The Sodor Oil Terminal

The Sodor Oil Terminal Introduction The Sodor Oil Terminal project was undertaken by a team of students as a case study in project management. The purpose of the exercise was to organize and plan the project as part of a project team, and deal with events arising during the project life, utilizing techniques and tools learned during the study of project management. Management of the Project Team Team Selection The team selection for the project was left to individuals, who had to form themselves into teams based on personal choice and internal acceptance. In an educational setting random group selection is very common but not realistic as it does not consider the diversity of skills among the students (Blowers 2003). In terms of skill sets the team forming in this project was random in that there was no comparison before a team was selected, merely a choice of friends or acquaintances. This would seem to be negative and, as Blowers (2003) pointed out, totally unrealistic in the business world, where teams of high skill-set individuals would be chosen to give a project the highest possible chance of success. However, the team selection was not as random as it first seemed, as four members of the team had worked together before, and although it was not acknowledged formally, were aware of each individuals skills and working methods. This proved to be a positive feature in the project development. There were an additional two members of the group who were known only to one of the core four, and this also proved to be significant during the course of the project. Team Development Tabaka (2006) paraphrasing Tuckman and Jensen (1977) stated that in the forming stage the team members must acquaint themselves with each other and judge their own and others role in the team. This stage was already accomplished in the team which formed for the Sodor project. Four out of six members had already worked with each other in previous projects and knew each others capabilities. The two extra members were unknown, did not turn up initially, and showed no enthusiasm for participating in the project tasks. They were therefore largely ignored in terms of expectations of the other team members. The second stage according to Tuckman and Jensen is storming where team members try to exert power over one another, and jockey for position within the group. This stage was also already completed within the core team at the start of the project, and the team had already surpassed Tuckman and Jensens norming stage, with the trust having been built up in previous team encounters, and the ability to work together successfully having already been achieved. The team was therefore ready for Tuckman and Jensenss performing stage. Unfortunately the two outsiders to the team never achieved a real measure of trust within the team, so they remained outsiders for the rest of the project, but were allowed to contribute in a small way whenever they expressed a desire. Team Project Management In the initial stages of the Sodor project tasks, most of the project team was missing for the meetings. This would seem to be a very unfortunate and negative feature for the progression of the project. Ericksen and Dyer (2004) maintained that most of the successful project teams they had studied had had a very decisive launch, with solid project management, direction and clarification right at the beginning, as opposed to the teams who had procrastinated and lacked direction. As there was no-one else to take the position, the one team member present in the initial stages of the Sodor project took on the responsibility of project manager, at least for that stage of the project. The team member had to act alone at the start of the project and was able to be decisive and act with direction precisely because there was no-one else to interfere, and no negotiations to be performed, and the project was able to progress. As the team was already normed it was able to move into the performing stage. The reaction of the other team members was approval that the team member had shown the responsibility to take on the task. There was also an underlying understanding that the other team members would accept future responsibilities. This understanding was formulated into an informal contract of work within the team, more out of conformance to the project guidelines than from the need within the team. Throughout the course of the rest of the project the other team members fulfilled their roles as had been agreed in the contract of works. It was decided that the areas of relevance within the project would each have an individual largely responsible for that particular area. The areas of relevance chosen were planning, costing, procurements, and configuration or change management. The four core members of the group accepted responsibility for an area each with little consultation between members, with the two outside members agreeing to assist whenever needed. This seemingly discrete allocation of tasks would have been a negative feature in some teams but was suitable for the character of the team members, all being highly motivated and goal oriented individuals, but also having a high level of trust in their other team members to deliver. There was an element of informal skills measurement in the allocation