The Wembley National Stadium Construction Essay

The Wembley National Stadium Construction Essay It was built to be the new home of football; to be one of the largest and magnificent stadiums in the world and designed to be state-of-the-art with a seating capacity of 90,000. Designed by the World Stadium Team led by Mott MacDonald, the Wembley Stadium now stands as the most expensive stadium ever built, the longest single-span roof structure in the world (315m), second largest stadium in Europe and the tallest in the world (133m) with every seat under roof cover. The concept was to build a state-of-the-art stadium, with none that can compare anywhere else in the world. The new stadium has a partly retractable roof which can be adjusted to allow sunlight to reach all parts of the pitch. During bad weather, the roof can be retracted in about 15 minutes to cover every seat (http://www.designbuild-network.com/projects/wembley/).  £120 million from the Lottery Fund was invested into the stadium with an additional loan of  £426 million through West Deutsche Landesbank. A fixed price contract was reached between the client and contractors. This made provision for a building cost of  £352 million and total project costs of  £757 million (Public Accounts Committee, 2004). However, like most iconic construction projects of national interest, the Wembley project was not spared its own share of controversies, accusations, rumours, anxieties and fascination. The Football Association (FA) must have imagined a spectacular 2006 FA Cup grand finale, the biggest UK soccer championship at Wembley National Stadium. Unfortunately, this important event had to be moved all the way to Wales! What was wrong? Wembley Stadiums extraordinarily ambitious re-development was utterly behind schedule.  The project later opened in March 2007, almost a year behind schedule and  £70million over budget and has since then kept some of the finest construction lawyers in constant employment. The Wembley Stadium concept was definitely ambitious and the product stands now impressively. Even more breathe taking is the 133m arch which when lit up at night shinning gloriously, and can even be seen across London. Wembley has indeed become Englands new icon of football. The client for the project was the Football Association (FA) working through its subsidiary the Wembley National Stadium Ltd (WNSL). The main contractor was Multiplex Constructions with Mott MacDonald being the Lead Designers. The project used two project advisors; Tropus at the initial stages (1997-2001) and Capita Symonds (2001-2006). The initial steel contractor was Cleveland Bridge 2.0 Problems during the project A litany of problems can be identified that bedevilled the construction of the Wembley Stadium mainly adversarial contracts, unreasonable risk allocation, cash-flow problems, design changes, poor performance, poor site management and litigations. These are presented in details below: Delays and indecisiveness even before the project begun: Plans for a new stadium were beset with delays, management problems and increasing costs since December 1996. The designs were revealed in 1999 and the stadium should have been completed in 2003 but the work itself started only in September 2002 due to many political and financial problems. The project was finally rescheduled to complete in May 2006 (http://news.bbc.co.uk/1/hi/uk_politics/2119413.stm). Design Problems: Multiplex argued that Mott MacDonald`s design for the Wembley steel work was not fit for purpose and that the initial designs were not correct, constructible, co-ordinated and consistent. It further stated that Mott MacDonalds deficient design, failure to warn and/or take action is shown in many thousands of individual acts or omissions (Technology and Construction Court (TCC), 2006). Scope Creep: The initial scope was to accommodate athletics, rugby and football in the same stadium. This later became very controversial and resulted in the removal of athletics from the scheme in 1999, because of the technical and commercial challenges of accommodating the three sports within the same stadium. In December 2001, the scope was further changed with the removal of a hotel from the project, the expansion of hospitality suites and considerable changes to the north side of the stadium bowl. This took the Mott Consortium 7-8 months to redesign. These changes increased the cost of the project especially in steel works (TCC, 2006). Procurement Issues: In the conclusions of Public Accounts Committee (Eighth Report of Session 2003-04), it stated that Best procurement practice has not been followed on what is a high profile project Organisations responsible for managing projects should be expected to set out a formal procurement process, which treats all bidders equally to avoid giving any one a potential advantage over the others. It further criticised Wembley National Stadium Limited for failing to follow a detailed and overt formal procurement process and having dialogue with Multiplex prior to starting the procurement process. A report by former Wembley project manager Tropus, said the appointment was made with undue speed. The James Report also concluded that there had been serious flaws in the procurement policies.'(James Report, 2002) Poor Communication: Apart from the major changes in the scope of the works, Multiplex  lamented not given access to vital design information which made them underprice the steelwork. Mott on the other hand thought Multiplex was aware of the state of design, having managed the design process and having been intimately involved in the design work. (Wembley Stadium into Injury Time, 2002) Poor Planning and organisation: A lot of decisions seem to have been made hastily. No wonder several changes had to be made at later stages. When it became a prime objective to finish the project in time for the FA Cup finale in May 2006, efficiency and cost effectiveness became secondary issues. In my opinion, a lot of problems could have been avoided if Multiplex did not have to rush the job to meet unrealistic deadlines. Multiplex claims that it has sustained significant losses as a result of a multitude of breaches of contract and/or acts of negligence by the consultant, which had far-reaching effects for Wembley (TCC, 2006; Baloch, 2008). Disputes and disagreements: Cleveland Bridge (CB), the steel contractor terminated their contract in 2004 because they did not believe they would be paid for materials and that there were seemingly insurmountable difficulties between them and Multiplex. A sustained input from a steelwork subcontractor could have greatly influenced the timely completion of the project but eventually CB had to be replaced with all attending problems of a new project team member. Health and Safety problems: In March 2006, a temporary roof support fell by over half resulting in the evacuation of all construction workers and delay of work. Another accident occurred January 2004 resulting in the death of one construction worker and the injury of another when a platform collapsed without warning, trapping the men underneath (http://www.designbuild-network.com/projects/wembley/) Poor Performance by Cleveland Bridge: Delays were caused by CB as not all the steel sent to China could be fabricated in time to comply with the programme. So the steel sent to China was often shipped back to England with most not fabricated. Furthermore the steel sent to site was often missing crucial pieces (meaning it could not be erected) or else was untagged with the consequence that site staff could not identify the relevant pieces of steel (TCC, 2006). Poor Supervision by Sports England: The Government was less than happy with the level of supervision offered by Sport England. It stated that Sport Englands performance in monitoring the progress of the project has been lack, slovenly and supine. This ultimately resulted in supply team missing the focal point of the project right from the beginning and before long, a lot was out of hand (Wembley Stadium into Injury Time, 2002). Poor Stakeholder management: In a statement by The House of Commons Culture, Media and Sports Committee, it blamed some of the problems encountered on the project on poor stakeholder management. It said, the project had been undermined by the fundamental failure to include all representatives at the outset in planning the redevelopment (www.publications.parliament.uk). The resignation of Ken Bates in 2001 as chairman of WNSL gives a further hint. He cited a lack of support from the board and that he had been undermined by senior figures within both the government and the FA. He remarkably said, Even Jesus Christ only had one Pontius Pilate I had a whole team of them. (www.forbes.com). 3.0 The Problems Encountered: The Role of Project Management Project Management (PM) is the . . . application of knowledge, skills, tools and techniques to project activities to achieve project requirements. (PMBoK, 2004). This same theme runs through other standards for PM including BS6079 and ISO 10006. Suffice it for now to say that PM is the managerial responsibility and actions involved in completing a project on time, in budget and to the specified quality standards, in accordance with the traditional performance criteria. The role of PM in the Wembley project will now be appraised under some of the key knowledge areas identified in the PMBoK. 