were done. These risks analysis were not that effective as it was seen in cost risk analysis where the bids for construction were received below cityà ¢Ã¢â€š ¬Ã¢â€ž ¢s own estimates. DIA project did not have a proper risk management programme. After Mr Waddles left DIA to join State of Colorado the project was without a full-time risk manager for several months and eventually a replacement was found in Molly Austin Flaherty. To sum up whatever endeavours DIA undertook in regards to risk management were unsuccessful. To manage risks more effectively DIA should have undertaken the risk management process. This process includes four steps, these are (Larson Gray, 2011):- Risk Identification Risk Assessment Risk Response Development Risk Response Control If DIA had diligently followed these steps it would have been in a far better position to identify all the risk involved with the project and develop appropriate responses for them. 5. Contracting Services 5.1 à ¢Ã¢â€š ¬Ã…“Construction began without a signed agreement from Continental and United Airlinesà ¢Ã¢â€š ¬?- why is a formal signed agreement necessary in this project? Continental and United were the main stakeholders in the DIA project; together both controlled 80% of the flights at the Stapleton airport. Given their existing presence in the Denver air space it was given that they would be the major users of the new DIA airport. Denver City Council should have formally involved Continental and United in the DIA project as they could have given vital inputs at the design phase and should have sign an agreement with them. Instead, DIA project planners made important changes to the original design on suggestions made by the two airlines. Moreover, these changes were made to the original plan without any contract being signed between them and the two airlines. DIA should have signed agreement with both of them as this would have lead to the sharing of risk that would have risen through the changes proposed by the two airlines (Larson Gray, 2011). The commitment would also have assured a commitment of maintaining a certain number of flights at the new DIA airport. However, DIA opted for not having any agreement with the two airlines. This left DIA venerable, as both could reduce their operations at the new DIA airport or withdraw from the new venture altogether. This meant that the very companies on whose base the billion dollar investment was planned and constructed could walk out at will as they were not binded by any formal agreements. 5.2 What contractors were involved in the DIA project and briefly explain two main contractorà ¢Ã¢â€š ¬Ã¢â€ž ¢s performances. The Contractors that were involved in the DIA project are:- Morrision-Knudseb Engineering (MKE):- Contracted for Project Management Team. Greiner Engineering: Contracted for Project Management Team. New Orleans Based Architecture firm: Contracted for creating unified standards for airport and taking the design of main terminal through schematics and design developments. BAE: Contracted for the design and building of baggage handling system. US West Communication Services: Contracted for DIAà ¢Ã¢â€š ¬Ã¢â€ž ¢s telephone services. Union Pacific: Contracting for designing track for the train that would connect Denver to DIA. Bechtel Corporation: Responsible for transferring of airport facilities from Stapleton airport to DIA, this has to be done over night. Two Main Contractors Performance:- BAE: They were responsible for designing and building the automated baggage handing system. BAE was brought into the project after 3 years of construction and still BAE miscalculated the time it needed to complete the project and committed to do the entire work in two years which otherwise would have taken eight years. BAE miscalculated the work involved which resulted in the baggage handling system not being delivered at the required time. To sum up BAEà ¢Ã¢â€š ¬Ã¢â€ž ¢s performance was unsatisfactory for this project. Greiner Engineering: Was one of the firms in the project management team (PMT). The PMT did not perform satisfactorily. Things such as risk management, project communication biding, to name few, were not performed satisfactorily by the PMT. 5.3 Did the project follow a systematic bid process? What might they have done? No, the project did not follow a systematic bid process. Case litterateur does give some evidence in regards to the biding process but it is not strong enough to classify the biding process as systematic. There is an instance in case where the New Orleans based architecture firm was selected on their past experience with Denver city council thereby providing further evidence that a systematic biding process was not followed. DIA should have followed the RFP process. The first step the Project manager should have done was to develop the Request of Proposal (RFP) for the project or for parts of it (Larson Gray, 2011). Then the RFP/s should have been announced to the outside contractors with adequate capabilities and expertise (Larson Gray, 2011). The next step would have sees the interested contractors submitting written bids which would have been followed by DIA project mangers selecting the bid that best meet the requirements of RFP/s (Larson Gray, 2011). This process would have ended by providing explanations to contractors as to why they were not selected (Larson Gray, 2011). 