of the tasks, done on a purely experiential basis rather than empirical evi dence. Tenenberg (2008) questioned whether people who are highly individual can be encouraged into more collaborative behaviour in order to make teamwork more effective. He quoted Cain et al. (1996) and stated that software development should be regarded as essentially social and that the social side of the activity needs to be addressed the same principle could be applied to any projects which are team-based. Tenenberg (2008) stated that teams have in common a set of collective action problems which require teamwork to be solved. One of those problems mentioned is that of dealing with people who do not contribute to the teams efforts. The Sodor project team did not address this problem at all, largely because the team worked as co-operative individuals rather than a team, and those who did not co-operate were simply ignored and their potential workload absorbed by the co-operating members. Akgun et al. (2007) also postulated team processes as a way to improve the chances of a projects success, and put forward the idea of group potency a belief held by team members that they can be effective. Although the Sodor team worked largely as individuals there was a genuine trust among the main members and a genuine belief in the potency factor which may have been mistaken. Summary The team did not behave as a traditional team with a high level of interaction and decision making but rather as a set of co-operating individuals. It did, however, go through the traditional Tuckman and Jensen (1977) stages of development, albeit before the Sodor project began, and also displayed some of the characteristics of a team as defined by Katzenbach and Smith (1993) complementary team members with common goals and approaches who were willing to be held accountable to the other team members. Evaluation of the Project General frameworks of project management can be found from many sources. Gannon (1994) suggested that project management should consist of six functions planning, organizing, executing, monitoring, reporting and controlling. Prodomos and Macaulay (1996) proposed four main activities planning, monitoring, co-ordinating, and reviewing. The Sodor project will be evaluated using the categories of planning, and monitoring and control. The Gantt charts and cost schedules from this section can be found in the Appendix attached. Planning the Project Prodomos and Macaulay (1996) cited Jordan and Machesky (1990) and proposed that the planning stage was the foundation for the other project activities. Dvir et al. (2003) reported that a belief amongst project management professionals (supported by the Project Management Institutes Guide to the Project Management Body of Knowledge hereinafter referred to as the PMBOK) is that planning is an essential activity which cannot guarantee success, but without which a project will most certainly fail. This belief was reflected in the Sodor case study where half of the activities were on planning the project. Activity Planning Initially, the Sodor project was presented as a textual case study, providing information to construct a work breakdown structure. Andersen (1996) argued that in a real situation activity planning cannot be completed when it is most useful, i.e. at the start of the project, because all of the activities cannot be known then. The Sodor projects activities were identified and provided, so a work breakdown structure could be constructed by the project leader. Other categorizations of the work and different breakdowns were possible but the project team was happy with the project managers decisions. Project Planning Hughes (1995) suggested a Step Wise guide for software projects with details of the stages a project planning team must complete to achieve an effective project plan. PRINCE2 a methodology advocated and required by the UK government also prescribes stages of project development including planning, which reflects the PMBOK areas of Scope, Time and Cost Management. (Siegelaub 2004). Scope management was outside the brief of the Sodor project team as it was provided in the project information. Clear objectives and methods were also provided and no feasibility study was necessary. Therefore the first main planning activity of the Sodor team was in time and cost management to produce a Gantt chart and estimated costs schedule based on the work breakdown structure and provided task precedences to calculate an estimated project end date and project cost. The next stage in planning was to choose vendors.The vendor selection process was carried out by one member of the team acting as project manager. This was where the rest of the team should have had more input, as two important issues in project management would arise which had implications later risk management and quality management. Risk Management The PMBOK devotes a whole knowledge area to risk management and PRINCE2 identifies risk as one of its components. The PMBOK suggests four phases of risk management identification, quantification, response and ultimately control. The Sodor project was totally dependent on third party vendors for both the supply of materials and construction. The biggest identifiable risk for the project would be the failure of a supplier or contractor to