New Content - MUST USE WBS Format !!! 1200 Words for entire assignm.docx

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New Content - MUST USE WBS Format !!! 1200 Words for entire assignment Project Risks WBS and Budget Updates Identify the additional tasks that are associated with planning, monitoring, and controlling risks. Put this in a WBS structure so that they can be added to an existing plan. Determine a contingency budget to mitigate the risks that are most likely to occur. Determine additions to the project plan budget to monitor and control risks. Project Risks Communications Plan Identify the stakeholders that communications should go to. Determine the frequency of communications. Construct the types of reports and how they will be delivered. Discuss how this might be integrated into the change management process. Define who has the final authority for sign-off to extract from the contingency budget to mitigate risks. .

Education

NO PLAGARISM: IF YOU CANNOT DO ORIGINAL AND GOOD QUALITY WORK, THEN PLEASE DO NOT DO NOT SEND A HANDSHAKE********* REFERENCES AND APA FORMAT( DOES NOT HAVE TO BE DOUBLE SPACED) This task relates to previous work that have already been done. Project Risks WBS and Budget Updates (1, 000 WORDS) Identify the additional tasks that are associated with planning, monitoring, and controlling risks. Put this in a WBS structure so that they can be added to an existing plan. Determine a contingency budget to mitigate the risks that are most likely to occur. Determine additions to the project plan budget to monitor and control risks. Project Risks Communications Plan (1,000 WORDS) Identify the stakeholders that communications should go to. Determine the frequency of communications. Construct the types of reports and how they will be delivered. Discuss how this might be integrated into the change management process. Define who has the final authority for sign-off to extract from the contingency budget to mitigate risks. .

Project Budget.pptx.ppt

DejeneTsegaye6

The document discusses project cost management, which includes cost estimating, budgeting, and controlling costs to complete a project within the approved budget. It describes establishing a cost baseline by aggregating activity cost estimates. Reserves are included to mitigate risks. Cost budgeting involves aggregating costs to set a total cost baseline for measuring performance. A project budget is a time-based spending plan that provides a baseline for monitoring and controlling costs.

Create a slide presentation with speaker notes that will provide a.docx

faithxdunce63732

Create a slide presentation with speaker notes that will provide a comprehensive summary of the project plan (20–30 slides with speaker notes). It will be presented to the project sponsor and other members of senior management and should be organized as follows: Project Plan Overview Provide an introduction to the project. Develop the project charter and identify the project sponsor and customer. Describe how the project will be measured for success. Describe the components of the project plan, how it will be used throughout the project, and its benefit to the sponsor. Project Scope Describe the scope of the project—the major deliverables as well as the items that are not part of the scope. Be sure to address the full scope, not just the area addressed in the earlier activity. Describe how scope will be approved and how changes to the scope will be documented, reviewed, and approved. Project Leadership and Communications Identify the sponsor, stakeholders, and key customers involved in the project. Describe any special considerations for staffing the project. Based on the structure of the organization, describe how staffing changes will be identified, escalated, and resolved. Illustrate the communication structure—escalation, reviews, approval, and information. Be sure to address all the audiences, not just the ones identified in the earlier activity. Project Schedule Use a work breakdown structure or similar tool to explain the major activities to be completed as part of the project. Describe the major milestones for the project. For each milestone, identify the associated deliverable, the approximate effort involved in creating the deliverable, and the people involved. For two of the milestones, detail the activities to be completed to achieve the milestone. Be sure to address dependencies, duration, and resource effort. Describe how changes to the schedule will be identified, escalated, and resolved. Project Budget Describe the budgeting process that will be used for the project. Identify the components of the budget, the items that will need to have costs associated with them, and the mechanisms that could be used to estimate the project. Describe how changes to the budget will be identified, escalated, and resolved. Project Risks Describe the possible risk events for the project. Identify the high probability, high-impact risk events. For each of those risk events, identify the possible actions to mitigate the risk. Describe how changes to the risk management plan will be identified, reviewed, and approved. Project Metrics Describe the metrics that will be captured throughout the project for schedule, budget, utilization, and status components. Describe the frequency with which the metrics will be captured and how the resulting analysis will be applied and communicated. Potential Barriers to Success Describe what may adversely affect the project’s ability to succeed. Consider the amount of change, attitudes toward project manag.

