Criminology and Criminal Justice discussion Select one of the following topics that interest you, and write a research paper two- to three-pages in length

Criminology and Criminal Justice discussion Select one of the following topics that interest you, and write a research paper two- to three-pages in length (excluding the title page, bibliography, and appendices). Please submit a comprehensive outline for professor approval prior to initiating writing (e-mail your outline directly to your professor). 1. Explore the concept of criminology and criminal justice as sciences. Discuss some developments that support the claim to scientific status, the role of theory in criminology and criminal justice research, and why a shortage of new theory has existed since the 1960’s. 2. Research in criminal justice and criminology faces many ethical hazards. The regulation of ethically acceptable research may take one of three forms. Discuss these forms, and include your opinion as to which of these is most effective. What is the researcher’s role, and what constitutes appropriate conduct? What are some elements of a code of ethics for criminology and criminal justice research? You may also wish to discuss and provide examples of researcher misconduct, why it occurs, and how it can be prevented.3. Discuss data gathering in criminal justice research. Describe the Uniform Crime Report (UCR) and its major components. What are the major components of the crime index and the calculation of crime rate? What have been some major identified shortcomings of the UCR? Given these identified shortcomings, read and discuss how features of the redesigned UCR may eliminate some of these shortcomings. Discuss also the National Incident-Based Reporting System (NIBRS). What are some principle NIBRS features as well as advantages over the traditional UCR?4. Select a topic of choice related to criminal justice research. Please submit a comprehensive outline to your professor for approval prior to initiating writing. TABLE 3.7
Expansion Planning and Arnold Palmer Hospital Construction Activities and Timesa
ACTIVITY
SCHEDULED TIME
PRECEDENCE ACTIVITY(IES)
1 month
2 weeks
1
5 weeks
1
1 month
1
6 weeks
3
2 months
2, 4,5
1 month
6
1. Proposal and review
2. Establish master schedule
3. Architect selection process
4. Survey whole campus and its needs
5. Conceptual architect’s plans
6. Cost estimating
7. Deliver plans to board for consideration/decision
8. Surveys/regulatory review
9. Construction manager selection
10. State review of need for more hospital beds (“Certificate of Need”)
11. Design drawings
12. Construction documents
13. Site preparation/demolish existing building
14. Construction start/building pad
6 weeks
6
9 weeks
6
3.5 months
7,8
4 months
10
5 months
9, 11
9 weeks
11
2 months
12, 13
15. Relocate utilities
6 weeks
12
2 months
14
16. Deep foundations
17. Building structure in place
18. Exterior skin/roofing
9 months
16
4 months
17
19. Interior buildout
12 months
17
5 weeks
15, 19
20. Building inspections
21. Occupancy
1 month
20
aThis list of activities is abbreviated for purposes of this case study. For simplification, assume each week = 25 months (i.e., 2 weeks = 5 month,
6 weeks = 1.5 months, etc.).
for the new facility. An administrative team created 35 user
groups, which held over 1,000 planning meetings (lasting from 45
minutes to a whole day). They even created a “Supreme Court”
to deal with conflicting views on the multifaceted issues facing the
new hospital.
Funding and regulatory issues added substantial complexity
to this major expansion, and Hodges was very concerned that the
project stay on time and within budget. Tom Hyatt, director of
facility development, was given the task of onsite manager of the
$100 million project, in addition to overseeing ongoing renova-
tions, expansions, and other projects. The activities in the multi-
year project for the new building at Arnold Palmer are shown in
Table 3.7.
Discussion Questions*
1. Develop the network for planning and construction of the new
hospital at Arnold Palmer,
2. What is the critical path, and how long is the project expected
to take?
3. Why is the construction of this 11-story building any more
complex than construction of an equivalent office building?
4. What percent of the whole project duration was spent in plan-
ning that occurred prior to the proposal and reviews? Prior to
the actual building construction? Why?
*You may wish to view the video accompanying this case before address-
ing these questions.
Managing Hard Rock’s Rockfest
Video Case ©
At the Hard Rock Cafe, like many organizations, project manage-
ment is a key planning tool. With Hard Rock’s constant growth in
hotels and cafes, remodeling of existing cafes, scheduling for Hard
Rock Live concert and event venues, and planning the annual
Rockfest, managers rely on project management techniques and
software to maintain schedule and budget performance.
