Wednesday, August 21, 2019
The Role Of Alfieri in A View From A Bridge Essay Example for Free
The Role Of Alfieri in A View From A Bridge Essay This essay that I have written about is from the book A View from the Bridge. And I am going to discuss how Arthur Miller (the Author of this play) has achieved such dramatic impact by using Alfieri. In this play Alfieris role is very important. He tells us more about the characters like a narrator; he sets the scene and the environment. He is an engaged narrator, helping the audience in every way to understand the story. Arthur miller has used the characteristics in Alfieri to divide the play in different ways. The character helps us to understand the background information, which we might have missed. Alfieris role is to unfold the play to the audience. He makes the audience get involved and plays with their emotions and helps them understand the story. The audience, including me, believe Alfieri because he is a lawyer and knows the most. He creates tension and emotion for the audience and the characters. I think he has so much pressure from being told the background information about the characters. I think he is drowned in stress and needs to talk to someone. I think thats why he talks to the audience. Alfieri also gives the feeling that he is retelling the story, because he mostly speaks in the past tense. The community in this play respect Alfieri because he is a lawyer and helps the rest of the characters out. Alfieris role is like a chorus, always reminding its tragedy. He creates suspense in the audience and gets them hooked to the play. The author must have thought very hard about this. The author makes the play feel like its a cliffhanger and makes them addicted to the play and makes them want to watch more. When Rodolpho wins Catherine, Eddie feels left out and jealous. He feels betrayed by Catherine and that she has ran off and lives her own life. This could also be the reason for his fear of Catherine growing up, and that she is not a little baby anymore. Eddie thinks Rodolpho is gay because he has blond hair and does cooking and sewing. Eddie feels justice must be served. Eddie goes to Alfieri (the lawyer) and tells him about Rodolpho. Alfieri is an educated lawyer, this contrast with the characters like Eddie. Alfieris language is very high standards. His role is to be an expert adviser and represents the American law. He is Eddies advisor. Sometimes he uses imagery to describe something. He uses similes and metaphors. He is giving the audience a clearer view and to convey to the audience that this story will end tragically. He keeps the audience thinking and helps them concentrate towards the play. He also uses imagery to tell the audience about his characters. For example: He walked in the room, and his eyes were like tunnels. This is a simile, this could mean Eddie was thinking deeply and like he committed a crime or he had some passion or he was stressed, obsessed or he had a deep desire or he was not aware of whats going on. In most of Alfieris scenes he develops tension, action, he also helps us like a guide. He moves the scene on to the next one. In the first scene in Alfieris office is where the main message of the play comes to light. That is love, morality, law come to life. The way the Arthur Miller done this is very clever. At the start of each scene Alfieri introduces who is in the scene and the setting, plus he creates the time and atmosphere.
Tuesday, August 20, 2019
Funding on Flat Per Diem Rate
Funding on Flat Per Diem Rate 1. According to the case scenario this report will discuss funding on flat Per diem rate in comparison with funding on DRG basis and there positive and negative aspects. Flat per diem rate funding is defined as a prospective payment method in which a provider is reimbursed at a definite rate depending on the number of days a covered patient is hospitalised. To decide the cost by Per Diem method, number of days a patient is hospitalised are multiplied by per diem rate. In case previous data is not available then the providers and third party payers consider factors including volume of services provided, length of stay and how severe was the patient illness. The advantages of per diem are due to the fact that as payment is made on daily basis the hospital benefits by increasing the length of stay and also enhance the number of inpatient admission. (2) Due to the hospital incentive involved more attention is given to patients and when after treatment of primary diagnosis is complete they shift to secondary diagnosis treatment. The disadvantages of per diem are that as payments are made daily this method is not cost effective for the patients. (2) There is an increase in number of admissions and also the length of stay of patients. The Diagnosis Related Group (DRG) system is a classification in which patients are grouped on basis of comparable diagnosis, treatment, utilisation of resources, cost and length of stay.(WHO 2007) The merits are due to reason as DRG providers are recompensed on a fixed rate there is a cogent motivation for cost containment. (2) It is beneficial as the Length of stay and hospitalisation is reduced. (3) Earlier they were used for inpatients but now they are also used for ambulatory patients.(CISS 2005) The demerits of DRG are the patients which require services for long term but are discharged early. (2) Though this system is speedy but in some cases the patient recovery is not up to the mark as a result there is an increase in number of readmissions.(Casto, Layman Association 2006) 2. This report provides instances of DRG split and identifies the most recent version of AR-DRG used in Australia. The instances where DRG had been split according to age and complexity involve cases of viral illness, bronchitis and asthma for the former and cases of diabetes, injuries for the later. T63A Viral illness Age>59 or W CC T63B Viral illness Age E69A Bronchitis and Asthma Age>49 W CC E69B Bronchitis and Asthma (Age49 W/O CC) E69C Bronchitis and Asthma Age K60A Diabetes W Catastrophic or severe CC K60B Diabetes W/O Catastrophic or severe C X60A Injuries Age>64 W CC X60B Injuries Age>64 W/O CC (Ministry of Health 2009/10) Splitting of AR-DRG in recent version of Victoria was in AR-DRG D06Z Mastoid, sinus and complex middle ear procedures which was split into Vic-DRG D06A Mastoid procedures Vic-DRG D06B other sinus and complex middle ear procedure.(Department of Health 2014) Most recent version of DRG being used in Australia is version 6.x for grouping the patients and establishing cost. The coding for diagnosis and the procedures utilised ICD-10-AM Eighth edition. AR-DRG version 6.x is the prescribed grouping for admitted patients of acute care for ABF (Activity Based Funding) in 2012-13 and 2013-14. Release of version 7.0 was due in July 2013 but will be enforced for ABF till July 2014. AR DRG v6.0x reinstituted ten DRG’s from AR-DRG v5.0.The DRG’s which were added were malignancies of breast, mental health and maternity. MDC 09 There was a split for malignant and non malignant diseases MDC 14 Supplementary Patient Clinical Complexity Level split (PCCL) MDC 19 A split for PCCL and age, split for mental health legal status MDC 20 PCCL split for alcohol intoxication and withdrawl. Patient Clinical Complexity Level- Is an evaluation of accumulative effect of patient comorbidities, complications and for each episode they are calculated. Complication and Comorbidity level- It is the seriousness of diagnosis and values vary for medical and surgical episodes.