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.
Copyright 2012 Cengage Learning. All Rights Reserved. May AlleneMcclendon878
Copyright 2012 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.
C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
Copyright 2012 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 2012 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 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.
http://www.cengage.com/highered
C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
Ellen F. Monk
University of Delaware
Bret J. Wagner
Western Michigan University
Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States
Copyright 2012 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.
Concepts in Enterprise Resource Planning,
Fourth Edition
Ellen F. Monk and Bret J. Wagner
Editor-in-Chief: Joe Sabatino
Se ...
Copyright 2010 Cengage Learning. All Rights Reserved.docxShiraPrater50
Copyright 2010 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 2010 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.
LETTER TO INSTRUCTORS
Essentials of Management, 9e
Dear Colleague,
Whether you are a previous adopter, a new adopter, or a professor consider-
ing this text for adoption, I wish to thank you for your interest in Essentials of
Management 9e. Essentials was the first relatively brief management text
that was not simply an abbreviated version of a longer text. We created the
path for a more concise, more understandable, and practical approach to the
vast body of knowledge referred to as “management.” We assume that the
study of management is not exclusively geared toward C-level executives,
and that our readers will not be directing large enterprises or divisions of
large enterprises in their first job. Instead, the vast majority of our readers will
first be engaged in work that will require some managerial skill and knowl-
edge, even though they are not working as executives.
Virtually all texts in management and related fields claim to be practical,
although many single sentences within them make six sweeping recommen-
dations for CEOs or list ten companies that use a particular technique. We
contend that Essentials of Management, unlike much of the competition, is
and always has been a text that enables the student to apply much of the
information. We support our conclusions with relevant research studies wher-
ever possible, but our intent is not to review most of the research on a given
topic. A case in point is our presentation of transformational and charismatic
leadership. We present some relevant research findings but also offer the stu-
dents concrete suggestions for becoming more charismatic, including devel-
oping a more effective handshake.
My writing has always emphasized application both in textbooks and
trade books, and most of this writing has been about management, organiza-
tional behavior, human relations, leadership, and career management. Even
the articles I have published in professional journals would be understandable
to readers who were not specialists in the subject under investigation. For
exa ...
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docxmelvinjrobinson2199
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 .
Copyright 2012 Cengage Learning. All Rights Reserved. May AlleneMcclendon878
Copyright 2012 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.
C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
Copyright 2012 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 2012 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 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.
http://www.cengage.com/highered
C O N C E P T S I N E N T E R P R I S E
R E S O U R C E P L A N N I N G
Fourth Edition
Ellen F. Monk
University of Delaware
Bret J. Wagner
Western Michigan University
Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States
Copyright 2012 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.
Concepts in Enterprise Resource Planning,
Fourth Edition
Ellen F. Monk and Bret J. Wagner
Editor-in-Chief: Joe Sabatino
Se ...
Copyright 2010 Cengage Learning. All Rights Reserved.docxShiraPrater50
Copyright 2010 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 2010 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.
LETTER TO INSTRUCTORS
Essentials of Management, 9e
Dear Colleague,
Whether you are a previous adopter, a new adopter, or a professor consider-
ing this text for adoption, I wish to thank you for your interest in Essentials of
Management 9e. Essentials was the first relatively brief management text
that was not simply an abbreviated version of a longer text. We created the
path for a more concise, more understandable, and practical approach to the
vast body of knowledge referred to as “management.” We assume that the
study of management is not exclusively geared toward C-level executives,
and that our readers will not be directing large enterprises or divisions of
large enterprises in their first job. Instead, the vast majority of our readers will
first be engaged in work that will require some managerial skill and knowl-
edge, even though they are not working as executives.
Virtually all texts in management and related fields claim to be practical,
although many single sentences within them make six sweeping recommen-
dations for CEOs or list ten companies that use a particular technique. We
contend that Essentials of Management, unlike much of the competition, is
and always has been a text that enables the student to apply much of the
information. We support our conclusions with relevant research studies wher-
ever possible, but our intent is not to review most of the research on a given
topic. A case in point is our presentation of transformational and charismatic
leadership. We present some relevant research findings but also offer the stu-
dents concrete suggestions for becoming more charismatic, including devel-
oping a more effective handshake.
My writing has always emphasized application both in textbooks and
trade books, and most of this writing has been about management, organiza-
tional behavior, human relations, leadership, and career management. Even
the articles I have published in professional journals would be understandable
to readers who were not specialists in the subject under investigation. For
exa ...
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docxmelvinjrobinson2199
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 .
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docxdickonsondorris
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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).
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Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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
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Engaged with you.www.cengage.com Source Code 14M-AA.docxYASHU40
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MANAGERIAL
ECONOMICS
A Problem Solving Approach
Luke M. Froeb
Vanderbilt University
Mikhael Shor
University of Connecticut
Brian T. McCann
Vanderbilt University
Michael R. Ward
University of Texas, Arlington
4e
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2016 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 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#, ...
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxmelvinjrobinson2199
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxdickonsondorris
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxbobbywlane695641
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborg.docxdickonsondorris
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 whole or in part. WCN 0.
ContemporaryProject ManagementTimothy J. Kloppenborg.docxmaxinesmith73660
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 whole or in part. WCN 0.
Week 7 DiscussionThis week you learned about the role of an evalladonnacamplin
Week 7 Discussion
This week you learned about the role of an evaluator and the steps necessary to become an evaluator. Based on your learning, do you feel you would make a strong evaluator? What qualifications would you look for in choosing an evaluator for your organization? In addition, demonstrate the need for an evaluator within your current workplace. Justify how the addition of an evaluator might improve workplace productivity?
750 words or more with references
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 ...
Week 7 DiscussionThis week you learned about the role of an eval.docxhelzerpatrina
Week 7 Discussion
This week you learned about the role of an evaluator and the steps necessary to become an evaluator. Based on your learning, do you feel you would make a strong evaluator? What qualifications would you look for in choosing an evaluator for your organization? In addition, demonstrate the need for an evaluator within your current workplace. Justify how the addition of an evaluator might improve workplace productivity?
750 words or more with references
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 ...
ContemporaryProject ManagementTimothy J. Kloppenborg•.docxalfredacavx97
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•.docxmaxinesmith73660
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•.docxmelvinjrobinson2199
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•.docxdickonsondorris
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•.docxbobbywlane695641
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.
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 ...
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 ...
WhatsApp Image 2020-02-19 at 11.05.16 PM.jpegWhatsApp Image .docxhelzerpatrina
WhatsApp Image 2020-02-19 at 11.05.16 PM.jpeg
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02277_ind_ptg01.indd 25 28/11/15 2:21 PM
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Copyright 2017 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.
Australia ● Brazil ● Mexico ● Singapore ● United Kingdom ● United States
Strategic
ManageMent
A n I n t e g r At e d A p p r oA c h
t h e o r y & c A s e s
cHarLeS W. L. HiLL
University of Washington – Foster School of Business
MeLiSSa a. ScHiLLing
new York University – Stern School of Business
garetH r. JOneS
12e
02277_fm_ptg01.indd 1 28/11/15 2:18 PM
Copyright 2017 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.
02277_ind_ptg01.indd 25 28/11/15 2:21 PM
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 20 ...
Case Study Seniority in OrganizationPermaja Resources CorpMaximaSheffield592
Case Study
Seniority in Organization
Permaja Resources Corporation has the policy of promoting employees from within the organization on a company wide basis. Seniority is based on the length of service and the performance ratings.
Rod Santos was hired as mechanical engineer trainee on March 20,2017 and got a performance rating of very satisfactory. He was a trainee for six months before his promotion to Engineer I at Section A of the machine shop section.
Roger Santiago was hired in January 2018 as engineer trainee in Section B of the machine shop had a performance rating of very satisfactory for the last two years. Both Santos and Santiago are mechanical engineering graduates of a prestigious school.
The position of supervising engineer in Section B was left vacant with the promotion of Art Real to Plant Superintendent of both section A and B. Due to the seniority rule, Rod Santos was promoted to the post. While Art would like to recommend Roger Santiago to the post, the HR department policy on seniority rule had to be applied, hence the intention watered down when he talked to the HR manager. Art talked to Rod Santos about his case and Rod Santos understood that Roger Santiago was also interested in the position.
One month later, a major machine broke down and Roger Santiago single-handedly worked diligently on the machine and completed it in due time to meet the customers’ demand. During a break time after the successful repair of the machine, Rod Santos, in the presence of the other workers, complemented the efforts and expertise of Roger Santiago. “Roger, thanks for the excellent work you have done. You are the best engineer around here and I would like you to know that I appreciate your effort very much. You have the knowledge, skills and experience around here and you are the number one engineer along this line.”
With the compliment, Roger Santiago resorted a little sarcastically, “I know how all these things run here as I am one of those who installed that machine. I know more about this whole thing than you do. If only the HR department knew how to recognize people with potential, you would not be here in the first place.”
Write the answers in essay format. You may, however, use bullet points, diagrams, tables, or any graphs to support your arguments.
The essay should be well organized, that is, it has an introduction, body, and conclusion (1200 words).
Referencing : Use Harvard referencing style for in-text citation and make a table of references at the end.
Research: Use a minimum of two additional sources of information.
Question 1An organization's compensation scheme is key to its ability to attract, motivate and retain essential staff members. A number of different compensation systems exist; choose organizations that apply the merit pay plan in compensating its employees. Explain how is the Traditional Compensation Approach Different from the modern one you choose?Question 2
Explain how a company can ...
Assignment 2 FederalismThe system of federalism was instituted wi.docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work.
.
Assignment 2 FederalismThe system of federalism was instituted .docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the Argosy University online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By
Wednesday, July 30, 2014
, deliver your assignment to the
M2: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Significant advantages and disadvantages of federalism are identified and explained.
20
Significant changes in American federalism are identified and explained.
16
Impact of federalism to your life is identified and discussed objectively.
12
Impact of size and power of the federal government of contemporary politics is accurately identified and explained.
20
Statements are supported by reasons and research information.
12
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
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Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
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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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 .
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MANAGERIAL
ECONOMICS
A Problem Solving Approach
Luke M. Froeb
Vanderbilt University
Mikhael Shor
University of Connecticut
Brian T. McCann
Vanderbilt University
Michael R. Ward
University of Texas, Arlington
4e
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2016 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 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#, ...
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxmelvinjrobinson2199
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxdickonsondorris
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborgò.docxbobbywlane695641
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 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 whole or in part. W.
ContemporaryProject ManagementTimothy J. Kloppenborg.docxdickonsondorris
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 whole or in part. WCN 0.
ContemporaryProject ManagementTimothy J. Kloppenborg.docxmaxinesmith73660
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 whole or in part. WCN 0.
