The Case of Eric Rudolph The Olympic Park Bomber

Eric Rudolph, 36, is charged with the 1998 bombing of a Birmingham abortion clinic that killed an off-duty police officer and critically injured a nurse. Rudolph was arrested May 31, 2003 while pilfering through a dumpster behind a grocery store in Murphy, North Carolina by a sheriffs deputy on routine patrol, ending a FBI manhunt that lasted more than five years. Latest Developments Defiant Rudolph Gets Two Life SentencesJuly 18, 2005A defiant and unrepentant Eric Rudolph said that abortion is murder that needs to be fought with deadly force before a federal judge sentenced him to life in prison for the bombing of a Birmingham abortion clinic that killed a security guard and injured a nurse. Previous Updates Eric Rudolph Pleads Guilty to BombingsApril 13, 2005Eric Rudolph pleaded guilty to the bombing of the 1996 Summer Olympics and other bombings, citing a hatred of abortion, gay rights and the government as his motive. Eric Rudolph to Plead Guilty, Escape Death PenaltyApril 7, 2005Eric Rudolph will enter guilty pleas in a plea agreement that will give him four life sentences and avoid the death penalty. Feds Try to Link Rudolph to Pro-Life ActivistMarch 28, 2005Federal prosecutors want to introduce evidence that he attended church services at a church were the pastor is noted anti-abortion activist, although the pastor says he doesnt remember ever seeing Rudolph. Judge Lets Capital Case Stand Against RudolphMarch 3, 2005Eric Rudolph will be tried on capital charges in the bombing of an Alabama abortion clinic after Judge Lynwood Smith rejected a motion that he should be tried under a federal law that does not allow the death penalty. Judge Rejects Bid to Drop Death PenaltyJan. 18, 2005U.S. Magistrate Judge T. Michael Putnam rejected a claim by Eric Rudolph that prosecutors waited too long to announce they would seek the death penalty. Judge Okays Seized Rudolph EvidenceDec. 18, 2004Magistrate Judge T. Michael Putnam ruled that evidence seized from the North Carolina trailer and shed of Eric Rudolph can be admitted at his trial. Judge Grants Eric Rudolph Defense RequestDec. 15, 2004Judge T. Michael Putnam has ordered prosecutors to turn over all information about a bomb found outside Birmingham police headquarters to Eric Rudolphs defense attorneys. Eric Rudolph Defense Questions FBI SketchDec. 6, 2004Eric Rudolphs defense attorneys have requested that prosecutors to turn over any evidence regarding alterations made to FBI composite drawings of the suspected abortion clinic bomber. Rudolphs Attorneys Seek Atlanta EvidenceNov. 15, 2004Attorneys for Eric Rudolph are trying to gain access to evidence the government has against him in another bombing, because they believe it will help in their case in Birmingham. Eric Rudolphs Lawyers Challenge EvidenceAttorneys for Eric Rudolph suggested that traces of explosives from an abortion clinic in Alabama were transported to Rudolphs home by the ATF agents doing the search. Judge to Review Inconsistencies in Rudolph CaseOct. 5, 2004U.S. District Judge Lynwood Smith has agreed to a defense request to review the handwritten notes used to compile witness statements in a Birmingham abortion clinic bombing investigation for inconsistencies. Attorneys Try to Suppress Rudolph EvidenceSept. 22, 2004Claiming that his capture was the result of an illegal detention and arrest, attorneys for accused abortion clinic bomber Eric Rudolph have filed a motion to suppress all evidence seized at his remote mountain campsite. Defense Attorneys Given More TimeAug. 23, 2004Attorneys for Eric Rudolph now have until Sept. 15, 2004 to reveal their defense against charges that he bombed a Birmingham abortion clinic in 1998. Unabomber Lawyer Heads Rudolph Defense - Aug. 10, 2004The lead attorney for alleged serial bomber Eric Rudolph unexpectedly withdrew from the case, and a judge appointed a lawyer who represented the Unabomber to take his place.Judge Refuses Bid to Review Secret Filings by Rudolph Attorneys - July 15, 2004Federal prosecutors lost a bid to reduce the amount of secrecy in the death penalty case against Eric Rudolph when a judge ruled against their request to see documents filed under seal by his lawyers. Judge Denies Defense Access to Notes - July 9, 2004A federal judge refused Eric Rudolphs request to see the original notes taken by agents who investigated an Alabama abortion clinic bombing, a potential blow to defense lawyers looking for holes in the prosecutions case. Defense Attacks Claims From Government - July 2, 2004Lawyers for Eric Rudolph attacked a key prosecution witness in their first detailed response to charges that the serial bombing suspect set off a deadly explosion outside an abortion clinic.

