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Project Management In The Construction Industry Construction Essay
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This research aims at establishing best practice approaches in the area of project management in the construction industry.
The research also describes the construction industry characteristics and establishes the need for successful project management which consequently leads to successful project completion while meeting the required technical specifications, time and budget, the research main goal is then to derive a best practice project management approach in the construction industry.
The detailed objectives of this research are as follows:
Establish the best practice project management approaches used in the construction industry worldwide by means of a thorough literature review.
Narrow the scope of the research and focus on the specific areas of Stakeholders Management, Software Solutions and Project Manager's competencies.
Analyse the selected methods by comparison to a case study example to give realism and credibility to the research.
Provide the case study company with a set of improvements while taking into consideration the effect of country and cultural factors.
Encourage engineering departments to adopt modern methods and techniques in developing and managing their construction projects.
Chapter 1: Introduction
With an estimated population of 28 million and an approximate size of 830,000 sq mi (Wikipedia 2010), the Kingdom of Saudi Arabia is the largest Arab country in the Middle East. The country's economy is petroleum based as 75% of budget revenues and 90% of export earnings derive from the oil industry which accounts for 24% of the world's total petroleum reserves (Eia, 2010). Consequent increase in oil prices triggered several oil booms earning the Kingdom a budget surplus of 28$ billion in 2005(ameinfo, 2010). These surging oil revenues coupled with a steady growth in population stimulated intensive investments in construction projects since the government now possesses more than sufficient resources to embark on long-planned improvements and a long awaited expansion of infrastructure, transport and municipal services. Plans include building 600 new factories, 4,000 schools, 600,000 new homes along with an increase in electricity generation and distribution (Jeddah Chamber of Commerce and Industry). Figures show that the total value of construction contracts to be awarded in 2012 is set to 63$ US million compared to a 22$ million in 2008 showing an astonishing 23.4 per cent annual growth. (bharatbook, 2009).
The above mentioned characteristics of the Saudi Arabian economic and demographic situation reflect its demand for extensive construction activities in all areas which renders the industry in the spot light for facilitating and accompanying growth. The Construction industry, due to its vitality is then a worthwhile area for research and development in Saudi Arabia.
Project Management in Construction
During this construction boom period, the stress was on simply building and completing the projects with minimal consideration for costs or quality. A significant portion of the Government budget was allocated to be spent on building all kinds of facilities thus money was not an issue under such a generous budget. At the same time, expertise in building and managing such huge projects was limited and standard project management methods -if any- were implemented.
But recently, this mentality has started to change. Awareness for the need of a more controllable industry in terms of cost, time and quality has increased. Clients' needs changed and they do not only demand fast completion of projects but they also require high quality standards and cheaper execution. Competition is augmenting as more companies are trying to penetrate the market. This shift in the nature of the industry now demands the implementation of an "Effective Project Management" methodology.
As a matter of fact, construction is probably the oldest form of project management as we see it today. Thousands of years ago, civilisations used to build monumental construction which some are unparalleled to this day: The Egyptian civilization in the Nile valley around 9000 years ago, the Sumerian civilization along the Tigris as well as the Peruvians in the Americas about 7000 years ago lived in citadels that were strategically located and well planned. However, modern project management is more attributed to the manufacturing and services industry than to the construction industry though the later has always been one of the largest industrial sectors worldwide and without continuous construction engineering and management research, the industry will not be able to keep up with the latest technological and managerial innovations which will allow it to address its concerns effectively.
It is worth mentioning that a distinguishing factor of the construction industry is owing to the great amount of risks associated with any project. Projects involve great amounts of finance and man force, and any change in any aspect, be it design, schedule, legalities, logistics or weather has an adverse financial and social impact on the entire stakeholders involved. Several Researchers noted that decisions and analysis in construction traditionally depended on intuition, judgements and experience, not denying the fact that decisions need to be taken as soon as possible (Akintoye, 1997, Fiatech, 2004).
Project Management Definitions
Referring to some of the project management definitions in various references, we find that project management was defined in a number of ways, just to mention a few:
The Chartered Institute of Building defined project management as " The overall planning, control and co-ordination of a project from inception to completion aimed at meeting a client's requirements and ensuring completion within cost and to required quality standards"
The Chartered Institute of Building also determined the objectives of project management: "To apply management skills and techniques to the organisation and control of all aspects of the project and to optimise the use of resources to produce a well designed and soundly constructed facility which will meet the client's requirements of function, cost and time".
Harrison defined project management as "The achievement of a project's objectives through people, and involves the organizing, planning and control of the resources assigned to the project, together with the development of constructive human relations with all those involved, both in - company and with the other companies involved " .
The Project Management Institute defines project management as "The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction"
Hunter and Stickneyg defined project management as "The application of the systems approach to the management of technologically complex tasks or projects whose objectives are explicitly stated in terms of time, cost, and performance parameters".
This variety of definitions can only reflect the wide scope of project management and emphasises the fact that it is difficult to define it in a precise standard context. For the purpose of this research, the definition and objectives of the Chartered Institute of Building will be adopted as it is coherent with same context of the research aiming to apply project management skills and techniques for the ultimate purpose of controlling all aspects of a project, and to optimise the use of resources available in order to produce a successful project.
But what is a successful project? Actually, Baker, Murphy and Fisher (2004) concluded that "project management can be described as successful if the project meets the technical performance specification and/or mission to be performed, and if there is a high level of satisfaction concerning the project outcome among: key people in the parent organization, key people in the client organization, key people on the project team, and key users or clientele of the project effort". But this definition can only drag to new interrogations: what is client satisfaction? What is team satisfaction? Which goes beyond the scope of this research thus we will content with Kerzner's definition:
"Successful project management can be defined as having achieved the project objective:
Within time, within cost, at the desired performance/technology level,
While utilizing the assigned resources effectively and efficiently".
Case Study and how, why and benefits
The case study company, Saudi Oger, is one of the major construction contractors in Saudi Arabia. A background of the company will be provided in the methodology chapter (3). The author has previously joined the company for a training period from which he got a thorough understanding of the company's operation and processes. The author's previous experience and the previously established working relations with colleagues will turn out to be reliable sources for information. With the use of interviews and a small questionnaire, the current working processes will be identified and compared to established best practices from the literature review in order to provide the company a set of clear recommendations that will allow it to perform more efficiently and establish itself as a market leader. The case study approach has been chosen because of the practicality of the results to be obtained and the fact that data collection will be relatively easy due to the author's experience and previous established working relations.
Thesis Organization
Chapter one: Introduction
Chapter one provides the reader a background view on the vitality of the construction industry in Saudi Arabia and on the subsequent importance of the implementation of effective Project Management practice thus justifying the purpose of this research. The chapter also sets the term project management in context of the study and it finally identifies the research objectives and aims.
Chapter two: Literature Review
Chapter two presents a thorough review of previous research in the area of project management in the construction industry for the purpose of identifying best practice techniques and tools used and identifying "must have" project management competencies.
Chapter three: Methodology
Chapter three discusses and justifies the research strategy (case study) and data collection techniques (centred on structured interviews) to be adopted in the empirical data collection of this study. Details on the case study company are provided, together with a framework for analysis. In addition, the method limitations are discussed in terms of validity and reliability.
Chapter four: Results
Chapter four reports the findings of the case study. The results of the interviews are summarized under the themes of Construction management software, stakeholders' management system and project manager's competencies.
Chapter five: Analysis and Recommendations
Chapter five discusses the results while relating them to best practice processes mentioned in chapter two and provides recommendations for improvements.
Chapter six: Conclusion
Chapter Seven summarizes the research conclusions and contributions, and addresses future research opportunities.