3.1 Project Scope Management This involves developing a scope statement that will define the boundaries of the project and verify the amount of work to be done. PM uses such tools as brainstorming, fast diagrams, Value Management workshops to define the project. This is because if you have the wrong definition, you may come up with the right solution-to the wrong problem!(Lewis, 2007). If scope definition is not holistically carried out, major changes such as those experienced on Wembley may occur later and cause delays, cost variations leading to claims and litigations. This, I believe, was the akiles heel of this iconic project. Where change becomes inevitable, PM should manage them to protect the project from the effects of scope creep. Wembley failed in this area resulting in the considerable cost and time overruns. Lewis (2007) rightly said, I have become convinced that projects seldom fail at the end. Rather, they fail at the definition stage. 3.2 Project Time Management PM adorns itself with yet another accolade of being able to effectively estimate time frame for projects realistically and defining work packages and milestone to achieve this target. It employs one of its popular tools of Critical Path Method and scheduling in this respect. Many softwares including Primavera and MS Project have also been developed to helped in the management of time. Kaming (1997), Elinwa (2001) and Aibini (2006) however reveal that the occurrence of time overruns is high and that overruns can occur of projects irrespective of its size. Wembley was no exception. Some of the disputes, changes, cash flow problems, design problems etc. that caused resulted in the project being delivered in 10 months late and the subsequent changing of the FA Cup finals to Wales could have been avoided through effective project time management. PM should have helped to come out with a realistic duration for the project. 3.3 Project Cost Management This involves estimating the cost of all resources and such things as travel and other support details. After this is done, costs are budgeted and tracked to keep the project within that budget (Rad, 2002). This is very important in PM as the first question most clients ask is how much will it cost? It is the duty of the PM to realistically determine what it will cost to achieve a particular scope. The tough question then arises. Was Wembleys initial cost of  £445million realistic? Why did cost rise astronomically to  £757million at completion? The project even had to be stalled into injury time just to seek additional funding. Why couldnt PM prevent this? Much of the blame lies squarely on PMs failure to realistically estimate cost at conception. 3.4 Project Communications Management This is the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and disposition of project information. (PMBoK, 2004). Multiplex  claims it was not given access to vital design information and that this led to increased steelwork costs. Mott MacDonald on the other hand dismisses this saying, Multiplex was aware of the state of design, having managed the design process and having been intimately involved in the design work (TCC, 2006). PM is supposed to create a smooth communication interface between all parties to forestall these misunderstandings. 3.5 Project Procurement Management This helps in selecting the most appropriate contractors and suppliers, administers the contract as well as form the best working relationships between all parties to achieve project goals. The Public Accounts Committee (2003-04), stated that Best procurement practice has not been followed on what is a high profile project PM should have also salvaged the problem between Mott, Cleveland and Multiplex before it got out of hand, resulting in Cleveland walking away from the project with its attending problems. More also, it is known that competitive tendering and cost as a selection criteria has produced poor results in construction over the years and PM should have helped in designing the best procurement approach to prevent the problems (Egan, 1998). The contract used for the project was fixed cost method in which the client cleverly shirks risk to the contractor. This form of contract invariably results in creating an adversarial environment with where each party involved focuses their attentions on the needs and risks of their businesses as opposed to those of the project (Morriss, P. and Hollis, A., 2005).This may well be another area that grossly affected the results on Wembley and effective PM should have prevented this. 3.6 Stakeholder Management: Freeman and McVea (2001) describe this function as looking out from the firm or project and identifying, and investing in all the relationships that will ensure long-term success. At concept stage, this is used to collect views of all interested parties, especially those of end users who usually hold vital information that may be critical to the design, function and success of a project. If this was effectively done, it would have prevented the acrimony that grew between some of the contractors and would have saved the project from unnecessary delays and increased cost of replacing Cleveland Bridge. It would have helped to produce the best fitting design as well as sort out the fact that athletics, football and rugby in the same venue would present a lot of technical and functional difficulties at the design stage saving the project from about 8 months of redesign. 3.7 Site Management: Chan (1997) showed that out of 8 group factors that caused delays in construction projects, poor site management and supervision was amongst the top five. The accusations and counter-accusations during the hearing at the Technology and Construction Court between Multiplex and Cleveland Bridge gives us yet another glimpse into an area of failure of PM on Wembley. The site was poorly managed as it was littered with random pieces of steel that had been delivered in the wrong order and a significant quantity of steel was sitting on trailers adjacent to the site or around the perimeter. This had the potential of disrupting flow of activities and even causing accidents (TCC, 2006). 4.0 The Actions and MeasureS that should have been taken The influential Latham (1994) and Egan (1998) reports called for new approaches to construction- one in which client leadership is key and where there is greater collaborative working between firms within the construction supply chain. Egan summarised five key drivers of change namely committed leadership; a focus on the customer; integrated processes and teams; a quality driven agenda; and a commitment to people. Some of the necessary actions and measures that should have been taken is now presented below: 4.1 Key Client Leadership: The new Terminal Five at Heathrow is a widely acclaimed example of current construction best practice. The approach was unique and tailored to the very needs of the project i.e. the client took a level of ownership of project thus creating a clear vision for how it wanted the project delivered and also staying close enough to the project from inception to completion (Brady, 2008). Latham (1994) recommended that the client should be at the core of the construction process because clients [essentially] drive best practice. Egan (1998). The Client in the Wembley Stadium project was the Football Association and thus should have: stayed close enough to the project, monitoring it and to make sure things dont go out of hand; ensured that major changes to the scope of works was frozen at a particular point on the project or avoided altogether. These changes often result in dispute, delays and extra expense; made sure that adequate funding was secured for the project before it even begun and that the estimation of both time and cost were realistically carried out; come out with clear, concise, realistic and unambiguous objectives at the conception of the project involving all necessary stakeholders so that major changes, such as those that were experienced, could be avoided; shared in risk of development/construction rather than cleverly shoving it to contractors. 