deliver on time. This would be particularly relevant to the tasks within the project which were on the critical path in the original estimated plan. Therefore the vendor selection for these tasks should have been carefully considered. Risk is usually quantified as a function of the risks occurrence probability and occurrence impact. (Williams 1996). The probability is a difficult judgement to make but the team was supplied with ratings which were based on how reliable the vendor was. The impact was the penalty cost for late project delivery. The contractors for the two critical tasks of jetty design and construction, and the installation of piping equipment were only rated 2. This proved to cause problems later. Methods of risk management include trying to reduce the risk (Gannon 1994). Of course, reducing the risk by choosing higher rated vendors would have had a cost and would have to have been judged to be cost effective. This was partly taken into account in the vendor selection policy, but should have warranted more attention from the project team. Another way of dealing with the risk in a real situation would have been to deflect it (Gannon 1994) by transferring it to the vendors. Penalty clauses could have been inserted into their contracts for overrunning the quoted task durations. The Sodor project team were not able to do this, so reduction of the risk was the only option available. Quality Management The PMBOK also devotes a whole knowledge area to quality management, so it is obviously an important area for project managers to consider. In the Sodor project the quality of the vendors was the greatest area for consideration. The only indicator of this was the rating provided, which was used in the vendor selection. In a real world situation vendors could have been required to conform to International Organization for Standardization quality standards such as ISO 9001:2008 dealing with Quality Management Systems Requirements, but this was not an option for the project team. After the completion of the planning phase with vendor selection, a final baseline plan and costings were produced. In order to adjust the project end date to conform to the required schedule it was decided to pay overtime to the painting contractor. At this point cash flow should also have been considered by delaying the times for the purchase of materials until necessary but it was not, a potentially huge mistake in the commercial world. Monitoring and Control Gannon (1994) stated that project performance can be measured by the comparison of actual progress to the original planned progress at any stage in the project. The slippages in the Sodor project at 25 weeks were entered into the project Gantt chart and it was found that as a result of slippage in critical path activities the project would overrun by 4 weeks compared to the baseline, and penalties would apply. The project team had 3 choices accept the penalties, reduce the length of an activity on the critical path by paying overtime (known as the time-cost tradeoff problem, (Liberatore and Pollack-Johnson 2006)), or reconsider the precedence requirements (Liberatore and Pollack-Johnson 2006). It was found that paying overtime to the painting contractor to reduce the project duration by 4 weeks was less than the potential penalties and less complicated than reconsidering the precedence requirements. Further problems at the 25 April 2001 stage were caused by the vendor selection for the jetty erection. For the same reasons as above it was decided to pay for overtime on the jetty erection thereby reducing the critical path back in line with the required completion date. By the project closeout it was found that as a result of a reduction in a critical path activity the project completed 2 weeks early and earned bonuses. Summary The project was a success if the criteria was to complete the project in time. But more careful selection of vendors could have also cut the costs of the project the choice of the pipe installation vendor in particular could have produced substantial bonuses. The complete exclusion of any consideration for cash flow was also a major mistake. In the real commercial world, projects can fail because of cash flow problems, so this should have been recognized. Conclusion The Sodor Oil Terminal project was a success in terms of completion of the project within the required time. Pinto and Slevin (1988) measure success simply by achieving the projects time and costs schedule, accompanied by an adequate performance. This approach, however, ignores the factors of commercial success in the marketplace, and how the future of the organization as a whole has been affected by the project, factors recognized by Shenhar et al. (1997). The Sodor project could have been completed within a smaller budget, with greater commercial success and larger profits for future investment in the organization if greater attention had been paid in the areas of vendor selection in terms of risk management. The financial pressure of the large project on the organization could have been offset by greater attention to costings in terms of cash flow optimization. These negative conclusions can be directly attributed to the project teams lack of real teamwork in not questioning each others actions enough or discussing relevant issues.

