Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in wh.
ContemporaryProject ManagementTimothy J. Kloppenborg•kedsliemichal
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in wh ...
Bhopal Twenty Years Without Justice”httpswww.yout.docxtangyechloe
“Bhopal: Twenty Years Without Justice”
https://www.youtube.com/watch?time_continue=1&v=0csW97x8d24
Bhopal's on-going disaster
https://www.youtube.com/watch?time_continue=1&v=Jwh_wSJA9So
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves .
ContemporaryProject ManagementTimothy J. Kloppenborg•kedsliemichal
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in wh ...
Bhopal Twenty Years Without Justice”httpswww.yout.docxtangyechloe
“Bhopal: Twenty Years Without Justice”
https://www.youtube.com/watch?time_continue=1&v=0csW97x8d24
Bhopal's on-going disaster
https://www.youtube.com/watch?time_continue=1&v=Jwh_wSJA9So
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves .
ORGANIZATIONAL STRUCTURE EXERCISEInstructions Copy and paste yo.docxhoney690131
ORGANIZATIONAL STRUCTURE EXERCISE
Instructions: Copy and paste your Business Case from Week 2 assignment. Analyze the selected project to determine which organizational structure/culture (Section 4-2a on page 110) would be the ideal or preferred organizational structure for this project. Discuss why you selected this structure and justify that choice. Then, discuss which structure is the least preferred and explain/justify why this would not be a preferred organizational structure for your selected project. Provide specific examples, elements or components from the project to explain your justification. Each of the justification sections should be a minimum of 300 words.
Business Case (copy and paste):
Preferred Org Structure:
Least Preferred Org Structure:
Contemporary
Project Management
Timothy J. Kloppenborg
ò
Vittal Anantatmula
ò
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule re.
ORGANIZATIONAL STRUCTURE EXERCISEInstructions Copy and paste yo.docxjacksnathalie
ORGANIZATIONAL STRUCTURE EXERCISE
Instructions: Copy and paste your Business Case from Week 2 assignment. Analyze the selected project to determine which organizational structure/culture (Section 4-2a on page 110) would be the ideal or preferred organizational structure for this project. Discuss why you selected this structure and justify that choice. Then, discuss which structure is the least preferred and explain/justify why this would not be a preferred organizational structure for your selected project. Provide specific examples, elements or components from the project to explain your justification. Each of the justification sections should be a minimum of 300 words.
Business Case (copy and paste):
Preferred Org Structure:
Least Preferred Org Structure:
Contemporary
Project Management
Timothy J. Kloppenborg
ò
Vittal Anantatmula
ò
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule re.
Develop a research paper on the project charter process. Follow th.docxhcheryl1
Develop a research paper on the project charter process. Follow this outline:
PART 1: INTRODUCTION
1) Open the essay with an introduction section describing a project charter.
2) Summarize why a project charter is critical to project management success.
PART 2: PROJECT CHARTER LITERATURE REVIEW
1.) Define Project Charter (per PMBOK 6th Edition and course text book).
2.) List the various elements of a project charter and why each is used (i.e. title, scope overview, business case, background, etc.).
3.) Explain in-depth the following key components of the project charter: project vision, objectives, scope, project risk planning, assumptions, constraints and organization and implementation plan.
PART 3: CONCLUSION:
1.) What critical take-aways in the development process of a project charter would you incorporate into the role of a Project Manager?
2.) Highlight specific components of the project charter that may be most critical to the overall success of the entire project plan.
3.) Discuss preferred methods for stakeholder engagement throughout the project charter process and into project planning.
ASSIGNMENT DETAILS:
Please attend to the following guidelines:
1) Prepare your report in APA format.
2) Literature Review should utilize outside sources substantially. A literature review is a comprehensive narrative on the most recent scholarly work on a certain subject. Therefore, seven (7) to ten (10) scholarly or professional journal articles should be utilized for this section. Other sources (websites, blogs, dictionaries, etc.) may be used in support but do not count toward this total. Also, the sources need to be current research which means contemporary sources (no more than ten years old).
3) Paper must be typed, double-spaced, 12-point font, 10-12 pages. (Page count does not include title page or reference pages)
4) Properly cite all sources referenced and include a reference section.
5) Proofread the document carefully before submission!
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonw.
Develop a research paper on the project charter process. Follow th.docxtenoelrx
Develop a research paper on the project charter process. Follow this outline:
PART 1: INTRODUCTION
1) Open the essay with an introduction section describing a project charter.
2) Summarize why a project charter is critical to project management success.
PART 2: PROJECT CHARTER LITERATURE REVIEW
1.) Define Project Charter (per PMBOK 6th Edition and course text book).
2.) List the various elements of a project charter and why each is used (i.e. title, scope overview, business case, background, etc.).
3.) Explain in-depth the following key components of the project charter: project vision, objectives, scope, project risk planning, assumptions, constraints and organization and implementation plan.
PART 3: CONCLUSION:
1.) What critical take-aways in the development process of a project charter would you incorporate into the role of a Project Manager?
2.) Highlight specific components of the project charter that may be most critical to the overall success of the entire project plan.
3.) Discuss preferred methods for stakeholder engagement throughout the project charter process and into project planning.
ASSIGNMENT DETAILS:
Please attend to the following guidelines:
1) Prepare your report in APA format.
2) Literature Review should utilize outside sources substantially. A literature review is a comprehensive narrative on the most recent scholarly work on a certain subject. Therefore, seven (7) to ten (10) scholarly or professional journal articles should be utilized for this section. Other sources (websites, blogs, dictionaries, etc.) may be used in support but do not count toward this total. Also, the sources need to be current research which means contemporary sources (no more than ten years old).
3) Paper must be typed, double-spaced, 12-point font, 10-12 pages. (Page count does not include title page or reference pages)
4) Properly cite all sources referenced and include a reference section.
5) Proofread the document carefully before submission!
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonw.
Paper deadline[10 pts] Due Saturday 0321 Turn in the followin.docxaman341480
Paper deadline
[10 pts] Due Saturday 03/21 Turn in the following document, submitted by email, keeping the format below, including:
Title
Author’s name
Abstract
Copy your proposal paragraph here. [You will add your main quantitative results to this paragraph in a later assignment]
I. Introduction
First paragraph: motivation and question:
· Present data or references showing why your question is important. 10 sentences.
Second paragraph: literature review (3 references at the very minimum):
· One connecting sentence to start the paragraph + 5 sentences by article +one sentence of conclusion regarding what we learn overall from the literature.
Description of what you are doing: theoretical model used, method, country, period:
· One connecting sentence + 4 sentences.
Quantitative results:[You will add your main quantitative results to this paragraph in a later assignment]
II. Methodology
a. [To be completed in a later assignment]
b. Calibration
i. Data description
Paragraph describing the data set. It must include important details, such as the provenance, the exact name of the data set, the frequency, and period covered.
ii. Parameters and model economy
Paragraph describing the table that you are filling below, which describes the ratios of the economy that you are studying (consumption/GDP, Investment/GDP, government expenditure/GDP, wage income/GDP). (Use program (7) Data treatment)
If you study two countries, make two tables.
Table 1: Actual versus model economy
Country
C/Y
I/Y
G/Y
wN/Y
Actual economy
Reference list
https://www.chicagomanualofstyle.org/tools_citationguide/citation-guide-1.html
Appendix
Your Mathematica code:
Data treatment, submitted as a separate file named: Your name_data1.nb
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, unde.
Nursing Discussion Rubric
Criteria Excellent Satisfactory Needs Improvement
Initial post
Content/Comprehension
Post demonstrates
depth of
understanding of
course content;
Addresses discussion
prompt completely;
offers clear point of
view and detail
(100%)
Post demonstrates
adequate depth of
understanding, but
does not address all
of discussion prompt;
point of view is
somewhat unclear
and detail is limited
(70%)
Post does not
demonstrate depth of
understanding of
course content;
Discussion prompt is
minimally addressed;
Point of view is
unclear and detail is
under-developed
(0%)
Initial Post
Timeliness
Submits initial post by
deadline
(100%)
Submits initial post one
to three days late.
(60%)
No initial post.
(0%)
Initial Post
Spelling/Grammar/Mechanics
Post has 0-1 spelling
or grammatical
errors; Properly cites
work in APA format
where required
(100%)
Post has 2-3 spelling
or grammatical
errors; Cites work in
APA format where
required with few
errors
(60%)
Posts have 3 or more
spelling or
grammatical errors;
Does not cite work
where required
(0%)
Peer Responses
Engagement/Classroom
Interaction
(One to two response posts,
please refer to the week’s
discussion for specific
requirements)
Submits required
number of response
posts; Responses
extend the discussion
by making
connections, relating
to others’ ideas and
adding supporting
detail
(100%)
Submits required
number of response
posts; Some
connections are made
with relevant
explanation and detail
(70%)
Responses are not
submitted; Responses
are generic, limited,
do not extend the
discussion or add
detail
(0%)
Peer Responses
Timeliness
Submits peer
response posts by
deadline
(100%)
Submits peer
response posts late
(0%)
Submits peer
response posts late
(0%)
Peer Responses
Spelling/Grammar/Mechanics
Posts have 0-1
spelling or
grammatical errors;
Properly cites work in
APA format where
required
(100%)
Posts have 2-3
spelling or
grammatical errors;
Cites work in APA
format where
required with few
errors
(60%)
Posts have 3 or more
spelling or
grammatical errors;
Does not cite work
where required
(0%)
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand th ...
Risk Breakdown Structure SUBURBAN HOMES CONSTRUCTION PRO.docxmalbert5
Risk Breakdown Structure
SUBURBAN HOMES CONSTRUCTION PROJECT
RISK BREAKDOWN STRUCTURE
OPERATIONAL STRATEGIC FINANCE EXTERNAL PROJECT
MANAGEMENT
Employee
Attitude
Delay in getting
accurate
information from
clients
Fluctuation of
Currency
Weather
Conditions
Unrealistic WBS
Office Culture Delay in getting
government
approvals
Loss of Financial
Partners
Natural Disasters Unrealistic
Resource
Allocation
Business
Processes
Indecisive Clients Drop in the
Market for
Investments
Site Conditions Ineffective
Communication
Availability of
Skills
Scope Creep Material Delay Inaccurate
Estimation
Unplanned Leaves Purchasing Error Labor Shortage Inaccurate
Planning Material Theft Site Accidents Installation Error
by Consultants System Failure
Running head: RISK BREAKDOWN STRUCTURE 1
RISK BREAKDOWN STRUCTURE3
Risk Breakdown Structure for Suburban Homes Project
Jagadish Thiruvayipati
University of the Cumberlands.
Risk Breakdown Structure for Suburban Homes Project
To ensure project success, risks must be effectively managed to keep the project on track. Below is a hierarchical structure of risk breakdown for the suburban homes construction project.