(IHPA 2014a) 3. This report highlights the issues associated with coding practises involving rate of occurrence, causes, ramifications and solutions. The problems associated with coding practises are known as DRG upcoding and are coding errors which occur when a patient event shifts to a DRG which has a higher restitution. In case of public hospitals it may be due to misconception between the doctor and the coder whereas in a private hospital it may be intentional. The causes of DRG upcoding are due to Careless attitude when a coder is more concerned regarding productivity and standards are not given preference as a coder goes through huge medical records without paying much attention. (2) Sometimes after using codes repeatedly a memorised code without checking is entered and this is the reason for an error. (3) Inappropriate documentation may lead to error. (4) Encoder pathways are used by clinical encoders in the process of coding to determine DRG allocation and code. When an erroneous coding pathway occurs it results in allotment of an incorrect code. (5) False selection of primary diagnosis due to scarce knowledge of coding terminology and principles. (6) Missed secondary diagnosis Due to DRG upcoding errors which occur because of misinterpretation between the doctor and the coder massive losses are caused to government.(Luo Gallagher 2010) During an investigation of Leukaemia and Lymphoma AR-DRG’s at a Sydney teaching hospital 242 episodes disclosed a level of miscoding which was considered mainly due to undercoding of comorbidities and complexities created an error rate of 15% in the DRG.(Reid, Allen McIntosh 2005) The solutions involve Inspection of original medical records. (2) Previous data should be compared to observe percent of elevated cost of DRG. (3) The most dependable method is code audit in which a knowledgeable health manager codes the original chart once again thereby comparing the codes which were deposited by the hospital with new codes. (4) It is a resource intensive procedure therefore it is conducted after a long time and very less patients are scrutinized.(Luo Gallagher 2010) 4. This report will discuss the issues regarding use of average as a measure of central tendency and approaches in reference to AR-DRG regarding long stay of patients. The value of mean in a dataset can be defined as sum of values of each observation which is divided by the number of observations.(Statistics 2013) Mean value as the characteristic value can be deceptive as it may mostly rely on extreme values For instance if there were five patients in a ward with fractured leg 40+20+21+23+25/5 = 26 When all the observations are weighed equally the forty year old patient will cause an increase in the measure of central tendency and is not representative of the data which is available. When data is available with less number of variables with uncommonly small or large numbers then in such cases median is used as a measure of central tendency. During calculation of median the values in a group of numbers are classified from highest to lowest. Median is mostly used for demographic data with outliers or extreme values. When there are odd number of observations then the middle number is taken as median whereas in case even number of observation where an average of middle two values gives median.(Henderson 2009) In case of a long stay outlier a basic amount of mean inlier cost is assigned to each event. For every outlier day a per diem is calculated by two ways 1. In AR-DRG’s in which the duration of stay was methodical and wide to allow regression analysis the length of stay regression coefficient was per diem and it did not included the same day episodes. 2.For the remaining AR-DRG’s cost were divided into variable and fixed and a mean variable cost related to per day of patient was the basis for per diem cost.(IHPA 2014b) 5. This report will discuss about the about the comparison of peer hospitals. It also highlights the hospital areas and type of patients where benchmarks were not followed and the average Australia wide DRG. For genuine comparison of hospitals within Australia the jurisdiction explores and executes approaches for the same. The jurisdiction accomplishes approaches which can assist the range and quality of data. A fair comparison among hospitals are carried out by peer groups independent of socio economic status of patients, size of hospital and the facilities provided. Hospitals are compared on the basis of efficiency, the healthcare staff including the number of doctors and number of beds in hospital. Case Mix Index (CMI) and category of hospital whether it is generalised or specialised are also considered. There were certain cases where the areas of hospital could not maintain standards and led to a hospital acquired infection in patients which are also known as Nosocomial infections. The most common infections were caused due to bacteria because of a lack of proper hygiene methods. In Australia approximately 200,000 cases (Cruickshanck and Ferguson 2008) of hospital acquired infections were reported and it became the commonest complexity affecting patients in hospitals.(welfare 2012-13) The ABF models are not able to reimburse hospital for the treatment of patient with major trauma in terms of cost. In case of trauma patients establishment of a DRG can be complicated due to the multiple injuries patient has suffered. Studies were conducted in many trauma centres worldwide. After research it was found that incidents of trauma had a cost of $178.7 million in 2008-09 in the state. The true cost for the trauma centre was $134 per day. Among the causes road trauma and violence were the major reasons. The increased cost was associated with injured body parts, length of stay, brain injury and whether the patient was admitted to intensive care unit.(Association 2014) References Association, A.H.a.H. 2014, Activity based funding models can disadvantage trauma centres. Casto, A.B., Layman, E. Association, A.H.I.M. 2006, Principles of healthcare reimbursement, American Health Information Management Association Chicago. CISS 2005, The Diagnosis Related Groups (DRGs) to adjust payment mechanism for health system provider. Department of Health, V., Australia 2014, Casemix funding history. Henderson, J. 2009, Health Economics and Policy. IHPA, I.H.P.A. 2014a, Admitted acute care. IHPA, I.H.P.A. 2014b, DRG Inlier/Outlier model. Luo, W. Gallagher, M. 2010, Unsupervised DRG upcoding detection in healthcare databases, Data Mining Workshops (ICDMW), 2010 IEEE International Conference on, IEEE, pp. 600-5. Ministry of Health, N. 2009/10, Costs of Care Standards. Reid, B., Allen, C. McIntosh, J. 2005, Investigation of leukaemia and lymphoma AR-DRGs at a Sydney teaching hospital, Health Information Management Journal, vol. 34, no. 2, pp. 54-9. Statistics, A.B.O. 2013, Measure Of Central Tendency. welfare, A.I.o.h.a. 2012-13, Australian Hospital Statistics 2012-13. WHO 2007, Technical briefs for policy makers, vol. Number 2.
