gawk at the hall’s sinuous, stainless-steel wrapper. At the corner of Grand and First, the enclosing forms curve open to the main entrance, across from the Philharmonic’s old home at the Music Center. PROJECT DIARY The story of how Frank Gehry’s design and Lillian Disney’s dream were ultimately rescued to create the masterful WALT DISNEY CONCERT HALL By James S. Russell, AIA P H OTO G R A P H Y : © L A R A S W I M M E R / E S TO Fleischmann and a committee assembled to manage the construction
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Consolidation of Variable Interest Entities A Roadmap to Applying the Variable Interest Entities Consolidation Model March 2010 FASB material, copyright © by the Financial Accounting Foundation, 401 Merritt 7, PO Box 5116, Norwalk, CT 06856-5116, is reproduced with permission. This publication is provided as an information service by the Accounting Standards and Communications Group of Deloitte & Touche LLP. It does not address all possible fact patterns and the guidance is subject to change
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Chapter 12 Enhancing Decision Making LEARNING OBJECTIVES After reading this chapter, you will be able to answer the following questions: 1. What are the different types of decisions and how does the decision-making process work? 2. How do information systems support the activities of managers and management decision making? 3. How do decision-support systems (DSS) differ from MIS and how do they provide value to the business? 4. How do executive support systems (ESS) help senior managers make better
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the culmination of a four year study of leadership exhibited by modest individuals who are probably more concerned with doing the right things than doing things right. The author suggests that most of us look at people in terms of a pyramid. At the top of the pyramid are the great leaders who act boldly, set examples for us, and considerably influence other people. At the base of the pyramid are cowards, who inspire no one and change nothing. The vast majority of managers fall into the middle. They
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New Products in Consumer Goods By Patrick Bower consumer packaged goods. There are no magical algorithms, forecasting tools, or proprietary process solutions that offer much more than a "like as" or analog-based planning solution. The companies that do the best job in forecasting new ¡Hnáucts work the details in a methodical way, challenge underlying assumptions, and examine all available data to givei: PATRICK BOWER Mr. Bower is Senior Director of Corporate Planning & Customer Service at
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U.S. CHEMIC AL S AFETY AND H AZ ARD INVESTIG ATION BOARD INVESTIGATION REPORT LPG FIRE AT VALERO – MCKEE REFINERY (Four Injured, Total Refinery Evacuation, and Extended Shutdown) Photo: Associated Press VALERO ENERGY CORPORATION SUNRAY, TEXAS FEBRUARY 16, 2007 KEY ISSUES: • FREEZE PROTECTION OF DEAD-LEGS • EMERGENCY ISOLATION OF EQUIPMENT • FIREPROOFING OF SUPPORT STEEL • FIRE PROTECTION FOR HIGH PRESSURE LPG SERVICE • CHLORINE RELEASE REPORT NO. 2007-05-I-TX JULY 2008
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ERASMUS MUNDUS MSC PROGRAMME COASTAL AND MARINE ENGINEERING AND MANAGEMENT COMEM MEGA CONTAINER SHIPS: IMPLICATIONS TO PORT OF SINGAPORE City University London 25 June 2012 Liyenita Widjaja 110047669 (City University) 4128761 (TU Delft) The Erasmus Mundus MSc Coastal and Marine Engineering and Management is an integrated programme organized by five European partner institutions, coordinated by Delft University of Technology (TU Delft). The joint study programme of 120 ECTS credits
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Strategic Overview 3 Initial Analysis of Objectives 5 EXTERNAL ANALYSES 6 Environmental Scan 6 Political 7 Economic 7 Social 7 Technological 7 Environmental 8 Legal 8 Three Future Trends 9 Scenario 1: Shift from Hardware to Software Focus 9 Scenario 2: Cloud Computing 12 Scenario 3: Developing markets 14 INTERNAL ANALYSIS 15 Resource-Based View Analysis 15 Tangible Resources 15 Intangible resources 17 Value Chain Analysis 18 Primary 18 Secondary 20 Core Competencies
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William Boeing was very impressed with the Wright brother’s achievement. In 1915, William Boeing moved to California to take flying lessons with his friend Westervelt from the nation’s only aviation school. After doing more research they decided to design a new, innovative and more practical plane. They called their very first plane the “B&W”. In two years the company grew to several hundred employees. When World War I started, the company focused more on the fighter planes. They started the production
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of military projects, except the original Titanic was ahead of schedule when it sank. Hundreds of millions of dollars over budget and years behind schedule, the first phase of this huge military system was finally "tossed over the wall" and over the top of a network of separate programs used by thousands of practitioners. Although long hampered by quality problems, big hopes were again riding on the system once it passed acceptance testing. The intended users refused to use the system. It lacked features
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