corporations are regarded as operating in an environment of weaker government regulations that protect investor rights. Furthermore, Russian corporate governance is historically seen as having non-optimal systems for external capital infusion into companies. In Russia, there is a high concentration of ownership in companies, particularly by those within the company. These weak legal systems allow for personal gain, underdeveloped capital markets, a divided job market, and a significant government presence in business. Nevertheless, there have been attempts to improve the corporate governance model in Russia since the early 2000s. These efforts have emerged from the recognition that good corporate governance, operating in a well-regulated legal environment, is necessary to advance the development of corporations. China: The Chinese corporate governance environment is significant. A greater concentration of ownership characterizes Chinese corporate governance compared to the United States. Often, the most prominent stakeholders hold a more significant percentage of the company compared to the United States, thus minimizing the role of managers in corporate decision-making compared to the United States. This ownership structure leads to horizontal agency conflict between majority and minority shareholders, compared to vertical agency problems often characteristic of western corporations. The ownership structure also makes it likely that dominant shareholders may use their power to expropriate wealth from minority shareholders. Furthermore, rapid evolutions also characterize Chinese corporate structure. Since the stock market was allowed in the 1990s, significant shifts have been observed in the corporate legal environment and governance culture of Chinese corporations. For instance, China shifted from a corporate governance model where primary production was conducted by State Owned Enterprises (SOEs) that held all property and managerial rights to where the SOEs were responsible for their own profits or losses. Techniques One resource management technique is resource leveling. It aims at smoothing the stock of resources on hand, reducing both excess inventories and shortages. The required data are: the demands for various resources, forecast by time period into the future as far as is reasonable, as well as the resources' configurations required in those demands, and the supply of the resources, again forecast by time period into the future as far as is reasonable. The goal is to achieve 100% utilization but that is very unlikely, when weighted by important metrics and subject to constraints, for example: meeting a minimum service level, but otherwise minimizing cost. A Project Resource Allocation Matrix (PRAM) is maintained to visualize the resource