Level 0
Level 1
Level 2
Level 3
Project risk
Project Management
Customer and stakeholder
History and experience with home buyers and culture of local residents around new homes
Definition and stability of customer requirements
contractual
Corporate
The history, experience and culture of suburban homes project
Stability of the organization
Financials of suburban homes project
External
Regulators
Interest groups in the suburban project
Political factors and influence from the environment
Legal issues from the authorities e.g. labor laws and environmental laws
Local community
Opinion on the project
Benefits the community gains from the project
Contractors and subcontractors
Financial market
Labor market for the labor they hire
Labor conditions employees will engage in
Technology
Requirements
Complexity of the technology to be used
Conditions of using the new designs or technology
Scope uncertainty among contractors and project team
Performance
Technology limits
Technology maturity
Application
Organizational experience in using the specific technology for new homes
Physical resources to apply the technology
Personnel skill sets and experience needed to apply the technology
Organizational
Prioritization
Project priority
Decision making
Stability and timely
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Q.
Research Project Racial Equity in OregonYou can either write.docxaudeleypearl
Research Project
Racial Equity in Oregon
You can either write a paper which you then discuss, OR, create a presentation to share. Either way, please be prepared to share what you learned with your classmates.
“A” Project
· Discusses a topic, such as cultural appropriation, gentrification, the model minority myth, tone policing, white washing of history, or one of your choice; OR discusses a person of color who has been significant in Oregon history. Please discuss your topic with me to avoid repetition.
· Uses an accepted format for citations, with both in text citations and a works cited/bibliography page.
· Uses correct spelling, punctuation, grammar and sentence structure
· Is either a paper, Prezi, or Powerpoint. Papers should be a minimum of 3 pages, double spaced. Presentations must be 10 minutes in length. Be prepared to share either.
· Uses concrete examples from outside sources. You may also use course readings but not as the only source.
· Presents facts accurately.
“B” Paper
Paper quality fails to meet any oneor more of the above requirements
“C” Paper
Paper quality fails to meet any twoor more of the above requirements
“D” Paper
Paper quality fails to meet any threeor more of the above requirements
“F” Paper
Paper quality fails to meet any of the above requirements.
Additionally, evidence of plagiarism, even in an otherwise acceptable project, will result in a failed grade.
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing wi ...
HR517-B02 Managerial Accounting
Assignment #2
1
ASSIGNMENT #2: COST SUMMARY FOR TRAINING SESSION & ONGOING
EDUCATION
Miller Clinic is a privately owned Naturopathic Clinic in Winnipeg, Manitoba that specializes in
classic Traditional Chinese Medicine (TCM) treatment. As part of a five-year plan, Miller has
recently completed its expansion into four major areas of Winnipeg. It now offers treatment at
locations in Fort Gary, St. Boniface, Tuxedo and North End. In order to maintain consistency in
its services across all four of its locations and offer high-quality treatment, Dr. Miller has
decided to offer training and ongoing education for its team of 87 staff and practitioners.
Management is trying to decide between two methods of Knowledge-Based training and has
asked for your help.
Self-Directed Computer-
Based Distance Training
Classroom Training
Development time*
Initial: five months
Yearly updates: one week
Initial: one month
Yearly updates: one week
Internal developers
Three subject matter experts
(Dr. Miller, his wife and
assistant)
Three subject matter experts
(Dr. Miller, his wife and
assistant)
External developers
Web-based training developer
at $200,000
None
Training population
All primary participants
Maximum fifty participants
per session
Frequency
One time per participant
Presented quarterly;
participants attend as needed
Length
Administrative staff: one day
in total; at leisure
Practitioners: four days in
total; at leisure
Administrative staff: one day
Practitioners: four days
Location
In office or at other location
Rental space at $2,500 per
day all expenses included
* The development time estimated here is based on the fact that the owners have subject matter experts with
experience in developing training curricula and that basic modules will be used in each of the population-specific
training packages. If development time exceeds our estimate, training costs will increase.
If the company decides to offer the classroom training, the staff and practitioners will be paid to
attend the training and will be exempt from performing regular duties. The company estimates
that revenue for four days of normal business practices is approximately $40,000 among the four
locations. At each location, Miller employs two full-time administrative staff who make $200 a
HR517-B02 Managerial Accounting
Assignment #2
2
day and two part-time administrative staff that make approximately $80 a day and work 20 hours
per week (exactly half the hours of the full-time staff). The remainder of Miller’s employees are
practitioners. The practitioners’ average salary is $500 per day. The Millers will be providing
lunch if they decide to implement the classroom training which they budgeted $1000 per day.
Write a report to Dr. Miller explaining which training method you recommend he implement for
his employees ...
Paper #2 Macroeconomics Country ForecastAll students must pick .docxkarlhennesey
Paper #2: Macroeconomics Country Forecast
All students must pick a different country and must have the country approved by the professor. This is a major paper and should be a minimum of 1500 words.
Paper #2 is worth 20% of your overall course mark.
Forecasting the future is one of the most important things that economists are asked to do. Governments have a few macroeconomic tools that they can use to indicate how a country’s economy is doing. An important part of all macroeconomic courses is to develop an understanding of what these economic indicators are, as well as how they are created so that we can extrapolate into the future. In this paper, you are asked to use your newly acquired macroeconomic knowledge to predict the future.
It is expected that the paper will be free of grammatical errors.
This paper will be submitted through Turnitin to review for plagiarism.
Specifically, you are to forecast the following key macro-economic variables in your country of choice for five years starting with 2019 through 2023 using this simple chart:
Variable/Year
2019
2020
2021
2022
2023
5 year average
USD$Real GDP/Capita
Growth rate of Real GDP/Capita
Inflation Rate
Unemployment Rate
Interest Rate
1. Real GDP/Capita in USD$
2. The growth rate of Real GDP per Capita (% change per year)
3. The inflation rate (%)
4. The unemployment rate (%) and
5. Interest rates -5 year fixed mortgage rate.
Include the following sections in your paper. The breakdown of the marks will be:
1) Introduction (8%)
Explaining what you are going to write about.
2) Background and History (8%)
What are the important key historic factors? For example, did the country recently receive independence or become a member of the World Trade Organization or something else? What is the current economy like? Is it going through some sort of economic crisis or recession?
3) Definitions (10 %)
Define each variable (Five listed above) and explain how they are determined.
Explain why each variable is an important economic indicator and why these numbers are important to you or to people in that country. In other words, what will the real impact of these forecasts going to be on the people?
4) Five Year Average Predictions/Calculations (20%)
For the calculation and actual numbers of your predictions, the basic approach will be to calculate a five-year average for each of the four forecast variables.
5) Explanation of Predictions/Forecast (36%)
The most important part of the paper is your explanation.
Use your own words.
Carefully and completely explain why you believe that your forecast is true.
Convince the reader that your numbers are based on solid predictions and explain why. You may wish to sight historical information.
You are free to consult published forecasts and use them as a basis for your prediction.
6) Conclusion (10%)
The conclusion is a summary that not only reiterates the main points of the paper, but draws the paper together, ...
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxaidaclewer
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxdonnajames55
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxmaxinesmith73660
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
MS Project 2010 Instructions in Contemporary Project Manag.docxgilpinleeanna
MS Project 2010 Instructions in Contemporary Project Management 2e
Chapter MS Project
4 Introduction to MS Project 2010
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Over allocated Resources
Resource usage and Detailed Gantt views together
Dealing with Over Allocations
Manual leveling and judgment
9 Develop Bottom-up Project Budget
Assignment costs, activity costs, various cost perspectives
Develop Summary Project Budget
11 Baseline Project Plan
14 Report Progress
How MS Project recalculates based upon actual performance, current and future impacts
of variances, define the performance update process (what, when, and how)
Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-
based performance data, reschedule remaining work, revise estimates
15 Close Project
Complete schedule, archive schedule, capture and publish lessons learned
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contemporary Project
Management
ORGANIZE / PLAN / PERFORM
SECOND EDITION
T I M O T H Y J . K L O P P E N B O R G
Xavier University
Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textboo ...
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docxbobbywlane695641
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
15e
Australia ● Brazil ● Mexico ● Singapore ● United Kingdom ● United States
EugEnE F. Brigham
University of Florida
JoEl F. houston
University of Florida
Fundamentals of
FinanCial
managEmEnt
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Printed in the United States of America
Print Number: 01 Print Year: 2018
Fundamentals of Financial Management,
Fifteenth edition
Eugene F. Brigham and Joel F. Houston
Senior Vice President, Higher Ed Product,
Content, and Market Development: Erin Joyner
VP, B&E, 4LTR and Support Program:
Mike Schenk
Sr. Product Team Manager: Joe Sabatino
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Continually in our changing society we are learning how to interact .docxalfredacavx97
Continually in our changing society we are learning how to interact with people who have different beliefs, values, and attitudes. In 1-2 pages, describe a time when you had to learn about a new culture or way of life. (This could be another country, a different part of the USA, a new business, or a different school or family, and so on.) Using one theory from Module 02's reading and study, explain how the experience helped sharpen your communication skills. Explain how you were enriched by the experience.
If you quote an outside resource, please follow APA citation format.
.
Context There are four main categories of computer crimeComput.docxalfredacavx97
Context:
There are four main categories of computer crime:
Computer as the target of criminals,
criminals using computers to commit crimes,
computers being incidental to a crime, and
crime being facilitated due to the vast numbers of computers and digital devices in use today.
It is important to distinguish between these categories of computer crime in order to realize the different ways that digital devices can be involved in criminal activity.
Task Description:
Search the Internet or the library and find a real-world example of each of the four types of computer crime. Write a 5 page (1800 words) paper using APA Style. Discuss the specific crime that you found in each category, its effects on the target, and the social and economic cost of recovering from the crime.
.
More Related Content
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ORGANIZATIONAL STRUCTURE EXERCISEInstructions Copy and paste yo.docxhoney690131
ORGANIZATIONAL STRUCTURE EXERCISE
Instructions: Copy and paste your Business Case from Week 2 assignment. Analyze the selected project to determine which organizational structure/culture (Section 4-2a on page 110) would be the ideal or preferred organizational structure for this project. Discuss why you selected this structure and justify that choice. Then, discuss which structure is the least preferred and explain/justify why this would not be a preferred organizational structure for your selected project. Provide specific examples, elements or components from the project to explain your justification. Each of the justification sections should be a minimum of 300 words.
Business Case (copy and paste):
Preferred Org Structure:
Least Preferred Org Structure:
Contemporary
Project Management
Timothy J. Kloppenborg
ò
Vittal Anantatmula
ò
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule re.
ORGANIZATIONAL STRUCTURE EXERCISEInstructions Copy and paste yo.docxjacksnathalie
ORGANIZATIONAL STRUCTURE EXERCISE
Instructions: Copy and paste your Business Case from Week 2 assignment. Analyze the selected project to determine which organizational structure/culture (Section 4-2a on page 110) would be the ideal or preferred organizational structure for this project. Discuss why you selected this structure and justify that choice. Then, discuss which structure is the least preferred and explain/justify why this would not be a preferred organizational structure for your selected project. Provide specific examples, elements or components from the project to explain your justification. Each of the justification sections should be a minimum of 300 words.
Business Case (copy and paste):
Preferred Org Structure:
Least Preferred Org Structure:
Contemporary
Project Management
Timothy J. Kloppenborg
ò
Vittal Anantatmula
ò
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-based performance data,
reschedule re.