#44REQUIREDA. explain the operational and behavioral benefits th.pdf

jinnah3

#43. after winning $280,000 in the lottery, maurika deided to place the money in three different investments : a certificate of deposit paying 4% , a money market certificate paying 5% , and some Aa bonds paying 7%. After 1 year she earned $15,400 in interest. find how much was invested at each rate if $20,000 more was invested at 7% than at 5% Solution Let c be the investment in certificate deposits, m be the investment in money market deposits and b be the investment in Aa bonds. Investment on Aa bonds is 20000 is more than on money market b=m+20000 Total amount invested 280000 c+m+m+20000=280000 c+2m=260000 (1) After 1 year she earned 15400. 0.04c+0.05m+0.07(m+20000)=15400 0.04c+0.12m=14000 (2) Solving 1 and 2, we get m=90000, c=80000, b=110000.

Project Management Plan

hurt3303

This document provides a template for a Project Management Plan with sections for key elements of project planning and management. The template includes sections for the project introduction, management approach, scope, schedule, budget, communications, procurement, risks, and quality. The Project Management Plan template aims to help users clearly define the approach for executing, monitoring and controlling their project according to best practices.

PM_Assignment3_Group1 (2).pptx

vanna37

The document discusses resource planning for a Hospital Management System project. It identifies the required human resources including project managers, business analysts, developers, administrators, testers, designers, writers, and support staff. It also covers the necessary software licenses and hardware infrastructure. The document then explains how earned value management can be used to calculate cost and schedule performance indexes to assess the project. It provides an example of calculating these indexes. Finally, it describes the project's change control process and different reporting procedures for costs, forecasts, exceptions, and baselines to keep stakeholders informed.

InstructionsNow that you understand the full project lifecycle an.docx

doylymaura

Instructions: Now that you understand the full project lifecycle and how all the pieces fit together, go back and prepare to present your project plan by slide presentation. Create a slide presentation with speaker notes that will provide a comprehensive summary of the project plan (20–30 slides with speaker notes). It will be presented to the project sponsor and other members of senior management and should be organized as follows: Project Plan Overview Provide an introduction to the project. Develop the project charter and identify the project sponsor and customer. Describe how the project will be measured for success. Describe the components of the project plan, how it will be used throughout the project, and its benefit to the sponsor. Project Scope Describe the scope of the project—the major deliverables as well as the items that are not part of the scope. Be sure to address the full scope, not just the area addressed in the earlier activity. Describe how scope will be approved and how changes to the scope will be documented, reviewed, and approved. Project Leadership and Communications Identify the sponsor, stakeholders, and key customers involved in the project. Describe any special considerations for staffing the project. Based on the structure of the organization, describe how staffing changes will be identified, escalated, and resolved. Illustrate the communication structure—escalation, reviews, approval, and information. Be sure to address all the audiences, not just the ones identified in the earlier activity. Project Schedule Use a work breakdown structure or similar tool to explain the major activities to be completed as part of the project. Describe the major milestones for the project. For each milestone, identify the associated deliverable, the approximate effort involved in creating the deliverable, and the people involved. For two of the milestones, detail the activities to be completed to achieve the milestone. Be sure to address dependencies, duration, and resource effort. Describe how changes to the schedule will be identified, escalated, and resolved. Project Budget Describe the budgeting process that will be used for the project. Identify the components of the budget, the items that will need to have costs associated with them, and the mechanisms that could be used to estimate the project. Describe how changes to the budget will be identified, escalated, and resolved. Project Risks Describe the possible risk events for the project. Identify the high probability, high-impact risk events. For each of those risk events, identify the possible actions to mitigate the risk. Describe how changes to the risk management plan will be identified, reviewed, and approved. Project Metrics Describe the metrics that will be captured throughout the project for schedule, budget, utilization, and status components. Describe the frequency with which the metrics will be captured and how the resulting analysis will be applied and communic.

250 PM (CDT)Privacy Statement Terms and Conditions Contac.docx

tamicawaysmith

This document outlines an assignment to develop a risk monitoring and control plan. Students are instructed to: 1) Create a responsibility matrix (RASI chart) assigning stakeholders to risk monitoring, approval, support, and information roles. 2) Describe the overall risk monitoring process and techniques used. 3) Describe the risk control process from discovery through response, including a flowchart. 4) Update previously completed sections of the key assignment document based on feedback. The deliverables are to be added to the key assignment document under designated sections for the responsibility plan and monitoring/control plan. Students are also instructed to update document elements like the title page and table of contents.