Chapter 2: Literature Review
This chapter comprises of the following:
Exploring what research has been previously conducted in the area of construction management in order to build a pathway for this research and eventually contributing to the research efforts.
Explore the best practice found in the literature in the following three main subjects:
Construction Management Software
Stakeholders Management Systems
Project Manager competencies
Previous Research
Xiao (2002) stressed the need and importance for any benchmarking process to be conducted on an international level due to globalisation. Xiao identified the Japanese, United States and United Kingdom's construction industries for being renowned as world leaders. The aim of his research was to embark on a deep comparison between the three industries and distinguish each of their respective strengths and weaknesses in order to provide worldwide contractors with an opportunity to learn from the best and improve their performances.
However, the study admits that the process of comparing international construction is tedious because of the uniqueness of products and the complexity of the production process. In other terms, each of the methods developed for this purpose has its own limitations in terms of comparability and representativeness of data.
Having undertaken an international review of contractor performance, the research has:
e defined 'best practice' for contractors and established criteria to evaluate contractor
performance and practice in terms of construction cost, construction time, construction
quality and sustainable development;
conducted a questionnaire survey arnong contractors in the three countries to collect
information in regards to their performance and practices;
* identified the significant differences in contractor performance and practices between
the three countries and revealed the possible causes for the disparities;
developed six best practice performance models by means of multiple regression
The thesis concluded that there exist significant differences in contractor performance and
practice between Japan, the UK and the US. Based on the practices of contractors in the
three countries, factors significantly influencing contractor performance are identified and
measures for performance improvement are recommended for contractors.
Shehu (2008) discusses a shift from a project to a programme management approach and the fact that the construction industry is still unaware of such change and the subsequent improvements and efficiencies it brings.
Shehu (2008)
The recent shift in industry from project to programme management has no doubt
brought efficiency and improvements, but the construction industry is scarcely aware or
reluctant to embrace the new culture. The lack of clarity in programme management
has called for a need to contextualise, explore and document its practice in the
construction industry to identify the quintessential challenges, critical success factors
and skills and competencies for effective construction programme management.
In order to provide awareness and clarify the ambiguities of programme management,
this study provides a framework for the systematic implementation and successful
practice of programme management in the construction industry. To facilitate this
research, a total of 119 usable questionnaires were received and 17 semi-structured
interviews were conducted to facilitate the findings of the study. A triangulation of the
existing literature, industrial questionnaire survey and semi-structured interviews were
employed to develop a framework for effective adoption and implementation of
programme management.
The main conclusions drawn from the study include identifying and documenting how
programmes differ from projects; highlighting the programme management skills and
competencies requirements for effective implementation and practice. In addition, the
major challenges to implementation and practice of programme management and the
critical success factors that are essential to the successful implementation of
programme management have also been explored, investigated and documented. The
research has also explored and documented the ideal number of years of experience,
academic qualifications, career pathway, training and CPD requirements for effective
programme management.
The study proposes that formal procedures should be in place in order to equip
programme teams with the requisite support and training needed to be effective in
implementing and practicing construction programme management. Integrated
relationships and communication should be maintained to facilitate formal and informal
learning, understanding and knowledge sharing. For future research, this study can be
extended to look into benefits management, the maturity stages of construction
programmes, integration of programme's supply chain, efficient communication and
effective stakeholder management.
For the same reasons stated in the beginning of this research relating to the vitality of this sector in the Kingdom of Saudi Arabia, several researchers tried to tackle this topic throughout the last decade. El-Ashaikh (1996) endeavoured in a detailed study of Project Management in the public sector of Saudi Arabia. His major aim was to provide recommendations that will contribute to the development and enhancement of project management processes in the construction industry. He first started by providing detailed information on the entire construction project life cycle, applicable laws and regulations, building procurement systems applied, types of tenders used and types of contracts adopted.
Thereafter, he identified the problems facing the industry by examining three case studies. He ended his research by providing a set of proposals summarized by these two general guidelines:
* Proposals that contribute to the development of management abilities of the public sector's project managers.
* Proposals that contribute to the development of systems that govern the performance of public sector projects.
It can be argued that El-Ashaikh had high ambitions. It is a bit unreasonable to create a whole set of recommendations relating to the entire development and enhancement of project management processes in the construction industry through one single study. El-Ashaikh ended up with a list of vague and unspecific recommendations that lack of practicality and requires extensive further research. But this research must be granted credit as it was one of the first serious steps embarking in this area and it provided a general overview of the situation in the industry on which the coming studies can build upon.
El-Saqer (2001), also conducted a similar research investigating the development of project management processes in government construction projects in Saudi Arabia. He intended to conduct a comprehensive analysis of the construction projects processes and explore the established project management practices for the ultimate aim of identifying impediments and also provide a set of recommendations for improvement. El-Saqer also considered the business culture of Saudi government organisations in terms of effects on the industry.
A survey is conducted based on Hofstede's work which analysed the business culture of government sector organisations which undertake construction projects in order to identify the cultural characteristics in terms of power distance, uncertainty avoidance, individualism/collectivism, and masculinity/feminity. A second survey analysed the development processes and project management practices adopted by the targeted organisations.
His research revealed the major problems facing the industry ranging from government regulations, shortage of staff with appropriate skills in engineering departments, business culture, lack of systematic and coherent procedures for many processes and practices, lack of effective project management system, and lack of a central government entity responsible for controlling, regulating, and improving the construction system.
El-Saqer then made a set of recommendations aiming at improving the processes and contributing to the development of project management practices:
1. First stage: short term improvements in the existing practices and procedures.
2. Second stage: adoption of recognised project management system.
3. Third stage: long term improvements in the existing practices and procedures.
El-Saqer also tried to address the whole of the project management process rather than concentrating on a specific area which might have made a greater contribution to the research. As attacking the whole process will disperse the researchers' efforts and leave a big for future researchers to explore. The differences with this study resides in the fact that this research will focus on the process of project management in the context of tools used and project manager competencies in the framework of construction supervision and control.
Stakeholder management models
Client needs in a construction project are wide ranging and demanding thus very hard to characterise and measure whereas the need for an effective stakeholder management system in order to correctly identify their needs and requirements. One of the project manager's responsibilities is then to maintain stakeholder's interests into account. The project manager should develop constructive working relationships with clients, users and public authorities. The ideas of Cleland (1986), Pinto and Slevin (1988) indicate that an efficient management of the relationship between the project and its stakeholders is paramount to insure project success. Milosevic (1989) added that a project and its stakeholders can be considered as a network in which the actors interact and exchange information, resources and results. Some stakeholders are more important than others depending on the powers they hold in means of decision making and funds. It is then important that stakeholder management is adequately addressed and properly managed.
Takim (2005) in his dissertation emphasised to need for effective stakeholders management and he states that his undertaken literature review has shown that management of project stakeholders brought significant success both in theory and practice. But he also noted that it had some weaknesses in the areas of lack in strategies, plans, methods, coordination and discussion within the project team as pointed by Karlsen (2002). Takim (2005) then identified three models of stakeholder management in construction which are summarised as follows:
The Six-Step Stakeholder Management Process Model
Developed by Karlsen (2002), the model includes processes of planning, identifying, analysing, communicating, acting and following up. The first process of planning focuses on the initiation of the process by defining the purpose of the project and how the activities should be planned and organised. The second process focuses on the identification of all related project stakeholders. This is followed by the process of analysing the stakeholders in terms of their areas of interests in the project, desired contribution, expected reward etc. The stakeholders are then classified into four categories depending on their potential for threatening the project and potential for collaboration with the project:
The supportive stakeholder is low in potential to affect the project but high in potential for collaboration such as consultants, contractors and financial institutions.
Marginal stakeholders are neither highly threatening nor especially collaborative and these are the environmentalists.
Non-supportive stakeholders have a high potential to affect the project but are low on the potential for collaboration and these are the labour unions, media and public authorities.
The mixed blessing stakeholders can play a major role in the project and this group of stakeholders include clients, end-users and line organisations.
A clear picture of who the stakeholders are and how they might affect the project is now drawn. This is followed by developing and implementing strategies for dealing with stakeholders. Karlsen (2002) points out that the client and the end users are the most important stakeholders and subsequently would cause much problems and uncertainties. The strength of this model is that, it is simple to understand and implement as it enables the project manager to identify and build a clear understanding of the project stakeholders and also to prepare for possible adverse stakeholder reactions.
Model of Strategic Needs Analysis (SNA)
Smith et al. (2001) saw the need for a greater involvement of the stakeholders into the project. Their model is based on engaging the project stakeholders by inviting them to express their needs, views and expectations in a structured form. The Strategic Needs Analysis model assists all parties in determining their strategic goals for the project in order to create greater commitment, involvement and collaboration, all aiming at improving stakeholder's satisfaction and project success.
The structure of the SNA process is based on the involvement of stakeholders at three stages:
Briefing stage: this stage aims at developing the stakeholder's strategic awareness of the importance of identifying strategic needs and requirements before project definition.
Seminars stage: Participants cooperate to develop a set of strategies for the achievement of corporate visions, analyse them and then consent on a preferred one.
Workshops stage: Participants develop a detailed performance brief which takes into account the financial, human resources, social and other implications of the project implementation and focuses on the required outcomes.
In summary, SNA aims at to develop a comprehensive performance brief containing a set of parameters in order to guide project team members in controlling and developing the project. This forms the main strength of this model but it seems to be overcomplicated, time consuming and needs to be implemented as early as possible in the project.
The Eight-Steps for Meeting Customer Expectations in the Construction Industry
Sims and Anderson (2003) developed a multi step programme aiming at meeting customer expectation in the construction industry.
Identify the stakeholders: Prepare an organisational chart of all the relevant stakeholders involved and spot the ones that can influence the decision-making on the project and prioritise their respective needs.
Know the project: In general, construction projects have four big objectives: safety, quality, budget and schedule. But Sims and Anderson (2003) suggested that in most cases one of these objectives is dominant thus planning should be in line with that specific objective. They also suggested creating a ranking for these objectives which allows for quantifying the customer expectations.
Prepare a rough plan: Prepare a draft of a plan which includes the scheduling of how the project should progress while stating the anticipated outcomes. This allows the stakeholders to comment on the draft therefore increasing their collaboration and commitment. The plan should then be reviewed, approved and distributed to all relevant stakeholders.
Benchmarking process: This process involves agreeing upon a timeframe for progress monitoring and reporting in the form of formal reports which will allow for information sharing, accurate plan adjustments and overall consensus.
Post-project debriefing: This final step aims at assessing whether the key project stakeholders have met or exceeded their expectations and critically discusses the areas of success and failures for the long term goal of process improvement and development.
In summary, the strength of this model is that the methods used are comprehensive and robust and it shows that this model allows for good collaboration and involvement of key project stakeholders throughout the progress of the project which will lead to good customers' relationships that will allow for continued repeat of business.
This section aimed at stressing the importance of stakeholder management systems in insuring project success and meeting customers' satisfaction while reviewing and critically assessing the work done in that area. Three models for managing stakeholders' needs and expectations were illustrated as examples for valuable guidelines, particularly to client organisations for managing their construction project stakeholders for a successful project completion.
The model of Strategic Needs Analysis (SNA) process by Smith et al. (2001) could make a valuable contribution to the important formative stage of a project in which the strategic needs of project stakeholders are expressed and captured to form into a comprehensive performance brief in defining their project and thus, acts as a useful guidance for project team in developing the entire project.
A six-stcp stakeholder management model by Karlsen (2002) provides a comprehensive stakeholder management which focuses on the planning, identifying, analysis, communicating, acting and follow-up process. It is realised that the formal and systematic process of stakeholder management on clear objectives and strategies is essential for project success.
The eight-step model by Sim and Anderson (2003) for meeting customer expectations in the construction industry is another excellent guide lines useful for managing project stakeholders in meeting their needs and expectations in the construction project development. Meeting project stakeholders' needs and expectations according to them is the only way to ensure that a project client will continue to have a repeat business.
Project manager Competencies
In correlation with the various responsibilities and duties handled by a project manager, a set of diverse attributes are required to enable maximum efficiency in performing these tasks. These attributes range from technical to managerial and surely with a project manager competent in all these areas, project success chances are increased. Based on that, the research conducted by Chor-Wo (2004) focuses on discovering which competencies are regarded as the most important by construction project managers in Hong Kong. Chor-Wo claims that his list of competencies can act as guidance for human resource personnel in terms of facilitating the recruitment process in the industry and as well used by aspiring professionals to seek further training and improve in these competencies.
Chor-Wo (2004) in his paper, established the competencies needed for a project manager in Hong Kong by means of a questionnaire and he also wanted to investigate which areas needed greater attention for future development purposes. The ultimate aim is then to put in place a framework to identify the expected future competencies required from project managers based on the current project managers' views and experiences.
The said questionnaire is based on 55 competencies derived from previous competency models and researchers' work. Project managers were asked to give their opinions on each competency with respect to their level of importance on three levels: importance to current project management practice, level of current skill shown and level of importance to future project managers. The questionnaire revealed significant differences between the current level of importance and the current level of skill which means that project managers are not performing to the level they expected. It is also noticed that some skills currently considered important will not be so in the future and vice versa as the importance for those relating to business skills is increasing and those to technical slightly decreasing.
The research then proposes methods to narrow the gap between the two levels by means of on the job training for all categories of skills and an application and mentorship programme should be provided for the more complicated and importance skills like financial, IT, legal and communication skills.
Chor-Wo (2004) mainly adopted the 55 competencies (table 1) from Edum-Fotwe and McCaffer (2000) and made minor modifications. The competencies are divided into 7 categories, namely, technical, managerial, financial, IT, legal, communication and general skills. This choice of competency list as reference is justified due to time and resources restrictions that did not allow for formation of focus groups in order to establish a local list and it is also argued that this list serves the research well in terms of containing all relevant skills and not overlooking any area.
Technical skills
Managerial skills
Basic Technical Knowledge
Design activities and background
Time management
Planning and scheduling
Decision making
Forecasting techniques
Estimating and tendering
Site layout and mobilisation
Strategic planning
Material procurement
Human behaviour
Plant hire and management
Motivation and promotion
Construction management activities
Reading, understanding drawings
Team working
Productivity and cost control
Top management relations
Quality control
Sub-contractors relations
Operation research
Legal skills
Financial skills
General legal background
Reporting systems
Drafting contracts
Project finance arrangement
Industrial relations
Investment appraisal
Health and safety issues
Preparation of claims and litigation
Stock control and evaluation
Trade unions and public authorities
Establishing cash flows
Establishing budgets
Communication skills
IT skills
Operating systems
Report writing
Programming languages
General / business correspondence
Special applications
Public speaking
General skills
Marketing and sales
Network systems
Public relations
Understanding of organization
Project management software
Chairing meetings
Information systems and IT tools
Table 1 Project Manager Competencies
But is a project success only dependant on a single individual's success and competency? Well as Jacobs (1989) notices that the usual competency approaches concentrate on individual competencies and tend to forget about group dynamics, Antonacopoulou and FitzGerald (1996) state that the success of an individual depends on the level of mutual support and collaboration between project team members in terms of learning and improving. As such, collective or team competencies are not to be neglected (Burgoyne 1989), and it's then evident that the social settings in which people operate have a major impact on their successful performance.
