This document outlines a project plan to rejuvenate the aging vehicle fleet of a prestigious Colorado school. The school's current fleet is deteriorating, unsafe, and inadequate to support the school's growth plans. A project management team was formed to review the current fleet and submit a plan to replace vehicles with newer, more reliable models, including additional buses and SUVs, as well as hiring a mechanic. The plan is divided into phases: defining goals and tasks, planning timelines and budgets, and executing the project to upgrade the school's vehicles.
An enterprise is a large organization, and an enterprise application is software that helps an organization solve business problems. Enterprise applications can be categorized by their customer visibility (upstream, downstream, business enabler), the industry and business functions they support, how they process data (OLTP, OLAP), whether they are custom-built or commercial, and if they are host-centric or distributed. They must enhance efficiency, ensure security, handle large data volumes, and be easily maintained. Challenges for enterprise applications include automating business processes, integrating applications, maintaining security, and providing rich user experiences.
The document discusses a restaurant information system that provides integrated software solutions for quick service, table service, and hospitality operators. The system includes features like a point of sale system, business performance management tools, and a restaurant management system. It allows operators to improve customer service, automate production, control costs, and share information across locations. Making strategic, managerial, and operational decisions requires information like customer data, order histories, inventory levels, supplier information, and staff feedback. An effective information system provides this operational and performance data to support decision-making.
This document discusses security challenges for information systems. It describes how systems are vulnerable through accessibility of networks, software and hardware problems, and disasters. Specific threats are discussed like hacking, malware, identity theft, and internal threats from employees. The document also outlines security controls and policies needed to protect systems and mitigate risks from threats.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
This document provides an overview of chapter 1 from the textbook "Management Information Systems". It discusses how information systems are transforming business through increased use of wireless technology, web sites, and cloud computing. Key points include how the digital firm relies on digital networks and assets, and offers flexibility. It also covers perspectives on information systems, including the organizational, managerial, and technological dimensions. The role of information systems in achieving competitive advantage, operational excellence, and new business models is also discussed.
The document discusses enterprise applications and management information systems. It provides an overview of key enterprise applications such as Enterprise Resource Planning (ERP) systems, Supply Chain Management Systems (SCMS), and Customer Relationship Management (CRM) systems. The summary discusses how ERP systems integrate business processes across an organization, how SCMS coordinate planning, production and logistics with suppliers, and how CRM systems enable customer intimacy.
Management Information System at DELL
Positive and negatives of MIS In dell
Information diagram at dell computers.
how dell sells its computers
how is dell Computers profitable
Management Information Systems in the Banking SectorIshan Parekh
ICICI Bank implemented the Finacle Customer Relationship Management (FCRM) software to aggregate customer information from various products and services. This has helped ICICI Bank improve customer service, cross-sell products more effectively, and increase revenues. The CRM system allows ICICI Bank to better understand customer needs and behavior to provide personalized services. ICICI Bank's focus on technology and CRM has supported its rapid growth to become one of the largest banks in India with over 14 million customers.
An enterprise is a large organization, and an enterprise application is software that helps an organization solve business problems. Enterprise applications can be categorized by their customer visibility (upstream, downstream, business enabler), the industry and business functions they support, how they process data (OLTP, OLAP), whether they are custom-built or commercial, and if they are host-centric or distributed. They must enhance efficiency, ensure security, handle large data volumes, and be easily maintained. Challenges for enterprise applications include automating business processes, integrating applications, maintaining security, and providing rich user experiences.
The document discusses a restaurant information system that provides integrated software solutions for quick service, table service, and hospitality operators. The system includes features like a point of sale system, business performance management tools, and a restaurant management system. It allows operators to improve customer service, automate production, control costs, and share information across locations. Making strategic, managerial, and operational decisions requires information like customer data, order histories, inventory levels, supplier information, and staff feedback. An effective information system provides this operational and performance data to support decision-making.
This document discusses security challenges for information systems. It describes how systems are vulnerable through accessibility of networks, software and hardware problems, and disasters. Specific threats are discussed like hacking, malware, identity theft, and internal threats from employees. The document also outlines security controls and policies needed to protect systems and mitigate risks from threats.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
This document provides an overview of chapter 1 from the textbook "Management Information Systems". It discusses how information systems are transforming business through increased use of wireless technology, web sites, and cloud computing. Key points include how the digital firm relies on digital networks and assets, and offers flexibility. It also covers perspectives on information systems, including the organizational, managerial, and technological dimensions. The role of information systems in achieving competitive advantage, operational excellence, and new business models is also discussed.
The document discusses enterprise applications and management information systems. It provides an overview of key enterprise applications such as Enterprise Resource Planning (ERP) systems, Supply Chain Management Systems (SCMS), and Customer Relationship Management (CRM) systems. The summary discusses how ERP systems integrate business processes across an organization, how SCMS coordinate planning, production and logistics with suppliers, and how CRM systems enable customer intimacy.
Management Information System at DELL
Positive and negatives of MIS In dell
Information diagram at dell computers.
how dell sells its computers
how is dell Computers profitable
Management Information Systems in the Banking SectorIshan Parekh
ICICI Bank implemented the Finacle Customer Relationship Management (FCRM) software to aggregate customer information from various products and services. This has helped ICICI Bank improve customer service, cross-sell products more effectively, and increase revenues. The CRM system allows ICICI Bank to better understand customer needs and behavior to provide personalized services. ICICI Bank's focus on technology and CRM has supported its rapid growth to become one of the largest banks in India with over 14 million customers.
