Engaging Into a Boy-Girl Relationship at a Young Age for...

ENGAGING INTO A BOY-GIRL RELATIONSHIP AT A YOUNG AGE: FOR BETTER OR FOR WORSE? A Term Paper Presented to Mrs. In Partial Fulfillment of the Requirements in English 4 by xfx February 2009 TABLE OF CONTENTS Chapter Page I. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 II. Statement of the Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 A. Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1-2 B. Hypothesis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 III. Presentation, Analyses and Interpretation of the Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2-7 IV. Summary, Conclusion and Recommendation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 BIBLIOGRAPHY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...8-9 APPENDIX†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9-10 I. Introduction Man is a social being. God made man to be with others in fulfilling his†¦show more content†¦Until now, teenage dating and relationships have been neglected in the area of study by behaviorists because they are regarded as temporary and not lasting very long. Another reason is that there seems to be more concern about sexual patterns among teenagers rather than on the relationship itself. Giordano (Teenage Relationships, 2006) explained that since 80% of American adolescents have had a romantic relationship by the age 18, the focus must be on what these relationships mean to them and how their romantic partnerships in the future will be shaped. Love relationships can also be seen in the positive way. It can be life’s inspiration especially for students, but they should know their limitations. Facts of today proves that this kind of relationship does not seem to be very helpful especially to the youngsters. This is one of the reasons why some teenagers got dist racted and depressed. According to Dr. Norma Clarke (2005), a child psychiatrist in the Menninger Clinic in Houston, Texas, children with poor self-esteem end up in bad relationships or sexual relationships. 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Ib Physics Ia - 2482 Words

IB Physics Internal Assessment Andy Tang Research Question In this internal assessment, I am given a cantilever to find the physical properties of it. I decide to investigate the relationship between the force I act on one side of the cantilever and the maximum acceleration the tail can reach. This experiment will be also showing the elasticity of the cantilever. Since I pull down one side of it and fixed the other side, when I cut the string, it will bounce up and down until all the internal energy is depleted. Text books Newton meter Accelerometer Equilibrium line Materials 1) A piece of cantilever that is made by acrylic plastic (length:35.2cm ±0.1; Width:4.0cm ±0.1; thickness:0.2cm ±0.1) 2) An accelerometer (sensor;†¦show more content†¦By considering the formula: Ep=kx2/2, when x (the displacement caused by deformation) cannot be changed any more, the potential energy will not be changing. When there is no more energy added into the system, the acceleration will not change. Raw Data Table Force (N ±0.05) | Acceleration (ms^-2)( ±0.2) | | Trial 1 | Trial 2 | Trial 3 | | max | min | max | min | max | min | 0.75 | 22.3 | -18.5 | 21.2 | -15.3 | 25.7 | -26.1 | 1.00 | 40.6 | -36.3 | 36.9 | -42.5 | 35.6 | -35.2 | 1.25 | 48.7 | -43.4 | 46.6 | -37.2 | 40.7 | -39.3 | 1.50 | 52.7 | -55.6 | 52.0 | -41.7 | 49.1 | -45.9 | 1.75 | 55.3 | -52.7 | 57.3 | -53.0 | 50.2 | -48.3 | 2.00 | 64.7 | -57.5 | 66.8 | -55.0 | 65.6 | -56.1 | 2.25 | 69.8 | -59.7 | 67.3 | -61.2 | 65.3 | -63.2 | 2.50 | 78.0 | -63.8 | 68.0 | -63.8 | 64.3 | -62.8 | 2.75 | 74.7 | -63.8 | 83.8 | -63.8 | 83.7 | -63.2 | 3.00 | 83.8 | -63.8 | 83.1 | -63.8 | 83.6 | -63.8 | Force uncertainty: The least count of the Newton meter that I used is 0.25N. Although the interspace of each scale is wide enough for me to determine, I was not able to control the tension force which I act on the Newton meter. This created the uncertainty of the force measurement. 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Foundation and Empire 2. The Magicians Free Essays