4.2 The Heathrow Method: Terminal 5 was an audacious development project that involved more than 60 contractors and 16 major projects. British Airways Authority (BAA) adopted a unique approach to the project to make sure it is completed both on time and within budget. It used an innovative form of cost-reimbursable contract the T5 Agreement under which BAA holds all the risks associated with the project rather than transferring the risks to external suppliers and guarantees a level of pro ¬Ã‚ t for suppliers. (Brady, 2008). The Agreement included an incentive payment for contractors that achieved a certain level of performance. It decided to reimburse the costs of delivery and to reward exceptional performance and punish mediocre and poor performance only in terms of pro ¬Ã‚ tability. This created some sort of win-win environment for all parties and motivated the contractors to focus their attention on the needs of the project and collectively solve problems rather than concen trate on their own business risks and interests. These are the fundamental reasons why T5 achieved the laudable success of staying within budget and cost at completion. Cleveland would not have walked out of the job if it was given firm assurance of re-imbursement of cost incurred. The contracts should have been designed with an approach that offered incentives to all, for improvement in cost, time or quality and not in an adversarial environment associated with fixed cost contracts. 4.3 Integrating the Supply chain: Both Latham (1994) and Egan (1998) underscored the importance of using integrated teams to realise project goals. The T5 approach used by BAA combined two main principles: the client always bears the risk; and partners are worth more than suppliers. It provides an appropriate environment for integrated team working [à ¢Ã¢â€š ¬Ã‚ ¦] to enable suppliers to work effectively and focus on meeting the projects objectives not only in relation to the traditional time, budget, and quality measures but also in relation to safety and environmental targets (Brady, 2008). By doing that you take away negativity, allow space for innovation and create any opportunity for people to perform at levels they havent been allowed to before (Mylius, 2005). 4.4 Involvement of end users: End users often hold vital information as they are usually in a better position to comment on the detailed requirements for a building than senior management who may not even be the occupants of the building when it is completed. After all, the users have first hand experience of what makes a building successful or otherwise (Menches, 2008). By the use of such methods as focus groups, value management workshops and major surveys, the issue of athletics, rugby and football in the same venue could have been resolved even before any detailed design and thus eliminating the extensive delays and cost implications it had on the project (Barrett, P., and Stanley, C., 1999). 4.5 Use of a Project bank: In an attempt to integrate project teams in an atmosphere of trust, collaboration and openness, the National Audit Office (NAO) of the UK suggested the use of a project bank account. To ensure better construction, it said, suppliers [require] greater certainty that they will be paid on time to re-enforce the trust that should exist between all parties for collaborative working to operate effectively. This was endorsed by the Specialist Contractors who indicated that payments for the project delivery team should be protected and secure, which would, in turn, significantly reduce disputes and, more importantly, will encourage closer working relationships between all parties. (Parliamentary Newsletter, Issue 3, Spring/Summer 2006). 4.6 Best Project Management Practice: At the execution level, much of the problems that occurred on the project could have been avoided or its impact attenuated if best project management practice was adopted by all especially Multiplex and Cleveland Bridge. Problems of poor site management practice, poor or incorrect fabrication of steel, design change management and communication could have been arrested with proper planning, organisation and control. 4.7 Careful Monitoring: Projects rarely stay on track in terms of time and cost. the more likely occurrence is that projects will be behind schedule yet over budget at any point in time. Good project management carefully and critically appraises all factors that a likely to push a project off schedule (Office of Government Commerce, 2005). Monitoring progress carefully and instigating timely corrective actions by both WNSL, Multiplex as well as the FA, would have helped identify the likely impact of any problems so that action can be taken to get the project back on track. 5.0 Conclusion Experience is a great asset to professionals practicing in any discipline, whether that experience comes from success or failure and whoever fails to learn from his mistakes is doomed to repeat them. Some of the key lessons on Wembley Stadium is thus now summarised below: Adequate time and effort needs to be invested in the strategic planning phase of every project to come out with clear, realistic, and unambiguous project objectives; Project team must engage effectively with users and other external stakeholders especially at the concept stage of any scheme to save the project from major changes with its attending problems; Construction procurement must move away from competitive tendering and cost as the selection criteria and develop procedures that use performance and team partnering and capability; Contracts must be designed to provide incentive to all for cost and time improvement and also forge a win-win environment between clients and supply chain members; Enough resources have to be made available for the project based on realistic estimates; Clients must assume central roles in projects for they essentially drive best practice; Continual change in project requirements and scope can be very detrimental for the project; Dysfunctional relationships and fragmentation can turn a perfect project scheme into a complete chaos and thus project teams must operate as a cohesive unit, with clear allocation of roles and responsibilities. Finally, it is evident, at least from the Wembley Stadium project that a poor knowledge and a lack awareness of the fundamental project management skills by the client can lead to failure as clients essentially drive best practice. An effective and successful outcome of project management on any project in most cases will only be achieved if both the client and the contractor or project management organisations are effective in the skills of project management. A poor client organisation, in terms of project management, may well drive a good project manager and his team into poor performance. Agreeably, it may not be a panacea due to many circumstances and occurrences that may well be out of its control. However, Project Management stands the chance of producing laudable results if the construction industry stopped treating it casually and unprofessionally but rigorously apply the great worth of knowledge and experience its gathered over the past years, through both its success and failure stories.

Lost Illusions, Bitter Wisdom and Fragile Hope in The Tempest Essay

Lost Illusions, Bitter Wisdom and Fragile Hope in The Tempest   Ã‚   Is Shakespeare’s play, The Tempest, a drama of lost illusions, bitter wisdom and fragile hope? Before this question can be considered, one first has to interpret these terms. Perhaps "bitter wisdom" and "fragile hope" are fairly simple concepts to understand, "lost illusions" is somewhat less clear, particularly in the case of The Tempest.    There are three main interpretations of "lost illusions" that could be made. The first is that of a revelation of the mind; the discarding of an 'illusion' to reveal the truth of one's feelings. The second is similar but with a subtle difference; the lifting of an illusion to disclose the truth about something physical (instead of emotional, as in the first case). The last interpretation could not be applied to every use of the word 'illusion,' but suits The Tempest extremely well; this third analysis revolves around magic and the supernatural world.    There are several clear examples from the text to illustrate these various points of view. For the first case we have the character of Prospero who, by the end of the play, has realised that he requires more in his life than his Art of magic. He comes to acknowledge that he needs a change of environment, however much he will miss his old life on the island. For the second interpretation, we have the circumstances surrounding Antonio's usurpation of Prospero's title (told only in flashbacks); the true events that occurred then only come to light at the end of the play, when Prospero reveals the entire story to the assembled characters. The third interpretation, that of magic, is present throughout the play, as Prospero exerts his supernatural talents upon the... ...ased to be a problem, whereas Alonso has the future of his son to contemplate; a future that is by no means certain.    From all this, it is clear that, in a general sense, Shakespeare’s play, The Tempest, is a drama of lost illusions, bitter wisdom and fragile hope, as many characters go through that cycle (lost illusions, leading to bitter wisdom and ending with fragile hope), or various parts of it. Also, this description can be used in a more precise manner, when dealing solely with individual characters, particularly Prospero, Miranda, Alonso and Ferdinand.    Works Cited and Consulted Cesaire, Aime. A Tempest. Trans. Richard Miller. New York: UBU, 1992. Kermode, Frank. "Introduction," in The Tempest(Arden Edition), (London: Methuen, 1962), xlvii-xlviii. West, Robert. Shakespeare and the Outer Mystery. Lexington: UP of Kentucky, 1968.

