题目内容
（请给出正确答案）
The project to build five new schools in this region ______ by the end of the next year.
A．will have been completed
B．will have completed
C．is being completed
D．has been completed
如果结果不匹配，请 联系老师 获取答案
更多“The project to build five new …”相关的问题
The high point in railroad building came with the construction of the first transcontinental sys tem. In 1862 congress authorized two western railroad companies to build lines from Nebraska west ward and from California eastward to a meeting point, so as to complete a transcontinental crossing linking the Atlantic seaboard with the Pacific. The Government helped the railroads generously with money and land. Actual work on this project began four years later. The Central Pacific Company, starting from California, used Chinese labor, while the Union Pacific employed crews of Irish labourers. The two groups worked at remarkable speed, each trying to cover a greater distance than the other. In 1869 they met at a place called Promontory in what is now the state of Utah. Many visitors came there for the great occasion. There were joyous celebrations all over the country, with parades and the ringing of church bells to honour the great achievement.
The railroad was very important in encouraging westward movement. It also helped build up industry and farming by moving raw materials and by distributing products rapidly to distant markets. In linking towns and people to one another it helped unify the United States.
The major problems with America' s railroad system in the mid-19th century lay in ______.
A．poor quality rails and unreliable stopping systems
B．lack of financial support for development
C．limited railroad lines
D．lack of a transcontinental railroad
Introduction
The country of Mahem is in a long and deep economic recession with unemployment at its highest since the country became an independent nation. In an attempt to stimulate the economy the government has launched a Private/Public investment policy where the government invests in capital projects with the aim of stimulating the involvement of private sector firms. The building of a new community centre in the industrial city of Tillo is an example of such an initiative. Community centres are central to the culture of Mahem. They are designed as places where people can meet socially, local organisations can hold conferences and meetings and farmers can sell their produce to the local community. The centres are seen as contributing to a vibrant community life. The community centre in Tillo is in a sprawling old building rented (at $12,000 per month) from a local landowner. The current community centre is also relatively energy inefficient.
In 2010 a business case was put forward to build a new centre on local authority owned land on the outskirts of Tillo. The costs and benefits of the business case are shown in Figure 1. As required by the Private/Public investment policy the project showed payback during year four of the investment.
Figure 1: Costs and benefits of the business case for the community centre at Tillo
New buildings built under the Private/Public investment policy must attain energy level targets and this is the basis for the estimation, above, of the energy savings. It is expected that the new centre will attract more customers who will pay for the centre’s use as well as increasing the use of facilities such as the cafeteria, shop and business centre. These benefits are estimated, above, under increased income. Finally, it is felt that staff will be happier in the new building and their motivation and morale will increase. The centre currently employs 20 staff, 16 of whom have been with the centre for more than five years. All employees were transferred from the old to the new centre. These benefits are shown as better staff morale in Figure 1.
Construction of the centre 2010–2011
In October 2010 the centre was commissioned with a planned delivery date of June 2011 at a cost of $600,000 (as per Figure 1). Building the centre went relatively smoothly. Progress was monitored and issues resolved in monthly meetings between the company constructing the centre and representatives of the local authority. These meetings focused on the building of the centre, monitoring progress and resolving issues. Most of these issues were relatively minor because requirements were well specified in standard architectural drawings originally agreed between the project sponsor and the company constructing the centre. Unfortunately, the original project sponsor (an employee of the local authority) who had been heavily involved in the initial design, suffered ill health and died in April 2011. The new project sponsor (again an employee of the local authority) was less enthusiastic about the project and began to raise a number of objections. Her first concern was that the construction company had used sub-contracted labour and had sourced less than 80% of timber used in the building from sustainable resources. She pointed out the contractual terms of supply for the Private/Public policy investment initiatives mandated that sub-contracting was not allowed without the local authority’s permission and that at least 80% of the timber used must come from sustainable forests. The company said that this had not been brought to their attention at the start of the project. However, they would try to comply with these requirements for the rest of the contract. The new sponsor also refused to sign off acceptance of the centre because of the poor quality of the internal paintwork. The construction company explained that this was the intended finish quality of the centre and had been agreed with the previous sponsor. They produced a letter to verify this. However, the letter was not counter-signed by the sponsor and so its validity was questioned. In the end, the construction company agreed to improve the internal painting at their own cost. The new sponsor felt that she had delivered ‘value for money’ by challenging the construction company. Despite this problem with the internal painting, the centre was finished in May 2011 at a cost of $600,000. The centre also included disability access built at the initiative of the construction company. It had found it difficult to find local authority staff willing and able to discuss disability access and so it was therefore left alone to interpret relevant legal requirements. Fortunately, their interpretation was correct and the new centre was deemed, by an independent assessor, to meet accessibility requirements.
Unfortunately, the new centre was not as successful as had been predicted, with income in the first year well below expectations. The project sponsor began to be increasingly critical of the builders of the centre and questioned the whole value of the project. She was openly sceptical of the project to her fellow local authority employees. She suggested that the project to build a cost-effective centre had failed and called for an inquiry into the performance of the project manager of the construction company who was responsible for building the centre. ‘We need him to explain to us why the centre is not delivering the benefits we expected’, she explained.
Required:
(a) The local authority has commissioned the independent Project Audit Agency (PAA) to look into how the project had been commissioned and managed. The PAA believes that a formal ‘terms of reference’ or ‘project initiation document’ would have resolved or clarified some of the problems and issues encountered in the project. It also feels that there are important lessons to be learnt by both the local authority and the construction company.
Analyse how a formal ‘terms of reference’ (project initiation document) would have helped address problems encountered in the project to construct the community centre and lead to improved project management in future projects. (13 marks)
(b) The PAA also believes that the four sets of benefits identified in the original business case (rental savings, energy savings, increased income and better staff morale) should have been justified more explicitly.