Rships after Downsizing :: essays research papers
ORGANIZATIONAL VIRTUES AND ORGANIZATIONAL PERFORMANCE: RELATIONSHIPS AFTER DOWNSIZING THE PREVALENCE OF DOWNSIZING BEFORE 911  ·Ã‚     Almost all medium and large firms downsized in the last five years. More than 90 percent of firms downsized in the last five years. A large majority downsized more than once in the last ten years.  ·Ã‚     Downsizing is not a one-time action. Approximately 62 percent of firms that downsized two years ago downsized again last year.  ·Ã‚     Downsizing is not motivated solely by bad economic news.      Only 37 percent of firms downsized last year because of economic difficulties compared to 71 percent at the beginning of the 1990s. Only five percent downsized because of decreased market demand.  ·Ã‚     In one third of all U.S. households, a family member lost a job. Nearly three quarters of all U.S. households had a close encounter with layoffs in the last decade. AFTER 911  ·Ã‚     The number of layoffs has equaled the total of all previously announced layoffs for the year. 416,000 lost jobs in September alone. RESULTS OF DOWNSIZING IN AMERICA  ·Ã‚     Fewer than half the companies that downsized between 1990 and 2000 had short or long-term profit increases.  ·Ã‚     Fewer than a quarter reported increases in employee productivity, product and service quality, and shareholder value.  ·Ã‚     Three years after downsizing, the market share prices of downsized companies were an average of 26 percent below the share prices of their competitors.  ·Ã‚     Among companies that downsized, those that laid off the fewest workers exhibited the largest return on assets.  ·Ã‚     Almost all organizations that downsizedâ€â€in the public sector and the private sectorâ€â€experienced an emergence of the â€Å"dirty dozen†as a result of downsizing. THE DIRTY DOZEN Universal Consequences of Downsizing, Trauma, Crisis  ·Ã‚     Centralization  ·Ã‚     The Threat-Rigidity Response  ·Ã‚     Loss of Innovativeness  ·Ã‚     Decreasing Morale  ·Ã‚     Politicized Environment  ·Ã‚     Loss of Trust  ·Ã‚     Increased Conflict  ·Ã‚     Restricted Communication  ·Ã‚     Lack of Teamwork  ·Ã‚     Loss of Loyalty  ·Ã‚     Scapegoating Leaders – Leadership Anemia  ·Ã‚     Short-term Perspective – Resistance to Change THE ABUNDANCE HYPOTHESIS A decade of downsizing research led to the supposition that organizations characterized by virtuous behavior would predict superior performance after downsizing. Impressionistic data led to the presumption that indicators of performance such as employee satisfaction, productivity, quality, organizational innovation, and shareholder value would increase over timeâ€â€and the dirty dozen would decreaseâ€â€in organizations that fostered and facilitated the demonstration of organizational virtues. In fact, a few firms were observed that displayed â€Å"positive deviance,†that is, an affirmative exception to usual organizational behavior. They possessed characteristics that seemed to foster extraordinary value, remarkable performance, and high levels of excellence. Especially on the human dimension, they engendered virtuousness in relationships and in treatment of people. When they downsized they did so with caring and compassion.
