Scottish Architecture Building

Scottish Architecture Building The Scottish Parliament Building- A report into Project Failure Introduction Sitting within the UNESCO World Heritage site, the new home to the Scottish Parliament in Holyrood from its outset has proven to be controversial. Opening in 2004, politicians, the media and the Scottish public have criticised many aspects of the build. Aside from cost controversy surrounded the decision to construct a new building, the choice of site, the selection of a non-Scottish architect and the selection of Bovis as a construction Manager after being earlier excluded from the shortlist. In amongst its criticisms the building has seven awards, including the 2005 Stirling prize, the Vill Biennial of Spanish Architecture and the RIAS Andrew Doolan award for architecture, and after being shortlisted for the Stirling prize in 2004 was described by judges as a ‘statement of sparkling excellence. The building finally opened in 2004, three years after its scheduled opening with a final estimated cost of  £414 million, exceeding the originally estimate of between  £10m - £40m. In 2003 the former Lord Peter Fraser chaired a major public inquiry into ‘the cost over-run and delays in the construction of the Scottish parliament building finally concluding in September 2004, criticising the management of the project. Lord Fraser said his inquiry had been hampered by the unwillingness of those involved in the project to take responsibility for what went wrong. The ancient walls of the Canongate have echoed only to the cry of, it wisnae me, he said. He concluded that there is no single villain of the piece behind the Holyrood building fiasco. This report looks at the fundementals of what went wrong and to what extent project management could be held responsible. Strategic and Operationall project management actions that could have been taken to better control the project and increase its chance for successful delivery against time and cost targets are discussed. The report finally concludes by indentifying the key lessons that project management can learn from the experience. I do not wish to pass comment on the subjective viewpoint of the aesthetics of the building yet rather seek to analysis the reasons to explain the delay and cost over run of the project. This report has been broken down into the following sections. Delays and Cost The role of the Project Management Strategic and Operations Management Conclusion Delays and Cost There are many factors that attributed to the cost and delay of the building which when added together led to disastrous consequences: Primary Coast and Brief The primary cost projection by the Scottish office for housing MPSs in a new Scottish parliament were never achievable from the outset. The estimate took no account of either location or design of its buildings. Lord Frasier concludes that the figure of  £40 million which appeared in the white paper was informed by a range of costs put forward in a minute of 10th June 1997 which was based upon very general assumptions and for a ‘bog standard and new building.  £40 million was never a realistic estimate to cover anything other than a basic build, certainly not a complex building such as the building which was finally procured when considered it was based upon a cleared site of 16,000sqm on Brownfield land in either Leith or Holyrood, a basic design and was unclear if this sum included professional or construction fees. Consequently as the project progressed and the design of Enric Miralles was chosen, the cost projection increased dramatically, being revised to include VAT, acquisition costs, contingencies, site costs, and consultancy fees. Over the course of the five year build it is reported that 18,000 design changes occurred resulting in a three year delay. There was clearly an inadequacy of the brief and a failure to adequately investigate the size requirements of such a building, with the gross area of the building having to be increased by 35%. The increase of security features such as the incorporation of bomb-proof cladding in October 2002, may have amounted to as much as nearly  £100 million. Security requirements envisaged for the new parliament building were contained in the building user brief of 1998, however rather than designing to a security specification, the ‘nature of the concept meant that a realistic assessment of the detailed security requirements could not be undertaken until the detailed design of the building had commenced. This would have the greatest impact in regards to cost and programme on the project. Architect Selection In July 1997, it was announced that a competition would be held to select ‘the best design for a new Scottish parliament, with the press release stating ‘we want value for money as well as quality. We will be looking at ways in which the cost of the parliament can be kept to a minimum. The time frame was set with a designer to be in place by early 1998 and for the building to be complete for the new Millennium. As such, it seems the Scottish parliament was unable to decide where there priorities lay with respect to quality, cost and time. The panel selected designer Enric Miralles with the work being awarded to EMBT/RMJM (Scotland) Ltd, a Spanish-Scottish joint venture design company set up specifically for the project. The two practices found the two different cultures and ways of working difficult to adapt to, especially since they were also working from two different locations and communicating mainly via fax. In 1998, Bill Armstrong, Project Manager to the project, resigned from his position due to not receiving the support necessary to enable him to carry out his job and heavily criticising Miralles saying ‘a stand must be taken to either bring Miralles to heel or to accept his inadequacies. He does not believe he has any. The programme will drift, the cost will increase, the design team will make claims, the contractors will make claims and the project