Wiretapping and why obama is for it Assignment Example | Topics and Well Written Essays - 250 words

Wiretapping and why obama is for it - Assignment Example This authority was extended for five years from 2013. Other communication platforms that would be affected by this law include Facebook and Google. The law stipulates that the government should be allowed to review messages sent via the platforms from time to time, at will. Obama is for wiretapping because his government aims at expanding communications assistance for the Law Enforcement Act. This law requires carriers of networks and phones to include interception capacities into their systems. Obama is for wiretapping because he believes the FBI will be given the ability to carry out online eavesdropping that is approved by the court. This way, the FBI has the ability to monitor the communication of suspects, even as new communication technologies continue to evolve. Obama is for wiretapping because he believes that it can assist law enforcement authorities to identify and deal with unlawful or terrorist activities (Rasch 1). The effects of wiretapping are that it can be used as a means to combat terrorism. The government’s support of legal wiretapping is based on the premises that security will be improved. However, wiretapping has been faced by many ethical issues, with many claiming that their rights to privacy and other liberties will be infringed on if wiretapping is allowed (Rahavy 88). Rahavy, S. K. â€Å"The Federal Wiretap Act: The Permissible Scope of.† Journal of High Technology Law, 2.1 (2003): 87-100. Web.

Possibility of a Future Avian Flu Pandemic Essay -- Bird Flu Influenza

Possibility of a Future Avian Flu Pandemic Influenza is a dangerous virus and highly contagious that has potential to devastate populations should an outbreak occur. A common influenza virus that humans are familiar with is the human influenza. Researchers and scientists are concerned about an especially threatening strain of influenza virus called H5N1, commonly known as the avian flu. Although this flu is mainly susceptible to wild birds, there have been outbreaks that show that humans also become infected. Predictions that the H5N1 strain may lead to a global pandemic are fueling further research of the virus. Studies show that although this virus is currently under control, it is possible that it could mutate and become a worldwide catastrophe. Influenza is a virus that attacks the upper respiratory tract. Influenza, known most, as the Flu is usually painful and can perpetuate symptoms for up to 2 weeks. If everyone had the Flu all of mankind will vanish. Because influenza is a virus there are not any antibiotics that will cure an infection. The human body is designed to fight viral infections through the immune response. Although rarely fatal, the virus usually kills people with weak immune systems, which are often elderly people and young children. About 35,000 people die each year. (Paul Tambyah-pg 6) More public education is needed so that the general population can identify symptoms and seek timely treatment. Getting the flu shot can really save the hassle of being infected. If someone has come down with this virus, stressing out about everyday things can irritate the immune system. Influenza, which belong to a family of viruses called Orthomyxoviruses was first discovered in 1918 and was thought of as a fragile vir... ... ? If handling an infected patient be sure to sterilize all instruments used. The world can never be too cautious for certain illnesses such as this one. There are many strains of the influenza virus. These two viruses are similar and different in a way. Universally scientists and researchers are trying to keep this issue from becoming the worlds next pandemic. Although the virus mutates and changes each year we should not worry, but we should be concerned and follow safe steps as shown above. Keeping the world safe is what we all want and need which will be beneficial for the generations that are soon to come. Bibliography 1. Nemours Foundation- http://kidshealth.org/teen/infections/bacterial_viral/flu.html -Title: Flu facts 2. Bird Flu by Paul Tambyah 3. World health organization- http://www.who.int/csr/disease/avian_influenza/en/ -Title: avian influenza

Medical Marijuana Essay

â€Å"Marijuana is the finest anti-nausea medication known to science, and our leaders have lied about this consistently. [Arresting people for] medical marijuana is the most hideous example of government interference in the private lives of individuals. It’s an outrage within an outrage within an outrage†. Peter McWilliams Author and Advocate for Medical Marijuana Medical Marijuana has found its place once again as the medical plant that is recognized for its healing potential and properties. How the Government has suppressed its positive potential and healing powers for over 25 years. With the help from many patients, loved ones, research departments and advocate groups to get the Government’s attention to see and understand that the terminally ill and the sick should not be treated as common criminals. They are only trying to find some peace and serenity in their last days. The struggle and fight that has been going on for the last 25 years against the Government. The people were finally heard, with the legalization of Medical Marijuana. The Government wants to regulate everything for their own best interest, the positive effect of decriminalizing marijuana for the terminally ill and the positive economic benefits for our community. Cannabis Sativa, Marijuana, Weed, Herb, Mary Jane these are just a few names that this little 5 leaf plant goes by. How could this life saving and healing plant get such a bad reputation? When clearly it has nothing but positive powers, people all over the world have been using