Risk Management Plan Project Name Last Updated Overview Provide an overview of the process you plan to employ to manage risk, what roles will be involved, what the procedures will be and how you will measure the impacts of risk. Include the name of your project, and indicate the version of plan and illustrate how each new version will be indicated. ‹#› PGMT 530 Risk, Procurement and Contracts Risk Management Plan Process Describe the process you plan to employ to manage risks. Will existing meetings/groups be leveraged in order to alleviate meetings? What will be the escalation procedures. ‹#› PGMT 530 Risk, Procurement and Contracts Risk Management Plan Roles and Responsibilities Describe who will be involved with the risk management process. What roles and teams are required? Are meetings required? If so, how often? ‹#› PGMT 530 Risk, Procurement and Contracts Risk management Plan Communications Strategy Describe what methods will be used to communicate on issues. Will existing meetings be used? What will the escalation procedures be? ‹#› PGMT 530 Risk, Procurement and Contracts Risk Management Plan Rules/Procedures Describe the rules or procedures the team must follow when logging, managing, and assessing risk. Should all risks be submitted to the project manager? What mechanism will be used to log risks? ‹#› PGMT 530 Risk, Procurement and Contracts Risk Management Plan Risk Impact Analysis Approach Describe the process that will be used to assess the impact of each risk. Who will be involved in this impact analysis? ImpactTimeOccurrence Probability Rank (Impact x Occurrence probability = RankHigh – 3Greater than 3 months delay of schedule (3)Very likely greater than 70% or 53x70%=2.1Medium - 21-3 month delay in implementation (2)Probable – 30 to 70%Low – 11 week to 1 month delay in implementation (1)Unlikely ‹#› PGMT 530 Risk, Procurement and Contracts Risk Management Plan Reporting Format Describe the elements of your reporting format. Describe the elements of the format to provide approval of the plan ‹#› PGMT 530 Risk, Procurement and Contracts <Project Name> Risk Management Plan Version: 1.0 Error! Unknown document property name.<Project Name>Risk Management Plan Version Number: 1.0 Version Date: <mm/dd/yyyy> Notes to the Author This document is a template of a Risk Management Plan document for a project. The template includes instructions for the proper preparation of your complete risk management plan. Failure to address all of the sections will result in a deduction of points. Project Description Please describe the project that will be the subject of your risk management plan.VERSION HISTORY Provide information on how the development and distribution of the Risk Management Plan will be controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date tha ...

Chapter 16Operating BudgetsBudget TypesAn org

EstelaJeffery653

Chapter 16: Operating Budgets Budget TypesAn organization’s objectives define specific activitieshow they are assembledlevels of operationWhile an organization’s performance standards set out performance levelsA budget quantifies these activities into financial terms. Budget Process Objectives Objectives should provide:Written expression, quantified, of policies and plansBasis to evaluate financial performance according to policies and plans Useful tool for cost controlCreation of cost awareness throughout the organization Budget Types There are basic differences between two budget types:Operating budgetsCapital expenditure budgets Operating BudgetsDeal with actual short-term operating revenues and operating expensesGenerally cover the next year (a 12-month period) Capital Expenditure BudgetsDeal with capital expenditures for the organization (not operating revenues or expenses)May also cover the next year, but with a futuristic view; may cover a five- or even ten-year period Responsibility CentersCost Centers (manager responsible for controlling costs)Profit Centers (manager responsible for both costs and revenue) Budget ViewpointsTransactions outside the operating budget may include:Grants received by the organization Foundation transactionsSo if transactions are “outside,” they would not be part of the operating budget. Budget ViewpointsGrants received by the organization may have restricted funds that require separate accounting.If so, the separate accounting requirement generally means their transactions will be outside the operating budget. Budget ViewpointsFoundation transactions should require separate accounting because the foundation will be a legally separate organizationThe separate accounting requirement should mean their transactions will be outside the operating budget. Identifiable Versus Allocated Budget CostsWithin a departmental budget, certain costs will be specifically identifiable while others will be allocated instead. Budget Basics Review Regarding Identifiable versus Allocated Budget Costs: Mostly identifiable = Direct patient care and supporting patient careUsually allocated = general and administrative expense and patient related expenseMaybe not included at all in a manager’s budget = financial related expense Fixed Versus Variable CostsVariable cost rises or falls in proportion to a rise or fall in volume. (Examples of volume: number of procedures or number of patient days.)Fixed cost does not change even though volume rises or falls within a wide range. Building an Operating Budget: Construction PhasesPlan Gather informationPrepare input Construct/submit draft version of budgetMake required revisions to draftPresent preliminary budgetMake required revisions to preliminary Submit final budget Building an Operating Budget: Construction ElementsFormat to be used Budget scopeAvailable resources Levels of reviewTime frame Building an Operating Budget: Inform ...

