The document provides information on several prospective projects for PMC Corporation in South America. It includes details on 8 projects across various industries and countries. Key projects discussed include two mining projects in Argentina for client Jones Mining, an infrastructure project building a bridge in Catamarca, Argentina, and a commercial project building an office for Shell Oil in Argentina. Metrics like budget, schedule, and performance are provided for analyzing the projects.
MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docxgertrudebellgrove
MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build houses for an emerging market created by the return of veterans after World War II. PMC built standard houses in subdivisions throughout North Carolina and South Carolina and quickly gained a reputation for quality construction delivered on time and on budget. As the number of new homes and subdivisions grew, so did the demand for other amenities. PMC was well positioned to expand its business to meet the need in the market for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial building, and small industrial plants. During this time, PMC grew in size and profitability, increased its bonding capacity, and developed both technical and management expertise. During the 1970s, PMC diversified and began building manufacturing plants for the food, auto, steel and aluminum, and oil and pipeline industries. By 1976, PMC was out of the housing construction business and turned its focus to large industrial plants. It incorporated the mining and chemical industries into the range of industries it served. PMC also grew geographically, serving clients in North America, South America, Europe, Asia, and the Middle East.
PMC developed additional expertise, through acquisitions and in-house development, to offer a full range of engineering and construction services to its clients. By 2005, the company provided a full range of services, from site location to plant startup. PMC could help a client find a location for its plant, design the equipment and facilities, procure all the materials and equipment to build and start up the plant, and train the workforce for the new plant. A client could purchase any or all of the services needed to locate, design, construct, and start up a new plant.
By 2015, PMC was a public corporation, operating in 27 countries, and managing more than $10 billion in projects. PMC organized around three components for managing large industrial projects: technical knowledge and expertise, regional knowledge and administrative support, and industrial knowledge and relationships.
Today, PMC corporate headquarters houses executive leaders, who determine corporate strategy. Financial management, legal and human resources functions, and government relations staff are also housed at corporate headquarters. Staff at headquarters focus on strategy and how to deploy the strategy throughout the organization. For example, the director for safety and security establishes global policies and procedures for safety and security and the regional offices are responsible for regionalizing these policies and assuring compliance on all projects within the region.
Regional offices are established throughout the globe to manage the projects within that region. A senior vice president in the regional office manages operations, including all projects and sa ...
MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docxadkinspaige22
MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build houses for an emerging market created by the return of veterans after World War II. PMC built standard houses in subdivisions throughout North Carolina and South Carolina and quickly gained a reputation for quality construction delivered on time and on budget. As the number of new homes and subdivisions grew, so did the demand for other amenities. PMC was well positioned to expand its business to meet the need in the market for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial building, and small industrial plants. During this time, PMC grew in size and profitability, increased its bonding capacity, and developed both technical and management expertise. During the 1970s, PMC diversified and began building manufacturing plants for the food, auto, steel and aluminum, and oil and pipeline industries. By 1976, PMC was out of the housing construction business and turned its focus to large industrial plants. It incorporated the mining and chemical industries into the range of industries it served. PMC also grew geographically, serving clients in North America, South America, Europe, Asia, and the Middle East.
PMC developed additional expertise, through acquisitions and in-house development, to offer a full range of engineering and construction services to its clients. By 2005, the company provided a full range of services, from site location to plant startup. PMC could help a client find a location for its plant, design the equipment and facilities, procure all the materials and equipment to build and start up the plant, and train the workforce for the new plant. A client could purchase any or all of the services needed to locate, design, construct, and start up a new plant.
By 2015, PMC was a public corporation, operating in 27 countries, and managing more than $10 billion in projects. PMC organized around three components for managing large industrial projects: technical knowledge and expertise, regional knowledge and administrative support, and industrial knowledge and relationships.
Today, PMC corporate headquarters houses executive leaders, who determine corporate strategy. Financial management, legal and human resources functions, and government relations staff are also housed at corporate headquarters. Staff at headquarters focus on strategy and how to deploy the strategy throughout the organization. For example, the director for safety and security establishes global policies and procedures for safety and security and the regional offices are responsible for regionalizing these policies and assuring compliance on all projects within the region.
Regional offices are established throughout the globe to manage the projects within that region. A senior vice president in the regional office manages operations, including all projects and sa.
Ƨafe Builders is a construction company located in Catanduanes, Philippines that is owned by Adda and Nico Zafe. The company aims to expand into commercial construction projects to increase profits. Ƨafe Builders offers services like design, site preparation, carpentry and more. There is high demand for construction in the growing Bicol region market. The company plans to focus on office building projects which have the highest margins. Ƨafe Builders will leverage the owners' connections and gain materials at low costs to underbid competitors.
This document brings together a set
of latest data points and publicly
available information relevant for
Manufacturing Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Allianz construction (part one) - Market Outlook and IssuesGraeme Cross
This document provides an overview of the construction industry in the UK, including the current market outlook and some key issues. It notes that the construction sector is showing signs of recovery with growth predicted at 5% in 2015. However, it also outlines several risks and challenges facing the industry, such as skills shortages in trades like bricklaying, the introduction of new technologies like building information modeling (BIM), an increase in timber frame construction which poses greater fire risks, more extreme weather patterns due to climate change, and the risk of purchasing counterfeit equipment to meet demand. The document aims to help insurers understand the issues in the sector in order to provide robust risk management support and advice to construction firms.
Tracy Quinn has over 18 years of experience in strategic sales, project management, and business development for Fortune 500 companies. She has worked extensively with engineering and technical services for companies like Caterpillar, John Deere, and DRS Technologies, managing both domestic and offshore teams on projects involving product design, analysis, and testing. Currently, Quinn is the Director of Strategic Development for a drone services company, working to establish inspection and data capture services for industries like telecommunications and environmental services.
QA Software is a leading provider of document management solutions for engineering and construction projects. In this document, the CEO discusses how QA Software has experienced its most successful period to date by providing cloud-based collaboration technology to over 100 infrastructure projects valued at $80 billion. The CEO highlights their team's expertise and continued innovation to simplify document management and enhance their industry-leading products.
Continental Advisory Services is an investment firm that focuses on industries like oil/gas, healthcare, aerospace, and engineering. It has portfolio companies in sectors such as TMT, energy, life sciences, and professional engineering. One portfolio company, Urban Logistics Advisory Services, pools complementary engineering/logistics companies in aeronautics, TMT, engineering for real estate, software, lithium technology, and environmental risk management. The document then provides overviews of several companies that are part of ULAS, describing their operations and services in aerospace logistics, aircraft part supply, lithium battery development, engineering consulting, IT services, cybersecurity, and environmental consulting.
MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docxgertrudebellgrove
MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build houses for an emerging market created by the return of veterans after World War II. PMC built standard houses in subdivisions throughout North Carolina and South Carolina and quickly gained a reputation for quality construction delivered on time and on budget. As the number of new homes and subdivisions grew, so did the demand for other amenities. PMC was well positioned to expand its business to meet the need in the market for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial building, and small industrial plants. During this time, PMC grew in size and profitability, increased its bonding capacity, and developed both technical and management expertise. During the 1970s, PMC diversified and began building manufacturing plants for the food, auto, steel and aluminum, and oil and pipeline industries. By 1976, PMC was out of the housing construction business and turned its focus to large industrial plants. It incorporated the mining and chemical industries into the range of industries it served. PMC also grew geographically, serving clients in North America, South America, Europe, Asia, and the Middle East.