FOUNDATION†¦ With forty years of expansion behind them, the Foundation faced the menace of Riose. The epic days of Hardin and Mallow had gone and with them were gone a certain hard daring and resolution†¦ Encyclopedia Galactica There were four men in the room, and the room was set apart where none could approach. The four men looked at each other quickly, then lengthily at the table that separated them. We will write a custom essay sample on Foundation and Empire 2. The Magicians or any similar topic only for you Order Now There were four bottles on the table and as many full glasses, but no one had touched them. And then the man nearest the door stretched out an arm and drummed a slow, padding rhythm on the table. He said, â€Å"Are you going to sit and wonder forever? Does it matter who speaks first?† â€Å"Speak you first, then,† said the big man directly opposite. â€Å"You’re the one who should be the most worried.† Sennett Forell chuckled with noiseless nonhumor. â€Å"Because you think I’m the richest. Well – Or is it that you expect me to continue as I have started. I don’t suppose you forget that it was my own Trade Fleet that captured this scout ship of theirs.† â€Å"You had the largest fleet,† said a third, â€Å"and the best pilots; which is another way of saying you are the richest. It was a fearful risk; and would have been greater for one of us.† Sennett Forell chuckled again. â€Å"There is a certain facility in risk-taking that I inherit from my father. After all, the essential point in running a risk is that the returns justify it. As to which, witness the fact that the enemy ship was isolated and captured without loss to ourselves or warning to the others.† That Forell was a distant collateral relative of the late great Hober Mallow was recognized openly throughout the Foundation. That he was Mallow’s illegitimate son was accepted quietly to just as wide an extent. The fourth man blinked his little eyes stealthily. Words crept out from between thin lips. â€Å"It is nothing to sleep over in fat triumph, this grasping of little ships. Most likely, it will but anger that young man further.† â€Å"You think he needs motives?† questioned Forell, scornfully. â€Å"I do, and this might, or will, save him the vexation of having to manufacture one.† The fourth man spoke slowly, â€Å"Hober Mallow worked otherwise. And Salvor Hardin. They let others take the uncertain paths of force, while they maneuvered surely and quietly.† Forell shrugged. â€Å"This ship has proved its value. Motives are cheap and we have sold this one at a profit.† There was the satisfaction of the born Trader in that. He continued, â€Å"The young man is of the old Empire.† â€Å"We knew that,† said the second man, the big one, with rumbling discontent. â€Å"We suspected that,† corrected Forell, softly. â€Å"If a man comes with ships and wealth, with overtures of friendliness, and with offers of trade, it is only sensible to refrain from antagonizing him, until we are certain that the profitable mask is not a face after all. But now-â€Å" There was a faint whining edge to the third man’s voice as he spoke. â€Å"We might have been even more careful. We might have found out first. We might have found out before allowing him to leave. It would have been the truest wisdom.† â€Å"That has been discussed and disposed of,† said Forell. He waved the subject aside with a flatly final gesture. â€Å"The government is soft,† complained the third man. â€Å"The mayor is an idiot.† The fourth man looked at the other three in turn and removed the stub of a cigar from his mouth. He dropped it casually into the slot at his right where it disappeared with a silent flash of disruption. He said sarcastically, â€Å"I trust the gentleman who last spoke is speaking through habit only. We can afford to remember here that we are the government.† There was a murmur of agreement. The fourth man’s little eyes were on the table. â€Å"Then let us leave government policy alone. This young man†¦ this stranger might have been a possible customer. There have been cases. All three of you tried to butter him into an advance contract. We have an agreement – a gentleman’s agreement – against it, but you tried.† â€Å"So did you,† growled the second man. I know it,† said the fourth, calmly. â€Å"Then let’s forget what we should have done earlier,† interrupted Forell impatiently, â€Å"and continue with what we should do now. In any case, what if we had imprisoned him, or killed him, what then? We are not certain of his intentions even yet, and at the worst, we could not destroy an Empire by snipping short one man’s life. There might be navies upon navies waiting just the other side of his nonreturn.† â€Å"Exactly,† approved the fourth man. â€Å"Now what did you get out of your captured ship? I’m too old for all this talking.† â€Å"It can be told in a few enough words,† said Forell, grimly. â€Å"He’s an Imperial general or whatever rank corresponds to that over there. He’s a young man who has proved his military brilliance – so I am told – and who is the idol of his men. Quite a romantic career. The stories they tell of him are no doubt half lies, but even so it makes him out to be a type of wonder man.† â€Å"Who are the ‘they’?† demanded the second man. â€Å"The crew of the captured ship. Look, I have all their statements recorded on micro-film, which I have in a secure place. Later on, if you wish, you can see them. You can talk to the men yourselves, if you think it necessary. I’ve told you the essentials.† â€Å"How did you get it out of them? How do you know they’re telling the truth?