marijuana for thousands of years. Cannabis has been around since the Garden of Eden, it is even mentioned in the Bible. Yes in the Bible, in Exodus (30:22-23) â€Å"Holy anointing oil, as described in the original Hebrew version of the  recipe in Exodus (30:22-23), contained over six pounds of kaneh-bosem, a substance identified by respected etymologists, linguists, anthropologists, botanists and other researchers as cannabis, extracted into about six quarts of olive oil, along with a variety of other fragrant herbs. The ancient anointed ones were literally drenched in this potent mixture† (Bennett, 2010). â€Å"Marijuana proponents suggest that the recipe for the anointing oil passed from God to Mos es included Cannabis, or kaneh-bosem in Hebrew. They point to versions calling for fragrant cane, which they say was mistakenly changed to the plant calamus in the King James Version of the Bible† (Kari, 2011). Cannabis was good enough for God and Moses, then how come it is not good enough for us now? The United States Government wants to be in control and regulate everything we do as a United State Citizens. Marijuana was once considered a pharmaceutical medication used for a wide verity of reasons. In fact cannabis has a deep rooted history in what is now known as the United States of America. â€Å"Christopher Columbus brought Cannabis Sativa to America in 1492† (420 Milestone History Marijuana, (n.d.), 2010). â€Å"From 1000 to 1500, the use of marijuana spread further. In 1619, a law passed in Jamestown Virginia Colony, which required farmers to grow hemp. The French and British grew hemp in Colonies of Port Royal, Virginia, and Plymouth. Marijuana also became a major trade item between Central and South Asia during this time† (420 Milestone History Marijuana, (n.d.), 2010). The United States also had Presidents’ who grew cannabis. Yes Presidents’, â€Å"in Mount Vernon, George Washington grew hemp as his primary crop in 1797. Also Thomas Jefferson grew hemp as a secondary crop at Monticello. In 1840, medicines with a cannabis base were available in U.S. pharmacies. Hashish was available in Persian pharmacies† (420 Milestone History Marijuana, (n.d.), 2010). Therefore when did it become a crime to cultivate, possess, consume, and dispense marijuana? â€Å"In 1906, the Pure Food and Drug Act was passed in the U.S. and the Food and Drug Administration was formed. This was the first time drugs had any government oversight† (420 Milestone History Marijuana, (n.d.), 2010). â€Å"In 1930, The Federal Government gave control of illegal drugs to the Treasury Department, they created the Federal Bureau of Narcotics. Harry Anslinger a prohibitionist became the first commissioner  in 1930, he held that position until 1962. Anslinger declared war on drugs and effectively shaped America’s view’s and thought’s about marijuana† (420 Milestone History Marijuana, (n.d.), 2010). â€Å"October 2, 1937, Anslinger got Congress to enact the â€Å"Marihuana Tax Act†, which is to imposed registration and reporting requirements and a tax on the growers, sellers, and buyers of marijuana† (Eddy, 2010 p.2). In Eddy’s report he also writes that â€Å"Dr. William C. Woodward, legislative counsel of the American Medical Association (AMA), opposed the measure. In oral testimony before the House Ways and Means Committee, he stated that â€Å"there are evidently potentialities in the drug that should not be shut off by adverse legislation. The medical profession and pharmacologists should be left to develop the use of this drug as they see fit. Two Months later, in a letter to the Senate Finance Committee, he again argued against the act: â€Å"That there is no evidence, however, that the medicinal use of these drugs [cannabis and its preparations and derivatives] has caused or is causing cannabis addiction. As remedial agents they are used to an inconsiderable extent, and the obvious purpose and effect of this bill isto impose so many restrictions on their medicinal use as to prevent such use altogether. Since the medicinal use of cannabis has not caused and is not causing addiction, the prevention of the use of the drug for medicinal purposes can accomplish no good end whatsoever. How far it may serve to deprive the public of the benefits of a drug that on further research may prove to be of substantial value, it is important to foresee†. â€Å"Despite the AMA’s opposition, the â€Å"Marihuana Tax Act† was approved, causing all medicinal products containing marijuana to be withdrawn from the market and leading to marijuana’s removal† (Eddy, 2010 p.2). October 2, 1937, â€Å"On the very day the â€Å"Marihuana Tax Stamp Act† was passed; the FBI and Denver police raided the Lexington Hotel and arrested two people: Samuel R. Caldwell and Moses Baca. Three days later, Caldwell, a 58 year old unemployed laborer, became the first person in the U.S. to be convicted of selling of marijuana without a tax stamp. He was sentence to four years oof hard labor in Leavenworth Penitentiary. Presiding Judge J  Foster Symes, had previously stated that he considered Marijuana to be the worst of all narcotics and vowed to impose harsh sentences for violations of the â€Å"Marihuana Tax Act†. Caldwell was also fined $1,000 for the two marijuana cigarettes that were found in his possession. Baca, who was his customer, was found guilty of possession of Marijuana and was sentenced to 18 months in prison. Both men served their full sentences. Caldwell died a year after his release† (420 Milestone History Marijuana, (n.d.), 2010). This is why that â€Å"we the people† stood up, banded together, and formed  Organizations. People became spokespersons, advocates, â€Å"a voice for the cause†. Take for example, Peter McWilliams. He is the man I quoted in the beginning. â€Å"Peter was a self-help author, who advocated for the legalization of