PMC developed additional expertise, through acquisitions and in-house development, to offer a full range of engineering and construction services to its clients. By 2005, the company provided a full range of services, from site location to plant startup. PMC could help a client find a location for its plant, design the equipment and facilities, procure all the materials and equipment to build and start up the plant, and train the workforce for the new plant. A client could purchase any or all of the services needed to locate, design, construct, and start up a new plant.
By 2015, PMC was a public corporation, operating in 27 countries, and managing more than $10 billion in projects. PMC organized around three components for managing large industrial projects: technical knowledge and expertise, regional knowledge and administrative support, and industrial knowledge and relationships.
Today, PMC corporate headquarters houses executive leaders, who determine corporate strategy. Financial management, legal and human resources functions, and government relations staff are also housed at corporate headquarters. Staff at headquarters focus on strategy and how to deploy the strategy throughout the organization. For example, the director for safety and security establishes global policies and procedures for safety and security and the regional offices are responsible for regionalizing these policies and assuring compliance on all projects within the region.
Regional offices are established throughout the globe to manage the projects within that region. A senior vice president in the regional office manages operations, including all projects and sa ...
MSPM 6170 PMC Corporation Case StudyPart 1 PMC History and O.docxadkinspaige22
MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build houses for an emerging market created by the return of veterans after World War II. PMC built standard houses in subdivisions throughout North Carolina and South Carolina and quickly gained a reputation for quality construction delivered on time and on budget. As the number of new homes and subdivisions grew, so did the demand for other amenities. PMC was well positioned to expand its business to meet the need in the market for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial building, and small industrial plants. During this time, PMC grew in size and profitability, increased its bonding capacity, and developed both technical and management expertise. During the 1970s, PMC diversified and began building manufacturing plants for the food, auto, steel and aluminum, and oil and pipeline industries. By 1976, PMC was out of the housing construction business and turned its focus to large industrial plants. It incorporated the mining and chemical industries into the range of industries it served. PMC also grew geographically, serving clients in North America, South America, Europe, Asia, and the Middle East.
PMC developed additional expertise, through acquisitions and in-house development, to offer a full range of engineering and construction services to its clients. By 2005, the company provided a full range of services, from site location to plant startup. PMC could help a client find a location for its plant, design the equipment and facilities, procure all the materials and equipment to build and start up the plant, and train the workforce for the new plant. A client could purchase any or all of the services needed to locate, design, construct, and start up a new plant.
By 2015, PMC was a public corporation, operating in 27 countries, and managing more than $10 billion in projects. PMC organized around three components for managing large industrial projects: technical knowledge and expertise, regional knowledge and administrative support, and industrial knowledge and relationships.
Today, PMC corporate headquarters houses executive leaders, who determine corporate strategy. Financial management, legal and human resources functions, and government relations staff are also housed at corporate headquarters. Staff at headquarters focus on strategy and how to deploy the strategy throughout the organization. For example, the director for safety and security establishes global policies and procedures for safety and security and the regional offices are responsible for regionalizing these policies and assuring compliance on all projects within the region.
Regional offices are established throughout the globe to manage the projects within that region. A senior vice president in the regional office manages operations, including all projects and sa.
Ƨafe Builders is a construction company located in Catanduanes, Philippines that is owned by Adda and Nico Zafe. The company aims to expand into commercial construction projects to increase profits. Ƨafe Builders offers services like design, site preparation, carpentry and more. There is high demand for construction in the growing Bicol region market. The company plans to focus on office building projects which have the highest margins. Ƨafe Builders will leverage the owners' connections and gain materials at low costs to underbid competitors.
This document brings together a set
of latest data points and publicly
available information relevant for
Manufacturing Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
Allianz construction (part one) - Market Outlook and IssuesGraeme Cross
This document provides an overview of the construction industry in the UK, including the current market outlook and some key issues. It notes that the construction sector is showing signs of recovery with growth predicted at 5% in 2015. However, it also outlines several risks and challenges facing the industry, such as skills shortages in trades like bricklaying, the introduction of new technologies like building information modeling (BIM), an increase in timber frame construction which poses greater fire risks, more extreme weather patterns due to climate change, and the risk of purchasing counterfeit equipment to meet demand. The document aims to help insurers understand the issues in the sector in order to provide robust risk management support and advice to construction firms.
Tracy Quinn has over 18 years of experience in strategic sales, project management, and business development for Fortune 500 companies. She has worked extensively with engineering and technical services for companies like Caterpillar, John Deere, and DRS Technologies, managing both domestic and offshore teams on projects involving product design, analysis, and testing. Currently, Quinn is the Director of Strategic Development for a drone services company, working to establish inspection and data capture services for industries like telecommunications and environmental services.
QA Software is a leading provider of document management solutions for engineering and construction projects. In this document, the CEO discusses how QA Software has experienced its most successful period to date by providing cloud-based collaboration technology to over 100 infrastructure projects valued at $80 billion. The CEO highlights their team's expertise and continued innovation to simplify document management and enhance their industry-leading products.
Continental Advisory Services is an investment firm that focuses on industries like oil/gas, healthcare, aerospace, and engineering. It has portfolio companies in sectors such as TMT, energy, life sciences, and professional engineering. One portfolio company, Urban Logistics Advisory Services, pools complementary engineering/logistics companies in aeronautics, TMT, engineering for real estate, software, lithium technology, and environmental risk management. The document then provides overviews of several companies that are part of ULAS, describing their operations and services in aerospace logistics, aircraft part supply, lithium battery development, engineering consulting, IT services, cybersecurity, and environmental consulting.
6Project Management Terms and ConceptsPost Universit.docxstandfordabbot
6
Project Management Terms and Concepts
Post University
Professor: Dr. Kathy Milhauser
Introduction
Project management involves a process that leads a team to achieve a project's goals and objectives. It is the use of particular techniques, tools, skills, and knowledge in delivering a valuable aspect to the customers. Implementation of a project entails numerous stakeholders with respective roles to play in successfully completing the process. It also encompasses risks that affect the outcome of the implementation process. The impact risk factors might have on the process heavily relies on the techniques the project management will decide to utilize.
The Project Overview
The article chosen is about the project that Samsung recently unveiled. The project involves the construction of Samsung's first semiconductor fabrication facility in Taylor, Texas. The facility, which is intended to be located near Austin, Texas, is estimated to amount to a budget of $17 billion. It was set to begin this year and be completed by 2024 (The Guardian, 2021). The project cost estimation covers the buildings, machinery and equipment, and property improvement. Once completed, the project is said to be the substantial leading investment of the South Korean project in the United States. Samsung has operated a chip manufacturing entity in Austin since the late 1990s and has consistently shown its need to advance its chip operations within the country to curb stiff competition offered by larger entities like Apple, Google, and Amazon located within the geographical region. The company aims to take advantage of its technical experience to earn a significant share in the market of chip manufacturers globally. It is one of the leading technology-based organizations globally that drives the global market's largest share.