Week 7 DiscussionThis week you learned about the role of an evalladonnacamplin
Week 7 Discussion
This week you learned about the role of an evaluator and the steps necessary to become an evaluator. Based on your learning, do you feel you would make a strong evaluator? What qualifications would you look for in choosing an evaluator for your organization? In addition, demonstrate the need for an evaluator within your current workplace. Justify how the addition of an evaluator might improve workplace productivity?
750 words or more with references
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 ...
Week 7 DiscussionThis week you learned about the role of an eval.docxhelzerpatrina
Week 7 Discussion
This week you learned about the role of an evaluator and the steps necessary to become an evaluator. Based on your learning, do you feel you would make a strong evaluator? What qualifications would you look for in choosing an evaluator for your organization? In addition, demonstrate the need for an evaluator within your current workplace. Justify how the addition of an evaluator might improve workplace productivity?
750 words or more with references
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
cengage.com/mindtap
Fit your coursework
into your hectic life.
Make the most of your time by learning
your way. Access the resources you need to
succeed wherever, whenever.
Study with digital flashcards, listen to audio
textbooks, and take quizzes.
Review your current course grade and compare
your progress with your peers.
Get the free MindTap Mobile App and learn
wherever you are.
Break Limitations. Create your
own potential, and be unstoppable
with MindTap.
MINDTAP. POWERED BY YOU.
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
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Roger LeRoy Miller
Institute for University Studies
Arlington, Texas
William Eric Hollowell
Institute for University Studies
Arlington, Texas
and Member of Florida State Bar
Minnesota State Bar
United States Supreme Court Bar
Business Law
T e x T & e x e r c i s e s
N i N 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. 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 ...
ContemporaryProject ManagementTimothy J. Kloppenborg•.docxalfredacavx97
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•.docxmaxinesmith73660
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•.docxmelvinjrobinson2199
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•.docxdickonsondorris
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•.docxbobbywlane695641
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.
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 ...
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 ...
WhatsApp Image 2020-02-19 at 11.05.16 PM.jpegWhatsApp Image .docxhelzerpatrina
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02277_ind_ptg01.indd 25 28/11/15 2:21 PM
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Copyright 2017 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.
Australia ● Brazil ● Mexico ● Singapore ● United Kingdom ● United States
Strategic
ManageMent
A n I n t e g r At e d A p p r oA c h
t h e o r y & c A s e s
cHarLeS W. L. HiLL
University of Washington – Foster School of Business
MeLiSSa a. ScHiLLing
new York University – Stern School of Business
garetH r. JOneS
12e
02277_fm_ptg01.indd 1 28/11/15 2:18 PM
Copyright 2017 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.
02277_ind_ptg01.indd 25 28/11/15 2:21 PM
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
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Copyright 20 ...
Case Study Seniority in OrganizationPermaja Resources CorpMaximaSheffield592
Case Study
Seniority in Organization
Permaja Resources Corporation has the policy of promoting employees from within the organization on a company wide basis. Seniority is based on the length of service and the performance ratings.
Rod Santos was hired as mechanical engineer trainee on March 20,2017 and got a performance rating of very satisfactory. He was a trainee for six months before his promotion to Engineer I at Section A of the machine shop section.
Roger Santiago was hired in January 2018 as engineer trainee in Section B of the machine shop had a performance rating of very satisfactory for the last two years. Both Santos and Santiago are mechanical engineering graduates of a prestigious school.
The position of supervising engineer in Section B was left vacant with the promotion of Art Real to Plant Superintendent of both section A and B. Due to the seniority rule, Rod Santos was promoted to the post. While Art would like to recommend Roger Santiago to the post, the HR department policy on seniority rule had to be applied, hence the intention watered down when he talked to the HR manager. Art talked to Rod Santos about his case and Rod Santos understood that Roger Santiago was also interested in the position.
One month later, a major machine broke down and Roger Santiago single-handedly worked diligently on the machine and completed it in due time to meet the customers’ demand. During a break time after the successful repair of the machine, Rod Santos, in the presence of the other workers, complemented the efforts and expertise of Roger Santiago. “Roger, thanks for the excellent work you have done. You are the best engineer around here and I would like you to know that I appreciate your effort very much. You have the knowledge, skills and experience around here and you are the number one engineer along this line.”
With the compliment, Roger Santiago resorted a little sarcastically, “I know how all these things run here as I am one of those who installed that machine. I know more about this whole thing than you do. If only the HR department knew how to recognize people with potential, you would not be here in the first place.”
Write the answers in essay format. You may, however, use bullet points, diagrams, tables, or any graphs to support your arguments.
The essay should be well organized, that is, it has an introduction, body, and conclusion (1200 words).
Referencing : Use Harvard referencing style for in-text citation and make a table of references at the end.
Research: Use a minimum of two additional sources of information.
Question 1An organization's compensation scheme is key to its ability to attract, motivate and retain essential staff members. A number of different compensation systems exist; choose organizations that apply the merit pay plan in compensating its employees. Explain how is the Traditional Compensation Approach Different from the modern one you choose?Question 2
Explain how a company can ...
Similar to Copyright 2019 Cengage Learning. All Rights Reserved. May not .docx (20)
Assignment 2 FederalismThe system of federalism was instituted wi.docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work.
.
Assignment 2 FederalismThe system of federalism was instituted .docxbobbywlane695641
Assignment 2: Federalism
The system of federalism was instituted with the writing and authorization of the Constitution in 1787. In dividing power between states and the national government, federalism has undergone challenges to the placement of power. Should power reside primarily in national or in state government? The Civil War was the most dramatic challenge to the placement of power. Southern states argued, under the leadership of John C. Calhoun, that states’ power superseded national power, while northern states, under the leadership of President Abraham Lincoln, stressed the need for union under the leadership and direction of the national government.
In the more than two hundred years since the Constitution’s adoption, there have been many changes to the meaning of federalism, with power shifting between state and national governments. In the twentieth century, the shifts of power became largely associated with the national government’s ability to provide increased funding sources. With more funding available, the national government has expanded its impact on all areas of state governments. This increased power has had many advocates and many detractors, each with strong justifications.
Research federalism using your textbook, the Argosy University online library resources, and the Internet. Write a paper on federalism. Structure your paper as follows:
Define federalism.
Explain three advantages of federalism.
Explain three disadvantages of federalism.
Identify and describe at least two ways in which American federalism has changed since the ratification of the Constitution.
Discuss one advantage or disadvantage of federalism most relevant to you.
Describe the relationship between contemporary politics and trends in the size and power of the federal government.
Write a 2–3-page paper in Word format. Apply APA standards for writing style to your work. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By
Wednesday, July 30, 2014
, deliver your assignment to the
M2: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Significant advantages and disadvantages of federalism are identified and explained.
20
Significant changes in American federalism are identified and explained.
16
Impact of federalism to your life is identified and discussed objectively.
12
Impact of size and power of the federal government of contemporary politics is accurately identified and explained.
20
Statements are supported by reasons and research information.
12
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Evidence Based Practice at Good Seed Drop-InAcco.docxbobbywlane695641
Assignment 2: Evidence Based Practice at Good Seed Drop-In
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing.
They also understand the processes for translating research findings into effective practice. Social workers:
Use practice experience and theory to inform scientific inquiry and research;
Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare: Meet with your Field Instructor. During the meeting, you are expected to assess the population(s) served by the agency. After meeting with the Field Instructor, conduct extensive research regarding the agency’s client population. You will be expected to use at least 5 peer-reviewed resources. The purpose of the research is to discover “evidenced based practices” that are most effective while working with clients served within the population. If the agency serves more than one population, select one sub-population within the agency to conduct the review.
(Homeless youth from 18-25 years-old, Population Served Transition Aged Youth or "TAY")
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
1. Population researched
2. Best evidenced based practices modalities used to engage the population
3. Current modalities used in the agency
4. Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
5. Analyze the findings from the articles you researched
Note: You are expected to use a minimum of five references.
Assignment 2: Evidence Based
.
Assignment 2 Evidence Based PracticeAccording to the Council .docxbobbywlane695641
Assignment 2: Evidence Based Practice
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing. They also understand the processes for translating research findings into effective practice. Social workers:
· Use practice experience and theory to inform scientific inquiry and research;
· Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
· Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare:
· Assess the population(s) served by the agency. My agency works with at risk youth and their families in Indiana. The at risk youth and/or their families are referred to my agency by the Indiana Department of Child Services due to reports of child abuse and/or neglect. My agency provides Parenting classes, Father Engagement classes, mental health therapy, supervised visitation, and home-based case management services to our clients.
· Conduct extensive research regarding the agency’s client population.
· Use at least 5 peer-reviewed resources.
· Discover “evidenced based practices” that are most effective while working with clients served within the population.
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
1. Population researched
2. Best evidenced based practices modalities used to engage the population
3. Current modalities used in the agency
4. Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
5. Analyze the findings from the articles you researched
Note: You are expected to use a minimum of five references. References should be from 2013-2019.
Research class Discussion Board due date January 11
The Essentials of Master's Education in Nursing reelects the profession's continuing call for imagination, transformative thinking, and evolutionary change. Explain the importance of following the essentials of Master's Education in Nursing in a clinical nurse practitioner program such as the “Florida National University “? Please select one of the essentials and expand as to why the selected essential is crucial in succeeding in this program. (Essentials I-IX)
Discussion Rubric
The initial post will be regarding the topic of the week and will be a minimum of 250 words. Make sure you pr.
Assignment 2 Evidence Based PracticeAccording to the Council on.docxbobbywlane695641
Assignment 2: Evidence Based Practice
According to the Council on Social Work Education, Competency 4: Engage In Practice-informed Research and Research-informed Practice:
Social workers understand quantitative and qualitative research methods and their respective roles in advancing a science of social work and in evaluating their practice. Social workers know the principles of logic, scientific inquiry, and culturally informed and ethical approaches to building knowledge. Social workers understand that evidence that informs practice derives from multi-disciplinary sources and multiple ways of knowing. They also understand the processes for translating research findings into effective practice. Social workers:
Use practice experience and theory to inform scientific inquiry and research;
Apply critical thinking to engage in analysis of quantitative and qualitative research methods and research findings; and
Use and translate research evidence to inform and improve practice, policy, and service delivery.
This assignment is intended to help students demonstrate the behavioral components of this competency in their field education.
To Prepare
: Meet with your Field Instructor. During the meeting, you are expected to assess the population(s) served by the agency. After meeting with the Field Instructor, conduct extensive research regarding the agency’s client population. You will be expected to use
at least
5 peer-reviewed resources. The purpose of the research is to discover “evidenced based practices” that are most effective while working with clients served within the population. If the agency serves more than one population, select one sub-population within the agency to conduct the review.