† Forell frowned. â€Å"I wasn’t gentle, good sir. I knocked them about, drugged them crazy, and used the Probe unmercifully. They talked. You can believe them.† â€Å"In the old days,† said the third man, with sudden irrelevance, â€Å"they would have used pure psychology. Painless, you know, but very sure. No chance of deceit.† â€Å"Well, there is a good deal they had in the old days,† said Forell, dryly. â€Å"These are the new days.† â€Å"But,† said the fourth man, â€Å"what did he want here, this general, this romantic wonder-man?† There was a dogged, weary persistence about him. Forell glanced at him sharply. â€Å"You think he confides the details of state policy to his crew? They didn’t know. There was nothing to get out of them in that respect, and I tried, Galaxy knows.† â€Å"Which leaves us-â€Å" â€Å"To draw our own conclusions, obviously.† Forell’s fingers were tapping quietly again. â€Å"The young man is a military leader of the Empire, yet he played the pretense of being a minor princeling of some scattered stars in an odd comer of the Periphery. That alone would assure us that his real motives are such as it would not benefit him to have us know. Combine the nature of his profession with the fact that the Empire has already subsidized one attack upon us in my father’s time, and the possibilities become ominous. That first attack failed. I doubt that the Empire owes us love for that.† â€Å"There is nothing in your findings,† questioned the fourth man guardedly, â€Å"that makes for certainty? You are withholding nothing?† Forell answered levelly, â€Å"I can’t withhold anything. From here on there can be no question of business rivalry. Unity is forced upon us.† â€Å"Patriotism?† There was a sneer in the third man’s thin voice. â€Å"Patriotism be damned,† said Forell quietly. â€Å"Do you think I give two puffs of nuclear emanation for the future Second Empire? Do you think I’d risk a single Trade mission to smooth its path? But – do you suppose Imperial conquest will help my business or yours? If the Empire wins, there will be a sufficient number of yearning carrion crows to crave the rewards of battle.† â€Å"And we’re the rewards,† added the fourth man, dryly. The second man broke his silence suddenly, and shifted his bulk angrily, so that the chair creaked under him. â€Å"But why talk of that. The Empire can’t win, can it? There is Seldon’s assurance that we will form the Second Empire in the end. This is only another crisis. There have been three before this.† â€Å"Only another crisis, yes!† Forell brooded. â€Å"But – in the case of the first two, we had Salvor Hardin to guide us; in the third, there was Hober Mallow. Whom have we now?† He looked at the others somberly and continued, â€Å"Seldon’s rules of psychohistory on which it is so comforting to rely probably have as one of the contributing variables, a certain normal initiative on the part of the people of the Foundation themselves. Seldon’s laws help those who help themselves.† â€Å"The times make the man,† said the third man. â€Å"There’s another proverb for you.† â€Å"You can’t count on that, not with absolute assurance,† grunted Forell. â€Å"Now the way it seems to me is this. If this is the fourth crisis, then Seldon has foreseen it. If he has, then it can be beaten, and there should be a way of doing it. â€Å"Now The Empire is stronger than we; it always has been. But this is the first time we are in danger of its direct attack, so that strength becomes terribly menacing. If it can be beaten, it must be once again as in all past crises by a method other than pure force. We must find the weak side of our enemy and attack it there.† â€Å"And what is that weak side?† asked the fourth man. â€Å"Do you intend advancing a theory?† â€Å"No. That is the point I’m leading up to. Our great leaders of the past always saw the weak points of their enemies and aimed at that. But now-â€Å" There was a helplessness in his voice, and for a moment none volunteered a comment. Then the fourth man said, â€Å"We need spies.† Forell turned to him eagerly. â€Å"Right! I don’t know when the Empire will attack. There may be time.† â€Å"Hober Mallow himself entered the Imperial dominions,† suggested the second man. But Forell shook his head. â€Å"Nothing so direct. None of us are precisely youthful; and all of us are rusty with red-tape and administrative detail. We need young men that are in the field now-â€Å" â€Å"The independent traders?† asked the fourth man. And Forell nodded his, head and whispered, â€Å"If there is yet time-â€Å" How to cite Foundation and Empire 2. The Magicians, Essay examples

Company Relocation Project Plan for Healthcare- myassignmenthelp