Monday, August 19, 2019
What Joe Darby Did Essay -- Morality, Ethics
Which is more unethical, a soldier who has been under the stress of war and not fully trained for the job abusing enemy prisoners, another soldier who after seeing pictures of horrible prisoner abuse and becomes a whistle-blower or the Secretary of Defense leaking the name of a whistle-blower? That is the question I will look at in this paper. Being a part of a team or group is very important to most people, acceptance and friendship is something we all long for. So when reserve soldier Joe Darby saw some pictures of abuse at Abu Ghraib prison in Iraq he was taken aback. After a lot of soul searching he knew what he must do. This decision would change many lives forever. Nonetheless I feel the real ethical issue in this story is not what Joe or his fellow soldiers did in 2004 but what Secretary of Defense Donald Rumsfeld did. When Joe Darby first saw the images on those photos of Iraqi prisoners being tortured and abused by not just his fellow soldiers but by people he had known since high school he was torn between two choices. Those choices for Joe were, should he do or say nothing to protect his friends or should he do what was ethically correct. He chose the latter; â€Å"I knew that some people wouldn't agree with what I did... They view it as - I put American soldiers in prison over Iraqis (Joe Darby, 2004)†The photos showed Iraqi prisoners naked and posed in sexually suggestive ways. Some of the Iraqis in the photos were dead. Joe knew what was happening in these photos were wrong but because of the fear of repercussions it took him three weeks to turn them over and only after he was promised anonymity. He felt that was the end of it and he could go on doing his job. When the accused soldiers were removed he st... ... moral and ethics to bring it to his superiors they were dealt with and punished appropriately. That should have been the end of the story, however when Donald Rumsfeld spoke the name Joe Darby in his statement he erased all the hard work many public sector administrators have done for decades to put ethics into government. It is totally astonishing that a man of his experience and knowledge would betray a whistle-blower the way he did. This writer hopes that this will be a lesson for anyone in the public life as to what not to do and may we learn from Joe Darby that loyalty above all but honor is the best way to make ethical decisions. Works Cited Bryan, D., (2007). â€Å"Abu Ghraib Whistle-blower’s Ordeal†Web. Retrieved 06 March 2012 The American Society for Public Administration (1999). â€Å"Article I, Section 4 of ASPA's Bylaws†. Web. 23 February 2012
Sunday, August 18, 2019
Influence of George Berkeley :: This Lime-Tree Bower My Prison Philosopher Essays
The Influence of George Berkeley George Berkeley (1685-1753) was an Irish clergyman and philosopher who studied and taught at Trinity College in Ireland, where he completed some of his best known works on the immateriality of matter (believing that all matter was composed of ideas of perception and therefore did not exist if it was not being perceived). Coleridge himself acknowledge the influence of Berkeley on his work, in particular his poem â€Å"This Lime-Tree Bower My Prison†when he wrote a letter to Robert Southey in July 1797, in which the poem was included, with the following note, â€Å"You remember, I am a Berkleian.†We can see the influence of Berkeleyin â€Å"This Lime-Tree Bower My Prison†in three main ways: perceptions of light, the idea of a divine spirit in everything yet still separate and itself, and the idea that there are as many â€Å"minima visibilia†in an enclosed space as out in the wide-open spaces. According to Stephen Prickett, one of the main ideas that Berkeley had hoped to prove was that all reality is mental, but the idea that truly came through in his works is that each person does not perceive object, but instead qualities (like color, form, sent, and sound), and each person perceives these qualities differently. Prickett goes further to claim that the effect of this idea on Coleridge â€Å"was to make him intensely conscious of light†(12). We can see this obsession with light and they way it plays on different object throughout â€Å"This Lime-Tree Bower My Prison†: Pale beneath the blaze Hung the transparent foliage; and I watch’d Some broad and sunny leaf, and lov’d to see The shadow of the leaf and stem above Dappling its sunshine! And that walnut-tree Was richly ting’d, and a deep radiance lay Full on the ancient ivy, which usurps Those fronting elms, and now, with blackest mass Makes their dark branches gleam a lighter hue Through the late twilight†¦ Coleridge’s preoccupation with light and the way in which it changes the perception of the object is what links this passage with the ideas of Berkeley. Even though Coleridge and many other Romantics (such as Wordsworth) used the came to different conclusions about perception than Berkeley, his theories about light â€Å"pointed to the why in which such phenomena of light as the rainbow could be used as a scientific model for the imagination as a perceptual relationship between man and nature†(Prickett 13).
Saturday, August 17, 2019
Street Crime
Street crimes are commonplace in Pakistan. Almost everyone has a story to tell about having a purse or a wallet stolen; everyday street crimes appear in the news headlines. They usually only occur in the big cities, where there are homeless street-people. An analysis of the official data compiled by the Citizens-Police Liaison Committee (CPLC) reveals that, on an average, 124 mobile phones are snatched/stolen every day. In the preceding year, the figure had stood at 76.The growing trend of cellphone snatching and theft in Karachi reflects the failure of the police in containing the crime. Despite the IMEI mechanism having been activated to get the handsets jammed by the concerned cellular companies, there has been a little or no improvement in the overall situation. The major causes are unemployment and illiteracy but there are some other factors too like lawlessness, fundamentalism, backwardness and double standards prevailing in the society.The government should take steps to contr ol these street crimes in Pakistan to make Pakistan a peaceful country – STREET CRIME the increase of street crimes. Daily we hear of murders, robberies and rapes. These are categorized as â€Å"street crimes†. Some crimes are senseless and preventable. Mobile phone snatching, car (autos) snatching on gun point, purse snatching from women and target killing are also street crimes that are newly introduced.The main reasons of these crimes are unemployment, illiteracy, poverty and inability of the institutions, responsible to maintain law and order. Government must take preventive measures as early as possible otherwise they will take the whole society in grip of street crimes. In the first instance, sincere steps must be taken to solve the unemployment problem,. Existing education system provide incentives to poor people and training of police department on modern scientific lines.
