Course Project
Part 1 – Building Your Project Plan
You and your project team must develop a new project (product or service oriented) for your organization. Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documents to customer
4) Receive and execute customer changes
5) Create bid for customer contract
6) Run bid through technical and legal departments
7) Ship bid to customer
8) Follow up with customer
9) Negotiate details of bid acceptance
10) Build the negotiated architectural design
11) Oversee construction budget
12) Deliver agreed upon product to customer
13) Receive payment
14) Close out project using lessons learned approach
Your project must fit within the framework of the company’s business. In other words, if the company builds single family residences, your project would not be for an office building. It must be related to a specific type of single family home/townhouse. Project Overview
The project overview is a report on the project undertaking and a discussion of the general situation management finds itself in. This provides important context for the project management team to use in determining methods, approaches, and timeframes, as well as a scope.
For example, if building a new home, you should state whether it will have one or two stories, three or four bedrooms, and any other rooms that are to be included. There may be important details regarding the lot, area of town, and other issues such as landscaping. Be as detailed as possible, since this will assist the instructor in understanding and ultimately approving your project based on his/her belief that you have a viable project topic for a team of 3-4 persons. Objectives
Objectives describe concrete outcomes that a project will meet so as to be deemed a success. Goals need to be described as specifically as necessary-but no more specifically than that. The purpose is not to artificially constrain the project but to limit the project to as wide a range of acceptable outcomes as ...
COVERTITLE PAGE Table of ContentsI. Integrated ProjecCruzIbarra161
COVER/TITLE PAGE
Table of Contents
I. Integrated Project 1: Developing Your Project Plan
20 points
a. Background ( who, what, when and How) of your company
4
b. Current Process (what do they do overall and how)
4
c. Overview of the Project
i. Objectives
1a. provide construction blueprint to customer.
1b. decrease delivery time on all raw materials from 10 days
1c. reduce amount of rework from inspections.
1d. Decrease cost overruns
4
ii. General Approach (Technical and managerial)
4
iii. Constraints (what could prevent the project from been completed: time, money, government tags etc)
4
II. Integrated Project 2: Developing the Work Breakdown Structure
50 points
a. Work Breakdown Outline (do not include the scheduling views)
30
b. Responsibility Matrix (explanation necessary!) & Personnel
20
III. Integrated Project 3: Project Risk Assessment
50 points
a. Risk Analysis*
20
b. Risk Matrices (available @ www.mhhe.com/graylarson4e)
30
*: All values selected must be explained; risks should be cited to sources if possible—Internet sites acceptable for this research)
IV. Integrated Project
100 points
a. Project Schedule (shows beginning and end dates)
30
b. Activity Precedence Diagram (Gantt)
20
c. Activity Duration Table
10
d. Milestones (you determine w/explanation)
15
e. Discussion of Critical Path w/ Visual Supporting Documentation (Network and/or tracking Gantt)
25
V. Integrated Project
45 points
a. Resource Allocation
20
b. Resolved Resource Conflicts*
25
*: explanation required
VI Integrated Project: Developing the Cost Estimates & Budget
20 points
a. Budget Analysis
15
b. Time-Phased Budget
c. Earned value Analysis
5
VII Conclusion (states what you have determined; remember that goal of any project is on-time and within budget; you might want to go back to Section I to see whether your constraints were met or exceeded
15 points
WORK BREAKDOWN STRUCTURE (WBS)
PART 1
Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!
Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documen ...
This document provides information on purchasing the CMGT 410 Ver.13 Entire Class course materials. It includes details on the weekly discussion questions, individual assignments, and group project components that make up the course. The group project involves planning an IT implementation project from developing a charter and schedule to creating a budget, evaluating controls, and conducting a postmortem review. Completing the course materials would provide learners with practice in core project management skills and processes.
Pm0011 project planning and scheduling (1)smumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This document provides an overview of the CMGT/410 course which focuses on project management. It outlines several individual and team assignments that students must complete over 5 weeks. These include developing aspects of a project plan such as objectives, stakeholders, budget, timeline, and risk assessment. It also describes discussions and deliverables centered around project management tools and ensuring project success.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management skills and tools like work breakdown structures, Gantt charts, cost estimation, risk management, and performance measurement.
This document provides an overview of the CMGT/410 course which focuses on project management. It outlines several individual and team assignments that students must complete over 5 weeks. These include developing aspects of a project plan such as objectives, stakeholders, budget, timeline, and risk assessment. It also describes discussions and readings related to core project management topics like the critical role of the project manager, managing resources and costs, and conducting a post-project review.
COVERTITLE PAGE Table of ContentsI. Integrated ProjecCruzIbarra161
COVER/TITLE PAGE
Table of Contents
I. Integrated Project 1: Developing Your Project Plan
20 points
a. Background ( who, what, when and How) of your company
4
b. Current Process (what do they do overall and how)
4
c. Overview of the Project
i. Objectives
1a. provide construction blueprint to customer.
1b. decrease delivery time on all raw materials from 10 days
1c. reduce amount of rework from inspections.
1d. Decrease cost overruns
4
ii. General Approach (Technical and managerial)
4
iii. Constraints (what could prevent the project from been completed: time, money, government tags etc)
4
II. Integrated Project 2: Developing the Work Breakdown Structure
50 points
a. Work Breakdown Outline (do not include the scheduling views)
30
b. Responsibility Matrix (explanation necessary!) & Personnel
20
III. Integrated Project 3: Project Risk Assessment
50 points
a. Risk Analysis*
20
b. Risk Matrices (available @ www.mhhe.com/graylarson4e)
30
*: All values selected must be explained; risks should be cited to sources if possible—Internet sites acceptable for this research)
IV. Integrated Project
100 points
a. Project Schedule (shows beginning and end dates)
30
b. Activity Precedence Diagram (Gantt)
20
c. Activity Duration Table
10
d. Milestones (you determine w/explanation)
15
e. Discussion of Critical Path w/ Visual Supporting Documentation (Network and/or tracking Gantt)
25
V. Integrated Project
45 points
a. Resource Allocation
20
b. Resolved Resource Conflicts*
25
*: explanation required
VI Integrated Project: Developing the Cost Estimates & Budget
20 points
a. Budget Analysis
15
b. Time-Phased Budget
c. Earned value Analysis
5
VII Conclusion (states what you have determined; remember that goal of any project is on-time and within budget; you might want to go back to Section I to see whether your constraints were met or exceeded
15 points
WORK BREAKDOWN STRUCTURE (WBS)
PART 1
Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!
Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documen ...
This document provides information on purchasing the CMGT 410 Ver.13 Entire Class course materials. It includes details on the weekly discussion questions, individual assignments, and group project components that make up the course. The group project involves planning an IT implementation project from developing a charter and schedule to creating a budget, evaluating controls, and conducting a postmortem review. Completing the course materials would provide learners with practice in core project management skills and processes.
Pm0011 project planning and scheduling (1)smumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This document provides an overview of the CMGT/410 course which focuses on project management. It outlines several individual and team assignments that students must complete over 5 weeks. These include developing aspects of a project plan such as objectives, stakeholders, budget, timeline, and risk assessment. It also describes discussions and deliverables centered around project management tools and ensuring project success.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management skills and tools like work breakdown structures, Gantt charts, cost estimation, risk management, and performance measurement.
This document provides an overview of the CMGT/410 course which focuses on project management. It outlines several individual and team assignments that students must complete over 5 weeks. These include developing aspects of a project plan such as objectives, stakeholders, budget, timeline, and risk assessment. It also describes discussions and readings related to core project management topics like the critical role of the project manager, managing resources and costs, and conducting a post-project review.
This document provides the details for the CMGT/410 course at the University of Phoenix. It outlines the individual and team assignments for each of the 5 weeks in the course. The assignments involve developing a project plan for conducting a company-wide training session and include tasks like creating a work breakdown structure, developing a budget and timeline, and conducting a post-project review. Management of risks, resources, changes and overall project performance are some of the key elements covered in the assignments.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, risks and changes to deliver the training successfully and on budget.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
Cmgt 410 entire course (latest version of syllabus)scorpissons123
This document provides an overview of the CMGT 410 Entire Course syllabus. It outlines the weekly individual and team assignments, which involve developing components of a project plan for organizing a company offsite training session, including drafting memos, a Gantt chart, and presentation. It also includes discussion questions related to topics like project success factors, the project manager's role, cost management, change control, and risk management. The overall objective is for students to gain experience planning and executing a project from start to finish.
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
This document provides information about obtaining fully solved assignments. It instructs students to send their semester and specialization name to the email address "help.mbaassignments@gmail.com" or call the provided phone number. The document then provides an example assignment related to project planning and scheduling, including six multiple part questions covering topics such as project scope management, project scheduling tools, cost of quality, and critical path method.
Here are potential responses to the questions posed:
1. If a specific resource is concurrently allocated to more projects, the balance of the modified scope triangle would be disrupted. As more demands are placed on a limited resource, one or more sides of the triangle would need to flex to accommodate the situation. As project manager, I would proactively manage resource availability and communicate resource constraints to stakeholders. If overallocation occurred, I would work with program management to reallocate resources or obtain additional resources to get the projects back in balance without compromising scope, cost or schedule.
2. As a program manager, I could potentially bring about cost savings by leveraging economies of scale across the portfolio of projects. For example, negotiating volume discounts for
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
Definition of requirements for each project phases.pdfcalf_ville86
The document discusses the five key phases of project management: initiation, planning, execution, monitoring and control, and closure. It provides details on typical activities and objectives for each phase, including developing a project initiation document, creating a project plan and schedule, implementing the planned project activities, monitoring progress, and closing out the project upon completion.
This document provides information about an online course on project management (CMGT 410) including assignments, discussion questions, and links. It discusses a hypothetical project to plan a 2-day training session for managers at various company locations to learn a new compliance system. The document outlines assignments to develop a project plan, budget, and status updates for the training session project.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
POM 3 JUNE 2022 PROJECT MANAGEMENT QUESTION.pdfAlison Tutors
This document has questions on Project management asked in the paper 3 June 2022
The paper tested on the following concepts :
-steps involved in creating a feasibility study
-definition of project manager and project management
-responsibilities of a project manager
-project management methodology
-Work Breakdown Structure
-Net Present Value
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
Pm 0010 introduction to project managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Business and Government Relations Please respond to the following.docxCruzIbarra161
"Business and Government Relations" Please respond to the following:
Discuss the main reasons why a business should or should not be involved in political discussions or take a political stand. Use terms found in Chapter 9 to demonstrate your understanding of the material. You can submit your initial discussion post and responses in either written or video format (2-3 minutes or less).
.
Business Continuity Planning Explain how components of the busine.docxCruzIbarra161
Business Continuity Planning: Explain how components of the business infrastructure are included in a business continuity plan. Discuss the processes of planning, analysis, design, implementation, testing and maintenance in developing this plan. This assignment must be at least 2 full pages. Apply the 4-C's of writing:
Correct, complete, clear, and concise.
.
More Related Content
Similar to Course ProjectPart 1 – Building Your Project PlanYou and your
This document provides the details for the CMGT/410 course at the University of Phoenix. It outlines the individual and team assignments for each of the 5 weeks in the course. The assignments involve developing a project plan for conducting a company-wide training session and include tasks like creating a work breakdown structure, developing a budget and timeline, and conducting a post-project review. Management of risks, resources, changes and overall project performance are some of the key elements covered in the assignments.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, risks and changes to deliver the training successfully and on budget.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It outlines the individual and team assignments given each week of the course, which involve developing various components of a project plan for organizing a company training session, including naming the project, identifying stakeholders, specifying objectives and outcomes, developing a work breakdown structure and Gantt chart, creating budgets and cost estimates, developing risk management and quality control strategies, and conducting a post-project review. The course content emphasizes key project management topics like resource allocation, risk assessment, change management, and performance measurement.
This document provides an overview of the CMGT/410 course at the University of Phoenix, which focuses on project management. It includes descriptions of individual and group assignments related to developing a project plan for an organizational training event. The assignments involve drafting documents such as a project proposal, budget, task list, and post-completion review. Managing the project requires considering stakeholders, objectives, costs, timelines, resources, and risks.