The Assignment: Create a 10-12 slide PowerPoint Presentation, where you will explain the following:
Population researched
Best evidenced based practices modalities used to engage the population
Current modalities used in the agency
Briefly discuss and suggest to methods of implementing evidence-based practices in the agency
Analyze the findings from the articles you researched
.
Assignment 2 Examining DifferencesIn this module, we examined cri.docxbobbywlane695641
Assignment 2: Examining Differences
In this module, we examined crimes against persons, crimes against property, and white-collar crimes. These crimes are all treated differently by the legislature as well as the media. These differences are a reflection of how society views them. As you consider these differences, you should also consider how these differences have evolved over time.
Tasks:
Prepare a 3- to 5-page report that describes all of the following points:
The differences in the treatment of each type of crime by the legislature. Explore the different crime levels (misdemeanor
vs.
felony) and different punishments.
The differences in the descriptions utilized by the media. How does the media depict the different types of criminals? Have there been any changes?
The differences in the theoretical applications for these types of crimes. How do the theories differentiate between these types of criminal behavior?
Submission Details:
Save your report as M4_A2_Lastname_Firstname.doc.
By
Wednesday, July 9, 2014
, submit your document to the
M4: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Identified differences between crime levels in terms of classification and punishment.
20
Analyzed the role of the media in crime depiction and descriptions.
28
Explained differences among theoretical applications.
32
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in the accurate representation and attribution of sources; and used accurate spelling, grammar, and punctuation.
.
Assignment 2 Ethics and Emerging TechnologiesRead the following.docxbobbywlane695641
Assignment 2: Ethics and Emerging Technologies
Read the following paper from the online library:
Neelakantan, M., & Armstrong, A. (2006). Source code, object code, and The Da Vinci code: The debate on intellectual property protection for software programs.
Computer & Internet Lawyer, 23
(10), 1 – 5
Read the paper to identify the reasons for which Intellectual Property Right (IPR) laws in software are not always effective.
Conduct online research on the Internet to identify at least two examples of international regulatory protocols to prevent IPR infringement in software programs.
Create a three-page double-spaced business research article on the legal and ethical implications of IPR violation in software programming. Use the following format:
Page 1:
Reasons for IPR violations in software development
Page 2:
Ethical implications of IPR violations in software development
Page 3:
International regulations for IPR violations in software development
All written assignments and responses should follow APA rules for attributing sources.
Must be original work as it will be submitted to TURNITIN
Due By
Thursday, April 11, 2013, by 5 PM PST
.
.
Assignment 2 Ethical Issues and Foreign InvestmentsBy Friday, A.docxbobbywlane695641
Assignment 2: Ethical Issues and Foreign Investments
By
Friday, April 18, 2014
, analyze the following scenario:
There are multifaceted ethical issues relating to international investments. One aspect relates to human rights. Most Latin American governments have constitutions that mandate health care as a human right, yet some of these countries provide poor health care for the majority of their population.
During the 1980s, the general populace of these countries deteriorated, even though several Latin American countries developed strategies to reposition medical personnel and services to rural areas. Throughout this time, many international donors provided assistance; however they did so with imposed conditions. An example of this constrained assistance was the World Bank, which imposed restrictions that included privatization of health care, as well as required limitations on universal access.
Did the World Bank and other international donors act responsibly and ethically in constraining their humanitarian assistance? Who has the responsibility for the health care of the Latin American people? Is it a reasonable and socially responsible practice to offer international assistance in exchange for an opportunity to shape a country's political and/or social system? Why or why not?
By
Saturday, April 19, 2014
respond to the discussion question assigned by the faculty. Submit your response to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, April 23, 2014.
Comment on how your classmates would address differing views.
.
Assignment 2 Ethical BehaviorIdentify a case in the news that y.docxbobbywlane695641
Assignment 2: Ethical Behavior
Identify a case in the news that you feel displays unethical police behaviors. In a 3-page written research informative paper, answer the following questions in detail with support from research and examples. Your paper should be written in APA format and style, include a title and reference page, and include at least 2 resources, one of which can be your textbook.
Identify the case and describe when and where it occurred. Be sure to summarize the case thoroughly.
Identify at least 2 unethical behaviors from the case and explain why they are unethical.
Explain whether any of the behaviors violate any criminal laws.
Explain whether any behaviors violate the Constitutional rights of the defendant.
.
Assignment 2 Ethical (Moral) RelativismIn America, many are comfo.docxbobbywlane695641
Assignment 2: Ethical (Moral) Relativism
In America, many are comfortable describing ethics as follows: “Well, what’s right for me is right for me and what’s right for you is right for you. Let’s just agree to disagree.” This is an affirmation of what philosophers call
individual
or
subjective moral relativism
. In this understanding of relativism, morality is a matter of individual feelings and personal preference. In individual moral relativism, the determination of what is right and wrong in a situation varies according to the individual. Moral relativists do not believe in natural law or universal truths.
Cultural moral relativism
puts culture at the forefront of relative ethical decision-making. It says the individual must include the precepts of his or her culture as a prominent part of the relativistic moral action.
Lawrence
Kohlberg,
a prominent psychologist known for recognizing moral stages of development, takes it a step farther saying cultural relativists are persons stuck in the “
Conventional
Stage” of ethical development
.
In your paper, please define individual moral relativism and cultural moral relativism in detail, noting how they differ from each other, their strengths and weaknesses, and give your position on Kohlberg’s stance on ethical relativism.
What aspects of ethical relativism do you identify and agree with? What aspects do you disagree with? Give a personal example that illustrates your stance on ethical relativism, describing how you made a moral decision in an ethical dilemma. Include at least two references to support your thoughts.
Post a 500-word paper to the
M4: Assignment 2 Dropbox
by due
Wednesday, July 9, 2014
. All written assignments and responses should follow proper citation rules for attributing sources. Please use Microsoft Word spelling/grammar checker. Be mindful of plagiarism policies.
Assignment 2 Grading Criteria
Maximum Points
Significant critical analysis of individual ethical relativism, cultural ethical relativism, and Kohlberg’s position; including definitions, strengths, and weaknesses.
36
Described personal ethical stances on each form of relativism in relation to own personal ethical system, including whether and how personal ethical system is compatible or incompatible with relativism.
24
Used a personal example to illustrate and support stance on ethical relativism in relation to own ethical system.
16
Justified ideas and responses by using appropriate scholarly examples and at least two references from texts, Web sites, and other references.
4
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Essay Power in Swift and Moliere Both Moliere and S.docxbobbywlane695641
Assignment 2: Essay: Power in Swift and Moliere
Both Moliere and Swift use humor to provide an analysis of serious social problems. In doing so, they both describe various types and uses of power, from the governmental power that restores Orgon’s property and the English laws that do not take into account the conditions of the Irish, to the power that a landlord holds over a renter or a father over a family, to the exercise of religion and wealth within a community, to the wishes and desires of the young, and more.
Your task is to identify at least two types of power in our readings for this module. You may use either
Tartuffe
or
A Modest Proposal
, or a mix of both. Once you have found two types of power, determine who you think has the power and how that power is exercised. Where is each power abused? What checks or limits are placed on each type of power? Be sure to cite examples from your readings to support your claims.
Submit your assignment to the
M4: Assignment 2 Dropbox
by
Wednesday, August 13, 2014
.
Assignment 2 Grading Criteria
Maximum Points
Identified two uses of power in this module’s readings.
24
Described who has each type of power and how their power is exercised (citing examples in the text).
28
Identified at least one example of how each power is misused and any limitations on the power that is being misused.
28
Justified ideas and responses by using appropriate examples and references from texts, Web sites, and other references or personal experience. Followed APA rules for attributing sources.
20
Total:
100
.
Assignment 2 E taxonomy· Information TechnologyInformatio.docxbobbywlane695641
Assignment 2 E taxonomy
· Information Technology:
Information Technology is an important and intelligent field of study, which is a broad field that is all about computing technology, information, and "people" especially in issues that are related to the users and meeting their needs of technology. In general, information technology is applying, managing, and supporting the technology used in solving problems. In addition, information technology is a study that mainly focuses on solving problems by using technology and computing. Information technology focuses on how to satisfy users by presenting new uses of technologies.
· A “taxonomy” of information technology:
I. People: people provide intelligence of the systems and use technology to solve their problems, by getting the benefits of technology, which are efficiency and productivity.
1. Users:
· Definition: People who use technology in their work or anything else in their life.
· Examples: engineers, students, and some medical specialties…etc.
2. Programmer:
· Definition: People who program computer software, by giving the computer systems instructions to perform a given action.
· Examples: PHP, Java, HTML, or SQL programmers.
3. IT professionals:
· Definition: IT professionals define as applying, managing, and supporting the technology used in solving problems.
· Concerned about: Implementation, configuration, and maintenance.
· Goal: Solving problems by processing data into information.
· IT professionals should provide:
· Productivity.
· Efficiency.
· Origin of IT professionals:
a) Meaning of anything is linked to its origin.
b) The main reason is people created a tool to solve a problem.
1. Calculation:
· William Schickard:
· 17th century.
· In Germany.
· Conceived a design of a mechanical calculator.
· Blaise Pascal:
· 1640s.
· In France.
· Built his machine to help his father in calculation.
2. Automatic Execution:
· Jacquard:
· 1810s.
· In France.
· A mechanical loom.
3. Automatic Logic:
· George Boole:
· In 1850s.
· In Ireland.
· Envisioned the Laws of Thought
· Boolean algebra (AND, OR, XOR, NOT)
a) AND (0 0=0, 0 1=0, 1 0=0, 1 1=1)
b) OR (0 0=0, 0 1=1, 1 0=1, 1 1=1)
c) XOR (0 0=0, 0 1 =1, 1 0=1, 1 1= 1)
d) NOT (0=1, 1=1)
4. General purpose:
· Charles Babages (grandfather of computer age):
· 18th century.
· In England.
· Designed the Difference Engine.
· Augusta Ada (one of the first programmers):
· 18th century.
· In England.
· Interpreter of Babbage's works.
· What should IT professionals know?
1. People and ethics.
· It’s related to understanding other people.
· Behave in ethical ways.
2. Users needs.
· What do you need to solve users problems?
· Users centric design.
3. Problems solving.
· Improve that by doing it (practice).
· Problem solving steps:
a) Understand the problem.
b) Planning the solutions.
c) Create algorithms.
d) Test the algorithms.
· Develop knowledge to get some expertise.
· Practice to gain experience.
4. How to use tools.
· Use technologi.