marijuana. He wrote over 40 books including â€Å"How to survive the loss of love†, â€Å"Ain’t nobody’s business if I do†. Along with poetry and how to use microcomputers. In 1996, he was diagnosed with AIDS and non- Hodgkin’s lymphoma. Like so many patients suffering from cancer or AIDS, he had extreme difficulty on keeping down the drugs that controlled his illnesses. He began to smoke marijuana to control the drug-induced nausea. It saved his life† (US: The Life and Death of Peter McWilliams, 2002). â€Å"NORML, the National Organization for the Reform of Marijuana Laws, was founded in 1970, as a nonprofit public-interest advocacy group whose mission is to end marijuana Prohibition† (Historical Timeline Medical Marijuana, (n.d.), 2011). â€Å"In 1971, President Nixon declared war on drugs. In 1972,†The bipartisan Shafer Commission [National Commission on Marijuana and Drug Abuse], appointed by President Nixon at the direction of Congress [and chaired by former Pennsylvania Governor Raymond Shafer], considered laws regarding marijuana and determined that personal use of marijuana should be decriminalized. Nixon rejected the recommendation, but over the  course of the 1970s, eleven states decriminalized marijuana and most others reduced their penalties† (Busted: â€Å"America’s War on Marijuana.†, 2010). â€Å"Possession of marihuana for personal use would no longer be an offense, but marihuana possessed in public would remain contraband subject to summary seizure and forfeiture. Casual distribution of small amounts of marihuana for no remuneration, or insignificant remuneration not involving profit would no longer be an offense† (Busted: â€Å"America’s War on Marijuana.†, 2010). 1973,â€Å"The Bureau of Narcotics and Dangerous Drugs (BNND) and the Office of Drug Abuse Law Enforcement (ODALE) are merged to form the US Drug Enforcement Agency (DEA)† (420 Milestone History Marijuana, (n.d.), 2010). â€Å"In November, 1976, a Washington, DC man [Robert Randall] afflicted by glaucoma employed the little-used Common Law Doctrine of Necessity to defend himself against criminal charges of marijuana cultivation† (US v. Randall). â€Å"On November 24, 1976, federal Judge James Washington ruled Randall’s use of Marijuana constituted a medical necessity, Judge Washington dismissed criminal charges against Randall. Concurrent with this judicial determination, federal agencies responding to a May, 1976 petition filed by Randall, began providing this patient with licit, FDA-approved access to government supplies of medical marijuana. Randall was the first American to receive marijuana for the treatment of a medical disorder† (National Institute on Drug Abuse [NIDA] 1998).  1978, â€Å"New Mexico passed the first state law recognizing the medical value of marijuana  [Controlled Substances Therapeutic Research Act]. Over the next few years, more than 30 states  passed similar legislation.† (Scott, 1994). â€Å"Voters in California [pass] a state medical  marijuana initiative in 1996. Known as Proposition 215(45 KB), it permits  patients and their primary caregivers, with a physicianâ €™s recommendation, to possess and cultivate marijuana for the treatment of AIDS, cancer, muscular spasticity, migraines, and several other disorders; it also protects them from punishment if they recommend marijuana to their patients† (Joy, PhD. & Mack, 2011) The New England Journal of Medicine publishes an editorial written by Jerome P. Kassirer, MD, titled â€Å"Federal Foolishness and Marijuana.† The article states: â€Å"Federal authorities should rescind their prohibition of the medicinal use of marijuana for seriously ill patients and allow physicians to decide which patients to treat. The government should change marijuana’s status from that of a Schedule I drug (considered to be potentially addictive and with no current medical use) to that of a Schedule II drug (potentially addictive but with some accepted medical use) and regulate it accordingly† (Kassier, 1997). In January 2004, California passed SB 420, which states the guidelines for growing marijuana. Yes this bill also went through the court system. In May 2008, second district court of appeals ruling in Kelley case that the possession limits set by SB 420 violate the California Constitution because the voters approved Prop 215 can only be amended by the voters. With Prop 215 you can legally be in possession of marijuana and with SB 420 you can legally grow. This has drastically reduce crime in our cities and form a more productive society through its positive uses. In 2013, medical marijuana is a thriving and growing business for all those involved from the growers, to the â€Å"caregivers clubs† with their green cross symbols above their doors (yes like the Red Cross, but green) making it possible for the medical community, and the consumer to know they have found the right place. As of this date there is a total of 18 states and DC now known as Medical Marijuana States. With 11 more states pending legalization to legalize medical marijuana. Now legal for others to seek and receive this healing and lifesaving plant. Since the Government has allowed each state to listen to its people, and as it stands today marijuana is legal and available for all those who have a recommendation card. Now it is not a crime for the terminally ill and sick to gain access to the medication that they so greatly need to function on day-to-day bases. You might wonder, â€Å"How do I know so much or even care  about marijuana being legal†? I am also a member, because I have a recommendation card. I have had mine for about a year now. My doctor prescribed it for me when I told him I was depressed (over the death of my baby boy Marshall) and I did not want to take any manufactured manmade pill and have to worry about the side effects. Medical marijuana has done the trick for me, I