mrs Essays (1555 words) - Abuse, Domestic Violence, Crimes

To begin with this research paper will be discussing the factors that impact domestic violence. The factors include but are not limited to alcohol abuse, drug use, unemployment, and being an estranged husband. This paper will explain why these circumstances can contribute to and result in domestic violence. It will also identify different quantitative research studies going into depth about the factors that contribute to domestic violence. At the end of the paper the audience will be able to better understand and identify factors that contribute to domestic violence in different situations. The reason I have chosen the topic of ?Factors impacting domestic violence?, is because my mother was a victim of violence. Throughout most of my childhood, I sat by helplessly and watched my mother being beaten. Being in that situation traumatized my siblings as well as myself. Although I have forgiven my father I would like to understand what factors contributed to his terrible behavior. His behavior has previously caused different kinds of mental issues amongst my sisters and myself. There was a study conducted on ?Prevalence of Children Witnessing Parental Violence?. (3) The research question being proposed in this study is, ?the prevalence of children who witness domestic violence among their parents and the effects it has on their emotional health, specifically depression?. (3) The sample being investigated were, ?150 children collected among churches, schools, social organizations in the Dallas/Fort Worth area?. (3) The experimental design being used is known as a cross secti onal survey design. This study proves that children being a witness to violence in the home can either grow up normal (rarely the case), become abusive, alcoholics, have symptoms of depression or a combination of symptoms. Hindin, Michelle J; Gultiano, Socorro. American Journal of Public Health (Apr 2006) writes: We examined the association between 2 important public health problems in the developing world: parental domestic violence and depressive symptoms during adolescence. Data on depressive symptoms and witnessing of domestic violence were obtained during private face-to-face interviews conducted in 2002 with 2051 Filipino adolescents 17-19 years of age. Symptoms of depression were common; 11% of young men and 19% of young women reported wishing that they were dead occasionally or most of the time, and nearly half of all respondents recalled parental domestic violence. Female adolescents had significantly higher scores than male adolescents on a 12-item index of depressive symptoms. Both male and female adolescents who had witnessed parental domestic violence reported more depressive symptoms. Filipino adolescents who have witnessed parental domestic violence are significantly more likely to report depressive symptoms. (7) Moving on I will be discussing alcohol abuse and drug use. This study is about the effect that alcohol can have on a person under the influence. If the person is heavily intoxicated or even slightly, it could cause their judgment to be impaired. Possibly leading to a situation that involves domestic violence. ?The existing economic research on alcohol focuses on many of the harmful outcomes of alcohol abuse, with one notable exception. Currently, there is little work on the role of alcohol and domestic violence. Many studies from other disciplines have shown that alcohol plays a significant role in incidents of domestic violence?. (2) Alcohol, drugs and any other substance that can alter the way you think have the ability to impair your judgment and increase aggressiveness. ?Male Batterers' Alcohol Use and Gambling Behavior?. (4) Is the topic of a study I will be talking about within this paper. The research question being proposed in this study is, How does alcohol use contribute to males becoming batterers? ?The aim of the current investigation was to explore the associations between IPV, alcohol use, and gambling behavior among 341 males court-mandated to attend BIPs utilizing self-report measures?. (4) The people being studied are as stated earlier the 341 males that are court-mandated to attend BIPs utilizing self-report measures. The research design being used were ?voluntary, anonymous questionnaires that were administered and completed during regularly scheduled BIP sessions?. (4) The research done in this study was experimental and compared to the general population. Those two impairments alone could potentially cause the person to react in a violent manner. Next, unemployment can play a major role in domestic violence. Statistics