will become a disaster. Project communication was also hindered by the multi-headed client comprising of the SPCB, the presiding officer and an architectura l advisor. The project was also further complicated by the deaths of the architect Miralles in July 2000 and Donald Dewar, first minister in October of the same year. Procurement path The decision to procure the building under Construction Management is said to be ‘one of the most significant, if not the most significant decision taken during the course of the project. The choice of procurement was chosen rather than under a Private Finance Initiative for its speed in construction by overlapping design, tendering and construction. The Holyrood Inquiry criticises that the choice of procurement was not properly identified or evaluated, describing it as ‘beggars belief that ministers were not ask to approve the proposal to adopt construction management. The Scottish office publicly declared that they would be working to a fixed budget and where highly ‘risk adverse, yet they followed a procurement path which had no fixed budget and also a route where a high degree of risk lies with the client. In an attempt to achieve early completion the management contractor produced an optimistic programme from which the flow of design information was destined to fail to meet expectations. As such, construction cannot proceed in accordance with the programme and cost entailed. While some failures have been attributed to the architect arising from co-ordination and communication in differences between Edinburgh and Barcelona the client should have been made aware that high quality design work takes time and that the programme was un realistic given the complex nature of the design. The appointment of the Construction Manager Although initially rejected on tender price, Bovis were readmitted to the selection on the basis of past performance on the Museum of Scotland. On finalising the contract the Scottish Office left themselves open to large construction fees if the project over ran by not processing Bovis agreement in regard to their fee. Bovis proposed a Construction Management Fee of 1.25% to be converted to a lump sum on agreement of the Project Cost Plan. A formal letter of intent was issuedby the Scottish Office of their intention to enter into a contract with Bovis on 19th January with the formal legal Memorandum of Agreement not being signed until October of the same year. Although Schedule 1(J) confirmed a fee of 1.25% it failed to make provision for conversion of that fee to a lump sum on agreement of the cost plan. Had a lump sum value been stipulated, it would have have acted as a powerful incentive for Bovis to complete the project on time .  The Auditor General in his 2000 report makes the point that a tapering percentage scheme could have been implemented in that the percentage fee would reduce as a proportion of construction cost as that cost increases, although Lord Frasier also makes the valid point that this would not have been as significant as the possible conversion to a lump sum upon agreement of the cost plan. As demonstrated above the project was a catalogue of errors resulting from a number of decisions at a relatively early stage of the project that were ‘fundamentally wrong or wholly misleading and it was those decisions that caused massive increases in cost and delays. The next section in this report looks at to what extent the project manager be held accountable. The role of the Project Management Brief After the identification of the requirements of a new parliament building by civil servants in June 1997, a project manager was engaged for the specific task of developing a brief for a parliament building. The project brief is a comprehensive statement of the requirements of the project which enables construction professionals to understand the scope and extent of the project and quality requirements. The outcome of any project relies on the quality of the briefing provided. The project brief in this instance had many failings, proved by the fact that it was necessary to increase areas due to under estimating the actual requirements of the parliament and its end users. The Auditor General was complementary about the user brief in that it presented a ‘clear vision of the requirements of the new parliament, however it failed to address the potential conflict between cost, time and quality. More time should have been spent developing the brief at an early stage taking into account risk and requirements which would have reduced the likelihood of changes later which could have direct cost implications and knock-on effects with regard to programme. Communication The relationship between the project manager and architect and also the project managers relationship with his employer is vital. From reports submitted to the Holyrood inquiry it is concluded that the project manager did not succeed in developing constructive dialogue with the architect. Indeed from the time of the architects appointment the project manager had reservations and serious misgivings about the appointment and subsequently resigned in 1998. Although the project manager had been praised on an earlier project Victoria Quay, for his commitment, organisation, single mindedness and attention to systems and detail which had served the project well, these qualities which carried with them rigidity and inflexibility were not enough to develop and sustain a productive relationship with the EMBT/RMJM design team. Again this recurring theme was echoed in late 2000 when the Project Director also commented that he found it difficult to develop a constructive relationship with the architect. Procurement Choice- Construction management The Holyrood Inquiry notes that while the timetable was developed by the project manager ‘using his considerable experience of project management the tight deadline was undoubtedly driven both by the political objective of an early completion and the occupancy of the