Belbin (1981) claims that a team or group will function more effectively if it has the correct balance of skills, knowledge and attributes and this can only be judged when viewing the team as an entity. If the project manager was the only competent member, the project is most likely not to be completed on time, neither on budget nor to the required quality. From a client's perspective, the design team will be effective, only when all parties like architects, quantity surveyors, etc. possess the appropriate knowledge and skills. From the contractor's view, a good project manager needs a competent team involving foremen, subcontractor, etc. who are required to play their role in assuring project completion and success.
It is then evident that all project members should be competent enough to ensure project success and a set of competencies should be derived for every single member role. But this is beyond the scope of the research which only targets the project manager and further research might be conducted in the areas of team building and all its related factors.
Project management tools
Mohanty (2006) reviewed the history, development and implementation of computing tools in construction management. His research aimed at providing construction firms a detailed study into the software's development, marketing and implementation processes through a review of popular project management software applications. He conducted a survey to establish industry trends and preferences relevant to project management computerisation and work environment from the business and organizational management view.
His primary aim was to design a decision model that would provide project managers and executives with a greater insight into crucial aspects of project management applications in order to serve as a guideline for the selection of a software system that best-fits their enterprise as well as being a reference for project managers and construction executives to concentrate upon applications that would best fit their budgets, operations and requirements.
His study also provided an insight into the functions, capabilities, problems, barriers and necessary future enhancements that exist in the field. Based on popularity, usage and variation, he chose the following applications as a reference:
Primavera Systems Inc.'s Expedition
Autodesk's Constructware
Computer Methods Int. Corp's Enterprise
Turner Corporation's Inc. TurnerTalk
TurnerTalk is designed by Turner Construction Company employees and partners. The software allowed the company's jobsites and departments to build and manage their projects over the internet by accessing the Prolog applications. Therefore, architects, engineers and subcontractors can collaborate online with a 24x7 access to real time project information and cross functional communication is promoted between various internal Turner departments.
The application's main characteristics can be summoned in the following points:
It takes very little time to install and does not need any specific hardware or software requirements and its deployment and vast array of toolsets allow it to be quickly and easily applied to different types and sizes of projects.
No need for formal training on the software is required assuming that users have basic knowledge of common project management tools.
High customizability, as it can be altered to suit different companies with minimal effort.
Continuous update and monitoring of data can be achieved by the presence of an excellent service network.
It can be integrated with most standard office solutions packages like Microsoft products, Primavera, etc.
Advanced document management capability: it can generate reports, logs, change requests and purchase orders. It also facilitates logging and tracking of all specifications, submittals, meeting minutes and other information.
A smart site management tool is also supplied to record daily work progress, staff information, inspection details, etc.
The only major issue that this package faces is the risk of an internet breakdown which could render it useless, but known instances of such occurrences are very few and have been overcome quickly. Owing to phased deployment procedures, little or no downtime has been experienced and continued training programs are offered to update all professionals using it.
Developed by Emerging Solutions Incorporated in 1994, Constructware is probably the first of its kind in means of providing internet based solutions for construction management activities. The software compromises a set of 100 modules and includes most functions and capabilities that facilitate activities for various types and scales of construction projects.
Some of the application's most important modules are mentioned below:
Cost control tools: enable monitoring and comparison of budget changes and costs. It is capable of generating financial documents like invoices, purchase orders, RFQs etc.
Design collaboration module: archive, recall and access for various drawings in addition to tracking and recording to design alteration data.
Document management module: Automatic time stamping to allow easy tracking of changes, submittals, drawings, documents, emails, logs, meeting minutes, etc.
Project information module: Users record detailed information for monitoring of projects. Also contains information related to the project primaries, contractual agreements, company codes and project schedule.
Also includes models for risk management, subcontractors, a project website and a maintenance module.
Web Cam Module: Allows real time view of the job site and also maintains logs of status and previous images.
Some of the issues regarding Constructware is its inability to be integrated with the common project management applications like P3 and MS Project. It is also argued that it is not designed to the details that it should be to enable efficient construction management and it does not fully accommodate all the areas that a construction management process needs.
Primavera Systems, established in 1983, are the pioneers in providing software applications for project management solutions worldwide. Its products like P3 (Primavera Project Planner), Suretrak, Enterprise and Expedition are being used in most industrial sectors and are described as most reliable application providers. Their products are not industry specific applications and have a generic applicability which enabled them to possess a huge market share. This is also backed up by the fact that they are designed to automatically inter-operate with most common office solution tools like Microsoft and Adobe Products.
Expedition compromises project management tools that cater to the needs of most projects but does not have advanced capabilities as sees in other customised applications. However, its interoperability with other tools partially fills this gap. The following points summarize some of the application's functionality:
A distinguished feature is on the security level as the users can develop Custom profiles for all project members which defines the nature and extent of access the member has to project information.
Action lists and graphs help various parties identify areas that need immediate attention and might jeopardise project progress.
Automated report generating facility enables all contract information like submittals, change orders, financial data, etc. To be compiled and stored into a summary report at various project timelines.
MS Excel integration: the software is able to import data from worksheets, filter them on user demand and generate a report using excel log format. This also enables tracking of project costs, proposals and bids down to the base level.
Besides these, Expedition offers all the other general advantages that are characteristic of web-based PM applications like centralized information database, tracking and monitoring of project progress, contract information, change orders, RFIs, cost monitoring and control, generic collaboration tools, office organizers etc.
CMiC ENTERPRISE AND PROJECT MANAGEMENT
Based in Canada, Computer Methods International Corporation (CMIC) has more than 30 years experience in providing software solutions in the area of project management and their Enterprise and Project Management applications are designed and developed mainly for the construction management community. These two main packages are interoperable and may be purchased individually or as a package.
To have an overview of Enterprise's functionality, the following points are highlighted:
Self Service toolset, allows the client to customize its views and panes tailored to their particular requirement for information all by themselves.
Financial Management module, handles both internal and external transactions. Automated recurring payments, auditing, statistical analyses, comparisons and integration with all billing systems over the organisation are within the module capabilities. In addition to managing vendor payments and balances, maintaining historical data and generating periodic financial reports.
Projects module, responsible for all the costing, billing, invoicing, tracking, estimating and cost control activities of the project. It is the major subcontractor and change management tool and records all contracts, bids, revenues and agreements as well as running cross-company project related queries related to work-in-progress, payments, percent complete, etc.
Human Capital module: maintains all employee information, payrolls and personnel management aspects of the company and tracks all of the financial and employment information related to procurement records of the company or project. Inventory records are also recorded with real-time updating of information.
Customer Relationship Management toolset (CRM), records various marketing and sales activities, it creates, approves and maintains vendor information, project reports and proposals and handles generic contract management and resource planning.
The Project Management application is aimed at higher management and has the additional feature of managing all information related to all of the company's projects including all aspects of project costing, site management, documentation, bids, contracts etc. The application is also capable of detecting project anomalies and highlights them by recording and tracking various bid packages, establishing compliances with the vendor, subcontractor and insurances.
Previously research conducted in the area of project management in the construction industry in the Kingdom of Saudi Arabia was initially explored. The aim was to build a broad overview of the subject in terms of the efforts made to tackle it, what is the progress made and to identify loopholes from which this thesis can build upon and effectively contribute to the research. In its second part, this chapter tried to identify worldwide best practice approaches focusing on three areas: Stakeholders management systems, Project manager competencies and Construction management computer tools. These approaches will then be assessed for compatibility for the case study company and relevant recommendations will then be made.