B306

guest7a7a44a

This document provides information about the "Budgeting and Forecasting 2010: Restructure Your Forecasting for Improved Reporting" conference. The conference will be held from April 19-21, 2010 in San Diego, CA and will focus on improving budgeting and forecasting practices through restructuring forecasts, implementing balanced scorecard techniques, and transitioning to rolling forecasts. The agenda includes keynote speeches, sessions on topics like integrating analytics and assessing risk, and a post-conference workshop on modeling key business drivers. Attendees will include CFOs, financial analysts, and others involved in budgeting and forecasting.

B306

performanceweb

This document provides an agenda for the "Budgeting and Forecasting 2010: Restructure Your Forecasting for Improved Reporting" conference held from April 19-21, 2010 in San Diego, CA. The conference aims to help attendees implement cutting-edge tools and rolling forecasts to drive profits through improved budgeting and forecasting. Sessions over the two-day conference will cover topics such as utilizing balanced scorecards, creating accurate forecasts from imprecise data, developing effective budgeting approaches with rolling forecasts, and structuring forecasts to reduce risk and improve stability. A post-conference workshop on April 21st will allow attendees to further apply the tools and strategies covered.

4 major issues and solutions for financial management in project-based organi...

Jose thomas

Deanna_Warnock_2015_Resume

Deanna Warnock

MSP 2011 part 2

Robert Edward Pinnington

This document provides an overview of managing the business case for a programme using the Managing Successful Programmes (MSP) methodology. It discusses: 1. The contents and ongoing management of the business case, including costs, benefits, risks, and the net benefit line. 2. How the business case evolves throughout the programme lifecycle from initial identification through delivery and benefits realization. 3. The key roles involved in developing, reviewing, and ensuring achievement of the business case, including the Senior Responsible Owner, Programme Manager, and Business Change Managers.

Chap012

nyabo

The document discusses budgeting and performance measurement in government. It covers the objectives of budgeting like prioritizing goals and demonstrating stewardship. It describes different budgeting approaches and explains the budgeting process. It also discusses integrating planning, budgeting, and performance measurement to focus on goals. Managerial tools like total quality management, balanced scorecards, and activity-based costing are presented to improve performance. The document concludes that governments prepare budgets to demonstrate compliance and accountability while communicating performance information to stakeholders.

PROJECT PART ONE 1Part-1 Creati.docx

simonlbentley59018

PROJECT PART ONE 1 Part-1: Creating a New Plane Students Name Institution Affiliation Course Date Part-1: Creating a New Plane Project Title: Creating a New Plane A Work Breakdown Structure (WBS) lists all project duties. WBS is hierarchical and offers logical, ambiguity-free categorization. Activities or deliverables may define these categories. The WBS must represent the approved work. The project's scope statement should be used to create a timetable and cost estimate. Project managers must construct a WBS before developing a strategy and timeline. Developing a WBS and WBS Dictionary will allow the project team to: 1)gather information on the project's work requirements for creating a new plane, 2)divide operations into smaller portions that will fulfill the project's goals, and 3)design the project so that it is proactive and logical from beginning to end. Before the project begins, the PM has minimal influence. without specifying project scope. Through scope management, the project manager can design and maintain the scope statement. This statement describes the project manager's deliverables. This phase ensures and communicates to project management that only scope-related activity is done. This step helps complete the work. Planning Most firms that use project management make their OPA available to project managers. This, along with a Project Charter and Preliminary Project Scope Statement, will help the PM launch this part of the project. The Project Manager will have a Scope Management Plan after this stage. According to the Scope Management Plan, the PM will document, refine, verify, and oversee the project scope. Define. Project scope is next. To define project requirements, the project manager must interview all relevant parties. After understanding the project's stakeholders' needs and expectations, the scope can be established by prioritizing outputs. Discussing some options now may be helpful if they need to be documented later. After completing the scope definition, the project manager should conclude the scope statement. This will help in later project stages when making selections and ensuring everyone knows the project's goals. Create a WBS. A well-designed WBS should focus on project deliverables, not tasks (WBS). If you don't use the Work Breakdown Structure (WBS) as a checklist of activities to do (your project plan will help), you can focus on the WBS's primary purpose: organizing and outlining the project's scope. Work packages should be the foundation of the Work Breakdown Structure (WBS). These work bundles should help you estimate the project's cost and timeline. Verification In "Scope Verification," you'll win stakeholders' formal approval of your project's scope. To acquire this degree of acceptability, you must often undergo Inspection. Control Change Integrated Any project changes require a Control Process (ICCP). During Scope Control, you'll address ever.