Components of the Project
The Project Qualification
In essence, a project is termed to be a project if it is a temporary endeavor and the entity responsible undertakes it for the creation of a unique product or service intending to solve a problem in the market. The first qualification that qualifies for the Samsung project is its satisfying qualities in a set of requirements. Following the rapid increase of chips' demand across the globe as technology continues to advance and expand, the company intends to fill the gap of needing more products to satisfy the market needs. Another qualification trait is its sequenced schedule of activities (San Cristóbal et al., 2018). Samsung has highlighted the sequence of when and how different tasks will be carried out within a certain period. The project also has a well-stated scope, time, and cost estimate that defines its starting and completion points.
Project Objectives
The company's objective with the project is to diversify its manufacturing operations globally geographically. Currently, the company is known for its diversified products and services it supplies to the marketplace. It aims at widenin.
This document brings together a set of latest data points and publicly available information relevant Manufacturing for. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Citec provided multi-discipline engineering services for a 47MW captive power plant project in Saudi Arabia for their customer Wärtsilä. The power plant uses new high-efficiency Wärtsilä 32TS engines optimized for the extreme ambient temperatures up to 50 degrees Celsius at the mountain desert site. Citec delivered full engineering, procurement, and construction (EPC) services from 17,000 hours of 200 engineers in India and Finland. The project demonstrated Citec's capabilities in executing complex projects using their operating model of local presence with global resourcing.
Pankaj Panchal is a results-oriented professional with over 32 years of international experience in project management, business development, and mechanical engineering. He has extensive experience directing projects from $10 million to over $50 million across various industries. Most recently, he served as General Manager for a commercial air conditioning division in Nigeria, where he grew sales by 300% over 5 years. He is proficient in several design and project management software, and holds licenses to practice engineering internationally.
IT Shades publishes a monthly newsletter called I-Bytes for the manufacturing industry. The October 2020 edition includes several articles in the "Financial, M&A Updates" section summarizing recent acquisitions and investments in the manufacturing sector. Companies mentioned include AECOM selling its power construction business, Air Liquide investing in China and acquiring a company to expand its cryogenics expertise, AkzoNobel increasing powder coatings capacity, and Alstom revising the terms of its acquisition of Bombardier Transportation.
TMI Climate Solutions needed an 59,000-square-foot expansion that could hold six cranes to support 130 tons – all over the current shipping bays, without missing a beat in production. In addition to capacity and logistical challenges, a record-breaking 83.9 inches of snow fell during construction. Thanks to Butler’s extensive regional manufacturing and a lot of planning and coordination, Butler Builder® Rhoads & Johnson was able to keep the project on time and under budget.
Sinort Trading CC is a South African construction and engineering services company established in 2009. It provides various services including vinyl sheeting, suspended ceilings, flooring, electrical work, and more. The company aims to bridge gaps in the economy and empower communities through job creation and participation. It is led by a team of young, dynamic professionals and has experience with projects in infrastructure, energy, buildings, and more.
IMT is a vertically integrated construction and construction materials company operating in the United States. They specialize in rebar fabrication and installation, construction management, concrete construction, and hedging commodity risks. IMT aims to become one of the largest diversified construction companies through a focus on professionalism, safety, quality, and steady growth. They have experienced significant revenue and earnings growth in recent years and aim to continue this trajectory.
This document brings together a set of latest data points and publicly available information relevant for IOT & AR. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Insights 2016 - Interview at page 46 - M.MataMarcelo Mata
Industrial Solutions is a world leader in planning, construction, and service for industrial plants and systems. It develops efficient, reliable, and sustainable solutions throughout the entire lifecycle of projects. With around 19,000 employees globally, Industrial Solutions provides turnkey solutions worldwide using innovative and resource-conserving technologies. It has a strong presence in industries such as chemicals, mining, cement, naval, automotive, and aerospace.
This document brings together a set
of latest data points and publicly
available information relevant for
Resources Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
The Interview - Steve Gill - MIDSTREAM Business nov/dec 2016SNC-Lavalin
Interview with Steve R. Gill, CEO of Production & Processing Solutions in the Oil & Gas Division of SNC-Lavalin.
Interview by Paul Hart, MIDSTREAM Business.
MIDSTREAM Business, nov/dec 2016
Dynasil - 2019 Annual Meeting of Stockholders Presentation
Highlights:
1. Continued growth in Optics revenue through organic growth and opportunistic acquisitions
• Bid on two Optics acquisitions in 2018 – neither successful
2. Conversion of job shop revenue stream across the Optics companies to more predictable, longer term,
recurring revenue
• 2018 launch of HEAR/IR business
• 2018 launch of optical assembly business
3. Develop technology and transfer into commercial development
• RMD scintillator technology (CLYC, CsI, CLLBC, SrI, HRM)
• Xcede Patch was pulled prior to clinical trials
4. Maintain conformity with loan covenants. Improve overall cost of capital through conversion to lower
cost funding where possible.
5. Capital allocation to support the above objectives
• Investment in HEAR/IR capital and assembly clean room space during 2018
6. Focus on shareholder returns
Revenue increased from $37.3 million in fiscal 2017 to $40.7 million in 2018
• Optics revenue increased 20%, from $19.3 million to $23.1 million
• Innovation and Development revenue decreased 2%, from $18.0 million to
$17.6 million
Net Income from Operations increased from a loss of $0.6 million in 2017 to
income of $0.2 million in 2018
Utilipath is a design/build solutions company that provides services such as structured cabling, wireless, security, and networking. Their mission is to build the future of communications through industry-leading project execution from the data center to the customer premise. They have experience with large projects for transportation, defense, and telecommunications companies. Notable case studies include the longest directional bore project in North America and a multi-year master contract. The executive team, including the founder Lindon Hayes, has extensive experience in construction, telecommunications, and business management.
Professional Industrial Consultants (PIC) provides program management, construction management, and project management services to automotive and industrial clients. They have extensive experience managing complex industrial projects from feasibility studies through closeout. PIC utilizes proven project management processes and a staff with many years of experience in automotive, manufacturing, and construction to deliver projects on time and on budget.
ORBCOMM provides machine-to-machine communication technology and industrial IoT solutions. It has experienced significant growth through acquisitions that have expanded its product and service offerings and subscriber base. ORBCOMM sees opportunities in transportation asset management, heavy equipment, energy, maritime, and government sectors as the industrial IoT market grows substantially over the next few years. The company aims to continue its successful execution and deliver shareholder value through recurring service revenue growth, cost controls, and expanding into new markets and geographies.
The document discusses factors that influence the location decisions of industries. Some key factors discussed include availability of raw materials, energy supplies, land costs, proximity to markets, availability of skilled labor, costs of labor, presence of related industries, and changing technology. It provides examples of how certain industries have located based on these factors and how some industries have become more "footloose" and able to locate in more places due to technological changes. It also discusses how some business functions like back offices and certain types of work like software development are increasingly being located away from major cities to reduce costs and how more people are working from home.