Question: Discuss about theCompany Relocation Project Plan for Healthcare. Answer: Introduction to the project The project plan is based on to manage moving the company to another location. A private healthcare provider in Singapore desires to relocate their healthcare business to another city of Singapore. The relocation decision is taken to improve the healthcare business by expanding the IT infrastructure and better serve the clients and healthcare associates. The entire relocation of the company is dependent in companys size. The company decides to outgrow the current space due to their expanded workforces, and they also need an efficient and updated facility to relocate their business. The relocation process needs proper planning of the location, finding of the office space, office fit out, technology, visual and furniture. This particular project plan includes of key dates of moving the office, strategies for the office move, IT and telecom infrastructure needs and communication considerations. The main benefit of this project plan is to deliver the plan within scheduled time and also budget. This report reflects on project scope statement based on six items such as objectives, deliverables, milestones, limits and exclusions, technical requirements and review with the customer. It also establishes three project priorities criteria for determining the priorities based on factors such as time, scope and cost. It provides a work breakdown structure, estimation of the cost with time phase budget. It also provides a Gantt chart which shows the estimated time with proper end and finish date of entire relocation plan of the healthcare provider business. Project scope statement Project objectives Following are the objectives of the project plan: To complete the project plan on scheduled time and estimated budget To complete check for the live operations of the relocation plan To approve the construction documents, furniture plans and moving map To expand the IT infrastructure and support of the healthcare provider business To better service and provide healthcare services to the patients, clients and healthcare associates Project deliverables In order to successfully complete the project plan, all the project deliverables are required to meet and approve by the project manager (Fisher, 2014). The lists of deliverables for relocation of the business to another location are as follows: Survey of new office space before construction phase Relocation of the healthcare business with minor modifications to current operational building Real time office relocation of the employees and contractors Expansion of the IT infrastructure as well as system along with upgradation of the online throughout the move Project documentation such as project management plan, construction document, furniture plan and moving map such as interior layout Milestones The project milestones are: Task Name Expected Start Completion of Feasibility Analysis Phase 12/12/17 Completion of Planning Phase 12/26/17 Completion of Relocation phase 2/15/18 Completion of Closing phase 2/22/18 Technical requirements Following are the technical requirements to relocate of the business are: The building where the office is relocated should meet with the building code and it should have authorized holder. Provide the new location details into the official website of the company so that the customers should know about their relocation (Huang, Chaiprapat Waiyagan, 2015). End of the project plan on time such as within 67 days Obtaining of the insurance and permit from the higher authority and government to construct the office building Providing of training to the staffs so as to handle the project relocation plans Limits and exclusions The limitations of the project plan are that there is limited budget, therefore the relocation plan requires more fund. There is lot of downtime into the company while moving of their business to another location (Indelicato, 2014). Extra resources are required for the plan so that there is need to add more cost which may extend the project schedule. Review with customer The workers those are working into the company should provide their review and feedback using communication processes such as survey and weekly meetings. Based on the feedback of the workers, the relocation work of the company is continued so that in future the workers can get better working environment and they are satisfied to work on it. Establish project priorities Before the project manager started to work on the project plan, there is requirement to develop the project priorities as based on those the work should be done. It enables the project manager to determine which of three criterias are most essential (Manning, 2014). The project priority matrix for company relocation plan is: Criteria Time Scope Cost Constrain Enhance Accept The responsibility of the project manager is to estimate of the time, cost and provide the scope of the relocation project plan those are considered as the three main principles into the project priority matrix. Into this particular project plan, the priorities are as follows: Time: Time is considered as a constraint, as it is required to start the plan on scheduled