Ideas And Reforms For An Improved Access For High Quality...

Ideas and reforms for an improved access to high quality primary health care in Ontario: AOHC’s perspective Purpose The purpose of this briefing note is to provide top three recommendations for the policy actions that AOHC should advocate in order to improve timely access to primary health care in Ontario. Background Primary care is considered to be the first point of contact with the health system for the people of Ontario and is recognized, as the building block of the entire health system. Every individual in the province needs a timely access to this service in order to maintain a healthy living. Ontario’s medical system focuses on delivering high quality primary care, but certain gaps within the system have resulted in an inequitable access to healthcare services. Are Ontario’s primary care reforms meeting the needs of its’ residents? Despite large investments in primary care reforms (PCR) over the years, there still hasn’t been a significant impact in certain areas of the health system, particularly those related to the ‘access to care’. The Health Quality Ontario (HQO) data from 2014 shows that almost 94% of the adults have a primary care provider, which has risen from 92% in 2006 1, 2. While the percentage of Ontarians who have a primary care provider has grown, most Ontarians are unable to get an appointment to see their doctor the same day or the next day when they become sick 2. Less than half of the population (44.3%) of the Ontarians are able to see theirShow MoreRelatedBenefits Of The Affordable Care Act Essay1714 Words   |  7 PagesThe Benefits of the Affordable Care Act to Our People and Our Health Care System In the wake of the 2016 presidential election, concerns have been raised regarding the Republicans’ desire to repeal the Affordable Care Act, informally referred to as Obamacare. 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Project Management A Rostering System For RALS Free Sample

Question: Describe about the Project Management for A Rostering System for RALS. Answer: Part 1 Project Name / Team / Description Project Name: Riverina Agriculture and Lifestyle Show Rostering System Project Start Date October 12, 2016 Team Member Contact Details Thomas Anderson (02) 6528 2365; thomas.anderson@virtucon.net; Cooper Graham (02) 2514 6985; cooper.graham@globex.net; Sebastian Martin (02) 5474 2698; sebastian.martin@virtucon.net; Zara Smith (02) 2111 3658; zara.smith@virtucon.net; Alexander Brown (02) 2588 0021; alexander.brown@virtucon.net; Charlotte Watson (02) 1211 8874; charlotte.watson@virtucon.net; Project overview: The Riverina Agriculture and Lifestyle Show Rostering System Project project aims at the development of the automated computerized system that will assist the Globex in easy monitoring and management of the volunteers participating in RALS. Project Description: Riverina Agriculture and Lifestyle Show is being organized every year by the Globex Corporation for demonstrating and appreciating the achievements of agricultural lifestyle and farmers. The success of the show significantly depends on the volunteers. With the passing years, the increase in the number of the volunteers have made it difficult to manage and monitor them manually. Globex has requested for the development of computer based rostering system for easy communication and coordination with the volunteers participating in RALS. Globes has reached out to Virtucon for managing the development of the Rostering System. the new developed system will be able to store information and allocated task to the volunteers. Team Charter Skills and Knowledge Inventory Name Role Skills and Knowledge Thomas Anderson Project Manager Communication; Leadership; Negotiation; Team Management; Risk Management, Organization Cooper Graham Business Analyst Marketing; Conceptual modeling; Change Management; Analytical Skills, Technical Knowledge; Persuasion, Negotiation; Decision Making Skills; Sebastian Martin Developer Problem Solving Skills; Technical Knowledge; interpersonal Skills; Business Knowledge; Zara Smith Coder Analytical Skills; Optimized Coding; Smart Programming; Error rectification skills; Alexander Brown Tester Logical Thinking Skills; Analytical Skills; Subject Knowledge; Business Savvy; Charlotte Watson Designer Creativity; Understanding Customer Needs; Graphical Knowledge; Roles and Responsibility Name Roles Responsibilities Thomas Anderson Project Manager Application of the appropriate standard for managing the project; Developing, maintaining the project deliverables, plan