Cmgt 410 entire course (latest version of syllabus)scorpissons123
This document provides an overview of the CMGT 410 Entire Course syllabus. It outlines the weekly individual and team assignments, which involve developing components of a project plan for organizing a company offsite training session, including drafting memos, a Gantt chart, and presentation. It also includes discussion questions related to topics like project success factors, the project manager's role, cost management, change control, and risk management. The overall objective is for students to gain experience planning and executing a project from start to finish.
MBA 6951, Managing Complex Projects 1 Course Learning.docxAASTHA76
MBA 6951, Managing Complex Projects 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Examine the roles and responsibilities of a project manager.
1.1 Explain a project proposal that includes the project scope, schedule, and ultimate deliverables
that will be executed by a project manager.
2. Analyze the elements of measures of performance in the context of the triple constraints.
2.1 Explain a project proposal that includes risks in the context of the triple constraints.
2.2 Explain a project proposal that includes deliverables through measures of performance.
3. Determine the scope of a project.
3.1 Determine a project proposal that provides an overview of the scope of a project.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
2.2
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Chapter 7: Conflicts, pp. 237-246
Unit II Assignment
3.1
Unit Lesson
Chapter 5: Management Functions, pp. 145-170
Unit II Assignment
Reading Assignment
Chapter 5: Management Functions, pp. 145–170
Chapter 7: Conflicts, pp. 237–246
Unit Lesson
Management responsibilities involve the planning, organizing, staffing, controlling, and directing of people and
activities that will ultimately achieve the objectives parlayed within the organizational goals. Controlling is
actually a measurement function, which allows for evaluation and ultimate corrections that lead to ongoing
improvement and innovation within the organization. Directing suggests that the leader is actually
implementing the plans and involves several steps.
The interactive slide below explains the different steps in directing by the leader:
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
UNIT II STUDY GUIDE
Managing Projects
https://online.columbiasouthern.edu/bbcswebdav/xid-77177349_1
https://online.columbiasouthern.edu/bbcswebdav/xid-77175396_1
MBA 6951, Managing Complex Projects 2
UNIT x STUDY GUIDE
Title
Once this structure has been established, managers must journey through the concepts of power, authority,
and responsibility. The ideal situation is that a project manager would have both the responsibility and
authority to complete the task, but many times, they have the authority but not necessarily the formal power.
This creates a void in their effectiveness unless they can utilize other influences such as those indicated in
the interactive slide below.
The interactive slide below explains the different types of rewards and examples.
Click here to access the interactive slide.
Click here to access the interactive slide transcript.
Another important ar.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
This document provides information about obtaining fully solved assignments. It instructs students to send their semester and specialization name to the email address "help.mbaassignments@gmail.com" or call the provided phone number. The document then provides an example assignment related to project planning and scheduling, including six multiple part questions covering topics such as project scope management, project scheduling tools, cost of quality, and critical path method.
Here are potential responses to the questions posed:
1. If a specific resource is concurrently allocated to more projects, the balance of the modified scope triangle would be disrupted. As more demands are placed on a limited resource, one or more sides of the triangle would need to flex to accommodate the situation. As project manager, I would proactively manage resource availability and communicate resource constraints to stakeholders. If overallocation occurred, I would work with program management to reallocate resources or obtain additional resources to get the projects back in balance without compromising scope, cost or schedule.
2. As a program manager, I could potentially bring about cost savings by leveraging economies of scale across the portfolio of projects. For example, negotiating volume discounts for
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
Definition of requirements for each project phases.pdfcalf_ville86
The document discusses the five key phases of project management: initiation, planning, execution, monitoring and control, and closure. It provides details on typical activities and objectives for each phase, including developing a project initiation document, creating a project plan and schedule, implementing the planned project activities, monitoring progress, and closing out the project upon completion.
This document provides information about an online course on project management (CMGT 410) including assignments, discussion questions, and links. It discusses a hypothetical project to plan a 2-day training session for managers at various company locations to learn a new compliance system. The document outlines assignments to develop a project plan, budget, and status updates for the training session project.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
POM 3 JUNE 2022 PROJECT MANAGEMENT QUESTION.pdfAlison Tutors
This document has questions on Project management asked in the paper 3 June 2022
The paper tested on the following concepts :
-steps involved in creating a feasibility study
-definition of project manager and project management
-responsibilities of a project manager
-project management methodology
-Work Breakdown Structure
-Net Present Value
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
Pm 0010 introduction to project managementsmumbahelp
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Similar to Course ProjectPart 1 – Building Your Project PlanYou and your (20)
Business and Government Relations Please respond to the following.docxCruzIbarra161
"Business and Government Relations" Please respond to the following:
Discuss the main reasons why a business should or should not be involved in political discussions or take a political stand. Use terms found in Chapter 9 to demonstrate your understanding of the material. You can submit your initial discussion post and responses in either written or video format (2-3 minutes or less).
.
Business Continuity Planning Explain how components of the busine.docxCruzIbarra161
Business Continuity Planning: Explain how components of the business infrastructure are included in a business continuity plan. Discuss the processes of planning, analysis, design, implementation, testing and maintenance in developing this plan. This assignment must be at least 2 full pages. Apply the 4-C's of writing:
Correct, complete, clear, and concise.
.
business and its environment Discuss the genesis, contributing fac.docxCruzIbarra161
business and its environment
Discuss the genesis, contributing factors, modus operandi, effectiveness in generating social pressure, the strategy followed by target companies along with allied aspects with two examples from Canadian mining, manufacturing, telecommunication or utility companies.
minimum of 2000 words and 10 good quality references.
The paper should be properly cited as per
APA format.
.
business and its environment Discuss the genesis, contributing facto.docxCruzIbarra161
business and its environment Discuss the genesis, contributing factors, modus operandi, effectiveness in generating social pressure, the strategy followed by target companies along with allied aspects with two examples from Canadian mining, manufacturing, telecommunication or utility companies. minimum of 2000 words and 10 good quality references. The paper should be properly cited as per APA format.
.