Friday, August 16, 2019
Gantt Chart Using Excel
Project-Management with Gantt-Charts OpenOffice. org 2. 0 Calc [Projekt-Management und Gantt-Diagramm mit OpenOffice. org 2. 0 Calc and Comment creer un diagramme de Gantt avec OpenOffice. org] [1. 1] First editions: [2005-06-06 and 2003-01-03] First English edition: [2005-11-09] Contents Contents Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Copyright and trademark information†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Feedback†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Acknowledgments†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Modifications and updates†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Starting the Process†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Converting the simple bar-chart into a Gantt chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 Using the chart as a graphic in other applications†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 Extending Gantt charting for Project Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 About the macro†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Example: Planning a relocation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Controlling the Project†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Public Documentation License, Version 1. 0†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 Project-Management with Gantt-Charts iii Copyright and trademark information Copyright and trademark informationThe contents of this Documentation are subject to the Public Documentation License, Version 1. 0 (the â€Å"License†); you may only use this Documentation if you comply with the terms of this License. A copy of the License is available at: http://www. openoffice. org/licenses/PDL. rtf The Original Documentation is â€Å"Comment creer un diagramme de Gantt avec OpenOffice. org†. The Initial Writer of the Original Documentation is Serge LE LOUARNE Copyright  ©2003. All Rights Reserved. (Initial Writer contact(s): serge. [email protected] fr. Contributor(s): DIETMAR HILLER Portions created by DIETMAR HILLER are Copy right  © 2005.All Rights Reserved. (Contributor contact(s): [email protected] de. Contributor(s): G. Roderick Singleton. Portions created by G. Roderick Singleton are Copyright  ©2005. All Rights Reserved. (Contributor contact(s):[email protected] org . Portions created by ______ are Copyright  ©_________[insert year(s)]. All Rights Reserved. (Contributor contact(s):________________[insert hyperlink/alias]). All trademarks within this guide belong to legitimate owners. [Note: a copy of the PDL is included in this template and is also available at: http://www. openoffice. org/licenses/PDL. rtf. ] FeedbackPlease direct any comments or suggestions about this document to: [email protected] org Acknowledgments I wish to thank every member of the German and French Native Language Communities who are not mentioned but contributed to my being able to provide a translation. To S. Schneider for fixing my errors and grammar. Project-Management with Gantt-Charts ii Copyright and trademark information Modifications and updates Version [1. 0] [1. 1] Date [2005-11-09] [2005-11-12] Description of Change [grs: Initial edition issued for comment] [ss: Proofed edition issued for publication] Project-Management with Gantt-Charts ii Overview Overview Gantt Charts are a way to graphically show progress of a project. Management of a project is made easier if it is viewed as small manageable items where the dependencies are visually illustrated, parallel processes are discovered, the overall processing time determined and progress tracked. The tasks of a project can be quite complex and dependent on each other. With a project management tool, such as a Gantt chart,all subtasks of a task can be viewed graphically. In this document a relocation-process to another city is used for all examples and is based upon the accompanying Calc template, . jm_template_english. ots which may be downloaded from http://documentation. openoffice. org/HOW_TO/ Relocation DD to M House-hunt ing Cancel apartment DD Cancel banking's order New leasing contract Organise relocation Send out new address Forwarding request Relocation Registration office Furnish the flat Reregister car Open an account Move bank account Relocation completed 01/04/05 01/05/05 31/05/05 01/07/05 31/07/05 31/08/05 30/09/05 Undone Done Start Illustration 1: The finished example In illustration 1, the subtasks of the relocation-process appear on the y-axis, and the time line on the x-axis.The bars show when a task should start and when it will be finished. Blue bars show tasks which have been completed. Yellow bars show work which still must be done. Project-Management with Gantt-Charts 5 Starting the Process Starting the Process To chart a project, all the sub-tasks must first be collected in a spreadsheet. In this simple example there is the name of the task, the start-date and the duration in calendar days: Illustration 2: Task list This simplified project consists of eight subtasks â€Å"Task 1à ¢â‚¬ to â€Å"Task 8†. Next, begin creating the chart by selecting Insertâ€â€Chart: Illustration 3: Create the chartFrom the dialogue â€Å"AutoFormat Chart†define the selection range. Neither the first row (containing the column label) nor the first column (containing the task name) should be included as data. Project-Management with Gantt-Charts 2 Starting the Process Click â€Å"Next ;;†, and choose the Chart type: Illustration 4: Choose chart type Choose the horizontal bar-chart and click â€Å"Columns†to indicate that the data are arranged in columnar form. Note: This changes the assignment of the axis in OpenOffice. org Calc. Now the horizontal axis is called â€Å"Y†and the vertical axis is called â€Å"X†. Click â€Å"Next ;;†and choose the variant â€Å"Stacked†:Illustration 5: Create chart with stacked bars Project-Management with Gantt-Charts 3 Starting the Process Click â€Å"Next ;;†once again an d enter chart and axis titles: Illustration 6: Adapt chart labeling The first Gantt Chart appears as follows: Illustration 7: Bar chart The task names are on the vertical axis (â€Å"Task 1†to â€Å"Task 8†) and the time line is on the horizontal axis. Project-Management with Gantt-Charts 4 Converting the simple bar-chart into a Gantt chart Converting the simple bar-chart into a Gantt chart In order to edit the properties of an element in the diagram,. double-click the chart to select it.Next, right-click to open the context menu and gain access to the chart properties: Illustration 8: Edit diagram properties Note: Ensure that no element in the diagram is selected, because otherwise the axis-properties can not be edited Project-Management with Gantt-Charts 5 Converting the simple bar-chart into a Gantt chart Select the y-axis, which now is the horizontal time line. (One could also select the horizontal axis using a left-click then right-click