and schedule; Identifying and managing the risks involved; Allocating and monitoring resources and directing the development; Cooper Graham Business Analyst Evaluates the need and requirement of Globex; Provides data visualization; Analyzing the business case of RALS; Organizing the requirements; Sebastian Martin Developer Coordinating with the project manager; Reviewing the existing operations at RALS; Developing a prototype system for rostering; Prepares the working module of rostering system; Zara Smith Coder Determines the feasibility the developed rostering system; Execute the rostering system development life cycle; Codes the programming logic in the RALS rostering system; Alexander Brown Tester Monitor and evaluate the programming logic meets the business needs of Globex; Logs and execute system test on rostering system; Identifying the success criteria of the RALS rostering system; Charlotte Watson Designer Develops easy user interface of the rostering system; Implement the graphical interface of the system; Team Communication Team Member Meeting Times Location Ways of communication Information Documented/ Stored Thomas Anderson (Project Manager) 9am to 6pm Virtucon Office Face-to-face meeting; email; Virtucon database; documented on paper; Cooper Graham (Business Analyst) 9am to 6pm Virtucon Office Face-to-face meeting; email; phone; Virtucon database; documented on paper; Sebastian Martin (Developer) 9am to 6pm Virtucon Office Face-to-face meeting; email; phone; Virtucon database; documented on paper; Zara Smith (Coder) 9am to 6pm Virtucon Office email; phone; Virtucon database; Alexander Brown (Tester) 9am to 6pm Virtucon Office email; phone; Virtucon database; Charlotte Watson (Designer) 9am to 6pm Virtucon Office email; phone; Virtucon database; Team Rules and Expectations Positive Experience of team work: Working in a project groups helps in sub-diving the task and brainstorming different ideas for completing the undertaken project with efficiency and in time. Negative Experience of Team work: The conflict of ideas and beliefs affects the project progress. The entire project falls behind if any team member fails to deliver assigned task. Team goal: The significant goal of the project team is to deliver the project with optimum standard, financial cost, less time and including all the customer needs. Team values: The team values like teamwork, honesty, mutual sharing and commitment to work is essential for the development of the project. Team Value Statement: Honesty, understanding, sharing, commitment and team work is the goal to success for meeting the project deliverables. Code of Ethics: the project team need to be reliable with the other team member. The project team should maintain fiduciary for evaluating the business needs and delivering the product to the clients. Rules and Exception: All the team members need to report to the project manager for any change of scope or delay of work. All the team members are responsible for notifying other members and project manager in case of any issue or problems in the development of the project. Signatures Name Signature Date Thomas Anderson Thomas Anderson October 12, 2016 Cooper Graham Cooper Graham October 12, 2016 Sebastian Martin Sebastian Martin October 12, 2016 Zara Smith Zara Smith October 12, 2016 Alexander Brown Alexander Brown October 12, 2016 Charlotte Watson Charlotte Watson October 12, 2016 Part 2 Learning Cycles Phase Time Role Communication Mode Engagement Phase Project Planning Time Scribe, Organizer Face-to-face meeting, emails, phone Exploration Phase Project Planning Time Organizer emails, phone Explanation Phase During the development of the project Organizer Face-to-face meeting, emails, phone Extension Phase During risk management phase Scribe Face-to-face meeting, emails Evaluation Phase During verification of requirement Scribe Face-to-face meeting, emails Part 3 Stakeholders Identification Thomas Anderson (Project Manager) Cooper Graham (Business Analyst) Sebastian Martin (Developer) Zara Smith (Coder) Alexander Brown (Tester) Charlotte Watson (Designer) Globex Representative Communication Plan Who What Why When How Thomas Anderson (Project Manager) Issues, changes and modification regarding project schedule, cost or overall rostering system project; Monitoring, managing and rescheduling the project, budget during each phase of RALS rostering system development; Anytime Email, phone, face-to-face meeting; written and verbal communication; Cooper Graham (Business Analyst) Business requirement and client satisfaction; To implement and modify