How Successful Were Stalins Economic Policies in the 1930s

How successful were Stalin’s economic policies in the 1930s? Although it is unarguable to deny that there was certain economic progress in Stalinist Russia throughout the 1930s, it is understandable to postulate that the policies implicated under Stalin’s regime were merely introduced primarily to consolidate his political hold on the USSR. During this period, Stalin placed particular emphasis on Industrialisation and the abolition of older methods of peasant-controlled farming to be replaced with state-controlled collectives. It is debatable as to whether these policies can be viewed as successful, for example; the conditions of the Soviet industrial workers were marginally lower than in 1928. Yet whatever hardships the workers faced,†¦show more content†¦These people were, in actuality, only the best farmers who had naturally begun to rise above their peers as a result of their superior traits. They were not the exploiting landowners made out to be by state propaganda. The subsequent â€Å"de-Kulakistation’ that follo wed suit could be seen as counter-productive overall. Stalin had merely purged the new collective farms of their finest and most competent workers severely hindering his agricultural productivity. Indeed, not only did this process hinder the effectiveness of agricultural production by the elimination of the state’s most capable farmers, the period between 1929 and 1930 in which mass disturbances occurred throughout the whole USSR shows that the attitudes of the peasantry towards collectivisation was extraordinarily negative. As the peasants made up 80% of Russia’s populace, their support could seen as near-essential were modernisation to be effective. In the aforementioned years, there were over 30,000 arson attacks and organised rural disturbances increased by one-third from 172 to 229. Bewildered and confused, the peasants would often refuse to co-operate in the deliberate destruction of their traditional way of life. As a result, the majority of the peasants would eat their own crops and slaughter their livestock in protest. Despite the lack of crops and livestock, Soviet authorities instead responded with even fiercer coercion,Show MoreRelatedTo What Extent D id Stalin s Domestic Policies Solve The Problems He Faced?1646 Words   |  7 PagesTo what extent did Stalin’s domestic policies solve the problems he faced? During Stalin’s reign, there were many problems in the USSR: economic problems, social problems and political. Due to these problems Stalin developed many domestic policies in order to counter these problems and try to avoid an uprising. These plans were put into motion almost immediately during Stalin’s reign, but they proved unsuccessful and Stalin was unable to solve the problems that existed within the Soviet Union. Read MoreStalins Methods for Removing the Opposition802 Words   |  3 PagesTo define how Stalin’s methods in removing opposition is effective, compared to tsarist and other communist leaders, his methods of suppression alongside the tsars and other communists are assessed to see how successful they were in defeating opposition without evoking further opposition in their regimes. Therefore, Stalin’s reforms of collectivisation, Five-Year-Plans, Gulags, and labour camps etc. have been successful in appeasing opposition with his increased a nd radicalized input of terror comparedRead MoreDid Lenin Lead to Stalin? Examine the Elements of Change and Continuity Within Soviet Russia 1917-1941.1369 Words   |  6 Pagesthe event, and the subsequent establishment of the worlds first Communist regime were immediately obvious, but also had continuing repercussions for decades. 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Corporate Behaviors in Indonesia - 655 Words

The eyes of the world will be on Indonesia as we approach the presidential elections in July and last week, President Susilo Bambang Yudhoyono addressed the Forests Asia Summit in Jakarta in what will be one of his last speeches on this vital topic. Under his leadership, Indonesia has seen a sea change in its commitment to environmental issues and sustainability. The moratorium, announced in May 2011, on further deforestation — despite being less extensive than some would like — was a significant moment. Three years later, sustainability remains on the agenda for all of the prospective Presidential candidates. Another sign of the extent of this transformation is the marked change that has come about in some corporate behavior in Indonesia. It is no coincidence that during the same period European consumers have become increasingly conscious of the impact of their consumption habits on global deforestation. European companies such as Unilever, Nestle and Kingfisher have led the way in transforming their business models to respond to consumer demand for higher standards of environmental protection. In Europe, it is governments who are now playing catch-up, as new legislation such as the European Union Timber Regulation seeks to tackle illegal logging, but activists, citizens and politicians are calling for the regulations to go further and to ensure that all timber products entering the EU markets come from a sustainable source. In the last two years, we have seenShow MoreRelatedNatural Gas Business in Indonesia1749 Words   |  7 Pages3Natural Gas Business in Indonesia Introduction Gas is an energy future of Indonesia. It is a fact that cannot be denied anymore. Based on existing data, throughout 2010 there were new discoveries of gas reserves are significant enough to achieve 2.09 trillion cubic feet, while the discovery of oil only amounted to 140 million barrels only. 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Agile Methodology of Michael Chiozza Samples †MyAssignmenthelp.com