Assignment 2 Dropbox AssignmentCurrent Trends and Issues in Manag.docxbobbywlane695641
Assignment 2: Dropbox Assignment
Current Trends and Issues in Managed Care
Compensation and reimbursement models are another method of controlling access, cost, and quality in a managed care environment. An MCO doesn't have direct control over physicians or hospitals but through contractual agreements that set incentives for meeting agreed-upon standards, it can exert influence.
This week, you are required to write an essay on the following topics:
Managed care hospital reimbursement
Managed care provider reimbursement
Using South University Online library (e.g. CINAHL) or the Internet, review at least two articles for each topic and write a review for each source of information. Use the following guidelines for developing your essay:
Write a summary for each topic tying together the information learned about that topic.
Analyze the market forces that would favor using one reimbursement method over another.
Evaluate the key differences between different types of payment methodologies from the provider and hospital point of view.
Evaluate the advantages and disadvantages of the payment methodologies reviewed from the provider and hospital point of view.
Evaluate new payment methodologies resulting from the Patient Protection and Affordable Care Act (PPACA) and discuss future changes in reimbursement methodologies.
Compare and contrast each article to the information discussed in the course textbook.
Based on your understanding, create a 3- to 4-page Microsoft Word document that includes the answers to the questions for the above topics.
Support your responses with examples.
Cite any sources in APA format.
Submission Details
Name your document SU_HSC3020_W4_A2_LastName_FirstInitial.doc.
Submit your document to the
W4 Assignment 2 Dropbox
by
Tuesday, January 14, 2014
.
.
Assignment 2 Discussion—The Impact of CommunicationRemember a tim.docxbobbywlane695641
Assignment 2: Discussion—The Impact of Communication
Remember a time when you did not have a cell phone? Do you remember the days before texting? This handy pocket technology has revolutionized how we stay connected and how we access and use information today. The growth of our technological society is directly related to the rate at which information can be exchanged. In general, this exchange of information is called communication.
Respond to the following:
Explain the scientific and technical concepts related to communication.
Which types of electromagnetic radiation are typically involved in the process of communication?
How is information transmitted?
What are the main differences between wired and wireless communications?
Describe your perspective on communication technology such as wireless communication, the Internet, and smart phone technology.
Provide at least three examples of communication technology you use in your daily life. Examine the underlying scientific concepts used in this technology.
Consider the developments that have led to the United States’ current infrastructure and make a prediction of the future of communication in society.
Support your statements with examples. Provide a minimum of two scholarly references.
Write your initial response in 3–4 paragraphs. Apply APA standards to citation of sources.
By
Sunday, August 31, 2014
, post your response to the appropriate
Discussion Area
. Through
Wednesday, September 3, 2014
, review and comment on at least two peers’ responses.
.
Assignment 2 Discussion—Technology and GlobalizationYour Module.docxbobbywlane695641
Assignment 2: Discussion—Technology and Globalization
Your
Module 1
readings provide insight into the impact of technology on global business. Technological innovations such as the Internet, wireless technology, broadband, tablets, personal digital assistants (PDAs), global positional systems (GPSs), social media, videoconferencing, and others have changed the way we do global business.
Use your module readings, the Argosy University online library resources, and the Internet to research the impact of technology on global business.
Then, respond to the following:
Describe how changes in technology contributed to the globalization of markets.
Explain how the Internet affects international business activity and the globalization of the world economy.
Write your initial response in 300–500 words. Your response should be thorough and address all components of the discussion question in detail, include citations of all sources, where needed, according to the APA Style, and demonstrate accurate spelling, grammar, and punctuation
Do the following when responding to your peers:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings, Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your professional or personal experiences
Respond to feedback on your posting and provide feedback to other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and attribution of sources; and
displays accurate spelling, grammar, and punctuation.
Grading Criteria
Assignment Components
Max Points
Initial response was:
Insightful, original, accurate, and timely.
Substantive and demonstrated advanced understanding of concepts.
Compiled/synthesized theories and concepts drawn from a variety of sources to support statements and conclusions.
16
Discussion Response and Participation:
Responded to a minimum of two peers in a timely manner.
Offered points of view supported by research.
Asked challenging questions that promoted discussion.
Drew relationships between one or more points in the discussion.
16
Writing:
Wrote in a clear, concise, formal, and organized manner.
Responses were error free.
Information from sources, where applicable, was paraphrased appropriately and accurately cited.
8
Total:
40
.
Assignment 2 Discussion—Providing GuidanceThe Genesis team has re.docxbobbywlane695641
Assignment 2: Discussion—Providing Guidance
The Genesis team has reviewed the guidelines and models that can be used to assist in determining the appropriate mix of debt and equity financing. However, they are yet undecided and request additional literature that would help them make an informed decision.
Research module readings, Argosy University online library resources, and the Internet to identify tools, resources, and readings to help educate the Genesis operations management team.
Address the following:
How will these resources help them and further support the recommendations or guidelines you are creating on their behalf?
Write your initial response in 3–4 paragraphs. Apply APA standards to citation of sources.
.
Assignment 2 Discussion—Munger’s Mental ModelsIn his article A L.docxbobbywlane695641
Assignment 2: Discussion—Munger’s Mental Models
In his article “A Lesson on Elementary, Worldly Wisdom as it Relates to Investment Management & Business,” Charles Munger (1995) wrote about tools, techniques, and critical skills that great managers need to develop.
Consider Munger’s thoughts on the importance of mental models. Respond to the following:
In your own words, describe what Munger means by mental models.
Examine how Munger’s concept of mental models has changed your ideas of decision making in investment management and business.
Describe at least one example from your own experience where your perspective or experience provided a mode of thought that brought new light to a discussion or a tough decision.
Explain how this experience has affected your decision-making process.
Write your initial response in approximately 300–500 words. Apply APA standards to citation of sources.
By
Saturday, January 4, 2014
, post your response to the appropriate
Discussion Area
. Through
Monday, January 6, 2014
, review and comment on at least two peers’ responses. Consider the following in your comments:
Examine the discussed mental models and how they changed a decision or direction.
Provide suggestions for ways to influence situations with new mental models.
Munger, C. T. (1995). A lesson on elementary, worldly wisdom as it relates to investment management & business.
Outstanding Investor Digest, 1,
49–63.
Assignment 2 Grading Criteria
Maximum Points
Initial response:
Was insightful, original, accurate, and timely.
Was substantive and demonstrated advanced understanding of concepts.
Compiled/synthesized theories and concepts drawn from a variety of sources to support statements and conclusions.
16
Discussion response and participation:
Responded to a minimum of two peers in a timely manner.
Offered points of view supported by research.
Asked challenging questions that promoted the discussion.
Drew relationships between one or more points in the discussion.
16
Writing:
Wrote in a clear, concise, formal, and organized manner.
Responses were error free.
Information from sources, where applicable, was paraphrased appropriately and accurately cited.
8
Total:
40
.
Assignment 2 DiscussionDuring the first year or two of its exis.docxbobbywlane695641
Assignment 2: Discussion
During the first year or two of its existence, what reasons are there for a small-town nursing home to engage in any sort of strategic planning? This is a time when the venture’s resources are stretched to the limit and all its attention is focused on reaching bed capacity with admitting new residents. Are there any disadvantages for the organization if it fails to think about long-term strategy? Explain why.
By
Saturday, January 4, 2014
, respond to the assigned discussion question, and submit your response to the
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, January 8, 2014
.
Comment on how your classmates would address differing views.
.
Assignment 2 Discussion QuestionWorking in teams leads to complex.docxbobbywlane695641
Assignment 2: Discussion Question
Working in teams leads to complex interpersonal problems. Do you think working in teams is worth the effort to manage through work place problems and find viable solutions? Are there effective alternatives to team work? Explain your opinion.
By
Sunday, July 27, 2014,
respond to the discussion question above. Submit your responses to the appropriate
Discussion Area
. Use the same
Discussion Area
to comment on your classmates' submissions and continue the discussion until
Wednesday, July 30, 2014.
Comment on how your classmates would address differing views.
.
Assignment 2: Discussion Question
Strong corporate cultures have a powerful effect on employee behavior.
Discuss how this creates inadvertent control mechanisms.
For example, are strong cultures an ethical way to control behavior?
Provide examples to support your views.
.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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”.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
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.
Digital Tools and AI for Teaching Learning and Research
Copyright 2019 Cengage Learning. All Rights Reserved. May not .docx
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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
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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).
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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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2. 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.
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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
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not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
3. 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
5. 20 Channel Center Street
Boston, MA 02210
USA
Cengage is a leading provider of customized learning solutions
with
employees residing in nearly 40 different countries and sales in
more than
125 countries around the world. Find your local representative
at
www.cengage.com.
Cengage products are represented in Canada by
Nelson Education, Ltd.
To learn more about Cengage platforms and services, visit
www.cengage.com
To register or access your online learning solution or purchase
materials for
your course, visit www.cengagebrain.com.
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
6. MindTap for Fundamentals
of Financial Management
MindTap, featuring all-new Excel Online integration powered
by Microsoft, is a complete
digital solution for the corporate finance course. It has
enhancements that take students
from learning basic financial concepts to actively engaging in
critical-thinking applications,
while learning valuable Excel skills for their future careers.
EvErything you nEEd in onE placE.
Cut prep time with MindTap preloaded, organized course
materials. Teach more efficiently
with interactive multimedia, assignments, quizzes, and more.
EmpowEr your studEnts to rEach thEir potEntial.
Built-in metrics provide insight into student engagement.
Identify topics needing extra
instruction. Instantly communicate with struggling students to
speed progress.
your coursE. your contEnt.
MindTap gives you complete control over your course. You can
rearrange textbook chapters, add
your own notes, and embed a variety of content—including
Open Educational Resources (OER).
a dEdicatEd tEam, whEnEvEr you nEEd it.
MindTap is backed by a personalized team eager to help you
every step of the way. We’ll help
set up your course, tailor it to your specific objectives, and
stand by to provide support.
7. iii
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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
practicE problEms
All of the end-of-chapter problems are available in algorithmic
format for either student practice
of applying content presented in the chapter or alternative
graded assignment. MindTap is a
highly customizable assessment delivery platform, so you can
pick and choose from a large bank
of algorithmic problem sets to assign to your students.
bluEprint practicE problEms
Blueprint Practice Problems combine conceptual and
application-driven problems with a tutorial emphasis.
Students will know with certainty their level of competency
for every chapter, which will improve course outcomes.
Elevate Critical thinking through a
variety of unique assessment tools
8. iv
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
gradEd homEwork
MindTap offers an assignable, algorithmic
homework tool that is based on our
proven and popular Aplia product for
Finance. These homework problems
include rich explanations and instant
grading, with opportunities to try
another algorithmic version of the
problem to bolster
confidence with
problem solving.