Jason Dixon is a degree qualified project manager with over 20 years of experience managing international commercial projects. He has experience leading teams and running complex, multi-million pound projects in industries such as offshore equipment, material handling, steel processing, and aviation. His background includes improving project execution processes, developing teams, and completing projects on time and on budget.
DNI Metals Inc. has a new management team with a new vision and focus. They are acquiring assets to become a cash-flow positive graphite company, including a profitable technical lab in Canada and wholesale graphite sales from Brazil. They also own a graphite exploration project in Madagascar that has potential for a large resource based on positive initial results. The management team has experience in financing mining projects and operating in international jurisdictions like Brazil and Madagascar. The company plans to complete an acquisition, raise funds, advance their projects, and begin production over the next two years to become a reliable supplier of natural graphite.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
More Related Content
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6Project Management Terms and ConceptsPost Universit.docxstandfordabbot
6
Project Management Terms and Concepts
Post University
Professor: Dr. Kathy Milhauser
Introduction
Project management involves a process that leads a team to achieve a project's goals and objectives. It is the use of particular techniques, tools, skills, and knowledge in delivering a valuable aspect to the customers. Implementation of a project entails numerous stakeholders with respective roles to play in successfully completing the process. It also encompasses risks that affect the outcome of the implementation process. The impact risk factors might have on the process heavily relies on the techniques the project management will decide to utilize.
The Project Overview
The article chosen is about the project that Samsung recently unveiled. The project involves the construction of Samsung's first semiconductor fabrication facility in Taylor, Texas. The facility, which is intended to be located near Austin, Texas, is estimated to amount to a budget of $17 billion. It was set to begin this year and be completed by 2024 (The Guardian, 2021). The project cost estimation covers the buildings, machinery and equipment, and property improvement. Once completed, the project is said to be the substantial leading investment of the South Korean project in the United States. Samsung has operated a chip manufacturing entity in Austin since the late 1990s and has consistently shown its need to advance its chip operations within the country to curb stiff competition offered by larger entities like Apple, Google, and Amazon located within the geographical region. The company aims to take advantage of its technical experience to earn a significant share in the market of chip manufacturers globally. It is one of the leading technology-based organizations globally that drives the global market's largest share.
Components of the Project
The Project Qualification
In essence, a project is termed to be a project if it is a temporary endeavor and the entity responsible undertakes it for the creation of a unique product or service intending to solve a problem in the market. The first qualification that qualifies for the Samsung project is its satisfying qualities in a set of requirements. Following the rapid increase of chips' demand across the globe as technology continues to advance and expand, the company intends to fill the gap of needing more products to satisfy the market needs. Another qualification trait is its sequenced schedule of activities (San Cristóbal et al., 2018). Samsung has highlighted the sequence of when and how different tasks will be carried out within a certain period. The project also has a well-stated scope, time, and cost estimate that defines its starting and completion points.
Project Objectives
The company's objective with the project is to diversify its manufacturing operations globally geographically. Currently, the company is known for its diversified products and services it supplies to the marketplace. It aims at widenin.
This document brings together a set of latest data points and publicly available information relevant Manufacturing for. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Citec provided multi-discipline engineering services for a 47MW captive power plant project in Saudi Arabia for their customer Wärtsilä. The power plant uses new high-efficiency Wärtsilä 32TS engines optimized for the extreme ambient temperatures up to 50 degrees Celsius at the mountain desert site. Citec delivered full engineering, procurement, and construction (EPC) services from 17,000 hours of 200 engineers in India and Finland. The project demonstrated Citec's capabilities in executing complex projects using their operating model of local presence with global resourcing.
Pankaj Panchal is a results-oriented professional with over 32 years of international experience in project management, business development, and mechanical engineering. He has extensive experience directing projects from $10 million to over $50 million across various industries. Most recently, he served as General Manager for a commercial air conditioning division in Nigeria, where he grew sales by 300% over 5 years. He is proficient in several design and project management software, and holds licenses to practice engineering internationally.
IT Shades publishes a monthly newsletter called I-Bytes for the manufacturing industry. The October 2020 edition includes several articles in the "Financial, M&A Updates" section summarizing recent acquisitions and investments in the manufacturing sector. Companies mentioned include AECOM selling its power construction business, Air Liquide investing in China and acquiring a company to expand its cryogenics expertise, AkzoNobel increasing powder coatings capacity, and Alstom revising the terms of its acquisition of Bombardier Transportation.
TMI Climate Solutions needed an 59,000-square-foot expansion that could hold six cranes to support 130 tons – all over the current shipping bays, without missing a beat in production. In addition to capacity and logistical challenges, a record-breaking 83.9 inches of snow fell during construction. Thanks to Butler’s extensive regional manufacturing and a lot of planning and coordination, Butler Builder® Rhoads & Johnson was able to keep the project on time and under budget.
Sinort Trading CC is a South African construction and engineering services company established in 2009. It provides various services including vinyl sheeting, suspended ceilings, flooring, electrical work, and more. The company aims to bridge gaps in the economy and empower communities through job creation and participation. It is led by a team of young, dynamic professionals and has experience with projects in infrastructure, energy, buildings, and more.
IMT is a vertically integrated construction and construction materials company operating in the United States. They specialize in rebar fabrication and installation, construction management, concrete construction, and hedging commodity risks. IMT aims to become one of the largest diversified construction companies through a focus on professionalism, safety, quality, and steady growth. They have experienced significant revenue and earnings growth in recent years and aim to continue this trajectory.
This document brings together a set of latest data points and publicly available information relevant for IOT & AR. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Insights 2016 - Interview at page 46 - M.MataMarcelo Mata
Industrial Solutions is a world leader in planning, construction, and service for industrial plants and systems. It develops efficient, reliable, and sustainable solutions throughout the entire lifecycle of projects. With around 19,000 employees globally, Industrial Solutions provides turnkey solutions worldwide using innovative and resource-conserving technologies. It has a strong presence in industries such as chemicals, mining, cement, naval, automotive, and aerospace.
This document brings together a set
of latest data points and publicly
available information relevant for
Resources Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
The Interview - Steve Gill - MIDSTREAM Business nov/dec 2016SNC-Lavalin
Interview with Steve R. Gill, CEO of Production & Processing Solutions in the Oil & Gas Division of SNC-Lavalin.
Interview by Paul Hart, MIDSTREAM Business.
MIDSTREAM Business, nov/dec 2016
Dynasil - 2019 Annual Meeting of Stockholders Presentation
Highlights:
1. Continued growth in Optics revenue through organic growth and opportunistic acquisitions
• Bid on two Optics acquisitions in 2018 – neither successful
2. Conversion of job shop revenue stream across the Optics companies to more predictable, longer term,
recurring revenue
• 2018 launch of HEAR/IR business
• 2018 launch of optical assembly business
3. Develop technology and transfer into commercial development
• RMD scintillator technology (CLYC, CsI, CLLBC, SrI, HRM)
• Xcede Patch was pulled prior to clinical trials
4. Maintain conformity with loan covenants. Improve overall cost of capital through conversion to lower
cost funding where possible.