Free Essays on Germany And The Escalation Of WWI

The Great War began on August 3rd 1914, but was triggered on June 28th, when a member of the Serbian militant group called the "Black Hand," Gavrilo Princep, assassinated Austrian archduke Frances Ferdinand and his wife. The assassination was a result of the nationalism caused by the molding of the Yugoslavian provinces into Serbia. The Serbian government, which had a vested interest in the downfall of the Austrian Empire, was implicated as being involved in the plot and quickly became the reason for war. Though Germany declared war on France on August 3rd, it is important to remember that Russia was the first to mobilize, considered an act of war. This was quickly followed by France, and finally Germany. Though Germany was the most prepared for this war, they did not want to hurt their industry and did not want to fight a two front war. Austria, outraged with the assassination of the archduke, saw a chance to annex a critical portion of their new neighbor Serbia. The loosely held Empire was the last of its kind, and in danger of loosing its control. This was due to fierce nationalism in the Balkans, due to the occupation of Bosnia (Sarajevo). On July 13th, 1914, the Austrians made an ultimatum saying all Serbs must leave Albania. The Serbians were not willing to agree to a demand aimed at hurting their government, and immediately mobilized for war. On July 28th, three days after Yugoslavia refused to yield to their demands, the Austrians officially declared war. Austria’s only hesitation came in Yugoslavia’s defensive treaty with Russia, and for this Austria turned to Germany. Germany told Austria to begin the war, and if it evolved into a larger conflict they would support them. Clearly, Germany was not the instigator on this front. The following day, on July 29th, Russia began mobilization with the intent of protecting Yugoslavia from Austria. Tsar Nicholas II ruled the Russian Empire as an absolute monarch until ... Free Essays on Germany And The Escalation Of WWI Free Essays on Germany And The Escalation Of WWI The Great War began on August 3rd 1914, but was triggered on June 28th, when a member of the Serbian militant group called the "Black Hand," Gavrilo Princep, assassinated Austrian archduke Frances Ferdinand and his wife. The assassination was a result of the nationalism caused by the molding of the Yugoslavian provinces into Serbia. The Serbian government, which had a vested interest in the downfall of the Austrian Empire, was implicated as being involved in the plot and quickly became the reason for war. Though Germany declared war on France on August 3rd, it is important to remember that Russia was the first to mobilize, considered an act of war. This was quickly followed by France, and finally Germany. Though Germany was the most prepared for this war, they did not want to hurt their industry and did not want to fight a two front war. Austria, outraged with the assassination of the archduke, saw a chance to annex a critical portion of their new neighbor Serbia. The loosely held Empire was the last of its kind, and in danger of loosing its control. This was due to fierce nationalism in the Balkans, due to the occupation of Bosnia (Sarajevo). On July 13th, 1914, the Austrians made an ultimatum saying all Serbs must leave Albania. The Serbians were not willing to agree to a demand aimed at hurting their government, and immediately mobilized for war. On July 28th, three days after Yugoslavia refused to yield to their demands, the Austrians officially declared war. Austria’s only hesitation came in Yugoslavia’s defensive treaty with Russia, and for this Austria turned to Germany. Germany told Austria to begin the war, and if it evolved into a larger conflict they would support them. Clearly, Germany was not the instigator on this front. The following day, on July 29th, Russia began mobilization with the intent of protecting Yugoslavia from Austria. Tsar Nicholas II ruled the Russian Empire as an absolute monarch until ...