parliament building. While the programme may have been a given factor which dictated a ‘fast track construction method, greater investigations and evaluation should have taken place to appropriate the best procurement path. Construction management is a procurement option for high quality, potentially high cost projects if the client is fully engaged and has a clear goal. The Holyrood inquiry however found that the project managers were not fully engaged and failed to appreciate cost downsides and risks involved with managing 60 contractors according to an everlasting brief. The project manager should have given better understanding and advice to both the client and non construction professionals involved in the project about the significantly higher client risk and cost uncertainty that both construction management and management contracting entail over traditional procurement methods. Risk could have been passed to the contractor under another route. Although tender prices are likely to have been higher there would have been a greater degree of cost certainty. Sir Michael Lathem believes that full partnering should have been used to share the risk between client and contractor. The conceptional design work could have been complete by Miralles than novated to a major design and build contractor to work out construction drawings as part of the construction team. The client could have had proper cost control while bringing in value management at an early stage to design out things that adds cost but no value. Prime contracting could possible have been another option. Although still evolving in the late 1990s it benefits from joined up team from inception with the supply chain on board. Project Execution Plan There was a failing by project management to finalise the draft Project Execution Plan, as highlighted in the Auditor Generals September 2000. The Project Execution Plan is a key document governing the project with fundamentals such as project strategy, organisation, control procedures and responsibilities. The HM Treasury describes this document as ‘a live management document, regularly updated to be used by all parties both as a means to communication and as a control and performance measurement tool. The Auditor Generals main findings in his 2000 report highlights there should have been change control procedures based on a detailed cost plan agreed between all parties at an early stage. Cost reporting was also deficient in a number of areas, such as an absence of an arrangement requiring project management to provide full cost information on regular and systematic basis and also in a departure from good practice in the failure to identify and quantify a separate allowance for the major risks potentially affecting the project. Strategic and Operations Management For project management to be effective, it must incorporate both strategic management and operational project management techniques. Strategic management planning at its simplest produces both primary goals for operational plans and also the framework within which they can be realised. Cole (1997) describes strategic management as being much about vision and direction as about mechanisms and structures. At strategic level, project management is concerned with the provision of the organisational and integration structures while at operational level, project management is concerned with how particular processes common to all projects should be executed and controlled. With the application of a clearly defined Body of Knowledge, project objectives can be appropriately defined and objectives successfully delivered. When looking at the Scottish Parliament project there are a number of strategic and operational management actions that could have been undertaken to better control the project and increase its chance for successful delivery against time and cost targets.. Project Organisation Burke (2005) comments that projects are performed by people and managed through people. Therefore it is essential to develop an organisation structure which reflects the needs of the project (task) and the needs of the project team, just as importantly as the needs of the individuals. Central figures within the Holyrood project organisation were the project owner, the project manager and the project sponsor. The project owner sat within a steering group of senior civil servants who took strategic decisions on behalf of the client. The project manager was responsible for the day to day management of the project and reported directly to the project sponsor and acted as the interface between project sponsor and the supply chain. It is the project sponsors role to act as the clients representative and act in the clients interest in the project. In the case of the Holyrood project the project sponsor was not familiar with construction or sponsorship of major construction projects. On a project of such complexity and playing such an important link within the organisation structure the project sponsor should have had sufficient knowledge of both. In my opinion this ultimately had a impact on both the projects successful delivery against time and cost. Decision making mechanisms of the project structure were criticised during Lord Frasiers summary of the Holyrood inquiry. Frasier recommended that where independent advisors are retained, their views should not be filtered by civil servants but put to ministers alongside any disagreement officials may have with the judgements expressed by those advisors. Ministers did not have any formal indication of the apparent threat to the agreed budget of  £50 million during late 1998 and early 1999 when officials were aware of the ‘evolving situation. Forecasting the future, Scenario Planning Cole (1997) describes forecasting in a strategic context as referring to ‘any attempt whether qualitative or quantitative and usually based on past performance, to predict future outcomes and trends in the internal and external environments of an organisation