Develop a research paper on the project charter process. Follow th.docxhcheryl1
Develop a research paper on the project charter process. Follow this outline:
PART 1: INTRODUCTION
1) Open the essay with an introduction section describing a project charter.
2) Summarize why a project charter is critical to project management success.
PART 2: PROJECT CHARTER LITERATURE REVIEW
1.) Define Project Charter (per PMBOK 6th Edition and course text book).
2.) List the various elements of a project charter and why each is used (i.e. title, scope overview, business case, background, etc.).
3.) Explain in-depth the following key components of the project charter: project vision, objectives, scope, project risk planning, assumptions, constraints and organization and implementation plan.
PART 3: CONCLUSION:
1.) What critical take-aways in the development process of a project charter would you incorporate into the role of a Project Manager?
2.) Highlight specific components of the project charter that may be most critical to the overall success of the entire project plan.
3.) Discuss preferred methods for stakeholder engagement throughout the project charter process and into project planning.
ASSIGNMENT DETAILS:
Please attend to the following guidelines:
1) Prepare your report in APA format.
2) Literature Review should utilize outside sources substantially. A literature review is a comprehensive narrative on the most recent scholarly work on a certain subject. Therefore, seven (7) to ten (10) scholarly or professional journal articles should be utilized for this section. Other sources (websites, blogs, dictionaries, etc.) may be used in support but do not count toward this total. Also, the sources need to be current research which means contemporary sources (no more than ten years old).
3) Paper must be typed, double-spaced, 12-point font, 10-12 pages. (Page count does not include title page or reference pages)
4) Properly cite all sources referenced and include a reference section.
5) Proofread the document carefully before submission!
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonw.
Develop a research paper on the project charter process. Follow th.docxtenoelrx
Develop a research paper on the project charter process. Follow this outline:
PART 1: INTRODUCTION
1) Open the essay with an introduction section describing a project charter.
2) Summarize why a project charter is critical to project management success.
PART 2: PROJECT CHARTER LITERATURE REVIEW
1.) Define Project Charter (per PMBOK 6th Edition and course text book).
2.) List the various elements of a project charter and why each is used (i.e. title, scope overview, business case, background, etc.).
3.) Explain in-depth the following key components of the project charter: project vision, objectives, scope, project risk planning, assumptions, constraints and organization and implementation plan.
PART 3: CONCLUSION:
1.) What critical take-aways in the development process of a project charter would you incorporate into the role of a Project Manager?
2.) Highlight specific components of the project charter that may be most critical to the overall success of the entire project plan.
3.) Discuss preferred methods for stakeholder engagement throughout the project charter process and into project planning.
ASSIGNMENT DETAILS:
Please attend to the following guidelines:
1) Prepare your report in APA format.
2) Literature Review should utilize outside sources substantially. A literature review is a comprehensive narrative on the most recent scholarly work on a certain subject. Therefore, seven (7) to ten (10) scholarly or professional journal articles should be utilized for this section. Other sources (websites, blogs, dictionaries, etc.) may be used in support but do not count toward this total. Also, the sources need to be current research which means contemporary sources (no more than ten years old).
3) Paper must be typed, double-spaced, 12-point font, 10-12 pages. (Page count does not include title page or reference pages)
4) Properly cite all sources referenced and include a reference section.
5) Proofread the document carefully before submission!
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonw.
Paper deadline[10 pts] Due Saturday 0321 Turn in the followin.docxaman341480
Paper deadline
[10 pts] Due Saturday 03/21 Turn in the following document, submitted by email, keeping the format below, including:
Title
Author’s name
Abstract
Copy your proposal paragraph here. [You will add your main quantitative results to this paragraph in a later assignment]
I. Introduction
First paragraph: motivation and question:
· Present data or references showing why your question is important. 10 sentences.
Second paragraph: literature review (3 references at the very minimum):
· One connecting sentence to start the paragraph + 5 sentences by article +one sentence of conclusion regarding what we learn overall from the literature.
Description of what you are doing: theoretical model used, method, country, period:
· One connecting sentence + 4 sentences.
Quantitative results:[You will add your main quantitative results to this paragraph in a later assignment]
II. Methodology
a. [To be completed in a later assignment]
b. Calibration
i. Data description
Paragraph describing the data set. It must include important details, such as the provenance, the exact name of the data set, the frequency, and period covered.
ii. Parameters and model economy
Paragraph describing the table that you are filling below, which describes the ratios of the economy that you are studying (consumption/GDP, Investment/GDP, government expenditure/GDP, wage income/GDP). (Use program (7) Data treatment)
If you study two countries, make two tables.
Table 1: Actual versus model economy
Country
C/Y
I/Y
G/Y
wN/Y
Actual economy
Reference list
https://www.chicagomanualofstyle.org/tools_citationguide/citation-guide-1.html
Appendix
Your Mathematica code:
Data treatment, submitted as a separate file named: Your name_data1.nb
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, unde.
Nursing Discussion Rubric
Criteria Excellent Satisfactory Needs Improvement
Initial post
Content/Comprehension
Post demonstrates
depth of
understanding of
course content;
Addresses discussion
prompt completely;
offers clear point of
view and detail
(100%)
Post demonstrates
adequate depth of
understanding, but
does not address all
of discussion prompt;
point of view is
somewhat unclear
and detail is limited
(70%)
Post does not
demonstrate depth of
understanding of
course content;
Discussion prompt is
minimally addressed;
Point of view is
unclear and detail is
under-developed
(0%)
Initial Post
Timeliness
Submits initial post by
deadline
(100%)
Submits initial post one
to three days late.
(60%)
No initial post.
(0%)
Initial Post
Spelling/Grammar/Mechanics
Post has 0-1 spelling
or grammatical
errors; Properly cites
work in APA format
where required
(100%)
Post has 2-3 spelling
or grammatical
errors; Cites work in
APA format where
required with few
errors
(60%)
Posts have 3 or more
spelling or
grammatical errors;
Does not cite work
where required
(0%)
Peer Responses
Engagement/Classroom
Interaction
(One to two response posts,
please refer to the week’s
discussion for specific
requirements)
Submits required
number of response
posts; Responses
extend the discussion
by making
connections, relating
to others’ ideas and
adding supporting
detail
(100%)
Submits required
number of response
posts; Some
connections are made
with relevant
explanation and detail
(70%)
Responses are not
submitted; Responses
are generic, limited,
do not extend the
discussion or add
detail
(0%)
Peer Responses
Timeliness
Submits peer
response posts by
deadline
(100%)
Submits peer
response posts late
(0%)
Submits peer
response posts late
(0%)
Peer Responses
Spelling/Grammar/Mechanics
Posts have 0-1
spelling or
grammatical errors;
Properly cites work in
APA format where
required
(100%)
Posts have 2-3
spelling or
grammatical errors;
Cites work in APA
format where
required with few
errors
(60%)
Posts have 3 or more
spelling or
grammatical errors;
Does not cite work
where required
(0%)
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand th ...
Risk Breakdown Structure SUBURBAN HOMES CONSTRUCTION PRO.docxmalbert5
Risk Breakdown Structure
SUBURBAN HOMES CONSTRUCTION PROJECT
RISK BREAKDOWN STRUCTURE
OPERATIONAL STRATEGIC FINANCE EXTERNAL PROJECT
MANAGEMENT
Employee
Attitude
Delay in getting
accurate
information from
clients
Fluctuation of
Currency
Weather
Conditions
Unrealistic WBS
Office Culture Delay in getting
government
approvals
Loss of Financial
Partners
Natural Disasters Unrealistic
Resource
Allocation
Business
Processes
Indecisive Clients Drop in the
Market for
Investments
Site Conditions Ineffective
Communication
Availability of
Skills
Scope Creep Material Delay Inaccurate
Estimation
Unplanned Leaves Purchasing Error Labor Shortage Inaccurate
Planning Material Theft Site Accidents Installation Error
by Consultants System Failure
Running head: RISK BREAKDOWN STRUCTURE 1
RISK BREAKDOWN STRUCTURE3
Risk Breakdown Structure for Suburban Homes Project
Jagadish Thiruvayipati
University of the Cumberlands.
Risk Breakdown Structure for Suburban Homes Project
To ensure project success, risks must be effectively managed to keep the project on track. Below is a hierarchical structure of risk breakdown for the suburban homes construction project.
Level 0
Level 1
Level 2
Level 3
Project risk
Project Management
Customer and stakeholder
History and experience with home buyers and culture of local residents around new homes
Definition and stability of customer requirements
contractual
Corporate
The history, experience and culture of suburban homes project
Stability of the organization
Financials of suburban homes project
External
Regulators
Interest groups in the suburban project
Political factors and influence from the environment
Legal issues from the authorities e.g. labor laws and environmental laws
Local community
Opinion on the project
Benefits the community gains from the project
Contractors and subcontractors
Financial market
Labor market for the labor they hire
Labor conditions employees will engage in
Technology
Requirements
Complexity of the technology to be used
Conditions of using the new designs or technology
Scope uncertainty among contractors and project team
Performance
Technology limits
Technology maturity
Application
Organizational experience in using the specific technology for new homes
Physical resources to apply the technology
Personnel skill sets and experience needed to apply the technology
Organizational
Prioritization
Project priority
Decision making
Stability and timely
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Q.
Research Project Racial Equity in OregonYou can either write.docxaudeleypearl
Research Project
Racial Equity in Oregon
You can either write a paper which you then discuss, OR, create a presentation to share. Either way, please be prepared to share what you learned with your classmates.
“A” Project
· Discusses a topic, such as cultural appropriation, gentrification, the model minority myth, tone policing, white washing of history, or one of your choice; OR discusses a person of color who has been significant in Oregon history. Please discuss your topic with me to avoid repetition.
· Uses an accepted format for citations, with both in text citations and a works cited/bibliography page.
· Uses correct spelling, punctuation, grammar and sentence structure
· Is either a paper, Prezi, or Powerpoint. Papers should be a minimum of 3 pages, double spaced. Presentations must be 10 minutes in length. Be prepared to share either.
· Uses concrete examples from outside sources. You may also use course readings but not as the only source.
· Presents facts accurately.
“B” Paper
Paper quality fails to meet any oneor more of the above requirements
“C” Paper
Paper quality fails to meet any twoor more of the above requirements
“D” Paper
Paper quality fails to meet any threeor more of the above requirements
“F” Paper
Paper quality fails to meet any of the above requirements.
Additionally, evidence of plagiarism, even in an otherwise acceptable project, will result in a failed grade.
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, understand the network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing wi ...
HR517-B02 Managerial Accounting
Assignment #2
1
ASSIGNMENT #2: COST SUMMARY FOR TRAINING SESSION & ONGOING
EDUCATION
Miller Clinic is a privately owned Naturopathic Clinic in Winnipeg, Manitoba that specializes in
classic Traditional Chinese Medicine (TCM) treatment. As part of a five-year plan, Miller has
recently completed its expansion into four major areas of Winnipeg. It now offers treatment at
locations in Fort Gary, St. Boniface, Tuxedo and North End. In order to maintain consistency in
its services across all four of its locations and offer high-quality treatment, Dr. Miller has
decided to offer training and ongoing education for its team of 87 staff and practitioners.
