Chapter 6 Presentation

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Chapter 6 Presentation

  1. 1. David Morales<br />Chapter 6 Presentation<br />
  2. 2. Presentation “Do’s”<br />Practice your presentation<br />Time yourself so you know you will meet time restraints<br />Know your presentation inside and out<br />Check spelling and grammar<br />Nothing can hurt an otherwise excellent presentation than a simple typo (i.e. to, too, and two)<br />
  3. 3. Presentation “Do’s”<br />Use visuals<br />Appropriate images within your presentation can help its over all appearance<br />Anticipate what questions may be asked<br />Being able to quickly answer simple questions will let those watching your presentation know that you are a subject matter expert<br />
  4. 4. Presentation “Don’ts”<br />Put too much information on one slide<br />Putting more than 3-5 major bullet points on a single slide can be confusing and hard to read<br />Slides should be an overview of what you are talking about<br />Answer too many questions during a presentation<br />This can throw off the flow and make you lose your place<br />Visual clutter<br />Too many visuals make a presentation look cluttered and unprofessional<br />
  5. 5. Financial Analysis Tools<br />Payback Analysis<br />Determines how long it takes an Infosys to pay for itself through reduced costs and increased benefits<br />Steps:<br />Determine the initial development cost of the system<br />Estimate annual benefits<br />Determine the annual operation costs<br />Find the payback period by comparing total development and operating costs to the accumulated value of the benefits produced by the system.<br />
  6. 6. Financial Analysis Tools<br />Payback Analysis (cont.)<br />The time it takes to recover the system’s cost is called the payback period<br />As the system requires more maintenance, costs begin to increase<br />The period between the beginning of systems operation and the point when operational costs are rapidly increasing is called the economically useful life of the system<br />
  7. 7. Financial Analysis Tools<br />Return on Investment (ROI)<br />A percentage rate that compares the total net benefits (the return) received from a project to the total costs (the investment) of the project<br />ROI = (total benefits - total costs) / total costs<br />Considers cost and benefits over a longer time span than payback analysis.<br />Based on total costs and benefits for a period of five to seven years.<br />Measures profitability by comparing total net benefits<br />
  8. 8. Financial Analysis Tools<br />Net Present Value<br />The total value of the benefits minus the total value of the costs<br />Both costs and benefits adjusted to reflect the point in time at which they occur<br />The present value of a future dollar is the amount of money that, when invested today at a specified interest rate, grows to exactly one dollar at a certain point in the future. <br />The specified interest rate is called the discount rate<br />
  9. 9. Financial Analysis Tools<br />Net Present Value (cont.)<br />The discount rate represents the rate of return if the money is put into risk-free investments, instead of being invested in a project<br />A positive NPV is economically feasible because the project will produce a larger return than would be achieved by investing the same amount of money in a discount rate investment.<br />Can be used to compare and rank projects<br />All things being equal the project with the highest net present value is the best investment<br />
  10. 10. History of Project Management<br />Project management has been practiced since early civilization<br />Until the 1900’s civil engineering projects were generally managed by creative architects and engineers themselves<br />Henry Gantt (1861-1919),<br />Called the father of planning and control techniques<br />Famously known for his use of the Gantt chart as a project management tool<br />
  11. 11. History of Project Management<br />The 1950s marked the beginning of the modern Project Management era<br />Prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools<br />Two mathematical project scheduling models were developed Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT)<br />
  12. 12. History of Project Management<br />CPM was developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects<br />PERT, developed by Booz-Allen & Hamilton as part of the United States Navy&apos;s (in conjunction with the Lockheed Corporation) Polaris missile submarine program; These mathematical techniques quickly spread into many private enterprises<br />
  13. 13. History of Project Management<br />(1956) The American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by project management professionals<br />AACE continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management (Total Cost Management Framework)<br />
  14. 14. History of Project Management<br />(1969) The Project Management Institute(PMI) formed to serve the interests of the PM industry<br />PMI’s premise is that the tools and techniques of project management are common among widespread applications of projects from industry to industry<br />(1981) the PMI Board of Directors authorized the development of A Guide to the Project Management Body of Knowledge (PMBOK Guide), containing standards and guidelines of practice that are widely used throughout the profession<br />

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