in order to limit the risks involved in devising and implementing strategy Forecasting at an operational level may be focused on the next few months to a year and need a considerable level of exactness, whereas on a strategic level a reasonable level of predicted trends is required in the longer term often on the basis of a 3 or 5 year plan. There is a number of techniques that can be used when forecasting the future such as such as Delphi technique, brain storming and scenario development. Scenario planning, essentially provide a framework for formulating strategy under conditions of uncertainty. Porter (1985) comments that when combined with ‘substantive conceptual tools for understanding industry structure, competitive behaviour, and competitive advantage, the scenario tool can be an important part of the strategists arsenal. The most important difference between rational approaches to strategic planning and scenario planning is that the past is not always representative of the future as continuity cannot be assumed. By challenging assumptions and questioning things that we sometimes take for granted, the Holyrood project team could have been provided with the flexibility it needed to cope with the uncertain times ahead such as the death of the architect and factors such as the 9/11 terrorist attacks in the United States of America which has been suggested had a direct effect to the increase in security requirements including bomb proof cladding at Holyrood. Conclusion Although the choice of construction management was heavily criticised in Lord Frasers report many of the decisions that contributed to the massive costs and delays attached to the project were made at a relatively early stage due to the project not being managed properly. With an unrealistic estimated budget and programme the project was destined to fail from the outset. It would be unfair to compare the end cost figure to the original  £49 million cited in the white paper because as previously discussed this was not an accurate figure. Had these estimates derived from final designs and contingencies for the variations then a more realistic comparison for the end cost versus the estimated cost could have been made. It would be fair to say that during the project there were a number of unforeseen circumstances that were unavaioidable which had an effect on both time and cost of the build, notable the deaths of Miralles and Dewar in 2000 and the existence of a multi-headed client (consisting of the Scottish Parliament Corporate Body, the Presiding Officer, and an architectural advisor), who took over the project from the Scottish Executive (formerly the Scottish Office) while it was already under construction. Although events like these cannot be predicted they can be properly managed if the correct contingency measures are in place to effectively manage the risk. It seems that project management can be successfully implemented as seen in other industries such as aerospace and manufacturing, however as both the Latham and Eagn reports outline, the construction industry is behind in terms of performance improvements. In order to be successful project management must implement management at both strategic and operational level. If systems and tools that are used at an operational level to implement project management are not used in conjunction with corresponding integration and organisational aspects of strategic management, then problems are bound to occur. 6.0  Ã‚  Ã‚   References Books Burke, R (2003) Project Management, Planning and Control Techniques. Wiley Cole, G, (1997) Strategic Management, Letts Educational Porter, M (1985) Competitive Advantage- Creating and sustaining superior performance, The Free Press Reports Journals Lord Fraser, 2004.   Holyrood Inquiry, Final Report.   Available from: http://www.holyroodinquiry.org/FINAL_report/report.htm [7 Nov 2006] R. Bayfield, 2004.   Insights from Beyond Construction:   Collaboration The Honda Experience.   Available from: www.scl.org.uk [15 Nov 2006] Websites http://scottish.parliament.uk

Thermodynamics Lab

Mark powers Period 2 C physics March 17 Thermodynamics lab I. The purpose of this experiment is to keep a certain amount of water as hot as possible for as long as possible. We also get to use whatever materials we want as long as our product is or is smaller than 20cm. II. For my project I used Styrofoam, tinfoil, insulation, silicone, and a cork. I used the Styrofoam as a box to put the can in and the Styrofoam also acts as a thermal insulation. I used the tin foil because it serves as an insulator and keeps the radiant heat inside the box.Next I used insulation, which does what its name is, it keeps whatever inside of it insulated or prevents convection. I used silicone to block off the holes from the Styrofoam to make a good box for the heat to stay in. finally I used a cork on the top of my can to have the smallest hole for the heat to escape it. III. For this experiment I used Styrofoam, tinfoil, insulation, silicone, and a cork. I also need a thermometer to measure the change in temperature of the water during the course of the experiment.IV. First I cut out Styrofoam to the appropriate lengths and made sure it wasn’t over the 20 cm limit. I then covered the Styrofoam with tin foil and sealed off all the cracks on the inside with silicone. After that I put insulation on the whole inside of the box with enough room to put the can in on the inside. I finally added a cork on the top of the can to make the smallest opening so that the heat had little room to escape to conclude my project. Time| Temperature (C °)| 0 minutes| | 20 minutes| |V. Data VI. 1. I think the most important type of the 3 types of energy transfer that we had to minimize was convection because convection is heat transfer via heating surrounding fluid and then the fluid moves. 