the business needs and requirements of Globex; Anytime Email, phone, face-to-face meeting; written and verbal communication; Sebastian Martin (Developer) Issues regarding the development phase of the project; To identify and mitigate the problems in the development phase; Once a week Email, phone, written and verbal communication; Zara Smith (Coder) Issues with the coding of the program and functionality of the system; To identify the problem in the developed logic of the rostering system Whenever required Email, face-to-face meeting; written and verbal communication; Alexander Brown (Tester) Problems with the functionality of the system To identify the test case and implement new user requirements; Twice a week written and verbal communication; Charlotte Watson (Designer) Issue in the user interface of the developed RALS rostering system; For evaluating and determining the changes required to modify the system; Whenever required Email, face-to-face meeting; Globex Representative Change and modification in requirements Discussing and acknowledging any modification required for the rostering system; Once a week Email, face-to-face meeting; Part 4 Project Closure Project Name: Riverina Agriculture and Lifestyle Show Rostering System Project Project Number: VIR56X12 Project Manager: Thomas Anderson Acceptance factor Check if Completed Person Responsible 1. Project goals met project manager 2. Implemented Change Management Plan project manager 3. Project developed within Cost, budget and time project manager 4. The functional requirement of the of the rostering system were implemented; project manager, developer 5. Technical requirements were verified Coder; designer 6. The developed system met the business requirement of Globex; business analyst 7. All the test cases were evaluated properly; Tester; designer 8. Risk identification and management plan was implemented; tester 9. Agreement of Globex were licensed business analyst 10. Security mechanism implemented developer 11. Recovery and backup plan implemented coder 12. Customer acceptance of RALS rostering system project manager 13. Sign off project team project manager Project Evaluation Summary: The project aims at developing a cost effacing computerized rostering system for RALS held by Globex. Project Team: The project team include members who were expert in their particular domain and assisted in effective development of the rostering system; Project deliverables: All the deliverable and objective were verified and met during the development of the project; Cost: The development of the rostering system of RALS were developed under minimum budget as allocated by Globex; Schedule: The rostering system for RALS was developed and implemented before November for the next RALS festival; Recommendations: The prototype system developed needs to the verified by the customer in each iteration process; The operational personnel of the customer need to be involved during developing the plan and requirements of the software application; MOV Evaluation Return on Investment For evaluating return on investment the most significant formula that can be used is (Net Benefits/Costs) x 100. The return on investment determines the profitability of the implementation of the computerized rostering system; Productivity The productivity of the developed system is measured by how efficiently and quickly the system is able to allocate task and monitor the volunteers working at RALS; Customer Satisfaction Customer satisfaction is evaluated by verified the business and operations need of Globex being implemented within the developed system; Performance Earned value can be used for evaluating the schedule performance of the project; Part 5 Reflection In this particular project for the development of the computerized rostering system of Riverina Agriculture and Lifestyle Show, I have taken the responsibility for developing an appropriate project management plan. The initiation of the project requires the identification of the business needs, recommended users and operational requirement of the system. for evaluating the business needs, I have thoroughly evaluated the case study of the Riverina Agriculture and Lifestyle Show and operations of the Globex Corporation at RALS. I have developed and documented the business and operational requirements, that has assisted me understanding and identifying the technical need for developing the rostering system. Through the estimation of the requirements, I have developed the appropriate team for developing and conducting the project. as a project manager the significant