Question: Discuss about the Agile Methodology of Michael Chiozza. Answer: Introduction The case study that is given is about a company whose chairman Michael Chiozza works in the power generation, mining sector and information technology. The executive staff of the company fails to implement the project methodology that helps to increase the market influence of the company. Michael Chiozza has ordered to implement a Project Methodology that increase the market influence of the company. The suggested method that the company should follow is the Agile Methodology. The presentation describes different aspects of Agile Method which helps to benefit the company of Michael Chiozza. Agile Methodology The alternativeproject management software development methodology that can be used by the chairman Michael Chiozza is the Agile Methodology. Agile is a project development method that should be used by the company of Michael Chiozza to establish in the market (Al-Azawi, Ayesh and Obaidy 2014). A group of methodologies of software development that is related with iterative development is the agile method of software development. The method of agile software development helps to discipline the process ofproject management which enhances frequent adaptation and inspection. It also enhances a teamwork that has a leadership philosophy, self accountability and organization and also comprises of a set of best practices of engineering which results in high quality software. Agile methodology is a process of development which relates with the goals of the company and satisfies the need of the customer. The concepts that re related to Agile Manifesto is the development of agile methodology. Life Cycle of Agile Method Initiation: The initiation method describes the strategy that is behind execution of the project. Development Phase: In this phase planning should be done about how to increase the market influence of the company. The details of the breakdown of the strategies of process that is followed by the company should be detailed and all the risks that are associated with the planning process are to be developed. Acceptance Phase: In this phase the project is accepted if all the planning and development phase methods are accepted. If not, then changes are implemented accordingly and then it is deployed to the customers. Iteration Phase: As Agile method is an iteration process, the full process is repeated once more for further confirmation. Strategies for Continuing Professional Development (CPD) The development of all the knowledge that are needed in software development and the technical personal, professional, skills that are related to business and management throughout the life cycle of the project is known Continuing Professional Development. The strategies of Continuing Professional Development are applied to all the workforce of social care all over the setting of organizations. All the workers and the managers are applied in the Continuing Professional Development which also includes the social workers that consists of learning of all types at all the levels of software development (Patwardhan et al. 2016). The strategies of Continuing Professional Development include qualification, registration, post registration and training. The strategy of Continuing Professional Development reflects model of social development that helps to promote and give value in greater recognition for all the work that is done and also the roles that comes under social care that are paid an d non paid and also enables flexible pathways for career. Agile Practices that are followed The practices that are followed by the agile methodology in developing a software development are as follows (Iqbal and Javed 2014): Development of test driven programming, Refactoring that is rigorous and regular, Integration that is continuous, Simple design of development, Programming pair, The codebase is shared in all the programmers, A single standard of coding is adhered by the programmers, A single war room is shared among all the areas of agile methodology. Agile framework There are many frameworks that the agile methodology works with. These are as follows: Scrum Agile Methodology The method of Scrum Agile is based on the interaction between three main roles that are systematic: Scrum master, Team and Product Owner (Al-Azawi, Ayesh and Obaidy 2014). The Scrum Master is a figure that is central within a project. This helps to eliminate all boundaries that obstruct the efficient working of the team. The Team of Scrum is a group of self organizing and cross functional people who are responsible for the implementation of the product. A scrum team should have at least seven team members so that they can stay flexible and also productive. The work of project owner is to be involved throughout the project which conveys a global vision of product. This product is usually a stakeholder or a customer. The project owner conveys a vision that is global throughout the project and provides feedback after completion of the job. The artifacts that Scrum depends on are manages all the requirements and also tracks the progress that includes products backlog, chart of sprint bur ndown and sprint backlog. Kanban Framework The framework of Kanban is to prioritize work that is in progress. The Kanban method limits the scope so that the team matches the capacity effectively. When the task gets completed, the team of the Kanban takes the work that comes next in the pipeline (Butt et al. 2017). The development process gives more planning flexibility, clears the objective and also provides a transparency of the work that is being done. Lean Agile Framework: Eliminating all the waste that comes in Software Engineering This method of Agile is the thirdly most used approach agile method. Near about 21% of the organization possesses the Lean framework. This method is an incremental and iterative methodology. Seven basic principles are included in Lean Agile framework: Eliminate waste Create knowledge and Amplify learning Decision is taken lately Deliver is very fast Empower the full team Build integrity or quality in project development See all the process as a whole. Responsibilities in Agile Methodology Product Manager orProduct Owner: The Product Manager orProduct Owner