Draft an analysis for the PAA that formally categorises and critically evaluates each of the four sets of proposed benefits defined in the original business case. (12 marks)
My Volunteering Experience
My volunteer work helps me grow up. It has made me more aware of the difficulties other people go through and made me appreciate the simple things we have in life. It enables me, as an adult, to become more confident and to realize the difference I can make.
I now have new career aspirations and the confidence to take forward these new ideas, since I started mentoring at the Open University and gained experience of working with young students. I' ll go on to do a teaching assistant course and looking to go into volunteering teaching or youth work in the future. My research project will be to build a spatial web application.It was inspired by the volunteering I do for another not-for-profit organization.
My volunteering at an animal shelter is neither connected to my studies nor to my career interests. I do it purely for pleasure, satisfaction and the feeling that I can help somebody. It' s made me a happier person, and I wouldn' t have got this far at university without it.?
正确选 T， 错误选 F。
Volunteer work makes me become more confident. 1
2. I work with other young volunteers in the Open University. 2
3. My research is related with volunteering I do for another not- for-profit organization. 3
4. My volunteering at an animal shelter enables me to feel satisfactory. 4
5. Without the volunteering work, I wouldn' t have my new career as a teacher. 5
When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work.
I'm not averse to retreats, planning sessions, seminars and team building activities — in fact I lead them — but they have to form. part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year, instead you need to think of team building as something you do every single day.
• Form. teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem.
• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes they mutually own — the problem is not usually their personalities; instead, it is often the fact that the team members haven't agreed on how they will deliver a product or service, or the steps required to get something done.
• Build fun and shared occasions into the organization's agenda — hold pot luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team fans.
• Use ice breakers and teamwork exercises at meetings — these help team members get to know each other, share details about each others lives, and have a laugh together.
• Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificates. The only thing limiting you is your imagination.
If you do the types of teamwork building listed above, you'll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible — together.
操作提示：正确选T，错误选F。
1.Team building event is traditionally related to playing games at resort.
2.The author claims that playing games together is as important as form. teams to solve real work issues and to improve real work processes for team building.
3.“Retreat” in the first paragraph means withdrawal of troops after a defeat.
4.Ice breaking motivates team members compete with each other.
5.A good teamwork culture enables individuals make more efforts together.
1.The Golden Rules of Negotiating
The art of negotiating is a difficult skill for most of us, even good salespeople. Here are three golden rules for you to follow: Always Start the Negotiations.
You must initiate the process. This is because whoever controls the start of the negotiations tends to control where they end. If you let the other party start negotiations, you will be constantly giving up control, often without even realizing it. For instance, when you ask someone what his project budget is, you are allowing him to start the negotiations. You will then spend your time chasing his number rather than finding the best solution. So, never let the other party control the negotiations.
2.Always Negotiate in Writing.
The purpose of negotiations is to arrive at a formal written agreement, not tell a story or spend time talking. From the first moment you begin a proposal, you should create a document and take it to the client. It will include all the points of agreement and become real to the prospective customer. Negotiating first and then having to create a document adds unnecessary time to a transaction. But if you build your written agreement as you negotiate, you are prepared to ask for a signature the moment the decision to buy is made.
3.Always Stay Cool.
The negotiation table can be loaded with agendas, egos and emotions. Great negotiators know how to stay cool, providing leadership and solutions, while the rest of the room becomes insanely invested in personal agendas and useless emotions. Crying, getting angry and blowing off steam may make you feel good, but such behavior will not benefit you while negotiating. When the rest of the room gets emotional, stay cool and use logic to negotiate and close.
1.If you let the other party start negotiations, you will be completely grasp the control, often without even realizing it.()
2.So, never let both parties control the negotiations.()
3.Negotiating first and then having to create a document doesn’t need necessary time to a transaction.()
4.Great negotiators know how to stay cool, providing leadership and solutions, while the rest of the room becomes wild or helpless during the negotiation.()
5.When the rest of the room gets out of control, stay cool and use logic to negotiate and close.()
1. Always Start the Negotiations. You must initiate the process. This is because whoever controls the start of the negotiations tends to control where they end. If you let the other party start negotiations, you will be constantly giving up control, often without even realizing it. For instance, when you ask someone what his project budget is, you are allowing him to start the negotiations. You will then spend your time chasing his number rather than finding the best solution. So, never let the other party control the negotiations.
2. Always Negotiate in Writing. The purpose of negotiations is to arrive at a formal written agreement, not tell a story or spend time talking. From the first moment you begin a proposal, you should create a document and take it to the client. It will include all the points of agreement and become real to the prospective customer. Negotiating first and then having to create a document adds unnecessary time to a transaction. But if you build your written agreement as you negotiate, you are prepared to ask for a signature the moment the decision to buy is made.
3. Always Stay Cool. The negotiation table can be loaded with agendas, egos and emotions. Great negotiators know how to stay cool, providing leadership and solutions, while the rest of the room becomes insanely invested in personal agendas and useless emotions. 27 Crying, getting angry and blowing off steam may make you feel good, but such behavior. will not benefit you while negotiating. When the rest of the room gets emotional, stay cool and use logic to negotiate and close.
1. If you let the other party start negotiations, you will be completely grasp the control, often without even realizing it.
2. So, never let both parties control the negotiations.
3. Negotiating first and then having to create a document doesn’t need necessary time to a transaction.
4. Great negotiators know how to stay cool, providing leadership and solutions, while the rest of the room becomes wild or helpless during the negotiation.
5. When the rest of the room gets out of control, stay cool and use logic to negotiate and close.