FinancE in action casEs
MindTap offers a series of Finance
in Action analytical cases that assess
students’ ability to perform higher-
level problem solving
9. and critical thinking/
decision making.
tEsting
Mindtap offers the
ability to modify
existing assignments
and to create new
assignments by
adding questions
from the Test Bank.
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.
Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
Cengage Learning and Microsoft have partnered in MindTap to
provide students with a
uniform, authentic Excel assignment experience. It provides
instant feedback, built-in video
tips, and easily accessible spreadsheet work. These features
10. allow you to spend more time
teaching finance applications and less time teaching and
troubleshooting Excel.
These new algorithmic activities offer pre-populated data
directly in Microsoft Excel Online,
which runs seamlessly on all major platforms and browsers.
Students each receive their own
version of the problem data in order to use Excel Online to
perform the necessary financial
analysis calculations. Their work is constantly saved in Cengage
cloud storage as part of
homework assignments in MindTap. It’s easily retrievable so
students can review their answers
without cumbersome file management and numerous
downloads/uploads.
Access to Excel Online
as used in these
activities is completely
free for students as part
of the MindTap course
for Fundamentals of
Financial Management,
15e. It is not in any way
connected to personal
Office 365 accounts/
local versions of Excel,
nor are Microsoft
accounts required to
complete these
activities in MindTap.
Microsoft Excel Online
activities are aimed
11. at meeting students
where they are with
unparalleled support
and immediate
feedback.
Building valuable Excel skills for future
business careers while making data-driven decisions
vi
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
ExcEl vidEo tips
Each activity includes a walk-
through video of a similar problem
being worked in Excel Online to
offer suggested formulas to use for
solving the problem. It also offers
tips and strategies, which assist
in understanding the underlying
financial concepts while working
within Excel.
12. calculation
stEps and
ExcEl solutions
Each activity offers
configurable displays
that include the correct
answers, the manual
calculation steps, and
an Excel solution (with
suggested formulas)
that matches the exact
version of the problem
the student received.
Students can check
their work against the
correct solution to
identify improvement
areas. Instructors always
have access to review the student’s answers and Excel work
from the MindTap progress app to
better assist in error analysis and troubleshooting.
Microsoft Excel Online activities aimed at meeting
students where they are with unparalleled
support and immediate feedback
vii
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
13. 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
viii
Encouraging those ‘aha!’ moments with all new
Exploring Finance visualizations
All-new in MindTap for Fundamentals of Financial
Management, 15e, Exploring Finance
activities offer instructors and students interactive
visualizations that engage with
“lean forward” interactivity. Exploring Finance activities
provide instructors visual,
interactive tools that can be used to help students “see” the
statistical concept being
presented directly within MindTap.
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.
14. Copyright 2019 Cengage Learning. All Rights Reserved. May
not be copied, scanned, or duplicated, in whole or in part.
WCN 02-200-203
ix
Exploring Finance visualizations are
found at the chapter level of the
MindTap learning path for easy retrieval
in class to show on projector screens.
Exploring Finance visualizations have a pre-built activity in the
learning path within MindTap
that allows students to manipulate the values and then respond
to questions that reinforce
their understanding of the concept being
conveyed. These activities can be assigned
as practice or for a grade and often offer an
interactive, conceptual activity immediately
reinforcing student understanding.
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WCN 02-200-203
15. x
adaptivE whErE
it counts
The new Adaptive
Test Prep App helps
students prepare
for test success by
allowing them to
generate multiple
practice tests across
chapters until they
have confidence
they have mastered
the material.
The adaptive test program grades
practice tests and indicates the areas
that have or have not been mastered.
Students are presented with an
Adaptive Study
Plan that takes
them directly
to the pertinent
pages in the text
where the practice
question materials
are referenced.
help students prepare for exam success with
adaptive test Prep, only available in mindtap
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WCN 02-200-203
xi
FEEdback is kEy
Students also receive robust explanations of the problems to
assist in further understanding.
Many of the quantitative test questions feature video feedback
that offers students step-by-
step instruction to reinforce their understanding and bolster
their confidence.
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to electronic rights, some third party content may be suppressed
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17. WCN 02-200-203
xii
getting Down the Basics
is important
In order for you to take students further into the applications of
finance, it’s important
that they have a firm handle on the basic concepts and methods
used. In MindTap for
Fundamentals of Financial Management, we provide students
with just-in-time tools
that—coupled with your guidance—ensure that
they build a solid foundation.
prEparing For FinancE
Students are more confident and prepared when they
have the opportunity to brush up on their knowledge
of the prerequisite concepts required to be successful
in finance. Tutorials/problems to review prerequisite
concepts that students should know. Topics covered
include Accounting, Economics, Mathematics, and
Statistics, as well as coverage of various Financial
Calculators and Excel.
WHY IS THIS
IMPORTANT TO ME?
For many students, the idea of taking
finance is intimidating. Beyond that, students
18. report that they become more engaged
with the course material when they see
its relevance in business. The “Why is this
important to me?” activity asks the student
to complete a short self-assessment activity
to demonstrate how they may already have
personal knowledge about the important
finance concepts they will learn in the
chapter material. It is intended to help the
student, especially the non-finance major,
better understand the relevance in the
financial concepts they will learn.
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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).
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WCN 02-200-203
xiii
problEm walk-through vidEos
Embedded in the interactive MindTap
Reader and linked to select problems
in MindTap, Problem Walk-Through
Videos provide step-by-step instructions
designed to walk students through
19. solving a problem from start to finish.
Students can play and replay the
tutorials as they work through homework
assignments or prepare for quizzes and
tests—almost as though they had you
by their side the whole time. Ideal for
homework, study outside the classroom,
or distance learning, Problem Walk-
Through Videos extend your reach to
give students extra instructional help
whenever and wherever it’s most useful.
concEpt clips
Embedded throughout
the new interactive
MindTap Reader,
Concept Clips present
key finance topics
to students in an
entertaining and
memorable way
via short animated
video clips. These
video animations
provide students with
auditory and visual
representation of the
important terminology
for the course.
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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).
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20. Learning reserves the right to remove additional content at any
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WCN 02-200-203
xiv
Customizable Course and
mobile on-the-go study tools
based on Your needs
MindTap for Fundamentals of Financial Management, 15e offers
features that allow you to
customize your course based on the topics you cover.
lEarning path
customization
The learning path is structured
by chapter so you can easily
hide activities you wish to not
cover, or change the order
to better align with your
course syllabus. RSS feeds and
YouTube links can easily be
added to the learning path or
embedded directly within the
MindTap Reader.
mindtap ErEadEr
Provides Convenience
Students can read their full course eBook on their
smartphone. This means they can complete reading
21. assignments anyplace, anytime. They can take notes,
highlight important passages, and have their text
read aloud, whether they are on- or off-line.
MindTap
Mobile
Empower
students to
learn on their
terms—anyti
me,
anywhere,
on- or off-line
.
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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
22. xv
thE gradEbook
Keep Students Motivated
Students can instantly see their grades
and how they are doing in the course.
If they didn’t do well on an assignment,
they can implement the flashcards and
practice quizzes for that chapter.
notiFications
Keep Students Connected
Students want their smartphones to help them
remember important dates and milestones—
for both the social and academic parts of their
lives. The MindTap Mobile App pushes course
notifications directly to them, making them
more aware of what’s ahead with:
Due date reminders
Changes to activity due dates, score
updates, and instructor comments
Messages from their instructor
Technical announcements about
the platform
Flashcards and Quizzing
Cultivate Confidence and Elevate Outcomes
Students have instant access to readymade flashcards specific to
their course. They can also create
flashcards tailored to their own learning needs. Study games
present a fun and engaging way to
encourage recall of key concepts. Students can use pre-built
23. quizzes or generate a self-quiz from
any flashcard deck.
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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).
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Learning reserves the right to remove additional content at any
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WCN 02-200-203
xvi
crEatE a sEamlEss usEr ExpEriEncE
With LMS Integration, your students are ready to learn on the
first day of class. In just a few
simple steps, both you and your students can access Cengage
resources using a LMS login.
contEnt customization with dEEp linking
Focus student attention on what matters most. Use our Content
Selector to create a unique
learning path that blends your content with links to learning
activities, assignments, and more.
automatic gradE synchronization*
Need to have your course grades recorded in your LMS
gradebook? No problem. Simply
select the activities you want synched, and grades will
24. automatically be recorded in your
LMS gradebook.
* Grade synchronization is currently available with Blackboard,
BrightSpace (powered by D2L), Canvas, and Angel 8.
LMS
Integration
Cengage’s LMS
Integration is designed
to help you seamlessly
integrate our digital
resources within your
institution’s Learning
Management System.
LMS integration is available with the Learning
Management Systems instructors use most. Our integrations
work with
any LMS that supports IMS Basic LTI Open Standards.
Enhanced features,
including grade synchronization, are the result of active
collaborations
with our LMS partners.
25. xvi
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to electronic rights, some third party content may be suppressed
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WCN 02-200-203
Brief Contents
xvii
Preface xxviii
About the Authors xxxviii
Part 1 Introduction to Financial Management 1
Chapter 1 An Overview of Financial Management 2
Chapter 2 Financial Markets and Institutions 27
Part 2 Fundamental Concepts in Financial Management 61
Chapter 3 Financial Statements, Cash Flow,
and Taxes 62
Chapter 4 Analysis of Financial Statements 105
Chapter 5 Time Value of Money 148
Part 3 Financial Assets 193
26. Chapter 6 Interest Rates 194
Chapter 7 Bonds and Their Valuation 228
Chapter 8 Risk and Rates of Return 270
Chapter 9 Stocks and Their Valuation 316
Part 4 Investing in Long-Term Assets: Capital Budgeting 355
Chapter 10 The Cost of Capital 356
Chapter 11 The Basics of Capital Budgeting 385
Chapter 12 Cash Flow Estimation and Risk Analysis 417
Chapter 13 Real Options and Other Topics in Capital
Budgeting 453
Part 5 Capital Structure and Dividend Policy 473
Chapter 14 Capital Structure and Leverage 474
Chapter 15 Distributions to Shareholders: Dividends
and Share Repurchases 517
Part 6 Working Capital Management and Financial
Forecasting 551
Chapter 16 Working Capital Management 552
Chapter 17 Financial Planning and Forecasting 592
Part 7 Special Topics in Financial Management 619
Chapter 18 Derivatives and Risk Management 620
Chapter 19 Multinational Financial Management 664
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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
xviii Brief Contents
Chapter 20 Hybrid Financing: Preferred Stock,
Leasing, Warrants, and Convertibles 700
Chapter 21 Mergers and Acquisitions 734
Appendixes
APPENDIX A
Solution
s to Self-Test Questions
and Problems A-1
APPENDIX B Answers to Selected
End-of-Chapter Problems B-1
APPENDIX C Selected Equations and Tables C-1
Index I-1
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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).