Business BUS 210 research outline1.Cover page 2.Table .docxCruzIbarra161
Business BUS 210 research outline
1.
Cover page
2.
Table of content
3.
Executive summary
4.
Introduction
5.
Business Hypothesis / or Statement/ or the Main Question for the whole research
6.
Literature review
7.
Designing the questionnaires
8.
Pretest/ pilot test
9.
Adjust the questioners
– if required
10.
Collect the data from the official sample
11.
Data Entry
12.
Analysis
13.
Tabulations: Frequencies
“and Cross-tabulation if required”
14.
Report
o
Include the purpose for the business research
o
Time
o
Sample size
o
Location
o
Target
o
Way to collect the data (by email, personal, interview, phone…)
o
Challenges you faced
o
Findings /results
15.
Conclusion
16.
Recommendation
17.
References
18.
Appendixes
o
Questionnaire
o
All tabulations
.
BUS 439 International Human Resource ManagementInstructor Steven .docxCruzIbarra161
BUS 439 International Human Resource Management
Instructor: Steven Foster
Why did Nestle’s decentralized structure, which had brought the company success in the past, no longer fit the new realities of increasing global competition? What were the objectives of the GLOBE initiative? How was it more than just an SAP change?
.
BUS 439 International Human Resource ManagementEmployee Value Pr.docxCruzIbarra161
BUS 439 International Human Resource Management
Employee Value Proposition
Define and discuss EVP – what factors may make it difficult to determine EVP on a global basis? What considerations should be made to clearly understand and make use of this information? Why is EVP important for organizations to understand? What can organizations do to build a differentiated EVP?
.
Bullzeye is a discount retailer offering a wide range of products,.docxCruzIbarra161
Bullzeye is a discount retailer offering a wide range of products, including: home goods, clothing, toys, and food. The company is a regional retailer with 10 brick-and-mortar stores as well as a popular online store. Due to the recent credit card data breaches of various prominent national retail companies (e.g., Target, Home Depot, Staples), the Bullzeye Board of Directors has taken particular interest in information security, especially as it pertains to the protection of credit cardholder data within the Bullzeye environment. The Board has asked executive management to evaluate and strengthen the enterprise’s information security infrastructure, where needed.
In order to respond to the Board regarding their preparedness for a cyber-security attack, the Chief Financial Officer (CFO) has engaged your IT consulting firm to identify the inherent risks and recommend control remediation strategies to prevent or to detect and appropriately respond to data breaches. Your firm has been requested to liaison with the Internal Audit Department during the engagement. Your first step is to gain an understanding of Bullzeye’s IT environment. The Chief Audit Executive (CAE) schedules a meeting with key Bullzeye leadership personnel, including the CFO, Chief Information Officer (CIO), and Chief Information Security Officer (CISO).
The following key information was obtained.
Background
IT Security Framework/Policy -
Bullzeye has an information security policy, which was developed by the CISO. The policy was developed in response to an internal audit conducted by an external firm hired by the CAE. The policy is not based on one specific IT control framework but considers elements contained within several frameworks. An information security committee has been recently formed to discuss new security risks and to develop mitigation strategies.
The meeting will be held monthly and include the CISO and other key IT Directors reporting to the CIO.
In addition, a training program was implemented last year in order to provide education on various information security topics (e.g., social engineering, malware, etc.). The program requires that all staff within the IT department complete an annual information security training webinar and corresponding quiz. The training program is complemented by a monthly e-mail sent to IT staff, which highlights relevant information security topics.
General IT Environment -
Most employees in the corporate office are assigned a standard desktop computer, although certain management personnel in the corporate and retail locations are issued a laptop if they can demonstrate their need to work remotely. The laptops are given a standard Microsoft Windows operating system image, which includes anti-malware/anti-virus software and patch update software among others. In addition, new laptops are now encrypted; however, desktops and existing laptops are not currently encrypted due to budget concerns. The user provisioning.
Building on the work that you prepared for Milestones One through Th.docxCruzIbarra161
Building on the work that you prepared for Milestones One through Three, submit a document that builds upon the previously completed milestone summaries to provide an overall summary of the distribution company’s IT system as a whole. This should illustrate how each individual system component (network, database, web technology, computers, programming, and security systems) interrelates with the others and summarize the importance of IT technologies for the overall system.
.
Budget Legislation Once the budget has been prepared by the vari.docxCruzIbarra161
Budget Legislation
Once the budget has been prepared by the various agencies, it is often moved forward to the legislative body for authorization. The legislation process can result in unintended outcomes and restrictions. Search the internet and news reporting services for a story on an unintended outcome of interest to you and answer the following questions:
How did politics shape the outcome in unexpected ways?
Did “pork” spending or “apportionments and allotments” budget amendments affect the legislation?
Did a mid-year crisis or change in revenue expectations substantially impact the budget legislative action?
Respond to at least two of your classmates’ postings.
Performance Budgeting
Performance budgeting has been attempted at the local level in recent years. Address the issues of performance budgeting while answering the following questions: What attributes of performance budgeting make it particularly suitable to local government budgeting? Will the same attributes be as useful at the federal level? Respond to at least two of your classmates’ postings.
.
Browsing the podcasts on iTunes or YouTube, listen to a few of Gramm.docxCruzIbarra161
Browsing the podcasts on iTunes or YouTube, listen to a few of Grammar Girl's Quick and Dirty Tips series (grammar tips by Mignon Fogarty) or Money Girl's series (financial advice by Laura Adams).
Your Task: Pick a Money Girl or Grammar Girl podcast that interests you. Listen to it, or obtain a transcript on the website and study it for its structure. Is it direct or indirect? Informative or persuasive? How is it presented? What style does the speaker adopt? Was it effective? What changes would you suggest? Write an e-mail that discusses the podcast you analyzed.
.
Brown Primary Care Dental clinics Oral Health Initiative p.docxCruzIbarra161
Brown Primary Care Dental clinics Oral Health Initiative project
The project will consist of three elements:
•
Part 1: Economic Analysis of the Initiative of Choice [
Brown Primary Care Dental clinics Oral Health Initiative
5 pages) .