Management is trying to decide between two methods of Knowledge-Based training and has
asked for your help.
Self-Directed Computer-
Based Distance Training
Classroom Training
Development time*
Initial: five months
Yearly updates: one week
Initial: one month
Yearly updates: one week
Internal developers
Three subject matter experts
(Dr. Miller, his wife and
assistant)
Three subject matter experts
(Dr. Miller, his wife and
assistant)
External developers
Web-based training developer
at $200,000
None
Training population
All primary participants
Maximum fifty participants
per session
Frequency
One time per participant
Presented quarterly;
participants attend as needed
Length
Administrative staff: one day
in total; at leisure
Practitioners: four days in
total; at leisure
Administrative staff: one day
Practitioners: four days
Location
In office or at other location
Rental space at $2,500 per
day all expenses included
* The development time estimated here is based on the fact that the owners have subject matter experts with
experience in developing training curricula and that basic modules will be used in each of the population-specific
training packages. If development time exceeds our estimate, training costs will increase.
If the company decides to offer the classroom training, the staff and practitioners will be paid to
attend the training and will be exempt from performing regular duties. The company estimates
that revenue for four days of normal business practices is approximately $40,000 among the four
locations. At each location, Miller employs two full-time administrative staff who make $200 a
HR517-B02 Managerial Accounting
Assignment #2
2
day and two part-time administrative staff that make approximately $80 a day and work 20 hours
per week (exactly half the hours of the full-time staff). The remainder of Miller’s employees are
practitioners. The practitioners’ average salary is $500 per day. The Millers will be providing
lunch if they decide to implement the classroom training which they budgeted $1000 per day.
Write a report to Dr. Miller explaining which training method you recommend he implement for
his employees ...
Paper #2 Macroeconomics Country ForecastAll students must pick .docxkarlhennesey
Paper #2: Macroeconomics Country Forecast
All students must pick a different country and must have the country approved by the professor. This is a major paper and should be a minimum of 1500 words.
Paper #2 is worth 20% of your overall course mark.
Forecasting the future is one of the most important things that economists are asked to do. Governments have a few macroeconomic tools that they can use to indicate how a country’s economy is doing. An important part of all macroeconomic courses is to develop an understanding of what these economic indicators are, as well as how they are created so that we can extrapolate into the future. In this paper, you are asked to use your newly acquired macroeconomic knowledge to predict the future.
It is expected that the paper will be free of grammatical errors.
This paper will be submitted through Turnitin to review for plagiarism.
Specifically, you are to forecast the following key macro-economic variables in your country of choice for five years starting with 2019 through 2023 using this simple chart:
Variable/Year
2019
2020
2021
2022
2023
5 year average
USD$Real GDP/Capita
Growth rate of Real GDP/Capita
Inflation Rate
Unemployment Rate
Interest Rate
1. Real GDP/Capita in USD$
2. The growth rate of Real GDP per Capita (% change per year)
3. The inflation rate (%)
4. The unemployment rate (%) and
5. Interest rates -5 year fixed mortgage rate.
Include the following sections in your paper. The breakdown of the marks will be:
1) Introduction (8%)
Explaining what you are going to write about.
2) Background and History (8%)
What are the important key historic factors? For example, did the country recently receive independence or become a member of the World Trade Organization or something else? What is the current economy like? Is it going through some sort of economic crisis or recession?
3) Definitions (10 %)
Define each variable (Five listed above) and explain how they are determined.
Explain why each variable is an important economic indicator and why these numbers are important to you or to people in that country. In other words, what will the real impact of these forecasts going to be on the people?
4) Five Year Average Predictions/Calculations (20%)
For the calculation and actual numbers of your predictions, the basic approach will be to calculate a five-year average for each of the four forecast variables.
5) Explanation of Predictions/Forecast (36%)
The most important part of the paper is your explanation.
Use your own words.
Carefully and completely explain why you believe that your forecast is true.
Convince the reader that your numbers are based on solid predictions and explain why. You may wish to sight historical information.
You are free to consult published forecasts and use them as a basis for your prediction.
6) Conclusion (10%)
The conclusion is a summary that not only reiterates the main points of the paper, but draws the paper together, ...
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxaidaclewer
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxdonnajames55
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
preferred online store www.cengagebrain.com
Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
Need a study break? Get a break on the study materials designed for your course!
Find Flashcards, Study Guides,
Solution
s Manuals and more . . .
Visit www.cengagebrain.com/studytools today to find discounted study tools!
MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
ContemporaryProject ManagementTimothy J. Kloppenborg Th i.docxmaxinesmith73660
Contemporary
Project Management
Timothy J. Kloppenborg Th ird Edition
Contemporary Project M
anagem
ent
K
loppenborg
Th ird Edition
To learn more about Cengage Learning, visit www.cengage.com
Purchase any of our products at your local college store or at our
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Contemporary Project Management, 3e includes both time-tested and cutting-edge
project management techniques that are invaluable to you as a student or practitioner.
Check out some of the features of this text:
• Agile Approach to Project Planning and Management. The text fully integrates the
agile approach and uses a margin icon and alternate font color to emphasize the
difference between agile and traditional project management methods.
• PMBOK ® Guide Approach. This edition covers all knowledge areas and processes
from the fi fth edition of the PMBOK® Guide and now includes ten PMBOK® Guide-type
questions at the end of each chapter. All glossary defi nitions also refl ect the fi fth edition
of the PMBOK® Guide.
• Real Project Management Examples. Each chapter contains examples from practitioners
at actual companies in the U.S. and abroad.
• Actual Projects as Learning Vehicles. At the end of each chapter, there is an example
project with a list of deliverables. Microsoft® Word and Excel templates for many
project management techniques are also available on the textbook companion site.
• Full Integration of Microsoft® Project Professional 2013. Using screen captures, the
text shows step-by-step instructions for automating project management techniques
and processes in Microsoft® Project 2013.
Contemporary
Project Management
Timothy J. Kloppenborg
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MS Project 2013 Instructions in Contemporary Project Management 3e
Chapter MS Project
4 Introduction to MS Project 2013
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Ove.
MS Project 2010 Instructions in Contemporary Project Manag.docxgilpinleeanna
MS Project 2010 Instructions in Contemporary Project Management 2e
Chapter MS Project
4 Introduction to MS Project 2010
Toolbars, ribbons, and window panes
Initialize MS Project for Use
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, projected finish dates, information
6 Set up Work Breakdown Structure (WBS)
Understand WBS definitions and displays, enter summaries, create the outline,
Insert row number column, Hide/show desired amount of detail
7 Set up Schedule in MS Project
Define organization’s holidays, turn off change highlighting, understand types
of project data
Build Logical Network Diagram
Enter tasks and milestones, define dependencies, understand network
diagram presentation, verify accuracy
Understand Critical Path
Assign duration estimates, identify critical path
Display and Print Schedules
8 Define Resources
Resource views, max units, resource calendars
Assigning Resources
In split view enter work, select resource, modify assignments
Identify Over allocated Resources
Resource usage and Detailed Gantt views together
Dealing with Over Allocations
Manual leveling and judgment
9 Develop Bottom-up Project Budget
Assignment costs, activity costs, various cost perspectives
Develop Summary Project Budget
11 Baseline Project Plan
14 Report Progress
How MS Project recalculates based upon actual performance, current and future impacts
of variances, define the performance update process (what, when, and how)
Update the Project Schedule
Acquire performance data, set and display status date, Enter duration-
based performance data, reschedule remaining work, revise estimates
15 Close Project
Complete schedule, archive schedule, capture and publish lessons learned
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Contemporary Project
Management
ORGANIZE / PLAN / PERFORM
SECOND EDITION
T I M O T H Y J . K L O P P E N B O R G
Xavier University
Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
This is an electronic version of the print textboo ...
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docxbobbywlane695641
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
15e
Australia ● Brazil ● Mexico ● Singapore ● United Kingdom ● United States
EugEnE F. Brigham
University of Florida
JoEl F. houston
University of Florida
Fundamentals of
FinanCial
managEmEnt
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
This is an electronic version of the print textbook. Due to electronic rights restrictions,
some third party content may be suppressed. Editorial review has deemed that any suppressed
content does not materially affect the overall learning experience. The publisher reserves the right
to remove content from this title at any time if subsequent rights restrictions require it. For
valuable information on pricing, previous editions, changes to current editions, and alternate
formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product description or the product
text may not be available in the eBook version.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Printed in the United States of America
Print Number: 01 Print Year: 2018
Fundamentals of Financial Management,
Fifteenth edition
Eugene F. Brigham and Joel F. Houston
Senior Vice President, Higher Ed Product,
Content, and Market Development: Erin Joyner
VP, B&E, 4LTR and Support Program:
Mike Schenk
Sr. Product Team Manager: Joe Sabatino
Content Developer: Brittany Waitt
Product Assistant: Renee Schnee
Sr. Marketing Manager: Nathan Anderson
Content Project Manager: Nadia Saloom
Digital Content Designer: Brandon C. Foltz
Digital Project Manager: Mark Hopkinson
Marketing Communications Manager:
Sarah Greber
Production Service: MPS Limited
Sr. Art Director: Michelle Kunkler.
Continually in our changing society we are learning how to interact .docxalfredacavx97
Continually in our changing society we are learning how to interact with people who have different beliefs, values, and attitudes. In 1-2 pages, describe a time when you had to learn about a new culture or way of life. (This could be another country, a different part of the USA, a new business, or a different school or family, and so on.) Using one theory from Module 02's reading and study, explain how the experience helped sharpen your communication skills. Explain how you were enriched by the experience.
If you quote an outside resource, please follow APA citation format.
.
Context There are four main categories of computer crimeComput.docxalfredacavx97
Context:
There are four main categories of computer crime:
Computer as the target of criminals,
criminals using computers to commit crimes,
computers being incidental to a crime, and
crime being facilitated due to the vast numbers of computers and digital devices in use today.
It is important to distinguish between these categories of computer crime in order to realize the different ways that digital devices can be involved in criminal activity.
Task Description:
Search the Internet or the library and find a real-world example of each of the four types of computer crime. Write a 5 page (1800 words) paper using APA Style. Discuss the specific crime that you found in each category, its effects on the target, and the social and economic cost of recovering from the crime.
.
Continue to use the case study (A&D High Tech) and Risk Management .docxalfredacavx97
Continue to use the case study (A&D High Tech) and Risk Management Plan Template to identify, evaluate, and assess risk. For this part of your risk plan, use qualitative and quantitative processes, such as:
Sensitivity analysis.
Expected monetary analysis.
Monte Carlo simulation.
Decision tree analysis.
PERT tree analysis.
Also, use compare and contrast techniques for identifying risks, such as:
Brainstorming.
The Delphi Technique.
Ishikawa diagrams.
Interviewing processes.
Include the following sections in your Risk Management Plan submission:
3.1 Determine the Risks
(Identify and evaluate the types of risk that the project may encounter.)