George Orwells Nineteen Eighty-Four 1984 :: essays research papers

1984 Essay After reading Orwell’s 1984 and examining Stalin’s rule over Soviet Russia it is safe to say that the two are very similar. Many features of Big Brother and Oceania mimic those of Stalin and the USSR. As well, the ability to change the truth and rewrite the past was abused for both regimes. Also, the Party and it’s enemies are actual representations of real people who were against Stalin and the USSR. Finally, Big Brother and Stalin did have some differences though very few. By discussing these points, a comparison of the totalitarian leaders Big Brother and Stalin can be made. Many features of Orwell's imaginary superstate Oceania are from Soviet reality: the Komsomol (Young Communists) appear as the â€Å"Anti-Sex League†, the young informers of the Pioneers turn up as the â€Å"Spies†, Soviet Five-Year Plans shrink into Oceania Three-Year Plans, and easily available vodka into Victory Gin. Like Stalin's USSR, Oceania has its renegades and backsliders who are arrested at night, questioned by interrogators for counterrevolutionary activities and then either sent to the "saltmines" or "vaporised". As in Russia, the "comrades" of Oceania are given news bulletins consisting almost entirely of lists of industrial production figures, most of which are announced as "overfulfilled" and none of which are really true. As well, there are constant powercuts and shortages, all essentials being obtained through the underground "free market". Winston's job of alteration in the Ministry of Truth consists of books and periodicals that are rewritten and photographs changed to reflect the "correct" or the latest view of past events was similar to events that happened in the USSR. One of Stalin's corrections of the past was the Soviet-Nazi pact of 1939, this is very similar to the alliance of Oceania with its arch-enemy Eurasia against its former ally Eastasia. "Oceania was at war with Eastasia: Oceania had always been at war with Eastasia." Big Brother, the all-seeing leader who murders his rivals, declares "a new, happy life" and, from posters and telescreens, rules over people conditioned by terror to love him, is of course Stalin himself. As well, Oceania's evil figure Emmanuel Goldstein, the counter-revolutionary author of "the book", and who the Party wages an endless struggle with was much like how Trotsky was portrayed to the Soviet people. Stalin's NKVD jailed millions for the imaginary crime of "Trotskyism" just as Big Brother's Thought Police repressed the followers of Goldstein.

Buried Secrets: Truth and Human Rights in Guatemala Essay

During the late 70’s and 80’s, Guatemala experienced the wrath of Hades as the Guatemalan army conducted a genocidal campaign against the Maya through massive violence and terrorism. This campaign was known at first as â€Å"La Situacion† but after the peace accord was signed down in 1996 the persecuted Maya used a more appropriate terminology and called it as â€Å"La Violencia†. Because of the economic sabotage of several Guerilla movements, the government was forced to â€Å"cleanse† Guatemala. Two hundred thousand people, mostly Mayan, were persecuted and murdered and one and a half million people from six hundred twenty six villages were put out of place. Victoria Sanford used the power of language in her book â€Å"Buried Secrets: Truth and Human rights in Guatemala† by gathering more than four hundred testimonies and interviews from forensic experts, human rights activists, military officers, government officials, guerilla soldiers and survivors that seeks community healing, truth and justice. The book provides genuine perspective into the experiences of the survivors as they fight to rebuild their lives and devastated community and more importantly, it shows how these testimonials became evidence of finding truth and justice for the Mayans in Guatemala. Also, the book gave emphasis on the new way of genocide the Guatemalan army carried out. People who agree with the notion that human rights are anthropology’s most important scholarly and political concern would admire Sanford’s book. Sanford sympathetically and critically documents and analyzes one of the most inhuman events in American history, the genocide against the Maya population. She observed the participants with the Guatemalan Forensic Anthropology Foundation as they disinterred concealed graves, which enabled her to execute what she calls as â€Å"excavation of memories† (p.17) through collecting testimonies from survivors. She used her multisided ethnography to argue persuasively the reformation of genocide from a violent intrusion of villages to the massacre of its inhabitants and to continuous experience of aggression. This point of view is carried out from five intertwined chapters – 3, 4, 5, 6 and 8 – in which Sanford explained genocide as a process rather than an event. The first stage is the militarization of the villages where the army would intrude the villages and accuse its inhabitants as sympathizers of the guerillas, specifically the Guerilla Army of the Poor, the Revolutionary Organization of Armed People, the Rebel Armed Forces, and the Guatemalan Labor Party. Villagers are then massacred by the Guatemalan army. At first, only men are murdered but at the end of the reign of terror, children and women will also be slaughtered. The army will further punish the so-called sympathizers