take as need by my doctors’ direction. I have to say, that it has saved me. Also The Government, State and City get to collect the taxes and the dispensaries make their money and the clients get their much need lifesaving medication. Crime is down and people are employed, and the Government gets to have their say, but in the end â€Å"We the People† were finally heard, and this little plant is finally back where it belongs. To quote one of my favorite comedians: ~It’s not a war on drugs, it’s a war on personal freedom it’s what it is ok, Keep that in mind at all times. Thank you†~ ~ Bill Hicks~ References Bennett, C. (2010). Historical Timeline Medical Marijuana. Retrieved from http://medicalmarijuana.procon.org/view.resource.php?resourceid=000143 Eddy, M. (2010). Medical Marijuana: Review and Analysis of Federal and State Policies.. Retrieved from Federation of American Scientist/Congressional Research and State Service Reports: http://www.fas.org/sgp/crs/misc/RL33211.pdf Hicks, B. (1996). Lateralus (Album). Retrieved from Tool (Group) Joy, PhD., J., & Mack, A. (2011). Marijuana as Medicine Beyond Controversy, 200. Retrieved from http://www.brainz.org/420-milestone-history-marijuana Kari, S. (2011). Historical Timeline Medical Marijuana. Retrieved from http://medicalmarijuana.procon.org/view.resource.php?resourceid=000143 Kassier, J. P. (1997). Federal Foolishness and Marijuana. Retrieved from http://www.brainz.org/420-milestone-history-marijuana McWilliams, P. (1996). Quotes by Peter McWilliams: Finest Quotes. Retrieved from http://www.finestquotes.com/author_quotes_authors-Peter+McWilliams-page-0.html Scott, E. (1994). Marional: The Little Synthetic That Couldn’t. Retrieved from http://www.druglibrary.org/significate-legal-cases.htlm 420 Milestone History Marijuana, (n.d.). (2010). Retrieved from http://www.braniz.org/420-milestone-history-marijuana Busted: â€Å"America’s War on Marijuana. (2010). Retrieved from http://www.pbs.org Historical Timeline Medical Marijuana, (n.d.). (2011). Retrieved from http://www.medicalmarijuana.procon.org/view.resource.php?resourceid=000143 National Institute on Drug Abuse [NIDA]. (1998). Retrieved from Provision of Marijuana and Other Compound for Scientific Research – Recommendations of the National Institute on Drug Abuse National Advisory Council, NIDA website US: The Life and Death of Peter McWilliams. (2002). Retrieved from http://www.mapinc.org/drugnews/v00/n948/a03.html

Centre For Technology In Government Project - Free Essay Example

Sample details Pages: 13 Words: 3986 Downloads: 5 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1.0 Introduction The construction industry is a large and complex industry comprising many types and sizes of organizations and a diverse range of professionals and other representative bodies. Consequently, the biggest problem is conflicts in the industry between both clients and contractors and the contractors and their sub contractors (Cooke and Williams, 2009). This most often is as a result of non-clarification of roles or breach of the contract procedures by one of the parties because of lack of communication and co-ordination. Don’t waste time! Our writers will create an original "Centre For Technology In Government Project" essay for you Create order Poor productivity and quality within the industry have also been attributed to lack of advance management of the processes by both Latham (1994) and Egan (1998). Professional bodies have therefore introduced various plans of work as attempts to facilitates processes within the industry. In this report, the updated RIBA plan of work which was designed by British architects was employed to plan the execution of a project (CTG) from appraisal to completion. Alternative maps for the same project were produced using the Generic Design and Construction Process Protocol (GCDPP) which was developed in 1995 in other to identify the potential benefits and problems that might be encountered in the use of the process protocol. 2.0 Current plan of work 2.1 Context The Department of Business Innovation and Skills (DBIS) intends to construct a new project, Centre for Technology in Government (CTG), which is a 250,000 square feet facility built to house world class super computers and nuclear weapons design staff. The building site is located in Liverpool, UK and the allowed budget for the project is  £50,000,000. The client had explicit goals and therefore appointed a cross-functional team from the start to translate the needs into a design brief. The cross-functional team, after the conceptual design stage, identified various functional and operational requirements (FORs) which were grouped by room type. These FORs became the basis for requests of proposals that resulted in design and build contract 2.2 Procurement method It is important to briefly explain the procurement method used to execute the CTG project because the procurement method and type of contract employed will have implications on the plan of work (Clamp et al, 2007 p 32). Single stage tender (assumption) design and build contract was used; the client, DBIS selected CTG to execute the project because of the business relationship they shared as well as the fact that, the constructor was needed at the design stage to give advice on the constructional method and buildability of the concepts. The client-led design ended at the conceptual stage (RIBA stage C) and the contractor was therefore provided with conceptual designs. 