Forget Familiarity. You Need An Outsider On Your Team

Forget Familiarity. You Need An Outsider On Your Team Readers dont like unfamiliarity, but unfamiliarity might actually help your team. The developers here at had been working for a while on the multi-scheduler, a highly requested feature. I hadnt been much involved in that feature like I had with some of the others. The UI design, the capabilities, how it worked–I only had a scant knowledge of what they were building. The multi-scheduler was finally launched, and I was excited to use it. This feature was going to make things much easier. I had my notebook out and prepared to jot down any questions or bugs I might find and started to use it. I set out to use it with a blog post, sharing the post on all of our social networks with this new feature. Any guesses on what happened? The Problem With Familiarity When you are too familiar with something, you dont see what is right in front of your eyes. Its easy for your mind to get set in a rut. When you are too familiar with something, you dont see problems right in front of your eyes.Familiarity is why it is more difficult to catch the errors or edits in your own writing (or code) than in the writing (or code) of others. Youve become used to–and normalized–the mistake by repeatedly creating or seeing it. It isnt a bad thing, I said later, after testing the new features, that Im not always heavily involved in the development. Its a question of familiarity. The more familiar you become with your product or service or website, the more unqualified you become to judge it objectively. That doesn’t  feel  true, but it is. Cliff Seal, Logos Creative InnoCentive is a site where people who need problems solved make them available for solvers. These are complex problems that range from medical to engineering. A study by researchers at the Harvard Business School revealed something interesting about the solutions that came through InnoCentive: not only did problems get solved (33% on time, even), but they tended to be solved by people operating on the fringe of their expertise. In other words, according to Sam McNerny on the blog Big Think, [i]f a biochemistry problem only attracted biochemists it tended to remain unsolved. But if the same problem was tackled by, say, a molecular biologist or an organic chemist the chances were greater that the problem would be solved. Outside thinking was vital. Why does familiarity trip you up? The non-expert speaks. Familiarity feels a lot like expertise. People who are the experts in their area on the team dont always like being disagreed with by someone who isnt an expert. Its hard, when you know that you know what you are doing, to be told by someone who seems wholly unconnected and unfamiliar that they dont agree with your decisions. You get indignant, defensive. You have all kinds of reasons why you are right.  How dare this outsider who has no understanding of context casually saunter by and say that doesnt work. Familiarity, on its own, is an expertise that is blinded. You dont want to kill your pets. People who are unfamiliar with a project dont have favorites in the project, while you, the creator, do. Killing your pet is tough. We especially dont like someone to come along and look at hours of work and say that doesnt make any sense. Problem is, our favorite parts of a project are often the one we are most familiar with and we have no objectivity about this pet in regards to whether it works or not. A fixation on that favorite thing can easily destroy a project. We feed just the one thing. Jack of all trades, master of nothing, or so the saying goes. Were a big fan of reading books here at , and often suggest books and resources that have helped us. The thing is, its easy to get in the habit of only reading a certain subject. If youre big into startups or entrepreneurship, it would be easy to continually read books or blogs solely about those topics. Are you so familiar with one topic, one area of expertise, that youre missing out on the possible connections you could be making between it and other topics? Expertise Is Still Valuable So should we shun being an expert and hope ignorance and luck will bring about creative breakthroughs? Geoffrey Colvin, in his book Talent is Overrated: What Really Separates World-Class Performers from Everybody Else, discussed a study by Dean Keith Simonton, professor from the University of California at Davis. In his study, Simonton looked at more than 300 creative high achievers who were born between 1450 1850.  Were talking da Vinci, Beethoven–heavy hitters, in other words. He then measured their noteworthiness by how much space was devoted to them in a variety of reference works. What did Simonton find out? Plotted on a graph, the most noteworthy creators had knowledge, education, and training, but not excessive. There was a peak in the middle. It might have looked a bit like this: Does this mean youd be more creative if you knew less? Not exactly. According to Colvin, the most noteworthy creative people are those how have immersed themselves utterly in their chosen field, have devoted their lives to it, amassed tremendous knowledge of it, and continually pushed themselves to the front of it. Expertise is still a valuable component; you need experts. You need an understanding. You need the skills and the knowledge. You need that  10,000 hours of work. To be creative (and productively creative), you need a high level of skill, practice and knowledge. These are the foundations you need to even begin to approach the problems that need solving. Innovation occurs at the boundary of disciplines, but you’ll never hear about a novelist winning a Nobel Prize in physics.   @SamMcNerney Someone has to be an expert. And someone has to be able to approach a project as an outsider. If you can honestly assume the role of outsider on your own project, great. If not, youll have to find someone to do that for you. Keep in mind that the outsider may be an expert, too, but unfamiliar with your particular project. Think back to my example at the beginning: I could be considered an expert on , but the specific project was new to me. Introduce Unfamiliarity To Your Project How do you introduce the power of unfamiliarity to your project? 1. Stockpile Newbies Not everyone in your team has to be involved deeply in everything.  There is value in keeping a newbie on hand to test a product or read a blog post for the first time. If you are having a heavy planning meeting, dont bring in everyone. Bring in only the ones that need to be there. Save some of your team to be the fresh eyes that you bring in once in a while to give that unbiased outsider opinion. 2. Be Less Stubborn Consider the opinion of someone who doesnt have the expertise you have. Really consider it. Are you unwilling to listen because you cant get past your belief in your own knowledge? Are you letting arbitrary preferences or principles stand in the way?