Ignorance in the Immigration Debate :: Illegal Immigration, Illegal Immigrants

Ignorance in the Immigration Debate One of the biggest, growing debates today is the issue of immigration into the U.S. I just don’t understand why there’s such a big debate. I compare this issue to the issue of racism in the way that, no matter what you do, "they" are always going to be here, and it is only ignorance that keeps the issue ablaze. The fact that migrants are not mostly white these days, also makes the issue one more of race. As Charles S. Clark puts it in The New Immigrants, "In the 1990’s, Americans who grew up in a historically white, Anglo-Saxon society are having to adjust to a Polish-born chairman of the Joint Chiefs of Staff, John Shalikashvili; to Spanish-language editions of People magazine on Seven-11 shelves; and to Buddhist temples and Islamic mosques rising in their communities." In the case of immigration, though, the ignorance is apparent in both the immigrant and the non-immigrant. I would like to first address the ignorance and misinterpretations on the part of the non-migrants. First, and most important to me, is the idea that immigrants are all "tired and poor" (Clark). The truth is that, yes, some immigrants are tired and poor. But anyone would be tired and poor if they were subject to the conditions of these people. And many immigrants are not poor at all. Clark also points out, "witness the 12.000 Chinese technicians working in Silicon Valley computer firms or the well-heeled Iranian expatriots so visible in Beverly Hills." It’s also important to realize that many migrants were well off in their own countries, and had to start at the bottom of the ladder once here. Perhaps it is us that make them tired and poor. For example, In Cathy A. Small’s Voyages, the very first paragraph tells about a teacher in Tonga, who will go to the United States to only find work as a maid. Tired and poor is not the same thing as lazy and looking for a free ride . Then there is the language debate/barrier. I’ve heard many times, someone say "If you don’t want to learn the language, then go home" or "They just pretend like they don’t know English so that they can do whatever they want." I’ve even heard phrases like these coming out of the mouths of some of my own family members. Of course there are people who pretend not to understand, or who don’t really try to learn English.

Gang membership, Drug Selling, and Violence in Neighborhood Context Ess

Smiley is a man who was released back into the society on a parole. He was sent back to live in his neighborhood. Shinichi Suzuki, a famous Japanese violinist who invented Suzuki Method, got the right idea of Smiley’s situation when he said â€Å"Man is a child of his environment†. It means that Smiley is a product of his environment. His neighborhood is a no picnic. The neighborhood is a basically a graveyard of American dreams. Like everyone else in America, Smiley values individualism, achievement, money, and family unity highly. However he is in a hostile society where his rough background is rejected and regarded as a stigma. He does not have education or an escape from his neighborhood where people are under a great strain. The reason for the strain is because American culture sets the bar for gold standards of an ideal lifestyle that in the reality that social structures in some groups cannot follow (Shelden, Brown, Miller, & Fitzler, 2008). According to strain theory, Smiley’s neighbors all want same things but they cannot get them legally so they decide to find illegal loopholes. They go in this state that Robert Merton would call anomie (Shelden, Brown, Miller & Fritzler, 2008). According to him, the state is when â€Å"social structures exert a definite pressure upon certain persons in the society to engage in nonconforming rather than conforming conduct† ( p.78). A gang in Smiley’s neighborhood pressures Smiley into practicing norms that are considered unacceptable legally . Smiley’s gang approves stealing, violence, abuse of drugs, and organized crimes. Smiley had to adapt by conforming to the gang’s values, follow ritualism like wearing certain colors and speaking gang jargon, and view the world as us ( gang) against them.... ..., T. (2009). Gang membership, drug selling, and violence in neighborhood context. Justice Quarterly, 26(4), 645-669. Opsal, T. (2009). Women on parole: Understanding the impact of surveillance. Women & Criminal Justice, 19(4), 306-328. Shelden, R.G., Brown, W.B., Miller, K.S., & Fritzler, R.B. (2008). Crime and criminal justice in american society. Long Grove, Illinosis: Waveland Press, INC. Stickels, J. (2007). The game of probation. Journal of Police and Criminal Psychology, 22(1), 33-43. Wilkinson, D.L. (2007). Local Social Ties and Willingness to Intervene: Textured Views Among Violent Urban Youth of Neighborhood Social Control Dynamics and Situations. Justice Quarterly : JQ, 24(2), 185-220. (Document ID: 1295281001). http://ezproxy.rit.edu/login?url=http://proquest.umi.com.ezproxy.rit.edu/pqdweb?did=1295281001&Fmt=7&clientId=3589&RQT=309&VName=PQD

Database Slides on Normalization

Chapter 11 Relational Database Design Algorithms and Further Dependencies Chapter Outline ? ? ? ? ? ? ? 0. Designing a Set of Relations 1. Properties of Relational Decompositions 2. Algorithms for Relational Database Schema 3. Multivalued Dependencies and Fourth Normal Form 4. Join Dependencies and Fifth Normal Form 5. Inclusion Dependencies 6. Other Dependencies and Normal Forms DESIGNING A SET OF RELATIONS ? Goals: ? Lossless join property (a must) ? Algorithm 11. 1 tests for general losslessness. Algorithm 11. decomposes a relation into BCNF components by sacrificing the dependency preservation. 4NF (based on multi-valued dependencies) 5NF (based on join dependencies) ? Dependency preservation property ? ? Additional normal forms ? ? 1. Properties of Relational Decompositions ? Relation Decomposition and Insufficiency of Normal Forms: ? Universal Relation Schema: ? A relation schema R = {A1, A2, †¦, An} that includes all the attributes of the database. Every attribute name is unique. ? Universal relation assumption: ? (Cont) ? Decomposition: ? ? Attribute preservation condition: ?The process of decomposing the universal relation schema R into a set of relation schemas D = {R1,R2, †¦, Rm} that will become the relational database schema by using the functional dependencies. Each attribute in R will appear in at least one relation schema Ri in the decomposition so that no attributes are â€Å"lost†. (Cont) ? ? Another goal of decomposition is to have each individual relation Ri in the decomposition D be in BCNF or 3NF. Additional properties of decomposition are needed to prevent from generating spurious tuples (Cont) ? Dependency Preservation Property of a Decomposition: ? Definition: Given a set of dependencies F on R, the projection of F on Ri, denoted by pRi(F) where Ri is a subset of R, is the set of dependencies X > Y in F+ such that the attributes in X U Y are all contained in Ri. Hence, the projection of F on each relation schema Ri in t he decomposition D is the set of functional dependencies in F+, the closure of F, such that all their left- and right-hand-side attributes are in Ri. (Cont. ) ? Dependency Preservation Property of a Decomposition (cont. ): ? Dependency Preservation Property: ? ? A decomposition D = {R1, R2, †¦ Rm} of R is dependency-preserving with respect to F if the union of the projections of F on each Ri in D is equivalent to F; that is ((? R1(F)) U . . . U (? Rm(F)))+ = F+ (See examples in Fig 10. 