2.3 RIBA Plan of Work The Plan of Work (RIBA, 1997) was originally published in 1963 as a standard method of operation for the construction of buildings, and it has become widely accepted as the operational model throughout the building industry (Kagioglou et al, 1998). It was developed from the view point of the architect to provide a frame work for a standardised method of operation for the design, construction and management of buildings (Poon et al, 2003). This plan of work was developed to meet the needs of the traditional forms of contract and breaks down the entire construction into 5 key stages. There key stages are further broken down into 11 sub-processes as shown below 2.4 RIBA plan of work in GC Ltd There is, however, a slight variation to the work stages primarily because of the procurement method (Design and Build) used. This is because the cross functional team assembled by the client produces conceptual designs that were grouped into FORs which formed the basis of the request for proposals. Detailed designs (RIBA stage D) and technical designs stage (RIBA stage E) were produced by the contractor before tender action while production information stage (RIBA stage F) proceeded after mobilisation stage (RIBA stage J). Figure 2.1 shows the plan of work used in executing the project from the perspective of the constructors which is seen to differ slightly from the plan of work in appendix 1 Figure 2.1 Adoption of RIBA plan of work for Contractor Appendix 2 shows the detailed mapping of each of the above sub processes. 2.4.1 Preparation As a constructor, the first stage of involvement was to review the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s (Department for business innovation and skills) conceptual requirement that has already been identified with the cross-functional team. The constructor (GG ltd) receives the conceptual brief containing the FORs by room type and also confirming key requirements and constraints as well as the Construction (Design and Management) Regulations. The in-house quality management procedures that will be applied on the project is determined. These culminate into the contractorà ¢Ã¢â€š ¬Ã¢â€ž ¢s brief. Since GC ltd already has an in- house design team, they assist in the preparation of the contractorà ¢Ã¢â€š ¬Ã¢â€ž ¢s brief. The construction company at this stage appoints one of its in-house staff to act as the CDM co-ordinator. During the review, some questions may arise, especially concerning site conditions and operational hazards. It is the responsibility of the contractor to provide all such in formation to the design team and the CDM co-ordinator. The design team advises on the need for additional consultants for the project. Documents that will accompany the tender submission are identified and the pre-tender programme drawn up. This process in mapped out in detail in appendix 2. 2.4.2 Design development Once the conceptual designs are fully reviewed and understood by the contractor and his team, he authorizes the final layouts. The design team then develops the project brief into developed designs including, the structural elements, the services systems and the general architectural layout. The initial cost plan is updated and the CDM co-ordinator ensures that all health and safety regulation have been considered at this stage. 2.4.3 Technical design This is the last stage of design development before production information is prepared. The detailed designs are produced and all approvals obtained including that of building regulations. The health and safety file is updated by the CDM co-ordinator and the cost plans and cash flows also updated by the quantity surveyor. The stage D report will form the basis of the tender documents. This process in mapped out in detail in appendix 2. 2.4.5 Tender action Once the detailed developments are obtained, the contractor with the CDM co-ordinator prepares the draft initial construction phase plan. The quantity surveyor advises on the preliminaries, the contingencies and the work sequences and proceeds to prepare the contract sum analysis. The CDM co-ordinator, the quantity surveyor and the other design team members contribute to the stage report prepared by the lead consultant. The report includes all the documents intended to be used for tendering. The contractor checks the report to ensure compliance and the tender documents are submitted. The submitted tender documents are evaluated by the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s agent and any queries responded to by the contractor and his team. Once the contract is awarded to the winning firm (GC Ltd), there is negotiation between the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s agent and the contractor before final adjustments are agreed. 2.4.6 Mobilization The employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s agent confirms to the client that the contractor (GC ltd) has been duly selected. The contractor is then appointed and the tender documents become the contract documents with certified copies sent to the contractor. His insurances for the project are checked by the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s agent. The site is handed over the contractor and he proceeds to develop his initial construction phase plan with his team and the CDM co-ordinator. Statutory approvals and other detailed planning permission are also obtained. 2.4.7 Production Information The final proposals are translated into precise technical instruction for pricing and construction purposes, which is the preparation of detailed drawings, schedules and specifications. The health and safety file is finally updated by the CDM co-ordinator. The contractor, the design team the quantity surveyor and the CDM co-ordinator reviews all process to ensure compliance with brief and procedures. 2.4.8 Construction This is where actual construction of the CTG building takes place in accordance with contract agreements. Further information is supplied to the contractor as and when deemed necessary. At this stage the contractor, his team and sub contractors are typically involved. 