to open the context menu and finally choose Object Properties †¦ to format this axis. ) Set the Minimum to the real start-date, In this example this is 01/01/05.Furthermore the axis should get the start date, so check the checkbox â€Å"Automatic†in the line â€Å"Axis at†: Illustration 9: Adjust the time line This produces a chart as follows: Illustration 10: Gantt chart Project-Management with Gantt-Charts 6 Converting the simple bar-chart into a Gantt chart The orange bar symbolizes the time up to the start of the task. This bar should be made invisible. For this select the orange bar with a left-click, and then open its Object Properties after a right click. Under the tab â€Å"Borders†choose Style – Invisible, and under the tab â€Å"Area†choose Fill – None.Now the chart presents itself as follows: Illustration 11: The completed Gantt chart Project-Management with Gantt-Charts 7 Converting the simple bar-chart into a Gantt chart Project-Management with Gantt-Charts 8 Using the chart as a graphic in other applications Using the chart as a graphic in other applications To use the Gantt-chart as a picture in another application, save the whole Calc document as HTML. This generates not only the HTML-file, but also a jpeg-file containing the chart which can then be included in other documents, such as anOpenOffice. org impress presentation.Remember to give the graphic a more descriptive name than, the the name suggested when the document is exported to HTML so that it can be found easily later Project-Management with Gantt-Charts 9 Using the chart as a graphic in other applications Project-Management with Gantt-Charts 10 Extending Gantt charting for Project Management Extending Gantt charting for Project Management In order to manage a project, still more information is needed. The progress of any task should be tracked as a percentage of the task and displayed in the chart, and the dependencies of the subtasks should also be documente d.Furthermore the start-date should be determined automatically based on these dependencies. To be able to create such a plan easily, a template was made by the German Native Language Community ( http://de. openoffice. org/ ) called pjm_template. ots. Illustration 12: Calc template pjm_template. ots The current version of Gantt. zip contains the example spreadsheet and the spreadsheet itself can be downloaded from http://documentation. openoffice. org/HOW_TO/spreadsheet/pjm_template. ots Note: This template uses macros and upon opening displays a security warning. Therefore, macros must be enabled to use the file.The file, created from the template, contains the following columns: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ â€Å"Info†– Information about the progress of the task â€Å"No. †– unique number of the task. It is recommended to count in intervals of 100, to be able to add tasks later on â€Å"Activity††“ description of the task â€Å"Start†– start-date of the task â€Å"Duration†– planned or actual duration of the task in calendar days â€Å"End†– end-date of the task. This gets calculated based on the start-date and duration. â€Å"Progress†in percentage â€Å"Done†– Duration * progress â€Å"Undone†– expected time remaining: Duration – Done 11 Project-Management with Gantt-ChartsExtending Gantt charting for Project Management †¢ â€Å"Predecessor†– List of tasks, which have to be completed, before this task can start. Separation is made by spaces. The column titles in the first row can be labeled freely, but the columns must not change their position. Some columns have a colored background: †¢ †¢ gray: these columns contain formulas, which are calculated automatically light blue: these columns can be edited manually, they can possibly be changed by the macro. It is recommended to use the last row for the end of the project. Thus new tasks, which are inserted above, are displayed in the chart automatically.About the macro The macro is named â€Å"update†and is written in OpenOffice. org BASIC. The way it works follows this sequence: ? ? Add duration and end-date, if they are missing For each row of the table 1. Where the task has not yet started (Progress ;= 0) Search for rows, whose number corresponds with the value in the column â€Å"Predecessor†. For those not familiar with project management terms, a predecessor is an activity that must be completed (or be partially completed) before a specified activity can begin. ( See http://www. apm. org. uk/page. asp? categoryID=4=29=0 for definitions. a) Determine latest possible end-date of these rows b) Set the successor start-date to this end-date ? ? Where the task is finished (Progress = 100%) 1. Determine duration from start-date and end-date Illustrate information of task ? The meaning of this list of steps is described later on in this document. The macro expects that the first row contains the headlines, the tasks start in row 2 and the columns are in the same place as in the example. Additional columns (for comments or some other purpose) must be located at the end. Note: The maximum number of predecessors is limited to 9. Project-Management with Gantt-Charts 2 Extending Gantt charting for Project Management Example: Planning a relocation This section describes the process of relocating from one city to another city and is based upon the template, pjm_template. ots. The first step is to create a list with all subtasks: Illustration 13: List of subtasks In preparing the set of tasks, getting mail forwarded was missed. So we inserted the activity â€Å"Forwarding request†in row 8 after the fact. Therefore this activity has the number 650. Inserting a row does not automatically copy any formulae, thus all the formulae must be copied to each cell in the new row manually.Project-Management with Gantt-Charts 13 Extending Gantt charting for Project Management Next insert the start-date for the not-dependent tasks, as well as duration and expected enddate: Illustration 14: Insert start- and end-date House-hunting starts on 01/03 and should be finished by 31/08. For all the other tasks the duration is given. Now, define the dependencies of the tasks. The relocation (700) for example can not start before the new leasing contract is signed (400) and the relocation is organized (500). The tasks 300-9999 have no dependencies, thus there are no start-dates for these tasks.Illustration 15: Define dependencies Next insert the start-date for the not-dependent tasks, as well as duration and expected enddate: Project-Management with Gantt-Charts 14 Extending Gantt charting for Project Management Illustration 16: Insert start- and end-date House-hunting starts on 01/03 and should be finished by 31/08. For all the other tasks the durati on is given. Now define the dependencies of the tasks. For example, relocation (700) can not start before the new leasing contract is signed (400) and relocation is organized (500). The tasks 300-9999 have no dependencies, thus there are no