Budgeting.pptx

Sujata Walode

Management Reserve

Ten Six Consulting

This guide covers what Management Reserve is, where it fits into the overall project structure, estimating MR and using it. It also covers the differences between Management Reserve and funding contingency, something that often gets confused in organizations. This guide is something you can use to clear up any misconceptions regarding Management Reserve as well as offering great clarity in its use within an EVMS.

JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docx

donnajames55

JNR NON-PERMANENCE RISK REPORT: VCS Version 3 VCS JNR Non-Permanence Risk Report Template This report template is for analyzing the non-permanence risk of VCS jurisdictional REDD+ programs. VCS projects, including nested projects, must use the VCS Non-Permanence Risk Report Template. Instructions for completing the JNR Non-Permanence Risk Report: TITLE PAGE: All items in the box at the bottom of the title page must be completed using Arial 10pt, black, regular (non-italic) font. This box must appear on the title page of the final document. The JNR non-permanence risk report may also feature the report title and preparer’s name and logo more prominently on the title page, using the format below (Arial 24pt and Arial 11pt, black, regular font). JNR NON-PERMANENCE RISK REPORT: Instructions for completing the JNR non-permanence risk report can be found under the section headings in this template. All instructions must be followed. Instructions relate back to the rules and requirements set out in the JNR Requirements, VCS Standard and accompanying program documents. As such, this template must be completed in accordance with such documents, and the preparer will need to refer to the VCS program documents and in order to complete the template. It is also expected that relevant guidance is followed. Note that the instructions in this template are intended to serve as a guide and do not necessarily represent an exhaustive list of the information the preparer should provide under each section of the template. All sections must be completed using Arial 10pt, black, regular (non-italic) font. Where a section is not applicable, same must be stated under the section (the section must not be deleted from the final document). This document may be included as an annex to the JNR program description or JNR monitoring report, as applicable, or provided as a stand-alone document. Where submitted as an annex, the cover page may be deleted and where submitting as a stand-alone document, the cover page must be completed. Where a jurisdiction is stratified due to different risk profiles, the whole document must be filled out for each area (either as separate documents, or by repeating all of the steps/tables). All instructions, including this introductory text, should be deleted from the final document. JNR NON-PERMANENCE RISK REPORT TITLE Logo (optional) Document Prepared By (individual or entity) Jurisdictional REDD+ Program Title Name of jurisdictional REDD+ program Version Version number of this document Date of Issue DD-Month-YYYY this version of the document issued Program ID VCS project database ID, if registered Monitoring Period DD-Month-YYYY to DD-Month-YYYY Prepared By Individual or entity that prepared the document Contact Physical address, telephone, email, website Document and substantiate the risk and/or mitigation for each risk factor applicable to the jurisdictional program. Include any relevant documentary evidence. Where a risk or.

JNR NON-PERMANENCE RISK REPORT VCS Version 3VCS JNR Non-Per.docx

vrickens

B306

performanceweb

This document provides an agenda for the "Budgeting and Forecasting 2010: Restructure Your Forecasting for Improved Reporting" conference being held from April 19-21, 2010 in San Diego, CA. The conference will provide strategies and tools for improving budgeting and forecasting practices, including integrating analytical tools, implementing balanced scorecard techniques, developing accurate forecasts from imperfect data, and transitioning to rolling forecasts. Attendees will learn how to structure forecasts to reduce risk and increase organizational stability. A follow-up workshop on April 21st will allow for practical application of the concepts covered during the conference.