2.4.9 Rectification period After construction to practical completion, final inspections are done and the project is handed over. The contract document allows the contractor to be paid half the amount in the final certificate with the other half released after a predetermined period (6 months), defects liability period. Within which all faults and problems are corrected by the contractor. 2.5 Appraisal of RIBA in CTG project The RIBA plan of work was one of the first expressions of building process by members of the building team (Poon et al, 2003) and has been tried, tested and accepted. It has been widely adopted as the basis of calculating consultantsà ¢Ã¢â€š ¬Ã¢â€ž ¢ fees as well as gives a vivid description of work stages (Clamp et al, 2007). Adopting à ¢Ã¢â€š ¬Ã…“design and buildà ¢Ã¢â€š ¬? as procurement route while employing the RIBA plan of work in the CTG project resulted in hybrid process which improves the plan of work especially in the area of flexibility and eliminates sequential flows which, Sheath et al (1996) argues that, have caused problems of fragmentation and poor co-ordination between project team members. CTG, as a project that will house the designing and testing of nuclear weapons, it requires the involvement of all major stakeholders, as such the client, DBIS assembled a cross-functional team including the contractor, in order to better identify his needs and requirements and identify any possible constraints on development and eventually produce a holistic brief. The adoption of the cross-functional team approach had the advantage of improving co-ordination and communication from the design stage throughout to the project (Kagioglou et al, 1998). It was also necessary to involve the constructors early in the design phase in order to eliminate any claims and counter claims for costs, quality and time between the various parties of the contract (Gunaskaran and Love, 1998). This will ensure buildability and reduce the incident of rework and waste in the design process and construction process. Having established the cross-functional team, weekly meetings were held to review all aspec ts of the design. Since it is a single stage tender, it became the responsibility of the contractor to produce the developed designs and technical designs prior to tender action. In order to facilitate the continuous review of the design by the cross-functional team, the contractor broke the technical design into mini phases as follows; all layouts and setting outs, pile caps and ground beams, structural steel work, substructure, super structure, detailed security services and services systems. There were series of reviews and the final review was during the tender action. Once the contract was signed and mobilisation got underway, the production information was produced concurrently. Construction commenced immediately mobilisation is complete. Daily visits by the cross functional team ensured co-ordination and team work all through the construction. RIBA plan of work guarantees flexibility in the basic outline, in that it can be modified to suit any form of procurement used by simply re-arranging the sub processes (Clamp et al, 2007). The RIBA plan of work, 2007 appears to be very elaborate an simple to understand and use because it maps out the main process at the higher level indicating the sub processes and the outputs at each stage. The details of the sub processes can also be mapped out indicating the activities involved and the parties responsible for those activities. Finally the adoption of the design and build and employing a cross-functional team ensures better understanding of requirements, better translation to drawings, more effective and efficient construction process devoid of any conflicts and unnecessary variations eventually leading to a satisfied client and a satisfied contractor. In every building contract there is some degree of risk (Clamp et al, 2007). Balance of speculative risk will lie almost wholly with the CTG contractor in this project with the client bearing the conceptual risk which involves matters that are key to operational efficiency such as scheme. All the major disadvantages that have been associated with RIBA; linear fashion (Jamieson, 1997; Cooper et al, 2004), lack co-ordination and communication (Sheath at al 1996, Kagioglou et al, 1998), buildability issues and biasness towards the architect (Poon et al, 2003) have been catered for by the adoption of the design and build procurement system as well as the introduction of the cross functional team (including the contractor) at the very beginning of the CTG project. However there are still a number of issues that remains unresolved and primary among them is the absence of a mechanism to transfer all the knowledge that will be shared by the entire CTG project team to similar projects in the future because both success and failure can offer important lessons for the future (Kagioglou et al, 2000). Finally, throughout the entire project, subcontractor and suppliers are only involved from the mobilisation stage (RIBA J) 3.0 The Generic Design and Construction Process Protocol 3.1 Background The Generic Design and Construction Process Protocol (GDCPP) was funded by the Engineering and Physical Science Research Council (EPSRC) under the Innovative Manufacturing Initiate (IMI) and undertook by the University of Salford with a leading number of industrial partners, including clients, architects, contractors, subcontractors, consultants, suppliers and IT specialists during 1995-98 (Lee et al, 2000). The main aim of this project was to develop a Generic Design and Construction Process Protocol for the construction industry by considering the lessons learnt through a number of decades in manufacturing New Product Development (NPD). This was achieved by comprehensive reviews of the construction and manufacturing industries, interactive