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not materially affect the overall learning experience. Cengage
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WCN 02-200-203
xix
Contents
Preface xxviii
About the Authors xxxviii
Part 1
Introduction to Financial
Management 1
29. ChaPtEr 1
an overview of Financial management 2
Striking the Right Balance 2
PUTTING THINGS IN PERSPECTIVE 4
1-1 What Is Finance? 4
1-1A Areas of Finance 4
1-1B Finance Within an Organization 5
1-1C Finance Versus Economics and
Accounting 5
1-2 Jobs in Finance 6
1-3 Forms of Business Organization 7
1-4 The Main Financial Goal: Creating Value
for Investors 9
1-4A Determinants of Value 9
1-4B Intrinsic Value 10
1-4C Consequences of Having a Short-Run
Focus 12
1-5 Stockholder–Manager Conflicts 13
1-5A Compensation Packages 13
30. 1-5B Direct Stockholder Intervention 13
Are CEOs Overpaid? 14
1-5C Managers’ Response 15
1-6 Stockholder–Debtholder Conflicts 16
1-7 Balancing Shareholder Interests and the
Interests of Society 18
Investing In Socially Responsible Funds 18
1-8 Business Ethics 20
1-8A What Companies Are Doing 21
1-8B Consequences of Unethical Behavior 21
1-8C How Should Employees Deal With
Unethical Behavior? 23
TYING IT ALL TOGETHER 24
ChaPtEr 2
Financial markets and institutions 27
The Economy Depends on a Strong Financial System 27
PUTTING THINGS IN PERSPECTIVE 28
2-1 The Capital Allocation Process 29
31. 2-2 Financial Markets 31
2-2A Types of Markets 31
2-2B Recent Trends 32
2-3 Financial Institutions 37
Lower Fees Motivate Investors to Move Toward
Index Funds 40
Securitization Has Dramatically Transformed
the Banking Industry 43
2-4 The Stock Market 43
2-4A Physical Location Stock Exchanges 44
Global Perspectives: The NYSE and NASDAQ Go
Global 45
2-4B Over-the-Counter (OTC) and the Nasdaq
Stock Markets 45
2-5 The Market for Common Stock 46
2-5A Types of Stock Market Transactions 47
Initial Buzz Surrounding IPOs Doesn’t Always
Translate Into Long-Lasting Success 48
32. 2-6 Stock Markets and Returns 49
2-6A Stock Market Reporting 49
Measuring the Market 51
2-6B Stock Market Returns 52
2-7 Stock Market Efficiency 52
2-7A Behavioral Finance Theory 54
2-7B Conclusions About Market Efficiency 56
TYING IT ALL TOGETHER 57
intEgratED CasE smyth Barry & Company 58
Part 2
Fundamental Concepts in
Financial Management 61
ChaPtEr 3
Financial statements, Cash Flow,
and taxes 62
Unlocking the Valuable Information in Financial
Statements 62
PUTTING THINGS IN PERSPECTIVE 63
3-1 Financial Statements and Reports 64
33. Global Perspectives: Global Accounting Standards:
Will It Ever Happen? 65
3-2 The Balance Sheet 65
3-2A Allied’s Balance Sheet 67
The Balance Sheet of an Average
American Household 72
3-3 The Income Statement 73
3-4 Statement of Cash Flows 75
3-5 Statement of Stockholders’ Equity 79
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WCN 02-200-203
34. xx Contents
3-6 Uses and Limitations of Financial
Statements 80
3-7 Free Cash Flow 81
Free Cash Flow Is Important for Businesses
Both Small and Large 83
3-8 MVA and EVA 84
3-9 Income Taxes 86
Congress Considers Significant Changes to the
Tax Code 86
3-9A Individual Taxes 87
3-9B Corporate Taxes 90
TYING IT ALL TOGETHER 94
intEgratED CasE D’leon inc., Part i 101
taking a Closer look
35. Exploring Dunkin’ Brands Group’s Financial
Statements 104
ChaPtEr 4
analysis of Financial statements 105
Can You Make Money Analyzing Stocks? 105
PUTTING THINGS IN PERSPECTIVE 106
4-1 Ratio Analysis 107
4-2 Liquidity Ratios 108
4-2A Current Ratio 108
Financial Analysis on the Internet 109
4-2B Quick, or Acid Test, Ratio 110
4-3 Asset Management Ratios 111
4-3A Inventory Turnover Ratio 111
4-3B Days Sales Outstanding 112
4-3C Fixed Assets Turnover Ratio 113
4-3D Total Assets Turnover Ratio 113
4-4 Debt Management Ratios 114
4-4A Total Debt to Total Capital 116
4-4B Times-Interest-Earned Ratio 116
Household Debt Burdens have Declined
36. in Recent Years 117
4-5 Profitability Ratios 118
4-5A Operating Margin 118
4-5B Profit Margin 118
4-5C Return on Total Assets 119
4-5D Return on Common Equity 119
4-5E Return on Invested Capital 119
4-5F Basic Earning Power (BEP) Ratio 120
4-6 Market Value Ratios 121
4-6A Price/Earnings Ratio 121
4-6B Market/Book Ratio 122
4-6C Enterprise Value/EBITDA Ratio 123
4-7 Tying the Ratios Together:
The DuPont Equation 124
Microsoft Excel: A Truly Essential Tool 125
4-8 Potential Misuses of ROE 126
Economic Value Added (EVA) Versus Net Income 127
4-9 Using Financial Ratios to Assess
Performance 128
37. 4-9A Comparison to Industry Average 128
4-9B Benchmarking 128
4-9C Trend Analysis 130
4-10 Uses and Limitations of Ratios 131
Looking for Warning Signs within the Financial
Statements 133
4-11 Looking Beyond the Numbers 133
TYING IT ALL TOGETHER 135
intEgratED CasE D’leon inc., Part ii 144
taking a Closer look
Conducting A Financial Ratio Analysis on HP Inc. 147
WEB aPPEnDiX 4a
Common Size and Percent Change Analyses
ChaPtEr 5
time Value of money 148
Will You Be Able to Retire? 148
PUTTING THINGS IN PERSPECTIVE 149
38. 5-1 Time Lines 150
5-2 Future Values 151
5-2A Step-By-Step Approach 152
5-2B Formula Approach 152
Simple Versus Compound Interest 152
5-2C Financial Calculators 153
5-2D Spreadsheets 153
5-2E Graphic View of the Compounding
Process 155
5-3 Present Values 157
5-3A Graphic View of the Discounting
Process 159
5-4 Finding the Interest Rate, I 160
5-5 Finding the Number of Years, N 161
5-6 Annuities 161
5-7 Future Value of an Ordinary Annuity 162
5-8 Future Value of an Annuity Due 165
5-9 Present Value of an Ordinary Annuity 166
5-10 Finding Annuity Payments, Periods,
and Interest Rates 168
39. 5-10A Finding Annuity Payments, PMT 168
5-10B Finding the Number of Periods, N 169
5-10C Finding the Interest Rate, I 169
5-11 Perpetuities 170
5-12 Uneven Cash Flows 171
5-13 Future Value of an Uneven
Cash Flow Stream 173
5-14 Solving for I with Uneven Cash Flows 174
5-15 Semiannual and Other
Compounding Periods 175
5-16 Comparing Interest Rates 177
5-17 Fractional Time Periods 180
5-18 Amortized Loans 180
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WCN 02-200-203
xxiContents
TYING IT ALL TOGETHER 182
intEgratED CasE First national Bank 190
WEB aPPEnDiX 5a
Continuous Compounding and Discounting
WEB aPPEnDiX 5B
Growing Annuities
Part 3
Financial Assets 193
ChaPtEr 6
interest rates 194
The Fed Contemplates an Increase in Interest Rates as the
41. U.S. Economy Shows Signs of a Strong Rebound 194
PUTTING THINGS IN PERSPECTIVE 195
6-1 The Cost of Money 196
6-2 Interest Rate Levels 197
6-3 The Determinants of Market
Interest Rates 201
6-3A The Real Risk-Free Rate of Interest, r* 201
Global Perspectives: European Banks Confront the
Reality of Negative Interest Rates 202
6-3B The Nominal, or Quoted, Risk-Free Rate
of Interest, rRF 5 r* 1 IP 203
6-3C Inflation Premium (IP) 203
6-3D Default Risk Premium (DRP) 204
6-3E Liquidity Premium (LP) 204
6-3F Interest Rate Risk and the Maturity
Risk Premium (MRP) 205
An Almost Riskless Treasury Bond 206
6-4 The Term Structure of Interest Rates 208
6-5 What Determines the Shape of the Yield
42. Curve? 210
The Links Between Expected Inflation
and Interest Rates: A Closer Look 212
6-6 Using the Yield Curve to Estimate Future
Interest Rates 214
6-7 Macroeconomic Factors that Influence
Interest Rate Levels 217
6-7A Federal Reserve Policy 217
6-7B Federal Budget Deficits or Surpluses 217
6-7C International Factors 218
6-7D Business Activity 218
6-8 Interest Rates and Business Decisions 219
TYING IT ALL TOGETHER 220
intEgratED CasE morton handley & Company 226
taking a Closer look
Using the New York Times Bond Market Page to
Understand Interest Rates 227
ChaPtEr 7
43. Bonds and their Valuation 228
Sizing Up Risk in the Bond Market 228
PUTTING THINGS IN PERSPECTIVE 229
7-1 Who Issues Bonds? 230
7-2 Key Characteristics of Bonds 231
7-2A Par Value 231
7-2B Coupon Interest Rate 231
7-2C Maturity Date 232
7-2D Call Provisions 232
7-2E Sinking Funds 233
7-2F Other Features 234
7-3 Bond Valuation 234
7-4 Bond Yields 238
7-4A Yield to Maturity 239
7-4B Yield to Call 240
7-5 Changes in Bond Values over Time 242
7-6 Bonds with Semiannual Coupons 245
7-7 Assessing a Bond’s Riskiness 247
7-7A Price Risk 248
44. 7-7B Reinvestment Risk 249
7-7C Comparing Price Risk and Reinvestment
Risk 250
7-8 Default Risk 252
7-8A Various Types of Corporate Bonds 252
7-8B Bond Ratings 253
7-8C Bankruptcy and Reorganization 258
7-9 Bond Markets 259
Accrued Interest and the Pricing of Coupon
Bonds 260
TYING IT ALL TOGETHER 262
intEgratED CasE Western money
management inc. 268
taking a Closer look
Using Online Resources to Understand the Impact of
Interest Rates on Bond Valuation 269
WEB aPPEnDiX 7a
Zero Coupon Bonds
45. WEB aPPEnDiX 7B
Bond Risk and Duration
WEB aPPEnDiX 7C
Bankruptcy and Reorganization
ChaPtEr 8
risk and rates of return 270
Managing Risk in Difficult Times 270
PUTTING THINGS IN PERSPECTIVE 271
8-1 The Risk-Return Trade-Off 272
8-2 Stand-Alone Risk 274
8-2A Statistical Measures of Stand-Alone
Risk 275
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to electronic rights, some third party content may be suppressed
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46. time if subsequent rights restrictions require it.