Project Management Plan TemplateThis Project Management Plan.docx

woodruffeloisa

Project Management Plan Template This Project Management Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: ProjectManagementDocs.com Project Management Plan <Project Name> Company Name Street Address City, State Zip Code Date Table of Contents Introduction3 Project Management Approach3 Project Scope3 Milestone List3 Schedule Baseline and Work Breakdown Structure3 Change Management Plan4 Communications Management Plan4 Cost Management Plan5 Procurement Management Plan6 Project Scope Management Plan6 Schedule Management Plan7 Quality Management Plan7 Risk Management Plan7 Risk Register7 Staffing Management Plan8 Resource Calendar8 Cost Baseline8 Quality Baseline8 Sponsor Acceptance10 Introduction The Introduction provides a high-level overview of the project and what is included in this Project Management Plan. This should include a high-level description of the project and describe the projects deliverables and benefits. Excessive detail is not necessary in this section as the other sections of the project plan will include this information. This section should provide a summarized framework of the project and its purpose. Look back at the Project Charter for information to include in this section. Project Management Approach This section is where you outline the overall management approach for the project. This section should describe, in general terms, the roles and authority of project team members. It should also include which organizations will provide resources for the project and any resource constraints or limitations. If there are any decisions which must be made by specific individuals—for example authorizing additional funding by the project sponsor—this should also be stated here. It should be written as an Executive Summary for the Project Management Plan. Project Scope State the scope of the project in this section. The scope statement from the project charter should be used as a starting point; however, the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section, the better the product. This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders. Milestone List Provide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which provides some insight to the major milestones. This section should also mention or discuss actions taken if any changes to the milestones or delivery dates are required. Schedule Baseline and Work Breakdown Structure This section should discuss the WBS, WBS Dictionary, and Schedule baseline ...

Minimize Budget Overruns In Software - Adopt a Proactive Mindset

Acquaint Softtech Private Limited

B306

performanceweb

This document announces a conference on budgeting and forecasting with the goal of restructuring forecasting for improved reporting. The conference will provide techniques for implementing balanced scorecard frameworks, developing accurate forecasts from imprecise data, and structuring forecasts to reduce risk. Speakers will discuss integrating analytical tools, setting budget priorities, understanding risk reduction practices, developing accurate budget analysis, and transitioning to rolling forecasts. Attendees include CFOs, VPs of finance, controllers, directors of finance, and others involved in budgeting and forecasting.

B306

performanceweb

This document provides information about the "Budgeting and Forecasting 2010: Restructure Your Forecasting for Improved Reporting" conference, including the agenda, speakers, and topics. The conference will focus on improving budgeting and forecasting practices through techniques like balanced scorecards, rolling forecasts, and risk analysis. It will take place from April 19-21, 2010 in San Diego and provide up to 15 CPE credits. Attendees include CFOs, VPs of finance, controllers, and others involved in budgeting and forecasting.

B306

performanceweb

B306

performanceweb

This document announces a conference on budgeting and forecasting with the goal of restructuring forecasting for improved reporting. The conference will provide techniques for implementing balanced scorecard frameworks, developing accurate forecasts from imprecise data, and structuring forecasts to reduce risk. Speakers will discuss integrating analytical tools, setting budget priorities, understanding present risks, developing accurate budget analysis, and transitioning to rolling forecasts. Attendees include CFOs, VPs of finance, controllers, and others involved in budgeting and forecasting.

number 1answer this in a paragraphShare the findings of your DiS.docx

abhi353063

number 1 answer this in a paragraph Share the findings of your DiSC assessment. How can you integrate and relate to individuals with different personality and leadership styles? Include some specific examples. number 2 reply to this persons post Having not taken a test like this in quite some time, I was anxious to see how the 10 years in a management role may have affected my results. The assessment showed I have a blend of both Dominant and Inspiring traits. My Dominant traits are probably a little stronger than my Inspiring traits. Some words that describe me are: Directive, Decisive, Driven and Interactive. I am task-oriented, and probably get a great deal done. I probably like problem solving and getting results. I am comfortable interacting with others to make things happen. These results describe me to a T. In my former role, I managed a group of 12 people who supported the efforts of a National Accounts sales team for a large packaging company. We supported a sales portfolio of almost $2billion and dealt with multiple priorities and deadlines almost daily. I come from a very small town mid-westerner background (high school graduating class of 98 -- that's people, not the year), so I can communicate with people from all walks of life. I was the only person in the office who knew the cleaning crew by name, yet the CEO knew mine. My dad was an iron worker and my mom a homemaker, but they owned several small businesses when I was growing up, so I guess I get my business sense from being raised in that type of environment. I'm intrigued by what makes people "tick" and I think that helps me interact with people with other leadership styles. My style is very direct (obviously), but I have had the most success leading and managing people because I treat people how I want to be treated and I don't expect anyone to do anything I wouldn't do. My leadership style served me well for 10 years after which time the company I worked for was bought by another company. The new company had different business philosophies, which included all employees being in Atlanta, with less experience, working for less money, so my department and I were laid off. I am employed again, but not in a management role, and I struggle with the management and leaders as their style is quite different from mine and my prior boss. I have never encountered so many people who are miserable at their job, so I'm anxious to see what I can learn from this course.............jane number 3 answer in a paragraph Define the term "dominant culture", and in your own words give an example of an aspect of dominant culture in current American society. How does this feature of dominant culture function within our society? How did it function during the postwar era in the United States? What are some of the values or mores present within this aspect of dominant culture? number 4 reply to post I view dominant culture as being the "popular" thoughts of usually the majo.