workshops with the project industrial partners, case studies in the manufacturing and construction industry and other research and data collection tools and techniques (Aouad et al, 1999). There are eight key principles involved in process protocol for process as follows which are originated from manufacturing process. Whole Project view, a consistent Process, Progressive Design Fixity, Co ordination, Stakeholder Involvement team work, Feedback, Process Flexibility, Customisable Process. (www.processprotocol.com). The model identifies the various activities involved in the complete execution of the project as well as the responsible parties produced on a horizontal- X and vertical à ¢Ã¢â€š ¬Ã¢â‚¬Å"Y axis respectively resulting in a form of a responsibility matrix. The parties responsible for activity within each phase can be a single person, a firm or a complex network of people (depending on the size of the project) who have been grouped in to à ¢Ã¢â€š ¬Ã…“activity zonesà ¢Ã¢â€š ¬?. Consequently, eight (8) activity zones have been identified by the model and are listed below Development Management Project Management Resource Management Design Management Production Management Facilities Management Health Safety, Statutory legal Management Process Management Change Management The design and construction process (X- axis) have been broken down into 10 distinct phases. These 10 phases are grouped into 4 broad stages: Pre-Project, Pre-Construction, Construction and Post-Construction. (www.processprotocol.com). These 4 stages are briefly explained below 3.2 Pre-Project Stage The Pre-Project Phases (0-3) relate to the strategic business considerations of any potential project which aims to address a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s need. Throughout the Pre-Project Phases the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s need is progressively defined and assessed with the aim of: Determining the need for a construction project solution, and Securing outline financial authority to proceed to the Pre-Construction Phases (Cooper et al, 2005 p 76) These phases have been mapped out in detail in appendix 4 Phase zero: Demonstrating the Need Phase one: Conception of Need Phase two: Outline Feasibility Phase three: Substantive Feasibility Study Outline Financial Authority 3.3 Pre-Construction Stage At this stage (4-6), the defined clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s need is developed into an appropriate design solution through a logical sequence, with the aim of delivering approved production information (Cooper et al, 2005 p78) These phases are listed below have been mapped out in detail in appendix 4 Phase four: Outline Conceptual Design Phase five: Full Conceptual Design Phase six: Coordinated design, Procurement Full Financial Authority 3.4 Construction Stage The Construction Phases (7-8) is solely concerned with the production of the project solution. It is here that the full benefits of the co-ordination and communication earlier in the Process may be fully realised. Potentially, any changes in the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s requirements will be minimal, as the increased cost of change as the design progresses should be fully understood by the time on-site construction work begins (Cooper et al, 2005 p78). The phases involved are listed below. Refer to appendix 4 for detailed maps Phase seven: Production Information Phase eight: Construction 3.5 Post-Construction Stage Upon completion of the Construction Phase, the Process Protocol continues into the Post-Construction phases which aim to continually monitor and manage the maintenance needs of the constructed facility (Cooper et al, 2005 p 80). This is the last phase of the model Phase 9: Operation Maintenance 3.6 Gates There are gates (soft and hard) in between the phases mentioned above. Soft gates are review points during the process which require a decision to be made, but does not require the temporary overhaul of the whole project until a decision to proceed is made. They enable concurrency while hard gates are review points during the process which may require the temporary overhaul of the project until a decision to proceed is made. (www.processprotocol.com). 3.7 Applying the GDCPP to the CTG project The backgrounds of the construction parties are very variant and they therefore have varying skills, it is therefore critical that parties understand and appreciate the interdependence and responsibilities of one another (Poon et al, 2003). However contract-led restrictions of previous models have prevented the involvement of the various parties in the early stages of the project life (Cooper et al, 2005). The GDCPP aims to improve co-ordination of the entire design and construction process (Lee et al, 2000) and try to address the key areas of the process that have been identified for improvement. The first benefit of adopting the GDCPP in the CTG project in that, it extends the recognized construction industryà ¢Ã¢â€š ¬Ã¢â€ž ¢s involvement beyond completion (cooper et al, 2005) and therefore covers the entire lifespan of the project as can be seen in appendices 3 and 4. This will increase the commitments of all parties to the contract especially the contactor and the sub contractors as they continue to bear some contractual risks within the project even after practical completion. Moreover, risk and value management starts right at the beginning of the project and runs through all the phases as can be seen in appendix 3 and in more detail in appendix 4. This has been absent from the RIBA plan of work. Since the client, the cross-functional team, contractors, subcontractors and suppliers are involved at an early stage, there will therefore be a complete identification of all possible risks and hence an early adoption of strategies