by burning all the structures and crops leaving no place for shelter and source of living. Survivors will then flee to the mountains to hide but the army would follow and hunt them. Who ever they’ll see will either be killed or forced to join the army control. The intolerable difficulties that hiding in the mountains brings – starvation and diseases – would make the survivors surrender to the army. Those who joined the army would be sent to model villages. These are army controlled towns which came from the original lands that the Mayas possess. After being placed in model villages, the survivors would be brainwashed by the army to erase whatever sympathy with the guerillas they still have. The final step is the lurking memories of terror the army gave to the survivors. Democracy and justice is taken away from the captives making them more vulnerable from emotional stress. Sanford shows that the redefinition of mass killing and the survivors that suffered a long way during that era and told their stories through testimonies could begin the healing process. At first, this would be simply a psychological help but as one goes on, he can get the sympathy of other people that can help them rebuild their destroyed lands and unsecured futures. The author resists the desire to breakdown the stories of the survivors, but instead, she synthesized them creating a whole picture of violence and inhuman activities. The power of the book is that Sanford did not create the events and the characters. All are real events experienced by real people. Sanford’s gathered testimonies have the power to transform a private memory into a public space, where the survivors has the courage to speak. It gets away from the government’s negotiation of life-shattering events. (p. 12). Although Sanford saw hope in her field work and analysis, the issue of impunity one of her informants raised is a critical concern. The author recounts a horrible experience of a doctor whose patient was murdered while lying down on the operating table. With the doctor plastered against wall, three men with guns shot the patient to death. As the doctor said to the author, it is all about privileges, the protection from punishment of the act itself when those gun shooters did not even wear masks so as not to be recognized considering that they live in the vicinity is so visible. One of them actually lives on the same street as the doctor, and each time the doctor runs into him, he relives the moments of that murder. He sees that man every single day and the freedom is so great that the murderer does not even droop his head to express fear from justice. (p. 35). In a world where forensic anthropologists receive death threats and increasing criminal violence fills every published newspaper, a skeptic may ask, is speaking and gathering truth worth the risk just to empower equality among races? The book demonstrates clearly how the power of testimonies can help transform a land of havoc and wrath into a land of democracy and peace. Language became a powerful tool in fighting the advocacy of violence. It was evident on many parts of the book. The Maya, by being able to tell their adventurous but somewhat horrific plight, took their persecutor’s remaining authority. Also, language has become a tool for both the political and physical of space for the resistors. Language helped the genocide victims by excavating their graves and giving them decent funerals. But in order for an excavation to be carried out, it should be first decided by the court. If the court decides the approval of an excavation, testimonies are gathered to locate the mass grave and identify the found bodies. The act of excavation, which is aided by the power of testimonies, is then again a part of the healing process. The survivors who submit a petition to the court for the excavation of the bodies of their loved ones is engaged in a political process that was forbidden from them before. In this case, democracy at its least essence has become transparent. This shows that at the least, spiritual justice is obtained by those who have been brutally killed and by the relatives and friends of the bodies recovered. In addition to the author’s intervention on international human rights by writing about the reformation of genocide, she highlights the importance of the Maya survivors as a tool in history for achieving freedom and justice for those who had experience the tyranny of the army. She directly challenges the people, like the Guatemalan army, who tried to discredit her informant’s testimonies. As in the original story on which it is based, it’s analysis is of the same racist theoretical foundation that resists political consciousness and free will to the Maya whose perception, being manipulated, means to remove the society, individual memory and organization. (p. 49). By gathering information from the survivors, Sanford shows how anthropologists can aid democratic social projects. Now, though Guatemala failed to combat impunity, peace implementation and legislation to improve political awareness and participation, the current administration made progress by taking state responsibilities on some human rights violations that occurred during â€Å"La Violencia† and by supporting human rights internationally. Though the testimonies and the expertise of Sanford in anthropology did not fully helped Guatemala, evidence shows that improvements are being made to this country. The book clearly explores the intersection of memory, history and testimonies as it emphasize that through it, power from language can give the survivors power to work within a larger political system. At the end, the survivors redeemed power by the use of judicial system to attain their long-lost aspiration of truth, justice and democracy and the courts played a major role for the survivors to regain power. They decided whether to excavate the graves of the victims of genocide, they have trials for the perpetuators of genocide and most importantly, they helped in uncovering the truth behind the long violence that happened. Works Cited: Victoria Sanford. (2003). Buried Secrets: Truth and Human Rights in Guatemala. Palgrave Macmillian. New York   