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C. Pendleton's Event Journal
Wednesday May 1, 2013 / All Day (Cruises Depart 10:00am to 3:45pm)Red and White Fleet's Golden Gate Bay Cruise
1 ticket
General Admission
How was your experience?
I was really pleased that I went on the Red and White Fleet's Golden Gate Bay Cruise. Each person had their own headset and could hear the information in their own laungage. Remember to bring a jacket or something to break the wind because it can get chilly on the water and windy. We heard the great history of San Francisco and the Bay area. Bring your camera!

subset: commoncrawl


text:
Kit Contents
- Stainless steel pizza oven sleeve
- Two wood handles with stainless steel standoffs
- High-temperature thermometer
- 14" aluminum pan
- Stainless steel hardware
KettlePizza Basic Pizza Oven Kit
KettlePizza creates the distinct flavor and crackly crust of a charcoal- or wood-fired pizza at home by turning your 18.5" and 22.5" kettle grill into a pizza oven. A 304-grade stainless steel oven sleeve fits between the grill and its top, presenting an opening to you can slide pizzas in and out. The built-in high-temperature thermometer shows you when the coals or hardwood hit the right temperature. Because the lid doesn't need to be removed, the heat remains stable, allowing you to keep cooking pizzas until you've fed your entire Roman army. The oven sleeve boasts 20-gauge stainless steel for durability, and its wood handles with standoffs help protect your hands from getting too close to the heat.
- Converts 18.5" and 22.5" kettle grills into pizza ovens
- Installs on top of a kettle grill (not included)
- Works with charcoal- or hardwood-burning kettle grills
- Access food without removing lid
- Use with a skillet to cook meats, fish, and vegetables
- 20-gauge, 304-grade stainless steel
- Some assembly required (no tools needed)
- Made in USA
- Dimensions: 22.5"x22.5"x7"
- Weight: 7 lb.
How to get your goods: by purchasing this Groupon and providing your name and shipping address, your order is complete!
For questions pertaining to this deal, please visit the deal Q&A on this page. For post-purchase inquiries, please contact Groupon customer service.
View the Groupon Goods FAQ for additional information, including how list price is determined.


text:
Position Available:
The Elementary Children's Ministry Director at Fourth Presbyterian Church in Bethesda, Maryland, is a year-round, full-time salaried position that serves the church within the Family Ministry Department. Under the leadership of the Pastor of Family Ministry, the Director works closely with the entire Family Ministry team.
2017 Elem. Children's Ministry Director description the job description here.
Please send your letter of interest and resume to firstname.lastname@example.com for consideration.
Our Children's Ministry comes alongside families to provide a loving, nurturing atmosphere for children as they learn to know, love, and follow the Lord Jesus Christ. The children develop an understanding of faith in Jesus through interactive Bible lessons that incorporate music, stories, class discussions, crafts, and games.
The staff and leaders of the Children's Ministry at Fourth come alongside families to:
- Love and care for the children of Fourth
- Model Christ and His kingdom in all we do and say
- Lay a firm foundation of Biblical knowledge as we teach
- Provide opportunities for the children to serve others
In a loving, nurturing atmosphere, we provide:
- Childcare for children from birth through Kindergarten during all church services
- Sunday School classes for children two years old through the elementary grades
- Fourth Night (Wednesday) activities with games and Bible teaching for three years old through 5th grade
- Special events throughout the year
- A summer reading club
We count it a privilege to serve you and your children for God's glory.
If you have questions about our Children's Ministry, please contact Carol Van Duzer, Director of Children's Ministry.


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I'm a considering weight loss surgery, but also want to get pregnant. What would be better to do first?
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During any such tour, you can click on the arrows that appear on the screen to virtually move in the direction they point in. You can also change your angle by clicking and dragging in any direction.
If you're on a computer, you'll also be able to see a map on the left-hand-side of your screen, which will help you navigate your way around the museum.


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|File size:
|Date added:
|22 Aug 2015, 04:30
|Operating system:
|Windows, Mac, Linux, Android, IOS
|Total downloads:
|Downloads last week:
|Product ranking:
|Download now
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Register for LINX's Glow Art Night
Friday Oct 9th 6pm-8pm, 2015
This event has already occurred
Join LINX for a night of fun glow in the dark art projects! This event takes place on Friday, Oct. 9th from 6pm-8pm at LINX. The event is designed for LINX members age 4 years through 8th grade. Admission includes pizza, juice, and water. The cost of the event is $40. Visit http://www.linx-usa.com/events/gan for more information and to register, or call us at 781-235-3210.
Our Other Events
LINX Theater Auditions 4/28, 5/5, 5/7 for Fall 2017
Friday Apr 28thLINX
Audition for LINX Competitive Dance Teams May 18th/19th
Thursday May 18thLINX
Local Recommendations
About Us
Located in Wellesley, MA, LINX is a premier provider of fun-based classes and camps that specializes in Dance, Theater, Sports and Early Childhood programing. LINX weekly classes for newborn th...(more)
141 Linden St Wellesley, MA 02482
- (781)235-3210
- http://www.linx-usa.com
- Facebook Page


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Tell us what you need so we can bring you the right pros.
Receive up to five quotes from pros who meet your needs.
Compare quotes, message pros, and hire when ready.
Browse these voice lessons with great ratings from Thumbtack customers in Baltimore, MD.
I've been a student of Charles' since the end of 2015 and can with certainty say that he gets results. Most of his exercises and homework (and boy does he give you the good work to do) is slightly off the beaten path but the results are undeniable (if you do the work). I've been singing most of my life and taking lessons and my biggest issue has been tense 'squeeky' vocals and fear of the high notes. My voice is thin but I'm a contralto and this has often been miss understood by other vocal coaches. Charles has not only helped me overcome my timidity associated with my voice but has me reaching, singing 'big' vocals like Jill Scott and Lala Hathaway. On a personality level he is fun to work with and will mold his coaching technique to your personal needs. He's highly responsive to the needs of his students and spends time out of the lessons going through the homework and giving advice all days of the week. If you are looking to truly improve your vocals, are wiling to put in the work and have a coach that cares a bout your voice then Charles is for you.(show more)
Highest quality vocal experience. Saw a big difference in my son's vocal performance in two hourly lessons!(show more)
Molly is wonderful. After only one voice lesson I felt relaxed, informed and more confident. I learned the proper breathing technique and exercises to help my voice project. I can't wait to take more lessons!(show more)
What a great fortune to find my perfect singing instructor through this site. Diane is a pleasure to work with. She made me feel. Try confortable and explained what goes into good singing technique and I can already see an improvement since my second lesson. She is very professional and very friendly. Very respectful and has a great way of explaining things. The price is very reasonable and she is very patient. I never took singing lessons before and have not studied music, but she was willing to teach me from nothing and I quickly learned enough to improve a lot in a little time. I can't wait to tale more lessons and get even better. I highly recommend her especially to other females that are looking for an instructor they can trust and feel safe going to her home studio and directions are easy along with a large parking lot which makes it all convenient safe and efficient. Thank you Diane!(show more)
I had my first two voice lessons so far and I really enjoy them. She is very knowledgeable, honest, and obviously very skilled. She has answered all of my questions about techniques and any concerns I've had. My pain points were that voice was small and did not project well. She and I are working on that point with a simple hymn, as well as proper breath techniques.(show more)
She taught me how to BREATHE!! In just one lesson I feel more confident and positive about my singing.(show more)
Went for my first piano lesson. Loved it ! Brett was able to teach me so much, even in my first day. He is very professional and polite.(show more)
Mr.Packer is the most supportive teacher I've ever had! His calm,positive and honest approach(show more)
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Check out this music studio if you want to learn different vocal techniques and styles the easy way. Their private music teachers provide professional singing lessons for kids and adults.
This company has some of the local voice coaches who provide local pop voice lessons in Annapolis. They also offer classical voice lessons.
All Things Are Possible, LLC offers vocal lessons for beginners in your area. These professional voice trainers have received a number of good comments from clients.
In need of some of the reputable experts who offer professional voice lessons for beginners? Belinda is a good choice. This reliable professional is available for those in need.
Carol Westcott is among the best voice teachers with 30 years of teaching experience. She provides private singing lessons and vocal technique instructions that fit your individual needs.
Kid Stage Maryland offers professional vocal lessons for students in the K-12 grade levels. They have theater acting programs, dance trainings, and more. Lessons are given by a prol working artist.
This company provide one of the best voice lessons to students. They also offer individualized instruction for drum, guitar, piano, bass, woodwind instruments, and much more.
Soul Note Studios is available for Christian and charity-based concerts. They offer professional voice training classes, and lessons for piano, guitar, violin, viola, cello, and more.
Humble Music is a professional music school that provides quality step-by-step progressive violin, harp, piano and voice lessons for individuals and groups with free trial lesson.
Brett Myers is among the accent and vocal teachers who will help you sing and speak with confidence. He will help you change your accent or learn how to sing.
Annie Gill is a professional operatic soprano who has several years of teaching experience. She offers classical vocal instruction, monologue preparation and coaching, and more.
Angela Taylor provides audio engineering and technology services which include voice classes, audio post-productions, home theater installations, music supervisions, and more.
This company provides some of the best vocal lessons at a location that is convenient for their students. These vocal instructors also offer piano, violin, guitar, drum and clarinet lessons and more.
Felicia Lively is among the top vocal coaches who offer effective lessons at the location of your choice. She also provides piano classes as well as general music theory lessons in opera and more.
Sonya Knussen is among the top voice coaches who offer effective lessons to students of all levels and abilities. She also provides sight singing and ear training classes at the college level.
Neil Mincey is among the best voice coaches who professionally work with aspiring artists who want to improve their vocal ability. She is also a singer who performs at weddings, events and churches.
Let Maureen Jeffreys provide you with professional vocal coaching services. She is among the best vocal coaches who offer services using unique styles and approaches for award-winning touring artists, and more.
Spikes Music Services, Inc. teaches you how to bring out your inner singer. They offers vocal training and singing classes, voice and piano lessons, all at flexible schedules and reasonable rates.
These bilingual music teachers offer private voice lessons as well as guitar, piano, drum, viola, violin, cello and banjo lessons. They have been providing music instruction since 1991.
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text:
Welcome to 8tracks radio: free music streaming for any time, place, or mood. tagged with tracy mcconnell, himym, how i met your mother, and Cristin Milioti. You can also download one of our free apps to enjoy internet radio on your favorite device.
Published April 14, 2014 by giaface
and that, kids...
Published April 14, 2014
Published June 02, 2015 by specialagentshaw
Published June 02, 2015
Published March 09, 2015 by carswellthorne
as fast as she can
Published March 09, 2015
Published September 07, 2014 by hollyprescott
everyday words seem to turn into love songs
Published September 07, 2014
Published January 03, 2015 by measured
Finding You Was So Hard, But Loving You Is Easy
Published January 03, 2015
Published December 20, 2014 by leonardpeacock
everyday words seem to turn into love songs
Published December 20, 2014
Published April 01, 2014 by LeniiLoud
La Vie En Rose
Published April 01, 2014
Published April 05, 2014 by annalouwho
I Only Want It to Begin (t/t)
Published April 05, 2014
Published July 26, 2014 by queenofthebobs
Under My Umbrella
Published July 26, 2014