to mitigate them. With a project of CTGà ¢Ã¢â€š ¬Ã¢â€ž ¢s nature, variation of requirements at any stage will have serious cost implications on the project, as such the introduction of phase reviews (as can be seen on appendix 3) which aim at reviewing work in each phase and approving progress to the next stage while employing the hard or soft gates is an added advantage. This will assure high quality of work performance (Kagioglou et al, 1998). The backbone of the successful execution of the CTG project will be a good relationship between parties (Jamieson, 1997; Cooper et al, 2005). More often than not, problems have ranged from litigation, lack of trust, lack of communication and lack of knowledge sharing between parties as they have perhaps never worked together probably will never do again (Lee et al, 2000). Therefore the involvement of all stakeholders and using strategic partnering arrangements will allow involvement of all parties from the requirements capture phase as shown on appendix 3 and this fosters a team environment and encourages appropriate and timely communication and decision making (Lee et al 2000) and because stakeholders are identified, their responsibilities will be explicitly identified. Feedback is an important concept which aims to regulate and improve performance (Poon et al, 2003). The inclusion of the legacy archive with the process protocol is an added advantage. It gives the players within the industry an opportunity to draw from the success or failures of past projects upon which the current or future projects. Furthermore, the adoption of standardised deliverables assist in smooth project delivery as every team knows what is to be produced and at what stage. This is the only way continuous improvement can be sustained. However, the first problem that will come to the mind of members of the construction industry is the extent of involvement of IT in the process. Poon et al (2003) argue that, apart from describing the activities in the map, it is also necessary to use multiple computing skills, which include electronic data interchange, artificial intelligence, integrated databases, inter/intranet application and document management systems in order to analyse activities. The whole set of activities might seem cumbersome and too complicated for non-computer literate users. The roles of the process management and change management activity zones seem to lean much toward the activities and roles of the project manager within the context of construction. Therefore, there could be conflict of responsibilities within these activity zones as they operate within the project. This is the case because of the fundamental difference between construction and manufacturing in relation to the product, the processes and the tracking of changes that occur. Though the process protocol is generic and has the advantage of flexibility, it is quite difficult to fit the protocol into an ongoing project because it has its own definitions and terminologies which could possibly result in confusion if blended with the terminology of the one going project. 4. 0 Production activities An activity is a well defined task in a project which usually requires a certain amount of time to complete and absorbs a portion of the projectà ¢Ã¢â€š ¬Ã¢â€ž ¢s financial budget (Waller, 2002). In the CTG project, there are many production activities, however, casting the foundation have been chosen for appraisal 4.1 Casting the foundation A cross functional process map shown in appendix 5 is used to depict how a typical foundation slab within the CTG project is cast indicating the processes cutting across several functions. According to the transformation theory, the emphasis is on the translation of the concrete into the foundation and slab (Koskela, 2000). However, in order to ensure the foundation is cast according to the drawings, checking/inspection is done intermittently as can be seen on the map, this brings us to the flow model: there are waiting, inspection and moving together with the transformations (Koskela, 2000). This is so because, once the formwork in place and the foundation is cast, it has to be inspected. As depicted on the map there are such inspections which involve, waiting and moving as the entire foundation is cast. The effect of these is the eventual extension to the time required to execute the particular operation. There are some non value-adding activities that are important, an example being the time allowed for the concrete to harden before the forms are struck and preparation of the excavated surfaces after excavation. There are other non-value adding activities that need to eliminate an example being the time spent in undertaking all these inspections. In order to improve the efficiency of this process, focus should be on the elimination to the non-value adding processes. 5.0 Conclusion The RIBA plan of work still has its advantage of simplicity and adaptability to various procurement methods. However the GDCPP proves to be more holistic in its approach towards customer satisfaction. The GDCPP is easily adopted in the CTG project primarily because of the size and complexity of the project. The cost that may be incurred through implementation of the protocol will be offset in the communication, co-ordination and team work which will eventually be created. This may however not be the case in relatively smaller projects. The introduction and sustenance of the protocol will fail due to poor process change within companies and will even fail more should managements try to adopt shortcuts by expecting individual workers to execute new working practices without training. Effective implementation and adoption of the protocol requires continuous training and education. This training needs to start from management level down to the last worker.