start-dates for these tasks.Illustration 17: Define dependencies As 20% of house-hunting are already done, and the current apartment is already canceled, the progress is 20% and 100% respectively. Project-Management with Gantt-Charts 15 Extending Gantt charting for Project Management Illustration 18: Calculated duration At this point call the macro by clicking on the button â€Å"Update†. The duration and end-dates are calculated, and the column start is completed. Illustration 19: The appropriate chart The organization of the relocation, the registration at the office and the opening of an account can be done simultaneously.On the other hand the bank account can not be moved immediately, because the current apartment is not yet relocated. Project-Management with Gantt-Charts 16 Extending Gantt charting for Project Management Controlling the Project During any project, start by implementing several subtasks. To begin a subtask, insert the start date in the column â€Å"Start†. Set the progress to a value greater than zero (1% e. g. ), so that â€Å"Update†will no longer change this date. If a task is completed, insert the real End-date, delete the duration and set the progress to 100%. When calling â€Å"Update†the next time, the required duration will be calculated.After each change in the table,invoke the macro †Update†to update the table accordingly. The â€Å"Info†column shows the current status of the project: Illustration 20: Table during project-controlling House-hunting has begun and is on schedule according to the progress The apartment has already been canceled, the task is completed. Cancelling the bank's order is due and not on schedule, this means, that the end -date is prior to the current date. All the other tasks are not due yet, they are not marked. Project-Management with Gantt-Charts 17 Extending Gantt charting for Project Management Project-Management with Gantt-Charts 8 Public Documentation License, Version 1. 0 Public Documentation License, Version 1. 0 1. 0 DEFINITIONS. 1. 1. â€Å"Commercial Use†means distribution or otherwise making the Documentation available to a third party. 1. 2. â€Å"Contributor†means a person or entity who creates or contributes to the creation of Modifications. 1. 3. â€Å"Documentation†means the Original Documentation or Modifications or the combination of the Original Documentation and Modifications, in each case including portions thereof. 1. 4. â€Å"Electronic Distribution Mechanism†means a mechanism generally accepted for the electronic transfer of data. 1. 5. Initial Writer†means the individual or entity identified as the Initial Writer in the notice require d by the Appendix. 1. 6. â€Å"Larger Work†means a work which combines Documentation or portions thereof with documentation or other writings not governed by the terms of this License. 1. 7. â€Å"License†means this document. 1. 8. â€Å"Modifications†means any addition to or deletion from the substance or structure of either the Original Documentation or any previous Modifications, such as a translation, abridgment, condensation, or any other form in which the Original Documentation or previous Modifications may be recast, transformed or adapted.A work consisting of editorial revisions, annotations, elaborations, and other modifications which, as a whole represent an original work of authorship, is a Modification. For example, when Documentation is released as a series of documents, a Modification is: A. 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For legal entities, â€Å"You†includes any entity which controls, is controlled by, or is under common control with You. For purposes of this definit ion, â€Å"control†means (a) the power, direct or indirect, to cause the direction or management of such entity, whether by contract or otherwise, or (b) ownership of more than fifty percent (50%) of the outstanding shares or beneficial ownership of such entity. . 0 LICENSE GRANTS. 2. 1 Initial Writer Grant. The Initial Writer hereby grants You a world-wide, royaltyfree, non-exclusive license to use, reproduce, prepare Modifications of, compile, publicly perform, publicly display, demonstrate, market, disclose and distribute the Documentation in any form, on any media or via any Electronic Distribution Mechanism or other method now known or later discovered, and to sublicense the foregoing rights to third parties through multiple tiers of sublicensees n accordance with the terms of this License. The license rights granted in this Section 2. 1 (â€Å"Initial Writer Grant†) are effective on the date Initial Writer first distributes Original Documentation under the terms of this License. 2. 2. Contributor Grant.Each Contributor hereby grants You a world-wide, royaltyfree, non-exclusive license to use, reproduce, prepare Modifications of, compile, publicly perform, publicly display, demonstrate, market, disclose and distribute the Documentation in any form, on any media or via any Electronic Distribution Mechanism or other method now known or later discovered, and to sublicense the foregoing rights to third parties through multiple tiers of sublicensees in accordance with the terms of this License. The license rights granted in this Section 2. (â€Å"Contributor Grant†) are effective on the date Contributor first makes Commercial Use of the Documentation. 3. 0 DISTRIBUTION OBLIGATIONS. 3. 1. Application of License. The Modifications which You create or to which You contribute are governed by the terms of this License, including without limitation Section 2. 2 (â€Å"Contributor Grant†). The Documentation may be distributed only under t he terms of this License or a future version of this License released in accordance with Section 5. 0 (â€Å"Versions of the License†), and You must include a copy of this License with every copy of the Documentation You distribute.You may not offer or impose any terms that alter or restrict the applicable version of this License or the recipien ts' rights hereunder. However, You may include an additional document offering the additional rights described in Section 3. 5 (â€Å"Required Notices†). 3. 2. Availability of Documentation. Any Modification which You create or to which You contribute must be made available publicly in Editable Form under the terms of this License via a fixed medium or an accepted Electronic Distribution Mechanism. 3. 3.Description of Modifications. All Documentation to which You contribute must identify the [Document Title] 19 Public Documentation License, Version 1. 0 changes You made to create that Documentation and the date of any change. Y ou must include a prominent statement that the Modification is derived, directly or indirectly, from Original Documentation provided by the Initial Writer and include the name of the Initial Writer in the Documentation or via an electronic link that describes the origin or ownership of the Documentation.The foregoing change documentation may be created by using an electronic program that automatically tracks changes to the Documentation, and such changes must be available publicly for at least five years following release of the changed Documentation. 