6. Progress Monitoring and Control 6.1 Identify the main causes of schedule variation in DIA project. Numbers of causes were associated with the scheduled variation of the DIA project but the main ones are listed as follows:- DCV baggage handling system: according to case literature the baggage handling system delayed the DIA project four times. Two specialists were hired from Germany to iron out the problems with the baggage handling system at the DIA airport. Ultimately a back manual system was financed by DIA authorities as the reliability and completion of the automated system could not be guaranteed by the contactors. Frequent Scope Changes: The scope of project was changed on a number of occasions, though the changes were minor but their aggregated effects on the project cost and its completion were immense. Communication Plan: The project did not have an effective communication plan. There was no communication between the different stakeholders resulting in scheduled variation of DIA project. Risk Management planning: The project managers of DIA did not evaluate the risks involved with the project nor did they develop an effective communication plan to tackle the identified risks. This also led to the scheduled variation of the project. 6.2 What would you have done when you saw that the project would not meet its schedule? If I saw that the project would not meet its deadline I would have done the following things:- Conducted an in-process Audit: In-process audit would have been used by me if I saw the project would not meet its deadline. This is because it allows for corrective actions if the situation changes keeping a strong focus on project advancement and performance (Larson Gray, 2011). This would also help to identify constraints in the project. Implementing Integrated Cost/schedule system: The major problems that the builders of DIA had were the costs, time and communication in the project which were beyond their control. According to Larson Gray (2011), as time passes the ability to influence a particular cost decreases. Therefore, a well integrated cost/schedule system will be able to keep the costs and schedule in check through timely reporting of the same. This will also aid in better decision making as all the stakeholders will be provided with the same facts and figures. Resource levelling: DIA is a time constraint project. I can use resource levelling technique to delay non-critical activities and concentrate on critical ones (Larson Gray, 2011). 7. Project Closeout 7.1 Highlight the major areas of strength in the management of this project. DIA project did not have much to speak about, but a couple of things do deserve to be mentioned, these are:- Even though DIA failed to involved all the stakeholders effectively into the project. They however, did work efficiently with stakeholders, whom they were involved with, to resolve their queries and objections. The original Airport design had four concourses but DIA project plannerà ¢Ã¢â€š ¬Ã¢â€ž ¢s had efficient WBS to build only three concourses in order to keep the budget down. 7.2 The DIA project was evidently not well run. Why? Give reasons for your opinion. Yes, the DIA project was evidently not well run. The reasons are as follows:- Inadequate Risk Management: Though DIA project managers did under take risk management it was not sufficient for the project. The risk management process failed to identify critical risks which resulted in waste of time and money to cope up with such risks. Moreover, the project was without a full time Risk Manger for several months. Lack of effective communication plan: DIA did not have a well executed communication plan. Consistent and timely information about the project was not given to various stakeholders. This effected the decision making process as everyone was not on the same wave length. Scope creep: DIA project managers kept on including small tasks without realising the impact it was having on the scope of the project resulting in increased costs. 7.3 Overall, What lessons have you learnt from DIA project? The lessons learnt from the DIA project are as follows:- Involvement of main stakeholders: It is very important and crucial for a projects success to involve the main stakeholders in the project. DIA made a blunder by not involving the Continental and United in the design phase ad these two could have given vital inputs in the design phase. Moreover, their involvement in the inception stage would have meant that the later changes made by each of them to the design would not have happened. Importance of Risk Management Process:- A proper well execute risk management process is very important for an project as it prepares and makes the management about all the risk that may arise and equips them with options to tackle the risks as and when they may arise. Importance of communication plan: A well executed communication plan delivers consistent information to the various stakeholders thereby increasing the speed of decision making process. Setting realistic goals: Management should take into account the budget and the time before setting up any goals. Prime example in the case is of the automated baggage handling system. The system involved eight years of work but the contractor committed to complete it in two years which was not a realistic goal. Proper biding process should be followed: A proper RFP process should be followed. This given equal chance for all the external contractors to participate in the biding process and ensures that deserving contractors will be selected which ultimately will be beneficial for the project.