3.2 Evaluate and Assess the Risks
(Define the elements of the risk breakdown structure for use in evaluating project risk. Analyze the impact of risk on project outcomes. Integrate risk analysis techniques to create a risk breakdown structure).
3.3 Qualitative and Quantitative Processes
(Apply qualitative and quantitative risk analysis. Use sensitivity analysis, expected monetary analysis, decision tree analysis, Monte Carlo simulation, and/or the PERT tree analysis).
.
Continue to use the case study, evaluate, and assess risk. Use quali.docxalfredacavx97
Continue to use the case study, evaluate, and assess risk. Use qualitative and quantitative processes, such as:
Sensitivity analysis.
Expected monetary analysis.
Monte Carlo simulation.
Decision tree analysis.
PERT tree analysis.
Also, use compare and contrast techniques for identifying risks, such as:
Brainstorming.
The Delphi Technique.
Ishikawa diagrams.
Interviewing processes.
Include the following sections:
Section 3—Risk Identification
3.1 Determine the Risks
(Identify and evaluate the types of risk that the project A&D may encounter.)
3.2 Evaluate and Assess the Risks
(Define the elements of the risk breakdown structure for use in evaluating project risk. Analyze the impact of risk on project outcomes. Integrate risk analysis techniques to create a risk breakdown structure).
3.3 Qualitative and Quantitative Processes
(Apply qualitative and quantitative risk analysis. Use sensitivity analysis, expected monetary analysis, decision tree analysis, Monte Carlo simulation, and/or the PERT tree analysis).
.
CONTEXT ASSIGNMENT # 6For this assignment, we are going to take .docxalfredacavx97
CONTEXT ASSIGNMENT # 6
For this assignment, we are going to take president Obama’s State-of the-Union speech
out of context
. You will go through the speech looking for phrases to spin out-of-context.
You will use at least three quotes from the speech. Please put the quotes in a
bold
font. Pay extra attention to how the quote is introduced. Make sure it flows. Make sure it is set up so that the quote
illustrates a point
. Also, pay extra attention to your rhetoric after the quote. Make sure it explains (or feeds off of) the quote you used.
Just like all the assignments in this portfolio, you will be developing points. The difference here is that your example / illustration will be a quote from the president.
ADDITIONAL REQUIREMENTS
1. Exactly 1 page long so the last word is the last word that can fit on the page.
2. No grammar errors!
3. Pay extra close attention to the way the quotes are introduced.
4. Make sure your writing is clear, direct, concise, and strong.
In other words, revise, proofread and edit your work.
Use the 5-editing techniques after you’ve written the first draft
eliminate redundancies
avoid wordy expressions
cut awkward sentence openings
vary your sentence structure
use strong verbs
.
Media and SocietyMedia HistoryJOHN DEWEY – 185.docxalfredacavx97
Media and Society
Media History
JOHN DEWEY – 1859-1952
Harold A. Innis
1894-1952
Marshall McLuhan – 1911-1980
Walter J. Ong, S.J.
1912-2003
Robert W. McChesney – 1952-
Three Historical Narratives:
Oral to Electronic Culture
Oral Culture – all interactions take place in face-to-face discussions.
Written Culture – a shared system of inscription in a literate society exists so that communication can take place outside of face-to-face discussions across time and space.
Print Culture – an expansion of Written Culture that encompasses the consequent social and cultural changes that result from the proliferation of printer material.
Electronic Culture – communication transcends time and space.
There is a different sense of time in Oral Culture, according to Ong.
Since there are no records, memory cannot be recorded. History
can only reside in the present, in the telling of the story. Memory
is thematic and formulaic. The story may vary very little from telling to
telling over time, but the words and phrases used may differ.
Performance is the key to authorship. Every time a story is told or a work is
performed, it is shaped by the performer and provides a new model for future performances.
Oral cultures are relatively homogeneous with respect to knowledge and social norms but public and shared across generations.
Written Culture, according to McLuhan , has been the means of creating
‘civilized man.’
According to Innis, written communication allowed societies to persevere through time by creating durable texts which could be handed down and referred to. This allowed for control of knowledge by certain hierarchies and also allowed for centralized control to expand over a wider area.
Audiences could be remote in time and space, and the communicator could guarantee that the message received is identical to the one sent without having to rely on the memory of the messenger. The communicator could reach a wider and more disparate audience.
Print Culture – the ability to mechanically reproduce text freed writing
from its reliance on an elite group of individuals and guaranteed that
each copy of the text would be identical to every other copy.
Printing was instrumental in the development of a secular society and in the establishment of a democracy among the upper classes in early
modern Europe, according to historian, Elizabeth Eisenstein.
Printing reinforced the sense of individuality and privacy and makes
Introspection possible.
Printing enabled the emergence of the newspaper and the novel, and
altered the very structure of human consciousness and thought.
Electronic Culture – the telegraph reorganized people’s perception of space and time; it enabled the transmission of messages across space, and it fostered a rational reorganization of time. The telegraph also separated transportation from communication.
According to Innis, electronic culture allows for a new fo.
Coping with Terrorism Is the United States making progress in re.docxalfredacavx97
Coping with Terrorism"
Is the United States making progress in reducing or preventing terrorism? Explain your answer.
If the United States is NOT making progress, what would have to happen to make the efforts against terrorism more effective?
If the United States IS making progress, to what do you attribute this success?
.
MEDIA AND DIVERSITY IN CULTURECOM-530 MEDIA AND DIVE.docxalfredacavx97
MEDIA AND DIVERSITY IN CULTURE
COM-530 MEDIA AND DIVERSITY IN CULTURE
COLLABORATIVE LEARNING COMMUNITY ASSIGNMENT - MICROCULTURES
JENNI ZIMMER
HELEN CHLUPSA
GLADYS NIEVES
*
EFFECTS OF MEDIA ON DIVERSITY IN CULTUREKey ConceptsMicroculture RepresentationAudience PerceptionCritical Culture ApproachMedia Literacy
*
KEY CONCEPTS ON MICROCULTURES AND MEDIA
MICROCULTURES AND MEDIA VOCABULARY
Media literacy: the ability to identify the different forms of media and understand the messages they are sending (Grace, 2005). Hyper-commercialism: mixing media to increase exposure with the intent to generate a higher profit I haven’t studied this and struggled to find information…do you have some?Scientific theory: Should we change this to social learning theory?Critical culture approach: rooted in critiquing and changing the whole, rather than understanding or explaining it (Straubhaar, LaRose & Davenport, 2018)Stereotypes: “making of generalizations about groups of people on the basis of limited information” (Straubhaar et al., 2018, p. 419)
MICROCULTURES REPRESENTATIONIdentityParticipation CommunityAgreementDiversity
MICROCULTURES REPRESENTATION(Hi Gladys and Jenni) You can write and cite something in here… Let’s text or post to CLC Forum the slides we are going to work on.
AUDIENCE PERCEPTION
AUDIENCE PERCEPTION
CRITICAL CULTURE APPROACH
CRITICAL CULTURE AND MEDIA
*
MEDIA LITERACY
Traditionally, literacy has been confined to printed materials such as newspapers, magazines and journalsToday, media is received in several ways; social, television, music, video games and traditional printMedia has different effects on different people and interpretation variesMedia literacy requires strong critical thinking skills that ideally are developed at an early ageAbility to decode messages and understand the meaning behind them
*
REFERENCES Grace, D. J. (2005). Media Literacy: What, Why, and How? Educational Perspectives, 38(2), 5–8. Retrieved from https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=eric&AN=EJ877622&site=eds-live&scope=siteStraubhaar, J. D., LaRose, R., & Davenport, L. (2018). Media now: Understanding media, culture, and technology. Boston, MA: Cengage Learning.
.
Medeiros LNB de, Silva DR da, Guedes CDFS et al. .docxalfredacavx97
Medeiros LNB de, Silva DR da, Guedes CDFS et al. Prevalence of pressure ulcers in intensive...
English/Portuguese
J Nurs UFPE on line., Recife, 11(7):2697-703, July., 2017 2697
ISSN: 1981-8963 ISSN: 1981-8963 DOI: 10.5205/reuol.10939-97553-1-RV.1107201707
PREVALENCE OF PRESSURE ULCERS IN INTENSIVE CARE UNITS
PREVALÊNCIA DE ÚLCERAS POR PRESSÃO EM UNIDADES DE TERAPIA INTENSIVA
PREVALENCIA DE ÚLCERAS POR PRESIÓN EN UNIDADES DE TERAPIA INTENSIVA
Luan Nogueira Bezerra de Medeiros1, Deyvisson Ribeiro da Silva2, Cintia Danielle Faustino da Silva Guedes3,
Thuanne Karla Carvalho de Souza4, Belisana Pinto de Abreu Araújo Neta5
ABSTRACT
Objective: to detect the prevalence of Pressure Ulcers (PUs) in patients admitted to Intensive Care Units
(ICUs). Method: cross-sectional, quantitative study, developed in an emergency and trauma reference
hospital in the State of Rio Grande do Norte located in the eastern sanitary district of Natal (RN), Brazil.
Results: the prevalence found of PUs was 69% in the four ICUs. Individually, the Cardiac ICU had an incidence
of 44.4%; the Bernadete ICU, 85.7%; the General ICU, 60%; and the Emergency ICU, 87.5%. Conclusion: It is
necessary to focus on a strategic planning for prevention and treatment measures to reduce the PU indexes in
the institution. Descriptors: Nursing; Pressure Ulcer; Intensive Care Units; Prevalence.
RESUMO
Objetivo: detectar a prevalência de Úlceras por Pressão (UPs) em pacientes internados em Unidades de
Terapia Intensiva (UTIs). Método: estudo transversal, de abordagem quantitativa, desenvolvido em um
hospital de referência para o estado do Rio Grande do Norte em urgência e trauma, situado no distrito
sanitário leste do município de Natal (RN), Brasil. Resultados: a prevalência encontrada de UPs foi de 69% nas
quatro UTIs. Individualmente, a UTI Cardiológica apresentou 44,4%; UTI Bernadete, 85,7%; UTI Geral, 60%; e
UTI do Pronto-Socorro, 87,5% de prevalência de UPs. Conclusão: é necessário nortear um planejamento
estratégico para medidas de prevenção e tratamento para redução dos índices de UPs na instituição.
Descritores: Enfermagem; Úlcera por Pressão; Unidades de Terapia Intensiva; Prevalência.
RESUMEN
Objetivo: detectar la prevalencia de Úlceras por Presión (UPs) en pacientes internados en Unidades de
Terapia Intensiva (UTIs). Método: estudio transversal, de enfoque cuantitativo, desarrollado en un hospital de
referencia para el estado de Rio Grande do Norte en urgencia y trauma, situado en el distrito sanitario este
del municipio de Natal (RN), Brasil. Resultados: la prevalencia encontrada de UPs fue de 69% en las cuatro
UTIs. Individualmente, la UTI Cardiológica presentó 44,4%; UTI Bernadete, 85,7%; UTI General, 60%; y UTI de
Pronto-Socorro, 87,5% de prevalencia de UPs. Conclusión: es necesario guiar un planeamiento estrategico
para medidas de prevención y tratamiento para reducción de los índices de U.