aim is to deliver the system within provided budget and time by the customer. For this purpose, I have developed a work br eakdown structure of the integrated activities of the project while defining the resources associated at each phase. I have developed the project schedule with the help of Microsoft Project that has provide visualization of the project timeline. Following the project schedule and Gantt chart has assisted in completing the project within allocated time. Furthermore, through the application of Gantt chart, I have assisted the team member in conducting all the modules and activity of the project in detailed manner. The project manager required an effective plan for managing and monitoring every phase of the project. for this reason, I have developed the detailed communication plan that have assisted the team member in acknowledging and having a clear view of how and whom to communicate in time of needs. While development of the first iteration and prototype of the rostering system, the client has made various changes in requirement and functionality of the rostering system that was not identified earlier. The integration of those requirements will cost the project with more time and budget if the initial planning were followed. I have thus, evaluated the situation and remaining activities of the project. I have re-schedule the time line and budget of the remaining activity to complete the system with optimized time and budget. During the development of the project management plan for the Riverina Agriculture and Lifestyle Show Rostering System Project it is essential for the project manager to have an in-depth knowledge ad understanding of the technical needs for the project. in addition to that, as an ICT project manager, the individual need to have some effective communication skills for understanding and evaluating the business needs and to management and monitoring the team members for completing the project in time. In addition to that, it is most essential to be able to estimate the accurate schedule and budget required for completing the project. Therefore , this particular project has taught me that for being an effective ICT project manager it is essential to have management, team formation, communication, persuasion and technical knowledge about the undertaken project. Bibliography Ahsan, K., Ho, M., Khan, S. (2013). Recruiting project managers: A comparative analysis of competencies and recruitment signals from job advertisements.Project Management Journal,44(5), 36-54. Braglia, M., Frosolini, M. (2014). An integrated approach to implement project management information systems within the extended enterprise.International Journal of Project Management,32(1), 18-29. Davies, R., Harty, C. (2013). Implementing Site BIM: a case study of ICT innovation on a large hospital project.Automation in Construction,30, 15-24. Garton, C., McCulloch, E. (2012).Fundamentals of Technology Project Management. MC Press, LLC. Harris, F., McCaffer, R. (2013).Modern construction management. John Wiley Sons. Holzmann, V. (2013). A meta-analysis of brokering knowledge in project management.International Journal of Project Management,31(1), 2-13. Lundqvist, S., Marcusson, L. (2014). Advertisements for ICT project managers show diversity between Swedish employers and project management associations views of PM certifications.Problems of Management in the 21st Century,9(1), 35-55. Marnewick, C. (2012, October). A longitudinal analysis of ICT project success. InProceedings of the South African Institute for Computer Scientists and Information Technologists Conference(pp. 326-334). ACM. Morris, P. (2013). Reconstructing project management reprised: A knowledge perspective.Project Management Journal,44(5), 6-23. Morris, P. W. (2013).Reconstructing project management. John Wiley Sons. Palacios-Marqus, D., Corts-Grao, R., Carral, C. L. (2013). Outstanding knowledge competences and web 2.0 practices for developing successful e-learning project management.International Journal of Project Management,31(1), 14-21. Pemsel, S., Wiewiora, A. (2013). Project management office a knowledge broker in project-based organisations.International Journal of Project Management,31(1), 31-42. Too, E. G., Weaver, P. (2014). The management of project management: A conceptual framework for project governance.International Journal of Project Management,32(8), 1382-1394. Turner, R. (2016).Gower handbook of project management. Routledge. Vanhoucke, M. (2014).Integrated Project Management and Control: First comes the theory, then the practice. Springer.