12a and Fig 10. 11) ? Claim 1: ? It is always possible to find a dependency-preserving decomposition D with respect to F such that each relation Ri in D is in 3NF. Projection of F on Ri Given a set of dependencies F on R, the projection of F on Ri, denoted by ? Ri(F) where Ri is a subset of R, is the set of dependencies X > Y in F+ such that the attributes in X ?Y are all contained in Ri. Dependency Preservation Condition Given R(A, B, C, D) and F = { A > B, B > C, C > D}    Let D1={R1(A,B), R2 (B,C), R3(C,D)} ? R1(F)={A > B} ? R2(F)={B > C} ? R3(F)={C > D} FDs are preserved. (Cont. ) ? Lossless (Non-additive) Join Property of a Decomposition: ? Definition: Lossless join property: a decomposition D = {R1, R2, †¦ , Rm} of R has the lossless (nonadditive) join property with respect to the set of dependencies F on R if, for every relation state r of R that satisfies F, the following holds, where * is the natural join of all the relations in D: (? R1(r), †¦ , ? Rm(r)) = r ? Note: The word loss in lossless refers to loss of information, not to loss of tuples. In fact, for â€Å"loss of information† a better term is â€Å"addition of spurious information† Example S s1 s2 s3 P p1 p2 p1 D d1 d2 d3 = S s1 s2 s3 P p1 p2 p1 * P p1 p2 p1 D d1 d2 d3 Lossless Join Decomposition NO (Cont. ) Lossless (Non-additive) Join Property of a Decomposition (cont. ): Algorithm 11. 1: Testing for Lossless Join Property Input: A universal relation R, a decomposition D = {R1, R2, †¦ , Rm} of R,and a set F of functional dependencies. 1.Create an initial matrix S with one row i for each relation Ri in D, and one column j for each attribute Aj in R. 2. Set S(i,j):=bij for all matrix entries. (/* each bij is a distinct symbol associated with indices (i,j) */). 3. For each row i representing relation schema Ri {for each column j representing attribute Aj {if (relation Ri includes attribute Aj) then set S(i,j):= aj;};}; ? (/* each aj is a distinct symbol associated with index (j) */) ? CONTINUED on NEXT SLIDE (Cont. ) 4. Repeat the following loop until a complete loop execution results in no changes to S {for each functional dependency X >?Y in F {for all rows in S which have the same symbols in the columns corresponding to attributes in X {make the symbols in each column that correspond to an attribute in Y be the same in all these rows as follows: If any of the rows has an â€Å"a† symbol for the column, set the other rows to that same â€Å"aâ €  symbol in the column. If no â€Å"a† symbol exists for the attribute in any of the rows, choose one of the â€Å"b† symbols that appear in one of the rows for the attribute and set the other rows to that same â€Å"b† symbol in the column ;}; }; }; 5.If a row is made up entirely of â€Å"a† symbols, then the decomposition has the lossless join property; otherwise it does not. (Cont. ) Lossless (nonadditive) join test for n-ary decompositions. (a) Case 1: Decomposition of EMP_PROJ into EMP_PROJ1 and EMP_LOCS fails test. (b) A decomposition of EMP_PROJ that has the lossless join property. (Cont. ) Lossless (nonadditive) join test for n-ary decompositions. (c) Case 2: Decomposition of EMP_PROJ into EMP, PROJECT, and WORKS_ON satisfies test. (Cont. ) ? Testing Binary Decompositions for Lossless Join Property ? ?Binary Decomposition: Decomposition of a relation R into two relations. PROPERTY LJ1 (lossless join test for binary decompositions): A decomposi tion D = {R1, R2} of R has the lossless join property with respect to a set of functional dependencies F on R if and only if either ? ? The FD ((R1 ? R2) >? (R1- R2)) is in F+, or The FD ((R1 ? R2) >? (R2 – R1)) is in F+. 2. Algorithms for Relational Database Schema Design Algorithm 11. 3: Relational Decomposition into BCNF with Lossless (non-additive) join property Input: A universal relation R and a set of functional dependencies F on the attributes of R. 1. Set D := {R}; 2.While there is a relation schema Q in D that is not in BCNF do { choose a relation schema Q in D that is not in BCNF; find a functional dependency X > Y in Q that violates BCNF; replace Q in D by two relation schemas (Q – Y) and (X U Y); }; Assumption: No null values are allowed for the join attributes. Algorithms for Relational Database Schema Design Algorithm 11. 4 Relational Synthesis into 3NF with Dependency Preservation and Lossless (Non-Additive) Join Property Input: A universal relation R a nd a set of functional dependencies F on the attributes of R. 1. Find a minimal cover G for F (Use Algorithm 10. ). 2. For each left-hand-side X of a functional dependency that appears in G, create a relation schema in D with attributes {X U {A1} U {A2} †¦ U {Ak}}, where X >? A1, X >? A2, †¦ , X > Ak are the only dependencies in G with X as left-hand-side (X is the key of this relation). 3. If none of the relation schemas in D contains a key of R, then create one more relation schema in D that contains attributes that form a key of R. (Use Algorithm 11. 4a to find the key of R) 4. Eliminate redundant relations from the result. A relation R is considered redundant if R is a projection of another relation SAlgorithms for Relational Database Schema Design Algorithm 11. 4a Finding a Key K for R Given a set F of Functional Dependencies Input: A universal relation R and a set of functional dependencies F on the attributes of R. 1. Set K := R; 2. For each attribute A in K { Compu te (K – A)+ with respect to F; If (K – A)+ contains all the attributes in R, then set K := K – {A}; } (Cont. ) 3. Multivalued Dependencies and Fourth Normal Form (a) The EMP relation with two MVDs: ENAME —>> PNAME and ENAME —>> DNAME. (b) Decomposing the EMP relation into two 4NF relations EMP_PROJECTS and EMP_DEPENDENTS. (Cont. ) c) The relation SUPPLY with no MVDs is in 4NF but not in 5NF if it has the JD(R1, R2, R3). (d) Decomposing the relation SUPPLY into the 5NF relations R1, R2, and R3. (Cont. ) Definition: ? A multivalued dependency (MVD) X —>> Y specified on relation schema R, where X and Y are both subsets of R, specifies the following constraint on any relation state r of R: If two tuples t1 and t2 exist in r such that t1[X] = t2[X], then two tuples t3 and t4 should also exist in r with the following properties, where we use Z to denote (R -(X U Y)): ? t3[X] = t4[X] = t1[X] = t2[X]. t3[Y] = t1[Y] and t4[Y] = t2[Y]. t3[Z] = t2[Z] a nd t4[Z] = t1[Z].An MVD X —>> Y in R is called a trivial MVD if (a) Y is a subset of X, or (b) X U Y = R. ? ? ? Multivalued Dependencies and Fourth Normal Form Definition: ? A relation schema R is in 4NF with respect to a set of dependencies F (that includes functional dependencies and multivalued dependencies) if, for every nontrivial multivalued dependency X —>> Y in F+, X is a superkey for R. ? Informally, whenever 2 tuples that have different Y values but same X values, exists, then if these Y values get repeated in separate tuples with every distinct values of Z {Z = R – (X U Y)} that occurs with the same X value. Cont. ) (Cont. ) Lossless (Non-additive) Join Decomposition into 4NF Relations: ? PROPERTY LJ1’ ? The relation schemas R1 and R2 form a lossless (non-additive) join decomposition of R with respect to a set F of functional and multivalued dependencies if and only if ? (R1 ? R2) —>> (R1 – R2) (R1 ? R2) —>> (R2 – R1 )). ? or ? (Cont. ) Algorithm 11. 