The economic analysis should include:
Principles of economics for evaluating and assessing the need for the public health initiative
A brief description of whether the initiative is a micro or macroeconomic program
A determination of whether the result of the initiative is a public or private good
A description of the initiative’s financing source
An explanation of how the initiative may affect supply and demand of public health services
•
Part 2: Financial Accounting Analysis (5 pages)
A 5-year proposed budget including major line items (see blank form for proposed budget on NIH grants pagelocated in the course syllabus or here:
Online Article:
U.S. Department of Health and Human Services (2009, June).
Public health service: PHS 398
. Detailed Budget for Initial Budget Period Form Page 4
http://grants.nih.gov/grants/funding/phs398/phs398.html
Grant Application PHS 398. U.S. Department of Health And Human Services Public Health Service.
-An analysis of budget line items, costs, sources of revenue, and deficits
-An analysis of the fiscal soundness and long-term viability of the public -health initiative
•
Part 3: Alternative Funding Sources (5pages)
Part 3: Alternative Funding Sources[ 5 pages
For this part of your Scholar-Practitioner Project you will evaluate funding sources for the public health initiative you selected in Week 2. Then, you will submit a mock grant proposal for an appropriate grant to supplement or allow expansion of your selected public health initiative.
The proposal should include:
•
The public health initiative’s purpose, background, goals, and objectives
•
A description of the funding sources you selected and explanation of why you selected it over others
•
Eligibility and selection criteria for the funding source
•
An explanation of the funds needed and how the funds may be used
•
The adjusted total 5-year budget you completed in week 9 (include all instructor recommendations)
(8 sources/references)
.
BUDDHISMWEEK 3Cosmogony - Origin of the UniverseNature of .docxCruzIbarra161
BUDDHISM
WEEK 3
Cosmogony - Origin of the Universe
Nature of God/Creator
View of Human Nature
View of Good & Evil
View of Salvation
View of After Life
Practices and Rituals
Celebrations & Festivals
Week 3 - Sources
.
Build a binary search tree that holds first names.Create a menu .docxCruzIbarra161
Build a binary search tree that holds first names.
Create a menu with the following options.
Add a name to the list (will add a new node)
Delete a name from the list (will delete a node)
NEXT PAGE
à
Search for a name (will return if the name is in the tree or not)
Output the number of leaves in your tree
Output the tree (Complete an inorder traversal.)
.
Briefly describe the development of the string quartet. How would yo.docxCruzIbarra161
Briefly describe the development of the string quartet. How would you relate this chamber ensemble to modern performing groups such as the jazz quartet? Or to a rock ensemble? What are some of the similarities and differences? Refer to the listening examples in the Special Focus to support your conclusions.
Listening examples:
String Quartet in E-Flat, No. 2
("Joke") by Haydn
String Quartet in C Minor
by Beethoven
String Quartet No. 2, Op. 17
by Bartók
.
Briefly describe a time when you were misled by everyday observation.docxCruzIbarra161
Briefly describe a time when you were misled by everyday observations (that is when you reached a conclusion on the basis of an everyday observation that you later decided was an incorrect conclusion). What type of error in casual inquiry (sources of secondhand knowledge) were you guilty of? Examples include over-generalization, stereotyping, illogical reasoning, etc
.
Broadening Your Perspective 8-1The financial statements of Toots.docxCruzIbarra161
Broadening Your Perspective 8-1
The financial statements of Tootsie Roll are presented below.
TOOTSIE ROLL INDUSTRIES, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF
Earnings, Comprehensive Earnings and Retained Earnings (in thousands except per share data)
For the year ended December 31,
2011
2010
2009
Net product sales
$528,369
$517,149
$495,592
Rental and royalty revenue
4,136
4,299
3,739
Total revenue
532,505
521,448
499,331
Product cost of goods sold
365,225
349,334
319,775
Rental and royalty cost
1,038
1,088
852
Total costs
366,263
350,422
320,627
Product gross margin
163,144
167,815
175,817
Rental and royalty gross margin
3,098
3,211
2,887
Total gross margin
166,242
171,026
178,704
Selling, marketing and administrative expenses
108,276
106,316
103,755
Impairment charges
—
—
14,000
Earnings from operations
57,966
64,710
60,949
Other income (expense), net
2,946
8,358
2,100
Earnings before income taxes
60,912
73,068
63,049
Provision for income taxes
16,974
20,005
9,892
Net earnings
$43,938
$53,063
$53,157
Net earnings
$43,938
$53,063
$53,157
Other comprehensive earnings (loss)
(8,740
)
1,183
2,845
Comprehensive earnings
$35,198
$54,246
$56,002
Retained earnings at beginning of year.
$135,866
$147,687
$144,949
Net earnings
43,938
53,063
53,157
Cash dividends
(18,360
)
(18,078
)
(17,790
)
Stock dividends
(47,175
)
(46,806
)
(32,629
)
Retained earnings at end of year
$114,269
$135,866
$147,687
Earnings per share
$0.76
$0.90
$0.89
Average Common and Class B Common shares outstanding
57,892
58,685
59,425
(The accompanying notes are an integral part of these statements.)
CONSOLIDATED STATEMENTS OF
Financial Position
TOOTSIE ROLL INDUSTRIES, INC. AND SUBSIDIARIES (in thousands except per share data)
Assets
December 31,
2011
2010
CURRENT ASSETS:
Cash and cash equivalents
$78,612
$115,976
Investments
10,895
7,996
Accounts receivable trade, less allowances of $1,731 and $1,531
41,895
37,394
Other receivables
3,391
9,961
Inventories:
Finished goods and work-in-process
42,676
35,416
Raw materials and supplies
29,084
21,236
Prepaid expenses
5,070
6,499
Deferred income taxes
578
689
Total current assets
212,201
235,167
PROPERTY, PLANT AND EQUIPMENT, at cost:
Land
21,939
21,696
Buildings
107,567
102,934
Machinery and equipment
322,993
307,178
Construction in progress
2,598
9,243
455,097
440,974
Less—Accumulated depreciation
242,935
225,482
Net property, plant and equipment
212,162
215,492
OTHER ASSETS:
Goodwill
73,237
73,237
Trademarks
175,024
175,024
Investments
96,161
64,461
Split dollar officer life insurance
74,209
.