2. The sun doesn’t heat us through convection or conduction because for heat to heat through conduction it need to be touching it and we don’t touch the sun, and for conduction is heat transfe r via heating surrounding fluid and then the fluid moves but us humans are solids, not liquids. . Mammals that live in cold climates and cold water insulate themselves with their fur and being cold blooded. The mammals that don’t live in water use their fur as an insulator to keep their warm air inside them and keep the cold air outside, and the cold-water mammals usually are cold blooded so that their temperature doesn’t really change with the cold conditions that they are around all the time. VII. Thermodynamics Lab Abstract: This report will show the acquired understanding of the refrigeration cycle by using first and second laws of thermodynamics. In order to analyze this system several assumptions where made such like an isentropic process at the compressor an isenthalpic expansion in the throttling valve. Diagrams will be provided to depict these thermodynamic processes in addition to computing the heat transferred to the system and the work input to the compressor. Table of Contents Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Table List †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Descriptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Calculation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Discussion. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 Appendix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 16 Objectives:The Refrigeration lab was conducted to gain a better understanding of the refrigeration cycle, Carnot cycle and to compare the ideal cycle. Also, determent the heat transfers by using the mass and energy balance. Introduction: The term â€Å"refrigeration† may be defined as the process of removing heat from a substance under controlled conditions. It also include s the process of reducing and maintaining the temperature of a body below the general temperature of its surroundings. In other words, the refrigeration means a continued extraction of heat from a body whose temperature is already below temperature of its surroundings.In this lab 1,1,1,2-Tetrafluoroethane (R-134a) was used as refrigerant. Since energy cannot be destroyed according to first law of thermodynamics. In a refrigerator, heat is virtually pumped from a lower temperature to a higher temperature. According to Clausius Statement of Second Law of Thermodynamics states that heat will not pass cold to hotter region without the aid of an external agency. Thus, process can only be performed with the aid of some external work. It is thus obvious that supply of power is regularly required to drive a refrigerator.Theoretically, a refrigerator is a reversed heat engine or a heat pump which pumps heat from a cold body and delivers it to a hot body. The substance, which works in a pump to extract heat from a cold body and to deliver it to a hot body, is known as refrigerant. Description of Refrigeration cycle description: Most commonly used refrigeration/heat pump cycle and involves the same four processes as a heat engine cycle but in the reverse order (i. e. evaporation – compression – condensation – expansion/throttling).Figure 1 gives a schematic representation of the four essential mechanical components in this cycle. Heat out 3 2 Condenser Throttle Work in Valve Evaporator Compressor 4 1 Heat in Figure 1: Refrigeration Cycle components Compressor: The compressor in a refrigeration system is essentially a pump. It is used to pump heat uphill from the cold side to the hot side of the system Condenser: The condenser or cooler consists of coils of pipe in which the high pressure and temperature vapour refrigerant is cooled and condensed.Expansion valve: As the high-pressure high temperature liquid refrigerant passes the throttling valve seat ing, its pressure and temperature drop to that of the evaporator. The drop in temperature is changed liquid phase to a mixture of low-pressure and temperature liquid and vapour enter the evaporator without any change in enthalpy Evaporator: The purpose of the evaporator is to remove unwanted heat from the product, via the liquid refrigerant 3 2 4 1 Superheating Sub-cooling Critical Point Liquid Pressure Enthalpy 3 2 4 1 Superheating Sub-cooling Critical PointLiquid Pressure Enthalpy Figure 2: Refrigeration cycle on pressure – enthalpy diagram. In cycle the refrigerant vapour is compressed to a higher temperature and pressure (12). The compressed vapour is then condensed isobarically which results in heat rejection to the surroundings (23). The next step is the adiabatic throttling of the refrigerant to the low temperature and pressure (34). The final step is where the refrigerant is evaporated at low temperature and pressure, which results in the absorption of heat from its s urroundings (41). Theory /Analysis:Figure 3 According to first law of thermodynamics energy (heat, work), cannot destroyed but energy changing from one form to another. ?H+? Ke+? Pe=? Q+? W (1) (Balmer, 2011) Where H=enthalpy, K=kinetic energy, P= potential energy, Q= heat and W= work. In order to simplify the calculation for the energy balance, the following assumptions were made: – Kinetic and potential energy changes are negligible throughout the system So, ?H=? Q+? W – In a constant pressure for the condenser (work=0). The heat transfer of the condenser is the heat loss, in other words Q2-3 and is given by:Q2-3= m(h3-h2) – In a constant pressure for evaporator (work=0), he heat gain by the evaporator is equal to Q1-4 and is given by: Q4-1= m(h1-h4) – The work done by the compressor is the same as the work in the cycle and is given by: Q1-2= (h2-h1) – The power drawn by the compressor defined by the following equation: Power= Voltage ? Current ? Power Factor – Coefficient of performance is defined as: COP=Q4-1? Q2-3? -Q4-1 (2) (Balmer, 2011) -The heat transfer water can be calculated from the water flow rates and temperature changes using the following formula where Cp is specific heat capacity:Q= mCp ? T – Convective heat transfer occurs between the air and the refrigerant and this is can be calculated using the following: Qconv= hA (T? -TS) (3) (Balmer, 2011) Where to (h) is convective heat transfer coefficient =25, A= area Sample Calculations: mr=76mlmin ? 