5: Relational decomposition into 4NF relations with non-additive join property ? Input: A universal relation R and a set of functional and multivalued dependencies F.Set D := { R }; While there is a relation schema Q in D that is not in 4NF do { choose a relation schema Q in D that is not in 4NF; find a nontrivial MVD X —>> Y in Q that violates 4NF; replace Q in D by two relation schemas (Q – Y) and (X U Y); }; 1. 2. 4. Join Dependencies and Fifth Normal Form Definition: ? A join dependency (JD), denoted by JD(R1, R2, †¦ , Rn), specified on relation schema R, specifies a constraint on the states r of R. ? ? The constraint states that every legal state r of R should have a non-additive join decomposition into R1, R2, †¦ Rn; that is, for every such r we have * (? R1(r), ? R2(r), †¦ , ? Rn(r)) = r (Cont. ) Definition: ? A relation schema R is in fifth normal form (5NF) (or Project-Join Normal Form (PJNF)) with respect to a set F of functional, multivalued, and join dependencies if, ? for every nontrivial join dependency JD(R1, R2, †¦ , Rn) in F+ (that is, implied by F), ? every Ri is a superkey of R. Recap ? ? ? ? ? Designing a Set of Relations Properties of Relational Decompositions Algorithms for Relational Database Schema Multivalued Dependencies and Fourth Normal Form Join Dependencies and Fifth Normal FormTutorial/Quiz 4 Q1) Consider a relation R with 5 attributes ABCDE, You are given the following dependencies: A > B, BC > E, ED > A a) List all the keys, b) Is R in 3 NF c) Is R in BCNF Q2) Consider the following decomposition for the relation schema R = {A, B, C, D, E, F, G, H, I, J} and the set of functional dependencies F = { {A, B} > {C}, {A} > {D, E}, {B} > {F}, {F} > {G, H}, {D} -> {I, J} }. Preserves Lossless Join and Dependencies? a) D1 = {R1, R2, R3, R4, R5}, R1={A,B,C} R2={A,D,E}, R3={B,F}, R4 = {F,G,H}, R5 = {D,I,J} b) D2 = {R1, R2, R3} R1 = {A,B,C,D,E} R2 = {B,F,G,H}, R3 = {D,I,J }

Education For Life Essay

Education For LifeThe basic purpose of a liberal arts education is to liberate the human being to exercise his or her potential to the fullest. Liberal arts plays an important role in developing individuals and the world. When students attend liberal art colleges, they will understand the essence of humanity and will learn to shape and develop personal values. For a person to develop, he needs to understand the essence of humanity. When you attend college, your view on the meaning of life changes. You live for your minds and spirits and not just for the security of material wealth (Urbanek). You start to do things related to your work as this is your interest. This will make you care less about material wealth and you will focus more on the benefit of the world than the benefit of yourself. Liberal arts means arts of freedom. People learn about things that interest them. This makes the experience of learning better. Students will recognize the value of material things for what they are (Urbanek). They will start challenging tasks of design where they would learn how to translate ideas into actions. They will get to know the depth, flexibility and openness of their thinking and will also be able to recognize the importance of their thinking. Taking these ideas into consideration, I can say that liberal arts teaches people global responsibility, social awareness and self development, which is the essence of humanity. Thus, when the essence of humanity is known, then only a person will be able to acquire personal values. The value of liberal arts was appreciated by the students in older times but contemporary students do not share the same sentiment. In 1900, 70 percent of college students in US attended liberal arts colleges but today fewer that 5 percent do. The idea has taken hold by educators that todays youth are more materialistic, less idealistic and more self interested than their predecessors (Richard). In 1997, Yankelovitch survey focused on high school students and their parents, found that 85 percent of the high school students and 74 percent of their parents stated that the goal of college is to get a practical education and to secure a job. Furthermore, only 14 percent of the students and 27percent of their parents were even familiar with what a liberal art education is. Todays students tend to be career oriented, impatient and focused in material rewards (Kahn). People do not know that liberal arts can offer a clearer understanding that work embodies the values of courage, honour and responsibility. Liberal art colleges expose you to a variety of academic disciplines and an excellent background for future work. The education gives you the ability to adapt to a changing environment, communicate effectively, think critically and solve complex problems, which can prove very useful in everyday lives. As you acquire personal values throughout your college years, it is important to learn how to shape these values. I believe that the central purpose of liberal arts education is to shape the values of people. The impact of liberal arts education on student value change is conclusive in determining whether higher education is effective in achieving this central purpose. According to a survey conducted at the University of California at Los Angeles, 8 out of 10 academics said they were spiritual, and 64 percent called themselves religious. More than half of the faculty members said that it was important to enhance undergraduates’ self-understanding and to develop their moral character and values. I think liberal arts is a great way to teach people their spiritual and moral responsibilities towards the community and world itself. Humanitarian values are defined by acceptance of value equivalency between ones own loyalties and those of all other individuals and groups, as well as respecting the rights of others to freely express similar claims and loyalties without infringement (Hollway). Values serve as guiding principles in the life of a person or other social entity and thus, it is important for people to learn how to shape these values. Values are described as serving the interests of some social entity, motivating action, giving direction, and having emotional intensity (Hollway). Therefore, these values are needed for the development of individuals. When individuals possess these values, they will be able to use them in their society. Employers around the world are looking for people who possess these values and have the ability to use them. Hence, liberal arts students will satisfy these employers. These students will also find opportunities to learn more as their primary goal is not material wealth. This will help countries to better their economy. These values will benefit the students themselves as well as the world. Once a person understands the essence of humanity and learns to shape and develop values, he will be able to make changes to the world. Liberal arts students have the skills to become valuable community members. They make decisions, solve problems and communicate the solutions to others. Liberal arts prepares these students to be successful throughout their life. WORKS CITEDUrbanek, Jennifer. The EBSCOhost. 28 Oct. 2007 Kahn, Beverly. Co-opting The Market Place. Journal of Higher Education: p. 19. EBSCOhost. 28 Oct. 2007 Richard, M. The Practical Path, Too, Can Be High-Minded. Chronicle of Higher Education: p. 11. EBSCOhost. 28 Oct. 2007 Hollway, Michael. A Comparison of the Impact of 2 Liberal Arts. Journal of General Education: p. 237. EBSCOhost. 28 Oct. 2007.