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WCN 02-200-203
xxii Contents
8-2B Measuring Stand-Alone Risk:
The Standard Deviation 277
8-2C Using Historical Data to Measure Risk 279
8-2D Other Measures of Stand-Alone Risk: The
Coefficient of Variation and the Sharpe
Ratio 280
8-2E Risk Aversion and Required Returns 281
The Historical Trade-Off Between Risk and
Return 282
8-3 Risk in a Portfolio Context: The
CAPM 283
47. 8-3A Expected Portfolio Returns, r⁄p 284
8-3B Portfolio Risk 285
Adding More Stocks Doesn’t Always Reduce
The Risk of Your Portfolio 289
8-3C Risk in a Portfolio Context: The Beta
Coefficient 289
Global Perspectives: The Benefits of Diversifying
Overseas 294
8-4 The Relationship between Risk
and Rates of Return 295
Estimating The Market Risk Premium 298
8-4A The Impact of Expected Inflation 298
8-4B Changes in Risk Aversion 300
8-4C Changes in a Stock’s Beta Coefficient 302
8-5 Some Concerns about Beta and the
CAPM 303
8-6 Some Concluding Thoughts: Implications
for Corporate Managers and Investors 303
TYING IT ALL TOGETHER 305
48. INTEGRATED CASE Merrill Finch Inc. 312
Taking a Closer Look
Using Past Information to Estimate Required Returns 314
WEb AppENDIx 8A
Calculating Beta Coefficients
ChApTER 9
Stocks and Their Valuation 316
Searching for the Right Stock 316
PUTTING THINGS IN PERSPECTIVE 317
9-1 Legal Rights and Privileges of Common
Stockholders 317
9-1A Control of the Firm 317
9-1B The Preemptive Right 319
9-2 Types of Common Stock 319
9-3 Stock Price versus Intrinsic Value 320
Are “Smart Beta” Funds A Smart Idea? 321
9-3A Why Do Investors and Companies
49. Care about Intrinsic Value? 322
9-4 The Discounted Dividend Model 323
9-4A Expected Dividends as the Basis for Stock
Values 325
9-5 Constant Growth Stocks 326
9-5A Illustration of a Constant Growth Stock 327
9-5B Dividends Versus Growth 328
9-5C Which is Better: Current Dividends or
Growth? 330
9-5D Required Conditions for the Constant
Growth Model 330
9-6 Valuing Nonconstant Growth Stocks 331
Evaluating Stocks That Don’t Pay Dividends 335
9-7 Enterprise-Based Approach
to Valuation 335
9-7A The Corporate Valuation Model 336
9-7B Comparing the Corporate Valuation
50. and Discounted Dividend Models 339
Other Approaches to Valuing Common Stocks 340
9-8 Preferred Stock 341
TYING IT ALL TOGETHER 342
INTEGRATED CASE Mutual of Chicago Insurance
Company 348
Taking a Closer Look
Estimating Exxon Mobil Corporation’s Intrinsic Stock
Value 349
AppENDIx 9A
Stock Market Equilibrium 351
Part 4
Investing in Long-Term Assets:
Capital Budgeting 355
ChApTER 10
The Cost of Capital 356
Creating Value at Disney 356
51. PUTTING THINGS IN PERSPECTIVE 357
10-1 An Overview of the Weighted Average
Cost of Capital (WACC) 358
10-2 Basic Definitions 359
10-3 Cost of Debt, rd(12T) 361
10-4 Cost of Preferred Stock, rp 362
10-5 Cost of Retained Earnings, rs 363
10-5A CAPM Approach 364
10-5B Bond-Yield-Plus-Risk-Premium
Approach 365
10-5C Dividend-Yield-Plus-Growth-Rate,
or Discounted Cash Flow (DCF),
Approach 366
10-5D Averaging the Alternative Estimates 367
10-6 Cost of New Common Stock, re 368
10-6A Add Flotation Costs to a Project’s Cost 368
10-6B Increase the Cost of Capital 369
10-6C When Must External Equity Be
52. Used? 370
10-7 Composite, or Weighted Average,
Cost of Capital, WACC 371
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WCN 02-200-203
xxiiiContents
10-8 Factors that Affect the WACC 371
10-8A Factors the Firm Cannot Control 371
Some Real-World Estimates of the WACC 372
53. 10-8B Factors the Firm Can Control 373
10-9 Adjusting the Cost of Capital for
Risk 373
10-10 Some Other Problems with Cost
of Capital Estimates 375
TYING IT ALL TOGETHER 376
intEgratED CasE Coleman technologies inc. 382
taking a Closer look
Calculating 3M’s Cost of Capital 383
WEB aPPEnDiX 10a
The Cost of New Common Stock and WACC
ChaPtEr 11
the Basics of Capital Budgeting 385
Competition in the Aircraft Industry: Airbus versus
Boeing 385
PUTTING THINGS IN PERSPECTIVE 386
11-1 An Overview of Capital Budgeting 386
54. 11-2 Net Present Value (NPV) 388
11-3 Internal Rate of Return (IRR) 392
Why NPV Is Better Than IRR 395
11-4 Multiple Internal Rates of Return 395
11-5 Reinvestment Rate Assumptions 397
11-6 Modified Internal Rate of Return
(MIRR) 398
11-7 NPV Profiles 402
11-8 Payback Period 405
11-9 Conclusions on Capital Budgeting
Methods 407
11-10 Decision Criteria Used in Practice 408
TYING IT ALL TOGETHER 409
intEgratED CasE allied Components
Company 415
ChaPtEr 12
Cash Flow Estimation and risk
analysis 417
Home Depot Carefully Evaluates New Investments 417
55. PUTTING THINGS IN PERSPECTIVE 418
12-1 Conceptual Issues in Cash Flow
Estimation 418
12-1A Free Cash Flow Versus Accounting
Income 419
12-1B Timing of Cash Flows 420
12-1C Incremental Cash Flows 420
12-1D Replacement Projects 420
12-1E Sunk Costs 420
12-1F Opportunity Costs Associated With
Assets the Firm Owns 421
12-1G Externalities 421
12-2 Analysis of an Expansion Project 423
12-2A Effect of Different Depreciation
Rates 426
12-2B Cannibalization 426
12-2C Opportunity Costs 426
56. 12-2D Sunk Costs 426
12-2E Other Changes to the Inputs 427
12-3 Replacement Analysis 427
12-4 Risk Analysis in Capital Budgeting 430
12-5 Measuring Stand-Alone Risk 431
12-5A Sensitivity Analysis 431
12-5B Scenario Analysis 433
12-5C Monte Carlo Simulation 435
12-6 Within-Firm and Beta Risk 435
12-7 Unequal Project Lives 436
12-7A Replacement Chains 438
12-7B Equivalent Annual Annuities (EAA) 438
12-7C Conclusions about Unequal Lives 438
TYING IT ALL TOGETHER 439
intEgratED CasE allied Food Products 448
aPPEnDiX 12a
Tax Depreciation 451
57. WEB aPPEnDiX 12B
Refunding Operations
WEB aPPEnDiX 12C
Using the CAPM to Estimate the Risk-Adjusted Cost of
Capital
WEB aPPEnDiX 12D
Techniques for Measuring Beta Risk
ChaPtEr 13
real options and other topics in Capital
Budgeting 453
Anheuser-Busch Used Real Options to Enhance Its
Value 453
PUTTING THINGS IN PERSPECTIVE 454
13-1 Introduction to Real Options 454
13-2 Growth (Expansion) Options 455
13-3 Abandonment/Shutdown Options 458
13-4 Investment Timing Options 460
13-5 Flexibility Options 462
13-6 The Optimal Capital Budget 463
13-7 The Post-Audit 466
58. TYING IT ALL TOGETHER 467
Copyright 2019 Cengage Learning. All Rights Reserved. May
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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.