5. Capital allocation to support the above objectives
• Investment in HEAR/IR capital and assembly clean room space during 2018
6. Focus on shareholder returns
Revenue increased from $37.3 million in fiscal 2017 to $40.7 million in 2018
• Optics revenue increased 20%, from $19.3 million to $23.1 million
• Innovation and Development revenue decreased 2%, from $18.0 million to
$17.6 million
Net Income from Operations increased from a loss of $0.6 million in 2017 to
income of $0.2 million in 2018
Utilipath is a design/build solutions company that provides services such as structured cabling, wireless, security, and networking. Their mission is to build the future of communications through industry-leading project execution from the data center to the customer premise. They have experience with large projects for transportation, defense, and telecommunications companies. Notable case studies include the longest directional bore project in North America and a multi-year master contract. The executive team, including the founder Lindon Hayes, has extensive experience in construction, telecommunications, and business management.
Professional Industrial Consultants (PIC) provides program management, construction management, and project management services to automotive and industrial clients. They have extensive experience managing complex industrial projects from feasibility studies through closeout. PIC utilizes proven project management processes and a staff with many years of experience in automotive, manufacturing, and construction to deliver projects on time and on budget.
ORBCOMM provides machine-to-machine communication technology and industrial IoT solutions. It has experienced significant growth through acquisitions that have expanded its product and service offerings and subscriber base. ORBCOMM sees opportunities in transportation asset management, heavy equipment, energy, maritime, and government sectors as the industrial IoT market grows substantially over the next few years. The company aims to continue its successful execution and deliver shareholder value through recurring service revenue growth, cost controls, and expanding into new markets and geographies.
The document discusses factors that influence the location decisions of industries. Some key factors discussed include availability of raw materials, energy supplies, land costs, proximity to markets, availability of skilled labor, costs of labor, presence of related industries, and changing technology. It provides examples of how certain industries have located based on these factors and how some industries have become more "footloose" and able to locate in more places due to technological changes. It also discusses how some business functions like back offices and certain types of work like software development are increasingly being located away from major cities to reduce costs and how more people are working from home.
Jason Dixon is a degree qualified project manager with over 20 years of experience managing international commercial projects. He has experience leading teams and running complex, multi-million pound projects in industries such as offshore equipment, material handling, steel processing, and aviation. His background includes improving project execution processes, developing teams, and completing projects on time and on budget.
DNI Metals Inc. has a new management team with a new vision and focus. They are acquiring assets to become a cash-flow positive graphite company, including a profitable technical lab in Canada and wholesale graphite sales from Brazil. They also own a graphite exploration project in Madagascar that has potential for a large resource based on positive initial results. The management team has experience in financing mining projects and operating in international jurisdictions like Brazil and Madagascar. The company plans to complete an acquisition, raise funds, advance their projects, and begin production over the next two years to become a reliable supplier of natural graphite.
Similar to 2018 ProspectsIndustryClientProject NameLocationTotal Project Valu.docx (20)
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docxlorainedeserre
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docxlorainedeserre
This document outlines key concepts related to recognizing and analyzing ethical problems. It discusses how to distinguish ethical questions from clinical or legal ones, and introduces the common features of ethical problems - a moral agent, a course of action, and an outcome. It uses the story of a veteran, Bill, missing therapy appointments as an example, with his therapist Kate feeling uncertain about what to do.
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docxlorainedeserre
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3Moral Identity Codes of Ethics and Institutional Ethics .docxlorainedeserre
This document discusses codes of ethics and institutional ethics structures in healthcare organizations. It begins by outlining the key learning objectives which focus on understanding the importance of codes of ethics and how they reflect an organization's values. It then discusses the role of codes of ethics in shaping an organization's moral identity and standards of conduct. The document provides examples of codes from the American Medical Association and Trinity Health. It emphasizes that codes of ethics should apply to all healthcare workers and cover areas like cultural competence, privacy, and nondiscrimination. Institutional ethics committees and review boards also help address ethical issues.
3NIMH Opinion or FactThe National Institute of Mental Healt.docxlorainedeserre
3
NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docxlorainedeserre
3
Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docxlorainedeserre
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docxlorainedeserre
3
JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docxlorainedeserre
3
Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3HR StrategiesKey concepts and termsHigh commitment .docxlorainedeserre
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
3
Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docxlorainedeserre
3
Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docxlorainedeserre
380067.docx
by Jamie Feryll
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380067by Jamie Feryll380067ORIGINALITY REPORT380067WRITECHECK REPORT
Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docxlorainedeserre
This document summarizes theories of teaching from several influential learning theorists. It discusses how theorists like Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné viewed the role of the teacher based on their behavioral and cognitive learning theories derived from animal and child studies. They generally saw teaching as managing external conditions to ensure specified behavioral changes in learners. The document then contrasts this with theories of teaching from adult learning theorists like Rogers, who rejected the notion that teaching is controlling learning and saw the teacher's role differently.
38 Monthly Labor Review • June 2012TelecommutingThe.docxlorainedeserre
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
1. 2018 ProspectsIndustryClientProject NameLocationTotal
Project ValueProfit Start DateDuration
(years)RiskTechnologyComplexity LevelExecution
ApproachExecution ConsiderationsSales
PersonCommentsMiningNewmanBig
SurArgentina800M12M20194LL3Self Perform, Existing
partnersLarge project, new client JonesFinding skilled labor for
the project may be a problem.
Candor MiningX17Argentina500M10M20193LL2Self Perform,
Existing partnersDuplicate of X16 project we just
completedJonesThe X16 project had a chemical spill after the
project was complete.
NewmanBig NortaArgentina80M2M20202LL2Self Perform,
Existing partnersThis project will be a follow up to the Big Sur
Jones EscondidoBig EsteChile300M5M20193LL3Self Perform,
Existing partnersWe have not done a project for Escondido,
potential large client
JonesEscondido has a reputation for unsafe work practices.
EscondidoRed CliffChile500M7M20214LL2Self Perform,
Existing partnersWe have not done a project for Escondido,
potential large client
JonesEscondido has a reputation for unsafe work practices.
PipelineAribaPacific NorthPeru200M3M20193LL3General
ContractSuppliers may not have the capacity to take on
additional work. New regulations have been proposed that
would changes tariffs on the supplies and equipment that would
need to be imported for this project.CarterExxonOcean
PeakPeru800M10M20205LL3General ContractThis is a new
market for Exxon. We can leverage our relationship in other
regions. If we win the Exxon Project we will not be able to
work for Ariba on new projects because Ariba will not let
companies who manage projects for Exxon manage projects for
Ariba.CarterInfrastructureDepartment of Highways Santiago
InfrastructureChile200M10M20192LL2General ContractWe do
2. not have an existing relationship with contractors with the
technical expertise needed for this project. This is an
opportunity to develop a partnership with a local company with
the technical expertise for this project and potentially for future
projects.McCloudRoads will be built in environmentally
sensitive areas.Government of PeruLima
RailPeru900M25M20204MM4General ContractNew rail line
from Lima to Coast, new switching technology, will need
partner.