“Without Microsoft Project,” says Hard Rock Vice-President
Chris Tomasso, “there is no way to keep so many people on the
same page.” Tomasso is in charge of the Rockfest event, which
is attended by well over 100,000 enthusiastic fans. The chal-
lenge is pulling it off within a tight 9-month planning horizon.
As the event approaches, Tomasso devotes greater energy to its
activities. For the first 3 months, Tomasso updates his Microsoft
Project charts monthly. Then at the 6-month mark, he updates his
progress weekly. At the 9-month mark, he checks and corrects his
schedule twice a week.
Early in the project management process, Tomasso iden-
tifies 10 major tasks (called level-2 activities in a work
breakdown structure, or WBS): talent booking, ticketing,
marketing/PR, online promotion, television, show production,
travel, sponsorships, operations, and merchandising. Using a
WBS, each of these is further divided into a series of subtasks.
Table 3.8 identifies 26 of the major activities and subactivities,
their immediate predecessors, and time estimates. Tomasso
enters all these into the Microsoft Project software. * Tomasso
alters the Microsoft Project document and the time line as the
project progresses. “It’s okay to change it as long as you keep
on track,” he states.
The day of the rock concert itself is not the end of the project
planning. “It’s nothing but surprises. A band not being able to get
to the venue because of traffic jams is a surprise, but an ‘antici-
pated’ surprise. We had a helicopter on stand-by ready to fly the
band in,” says Tomasso.
On completion of Rockfest in July, Tomasso and his team
have a 3-month reprieve before starting the project planning pro-
cess again.
*The level-1 activity is the Rockfest concert itself.
*There are actually 127 activities used by Tomasso; the list is abbreviated
for this case study.
Ek
TABLE 3.8
Some of the Major Activities and Subactivities in the Rockfest Plan
ACTIVITY DESCRIPTION
PREDECESSOR(S)
TIME (WEEKS)
A
Finalize site and building contracts
7
B
Select local promoter
A
3
? C
Hire production manager
A
3
c
D
Design promotional Web site
B
5
E
Set TV deal
D
6
F
Hire director
E
4.
O
G
Plan for TV camera placement
F
2
H
Target headline entertainers
B
4
1
Target support entertainers
H
4
J
Travel accommodations for talent
1
10
K
Set venue capacity
? C
2
L
Ticketmaster contract
D, K
3
M
On-site ticketing
L
8
N
Sound and staging
C
6
O
Passes and stage credentials
GR
7
?
Travel accommodations for staff
20
Q.
Hire sponsor coordinator
B
4
R
Finalize sponsors
Q
4.
S
Define/place signage for sponsors
R, X
3
T
Hire operations manager
A
4.
U
Develop site plan
6
EE
V
Hire security director
7
W
Set police/fire security plan
V
4
?
Power, plumbing, AC, toilet services
U
8
Y
Secure merchandise deals
B
6
Z
Online merchandise sales
Y
6
TU2
LIVILI
PARI
INIRUDULTIUI TU
TOIVU IVI IV
4. Why is a work breakdown structure useful in a project such as
this? Take the 26 activities and break them into what you think
should be level-2, level-3, and level-4 tasks.
esc
Discussion Questions
1. Identify the critical path and its activities for Rockfest. How
long does the project take?
2. Which activities have a slack time of 8 weeks or more?
3. Identify five major challenges a project manager faces in events
such as this one.
$You may wish to view the video accompanying this case before addressing
these questions.
• Additional Case Study: Visit MyOMLab for this free case study:
Shale Oil Company: This oil refinery must shut down for maintenance of a major piece of equipment.
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Endnotes
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2. Source: Adapted from James A. D. Stoner, Management, 6th
ed. (Upper Saddle River, NJ: Pearson).
1. This formula is based on the statistical concept that from one
end of the beta distribution to the other is 6 standard devia-
tions (3 standard deviations from the mean). Because (b – a)
is 6 standard deviations, the variance is [(b ? a)/6]?.
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