Criminal Justice System Term Paper Example | Topics and Well Written Essays - 3500 words

Criminal Justice System - Term Paper Example There has been the tremendous interest of late into the political, social and commercial realities of the victims of crime. This is encompassed within a broad-ranging view concerning the changing role of victims within the criminal justice process, their needs and rights, as well as victimological theories which help to explain and understand the process of victimization.   In tandem to this, there has been a parallel interest in the political, social and commercial realities of the perpetrators of the crime which lead to a set of factors that spurred the happening of the crime events.   These augmenting factors if tackled and resolved effectively would help reduce crime. This, in fact, is the preventive approach to crime. Different criminal justice systems the world over have different core orientations. For instance, the US criminal justice system views itself as following a â€Å"systems" approach to criminal justice, with improved coordination among law enforcement, courts, and correctional agencies. (Walker,1992) The 1967 President's Commission on Law Enforcement and Administration of Justice termed the criminal justice system as the means for society to "enforce the standards of conduct necessary to protect individuals and the community".(President’s,1967) The criminal justice system in the United Kingdom ,on the other hand, focuses on the post-crime concepts of the quantum and justice meted out and the quality of such justice   and has the objective of crime reduction   â€Å" by bringing more offences to justice, and to raise public confidence that the system is fair and will deliver for the law-abiding citizen.†(Criminal Justice) Whereas in the neighboring nation to the US i.e. Canada, the criminal justice system has been oriented and balanced to attain the goals of crime control and prevention, and dispensation of predefined justice (equity, fairness, protection of individual rights) (Schmolka) A British counterpart in Europe, i .e. in Sweden, the focused goal for the criminal justice system is to reduce crime and increase the security of the people.

Virtues That Pharmacists Should Possess Literature review

Virtues That Pharmacists Should Possess - Literature review Example It is proposed that a review of relevant literature, focus group interviews to narrow possible virtues in good pharmacists and a survey of pharmacists and students to cater for perspectives with a reasonably large sample (

Education: The Idea of A University Essay -- Sociology Sociological Es

Education: The Idea of A University It is true that every human being should have the right to a formal education. A great majority of parents send their children off to Kindergarten (or preschool if they should be so fortunate) in the hopes that someday they will watch their child receive his or her high school diploma. And the dream continues in the form of college. And who are these people who are privileged enough to receive such an honor. Just that...the privileged and the honored. The ones who are embarking into higher academia are the ones of the upper and middle classes; the privileged; the honored. The ones who might not have the money; but have the grades or physical talent to obtain scholarships. And what happens to the rest? For some kids, high school is where it ends. Some will go on to work for a family business, get a job in a drug store, travel and see the world or get married and have a family. Some will not be so fortunate and may not even make it out of high school. The kindergarten class where all of these youngsters started out together has now been divided into two groups: the educated and the uneducated. The effects of poverty and life circumstance have made their way into people’s lives transforming them into the "people that don’t go to college." Having defined these two distinct groups of people, it is time to examine their relationship. How do, more appropriately how should a society and a university interact and relate to one another? In answering this question I would like to examine two notions. First, how it is that people learn and become educated. Second, how can these people, belonging to both the "university" community and the "common" community, be linked together. I would like to b... ... educated from the uneducated, defined as humanities. Giving students the "know-how" to get along in the world was deemed just as important and the actual knowledge that one has obtained. The subject of formal knowledge was also brought to the table. Another way to link the university and society together is to use the canon as a common core. Making this canon accessible to everyone is essential if there is to be a merging between these two worlds. Works Cited Rose, M. "Lives on the Boundary." The Presence of Others: Voices and Images That Call for Response. Eds. Andrea A. Lunsford & John J. Ruszkiewicz. Boston, MA: Bedford/St. Martin's, 2000. 105-119. Spayde, J. "Learning in the Key of Life." The Presence of Others: Voices and Images That Call for Response. Eds. Andrea A. Lunsford & John J. Ruszkiewicz. Boston, MA: Bedford/St. Martin's. 2000. 58-64.