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3025 Duchess Drive, Kalamazoo 49008
See more homes for sale in Kalamazoo, MI
This property has been Sold!
03/21/2016 at $130,000
Charming and character filled all brick home in Westnedge Hill! This home is move in ready! Walking distance to shopping, dining, cafes, and Kleinstuck Preserve. This lovely home features beautiful hardwood floors. Living room with wood burning fireplace. Formal dining room with archways. Newer kitchen with great cabinetry and counter space. Main floor half bath. The 2nd floor offers 3 spacious bedrooms. Full basement. Huge newer deck in fenced backyard. Additional updates include furnace, C/A, and windows. 1 car attached garage currently used as workshop. Don't miss out on this lovely home!
Property Information
- Status
- Sold
- Address
- 3025 Duchess Drive
- City
- Kalamazoo
- Zip
- 49008
- County
- Kalamazoo
- Township
- Kalamazoo City
- Total Finished SqFt
- 1,268
- Above Grade SqFt
- 1,268
- Garage Desc.
- 1, Attached
- Water
- Public
- Sewer
- Public
- Year Built
- 1940
- Taxes
- $3,767
Rooms and Land
- MasterBedroom
- 2nd Floor
- Bedroom2
- 2nd Floor
- Bedroom3
- 2nd Floor
- FormalDining
- 1st Floor
- Kitchen
- 1st Floor
- Laundry
- Lower Floor
- Living
- 1st Floor
- Basement
- Full Basement
- Cooling
- Central
- Heating
- Forced Air, Natural Gas
- Acreage
- 0.14
- Lot Dimensions
- 63.75 x 100.9
- Appliances
- Dishwasher, Range, Refrigerator
- Fireplace Desc.
- Living, Wood
- Features
- Ceiling Fans, Ceramic Floor, Wood Floor
- Exterior Materials
- Brick
- Exterior Features
- Deck(s), Fenced Back
Listing Video for 3025 Duchess Drive, Kalamazoo MI 49008
Mortgage Calculator
Listing Broker
Listing Courtesy of Chuck Jaqua, Realtor, Inc.
Office Address 414 West Milham Road
Listing Agent Lisa Faber
Listings last updated: . Some properties that appear for sale on this web site may subsequently have been sold and may no longer be available.
Our Michigan real estate agents can answer all of your questions about 3025 Duchess Drive, Kalamazoo MI 49008. Real Estate One, Max Broock Realtors, and J&J Realtors are part of the Real Estate One Family of Companies and dominate the Kalamazoo, Michigan real estate market. To sell or buy a home in Kalamazoo, Michigan, contact our real estate agents as we know the Kalamazoo, Michigan real estate market better than anyone with over 100 years of experience in Kalamazoo, Michigan real estate for sale.
The data relating to real estate for sale on this web site appears in part from the IDX programs of our Multiple Listing Services. Real Estate listings held by brokerage firms other than Real Estate One includes the name and address of the listing broker where available.
IDX information is provided exclusively for consumers personal, non-commercial use and may not be used for any purpose other than to identify prospective properties consumers may be interested in purchasing.
All information deemed materially reliable but not guaranteed. Interested parties are encouraged to verify all information. Copyright© 2016 MichRIC LLC, All rights reserved.


text: Hi all Bought a car with off a very nice REME chappie a few years ago & part of the deal was keeping his "private" number plate on the car (he was emigrating & didnt need it anymore). Number plate is R? EME - You can see what he did there I'm just buying another car and in the process of changing over plates but not sure if I want / need to keep the plates myself (I'm ex Medic with no REME connection). Apparently the previous owner paid just under £800 for them (you guys get paid to much!). If I wanted to flog the Registration number whats the best way to go about this, there seems to be loads of companies offering to do it for me but there seems a lot of potential for getting scammed? Any advice appreciated.