Copyright 2019 Cengage Learning. All Rights Reserved. May
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WCN 02-200-203
xxiv Contents
intEgratED CasE 21st Century Education
Products 471
Part 5
Capital Structure
and Dividend Policy 473
59. ChaPtEr 14
Capital structure and leverage 474
Debt: Rocket Booster or Anchor? Caterpillar Inc. 474
PUTTING THINGS IN PERSPECTIVE 475
14-1 Book, Market, or “Target” Weights? 475
14-1A Measuring the Capital Structure 476
14-1B Capital Structure Changes Over Time 478
14-2 Business and Financial Risk 478
14-2A Business Risk 479
14-2B Factors That Affect Business Risk 480
14-2C Operating Leverage 481
14-2D Financial Risk 485
14-3 Determining the Optimal Capital
Structure 490
14-3A WACC and Capital Structure
Changes 490
14-3B The Hamada Equation 490
14-3C The Optimal Capital Structure 494
60. 14-4 Capital Structure Theory 495
Yogi Berra on the MM Proposition 496
14-4A The Effect of Taxes 497
14-4B The Effect of Potential Bankruptcy 498
14-4C Trade-off Theory 498
14-4D Signaling Theory 499
14-4E Using Debt Financing to Constrain
Managers 500
14-4F Pecking Order Hypothesis 501
14-4G Windows of Opportunity 502
14-5 Checklist for Capital Structure Decisions 502
14-6 Variations in Capital Structures 505
TYING IT ALL TOGETHER 506
intEgratED CasE Campus Deli inc. 513
taking a Closer look
Exploring the Capital Structures for Four Restaurant
Companies 516
WEB aPPEnDiX 14a
Degree of Leverage
61. ChaPtEr 15
Distributions to shareholders:
Dividends and share repurchases 517
Apple Shifts Gears and Begins to Unload Part of Its Vast
Cash Hoard 517
PUTTING THINGS IN PERSPECTIVE 518
15-1 Dividends versus Capital Gains: What Do
Investors Prefer? 519
15-1A Dividend Irrelevance Theory 519
15-1B Reasons Some Investors Prefer
Dividends 520
15-1C Reasons Some Investors Prefer Capital
Gains 520
15-2 Other Dividend Policy Issues 521
15-2A Information Content, or Signaling,
Hypothesis 521
15-2B Clientele Effect 522
15-3 Establishing the Dividend Policy
62. in Practice 523
15-3A Setting the Target Payout Ratio: The
Residual Dividend Model 523
15-3B Earnings, Cash Flows, and
Dividends 528
Global Perspectives: Dividend Yields around the
World 530
15-3C Payment Procedures 532
15-4 Dividend Reinvestment Plans 533
15-5 Summary of Factors Influencing Dividend
Policy 535
15-5A Constraints 535
15-5B Investment Opportunities 535
15-5C Alternative Sources of Capital 536
15-5D Effects of Dividend Policy on rs 536
15-6 Stock Dividends and Stock Splits 536
15-6A Stock Splits 537
15-6B Stock Dividends 537
15-6C Effect on Stock Prices 538
63. 15-7 Stock Repurchases 539
15-7A The Effects of Stock Repurchases 539
15-7B Advantages of Repurchases 541
15-7C Disadvantages of Repurchases 541
15-7D Conclusions on Stock Repurchases 542
TYING IT ALL TOGETHER 543
intEgratED CasE southeastern steel
Company 548
taking a Closer look
Apple’s Dividend Policy 549
WEB aPPEnDiX 15a
The Residual Dividend Model: An Example
Part 6
Working Capital Management
and Financial Forecasting 551
ChaPtEr 16
Working Capital management 552
Successful Firms Efficiently Manage Their Working
Capital 552
64. 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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WCN 02-200-203
xxvContents
PUTTING THINGS IN PERSPECTIVE 553
16-1 Background on Working Capital 553
16-2 Current Assets Investment Policies 554
16-3 Current Assets Financing Policies 556
16-3A Maturity Matching, or “Self-
Liquidating,” Approach 556
65. 16-3B Aggressive Approach 556
16-3C Conservative Approach 558
16-3D Choosing Between the
Approaches 558
16-4 The Cash Conversion Cycle 559
16-4A Calculating the Targeted CCC 559
16-4B Calculating the CCC from Financial
Statements 560
Some Real-World Examples of the Cash Conversion
Cycle 561
16-5 The Cash Budget 563
16-6 Cash and Marketable Securities 567
16-6A Currency 567
16-6B Demand Deposits 567
16-6C Marketable Securities 569
16-7 Inventories 570
16-8 Accounts Receivable 571
66. 16-8A Credit Policy 571
16-8B Setting and Implementing the Credit
Policy 572
16-8C Monitoring Accounts Receivable 573
16-9 Accounts Payable (Trade Credit) 574
A Difficult Balancing Act 576
16-10 Bank Loans 577
16-10A Promissory Note 577
16-10B Line of Credit 578
16-10C Revolving Credit Agreement 579
16-10D Costs of Bank Loans 579
16-11 Commercial Paper 581
16-12 Accruals (Accrued Liabilities) 582
16-13 Use of Security in Short-Term
Financing 582
TYING IT ALL TOGETHER 583
intEgratED CasE ski Equipment inc. 589
67. WEB aPPEnDiX 16a
Inventory Management
WEB aPPEnDiX 16B
Short-Term Loans and Bank Financing
ChaPtEr 17
Financial Planning and Forecasting 592
Effective Forecasting is an Important Component
of Strong Performance 592
PUTTING THINGS IN PERSPECTIVE 593
17-1 Strategic Planning 593
17-2 The Sales Forecast 595
17-3 The AFN Equation 597
17-3A Excess Capacity Adjustments 599
17-4 Forecasted Financial Statements 602
17-4A Part I. Inputs 604
17-4B Part II. Forecasted Income
Statement 604
17-4C Part III. Forecasted Balance Sheet 605
17-4D Part IV. Ratios and EPS 605
68. 17-4E Using the Forecast to Improve
Operations 606
17-5 Using Regression to Improve
Forecasts 606
17-6 Analyzing the Effects of Changing
Ratios 608
17-6A Modifying Accounts Receivable 608
17-6B Modifying Inventories 608
17-6C Other “Special Studies” 608
TYING IT ALL TOGETHER 609
intEgratED CasE new World Chemicals inc. 615
taking a Closer look
Forecasting the Future Performance of Abercrombie
& Fitch 617
WEB aPPEnDiX 17a
Forecasting Financial Requirements When Financial
Ratios Change
69. Part 7
Special Topics in Financial
Management 619
ChaPtEr 18
Derivatives and risk management 620
Using Derivatives to Manage Risk 620
PUTTING THINGS IN PERSPECTIVE 621
18-1 Reasons to Manage Risk 622
CFOs Assess the Costs and Benefits of Risk
Management 624
18-2 Background on Derivatives 625
18-3 Options 627
18-3A Option Types and Markets 627
18-3B Factors that Affect the Value of a Call
Option 629
18-3C Exercise Value Versus Option Price 629
18-4 Introduction to Option Pricing Models 632
Expensing Executive Stock Options 635
70. 18-5 The Black–Scholes Option Pricing Model
(OPM) 635
18-5A OPM Assumptions and Equations 635
18-5B OPM Illustration 637
Using the Vix as a Measure of Investors’ Fears 638
18-6 Forward and Futures Contracts 640
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
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WCN 02-200-203
xxvi Contents
71. 18-7 Other Types of Derivatives 644
18-7A SWAPS 644
Credit Instruments Create New Opportunities
and Risks 645
18-7B Structured Notes 645
18-7C Inverse Floaters 647
18-8 Using Derivatives to Reduce Risks 647
18-8A Security Price Exposure 647
18-8B Futures 648
18-8C SWAPS 649
18-8D Commodity Price Exposure 650
18-8E The Use and Misuse of Derivatives 650
18-9 Risk Management 651
18-9A An Approach to Risk Management 652
PWC’s Guide for Assessing and Managing Risk 653
TYING IT ALL TOGETHER 655
intEgratED CasE tropical sweets inc. 659
taking a Closer look
NETFLIX, Inc.: Call and Put Option Pricing and Interest
Rate Futures 660
72. aPPEnDiX 18a
Valuation of Put Options 662
ChaPtEr 19
multinational Financial management 664
U.S. Firms Look Overseas to Enhance Shareholder Value 664
PUTTING THINGS IN PERSPECTIVE 665
19-1 Multinational, or Global,
Corporations 665
Corporate Inversions Have Attracted
Increased Criticism 669
19-2 Multinational versus Domestic Financial
Management 669
19-3 The International Monetary System 671
19-3A International Monetary
Terminology 671
19-3B Current Monetary Arrangements 672
Brexit Shakes Europe 673
19-4 Foreign Exchange Rate Quotations 674
73. 19-4A Cross Rates 674
19-4B Interbank Foreign Currency
Quotations 675
19-5 Trading in Foreign Exchange 676
19-5A Spot Rates and Forward Rates 677
19-6 Interest Rate Parity 678
19-7 Purchasing Power Parity 680
Hungry for a Big Mac? Go to Hong Kong! 682
19-8 Inflation, Interest Rates, and Exchange
Rates 684
19-9 International Money and Capital
Markets 685
19-9A International Credit Markets 685
19-9B International Stock Markets 686
Stock Market Indexes around the World 687
19-10 Investing Overseas 688
Global Perspectives: Measuring Country Risk 688
74. Global Perspectives: Investing in International
Stocks 689
19-11 International Capital Budgeting 691
19-12 International Capital Structures 692
TYING IT ALL TOGETHER 694
intEgratED CasE Citrus Products inc. 698
taking a Closer look
Using the Internet to Follow Exchange Rates and
International Indexes 699
ChaPtEr 20
hybrid Financing: Preferred stock,
leasing, Warrants, and Convertibles 700
Tesla’s Investors Love the Convertible 700
PUTTING THINGS IN PERSPECTIVE 701
20-1 Preferred Stock 701
20-1A Basic Features 701
Preferred Stock: Does It Make Sense for Individual
Investors? 702
75. 20-1B Adjustable-Rate Preferred Stock 704
20-1C Advantages and Disadvantages
of Preferred Stock 704
20-2 Leasing 705
20-2A Types of Leases 705
Changes to the Financial Reporting of Leases
Coming Soon 706
20-2B Financial Statement Effects 707
20-2C Evaluation by the Lessee 709
20-2D Other Factors that Affect Leasing
Decisions 712
20-3 Warrants 713
20-3A Initial Market Price of a Bond with
Warrants 713
20-3B Use of Warrants in Financing 714
20-3C The Component Cost of Bonds with
Warrants 715
20-3D Problems with Warrant Issues 716
76. 20-4 Convertibles 717
20-4A Conversion Ratio and Conversion
Price 717
20-4B The Component Cost of Convertibles 718
20-4C Use of Convertibles in Financing 721
20-4D Convertibles Can Reduce Agency
Costs 722
20-5 A Final Comparison of Warrants
and Convertibles 723
20-6 Reporting Earnings When Warrants
or Convertibles Are Outstanding 724
TYING IT ALL TOGETHER 724
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
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77. 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
xxvii Contents
intEgratED CasE Fish & Chips inc., Part i 730
Fish & Chips inc., Part ii 731
taking a Closer look
Using the Internet to Follow Hybrid Securities 732
ChaPtEr 21
mergers and acquisitions 734
Amazon Announces Plans to Acquire Whole Foods 734
PUTTING THINGS IN PERSPECTIVE 735
21-1 Rationale for Mergers 736
21-1A Synergy 736
21-1B Tax Considerations 736
78. 21-1C Purchase of Assets Below Their
Replacement Cost 737
21-1D Diversification 737
21-1E Managers’ Personal Incentives 737
21-1F Breakup Value 738
21-2 Types of Mergers 738
21-3 Level of Merger Activity 738
21-4 Hostile Versus Friendly Takeovers 740
21-5 Merger Analysis 741
21-5A Valuing the Target Firm 741
21-5B Setting the Bid Price 745
More than just Financial Statements 747
21-5C Post-Merger Control 747
21-6 The Role of Investment Bankers 748
21-6A Arranging Mergers 748
21-6B Developing Defensive Tactics 749
21-6C Establishing a Fair Value 750
21-6D Financing Mergers 750
21-6E Arbitrage Operations 751
21-7 Do Mergers Create Value?
79. The Empirical Evidence 751
The Track Record of Large Mergers 752
21-8 Corporate Alliances 753
21-9 Private Equity Investments 754
21-10 Divestitures 754
21-10A Types of Divestitures 754
21-10B Divestiture Illustrations 755
TYING IT ALL TOGETHER 757
intEgratED CasE smitty’s home repair
Company 760
taking a Closer look
Using Dealbook to Follow Recent Merger and Acquisition
Announcements 761
WEB aPPEnDiX 21a
Merger Regulation
WEB aPPEnDiX 21B
Holding Companies