William Faulkner Essay - 1234 Words

Faulkner grew up in Mississippi in the beginning of the twentieth century (William Faulkner; 699). He was the son to Murray C. and Maud Butler Faulkner (Hoffman 13). Growing up in the South in the early 1900s meant being exposed to harsh racism. He watched the blacks endure unbelievable amounts of cruelty and was amazed at how the blacks conducted themselves with such dignity. He witnessed, first hand, what discrimination is and could not comprehend why this goes on. In many of Faulkners works I found that he portrayed blacks as quite,easy-going, well-tempered people. He attempted to show them as heroes. It is my belief that Faulkner writes about the south because that is the subject that has affected his life most.†¦show more content†¦He was never put to death because he was proven innocent by a young white boy named Charles Mallison. This boy had been bothered for years because he had eaten part of Lucass supper once. Charles tried to repay the Negro but Lucas wanted noth ing in return. The boy thought he had finally repaid Lucas by proving his innocence until he learned that Lucas had given two dollars to the boys uncle for saving his life. Here Faulkner shows the humbleness of the black man in the old south. In this novel, Charles comes of age and realizes that the game; of life is not always fair. Edmund Wilson states, It is his loyalty to the old Negro that leads to the discovery of evidence that the crime has been committed by someone else; and his emergence, under the stimulus of events, out of boyhood into comparative maturity is as much the subject of the book as the predicament of the Negro; (Edmund 219). nbsp;nbsp;nbsp;nbsp;nbsp;Another story of Faulkners that contains the maturing theme and has a Southern setting is A Rose for Emily.; This one, like most of his others, takes place in the southern part of the United States. 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Strokes Essay Plan

Question: Discuss about a Report on Strokes for Essay Plan? Answer: Introduction: In the world, approximately 40% males and 60% females die every year due to strokes. A stroke occurs when supply of blood to the brain is either reduced or interrupted. In this condition, the brain does not receive enough oxygen and nutrients this causes the death of brain cells (Hemphill et al, 2013). A stroke more commonly occurs in people who are overweight and are either 55 or older in age. Lack of exercise, heavy drinking and use of illicit drugs causes strokes too. It can also be due to genetics reasons in people who have a family history of strokes (Jauch et al, 2013). There are two major kinds of stroke: Ischemic stroke Hemorrhagic stroke: Strokes are caused due to hypertension, aneurysms, thinning of blood due to medications and trauma. However, the two kinds of strokes have different causes, which are discussed separately. : They constitute around 85% of the strokes. They take place when the narrow arteries connected to the brain become narrower or blocked causing reduction in blood flow. They can be caused by blood clots or by fatty deposits in the artery known as plaque (Party, 2012). : They are caused when the arteries of the brain either leak blood or burst open. The brain cells are then damaged by the leaked blood, causing strokes (Mozaffarian et al, 2014). Most of the times strokes occur very quickly, so often diagnosis of stroke has to be made before the patient can be seen by a doctor. An acronym FAST is an easy way to remember the symptoms of stroke and can help us to identify the occurrence of stroke on someone (Jauch et al, 2013): Place drooping: to identify if one side of the face droops when the person smiles. rm weakness: the persons arm drifts downwards when they try to raise it. peech difficulty: slurring of their speech. ime to call 911: the emergency services should be called in case the above symptoms occur. However, in order to comprehend the comprehend the severity or actual nature of the stroke; the following tests are done by the doctor. CT scan: X-rays that can detect haemorrhages, strokes etc. MRI scan: it