Measuring to Improve Medication Reconciliationin a Large Sub.docxalfredacavx97
Measuring to Improve Medication Reconciliation
in a Large Subspecialty Outpatient Practice
Elizabeth Kern, MD, MS; Meg B. Dingae, MHSA; Esther L. Langmack, MD; Candace Juarez, MT; Gary Cott, MD;
Sarah K. Meadows, MS
Background: To assess performance in medication reconciliation (med rec)—the process of comparing and reconciling
patients’ medication lists at clinical transition points—and demonstrate improvement in an outpatient setting, sustainable
and valid measures are needed.
Methods: An interdisciplinary team at National Jewish Health (Denver) attempted to improve med rec in an ambulatory
practice serving patients with respiratory and related diseases. Interventions, which were aimed at physicians, nurses (RNs),
and medical assistants, involved changes in practice and changes in documentation in the electronic health record (EHR).
New measures designed to assess med rec performance, and to validate the measures, were derived from EHR data.
Results: Across 18 months, electronic attestation that med rec was completed at clinic visits increased from 9.8% to 91.3%
(p < 0.0001). Consistent with this improvement, patients with medication lists missing dose/frequency for at least one prescription-
type medication decreased from 18.1% to 15.8% (p < 0.0001). Patients with duplicate albuterol inhalers on their list decreased
from 4.0% to 2.6% (p < 0.0001). Percentages of patients increased for printing of the medication list at the visit (18.7% to
94.0%; p < 0.0001) and receipt of the printed medication list at the visit (52.3% to 67.0%; p = 0.0074). Documentation
that patient education handouts were offered increased initially then declined to an overall poor performance of 32.4% of
clinic visits. Investigation of this result revealed poor buy-in and a highly redundant process.
Conclusion: Deriving measures reflecting performance and quality of med rec from EHR data is feasible and sustainable
over the time periods necessary to demonstrate change. Concurrent, complementary measures may be used to support the
validity of summary measures.
Medication reconciliation (med rec) is the process of sys-tematically and comprehensively reviewing the
medications a patient is taking, to ensure that medications
added, changed, or discontinued are evaluated for poten-
tial safety concerns. One of the three current Joint
Commission National Patient Safety Goals (NPSGs) on med-
ication safety (Goal 3), concerns medication reconciliation,
which ambulatory care organizations have been expected to
perform since 2005. The current version of the goal
(NPSG.03.06.01), effective July 1, 2011, stipulates that am-
bulatory care organizations maintain and communicate
accurate patient medication information.1 One require-
ment is that the organization obtain the patient’s medication
information at the beginning of an episode of care, with the
information to be updated when the patient’s medications
change. Ideally, med rec should occur at each transition of
care or han.
Contributing to the Team’s Work Score 20 pts.20 - 25 pts..docxalfredacavx97
Contributing to the Team’s Work
Score : 20 pts.
20 - 25 pts.
Feedback:
High contribution
Interacting with Teammates
Score : 19 pts.
13 - 23 pts.
Feedback:
Moderate level of interaction
Keeping the Team on Track
Score : 23 pts.
20 - 25 pts.
Feedback:
Highly skilled at keeping on track
Expecting Quality
Score : 14 pts.
12 - 15 pts.
Feedback:
High quality expectations
Having Relevant Knowledge, Skills, and Abilities (KSAs)
Score : 9 pts.
8 - 10 pts.
Feedback:
Highly relevant knowledge and skills
Feedback score:
Score : 85 pts.
Range-based Feedback:
84 - 105 pts.
Feedback:
Highly effective team member
Complete
the "Evaluate Team Member Effectiveness" self-assessment.
Write
a 700- to 1,050-word paper in which you address the following:
Do you agree with your results?
Based on your self-assessment, what do you see as your strengths and weaknesses regarding working on a team?
Have you ever engaged in social loafing while on a team? Why or why not?
How does working effectively on a team give you an advantage in the workplace?
How do groups normally develop?
How does the effectiveness of the team members influence the group's development process?
Format
your paper consistent with APA guidelines.
.
Measuring Performance at Intuit A Value-Added Component in ERM Pr.docxalfredacavx97
Measuring Performance at Intuit: A Value-Added Component in ERM Programs
ABC Organization is looking to improve on their Enterprise Risk Management (ERM) program. A board member saw Intuit’s ERM Performance Measurement Model case study. As with any ERM program, Intuit’s program has continued to evolve since 2009.
Intuit’s ERM program began with the company's practice of risk management on an ad hoc basis. When a problem occurred, team were formed to address the issue. When it was over, it was back to business as usual. In the late 2000’s, Intuit’s ERM program focused on building a sustainable risk management capability. The program provided leadership with current and emerging risks to help them make strategic decisions. Intuit built the program using a ERM maturity model to get the right foundation. It was realized that executive leadership needed to measure the performance of the program. So key risk indicators (KRIs) were used to understand the potential emerging risks and any trends that may impact current risks. Also, key performance indicators (KPIs) can help in understanding and manage current risks. By identifying these KRIs and KPIs in the, the case study reader should gain an understanding of the importance of and the need to incorporate these indicators.
As risk manager, you are responsible for ensuring your organization minimizes its risks. Your board became aware of this case study and has asked you to create a presentation for the next board meeting where you will present information about this case study and the effects of implementing KPIs and KRIs at Intuit.
Create a PowerPoint® narration report of at least 20 slides based on your findings about this case study along with the message that is delivered based upon this case (not including the cover page and reference page). If you do not own a copy of Microsoft PowerPoint use a comparable slide software or Google Slides (free and accessible from Google.com). In the presentation, address the following from the Intuit ERM program:
· What represents the key performance indicators of the ERM program?
· What represents the key risk indicators of the ERM program?
· What improvements would you make?
· Does this represent an effective risk management program? If not, what is missing? (Support your response with details from the case study and properly cited references.)
· Would this program work for a publicly traded corporation of similar size?
· How important do you view alignment and accountability among a management team?
Make sure to provide a reference slide that provides APA citations of any sources used in the PowerPoint presentation. This slide does not require narration. Written Parameters/Expectations:
· At least 20 slides in length, with each slide having a written narration in Standard English explaining the key ideas in each slide.
· The written narrative presentation should have a highly developed and sustained viewpoint and purpose.
· The written communication.
Controversial Issue in Microbiology Assignment Use of antibacte.docxalfredacavx97
Controversial Issue in Microbiology Assignment
:
Use of antibacterial soaps. Are they helpful? Are they potentially harmful?
Assignment due (uploaded to Acorn) on: Oct 16
Format: Essay (1-2 pages, double spaced plus references)
The assignment should include:
- a discussion of a controversial issue in microbiology (in list provided or propose an idea to me)
- literature supporting / denying the controversial issue
- your ideas on the issue
- the real world relevance of the issue
- a list of references (primary literature should be the majority of your sources and each idea mentioned should be cited)
.
Control measures for noncommunicable disease may start with basic sc.docxalfredacavx97
Control measures for noncommunicable disease may start with basic screening initiatives and end with the development and implementation of preventive population-based measures and activities.
As a newly trained Epidemic Intelligence Service (EIS) officer, you are asked to develop a population-based prevention program for a chronic disease.
Identify a chronic disease that can be detected through screening. Describe how screening influences and enhances prevention. Discuss how and where you would implement a screening initiative and who would be the core or target population.
.
Contrasting Africa and Europes economic development.Why did Europ.docxalfredacavx97
Contrasting Africa and Europe's economic development.
Why did Europe develop more quickly than Africa?
Using the text book and/or lecture notes:
list and explain 5 advantages Europe possessed that Africa lacked in its economic development.
Minimum requirement 1 (one) page, typed, doubled spaced.
due 10/26 noon LAtime
.
Measure the dependence of the resistance in the spinel Lu2V2O7 on .docxalfredacavx97
Measure the dependence of the resistance in the spinel Lu2V2O7 on ionic liquid doping
"I Have a Dream," Address Delivered at the March on Washington for Jobs and Freedom
Author:
King, Martin Luther, Jr. (Southern Christian Leadership Conference)
Date:
August 28, 1963
Location:
Washington, D.C.
Genre:
Audio
Speech
Topic:
March on Washington for Jobs and Freedom, 1963
Audio:
Listen to Audio
Details
In his iconic speech at the Lincoln Memorial for the 1963 March on Washington for Jobs and Freedom, King urged America to "make real the promises of democracy." King synthesized portions of his earlier speeches to capture both the necessity for change and the potential for hope in American society.
I am happy to join with you today in what will go down in history as the greatest demonstration for freedom in the history of our nation. [applause]
Five score years ago, a great American, in whose symbolic shadow we stand today, signed the Emancipation Proclamation. This momentous decree came as a great beacon light of hope to millions of Negro slaves [Audience:] (Yeah) who had been seared in the flames of withering injustice. It came as a joyous daybreak to end the long night of their captivity. (Hmm)
But one hundred years later (All right), the Negro still is not free. (My Lord, Yeah) One hundred years later, the life of the Negro is still sadly crippled by the manacles of segregation and the chains of discrimination. (Hmm) One hundred years later (All right), the Negro lives on a lonely island of poverty in the midst of a vast ocean of material prosperity. One hundred years later (My Lord) [applause], the Negro is still languished in the corners of American society and finds himself in exile in his own land. (Yes, yes) And so we’ve come here today to dramatize a shameful condition.
In a sense we’ve come to our nation’s capital to cash a check. When the architects of our republic wrote the magnificent words of the Constitution and the Declaration of Independence (Yeah), they were signing a promissory note to which every American was to fall heir. This note was a promise that all men, yes, black men as well as white men (My Lord), would be guaranteed the unalienable rights of life, liberty, and the pursuit of happiness. It is obvious today that America has defaulted on this promissory note insofar as her citizens of color are concerned. (My Lord) Instead of honoring this sacred obligation, America has given the Negro people a bad check, a check which has come back marked insufficient funds. [enthusiastic applause] (My Lord, Lead on, Speech, speech)
But we refuse to believe that the bank of justice is bankrupt. (My Lord) [laughter] (No, no) We refuse to believe that there are insufficient funds in the great vaults of opportunity of this nation. (Sure enough) And so we’ve come to cash this check (Yes), a check that will give us upon demand the riches of freedom (Yes) and the security of justice. (Yes Lord) [enthusiastic applause]
.
Measures of Similaritv and Dissimilaritv 65the comparison .docxalfredacavx97
Measures of Similaritv and Dissimilaritv 65
the comparison between people will be dominated by differences in income. In
particular, if the similarity or dissimilarity of two people is calculated using the
similarity or dissimilarity measures defined later in this chapter, then in many
cases, such as that of Euclidean distance, the income values will dominate the
calculation.