Essay on Diversity in Education - 1208 Words

Like it or not, there has always been diversity among students in the classroom. It is the fact that each and every student is unique. From every circumstance, students bring a varying set of values, perspectives, and beliefs to the learning environment. Understanding the character of students is important in order to become a competent teacher. In fact, teachers should be aware and recognize students, as unique individuals, all acquire information differently than others. Some of these differences are due to developmental variations in cognitive, physical, intellectual, moral, emotional, and social changes caused by maturation and experience. And this reality of classroom conditions makes instruction much more challenging for teachers and†¦show more content†¦Among their interest in the education of ethnic-minority Deaf college students, they are best known for their notable achievements in addressing various aspects in education of the Deaf. For example, Dr. Ila Parasnis h as not only published and presented her works at different conferences but she has also edited several books on cultural identity and diversity in Deaf Education. As for Dr. Susan D. Fischer’s accomplishments, it mainly lies in the publication of 28 different citations in several journals as well as chapters in books that relate to the cultural diversity for deaf education (Author Detail). With all this in mind, it is clear that these professors have studied and gained in-depth knowledge for many years about the field of Deaf Education that they are able to speak about issues relating to the field as authoritative and credible figures. Now, the authors have stated three main points in this article regarding improvements to the education of ethnic-minority Deaf college students. First, the authors emphasize the importance of diversity in the work force so that students can make their own decisions in choosing their own role models. This article states that â€Å"role models are both essential and critical. They serve several purposes: (1) We talk about the importance of cultural diversity, but having that kind of representation on campus demonstrates a real commitment onShow MoreRelatedDiversity in Early Education1546 Words   |  7 PagesWith a more globalized world, minorities are finally represented throughout the country, and diversity is becoming more important than ever. In schools, some has been done to address this drastic reduction in prejudice and increase in opportunities. 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According to Definition of Diversity diversity is best described as t he â€Å"understanding that each individual is unique, and recognizing ourRead MoreHow Diversity Relates to Education846 Words   |  4 PagesDiversity Paper How Diversity Relates to Education Kim Dieter December 7, 2012 How Diversity Relates to Education In the general education system, it is very important that there is a wide array of diverse groups in the classroom. â€Å"It is important to have a diverse student body, not only to create a realistic setting but also to encourage people to grow outside their boundaries and learn something new about a culture they may not be familiar with.† (Pendulum 1) I believe diversityRead More The Importance of Diversity in Education Essay1782 Words   |  8 Pagesan Independent School System for 10 years. As I contemplated the idea of working towards my Master’s in Education I brought with me the idea of diversity in education and why facilitating different school systems is vital to a healthy society. â€Å"Not every youngster gets along well in the public school system.† (Cunningham, 171) said Pat McGeer of the Ministry of Education publication Education Today. This very statement was a cry from thousands of families throughout the province of British ColumbiaRead MoreW omen Education And Human Diversity1568 Words   |  7 PagesWomen Education Varsha Kori(201201228) Term Paper for HM326 (Multicultural Education Human Diversity) Prof. Radha Parikh Winter 2014-2015 Table of Contents 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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....02 History and Present†¦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‚¬ ¦02 Reasons behind Low Literacy Rate in Women†¦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‚¬ ¦..03 Pioneers in the field of Women Education†¦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‚¬ ¦.05 Measures taken by the Government†¦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‚¬ ¦...05 Conclusion†¦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‚¬ ¦