1L1000ml? 1m31000ml? 1 min60s= 0. 001505kgs mw, cond=11. 7Lhr? 1m31000L? 1 hr3600s =0. 00322kgs mw, evap=27. 5Lhr ? 1m31000L ? 1hr3600s=0. 00764kgs Q23, cond= 0. 001505kgs ? 83-300kJkg? 1000=-324. 5w Q14, evap= 0. 001505kgs? 260-83kJkg? 1000=266. w Qab, cond=0. 00322kgs? 4. 2kJkg. K ? 34. 9-16. 2K? 1000=253w Qcd, evap=0. 00764kgs? 4. 2kJkg. K ? 8. 4-16. 2K? 1000=-250. 2w W12 =-0. 001505kgs? 300-260kJkg? 1000= -60. 13w COPc=260-83kJkg300-260kJkg=4. 425 P electric compressor=228. 2V ? 0. 79A? 0. 75=135W Results: Heat transfer refrigerant| Heat transfer water| Q2-3 (W)| -326. 54| Q2-3(W)| 253. 07| Q3-4| 0| Q1-4 (W)| -250. 25| Q4-1 (W)| 266. 34| W1-2| -60. 129| COP| 4. 425| Area (m^2)| 0. 162| Q convective 2-3(w)| 87. 062| Q connective 4-1(w)| -41. 904| conv HTC of air (m^2*k)| 25| Total energy balance (w)| -12. 20984307|Carnot Refrigeration Cycle between to two pressure: Figure 4 A reversed Carnot cycle is shown on p-h diagrams in Figures respectively. The processes of the cycle are as follows: The refrigerant is compressed isentropically as shown by the curve 1-2 and 3-4 on p-h diagrams. During this process the T2 temperature of refrigerant decrees from. We know that during isentropic compression, no heat is absorbed or rejected. The refrigerant is now (compressed/ evaporated) isobarically (P2 = P3) and (P4=P3) as shown by the p-h. We know that the heat rejected in 2 to 3 and heat absorbed from 4 to 1.Result: Carnot cycle| kj/kg| h1| 278| h2| 300| h3| 118| h4| 83| COP| 8. 86| Ideal cycle: Fgure 5 A reversed ideal cycle is shown on p-h diagrams in Figures respectively. The processes of the cycle are as follows: Ideal cycle| h1| 250| h2| 275| h3| 100| h4| 100| COP| 6| The refrigerant is compressed isentropically as shown by the curve 1-2 . in the exit of the condenser the refrigerant is in a saturated liquid in curve 3-4 on p-h diagrams. After that refrigerant exit the evaporator in saturated vapour. In a isobarically process 4-1 as shown by the p-h Result:Discussion: It was seen in the refrigeration cycle; Carnot cycle and the Ideal cycle there are different coefficients of performance on refrigerant. If we look at COP formula the low heat is divided by the work in in this case where the refrigerant entered the compressor could significantly hinder the performance of this component by change (superheating). Also the refrigerant leaving the condenser will effect the COP (sup-cooling) . If we compare Carnot cycle to the actual cycle, in Carnot refrigerant super- heating has increased, which will increase the COP.In the other hand, in Ideal cycle the sub-cooling has decreased which the sub-cooling decrease the liquid during expansion to saturated liquid-vapour and increases the refrigerating performance, but by decreases the sub-heating in the evaporator exit from vapour to saturated vapour. Which in this case the COP decreased but it will be higher that the actual cycle. The heat transfer occur in the basic refrigeration cycle, by calculate the energy balance in the cycle. The sum of the energy will not be even close to zero and this violates the first law of thermodynamics.So, there is heat lost in the cycle according to the second law of thermodynamics, heat always flows from a material at a high temperature to a material at a low temperature. For heat to transfer there has to be a temperature difference between the two materials. This heat can be calculated by Convection is the transfer o f heat from one place to a different location by circulating it with a fan or natural movement. Figure 6:Temperature vs. distance condenser Figure 7: Temperature vs. distance evaporator In figure 6 and 7 shows the heat exchange, in figure 6 the cold-water flow co-current with the hot refrigerant.With both entering the same end. This application will be useful to if we want a limited outlet temperature. It’s also useful to drop more quickly temperature because the large difference in the temperature. Where in figure 7 the hot-water flow countercurrent with the cold refrigerant the temperature is achievable by the cold stream can never exceed that of the hot steam. (Ulrich, 2004) Conclusion: This experiment was carried out in order to observe the properties and functions of a refrigeration cycle. With the properties of the refrigerantR134a at all the stages of the refrigeration cycle known, the heat transfer at the condenser and evaporator were calculated. The heat absorbed by the system (evaporator) was determined to be 16 w. The heat given off by the condenser was calculated to being -73. 46 w. The work done by the compressor was also calculated to being -60. 19 W. With this, the refrigeration performance of the cycle was calculated and was equal to 4. 42. Works Cited Balmer, R. T. (2011). Modren Engineering Themodynamics. Burlington, MA, USA: Acadimic Press. Richard M Felder, Ronald W. Rousseau. (2005). Elementary Preincipeles of Chemical Processes (Third ed. . Raleigh, NC: John Wiley & Sons, Inc. Ulrich, G. D. (2004). Chemical Engineering Process Design and Economics. Durham, New Hampshire, USA: Process Publishing. Appendix: | bar| temp C| l/hr| kg/s| h (kj/kg)| Tatm| 18|   |   |   |   | High P| 9. 1|   |   |   |   | Low P| 3. 25| 3. 25|   |   |   | T2|   | 62. 1|   |   | 300| T3|   | 22. 7|   |   | 83| T1|   | 11. 7|   |   | 260| T4|   | 4|   |   |   | Water Tin|   | 16. 2|   |   |   | Water Con d T out|   | 34. 9|   |   |   | Water Evap T out|   | 8. 4|   |   |   | Ref Flow rate|   |   | 76| 0. 0015048|   | Water Con flow rate|   |   | 11. 6| 0. 003222222|   | Water evap flow rate|   |   | 27. 5| 0. 007638889|   | Voltage|   |

Read What an Old Pro is Saying About Cause and Effect Essay Topics for Middle School