Executive Power Concerning Essay

While the President has power under his right as the Commander- in- Chief, he is still subject to the interpretation of what is legally right based upon the laws of the Constitution. Such laws allow him the right to detain and try prisoners of war/ enemy combatants based upon military statutes and political authorizations. U.S. citizens hold certain civil liberties, one in particular being the right to know the charges brought against them in the event that they are detained for any crime. This civil liberty is commonly known as Habeas Corpus, and is extended to citizens who feel as though they have been wrongfully imprisoned. In times of constant conflict like todays War on Terror, one might wonder of the application of such rights to detained individuals. The title of President of the United States may mean reserved powers both appointed and implied but it does not mean exemption from constitutional separation of powers or complete subordination to the same. The President may hold the right to detain and try these prisoners, but he/she should not be allowed to abuse given powers by implementing means that will withhold the rights of Habeas Corpus whether the accused is a U.S. Citizen or not Habeas Corpus dates back to the early 14th century, debuting with the formalization of the Habeas Corpus Act of 1679. American colonist sought this act as a means to evade wrongful imprisonment by the British government, and due to the common suspension of this right, the early framers ensured that â€Å"The Privilege of the Wirt of Habeas Corpus† was incorporated into the Constitution, to include that such rights should not be suspended except in cases where Rebellion, Invasion or Public Safety requires it (Columbia Electronic Encyclopedia, 2012). Since then, habeas corpus writs have evolved in American tradition, dating to the Lincoln and  Roosevelt Presidency and as recent as the George W. Bush Presidency. Many texts even show how these Presidents regard the writ of habeas corpus, with the greater conflict of executive power against this right lying in the actions of President Bush and his stance on detaining captured enemy/suspected enemy combatants. Levin-Waldman (2012) illustrates the actions taken by earlier presidents Lincoln and Roosevelt, suggesting a trend in presidential abuse of power when it comes to suspending habeas corpus writs. During the Civil War, President Lincoln took action against the accused, John Merryman, by having union soldiers stop his petitioned writ from delivery to the federal Marshal. Later on during World War II, President Roosevelt convinced the Supreme Court to defer to his wishes in the case of â€Å"Hirabayashi v. United States in 1943†, under the stance that certain Japanese- Americans who frequently contact family in Japan â€Å"might constitute a security threat† to America during a time of war. Hirabayashi’s violation of the in place military curfew at the time, which was determined by the Supreme Court as a â€Å"legitimate defensive measure during a time of war† landed him in a position where his civil liberty to seek habeas corpus as an American citizen was ove rridden (Ch. 5.7). The trend of Presidential abuse of power concerning suspension of habeas corpus writs continues even to this day. As stated earlier, the ability to petition for habeas corpus is one of Americas basic civil liberties afforded to every citizen, but how does this apply to current situations that involve non-citizens? Take for example the case of Lakhdar Boumediene v. Bush, where the U.S. government classified Boumediene and five other Algerian detainees as enemy combatants in the war on terror (Ozey, 2008). They were subject to indefinite detention at the well-known U. S. Naval base in Guantanamo Bay Cuba. The men petitioned for a Writ of Habeas Corpus, alleging violations of the Constitution’s Due Process Clause which the Courts initially ruled in their favor. But in the end, and thanks to the â€Å"Military Commissions Act of 2006 (MCA)† spearheaded by President Bush, their petition was revoked and the Courts ruling was overturned because the MCA eliminated the jurisdiction of the federal courts’ to hear habeas applications from detainees who have  been designated as enemy combatants (Ozey, 2008) further illustrating presidential influence in such situations. Classification as an enemy combatant is used continuously to evade allowing detainees access to petitioning for writs of habeas corpus. Calling to question how relevant this writ is to today’s current conflict involving American government and the war on terror. The war on terror is such a broad topic, but one key thing about it that points toward relevancy to habeas corpus rights is that these enemy combatants â€Å"are neither soldiers, as they are not fighting for a nation state† (Levin-Waldman, 2012). Therefore because of the broad scheme of this war, it has the potential to go on indefinitely and because â€Å"enemy proceedings† may be tailored to alleviate their uncommon potential to burden the executive at a time of ongoing military conflict† (Levin-Waldman, 2012), the implementation of habeas corpus would help weed out the innocent detainees from the true enemies of this country if it were allowed and not deterred by the President through acts like the MCA. Overall the interpretation of the Supreme Court regarding who is afforded this basic civil liberty based upon the events of today’s conflict will pay dividends as to how much power the President can exercise in future cases, but that is only if their interpretation is met with open-mindedness rather than be shut down at every turn. Levin-Waldman (2012) tells us that, foreign policy presidents have greater power than domestic policy presidents, and often Congress tends to defer to the President during foreign policy situations. However it is safe to say that the war on terror includes both foreign and domestic considerations, which were affected by the actions of terrorists in the September 11th attacks and numerous other events since then. So what should be done about granting habeas corpus rights to enemy combatants? Looking further into the real situation taking place with detainees at Guantanamo Bay as a result of the MCA, this question is met with much friction. In the Rasul v. Bush case, the Supreme Court interprets the law in a manner that asserted that â€Å"the habeas statute extends to non-citizen detainees at Guantanamo† further relating to Boumediene alleging violation of the Constitutions Due Process Clause (Ozey, 2008). But as  stated earlier, this ruling was overturned by President Bush’s master minded MCA, whose sole purpose is to overrule the opinion of Supreme Court in doing their due diligence to interpret the law. However agitated the situation becomes, one must consider the perspectives involving habeas corpus writs in society as it has evolved from conflicts less complicated than todays. These perspectives include the role of the President as Commander-in-Chief, the Congress in determining when habeas corpus