Briefly discuss the differences in the old Minimum Foundation Prog.docxCruzIbarra161
Briefly discuss the differences in the old Minimum Foundation Program ( 1947 ) and the FEFP ( 1973 ).
What part of the basic FEFP formula ( State Aid = WFTE x BSA - (.96 AV } provides A. equity for students and B. equalization of funding for districts?
Review how student transportation dollars are calculated. What are the two major components?
What is the function of Workforce Development funds?
What are Categorical Program funds? How do they differ from general FEFP funding?
What are the four constructs on which the FEFP is based? ( Page 1--2
nd
paragraph )
Briefly define the following:
Full time equivalent
Program cost factor
Weighted FTE
Base student allocation
District cost differential
Sparsity supplement
Supplemental academic instruction
0.748 Mills Discretionary Compresion (audio is incorrect-changed from Local Discretionary Equalization).
ESE guaranteed allocation
Required local effort
Please answer all in as a mini- brief and follow directions as I tried to be as spicific as possible with the questions.
.
Briefly compare and contrast EHRs, EMRs, and PHRs. Include the typic.docxCruzIbarra161
Briefly compare and contrast EHRs, EMRs, and PHRs. Include the typical content and functionality of each.
Focusing on one of these types of records, describe the key benefits for one of the stakeholders (e.g., patients, providers, or health care management) of being able to record and/or access patient data through this system.
Should all patient health information be recorded electronically? If so, explain why. If not, explain what the exceptions should be and why.
.
Brief Exercise 9-11Suppose Nike, Inc. reported the followin.docxCruzIbarra161
*Brief Exercise 9-11
Suppose
Nike, Inc.
reported the following plant assets and intangible assets for the year ended May 31, 2014 (in millions): other plant assets $954.9; land $226.7; patents and trademarks (at cost) $530.7; machinery and equipment $2,137.2; buildings $967; goodwill (at cost) $207.5; accumulated amortization $59.3; and accumulated depreciation $2,290.
Prepare a partial balance sheet for Nike for these items.
(List Property, Plant and Equipment in order of Land, Buildings and Equipment.)
NIKE, INC.
Partial Balance Sheet
As of May 31, 2014
(in millions)
[removed]
[removed]
$
[removed]
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$
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:
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$
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:
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*Exercise 9-7
Wang Co. has delivery equipment that cost $50,840 and has been depreciated $24,960.
Record entries for the disposal under the following assumptions.
(Credit account titles are automatically indented when amount is entered. Do not indent manually.)
(a)
It was scrapped as having no value.
(b)
It was sold for $37,200.
(c)
It was sold for $19,360.
No.
Account Titles and Explanation
Debit
Credit
(a)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(b)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(c)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
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*Exercise 9-8
Here are selected 2014 transactions of Cleland Corporation.
Jan. 1
Retired a piece of machinery that was purchased on January 1, 2004. The machine cost $62,160 and had a useful life of 10 years with no salvage value.
June 30
Sold a computer that was purchased on January 1, 2012. The computer cost $37,000 and had a useful life of 4 years with no salvage value. The computer was sold for $5,630 cash.
Dec. 31
Sold a delivery truck for $9,310 cash. The truck cost $23,600 when it was purchased on January 1, 2011, and was depreciated based on a 5-year useful life with a $3,290 salvage value.
Journalize all entries required on the above dates, including entries to update depreciation on assets disposed of, where applicable. Cleland Corporation uses straight-line depreciation.
(Record entries in the order displayed in the problem statement. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record depreciation expense for the first 6 months of 2014)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
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[remo.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Course ProjectPart 1 – Building Your Project PlanYou and your
1. Course Project
Part 1 – Building Your Project Plan
You and your project team must develop a new project (product
or service oriented) for your organization. Company
Background
Tell the story (who, what, when, where, how) of the company or
organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target
market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company
in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!Current
Process
What is the current process or existing scenario for
accomplishing the company’s goals? In other words, how does
the company conduct business? If, for example, it is a
construction business building new homes, what would be the
process that encompasses the company’s procedure from
advertising through getting customers, doing the project and
closing out the project deliverable. This current process might
be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documents to customer
4) Receive and execute customer changes
5) Create bid for customer contract
6) Run bid through technical and legal departments
7) Ship bid to customer
8) Follow up with customer
9) Negotiate details of bid acceptance
10) Build the negotiated architectural design
11) Oversee construction budget
2. 12) Deliver agreed upon product to customer
13) Receive payment
14) Close out project using lessons learned approach
Your project must fit within the framework of the company’s
business. In other words, if the company builds single family
residences, your project would not be for an office building. It
must be related to a specific type of single family
home/townhouse. Project Overview
The project overview is a report on the project undertaking and
a discussion of the general situation management finds itself in.
This provides important context for the project management
team to use in determining methods, approaches, and
timeframes, as well as a scope.
For example, if building a new home, you should state whether
it will have one or two stories, three or four bedrooms, and any
other rooms that are to be included. There may be important
details regarding the lot, area of town, and other issues such as
landscaping. Be as detailed as possible, since this will assist the
instructor in understanding and ultimately approving your
project based on his/her belief that you have a viable project
topic for a team of 3-4 persons. Objectives
Objectives describe concrete outcomes that a project will meet
so as to be deemed a success. Goals need to be described as
specifically as necessary-but no more specifically than that. The
purpose is not to artificially constrain the project but to limit
the project to as wide a range of acceptable outcomes as
possible. Targets are measurements of how well the goals were
met. For example:
Goals
Targets
1) Provide construction blueprints to customer
Excellent = < 4 days
Good = < 1 week
Acceptable = < 2 weeks
2) Decrease delivery time on all raw materials from 10 days
Excellent = -40%
3. Good = -30%
Acceptable = -15%
3) Reduce amount of rework from inspections
Excellent = -80%
Good = -65%
Acceptable = -50%
5) Decrease cost overruns
Excellent = -40%
Good = -30%
Acceptable = -15%
General Approach
What will be the general project approach taken, in terms of
managerial and technical changes, to create these changes
through the project? For example:
Managerial approach – These items relate to how the managers
will plan, organize, direct and control the project resources
toward the targeted outcome.