creates the brains image and detects any damage in the brain using radio waves (Party, 2012). Carotid ultrasound: it consists of an ultrasound scan to monitor the blood pressure in the carotid arteries and to check the presence of plaque. Cerebral angiogram: in this, the blood vessels of the brain are made visible under X-rays, by injecting certain dyes into them, to present a detailed view of the neck and brain arteries (Hemphill et al, 2013). Echocardiogram: producing an image of the heart, to detect any sources of clots which could have caused stroke in the brain. Transoesophagy: in this an ultrasound probe is inserted behind the heart in the gullet to produce a clear picture of any clots in the heart. Swallow test: the patient is asked to swallow 2 teaspoons of water first, then half a glass. He is then sent to a therapist if he is not able to. Treatment: Since the cause of both the types of stroke is different, therefore the treatment procedures for both are also different. Ischemic: The different ways to treat ischemic stroke are: Administering anticoagulants like warfarin and antiplatelet agents like aspirin which prevents blood clotting and so prevents stroke. Administering antihypertensives that treat high blood pressure by opening the blood vessels (Garcia et al, 2013). Statins can be administered to lower the cholesterol level which in turn prevents hypertension (Mozaffarian et al, 2014). Carrying out Carotid Endarterectomy in which blockage of the blood vessel is removed from the carotid artery surgically. Angioplasty can also be carried out in which steel screens called stents are used to open up the blood vessels and to prevent the blood vessels from getting choked (Furie et.al, 2011). Another endovascular treatment called Thrombectomy, can be done in which doctors remove a blood clot by sending a stent retriever (wired cage like device) to the location of the clotted vessel. In case of hemorrhagic stroke, the BP, seizures as well as bleeding should be controlled using: Prophylactic anticonvulsant therapy is suggested in patients that suffer from lobar haemorrhages in order to decrease the risk of seizures. It can also be used in patients with aneurismal subarachnoid hemorrhage. Antihypertensive agents: that reduce BP and other threats to heart diseases. These lessen the growth of hematomas , mainly in patients who have received antithrombotic therapy (Garcia et al, 2013). Beta blockers like labetalol angiotensin-converting enzyme inhibitors like enalapril are used. Osmotic diuretics: to reduce the intracranial load in the subarachnoid space. They use mannitol and hypertonic saline Hemostatic therapy: this involves the use of RfVIIa to stop the hemorrhage or to prevent the expansion of hematoma (Hemphill et al, 2013). Reversing Warfarin coagulation can also be done by Giving vitamin K intravenously Giving fresh frozen plasma (FPP) Giving Prothrombin complex concentrates (PCC) Giving rFVIIa From the study conducted above we learnt that stroke is a case of medical emergency which occurs when supply of blood to the brain ceases (Garcia et al, 2013). And the brain cells begin to die immediately. Two main types of strokes exist. The more common one that is the ischemic one occurs due to a blood clot that causes blocking of a blood vessel in the brain. The other kind or the hemorrhagic one is caused due to breaking or rupturing of a blood vessel and leaking of blood into the brain. Among its common symptoms are facial drooping, sudden confusion, trouble in walking, headache etc. In case a stroke is encountered, the patient should be immediately taken to the hospital and treatment should be given within 3 hours of the occurrence of stroke (Furie et.al, 2011). Treatment commonly consists of administering different medications, which reduce blood clotting and BP, while other treatments involve surgical removal of the fatty plaque. References: Furie, K. L., Kasner, S. E., Adams, R. J., Albers, G. W., Fagan, S. C., ... and Wentworth, D. (2011). Guidelines for the prevention of stroke in patients with stroke or transient ischemic attack a guideline for healthcare