McCloudBecause the rail line will replace existing lines there
will be minimal environmental damage.Water
DepartmentSantiago UpgradeChile200M2M20192LL2General
ContractThis is an upgrade and expansion of water lines
throughout the city. first of five projects. Same company could
get all five. Local Partner needed to do specialized work
McCloudPort of Buenos Aires Port
UpgradeArgentina250M4M20202LL2General ContractThis is an
upgrade to Logistical Equipment, rail line and support
structures
McCloudCommercialBank of
ChileHeadquartersChile80M2M20192LL3General
ContractExisting partners are performing to expectation on
current projects. This client has a reputation for requesting
extra work without a change order.BaberThe Headquarters will
be located in the central city of Santiago. This will require a
logistics manager with the skills to transport supplies and
equipment to a very congested construction site.
City of LimaNew Football Stadium
Peru120M5M20203L3General ContractWe do not have
partnerships in Peru with the expertise for this project. We will
need to develop new partnerships with companies that do have
the expertise. Because the construction of a new football
stadium is a very visible project, there we will be news
organizations reporting on the progress and public meetings
3. interested in the progress of the project.BaberMayor asks us to
bid on the project.DT ResortsDT
TowerArgentina100M2M20192HL4General ContractOur
existing partners have the capability to perform on this project.
No additional partnerships are needed.BaberThis client is
notorious for not paying. Funding for the project included high
risk bonds. Permitting could be a problem.
MarriottMarriott SantiagoChile80m1M20192LL2General
ContractOur existing partners have the capability to perform on
this project. No additional partnerships are needed.BaberJW
DrewSantiago Office TowerChile250M22M20194MH4General
ContractOur existing partners have the capability to perform on
this project. No additional partnerships are needed.Baber24
Floor Office Building with both retail and residential space. The
project is located in a highly congested area of downtown
Santiago. There is a high likelihood of protesters because it
would mean demolishing historic buildings.TelecommAT&T
ChileWireless Network Chile20M2M20202LM3PartneringThe
project will need to develop a partnership with a company that
has good wireless technology capability for this
projectPerryThe wireless market is growing rapidly and this
will significantly increase the number of project prospects over
the next ten years.BA BroadbandProject
XArgentina30M4M20192MM4PartneringUse existing
construction partnerships. The project will use existing
technology. PerryLay Fiber Optic Cable, permitting, traffic,
very congested area.
Chemical DupontGalactica
Argentina500M50M20194LM3General ContractThe project will
need to develop partnerships with local companies to perform
electrical and plumbing work on the project.JohnsonLeverage
our existing relationship with Dupont Global. New Chemical
plant. Engineering and Construction. Use office in Texas for
engineering with support from Chile. Project manager from
Texas built identical plant in India.
Execution ApproachSelf Perform: PMC will employ its own
4. labor force to do the work.General Contract: PMC will contract
out the work that needs to be done.Partnering: PMC will share
profit and responsibility with another firm that brings technical
capability to the project.Existing Partners: PMC will employ
existing partners to do some of the work that needs to be done.
Proj EvalProject NameIndustry Increases Net
EarningsIntroduces New industryDevelops Technical
ExpertiseDevelops New Partnerships Promotes
SafetyContributes to Local EconomyPromotes Environmental
SustainabilityWeighted
ScoreCommentsWeighting20.0%10.0%10.0%10.0%10.0%20.0%
20.0%100.0%Big SurMining55832194.8Project will contribute
significantly to SLA profitability and introduces a new client.
We may need to develop or find more project skills to manage
the project. Score each project against the SLA goals on a scale
of 1 to 10Calculate the weighted scorePrioritize projects based
on weighted score
MSPM 6170 PMC Corporation Case Study
Part 1: PMC History and Organizational Structure
In 1947, Jim Kelly founded the PMC Corporation to build
houses for an emerging market created by the return of veterans
after World War II. PMC built standard houses in subdivisions
throughout North Carolina and South Carolina and quickly
gained a reputation for quality construction delivered on time
and on budget. As the number of new homes and subdivisions
grew, so did the demand for other amenities. PMC was well
positioned to expand its business to meet the need in the market
for commercial buildings and small industrial plants.
By 1960, PMC operated three divisions: housing, commercial
building, and small industrial plants. During this time, PMC
grew in size and profitability, increased its bonding capacity,
5. and developed both technical and management expertise. During
the 1970s, PMC diversified and began building manufacturing
plants for the food, auto, steel and aluminum, and oil and
pipeline industries. By 1976, PMC was out of the housing
construction business and turned its focus to large industrial
plants. It incorporated the mining and chemical industries into
the range of industries it served. PMC also grew geographically,
serving clients in North America, South America, Europe, Asia,
and the Middle East.
PMC developed additional expertise, through acquisitions and
in-house development, to offer a full range of engineering and
construction services to its clients. By 2005, the company
provided a full range of services, from site location to plant
startup. PMC could help a client find a location for its plant,
design the equipment and facilities, procure all the materials
and equipment to build and start up the plant, and train the
workforce for the new plant. A client could purchase any or all
of the services needed to locate, design, construct, and start up
a new plant.
By 2015, PMC was a public corporation, operating in 27
countries, and managing more than $10 billion in projects. PMC
organized around three components for managing large
industrial projects: technical knowledge and expertise, regional
knowledge and administrative support, and industrial knowledge
and relationships.
Today, PMC corporate headquarters houses executive leaders,
who determine corporate strategy. Financial management, legal
and human resources functions, and government relations staff
are also housed at corporate headquarters. Staff at headquarters
focus on strategy and how to deploy the strategy throughout the
organization. For example, the director for safety and security
establishes global policies and procedures for safety and
security and the regional offices are responsible for
6. regionalizing these policies and assuring compliance on all
projects within the region.
Regional offices are established throughout the globe to manage
the projects within that region. A senior vice president in the
regional office manages operations, including all projects and
sales and marketing. The regional vice president for sales and
marketing and the regional vice president of operations report to
the senior vice president for the region.
South Latin America Region (SLA)
The South Latin America region (SLA) includes responsibility
for the seven countries in the southern cone of Latin America:
Argentina, Brazil, Chile, Peru, Uruguay, Paraguay, and Bolivia.
The headquarters for the SLA region is located in Santiago,
Chile. The regional office provides logistical and administrative
support to all of the projects within the region. That support
includes accounting, legal, contract review, cultural and
language support, sales and marketing, and project oversight.
The SLA regional office houses the industry leaders for those
industries that have projects in the region. Industry leaders
include managers with expertise in managing projects within
their industry. Industry leaders report to the SLA vice president
of operations. Industry sales and market personnel focus on
developing and managing relationships with industry clients in
the region. The sales and marketing teams report to the SLA
vice president for sales and marketing.
Potential projects are identified by the industrial sales groups.
They do an initial evaluation of the projects and then submit the
potential projects to the regional office for final evaluation and
selection.