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£495,000 Guide Price
5 Bedrooms Detached House for sale
Shaftesbury Avenue, Pedmore, Stourbridge, West Midlands, DY9
An extended detached family residence offering spacious accommodation finished to a high standard throughout.entrance hallway, living room, dining kitchen, conservatory, utility, five…
3 Bedrooms Detached House for sale
The Parklands, Pedmore, Stourbridge
A 'mucklow' 3 bedroom detached home with beautifully landscaped gardens that has remained in the same ownership since originally constructed. now requiring some updating,…
3 Bedrooms Semi Detached House for sale
Stevens Road, Pedmore, Stourbridge
A very well presented 3 bedroom detached home having flexible accommodation at this renowned pedmore address. the property boasts a large transverse lounge dining room with views of…
3 Bedrooms Semi Detached House for sale
Chawn Hill, Pedmore, Stourbridge, DY9
Walton and hipkiss are pleased to present this semi-detached three bedroom home in the sought after location of central pedmore. having two reception rooms, three bedrooms, and being…
4 Bedrooms Detached House for sale
Chawn Park Drive, Pedmore, Stourbridge, DY9
Walton and hipkiss proudly present this four bedroom detached town-house style property in the heart of pedmore, stourbridge. being within walking distance to stourbridge junction…
2 Bedrooms Detached House for sale
Chawn Park Drive, Pedmore, Stourbridge, DY9
Walton and hipkiss are pleased to offer for sale this detached home in a popular and central pedmore address. chawn park drive is a short distance to both local amenities and transport…
3 Bedrooms Terraced House for sale
STOURBRIDGE, PEDMORE, Chawn Park, Halfcot Avenue
Perhaps enjoying one of the most favourable settings within halfcot avenue, and in a large corner, this highly desirable, three bedroom, end town house is planned over three floors…
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It was three months ago that Congress MP Rahul Gandhi accompanied by British Foreign Secretary David Miliband visited Simara, bringing into spotlight this otherwise non-descript village and the day remains etched in the memory of residents.
However, life remain unchanged for the villagers. At 9 p.m., the village is enveloped in darkness as oil lamps light the mud dwellings, in stark contrast to the solar lamps at the central meeting place. Soon villagers gather to narrate their experience with the celebrities.
Prema, one of the members of a self help groups, called Samuh in local dialect, says, "We had demanded a hospital near our village, timely supply of electricity and pathway to our farms as well as a tube well for irrigation. "The land was given to us long back during Indiraji's regime. Rahulji assured us that he would do something."
Miliband had visited the village on January 15 night this year on his mission to "discover" rural India and had interacted at length with the village women with Rahul acting as a translator between the villagers and the British dignitary.
Besides, Rahul had also discussed with the women about the functioning of their SHG and given them tips to run them better.


text:
Rewrite, Proofread & Edit (English, total 1600 words)
This project was awarded to happymarli for $30 USD.Get free quotes for a project like this
Project Budget$30 - $40 USD
Total Bids4
Project Description
Rewrite, proofread and edit (English, total about 1600 words)
The project comprises 2 tasks:
Task A:
Rewrite an online article of about 600 words.
Title: Life Size 3D - pornographic images to a new level.
Task B:
Proofread and edit web contents of about 1000 words.
- The candidate must be a native English speaker.
- Delivery in 3 days.
Awarded to:
Skills Required
Looking to make some money?
- Set your budget and the timeframe
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- Get paid for your work
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Close Rolls, Henry V: November 1415
Calendar of Close Rolls, Henry V: Volume 1, 1413-1419
rose a year at Midsummer for all services. To the escheator in Kent. Like ... and 5 acres of meadow in Rundale, and a water mill, 20 acres of land and 4 acresView result
Close Rolls, Edward III: May 1345
Calendar of Close Rolls, Edward III: Volume 7, 1343-1346
and chattels in co. Kent. Membrane 14 d. May 2. Westminster. To the justices ... son of Stephen de Cobeham of Rundale, knight, of all his right and claim ... co. Kent, and in 90 l. which he...View result
Close Rolls, Richard II: December 1396
Calendar of Close Rolls, Richard II: Volume 6, 1396-1399
of Thomas de Cobbeham of Rundale knight and is his executrix, and order ... Westminster. To the sheriff of Kent. Order to give notice to Thomas prior ... named. Membrane 18 d. Dec. 1. Westminster. To the sheriff...View result
Close Rolls, Henry IV: November 1406
Calendar of Close Rolls, Henry IV: Volume 3, 1405-1409
in Kent. Like order in favour of the said Mary, of whom the king ... have deferred to proceed. Dec. 15. Westminster. To the escheator in Kent. Order to take the fealty of Elizabeth late the wife of Reynold Cobham...View result
Parishes: Shorne
The History and Topographical Survey of the County of Kent: Volume 3
formerly called Roundall and Rundale, is a manor in this parish, which, ... and of Beluncle, and Henry, to whom he gave this manor of Rundale, 6 who was com ... who was of Rundale, and in the...View result
Close Rolls, Edward III: April 1355
Calendar of Close Rolls, Edward III: Volume 10, 1354-1360
of London, 100 marks; to be levied etc. in Kent. April 14. Westminster. William ... to be levied etc. in Kent. April 15. Westminster. John de Huntyngfeld, knight, ... to be levied etc. in Kent....View result
Fines for divers and other counties: Edward III
A Calendar To the Feet of Fines For London and Middlesex: Volume 1, Richard I - Richard III
in the county of Kent, and the manor of Popeler, in the county of Middlesex. ... of Southall and Plumsted, in the county of Kent, and premises in Estsmethefeld, ... in the county of Middlesex, and various manors...View result
Sussex Fines: 6-10 Henry VI
An Abstract of Feet of Fines For the County of Sussex: Vol. 3, 1308-1509
in Rundale and Bierlingesmylle in Kent, which Alice late the wife of John ... of Redmeregge in Kent, a quarter of manor of Redmeregge in Sussex; to Ralph, etc. ... in Kent; the...View result
Parishes: Allington
The History and Topographical Survey of the County of Kent: Volume 4
of Allington was allotted to Henry de Cobham, of Rundale, in Shorne, second son ... Petit Fdary of Kent his book. See his pedigree in Visit. Co. Kent, anno ... The History and Topographical...View result
Parishes: Tunstall
The History and Topographical Survey of the County of Kent: Volume 6
earl of Kent, and chief justice of England, a man as eminent ... the title of earl of Kent, which seems to have disgusted him so much, ... and that Joane, the wife of Henry de Cobeham, of Rundale...View result


text:
Metalfree™Protects Against Metal Staining
Metalfree is a highly effective metal chelating agent that protects against staining and discoloration from trace metals such as iron and copper. Metalfree should be used as part of a well designed pool maintenance program. Metalfree does not raise phosphate levels in pool water like many other stain and scale products.
Note: This product can be used with most sanitizing systems and is compatible with all pool surfaces. Do not use with biguanides.
- Phosphate free
- Powerful formula chelates iron, copper, and other trace minerals
- Protects against surface staining and water discoloration caused by metals in pool water
- Protects against calcium and mineral scale buildup
Directions for use:
This product is designed for use in properly balanced pool water.
Initial Dose: Add 1 bottle (1L) per 75,700 litres to the pool water evenly around edge.
Weekly Maintenance Dose: Each week, add 1 capful (120mL) per 38,000 litres to the pool water evenly around edge.
Do not exceed recommended dose.
Note: Take caution to not spill or splash Metalfree on deck or coping.
Do not use with biguanidesPrintable version
SMARTZymes contain thousands of enzymes with the potential to break down thousands of different non-living waste products in your water.
Natural Chemistry pioneered the use of phosphate removal technology long before it was popular. High phosphate levels in pool water can create many water issues. Most people today are aware of the efforts by government agencies to limit the use of phosphates in common household products due to their effect on water. Natural Chemistry has a variety of phosphate removal products that have been proven to make water care easier.