Read What an Old Pro is Saying About Cause and Effect Essay Topics for Middle School Getting the Best Cause and Effect Essay Topics for Middle School A cause is something which makes something else happen. When there are certainly lots of health-related causes of insomnia, you could also discuss how pressures at school, on the job or in your social life might enable you to shed sleep. In several of the topics, you may look up the effects and after that consider the causes and vice versa. While describing a health problem such as some type of disease, it's possible to include many outcomes. 1 school of thought believes that children who aren't occupied are more inclined to get into trouble. Ensure that your child understands. In many instances, children will have a fairly wide level of freedom in what topic they're in a position to select. Explain the root of sibling rivalry. Cause and Effect Essay Topics for Middle School Can Be Fun for Everyone There are plenty of possibilities that have shown up in the last few years. You may be angry or frustrated, but there might be long-term effects too, including a potential increase in blood pressure. The ability to supply information in various contexts is critical to effective communication. There are three major causes of. The Debate Over Cause and Effect Essay Topics for Middle School To compose a middle school essay outline step one is to recognize the form of essay you want to write. Think of what you could do in order to make your school more beautiful. On our site you'll find far more useful exceptional infor mation that will certainly be practical for junior and higher school kids from, like common home task essay about Hamlet, together with, for instance, application essays for college for future students. Middle school essay examples incorporate a selection of short essays like narrative, persuasive and analytical. As students, you cannot avoid writing cause and effect essays sooner or later in time. One of the very first things to think about is what sort of essay you will write. Among the hardest portion of writing and essay is thinking up a great topic to write about. The group of skilled essay writers is always prepared to aid you with that in no moment! Thanks to the correct option of presentation style and a thorough understanding of the goals you need to accomplish in your essay, there are many categories essay themes may be broken into. These forms of essay are focused on persuading audiences to their perspective, and thus do not concentrate on imparting information. Like every assignment, a descriptive essay has a particular function. A persuasive essay, reflective essays, and several other essays can be finished by the graduates on the provided topics with no difficulty. Essay writing services are available in the surroundings, science, health and you may also go for history essay writing help too. When you're finished researching, make an outline based upon your. Be conscious of the size it must be and get started writing the narrative essay outline. Before you commence writing, it's important to make an outline with the research that you. Want to Know More About Cause and Effect Essay Topics for Middle School? When attempting to select a topic for your paper, make sure it is something which you're interested in. When you've got a simple subject, you own a lot to write. When you locate a topic interesting, you normally will discover that it is possible to write the paper a whole lot simpler. As an example, let's say you select the very first topic from our list. You should make sure that you decide on a topic which you find interesting and one that you'll want to write about. Selection of an exceptional topic is totally a lousy idea. The topic also needs to be unique. Deciding upon a topic is a vital issue that partly estimates final success of the job. The introduction will have a thesis statement. It's needless to say that you should choose a subject that you regard as interesting. An individual should always write on the subject of his interest. On the flip side, if you decide on a narrower topic it won't be sufficient to cover your subject.

Mexican American War Essay - 709 Words

The Mexican-American War was driven by the idea of Manifest Destiny (Which is the belief that America had a God-given right to expand the countrys borders from sea to sea) This belief would eventually cause a great deal of suffering for many Mexicans, Native Americans and United States citizens. Following the earlier Texas War of Independence from Mexico, tensions between the two largest independent nations on the North American continent grew as Texas eventually became a U.S. state. Disputes over the border lines sparked military confrontation, helped by the fact that President Polk eagerly sought a war in order to seize large tracts of land from Mexico. The war between the United States and Mexico had two basic causes. First, the†¦show more content†¦The second basic cause of the war was the Texas War of Independence and the subsequent annexation of that area to the United States. Not all American westward migration was unwelcome. In the 1820s and 1830s, Mexico, newly independent from Spain, needed settlers in the underpopulated northern parts of the country. An invitation was issued for people who would take an oath of allegiance to Mexico and convert to Catholicism, the state religion. Thousands of Americans took up the offer and moved, often with slaves, to the Mexican province of Texas. Soon however, many of the new Texicans or Texians were unhappy with the way the government in Mexico City tried to run the province. In 1835, Texas revolted, and after several bloody battles, the Mexican President, Santa Anna, was forced to sign the Treaty of Velasco in 1836 . This treaty gave Texas its independence, but many Mexicans re fused to accept the legality of this document, as Santa Anna was a prisoner of the Texans at the time. The Republic of Texas and Mexico continued to engage in border fights and many people in the United States openly sympathized with the U.S.