Execution Capacity and Oversight
7. The project management office (PMO) is located in Santiago,
Chile, and is managed by the SLA vice president of operations.
The PMO provides support for the projects in the region. It also
provides project management guidelines, project startup
facilitation, templates, and project management plans. Safety,
logistics, contract review, project accounting, technical and
leadership training, and technical support are available as
needed by the project. Project managers report to the SLA vice
president of operations.
Part 2: Evaluating, Selecting, and Prioritizing Portfolio Projects
SLA Regional Goals
To support the PMC corporate strategy, the SLA region
established the following goals:
· Increase net earnings 10% per year for the next 3 years.
· Introduce at least one new industry to the region.
· Develop additional technical expertise within the SLA region
to reduce dependency on resources from the United States.
· Develop two new local partnerships with companies that have
specific industry expertise.
· Promote safety.
· Contribute to the local economy by hiring and purchasing
locally.
· Manage projects sustainability by following environmentally
sustainable practices.
Currently, the mining, pipeline, infrastructure, commercial, and
telecom industries have projects in the SLA region.
Project Evaluation and Selection
8. The SLA vice president for sales and marketing receives input
from both the regional and industry group sales teams on
prospective projects in the region. The SLA vice president for
sales and marketing collects the information and records it in
the Prospective Project Register. She then completes the
Prospective Project Evaluation Form using established criteria
for meeting the SLA regional goals. The prospective projects
are then prioritized from the greatest to the lowest contribution
potential for meeting strategic goals.
Part 3: Argentina in the Spotlight: Monitoring and Controlling
Project
Performance
Les Walker, CEO of PMC Corporation, is visiting selected
company locations on his annual “walk around tour.” The tour
allows Les to visit several of the corporation’s operations and
get into the details of the projects in those locations. This tour
is promoted as an opportunity for employees to get to know the
CEO and express their ideas about how the company can
improve. Everyone knows that this is also an inspection, so the
operation needs to be in good order. Les will attend the SLA
Project Review Meeting, where the project managers present the
project data, discuss opportunities and issues, and resolve
problems.
Argentina has four active projects: two mining, one
infrastructure, and one commercial.
The Jones Mining Company has two ongoing projects in
Argentina. Jones Mining has been a good client for several
years, and Les Walker has a personal relationship with Mike
Jones, president of Jones Mining. He will be having dinner with
Mike Jones after the project review meeting.
Argentina Copper Mine Uno
9. The Argentina Copper Mine Uno project is Jones Mining’s
largest investment in South America and will represent 25% of
the revenues in South America over the next decade. Jose
Martin, the project manager, is considered one of the best
project managers in South America and was requested by the
client.
The safety record is excellent with no loss time accidents, and
the safety training program at the project site was recognized by
the corporate safety manager as the best in South America. The
monthly client surveys indicate a high level of satisfaction with
the project team, communication, responsiveness, and overall
approach to the project. The client highlighted the cleanliness
of the project site as an example of the project team
understanding the client’s culture. The safety approach was also
highlighted by the client as best in class. The local chamber of
commerce recognized Jose Martin for establishing a training
program in construction skills for local youth.
The original budget for the project was $250 million. The
current cost metrics for the project are:
· Planned Value (PV) is $90 million
· Actual Cost (AC) is $95 million
· Earned Value (EV) is $100 million
· Estimate at Completion (EAC) is $265 million
Argentina Copper Mine Dos
The Argentina Copper Mine Dos project is a test project in a
new region of Argentina to determine if there are greater
opportunities in that area. If the project goes well and the
region shows promise, Jones Mining plans to expand in this
region. Glen Smith is a new project manager. This is the first
time he is managing a project from the beginning of a project.
10. The project had a serious accident when one of the workers fell
from a platform, and the accident investigation indicated that
the worker was not properly tied off. The SLA region sent
safety experts to conduct a project audit and provide additional
training at the site. A second audit conducted 1 month later
indicated all but three recommendations were fully
implemented.
The client survey indicated concerns. The client rated the
project communication as extremely low because they had not
been informed about the accident until after the safety audit.
Also, there are several outstanding change orders, so a project
review has been scheduled by Mike Jones. There have been no
environmental fines or complaints.
The original budget for the project was $15.1 million. The
current cost metrics for the project are:
· Planned Value (PV) is $13 million
· Actual Cost (AC) is $15 million
· Earned Value (EV) is $12 million
· Estimate at Completion (EAC) is $15.5 million
Catamarca Bridge
The Catamarca Bridge project is the design and construction of
a major highway bridge in the state of Catamarca, Argentina.
This is the first infrastructure project for PMC Corporation in
Argentina. This is an opportunity for the SLA region to develop
a reputation for high-quality construction and also establish a
relationship with decision makers. The state of Catamarca has
plans for several major road and bridge projects in the next 10
years.
Sarah Lopez is an experienced infrastructure project manager in
11. the United States, but this is her first project in South America.
The project team developed new partnerships with local
companies and suppliers in Catamarca. There have been no
safety issues on the project. Ms Lopez is working closely with
the mayor of Catamarca to address local complaints about the
dust caused by the bridge construction. The client surveys
indicate general satisfaction with project performance, but the
client feels that Sarah could improve communications
management.
The original budget for the project was $230 million. The
current cost metrics for the project are:
· Planned Value (PV) is $74 million
· Actual Cost (AC) is $76 million
· Earned Value (EV) is $75 million
· Estimate at Completion (EAC) is $233 million
Shell Oil Office Building
The Shell Oil Office Building project resulted from the ongoing
relationship between PMC and Shell Oil. PMC does billions of
dollars in projects for Shell Oil around the world. Shell
contracted with PMC to build corporate headquarters and an
office complex. The project is almost complete with no safety
concerns and the client seems very satisfied. The client praised
the project for designing the building to meet the Green
Building Standard as recognized by the Green Building
Initiative. The project manager, Jose Pena, has requested to be
transferred back to Chile. Jose has recommended that the
assistant project manager be promoted and complete the project.
The original budget for the project was $17 million. The current
cost metrics for the project are:
· Planned Value (PV) is $16.7 million
12. · Actual Cost (AC) is $16.9 million
· Earned Value (EV) is $16.9 million
· Estimate at Completion (EAC) is $17.1 million
Argentina Project Performance Report
Project Name
Project Manager
Project Status: Red, Yellow, or Green
· Red: Needs immediate attention of SLA and industry
leadership
· Yellow: Issues have emerged, and SLA operation manager
should be involved
· Green: No significant issue
Schedule status:
· Provide SPI and discuss implications
Cost status:
· Provide CPI and discuss implications
Risk assessment:
· Evaluate current risk status
Client relations:
· Evaluate current status of relations with the client
Major issues:
· Summarize project issues and concerns, including management
response
Opportunities and alignment with SLA region goals:
· Opportunities for project improvement
· Opportunities for the SLA region
Part 4: Trouble Hits the SLA Region: Managing Risks in Project
Portfolios
Sid Johnson, the PMC corporate safety officer, is visiting the
region prior to the visit of CEO Les Walker. Mr. Johnson
requested a complete risk analysis of the top three risk projects
13. in the region. The regional safety manager met with the SLA
region operations manager to select the top three risk projects.