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Is this an Italian restaurant?
Is this a pizza restaurant?
Is this restaurant appropriate for Kids?
Is this restaurant good for breakfast?
Can a vegan person get a good meal at this restaurant?
Are the prices at this restaurant low or inexpensive?
Is this restaurant good for lunch?
Is this restaurant good for dining on a budget?
Is this restaurant wheelchair accessible?
Is this restaurant family-friendly?
Thanks for helping!
Good pizza at a good price. Would have rated excellent had my slice been hot. Restaurant was clean. Again no complaints with the exception that my slice wasn't hot.
Found 2 brothers while staying at a local hotel for a hershey weekend.
The food is good. We ordered for a large group everything from multiple pizzas to wings and spaghetti.
the pizza was very good, not excellent but very good. Toppings are ample but not overwhelming and crust was crisp enough. Not true thin crust, but good.
While I...
The people that run this place are so nice, and the food is delish. Great pizza, subs, pasta and salads. My picky family members love it here.
What great pizza we had at 2 brothers! It was awesome!!! Thank you for the great service and letting all of stay late. Would highly recommend !!
Often stop by for a luncheon slice. Food is fresh and good, inexpensive and well prepared. Not bad for a quickie.
There are plenty of places to get pizza, but these guys actually appear to care about making decent pizza. I'd pay the extra couple off dollars than waste the money to buy the garage I would get from Dominos or Pizza Hut. These guys use real fresh Mozzarella Chesse on the pizza, you can taste it. They also make nice...
Two Brothers is a great place for consistently great food. I can't zero in on just one great menu item as everything I have ordered has been excellent. The menu is the standard pizza shop items. The staff are very friendly, pleasant and service oriented. Prices are reasonable and there are daily lunch specials. The dining area is very clean....
I live in York, PA, but my husband and I go to Two Brothers for our pizza. This restaurant is tucked away in a short strip in the Paxton Towne Centre. It's casual, clean, and the staff is fun and friendly. We always talk with Andy and Dominick and/or any other members of the family while waiting for our freshly...
That pizza was very good. They even took the time to make what the kids wanted gave us a great price on the pizza. The staff were very nice friendly hade us laugh and had fun with us they even made jokes about me lol great people at brothers .
Own or manage this property? Claim your listing for free to respond to reviews, update your profile and much more.


text: Jonny Z - Shake Shake • Genre : Music Box, Billboard Charts • Year : 0 • Label : • On demand! (album available 128-320kbs)* #/by GROVER Release code: ODI18914 Added on 27-10-2014, 07:38 You want this album? link doesn't work? report us from your account! Release Info: Jonny Z - Shake Shake Tracklisting:A1 Shake Shake (Extended Club Version)A2 Shake Shake (Radio Mix)B1 Shake Shake (Instrumental)B2 Shake Shake (Doug's Sexy Bass Mix) This album(s) is currently available for download only with a Premium account. To get a premium account, click here


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how long does it take to get after you submit your order ?
Diana G. asked on Dec 28, 2012
Most items print and ship the next business day. Canvases or blankets have a 5 day production period before they print and ship. Shipping is 3-5 days standard but we do have 2D and ON delivery available.
Joe G. from Merchant replied on Dec 28, 2012


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Always carry a towel with you for the time you want to sit down and have some conversation.
NO OPEN FIRES EXCEPT IN FIRE PITS PROVIDED. All wood downed or gathered by visitors or members needs the approval of the owners. No Smoking on nature trails.
GUESTS: All sincere nudists are welcome. To maintain a balance of male to female on any
given weekend we do reserve the right to deny admittance on that day to any guests. We
We ask that singles phone before coming on weekends and holidays. 937-764-1365.
All cameras must be registered with management. Specific permission at the time of use to photograph must be obtained at the office, from subjects and surrounding persons. Please keep in mind that photography is a very sensitive area among nudists and extra caution is needed. Photography with cell phones or other devices are prohibited and such phones or devices will be confiscated.
State and local laws provide strong civil and criminal penalties for the unauthorized clandestine photography and/or publication of nude persons in areas and under circumstances where they would reasonably expect privacy. Cedar Trails is such an area. It is our policy to report suspected violations of law to local law enforcement.
Any necessary cell phone calls MUST be made at the office during office hours, at your car in the parking lot, or at your campsite. If you're having trouble with reception contact personnel in the office where short calls can be made during office hours. For 911 calls there is an emergency phone on the porch of the office or contact Jo Anne or Fred.
BODY JEWELRY/TATTOOS: Body Jewelry with discretion. Tattoos may not be sexually suggestive. Consult Fred or Jo Anne with questions. CT reserves the right to determine acceptability.
ALCOHOL: Appropriate restrictions will be applied to alcohol consumption. The owners reserve the right to say, "How much is too much."
GLASS CONTAINERS: Not permitted in public areas. (Exception: within the CT Cafe')
RADIOS, CD'S, TAPES, ETC.: Headphones in public areas is a MUST at all times.
Campsite listening MUST be confined to private listening only. If it can be heard beyond the boundaries of your campsite it is too loud. The CT Cafe' is available for music, fun, and dance.
SAFETY AND CHILDREN: Parents are responsible for their children's activities and safety. When in the pool, children under twelve MUST BE SUPERVISED by a parent or designated adult.
CURFEW: 10:00 p.m. curfew exists for all children unless accompanied by an adult, preferably a parent. CT Cafe - twelve (12) and under must be with their parents at all times. The Billiards table and dart boards are for adults only. Children of all ages must supervised while using the table in any way.
QUIET TIME for all is MIDNIGHT to 8:00 a.m. The clubhouse is open for late night quiet activity. Conduct rules still apply.
PETS must be on a leash, no longer than 10' AT ALL TIMES and kept from public areas (beach, hot tub area, CT Cafe' and bathhouse). Please remember that NO ONE LIKES A BARKING DOG. Bark collars may be necessary.
FIREARMS with permits to carry only. Please notify the office upon registration when coming with your permit to carry.
NUDITY: Cedar Trails Retreat is a Nudist Retreat, not clothing optional. We assume if you came here, you have the desire to be nude when activity and weather permits. Consideration is given to new persons wanting to participate, but, NO swim wear is allowed. For females, at times is necessary to where bottoms. (Shorts or swim wear bottoms are permitted) Consult Jo Anne or Fred.
CHILDREN AND NUDITY: No clothing in the pool or hot tub is preferred. Please consult with Fred or Jo Anne regarding exceptions.
CONDUCT: We seek to maintain a wholesome family atmosphere. Innocent expression of affection among family members and friends is acceptable but overt sexuality is not. "If conduct, affection, and language are not appropriate in the presence of children it can be considered inappropriate at any time."
SMOKING: We try to accommodate both the smoker and the non-smoker. No smoking in the bath house or swimming pool. Grass area has a smoking side and a non-smoking side. Cans are provided. NO SMOKING ON THE HIKING TRAILS! PLEASE NO CIGARETTE BUTS ON THE GROUND!
NO SOLICITATION on the grounds.
Management reserves the right to refuse admission, or revoke membership without refund, due to the non-compliance of the above stated rules. Cedar Trails reserves the right to change or alter policies at any time.
Cedar Trails Retreat is affiliated with the AMERICAN ASSOCIATION FOR NUDE RECREATION and the AANR MIDWEST and adheres to their principles and guidelines.
Revised: January 2015


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Northampton County team wins defensive McDonald's Game
The Northampton County team won a surprisingly defensive McDonald's All-Star Classic on Thursday.
The gold team, comprised of Northampton County, Palisades and Phillipsburg High Schools, beat the red team, comprised of Lehigh, Monroe, and Carbon County All-Stars 13-8 at Nazareth's Andrew Leh Stadium.
Phillipsburg's Alex Martin provided the offensive highlight of the game, breaking free on a 37-yard touchdown dash to give the gold team the lead for good.
WFMZ's Jim Vaughn has the highlights.
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Allentown, PA 18102
- %
This Week's Circulars
Latest from the newsroom
- Lehigh Valley 69 News


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Sadly Clive has now moved away from our area. His email and address has changed. His new telephone number is 015807 66653
Studied Painting and Drawing under John Wellings, History of Art under Charles Handley Read, and Sculpture under Huxley Jones. At the Central School of Art he studied life drawing, etching and litho printing, and design at The London School of Printing.
He worked as a corporate and graphic designer in London, New York and Toronto before returning to London to start his own design studio in Covent Garden.
In 2004 he moved from Richmond to Babwell Farm, Cucklington to help set up Artbreaks.com organising workshops and painting holidays.
Clive has always loved to draw and paint, he works mainly in oils and is inspired by the beautiful views from his studio which overlooks the Blackmore Vale. He also paints and exhibits seascapes, landscapes, figure paintings and sculpture.
He has been an active member of Bruton Art Society since moving to Somerset


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