Five Year Strategic Plan for Move Essay

Riordan Manufacturing, Inc. has been able to make way into the global business arena with a strong footing. Riordan has established operating plants in San Jose, CA, Albany, GA, Pontiac, MI, and Hangzhou, China. In addition, the quantity of plastic fan parts manufactured in the Hangzhou plant has increased, adding significant shipping costs. This plant is currently incurring transportation and loading costs which include trucking to a harbor on the Qiantang River, loading the goods into shipping containers which are stacked onto barges bound for the Shanghai seaport. Riordan’s COO, Hugh McCauley, has envisioned a solution on how to minimize the cost of shipping which involves relocating this plant to Shanghai, China. The relocation will translate into great savings because of the advantage of using container shipping subsidiaries of the China Shipping Company, which utilize the seaport of Shanghai. Therefore, a plan has been made to complete this relocation process within the next five years. In light of this relocation strategy, the newly appointed CIO of Riordan, Maria Trinh, has come up with a list of important factors to be considered by the IT department during the entire relocation process. Those factors consist of setting up a migration committee, defining the scope of the migration process, and preparing a migration timeline. Migration Committee Setup Maria Trinh has selected several IT colleagues from Riordan’s US hubs who will travel with her to Hangzhou, China in order to finalize the make-up of the migration committee. Those individuals are: Gary Tucker (Network Administrator), Carlos Gonzales (Development Engineer), and Gilbert Lofaro (Program/Analyst). These key IT players will interview a pool of prospective candidates from the China plant in order to complete the committee. Dave Nanda has been put in charge of managing the project and will be the CIO’s liaison in China. As project manager, Dave is responsible for establishing a shared file storage area (electronic) for important files and setting up time reporting codes. In addition, Dave will plan the relocation and identify major milestones. Gary Tucker has been appointed as the IT lead; the identified migration coordinators are, Elizabeth Pyrek (Finance and Accounting Dept.), Joe Squires (Operations Dept.), Jose Guevara (Human Resources Dept.), Lonnie Godat (Transportation Dept.), and Lowell Bradford (Legal Counsel). The committee will setup a meeting with all leads, managers, and architects to develop an order of magnitude (OOM), estimate high-level time requirements, and identify hardware and software needed. Each group will work to identify additional tasks necessary to their work effort. Once the committee has been setup, Maria Trinh will come back to Riordan’s Headquarters in San Jose, CA. where she will remotely manage the entire process. She may travel to China as conditions warrant. Scope of the Migration Process In determining the scope of the migration, it is necessary to prepare a performance matrix, set expectations, identify major stakeholders, assign them their specific responsibilities through statements of work, and delineate procedural documents. The scope consists of maintaining the current business operations (business continuity), establishing the relocation timeframe, allocating human, financial, legal, and transportation resources, and defining the required space of the new location. Migration Timeline In order to carry out this migration, the requirement definitions establish a timeframe of five years starting on March 23, 2007. The same definitions also define the following phases: devise the moving plan, create the migration committee and define its scope, get an approved cost migration budget (first ninety days), acquire a leased line (T1), and implement WAN linkage between the corporate headquarters and the China hub (subsequent two hundred seventy days). Beginning the first and continuing until the third year, the following will be developed: communication logistics, surveying prospective locations in Shanghai, planning to run parallel Information Systems, planning for an IT staff recruiting process, ensuring business continuity, prioritizing the criticality of each department and Server, analyzing legal relocation issues and drafting a resolution plan, and setting the shipping logistics. From the third through the fifth year, the following must be accomplished: assessment of the new location’s infrastructure (by March 2011), staff recruiting for the Shanghai location, resolution of most legal issues, ensuring business continuity, and selection of the pilot network workgroup which will be migrated first. On the fifth year, the Shanghai location must be secured, the headcount of relocating employees must be known, and the hiring of new staff must be accomplished (by September 2011), Again, business continuity must continue, migration of the IT function must be initiated and completed (by October 2011), and IT maintenance and staff training must be accomplished. (This effort will be facilitated by Mari Carrillo, a Development Specialist) During the same period, information systems must be run in parallel (by January 2012) until the shutdown of the Hangzhou plant (by February 2012). In addition, the previously mentioned definitions include a contingency plan that encompasses the following: Crashing non-critical tasks if delays threaten to derail the project Adding qualified human resources as a last resort to avoid the project’s  failure Having qualified staff available to make substitutions if it becomes necessary Having the company’s information systems backed up daily off site Having a prospective hardware infrastructure readily available in the event that a catastrophe compels the company to restore their systems When planning the relocation of the Hangzhou, China facility, it is important to