time which is 22nd November, 2017 and end the plan on estimated plan with duration of 67 days. Proper finish is required on time as the company should start their healthcare business into new location on time. Scope: The project scope may enhance when new requirements are added into the plan. There should also possibility of scope changes into middle of the project phase (Rivinus, 2013). Cost: There is limited cost into the project; therefore project funding is required to meet with the project requirements for relocation of the business. Before start of the project, the project sponsor should estimate the resources properly so that later there are no chances of increasing the budgeted cost. Therefore, it is accepted by the project sponsor for funding requirements. When the three principles are accepted, then the project manager ranks those based on their priorities on the project. Based on the ranking system, time has highest priority, budget has second and scope consists of third priority. Create Work Breakdown Structure The following tables show the works which are taken place into the project plan: WBS Project Activities 0 Project Plan: To manage moving the company to another location 1 Feasibility Analysis Phase 1.1 Project charter 1.2 Preliminary project scope 1.3 Needs analysis 1.3.1 Needs of the business 1.3.2 Needs of the customers 2 Planning Phase 2.1 Selection of the contractor 2.1.1 Building materials specifications 2.2 IT specification plan 2.3 Furniture vendor selection 3 Relocation phase 3.1 Legal, IT and project management 3.2 Checklist for furniture delivery 3.3 New IT system delivery checklist 3.4 Server deployment report 3.5 Move map and schedule report 4 Closing phase 4.1 Sign off report of project manager 4.2 Final IT system testing report The work packages are the related tasks within the project plan. It is considered as the smallest unit of the work in which the project is being broken down to create the work breakdown structure. At the time of preparing of the work break down structure, the deliverables are broken down into managerial pieces of the work. The process of deconstruction is continued until the deliverables are small, then it is considered as the work packages (Wells Kloppenborg, 2015). The works packages are the lowest activity of the work breakdown structure for each the activities. In this project relocation plan, the work packages are considered as: Preliminary project scope, Needs of the customers, Furniture vendor selection, Move map and schedule report and Final IT system testing report. Each of the work packages should be small so that the project manager can estimate both the duration as well as cost (Indelicato, 2014). Those identified work packages are scheduled, cost estimation and controll ed properly. The work packages are important as it permits to work on various components of the project plan. Figure 1: Gantt chart (Source: Created by author) Figure 2: Work breakdown structure (Source: Created by author) Cost estimation Project activities Duration Budget Cost of office space occupancy Week 1 $ 1500 Insurance cost Week 2 $ 300 Cost of the transaction Week 3 $ 840 Permits fees for the office building Week 4 $ 2000 Design and office fitting out cost Week 5 $ 2000 Furniture cost Week 6 $ 1000 Delivery and installation cost of the furniture Week 7 $ 800 IT cabling Week 8 $ 1700 Cost for the disposal Week 9-10 $ 200 Printing cost Week 11 $ 300 Marketing and operational cost Week 12 $ 500 Other costs Week 13 $ 4700 Total cost for the project: $ 15,840 Within this particular cost estimation, the project manager uses the bottom up estimation technique which shows the expected cost of the work which is taken place. The estimated and total project cost should require being equal ((Huang, Chaiprapat Waiyagan, 2015). As the cost estimation is accurate, therefore it is the best process. Using this cost estimation method, the actual cost of all the work packages are calculated properly. Time phase budget: Chart 1: Time phase budget (Source: Created by author) References Fisher, C. (2014). New Techniques in Project Management.AJIBM,04(12), 739-750. Huang, G., Chaiprapat, S., Waiyagan, K. (2015). Automated process planning and cost estimation under material quality uncertainty.The International Journal Of Advanced Manufacturing Technology. Indelicato, G. (2014). A Compendium of PMO Case Studies: Reflecting Project Business Management Concepts.Project Management Journal,45(2), e4-e4. Manning, S. (2014). Mitigate, tolerate or relocate? Offshoring challenges, strategic imperatives and resource constraints.Journal Of World Business,49(4), 522-535. Rivinus, C. (2013). IT project prioritization: A practical application of knowledge management principles.Business Information Review,30(4), 196-203. Wells, K., Kloppenborg, T. (2015).Project management essentials. New York, NY: Business Expert Press.