is the CEO of product that is being made. The Manager focuses on the long term product vision and short term product vision in a product line (Peroni 2016). They also represent the interest of customer. They represent the product in the outside world. RESPONSIBILITIES: Responsible for the markets, competitive analysis and business case, Responsible for short term and long term product vision, Responsible for Net Profit and ROI, Features are prioritizes for releases that are based on expected ROI, Writes the Acceptance Criteria, User stories are written, Tradeoff decisions are made between scope that is value that is expected in ROI and also the schedule. Program Manager: The Program Manger solves the problem and also makes decisions that are impartial which is not biased to the product or to engineering or to any different groups (Borad et al. 2015). RESPONSIBILITIES: Planning process is managed, Program schedule is managed overall, Drives multiple projects or releases, Facilitates Release of Retrospective and Planning, Access to people and tools are provided, All action items for project are owned until right owner is found, Reporting the project status in all directions is owned, Coordinates other supports that are release, Responsible for mitigation and risk assessment, Educates or Enforces that is agreed on methodology and processes rules, Educates or Enforces responsibilities and roles. Architect: The Architects are those who lead the direction that are technical in the method of agile methodology. RESPONSIBILITIES: Responsible for systems of cross functional that is designed from end to end and are also needed for communication (Tavakoli, Gandomani and Ahmadi 2016). Works with Project Manager to group the features that is based on Architectural Elements that support them on priorities, Tests the Architectural Elements with testable and executable design that includes abstract interfaces. Facilitates the technical decision, incorporates feedback and emergent patterns from team back into overall design, produces detailed approach and alternate the Design Concepts. Ensures all the Design goals including Accessibility, Modularity, Reusability, Reliability, Performance, Maintainability and Internationalization, Technical cohesion is ensured and technical contract is written in the interfaces and other objects that are and data entities, Leads provides feedback and design review. Engineering Manager: The work of Engineering Manager is to ensure the completion of work that is in progress successfully and also understands process in which product is created (Dhir and Sarraf 2016). RESPONSIBILITIES: Responsible for lead time and production rate, Responsible for initial sizing that is of high level, Works with team and architect to prove the technical integrity, Responsible to conduct investigations on technology of forward leaning (spikes), Negotiates with architect that depends on the technical approaches, Most bottlenecks are removed, Engineering of best practices are enforced, Motivation of the team is ensured, Team members career development is assisted. Product Developer: The Product Developer is used to create the product RESPONSIBILITIES: Sizes of all backlog items are estimated, Translation of all backlog items to logical units of task and engineering design, Technical feasibility is evaluated, Backlog items are implemented, Writes and also verifies the code that adheres to acceptance criteria, Application of best practices of product development. Quality Assurance: The Quality Assurance prevents defects that enter the system instead of finding them at last (Duka 2013). This also facilitates the building integrity of the software development process and the product. RESPONSIBILITIES: Test plans are written by QA that enforce features acceptance criteria, Keeps test plans and cases that are updated for changing requirements, Continually integrates base of the code with tests regression at functional level and builds automatically, Notifies when there is blockage in the production that happens due to errors of development, Measuring Quality, Defining Quality, Improving Quality and Quality Assurance Best Practices are enforced. References Al-Azawi, R., Ayesh, A. and Obaidy, M.A., 2014, January. Towards agent-based agile approach for game development methodology. InComputer Applications and Information Systems (WCCAIS), 2014 World Congress on(pp. 1-6). IEEE. Borad, A., Rajput, I., Borad, A. and Rajput, I.J., 2015. Software Engineering-Agile Methodology using Butt, F.L., Bhatti, S.N., Sarwar, S., Jadi, A.M. and Saboor, A., 2017. Optimized Order of Software Testing Techniques in Agile ProcessA Systematic Approach.International Journal of Advanced Computer Science and Applications (ijacsa),8(1). Development: A Case Study of XP Agile Methodology.International Journal of Software Engineering and Technology,2(1). Dhir, S. and Sarraf, S., 2016. Crime and criminal tracking networks systems using agile methodology.BIJIT-BVICAMs International Journal of Information Technology,8(1), pp.930-933. Duka, D., 2013, May. Adoption of agile methodology in software development. InInformation Communication Technology Electronics Microelectronics (MIPRO), 2013 36th International Convention on(pp. 426-430). IEEE. Iqbal, U. and Javed, A., 2014. Scrum (R-Scrum) Introduction Of Model Driven Architecture (MDA) In Agile Methodology.International Journal of Scientific Technology Research,3(11), pp.296-302. Patwardhan, A., Kidd, J., Urena, T. and Rajgopalan, A., 2016. Embracing Agile methodology during DevOps Developer Internship Program.arXiv preprint arXiv:1607.01893. Peroni, S., 2016. SAMOD: an agile methodology for the development of ontologies. SCRUM.International Journal for Innovative Research in Science Technology,1(12), pp.175-189. Singh, S., Kumar, N. and Bansai, V., 2015. Adoption of agile methodology in software industry.International Journal of Scientific Engineering Research,6(5), pp.198-142. Tavakoli, Z., Gandomani, T.J. and Ahmadi, M., 2016. Knowledge Management in Agile Software