Technical approach – These items relate to the procedural
aspects needed, including logistics of moving equipment to and
from the site, designing the blueprints to meet customer
expectations, utilizing computers, etc. Constraints
Describe the things that will limit the project. For example:
1) Budget constraints—This project will increase profitability
by perhaps 30%, but therefore should not cost in excess of three
times this savings to ensure that its payback period is relatively
short.
2) Time—This project must be completed in the time agreed
upon by builder and customer in the contract terms (proposed to
be 90 days’ time).
3) Customer contracts—The project must not impact operations
for current customers nor fail to meet the customer demands for
this project.
4) Regulatory standards—Rework and shutdowns caused by
inspections that are not up to code will delay and potentially
kill the project.
4. Part 2 – Developing the Work Breakdown Structure
Develop a work breakdown structure (WBS) for your project
based on the first project assignment. The process is as follows:
1) Create a detailed list of the components of the project,
through work packages, tasks, and subtasks. Use the intended
scope of the project to help you determine all the project
components.
2) Determine the resource needs for the project (i.e., personnel,
facilities, and equipment).
3) Determine the relationships between the project components
and the people. For example, for each component, at least one
person will be responsible for its completion, while others may
be involved as consultants or decision approvers.Example Work
Breakdown StructureAbbreviated Personnel Table
Name
Department
Title
Joe Evans
Accounting
Bid Manager
Sim Elezar
Projects
Project Manager
Kim Astair
Engineering
Systems Architect
Leo Biel
Operations
Operations Manager
Tara Simmons
Operations
Logistics Manager
NOTE: If you do not have names, you can identify the personnel
by job such as Master Plumber, Journeyman Electrician #3,
etc.Abbreviated Sample Work Breakdown Structure
5. WBS
1
Improvement Project
Main Project
1.1
Deliverable 1: Bid response time
Deliverable 1
1.1.1
Map current bid process
Work Package
1.1.1.1
Interview bid team
Task
1.1.1.2
List bid steps and process relationships
Task
1.1.2
Conduct value-added process study
Work Package
1.1.2.1
Determine value added by each process step
Task
1.1.2.2
Separate process steps into necessary vs. unnecessary
Task
1.1.3
Reform process to eliminate unnecessary and non-value-
added steps
Work Package
1.1.3.1
Pare down to only necessary and value-added steps
Task
1.1.3.2
Identify ways to improve and shorten remaining steps
6. Task
1.1.3.3
Create new process map
Task
1.2
Deliverable 2: Increase customer response rate
Deliverable 2
1.2.1
Interview customers
Work Package
1.2.1.1
Create survey
Task
1.2.1.2
Find non-responsive and responsive customers
Task
1.2.1.3
Deliver survey
Task
1.2.2
Analyze removing response rate barriers
Work Package
1.2.2.1
List primary reasons for low response
Task
1.2.2.2
Order reasons for priority/feasibility
Task
1.2.3
Implement new measures
Work Package
1.3
Deliverable 3: Reduce bid complaints and calls
Deliverable 3
1.3.1
Interview customers
7. Work Package
1.3.1.1
Create survey
Task
1.3.1.2
Find unhappy customers
Task
1.3.1.3
Deliver survey
Task
1.3.2
Analyze resolving complaint root causes
Work Package
1.3.2.1
List primary reasons for bid complaints
Task
1.3.2.2
Order reasons for priority/feasibility
Task
1.3.3
Implement new measures
Work Package
1.4
Deliverable 4: Decrease bid package size and complexity
Deliverable 4
1.4.1
Interview customers
Work Package
1.4.1.1
Create survey
Task
1.4.1.2
Identify customers with bid size complaints
Task
1.4.1.3
Deliver survey
8. Task
1.4.2
Determine appropriate bid content
Work Package
1.4.3
Implement new bid construction process
Work Package
1.5
Deliverable 5: Increase customer contract sign rate
Deliverable 5
1.5.1
Identify existing market bids
Work Package
1.5.1.1
Benchmark market leaders
Task
1.5.1.2
Analyze price ranges
Task
1.5.1.3
Analyze bid features
Task
1.5.2
Normalize bid features and ranges to market expectations
Work Package
1.5.2.1
Identify target market
Task
1.5.2.2
Match bid creation process to intended market
Task
NOTE: Instead of the diagram above, you can simply copy and
paste your Microsoft project view obtained by inputting all
tasks, indenting as necessary, and inserting the column WBS for
the coding/numbering. The WBS does NOT include any dates,
9. predecessors or durations. These are aspects of scheduling while
the WBS is simply a breakdown of all aspects of the project
deliverables.
Example Responsibility Matrix
The example above can be modified using letters and/or
numbers instead of the symbols give. You must, however,
explain what it means to be responsible, to support, etc. Also,
given the extensive nature of your real-world project, your list
of work packages (WP) and the personnel involved will be much
more detailed. Instead of the names of people, you may use your
resource job description, such as master plumber, journeyma n
electrician, etc. Again, you can copy from your Microsoft
Project’s Gantt chart/input view at the work package/tasks
level. Do not assign resources to the sub-deliverables (those in
bold lettering).
Part 3 – Project Risk Assessment
You must analyze all risks that could prevent completion of
your project. To do this:
1) Generate a list of likely risk factors. Use sources to support
that these could be possible risks. Do not simply make up things
you believe to be risks without investigating reliable sources.
Internet websites are fine for your research. Be sure to copy
these and cite them in your analysis.
2) Discuss the risks in terms of likelihood and impact. Again, to
do this find sources for support. In other words, if doing a
construction project in Houston in August, and you indicate the
risk of a hurricane then what is the likelihood of a hurricane
hitting the Houston area in that month?
3) Develop strategies for handling (or accepting) these risks.
The above risk analyses will require the following two matrices
with explanations..