The mean and standard deviation are strongly affected by outliers, so the
above transformation is often modified. First, the mean is replaced by the
median, i.e., the middle value. Second, the standard deviation is replaced by
the absolute standard deviation. Specifically, if r is a variable, then the
absolute standard deviation of r is given by oa : Dlrl*n - ltl, where ri is
lhe 'ith value of the variable, rn is the number of objects, and. p, is either the
mean or median. Other approaches for computing estimates of the location
(center) and spread of a set of values in the presence of outliers are described
in Sections 3.2.3 and 3.2.4, respectively. These measures can also be used to
define a standardi zation transformation.
2.4 Measures of Similarity and Dissimilarity
Similarity and dissimilarity are important because they are used by a number
of data mining techniques, such as clustering, nearest neighbor classification,
and anomaly detection. In many cases) the initial data set is not needed once
these similarities or dissimilarities have been computed. Such approaches can
be viewed as transforming the data to a similarity (dissimilarity) space and
then performing the analysis.
We begin with a discussion of the basics: high-level definitions of similarity
and dissimilarity, and a discussion of how they are related. For convenience,
the term proximity is used to refer to either similarity or dissimilarity. Since
the proximity between two objects is a function of the proximity between the
corresponding attributes of the two objects, we first describe how to measure
the proximity between objects having only one simple attribute, and then
consider proximity measures for objects with multiple attributes. This in-
cludes measures such as correlation and Euclidean distance, which are useful
for dense data such as time series or two-dimensional points, as well as the
Jaccard and cosine similarity measures, which are useful for sparse data like
documents. Next, we consider several important issues concerning proximity
measures. The section concludes with a brief discussion of how to select the
right proximity measure.
2.4
66 Chapter 2 Data
2.4.L Basics
Definitions
Informally, the similarity between two objects is a numerical measure of the
degree to which the two objects are alike. Consequently, similarities are hi,gher
for pairs of objects that are more alike. Similarities are usually non-negative
and are often between 0 (no similarity) and 1 (complete similarity).
The dissimilarity between two objects is a numerical measure of the de-
gree to which the two obj.
MDS 4100 Communication Law Case Study Privacy CASE .docxalfredacavx97
MDS 4100 Communication Law
Case Study: Privacy
CASE STUDY: PRIVACY
You are a reporter for WKRN-TV, covering local police activity as part of your beat. Your editor
tells you to get over to McGavock High School as quickly as possible. An anonymous caller,
saying she lives across the street from the public school, told a news editor she heard four or
five gunshots coming from the school building as she was outside walking her dog. Within
seconds, she says, students were running outside and screaming. A listen to the police band
receiver in the newsroom indicates something is up at the school.
You take a videographer and arrive on the scene about 1:30 p.m. Five or six Metro police cars
are parked near the school, and an ambulance arrives seconds later as you get out of your car.
The entrance to the school building is blocked off and police are guarding the area, admitting no
one except authorities into the building.
After questioning police, you confirm the fact there has been a shooting, but that’s as far as you
get. You begin asking bystanders for more information. A number of McGavock students have
remained at the scene. Several tell you a student was shot in a first-floor restroom. A girl who
claims to be a friend of the victim says his name is James DeVore, a freshman. She said she
thinks he is 14 years old. Another student says DeVore recently turned 15.
No one present knows who is responsible for the shooting. Minutes later police escort a young
man, handcuffed, from the school building. They place him in a squad car and drive away. You
ask people in the crowd if anyone can identify the alleged suspect. At least four tell you he is
Brian Samuels, a sophomore. You ask police at the scene to confirm this information, but no one
will reply.
Your videographer tells you she got footage of the boy being placed in the squad car. While
talking to her, you hear screams in the background. You run around the side of the building to
the loading dock area. Police have taped off the immediate area but you can see what’s going
on. EMTs are wheeling the covered body of the victim to an ambulance waiting near the dock.
Some students are crying. The videographer gets shots of the body being placed into the
ambulance and close-ups of crying students.
You approach several police officers standing near a squad car, hoping to get more facts. Inside
the squad car an officer is radioing into police headquarters. You hear him saying “the victim is
James DeVore, age 15.” The officer radios that the suspect, Samuels, has admitted to the
shooting. You also hear the following: “Samuels said it was it was payback, that DeVore had
sexually assaulted Samuels’ 6-year-old sister.” Because you are under deadline, you decide not
to interview the officers personally and head back to the station.
When you get back to the station, a colleague tells you he covered a story two years ago on
another in.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The Art Pastor's Guide to Sabbath | Steve Thomason
ContemporaryProject ManagementTimothy J. Kloppenborg•.docx
1. Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project
Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider,
Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
2. Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks
detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s
working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and
define task dependencies, assign task
duration estimates, identify the critical path, understand the
network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
3. Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current
and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter
duration-based performance data,
reschedule remaining work, revise future estimates
4. 15 Close Project
Creating project progress reports, sharing reports, export a
report to MS Excel, archive project work,
capture and publish lessons learned
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not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project
Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences
102–110
Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge
Areas
Initiating
5. Process
Group Planning Process Group
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
Project
Integration
Management
Develop
Project
Charter
60–79
Develop Project Management Plan
409–410
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
6. 229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
Define Scope 216–220
Create WBS 220–229
Validate Scope
500–501
Control Scope
475–476
Project
Schedule
Management
Plan Schedule Management 246
Define Activities 249–253
Sequence Activities 253–255
Estimate Activity Durations 255–258
Develop Schedule 259–267
Control Schedule
476–480
Project Cost
Management
7. Plan Cost Management 329–330
Estimate Costs 330–341
Determine Budget 342–344
Control Costs 345,
476–480
Project Quality
Management
Plan Quality Management 401–404 Manage Quality
404–406, 469–474
Control Quality
406–409, 469–474
Project
Resources
Management
Plan Resource Management 290–295
Estimate Activity Resources 290
Aquire Resources
138–141
Develop Team 141–157
Manage Team 157–161
Control Resources 476
Project Com-
munications
Management
Plan Communications Management
9. 434–438
Control Procurments
441
Project Stake-
holder
Management
Identify
Stakehold-
ers 75–77,
178–184
Plan Stakeholder Engagement 184–186 Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Source: Adapted from A Guide to the Project Management Body
of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square,
PA: Project Management
Institute, Inc., 2017): 31.
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not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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10. WCN 02-200-203
Contemporary Project
Management
ORGANIZE LEAD PLAN PERFORM
FOURTH EDITION
TIMOTHY J. KLOPPENBORG
Xavier University
VITTAL ANANTATMULA
Western Carolina University
KATHRYN N. WELLS
Keller Williams Real Estate
Australia • Brazil • Mexico • Singapore • United Kingdom •
United States
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not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
11. This is an electronic version of the print textbook. Due to
electronic rights restrictions,
some third party content may be suppressed. Editorial review
has deemed that any suppressed
content does not materially affect the overall learning
experience. The publisher reserves the right
to remove content from this title at any time if subsequent
rights restrictions require it. For
valuable information on pricing, previous editions, changes to
current editions, and alternate
formats, please visit www.cengage.com/highered to search by
ISBN#, author, title, or keyword for
materials in your areas of interest.
Important Notice: Media content referenced within the product
description or the product
text may not be available in the eBook version.
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not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
Contemporary Project Management,
Fourth Edition
12. Timothy J. Kloppenborg
2019 2015
Cengage Learning Customer & Sales Support, 1-800-354-9706
www.cengage.com/permissions
[email protected]
2017947974
978 1 337 40645 1
Cengage Learning
20
02210
40
125
www.cengage.com.
www.cengage.com
www.cengagebrain.com
Printed in the United States of America
Print Number: 01 Print Year: 2017
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
13. not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project
Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider,
Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks
detail
14. 8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s
working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and
define task dependencies, assign task
duration estimates, identify the critical path, understand the
network diagram view
Display and Print Schedules
9 Define Resources
Resource views, max units, resource calendars
Assigning Resources
Basic assignment, modify an assignment
Identify Overallocated Resources
Resource usage and Detailed Gantt views together
Overallocated Resources
Finding overallocated resources, dealing with overallocations
Crashing a Critical Path Activity
10 Develop Bottom-up Project Budget
15. Assignment costs, task costs, various cost perspectives
Develop Summary Project Budget
12 Baseline the Project Plan
First time baseline, subsequent baselines, viewing variances
14 Using MS Project to Monitor and Control Projects
What Makes a Schedule Useful?
How MS Project recalculates based on reported actuals, current
and future impacts of variances, define
the performance update process (who, what, when)
Steps to Update the Project Schedule
Acquire performance data, set and display status date, Enter
duration-based performance data,
reschedule remaining work, revise future estimates
15 Close Project
Creating project progress reports, sharing reports, export a
report to MS Excel, archive project work,
capture and publish lessons learned
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
16. time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
PMBOK® Guide 6e Coverage in Contemporary Project
Management 4e
The numbers refer to the text page where the process is defined.