can be suspended, the role of the Supreme Court in protecting these civil liberties and one’s own opinion living in a day and age where the war on terror has made it well into its 13th year. Concerning the Presidents Role, the issue becomes whether he is succeeding his power or not. Ward (1990) tells us that during the Civil War, President Lincoln suspended habeas corpus, ignoring the Chief Justices request, by claiming that â€Å"more rogues than honest men find shelter under habeas corpus†. On the contrary, in today’s conflict Foley (2007) begs to differ in that more honest men suffer the suspicion of being affiliated with Al Qeda and other terrorist groups because of the broad scope of the War on Terror, and are detained permanently, rather than the government properly identifying accurate procedures to determine actual terrorist from innocent citizens (p. 1010). This type of dentition gets its justification from an additional measure set in place by President Bush called the â€Å"Combatant Status Review Tribunal (CRST)† (Floey, 2007) which leaves the mind to wonder, how many innocent so called enemy combatants are held at Guantanamo Bay without access to habeas corpus writs? Though it is not clearly stated in the Constitution who can suspend the writ of habeas corpus, and it only states when it can be suspended (Turley, 2012, p. 5), Congresses role in suspending the writ has taken place a whopping three times in American history. Their involvement in determining when to suspend this basic American civil liberty took place in 1871 in South Carolina, in 1905 in the Philippines and during WWII in Hawaii, in varying cases that fell under the constitutional guidelines of rebellion, invasion and public safety (Turley, 2012, p. 6). This lack of participation is attributed to the limitations in the number of challenges a petitioner can  make due to recent statutory changes (Turley, 2012, p. 6), but during the times of involvement, Congress deferred to the President, making way for controversial procedures and increased detention of prisoners accused of affiliation with known American enemies. The Supreme Court on the other hand seems to have had their hands tied concerning the rights of these enemy combatants in relation to petitioning for writs of habeas corpus. Referring to the Hamdan v. Rumsfeld case in 2006, the Supreme Court’s ruling in an effort to protect Hamdan’s civil liberty as an American citizen expressed that the â€Å"President’s establishment of military commissions violated the requirements of Uniform Code of Military Justice (UCMJ) Article 36(b) and the Geneva Convention’s Common Article 3† (Dealy, 2007, p. 1071). But in doing so, they have been held at bay in their efforts to protect not only detained citizens, but have also been unable to make strides toward ensuring the government applies fair rules in identifying actual enemy combatants due to deferment to the president by congress and implemented rules like the MCA and CRST. With all the facts regarding the rules of habeas corpus and how it has played out in American history, one’s personal opinion of the matter ultimately determines how they view the purpose of protecting basic civil liberties and national security in today’s society. My view of this entire matter is filled with much anger toward the current situation and treatment of detained suspected enemy combatants. I have served on three combat tours while in the Army, and have worked very closely with Kuwaiti and Afghani nationals. I had to learn the hard way that all of these people are not Al Qeda members/ supporters and also that not all of them are out to hurt America and its citizens. My initial bias and clouded judgment based upon what was feed to me through what I though was once a justified approach by my government caused me to enter into an aggressive and fearful correspondence with these people on my first two deployments. It was all about national security and American safety until I learned otherwise, but what truly changed my mind about this vision I owned was the continuous attacks America faced regardless of the constant detention of enemy combatants under the suspicion of being an enemy of America. Foley (2007) put it best when he said that â€Å"not only is there no need to sacrifice civil  liberties for security, but that sacrificing civil liberties actually threatens public safety† (p. 1021). Such is the case in the governments dated approach to granting habeas corpus to enemy combatants and the treatment of these detainees whether they are U. S. citizens or not, hence the continued and progressive battle faced by the country with enemy personnel to this day. The rules that govern this nation are not always clear cut, and the government at times does more good at distorting public views by acting in ways that benefits the points they are trying to make. Every level of government, based upon â€Å"separation of powers and checks and balances† (Levin-Waldman, 2012) has specified jobs regarding protecting American civil liberties and the national security as written in the Constitution. When it comes to protecting these points and its relevancy to habeas corpus, the struggle remains as to how the government will do so as it pertains to the conflicts America is engaged in today. The rights of detainees whether they are American citizens or not, have fallen short of being totally ignored by most citizens, but has had the full attention of executive power for many years concerning how long and for what reasons so called enemy combatants can be detained. Despite the fact that the president’s power to imprison such enemy combatants is justified by the Constitution, it has never and most certainly will never state that there should be a use of abuse of executive powers to justify suspension of habeas corpus rights to these detainees. Regardless of how executive power in regard to habeas corpus writs have evolved over the years, the President should not be able to succeed his/ her power by manipulating the system through implementing a series of well drafted acts to permanently deter from what is written and determined as law in The Constitution of the United States. References Dealy, J. D. (2007). Subordination of Powers: Hamdan v. Rumsfeld, 126 S. Ct. 2749 (2006). Harvard Journal of Law and Public Policy, 30(3), 1071. Foley, B. (2007). Guantanamo and Beyond: Dangers of Rigging the Rules. Journal of Criminal Law & Criminology, 97(4), 1010-1021 Levin-Waldman, O. M. (2012). American Government. San Diego, CA: Bridgepoint Education, Inc. Oyez. (2008). Boumediene v. Bush. IIT Chicago-Kent College of Law. Retrieved from http://www.oyez.org The Columbia Electronic Encyclopedia, 6th ed. (2012). Habeas Corpus. Columbia University Press. Retrieved from http://www.infoplease.com Turley, J. (2012). Habeas Corpus. The Heritage Guide to The Constitution. Retrieved from http://www.heritage.org Ward, G. C. (1990). Lincoln Suspends Habeas Corpus [Series episode]. In K. Burns, The Civil War: Episode 1 – The Cause (1861). Retrieved from http://digital.films.com.