consider that the existing departments will still require the IT department’s services in order to conduct business. In fact, the IT department is more likely to see an increase in the number of calls for support during the various phases of the relocation. The potential for increased call volume could result from one or more factors such as a question related to the move, connectivity issues due to the move, or even the perception that the move has caused a problem, when it is not even related to the move. When considering the effects on the IT department’s workload, management must consider both direct and indirect causes that may increase the workload demands. Every department that will be relocating to the new facility will invariably require assistance from the IT department. The needs may be minor or significant, but if not anticipated, these â€Å"distractions† detract from the goal (to relocate) and affect the budgeted labor required for the move. In order to provide the best possible continuity of service before, during, and after the move, it is necessary to evaluate each department’s needs and the relationships between each department to provide maximum support. For the first year goals, the IT department will evaluate each supported department to determine the above factors in an effort to establish an estimated amount of labor required for each department. This survey will also help to establish the most logical path to pursue when transitioning  each department to the new location. Timing is a critical element in the transition. It may make more sense to move certain departments in phases, and other departments at one time or the â€Å"big bang† approach. For example, it may be wise to move the payroll/hr department all at once as you would want to have all the records at one location and available to that department. Since this area houses sensitive data, it would be wiser to move everything at the same time in order to more easily track and secure the data since it will be confined to one location. A final factor to consider is the very real potential for a significant turnover rate across all departments due to the new site being a considerable distance from the existing site. This high turnover rate will result in less experienced employees; these employees usually require more assistance from the IT department than seasoned employees do. A physical move may agitate business, but a robust and smooth business continuity plan should allow the business to proceed as normal with minimal disruptions. An analysis of all risks will need to be performed as well as plans to mitigate these risks should the circumstances arise. Before one can ensure a successful business continuity plan, a test must be run to work out any idiosyncrasies or items that may not have been considered. An in-depth analysis identified several immediate risks. Since the majority of the current IT personnel will be relocating to Shanghai, a plan will be in place to account for the temporary IT personnel shortage. Approximately six weeks prior to the move, the remaining staff members, from the Hangzhou office, will be known. It is estimated that 1/3 of the current staff will remain. Once this number has been finalized, hiring will occur to backfill these positions. While approximately 2/3 of the staff will be preparing for the move, the remaining 1/3 will be conducting training for the new staff. Another identified risk was equipment failure due to damage during shipping or because of improper reconfiguration. Members of the existing staff will  rotate an on-call position for the first month. This will alleviate performance problems due to configuration. If the equipment failure is due to damaged hardware, two vendors will have been pre-determined to contact for service or replacement parts. To minimize issues with equipment delivery, several confirmations with the shipping company will be completed. Portions of the hardware will be shipped separately. For example, the QA equipment will be shipped first, followed by the finance equipment, etc. Gradually moving components will allow each individualized system to stabilize itself. In order to safeguard data and information assets, two identical servers will be used. One housed in the new location will be a mirror of the original. Once it can be determined that the databases and information can be used from the mirrored server, the original will be disconnected and subsequently destroyed. One way to ensure a successful business recovery plan is to test it. While in the current location, a dry run will be performed. Throughout the week, several staged, but undisclosed failures will occur which will allow the business recovery plan to be challenged. Problems such as an unavailable database, slow response time and faulty hardware will be orchestrated to mimic the anticipated response. Once this testing is complete, department coordinators will further document ways to combat the lessons learned. When the time arrives to begin the physical move, some additional steps will be taken to ease the transition. First, the department coordinator will be migrated; the procedure changes, issues, resolutions, etc. will be documented. Second, migration activities and estimated time spent on each activity will be prepared so that users know what to expect before actual migration. Sufficient time will be allocated on each migrated employee’s calendar and expectations will be set. The actual migration will happen in stages, three groups will be identified by the department co-coordinator based on system, application, or function criticality. Less critical groups will be moved first, followed by more  critical, and thereafter by the most critical. Each employee’s backup will be identified. When an employee is moved, his backup would still be working from old location to cover for him. We will wait for at least two weeks of