professionals from the American Heart Association/American Stroke Association.Stroke,42(1), 227-276. Garca-Rodrguez, L. A., Gaist, D., Morton, J., Cookson, C., and Gonzlez-Prez, A. (2013). Antithrombotic drugs and risk of hemorrhagic stroke in the general population.Neurology,81(6), 566-574. Go, A. S., Mozaffarian, D., Roger, V. L., Benjamin, E. J., Berry, J. D., Blaha, M. J., ... and Stroke, S. S. (2014). Heart disease and stroke statistics--2014 update: a report from the American Heart Association.Circulation,129(3), e28. Hemphill, J. C., Greenberg, S. M., Anderson, C. S., Becker, K., Bendok, B. R., Cushman, M., ... and Woo, D. (2015). Guidelines for the management of spontaneous intracerebral hemorrhage a guideline for healthcare professionals from the american heart association/american stroke association.Stroke, STR-0000000000000069. Jauch, E. C., Saver, J. L., Adams, H. P., Bruno, A., Demaerschalk, B. M., Khatri, P., ... and Yonas, H. (2013). Guidelines for the early management of patients with acute ischemic stroke a guideline for healthcare professionals from the American Heart Association/American Stroke Association.Stroke,44(3), 870-947. Kidwell, C. S., Jahan, R., Gornbein, J., Alger, J. R., Nenov, V., Ajani, Z., ... and Saver, J. L. (2013). A trial of imaging selection and endovascular treatment for ischemic stroke.New England Journal of Medicine,368(10), 914-923. Murakami, Y., Huxley, R. R., Lam, T. H., Tsukinoki, R., Fang, X., Kim, H. C., ... and Asia Pacific Cohort Studies Collaboration. (2012). Diabetes, body mass index and the excess risk of coronary heart disease, ischemic and hemorrhagic stroke in the Asia Pacific Cohort Studies Collaboration.Preventive medicine,54(1), 38-41. Party, I. S. W. (2012). National clinical guideline for stroke.

Three Magical Wishes Essays - Superstitions, Wish, Locket, Genie

English 2B C Allen 9/4/14 Three Magical Wishes I was sitting on the beach when I noticed a shimmering light in the corner of my eye. As I looked over I saw a shiny gold necklace lying in the sand. I quickly walked over to the necklace and realized it was vibrating. As I opened the locket I heard a high-pitched voice, which startled me. Inside the locket was a tiny genie who was sitting on the inside part of the necklace. Hello, my name is Tom and Im a genie here to grant you a material wish, a philosophical wish and a future goal wish. Cautiously I accepted the offer and began thinking about what I wanted to wish for. After thinking long and hard about what I wanted my material wish to be, I finally decided I wanted to own a G Wagon. A G Wagon is one of the most expensive cars so I knew I would never get one from my parents and I would probably never buy one myself. The style and colors of the G Wagons were also a huge reason in finalizing my decision on what to wish for. As I told Tom what I wanted, a pair of keys appeared in my hand. This was by far the best day of my life. There are so many things I wish I could change in this world. For my philosophical wish, I chose to find a cure for ALS. To me, ALS is one of the worst diseases someone can get. As your body slowly stops functioning your brain is perfectly fine so you basically watch yourself die. I dont want anyone to have to suffer through a disease like that so when thinking of a philosophical wish, it was fairly easy. Being successful in whatever I do would be my future goal wish. So many doors would open if I were successful in whatever I set my mind to. Finding a job would be less hard because I would be good at whatever I was pursuing. I have trouble in subjects such as math so I wouldnt have to deal with struggling in that course anymore. Having everything come naturally to me so I could do well in every aspect of my life would be great! Soon after I was granted my three wishes, Tom told me he had to go back inside of the locket to go grant other peoples wishes. I walked with Tom to the locket and slowly placed him down in it. Tom, thank you for granting my three wishes I said and just like that, Tom was gone. I was so happy with all my wishes and my life, to me, was perfect.