Summary of the projects selected for analysis by the PMC
corporate safety officer:
Argentina Copper Mine Dos
Glen Smith is a relatively new project manager but is
considered an expert in mining technologies. An Argentine
mining technical expert was hired to be the technical expert for
the project but resigned because of “constant criticism from the
project manager.”
The Argentina Copper Mine Dos is in a new region of South
America for the client, and there is a significant lack of
trained/skilled labor to perform the tasks needed for the project.
The project manager was able to contract a significant portion
of the construction work with Pico Construction Company. Pico
Construction is a small local company with experience in
housing and small industrial projects. Pico is a family business
with all the managers related to Ernesto Pico, the founder and
CEO. The project will need 50% of Pico’s workforce for the 6
months of the project to complete the work on time.
The project team submitted three change orders for additional
work that was performed on the project. The client rejected the
change orders, indicating that they had not approved the
additional work. The project manager, Glen Smith, has
requested a meeting with the stakeholders to negotiate the issue
about the work orders.
Mike Jones, CEO of Jones Mining, indicated that this region of
Argentina is looking less promising for possible expansion.
ATT Chile Fiber Optics
14. ATT Chile is expanding its fiber optics throughout the country.
The Chilean government set a priority of “bringing high-speed
Internet to every home in Chile.” This government initiative
supports governmental goals related to increasing educational
quality and access, heath care access and quality, and support of
economic development with technology.
This is the first of 20 projects planned by ATT Chile. John
Heinz managed a similar project in Chicago and brought his
entire project management team from Chicago to manage the
ATT Chile fiber optics project. The ATT Chile client sponsor,
Juan Casales, does not speak English and no one on the project
team speaks fluent Spanish.
A 6.8 earthquake hit Santiago, Chile, 3 weeks ago. A member of
the client’s team was killed on the project site. The damage to
the project work appears to be minimal. Although the contract
states that the client is responsible for any damage caused by
natural disasters, the client claims the work was not adequately
protected for earthquake zones.
Catamarca Bridge
The Catamarca Bridge design is 75% complete and the steel has
been ordered based on the approval of the structural drawing.
To date, labor costs and steel costs have been below estimates
that were developed based on experience in the United States.
However, conversations with the new partners on the project
indicate that lower performance in labor productivity and
increased costs for specialized steel for the project are likely.
The project manager, Sarah Lopez, has not revised cost
estimates or schedule changes.
The two new Argentine partners are performing well and have
established a good working relationship with the client. The
15. project review meetings are very formal, and no issues have
been raised during these meetings. After the meeting, the
project partners share with Sarah concerns expressed privately
to them. Although no major issues have arisen, Sarah is
concerned that the partners have a much better relationship with
the client than she does.
Below is the portfolio of projects in the SLA region based on
the information providedby the project manager for each
project. Safety is rated on a scale of one (1) to three (3), with 3
representing safety issues that need to be addressed. Risk was
rated as either yes (Y) on no (N). Yes indicates there was a risk
event identified in the initial risk assessment that occurred.
Project
Industry
Start
Date
Client
Safety
Risk
Comments
Argentina Copper Mine Uno
Mining
05/12/17
Jones Mining
1
N
Project cost, schedule, and quality in line with project plan.
Client surveys were very positive. Change orders are all
approved.
Argentina Copper Mine Dos
Mining
04/12/16
Jones Mining
2
16. N
Safety audit found contractors without appropriate safety
equipment. See audit report for details. Client expressed
concern over safety audit findings.
Catamarca Bridge
Infrastructure
05/12/17
Catamarca
1
N
This is a lump sum contract. Project is on schedule and cost. No
concerns.
Shell Oil Office Building
Commercial
10/12/16
Shell Oil
1
N
Project cost, schedule, and quality in line with project plan.
Client surveys were very positive. Client is selecting colors for
the various rooms. Ribbon cutting scheduled for Jan 1.
Chile Copper Mine Uno
Mining
04/10/17
Jones Mining
1
N
Project is on schedule and all change orders have been
approved. Client is discussing another project in 2020.
Exxon Headquarter
Bldg.
Commercial
01/10/18
Exxon
1
Y
17. Project is on schedule and all change orders have been
approved. The project is still assessing the earthquake damage
from last week.
Fiber Optics
Telecom
07/01/16
ATT Chile
1
N
Project experienced small damage in earthquake after project
signoff. The client insists that the project repair the damage.
Currently, in discussions with the client.
Lima Pipeline
Pipeline
02/01/18
Ariba
1
Y
Cost of pipe significantly increased because of new tariffs.
Client believes the cost increase should have been anticipated.
Project could be cancelled.
Pacific Pipeline
Pipeline
02/01/16
Ariba
1
N
All pipe was in- country before tariff increase. Delays in
permitting at the beginning of the project impacted the project
end date.
Part 5: SLA Procurement Resource
Issues with subcontractors in the SLA region caused significant
problems for the region and loss of profits. The SLA president
decided 3 years ago that all SLA region contracts with
18. subcontractors must be developed by procurement specialists in
the SLA region PMO. Contracts below $25,000 can be
developed by the project management team.
The SLA has three procurement specialists that must develop
contracts over $25,000.
· Contracts between $25,000 and $100,000 require 1 week to
prepare
· Contracts between $100,000 and $200,000 require 2 weeks to
prepare
· Contracts between $200,000 and $400,000 require 3 weeks to
prepare
· Contracts over $400,000 require 4 weeks to prepare.
Weeks are based on a 40-hour work week. No one procurement
specialist can work more than 20 hours overtime per week.
Therefore, a contract requiring 4 weeks can be completed in less
than 3 weeks with one procurement specialist using overtime.
The SLA procurement/contract specialists:
· Joe Spencer is the senior procurement specialist and has a
reputation for developing error-free contracts and is always on
time. Joe will work overtime, if required.
· Linda Rodriguez is new and can only be assigned to project
contracts in Chile.
· Sam Smith is a senior procurement specialist from Peru who is
now living in Chile. Sam will work overtime but not on a
project in Peru.
The SLA region project managers have identified 20 contracts
that need to be developed during the next 6 months. They are
listed below by project, the estimated cost of the contract, and
the due date for completing the contract by the procurement
specialists.
19. Argentina Projects:
Project A needs three contracts:
1. $275,000 by July 30
2. $574,000 by August 14
3. $630,000 November 30
Project B needs four contracts
1. $10,000 by August 30
2. $320,000 by September 30
3. $420,200 by September 30
4. $520,000 by December 30
Project C needs three contracts
1. $125,000 by July 31
2. $225,000 by October 30
3. $625,000 by November 21
Chile Projects:
Project D needs three contracts
1. $200,000 by November 1
2. $100,000 by November 1
3. $330,000 by December 31
Project E needs two contracts
1. $330,000 by July 31
2. $220,000 by September 30
Project F needs one contract
1. $670,000 by September 21
Peru Projects:
Project G needs two contracts
1. $500,000 by November 30
2. $637,000 by December 15