First: Risk Assessment matrix requires the research identified in
10. item 1) above. When you determine a number on the scale of 1
to 5 for likelihood, impact and detection difficulty, you should
refer to a designated scale that you determined. For example, 1
might mean 20% or less, 2 might be 21-40%; 3 might be 41-
60%, etc. or 1 might be defined qualitatively as Very Unlikely;
2 as Unlikely; 3 as Somewhat likely, etc. Whatever scale you
use should reflect the research that you conducted. You may
not be able to find as much on Impact and Detection Difficulty
in the literature but, again, define your scale to define your
terms and number scores.
Risk
Likelihood
Impact
Detection Difficulty
When
Major injury requiring immediate medical attention
3 (state here the % of major injuries in construction)
3 (may indicate a short work crew for duration)
1 (easily observed that worker is severely bleeding or in shock)
During the project
Hurricane hitting the Gulf Coast
1 (this will depend upon your project’s start and end dates, I’ve
assumed we are working in November)
5 (must shut down and evacuate the site including all equipment
and loose objects)
3 (weather reports can be followed but often off as to exact
location hit)
During the exterior deliverable
Second: Contingency Matrix clearly indicating the risk and
action taken. Be very clear in identifying your Trigger. The
trigger is that which causes you to put an action into place. The
trigger for a hurricane would be different depending upon the
close proximity of the storm. If the hurricane is 2 days out, you
could mitigate damage by actions to secure the site. If the
hurricane suddenly changed course and you are now in danger
11. of a direct hit, you may have to accept the risk and get people
off site quickly. If it is possible, you could avoid the hurricane
damage by not building in the Gulf Coast area in August. So,
the trigger involves when you see this risk happening.
Risk
Response
Trigger (what is observed)
Contingency Plan
Who responsible
Major injury requiring immediate medical attention
Transfer
Worker has cut hand badly and is bleeding profusely from wrist
Contact ambulance service to take him to hospital
Site supervisor
Hurricane hitting the Gulf Coast
Mitigate
Weather report indicates your site is in direct path of storm due
in 48 hours
Batten down the site; move equipment and personnel to safe
location
Project manager
Overall, be very clear in your analysis throughout these two
matrices and graph. Be sure you research and explain with
Works Cited evident!
Part 4 – Developing the Project Schedule
Before you start your input, you need to specify the
holidays/non-working days in your project. You must also
specify the working times for the project. Default is Monday-
Friday from 8-12 and 1-5. In construction, for example, this
may not make sense. You can set different working days for a
specific resource once that resource is entered in Part 5. You
can also, set different working times for any resource or group
of resources once they are entered. For this section, state your
12. working times and add predecessors and durations for each
activity (not sub-deliverables!) in your WBS from Part 2.
Everything is not “1 day”! And if something is one day, be sure
to remove the default “?” from that duration entry. You can
change your project start date using Project tab and you can
change the default from days. If something takes only a couple
of hours, then type in “2 hrs” and MS Project will convert this
into fractions of a day (if that “days” is your project default).
The scheduling output includes the Gantt Chart view clearly
showing durations, times and beginning/ending dates with the
Gantt chart, the network diagram (or Tracking Gantt), and a
statement of the critical path. Remember that if you group by
critical, you get a list of the critical activities but these may be
on multiple paths. You MUST check your network and/or
tracking Gantt to identify the critical path(s)! Also, a critical
path is a statement of the activities, not the line numbers or an
alphabetic identifier.
Part 5 – Managing Your Project’s Resources
Now, that you have a schedule and ideal project duration, you
must add your resources to each activity. (See Part 6 below for
Resource Sheet view). Overallocated resources will be
identified in the Gantt chart view as well as in other views;
again see Part 6 below. You must resolve any overallocations.
Your resource-leveling procedure should be consistent to
utilizing your resources identified. The key to this is
maximizing the use of project resources while minimally
disrupting your project schedule from Part 4. It may be
necessary to use several iterations. Thus, you must consider
first that the project is time constrained and level within slack.
Identify any resources now no longer overallocated.
If you cannot resolve all overallocations, then level outside of
slack, assuming that your project is resource constrained.
Identify changes made.
Lastly, if neither approach works, rethink your resource usage
13. by Maximum Units and/or allocations to activities.
Your project section should identify what you did and why. It
must show your revised schedule including your new Gantt
chart view, etc. In particular, there is a Report of Who Does
What When that will show your resources as not being
overallocated (Task and Resource Views do this as well).
Part 6 – Developing the Cost Estimates and Budget
For your project we are concerned only with labor costs in
support of your project narrative and scope statement. Your
budget will roll up from the labor costs entered into the
Resource Sheet. If a person is salaried, you need to compute
the hourly cost for this resource. If you have a flat bid rate, you
can enter this as Cost/Use but it will be easier to level this
resource if again, you calculate the cost per worker.
A crew can be entered in more than one way. You can list as
your resource Architectural Designers (for example) and if there
are 2, your Maximum Units will be 200% (2 people working 40
hours per week). If they are paid at different rates, you can refer
to each as Designer 1 with his/her rate and Designer 2 with
his/her rate.
Resource Name
Type
Material Label
Initials
Group
Max. Units
Std. Rate
Ovt. Rate
Cost/Use
Accrue At
Base Calendar
Joe
Work
S
16. Standard
Conference Room
Material
E
$0.00
$250.00
Start
You should Set Your Baseline (budgeted) cost, Save, and Insert
a Baseline column. Then conduct an earned value analysis using
a status date approximately one month from the schedule you
determined after leveling resources. You can insert Earned
Value columns into your Gantt View and/or use the Earned
Value Report for your analysis.
Actual costs can be entered if you turn off the Option (default)
for Microsoft to automatically calculate costs. Then you can
enter the Actual Costs. If you do not have actual costs, you can
use the % Completed assuming that at the status date, you are
on time. This needs to be explained in your report.
Part 7 – Conclusions
You need to relate your project results to your scope statement,
risk assessment, goals, objectives, etc. This is not a section for
what you learned doing the project in this class. It wraps up
your project by stating clearly what you observed. What
changed from the beginning schedule? If you believe that the
duration is now too long, what changes would you consider?
Overall, what statements regarding this project would you give
to management?