stable work from the employee at the new location before removing the backup employee. This will provide redundancy in case there are some issues at the new location; tasks can still be performed by the backup until those issues get resolved. Arrangements will be made with the current shipping company to accommodate our new shipping logistics. If the current shipping company is unable to do so, a replacement shipping company will be used. Each department coordinator will be assigned the task of making sure all disaster recovery documents are up-to-date and existing business recovery measures are intact prior to the move. The test exercise will bring to light any inconsistencies in these documents. Enhancements will be integrated into the existing document. The business continuity plan (BCP) is a living document which needs to be kept up-to-date to ensure its effectiveness. It should be updated at least once every quarter. Another important aspect of the BCP is auditing. It should be tested at least once every six months to ensure its validity. At anytime, there should only be one document with all of the changes and updates. â€Å"If the document is well constructed the organization should be able to use external resources that do not have intrinsic knowledge of your current network to recover your system. This can only be achieved once the BCP document has matured and it is recommended to attempt such a recovery† (Magalhaes, 2005). The IT Department’s Role During the Move The IT department must continue supporting all the departments, groups, and systems at same level as that provided prior to the move, including but not limited to the following: Application development Testing and Quality Assurance Help Desk Messaging or email Asset management (hardware and software) System Administrators, Network support System security IT Planning, Training current and new staff as needed Providing maintenance to the current and new IT infrastructure Specific Milestones for Years One, Three and Five There are 250 users at Hangzhou, China. As far as system hardware, most of the IT related systems become obsolete in five years. This is the very reason that most companies lease their hardware equipment. The assumption is being made that Riordan Manufacturing leases equipment and will have six months of parallel systems. Hence, for the duration of six months, Riordan can keep the old as well as the new systems. The company will lease the system at the new location and retire the system at the old location. This approach will save moving costs and allow a six-month period to make sure the new system is stable before retiring the old system. Running the old and new systems in parallel facilitates a back-out plan in case we have to revert to the old system in a worst-case scenario. This also helps with system availability and business continuity planning as discussed in the beginning of the migration plan. The project scope will be determined by identifying all the servers, personal computers (PCs), networking systems, and other infrastructure components  that need to be moved. The hardware inventory of the items in Hangzhou is listed below: Satellite base station, connection to HQ T1 to outside network PCs for Corp (12), Finance (8), MFG (8), MTLS(6), and QA (6) IP phones (40) 8 HP laser printers NAS Windows Servers (2) – Network, Exchange UNIX Server – ERP/ MRP IBM Blade Servers (2) UPS, Router, VOIP data router, Gateway/ switch, switches, hub Riordan will also need a temporary communication channel such as a wide area network (WAN) between Hangzhou and Shanghai during the relocation period. The following are the specific milestones for years one, three and five of the migration plan. Year One An IT budget will be developed for the five year migration plan by engaging all department heads, their leads and architects so that an estimation of the required effort can be accomplished. The IT infrastructure group will be responsible to make sure server and network equipment transitions are as smooth as possible. Estimated hours from each department as well as from the  infrastructure group will be used to determine the estimated costs in man-hours. The cost of moving the hardware, software, and other equipment will also be estimated. Total costs will be presented to management for approval so that work can be started. In this phase, IT personnel will be recruited and hired, or transferred as needed. In Shanghai, the WAN connection to HQ will be implemented. In addition, a T1 to the outside network and a temporary WAN connection to Hangzhou will be established for duration of the migration effort. Network equipment will be leased and a new WAN connection contract will be negotiated with a vendor. During this phase, risk logs and issue logs will be maintained and security concerns and issues will be evaluated. Also, a work breakdown structure will be developed to establish tasks which need to be accomplished to successfully complete the relocation. Year Three Time lines to move, setup, test the equipment, and engage the stakeholders at appropriate time will be developed. The time line will be shared with management and discussed in monthly meetings; monthly meeting minutes including the summary of items completed, list of items targeted next, and any issues encountered will be provided. A six-month period will be used to make sure the new system is stable and the old system can be retired. Year Five Migration of the â€Å"most† critical systems as well as miscellaneous and residual systems will occur during this phase. New IT personnel will also be recruited and hired during this time. Legal constraints will be resolved and business continuity will be ensured as discussed in the beginning of the migration plan. As discussed previously, a six-month time frame will be used to ensure the new system is stable in the new location and no one is using the old system.