number 1complete the attached test called the urbulence Tole.docx

abhi353063

number 1 complete the attached test called the urbulence Tolerance Test , and then answer the question: What are the implications of your 'change tolerance' for you as a leader? As a follower? How does one become more comfortable with change? number 2 reply to this based on the above question On the test, I received a 1.54, which apparently seemed to be the average for the MBA students. I feel that I am actually quite tolerant to change in my current position as a manager. I have to be open to changes on a daily basis because it is a way of life in the corporate environment. As Yukl states, "Relevant competencies identified in more recent research include emotional intelligence, social intelligence, systems thinking, and the ability to learn and adapt to change" (2006, pg. 209). It's important to be able to handle change with acceptance and grace, and try to stay positive. That is how I stay comfortable with change in as a leader and follower, look at it in a way that is positive and feel that I will only grow and learn from the situation. If there were no changes, life would be boring. :) Each day is a new adventure so try to see everything as a good thing even if it seems a bit scary. Yukl, Gary. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, New Jersey : Pearson number 3 How did the media portray the Vietnam War during the 1970's? How did this affect popular youth culture? number 4 repy to this based on the above question The television news industry is a business with a profit motive before it is a public service; consequently, producers and reporters attempt to make the news more entertaining by airing stories that involve conflict, human impact, or morality. Television news did not find material that was dramatic enough until the number of American troops was raised to 175, 000 in July 1965 (Hallin, 1986, p.115). Combat, interviews with American soldiers, and helicopter scenes all provided the television news industry with the drama that it required. The networks set up permanent bureaus in Saigon and sent hundreds of correspondents there throughout the war. From 1965 through the Tet Offensive in 1968, 86 percent of the CBS and NBC nightly news programs covered the war, focusing mostly on ground and air combat (Bonior, Champlin, Kolly, 1984, p.4). This coverage was generally very supportive of U.S involvement in the war and of the soldier himself until 1967. The media labeled the conflict as a "good guys shooting Reds" story so that it could fit into the ongoing saga of the Cold War (Wyatt, 1995, p.81). In the wake of such death and destruction, it isn’t surprising that peace, love and sexual freedom became the mantra of a new generation. The youth movement challenged authority on all fronts, and authority frequently fought back. As the Sixties unfolded, no institution remained untouched, no belief unchallenged. It was a climatic decade. A dashing young president was shot only two brief years a.

Novel Shift by Em BaileyDescribe each of the minor characters i.docx

abhi353063

Nothing in science is written in stone.Whenever new discoveries .docx

abhi353063

- Science is constantly evolving as new discoveries challenge existing hypotheses and theories, forcing scientists to revise their understanding. The cell provides a clear example, with early microscopes revealing cells, and later discoveries finding even smaller structures inside cells. - Plate tectonics and earthquakes are other areas where scientists have repeatedly refined and revised their views to incorporate new data over thousands of years. Alfred Wegener first proposed the theory of continental drift in the early 20th century but it was met with skepticism until further evidence emerged to support it. - Scientific theories often face skepticism initially but must be proposed to advance understanding, and the scientific method helps evaluate theories through evidence and prevent ideas being dismissed without consideration.

Now my experiment was to go to randomly selected people and ask th.docx

abhi353063

Now my experiment was to go to randomly selected people and ask them if i could take a selfie with them (photo) using my phone then after taking the selfie i would ask them 1- if they knew the word selfie before came up to them 2- if it would make a difference if i was a girl or a boy 3- how did they felt about me invading there personal space now i want the the procedure of the experiment and it's methodology and most important is why i chose this experiment to study haptics !!!! the paper should be 1 and a half page long MLA Style in addition i need from u to do me one power point slide about the same thing .