3. 4. Intellectual Property Matters. Contributor represents that Contributor believes that Contributor's Modifications are Contributor's original creation(s) and/or Contributor has sufficient rights to grant the rights conveyed by this License. . 5. Required Notices. You must duplicate the notice in the Appendix in each file of the Documentation. If it is not possible to put such notice in a particular Documentation file due to its str ucture, then You must include such notice in a location (such as a relevant directory) where a reader would be likely to look for such a notice, for example, via a hyperlink in each file of the Documentation that takes the reader to a page that describes the origin and ownership of the Documentation.If You created one or more Modification(s) You may add your name as a Contributor to the notice described in the Appendix. You must also duplicate this License in any Documentation file (or with a hyperlink in each file of the Documentation) where You describe recipients' rights or ownership rights. You may choose to offer, and to charge a fee for, warranty, support, indemnity or liability obligations to one or more recipients of Documentation. However, You may do so only on Your own behalf, and not on behalf of the Initial Writer or any Contributor.You must make it absolutely clear than any such warranty, support, indemnity or liability obligation is offered by You alone, and You hereby agree to indemnify the Initial Writer and every Contributor for any liability incurred by the Initial Writer or such Contributor as a result of warranty, support, indemnity or liability terms You offer. 3. 6. Larger Works. You may create a Larger Work by combining Documentation with other documents not governed by the terms of this License and distribute the Larger Work as a single product. In such a case, You must make sure the requirements of this License are fulfilled for the Documentation. . 0 APPLICATION OF THIS LICENSE. This License applies to Documentation to which the Initial Writer has attached this License and the notice in the Appendix. 5. 0 VERSIONS OF THE LICENSE. 5. 1. New Versions. Initial Writer may publish revised and/or new versions of the License from time to time. Each version will be given a distinguishing version number. 5. 2. Effect of New Versions. Once Documentation has been published under a particular version of the License, You may always continue to use it under the terms of that version.You may also choose to use such Documentation under the terms of any subsequent version of the License published by______________________ [Insert name of the foundation, company, Initial Writer, or whoever may modify this License]. No one other than ________________________[Insert name of the foundation, company, Initial Writer, or whoever may modify this License] has the right to modify the terms of this License. Filling in the name of the Initial Writer, Original Documentation or Contributor in the notice described in the Appendix shall not be deemed to be Modifications of this License. . 0 DISCLAIMER OF WARRANTY. DOCUMENTATION IS PROVIDED UNDER THIS LICENSE ON AN â€Å"AS IS†BASIS, WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, WITHOUT LIMITATION, WARRANTIES THAT THE DOCUMENTATION IS FREE OF DEFECTS, MERCHANTABLE, FIT FOR A PARTICULAR PURPOSE OR NON-INFRINGING. THE ENTIRE RISK AS TO THE QUALITY, ACCURACY, AND PERF ORMANCE OF THE DOCUMENTATION IS WITH YOU. SHOULD ANY DOCUMENTATION PROVE DEFECTIVE IN ANY RESPECT, YOU (NOT THE INITIAL WRITER OR ANY OTHER CONTRIBUTOR) ASSUME THE COST OF ANY NECESSARY SERVICING, REPAIR OR CORRECTION.THIS DISCLAIMER OF WARRANTY CONSTITUTES AN ESSENTIAL PART OF THIS LICENSE. NO USE OF ANY DOCUMENTATION IS AUTHORIZED HEREUNDER EXCEPT UNDER THIS DISCLAIMER. 7. 0 TERMINATION. This License and the rights granted hereunder will terminate automatically if You fail to comply with terms herein and fail to cure such breach within 30 days of becoming aware of the breach. All sublicenses to the Documentation which are properly granted shall survive any termination of this License. Provisions which, by their nature, must remain in effect beyond the termination of this License shall survive. 8. 0 LIMITATION OF LIABILITY.UNDER NO CIRCUMSTANCES AND UNDER NO LEGAL THEORY, WHETHER IN TORT (INCLUDING NEGLIGENCE), CONTRACT, OR OTHERWISE, SHALL THE INITIAL WRITER, ANY OTHER CONTRIBUTOR , OR ANY DISTRIBUTOR OF DOCUMENTATION, OR ANY SUPPLIER OF ANY OF SUCH PARTIES, BE LIABLE TO ANY PERSON FOR ANY DIRECT, INDIRECT, SPECIAL, INCIDENTAL, OR CONSEQUENTIAL DAMAGES OF ANY CHARACTER INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF GOODWILL, WORK STOPPAGE, COMPUTER FAILURE OR MALFUNCTION, OR ANY AND ALL OTHER DAMAGES OR LOSSES ARISING OUT OF OR RELATING TO THE USE OF THE DOCUMENTATION, EVEN IF SUCH PARTY SHALL HAVE BEEN INFORMED OF THE POSSIBILITY OF SUCH DAMAGES. Document Title] 20 Public Documentation License, Version 1. 0 9. 0 U. S. GOVERNMENT END USERS. If Documentation is being acquired by or on behalf of the U. S. Government or by a U. S. Government prime contractor or subcontractor (at any tier), then the Government's rights in Documentation will be only as set forth in this Agreement; this is in accordance with 48 CFR 227. 7201 through 227. 7202-4 (for Department of Defense (DOD) acquisitions) and with 48 CFR 2. 101 and 12. 212 (for non-DOD acquisitions). 10. 0 MI SCELLANEOUS. This License represents the complete agreement concerning the subject matter hereof.If any provision of this License is held to be unenforceable, such provision shall be reformed only to the extent necessary to make it enforceable. This License shall be governed by California law, excluding its conflict-of-law provisions. With respect to disputes or any litigation relating to this License, the losing party is responsible for costs, including without limitation, court costs and reasonable attorneys' fees and expenses. The application of the United Nations Convention on Contracts for the International Sale of Goods is expressly excluded.Any law or regulation which provides that the language of a contract shall be construed against the drafter shall not apply to this License. Appendix Public Documentation License Notice The contents of this Documentation are subject to the Public Documentation License Version 1. 0 (the â€Å"License†); you may only use this Document ation if you comply with the terms of this License. A copy of the License is available at http://www. openoffice. org/licenses/PDL. rtf. The Original Documentation is _________________. The Initial Writer of the Original Documentation is ______________________ (C) ____. All Rights Reserved. (Initial Writer
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