Project management (PM) processes and knowledge areas 10–11
Project life cycle 7–10, 62–64
Projects and strategic planning 33–37 Organizational influences
102–110
Portfolio and program management 37–42
PMBOK® Guide, 6th ed. Coverage
Knowledge
Areas
Initiating
Process
Group Planning Process Group
Executing Process
Group
Monitoring &
Controlling
Process Group
Closing
Process
Group
17. Project
Integration
Management
Develop
Project
Charter
60–79
Develop Project Management Plan
409–410
Direct and Manage
Project Work 459–460
Manage Project
Knowledge 192–193,
504–508
Monitor and Control
Project Work 460–462
Perform Integrated
Change Control
229–232, 462–463
Close
Project
or Phase
503,
508–511
Project Scope
Management
Plan Scope Management 211–212
Collect Requirements 212–216
21. Plan Stakeholder Engagement 184–186 Manage Stakeholder
Engagement 187–188
Monitor Stakeholder
Engagement 188
Source: Adapted from A Guide to the Project Management Body
of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square,
PA: Project Management
Institute, Inc., 2017): 31.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
Brief Contents
Preface xx
About the Authors xxix
PART 1 Organizing Projects
1 Introduction to Project Management 2
2 Project Selection and Prioritization 32
22. 3 Chartering Projects 60
PART 2 Leading Projects
4 Organizational Capability: Structure, Culture, and Roles 100
5 Leading and Managing Project Teams 136
6 Stakeholder Analysis and Communication Planning 176
PART 3 Planning Projects
7 Scope Planning 210
8 Scheduling Projects 244
9 Resourcing Projects 286
10 Budgeting Projects 328
11 Project Risk Planning 358
12 Project Quality Planning and Project Kickoff 386
PART 4 Performing Projects
13 Project Supply Chain Management 426
14 Determining Project Progress and Results 456
15 Finishing the Project and Realizing the Benefits 498
Appendix A PMP and CAPM Exam Prep Suggestions 522
Appendix B Agile Differences Covered 527
Appendix C Answers to Selected Exercises 532
Appendix D Project Deliverables 537
Appendix E Strengths Themes As Used in Project Management
[Available Online]
23. Index 539
v
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
Requirements
Documents
13.1 Identify
Stakeholders
Stakeholder
Register
Stakeholder
Engagement
Assessment Matrix
Integration
28. 6.4 Estimate
activity
Durations
7.3 Determine
Budget
7.2 Estimate
Costs
6.3 Sequence
Activities
1.2 Foundational Elements
2.4 Organizational Systems
3.4 Project Manager Competencies
Selecting Projects
Project Customer Tradeoff Matrix
Life Cycle and Development Approach
Elevator Pitch
Leader Roles and Responsibilities
Project Selection and Prioritization Matrix
Project Resource Assignment Matrix
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
29. Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
11.6 Implement
Risk Responses
13.3 Manage
Stakeholder
Engagement
13.4 Monitor
Stakeholder
Engagement
4.3 Direct and Manage
Project Work
4.4 Manage Project
Knowledge
Scope
Baseline with WBS
Resource Histogram
Project Crashing
Retrospectives
Closure
Documents
33. Control
Project Work
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . xx
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . xxix
PART 1 Organizing Projects
CHAPTER 1
Introduction to Project Management . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . 2
1.1 What Is a Project? 3
1.2 History of Project Management 5
1.3 How Can Project Work Be Described? 6
34. 1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard
Skills 7 / 1.3c Authority
and Responsibility 7 / 1.3d Project Life Cycle 7
1.4 Understanding Projects 10
1.4a Project Management Institute 10 / 1.4b Project
Management Body of Knowledge
(PMBOK®) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d
Selecting and Prioritizing
Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f
Defining Project Success
and Failure 15 / 1.4g Using Microsoft Project to Help Plan and
Measure
Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of
Project Tools 17
1.5 Project Roles 17
1.5a Project Executive-Level Roles 18 / 1.5b Project
Management-Level Roles 19 /
1.5c Project Associate-Level Roles 20
1.6 Overview of the Book 20
1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2:
Leading Projects 21 /
1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing
Projects 23
PMP/CAPM Study Ideas 23
Summary 24
Key Terms Consistent with PMI Standards and Guides 24
35. Chapter Review Questions 25
Discussion Questions 25
PMBOK® Guide Questions 26
Integrated Example Projects 27
Suburban Homes Construction Project 27
Casa DE PAZ Development Project 28
Semester Project Instructions 28
Project Management in Action 29
References 30
Endnotes 31
viii
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to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
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WCN 02-200-203
36. CHAPTER 2
Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . 32
2.1 Strategic Planning Process 33
2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c
Strategic
Objectives 36 / 2.1d Flow-Down Objectives 37
2.2 Portfolio Management 37
2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and
Subprojects 39 /
2.2d Assessing an Organization’s Ability to Perform Projects 42
/ 2.2e Identifying
Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis
Model to Select
Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 /
2.2h Prioritizing
Projects 48 / 2.2i Resourcing Projects 48
2.3 Securing Projects 49
2.3a Identify Potential Project Opportunities 50 / 2.3b
Determine Which Opportunities to
Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 /
2.3d Negotiate to
Secure the Project 51
PMP/CAPM Study Ideas 52
Summary 52
Key Terms Consistent with PMI Standards and Guides 52
37. Chapter Review Questions 53
Discussion Questions 53
PMBOK® Guide Questions 53
Exercises 54
Integrated Example Projects 55
Casa DE PAZ Development Project 56
Semester Project Instructions 56
Project Management in Action 57
References 58
Endnotes 59
CHAPTER 3
Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . 60
3.1 What Is a Project Charter? 62
3.2 Why Is a Project Charter Used? 63
3.3 When Is a Charter Needed? 64
3.4 Typical Elements in a Project Charter 65
3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66
/
3.4d Background 66 / 3.4e Milestone Schedule with Acceptance
Criteria 66 /
3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource
Estimates 69 /
38. 3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 /
3.4j Lessons
Learned 70 / 3.4k Signatures and Commitment 70
3.5 Constructing a Project Charter 70
3.5a Scope Overview and Business Case Instructions 70 / 3.5b
Background
Instructions 71 / 3.5c Milestone Schedule with Acceptance
Criteria
Instructions 72 / 3.5d Risks, Assumptions, and Constraints
Instructions 75 /
3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List
Instructions 75 /
Contents ix
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to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
3.5g Team Operating Principles Instructions 77 / 3.5h Lessons
Learned
Instructions 77 / 3.5i Signatures and Commitment Instructions
78
39. 3.6 Ratifying the Project Charter 79
3.7 Starting a Project Using Microsoft Project 79
3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your
First Project 81 /
3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule
83
PMP/CAPM Study Ideas 88
Summary 88
Key Terms Consistent with PMI Standards and Guides 88
Chapter Review Questions 89
Discussion Questions 89
PMBOK® Guide Questions 89
Exercises 90
Integrated Example Projects 91
Casa DE PAZ Development Project 93
Semester Project Instructions 93
Project Management in Action 93
References 96
Endnotes 97
PART 2 Leading Projects
40. CHAPTER 4
Organizational Capability: Structure, Culture, and Roles . . . . . .
. . . . . . . . . . . . . . . 100
4.1 Types of Organizational Structures 103
4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105
4.2 Organizational Culture and Its Impact on Projects 109
4.2a Culture of the Parent Organization 110 / 4.2b Project
Cultural Norms 111
4.3 Project Life Cycles 111
4.3a Define-Measure-Analyze-Improve-Control (DMAIC)
Model 112 / 4.3b Research and
Development (R&D) Project Life Cycle Model 113 / 4.3c
Construction Project Life
Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113
4.4 Agile Project Management 114
4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What
Is an Agile
Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects?
115 / 4.4e How Do
You Start an Agile Project? 115 / 4.4f How Do You Continue an
Agile Project?
115 / 4.4g What Is Needed for Agile to Be Successful? 116
4.5 Traditional Project Executive Roles 116
4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119
/ 4.5d Chief
Projects Officer/Project Management Office 121
41. 4.6 Traditional Project Management Roles 121
4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c
Facilitator 124
4.7 Traditional Project Team Roles 126
4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126
x Contents
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not be copied, scanned, or duplicated, in whole or in part. Due
to electronic rights, some third party content may be suppressed
from the eBook and/or eChapter(s).
Editorial review has deemed that any suppressed content does
not materially affect the overall learning experience. Cengage
Learning reserves the right to remove additional content at any
time if subsequent rights restrictions require it.
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
4.8 Role Differences on Agile Projects 126
PMP/CAPM Study Ideas 128
Summary 128
Key Terms Consistent with PMI Standards and Guides 128
Chapter Review Questions 129
Discussion Questions 129
42. PMBOK® Guide Questions 129
Exercises 130
Integrated Example Projects 130
Casa DE PAZ Development Project 131
Semester Project Instructions 131
Project Management in …
Spring 2020
ECET 111
Introduction to Digital System Design I
TAP 5 – Final Assessment
Analysis and Design of Sequential Circuits
Section: __f1__
Student Name
Student ID
Fatima Malaki
82696
S
Topic
Max Points
Earned Points
Feedback
1
Question 1
12
43. 2
Question 2
23
3
Question 3
20
4
Question 4
30
5
Question 5
15
6
Question 6 (Bonus)
10
Total
100
Question 1. Choose the correct answer for the following
questions.
(12 points, 3 points each)
44. 1. Consider a JK flip-flop with the present state Q(t)=1. The
input values are J=0 and K=1. What is the value of the next
state of the JK flip-flop?
a. Q(t+1) = 0
b. Q(t+1) = 1
c. Q(t+1) = x
d. Q(t+1) will have a random value
Answer:
2. Which of the following statements is correct?
a. A Latch is an edge-triggered device
b. A Latch is a level-triggered device
c. A Latch can be used only in synchronous sequential circuits
d. A Latch can be used only in combinational circuits
Answer:
3. In a T flip-flop, the next states Q(t+1) and Q’(t+1) can have
the same value.
a. True
b. False
Answer:
4. For an asynchronous sequential circuit:
a. The output changes any time the clock signal goes from high
to low (negative edge)
b. The output changes any time the clock signal goes from low
to high (positive edge)
c. Its operation is synchronized by a clock signal
d. Its operation doesn’t depend on the clock signal
Answer:
45. Question 2. Answer the following questions for the given
sequential circuit. (23 points)
1. Write the state equations for the following ports:
(12 points)
TA = X B = XB’+X’B
A(t+1) = (X B)’A + (X B)A’
= (XB+X’B’) A + (XB’+X’B) A’
= XBA + X’B’A + XB’A’ + X’BA’
TB = X’
B(t+1) = (X’)’B +(X’)B’
= XB + X’B’
y(t) = A+B
2. Fill in the state table for the given sequential circuit.
(11 points)
Present State
Input
Flip-Flop Inputs
Next State
Output
A
B
x
TA
TB
A
B
Y
0
0
0
48. Question 3. Design a sequential circuit with two JK Flip-Flops
(A and B) and one input xin.
· When xin = 1, the state of the circuit remains the same.
· When xin = 0, the circuit goes through the transition from 00
to 10 to 01 to 11 back to 00 and repeats.
(20 points)
1. Fill in the state table for this sequential circuit.
(8 points)
Present State
Input
Next State
A Flip-Flop
B Flip-Flop
A
B
xin
A
B
JA
KA
JB
KB
51. 2. Write the state equation for the inputs of each Flip-Flop.
(12 points, 3 points each)
a. K-Map for JA
Bxin
A
B
1
o
0
1
A
x
x
x
x
xin
State equation for JA : Xin’
b. K-Map for KA
Bxin
A
B
x
x
x
52. x
A
1
0
0
1
xin
State equation for KA : Xin’
c. K-Map for JB
Bxin
A
B
0
0
x
x
A
1
0
x
x
xin
State equation for JB : A Xin’
d. K-Map for KB
Bxin
A
53. B
x
x
0
0
A
x
x
0
1
xin
State equation for KB : A Xin’
Question 4. Consider a sequential circuit with three positive
edge D Flip-Flops (A, B, C), one input (xin) and one output (y).
The State diagram of this circuit is given below. The circuit to
be designed by treating the unused states as don’t care
conditions. (30 points)
1. Fill in the state table for this sequential circuit.
(6 points)
Present State
Input
Next State
Output
A
B
C
xin
A
61. d. Find the state equation for the output of this sequential
circuit, y.
K-Map for the output y:
Cxin
AB
C
1
1
0
1
1
1
0
1
B
A
X
X
X
X
1
0
0
1
62. xin
State equation for y: Xin’ + A’ C’
Question 5. Answer the following questions.
(15 points, 5 points each)
1. What is a synchronous sequential circuit?
2. What is a Flip-Flop? Can a Flip-Flop be used in a
combinational circuit? Explain your answer.
3. Consider a sequential circuit with two inputs (x1, x2), three
D Flip-Flops (A, B, C) and one output (y). How many states
does this sequential circuit have? Explain your answer.
63. Question 6. (Bonus) Answer the following questions.
(10 points, 5 points each)
1. Fill in the state table for the JK Flip-Flop and the T Flip-
Flop.
JK Flip- Flop
J
K
Q(t+1)
0
0
Same
0
1
Reset
1
0
Set
1
1
Negated
T Flip- Flop
T
Q(t+1)
0
Same
1
Negated
64. 2. How can we use a JK Flip-Flop as a T Flip-Flop? Explain
your answer.
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