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Notice Due today before 12 am pacif Assignment 1: Discussion—Social Stratification from a African American Persective The United States is predicated on a class system and extensive significance is placed on its being a meritocracy. As a result, it can be challenging for an individual to conceptualize or recognize the role that social barriers play in personal mobility. Respond to the following: Explain the role that stratification has played in your life. Examine how different your life would be if you lived in a caste-system instead of a class-system. Evaluate the role of racial, ethnic, or gender stratification in your day-to-day life. Support your statements with examples and scholarly references. Write your initial response in 1–2 paragraphs. Apply APA standards to citation of sources. By Saturday, January 26, 2013 , post your response to the appropriate Discussion Area . Through Wednesday, January 30, 2013 , review and comment on at least two peers’ responses. Discussion Grading Criteria and Rubric Use the Respond link to post responses and .

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Notes on Hermes I. Hermes and Boundaries A. Hermes’ name 1. Greek Hermeias 2. Clearly from herma, cairn (pile of stones that marks a boundary) 3. Makes him god of boundaries B. Hermes’ various functions 1. All have to do with boundaries in some way 2. A herald (Gr. kerux, which can also be translated “courier” or “messenger”) crosses boundaries on official business a) and are unbelievably important in non-literate cultures like the Archaic Greek culture that gives us almost all of classical myth, because they would have had to have professional skill at memorization b) that skill, in turn, makes them like the bards, which will be essential understanding the Homeric Hymn to Hermes and also certain important aspects of the Odyssey c) and it also gives them a special relation to the truth, because a herald would have had a really amazing ability to lie and get away with it 3. The psychopomp (guide of souls) crosses the boundary between life and death 4. The holder of the kerykeion (later called the caduceus just through mispronunciation) controls the boundary between sleep and waking 5. The god of thieves has power over the boundaries around people’s houses. II. Hermes the Trickster A. The figure of the trickster is found in many mythologies: a character who uses his or her wits to win fame 1. One way to look at the trickster is as a character who controls and manipulates boundaries: especially the boundary between true and false 2. On this understanding, Hermes and Odysseus are both tricksters, because of their travel, their wits, and their lying B. When Odysseus enters the house of Alkinoos, the Phaiakians are just pouring the last libation of the day, to Hermes. Why? 1. Because Hermes controls sleep 2. Because Hermes, god of thieves, controls boundaries you want others to keep away from 3. Because Odysseus is crossing their boundary at this moment! 4. It’s the bard’s way of making the Hermes/Odysseus/trickster connection C. Suggested viewing: “The Adventurs of Baron Munchausen” directed by Terry Gilliam 1. A wonderful version of an 18 th century story of a trickster, using movie magic to negotiate the boundaries III. The Homeric Hymn to Hermes A. In this hymn, the anonymous bards have created a meditation on the meaning of the trickster hero, and his relation to kleos, epic glory 1. Hermes has a problem, because he’s been born far from Olympus 2. But as the child of Zeus and Maia, he should be an Olympian 3. He’s a god of tricks, and of the dark, but that’s not what Olympus is about 4. and Apollo is the best example: Apollo is himself, as the god of music and of the lyre, the god of kleos B. The master-stroke is probably having Hermes invent the lyre 1. Which is highly analogous to having Odysseus take over the telling of his story 2. and shows that some of the bards, at least, recognized that they were pretty much jus.

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Note. The purpose of this outline is to assist you in gathering the data you have compiled on your topic and to help you see where you need to do more research to "fill in" the gaps. Outline for the Paper Introduction 1. Dramatic incident or quote to introduce the ethical issue. 2. Why you chose this ethical issue 3. Thesis statement in which you preview what you are going to say about the ethical issue. Body I. What are the facts? A. Detail #1 B. Detail #2, etc. II. What are the ethical issues that need to be addressed on: A. An individual level? B. An organizational level? C. A societal level? III. What are the alternatives for the main people involved? A. Alternative #1 B. Alternative #2, etc. IV. Evaluate the ethical alternative that would best embody each of the three main ethical theories we have covered, noting a brief explanation of each and why this theory would prefer this ethical course of action: A. Moral Virtue Theory B. Duty Theory C. Utilitarianism V. Choose an alternative and justify your decision. VI. Determine how your decision might be perceived by the organization, individual or society. Conclusion I. Summarize main points II. Restate your decision .

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