-born Texans in this conflict. As a result of the savage frontier fighting, the American public developed a very negative stereotype against the Mexican people and government. Partly due to the continued hostilities with Mexico, Texas decided to join with the United States,Show MoreRelatedThe Mexican American War Essay1223 Words   |  5 PagesUnited States of America has been through many wars, wars concerning many things such as land oil, pride and respect. However, when the United States went to war with Mexico, it was planned over greed. The Mexican- American war was a war provoked by the United States, in efforts to expand the coasts of the country. Mexico was a small under privileged country who had previously to the war had already lost part of their country (Texas). Needless to say this war was cut throat and violent, it was howeverRead MoreThe Mexican-American War Essay870 Words   |  4 Pagesdisregard for the toll a war can take on human lives. When the Alamo was fought back in February 1836, it was about the independence of Texas from Mexico. In retaliation of the death and destruction of human life, Sam Houston retaliated in April and killed 630 Mexican soldiers and took General Santa Anna prisoner (Tindall Shi, 2010). This was the start of the independence of Texas and the quest for annexation into the United States, which ultimately led to the Mexican-American War of 1846-1848. ThisRead MoreEssay on The Mexican-American War1466 Words   |  6 PagesThe Mexican-American war determined the destiny of the United States of America, it determined whether or not it would become a world power and it established the size of the United States of America. Perhaps the war was inevitable due to the idea of Manifest Destiny - Americans thought they had the divine right to extend their territory. The Mexican-American War started mainly because of the annexation of the Republic of Texas (established in 1836 after breaking away from Mexico). The United StatesRead MoreEssay The Mexican-American War1216 Words   |  5 PagesThe Mexican-American War. The Mexican-American war was a process of years of battles between the Mexicans and Americans but I think after this informational paper, you’ll seem to know a little bit more knowledge about it. How it all started, well in the beginning, the Americans and Mexicans both wanted to control Texas, but at the time it was a part of the Mexican territory, well soon enough Americans wanted control over it so badly that they started to travel into Texas’s land. Part of the reasonRead MoreCause Of The Mexican American War1864 Words   |  8 PagesThe Mexican-American war, also known as the Mexican war happened between 1846 and 1848 with the participants being United States of America and Mexico. Texas, previously a Mexican state, was the primary cause of the war. A series of disagreements had occurred between Texans and the Mexican government leading to Texas declaration of its independence in 1836. Later, Texas decided to join the United States as the 28th state and this infu riated Mexico. Additionally, border disagreements came up withRead MoreThe American Army in the Mexican War1085 Words   |  5 Pagesrepel invasions. This two level arrangement formed the basis of military establishment during the war. The U.S. army was not prepared for the war. The congress authorized 8613 men and officers for the war but, the actual number was fewer than 5500. Many regimental commanders entered before the War of 1812 but, were too elderly and infirm for an active duty. Looking at the poor state of army during the war, the Congress increased the number of private individual companies to hundred. This turned outRead MoreMexican American War Essay4448 Words   |  18 PagesIntroduction/Background The Mexican American War began on April 25, 1846. The war lasted two years losing many men on both sides. The Mexican war was the third major fought by the United States. In 1810, Miguel Hidalgo y Costilla triggers the beginning of Mexico’s fight for independence from Spain. Mexico gained its independence in 1821 after a long and bloody revolution against Spain. For Mexico, the war between them and the United States was a fight to keep their institutions and national integrityRead MoreCompare and contrast the War of 1812 and the Mexican-American War.1456 Words   |  6 PagesThe War of 1812 and the Mexican-American War are two wars that physically appear two opposites. The War of 1812 involves plenty of naval battles and a few major land battles, while the Mexican-American War involves numerous land battles and few, if any, naval battles. However there are numerous similarities. The War of 1812, The US saw Great Britain as a major problem because of their definition of contraband and the impressment of American sailors into the British Navy. And around this time theRead MoreMexican And Mexican Americans During The War Of Texas And The Wrongful1206 Words   |  5 PagesThe Unit explains the hardships many Mexican and Mexican Americans have carried and continue to carry till this day due to their ethnicity and roots. The inequality and struggles rooted from the invasion of Texas and the wrongful â€Å"won† over Mexican territory by the Euro-centric American who then expanded their border down south unjustly colonizing the Northwest of Mexico. Along with land many Mexicans who resided in this land were now living in among a strange new government and environment thatRead MoreMexican American War And The Mexican War1380 Words   |  6 PagesThe Mexican American war better known as the Mexican war, was a conflict between The united states of America an d Mexico. from 1846 to 1848. It followed in the wake of the 1845 US annexation of Texas, which Mexico considered part of its territory, despite the 1836 Texas revolution. After its independence in 1821 and brief experiment with monarchy, Mexico became a republic in 1824, characterized by considerable instability, so that when war broke out in 1846, Mexico was ill-prepared for this conflict