MAQ Software is a software development company with over 300 employees across three development centers in Redmond, Mumbai, and Hyderabad. It has been growing for 11 years and focuses on agile development methodologies like SCRUM. It has received several recognitions and has a portfolio of over 200 mobile applications.
This document provides information about key performance indicators (KPIs) for an office receptionist position. It includes examples of KPIs for an office receptionist, steps for creating KPIs, common mistakes to avoid, and types of KPIs. The document recommends visiting kpi123.com for additional KPI materials, samples, and templates for performance reviews, appraisals, and setting KPIs for an office receptionist role.
ERP Chapter 1 : Business functions and business processesRey-an Baricanosa
The document discusses business functions and business processes. It defines business functions as activities specific to functional areas like marketing, supply chain management, accounting, and human resources. Business processes are collections of activities that take inputs and create outputs valuable to customers. The document explains that integrated information systems are important because functional areas are interdependent and share data. Effective data sharing between functions leads to more efficient business processes and improved company success.
This document provides an overview of an introductory session on information technology for management and business. The session agenda includes introductions, a course outline, assignments, theoretical foundations of IT, and a session review. Key concepts covered are data, information, and business intelligence. The document also defines information technology and its various components. It discusses the importance of understanding IT for business and provides examples of IT applications in different industries.
This document provides information on the TORQUE toy hauler models by Heartland Recreational Vehicles. It describes the TORQUE models as combining the features of traditional RVs with the versatility of a toy hauler, offering fifth wheel and travel trailer floorplans. It highlights interior features like furniture, cabinets, and flooring and lists various models and their specifications. The document promotes purchasing an RV locally for customer service benefits.
interview of a person who is running business successfully related to the technologies .. sharing the experience and faced challenges and how he overcomes different situations.
Meta is a company that brings together technical expertise and business acumen to build teams of engineers and researchers. They help organizations turn existing knowledge and technology into disruptive products. Meta accelerates companies' transition to software-driven models through agile development teams. Their experts develop solutions using techniques like machine learning, augmented reality, and big data analysis to solve complex technological problems.
This document provides an overview of IBM, including its history, products, growth, role in space exploration, and presence in India. It discusses how IBM was founded in 1911 as CTR through a merger of three companies and was later renamed International Business Machines in 1924. The document also summarizes some of IBM's software, hardware, jobs, and recent news about a new mobile management product and focus on security solutions.
ERP software consists of several key components that represent major functional areas of an organization. These components include financial management, manufacturing, human resources, materials management, production planning, plant maintenance, purchasing, marketing, and sales and distribution. Each component handles important tasks like managing finances, production processes, employee information, inventory, purchasing, and sales.
The document discusses Enterprise Resource Planning (ERP) systems. ERP systems integrate various business functions like manufacturing, sales, inventory, accounting etc into a single system. The document outlines the evolution of ERP from earlier software packages, describes the components and benefits of ERP systems like improved efficiency and information integration. It also discusses challenges in ERP implementation like costs, timelines and resistance to change.
This document discusses the ethical and social impacts of information systems. It covers several topics, including privacy and intellectual property issues, system quality concerns, and effects on quality of life. The goals are to analyze ethical problems raised by technology, identify moral aspects of the information society, and examine principles for conducting systems work ethically. Specific issues addressed include accountability, rapid social change, and various types of internet crime and computer abuse.
France Telecom implemented a business intelligence initiative to help the company adapt to increased competition and deregulation. They standardized processes and established a Business Intelligence Competence Center (BICC) to oversee data warehousing projects. The BICC provided consulting, support, and training to project managers and end users. France Telecom's use of business intelligence enhanced their services and helped them win new customers and increase loyalty by analyzing customer data.
Through extensive research and analysis, the BA 495 team recommends that Portland State University adopt a 'Step-Up' program design for its Credit for Prior Learning (CPL) program. This scenario provides an initial moderate level of support for the program to help ensure early success. It establishes a standardized process and affordable pricing to make CPL accessible while gaining experience. Ongoing evaluation will help expand the program's scope and sustainability in a controlled manner by winter 2015. This balanced approach leverages PSU's position as Oregon's pilot program, fulfilling political mandates while building community awareness and competitive advantage through a financially self-sufficient CPL option for students.
The document outlines a capstone project analyzing a proposed Credit for Prior Learning (CPL) program at Portland State University. It discusses the goals of establishing an effective CPL structure, gaining faculty support by demonstrating academic quality and compensation for their time, and having the program ready by Fall 2015. It also notes the need to determine fair student fees that help fund the program. The BA 495 capstone team was tasked with researching models for a sustainable CPL program and making a recommendation.
The PMO Experience in The Government Sector of Saudi Arabia. This Document discusses the results found after conducting an OPM3 assessment to a government municipality for a major city in Saudi Arabia.
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact to get assignments for various semesters and specializations in MBA programs. It lists subject codes, names, credits and marks for the Project Finance subject. It also provides instructions for answering questions and notes that 10-mark questions should be around 400 words.
This document outlines an internship project to improve the lighting process at the Key West Marriott Beachside Hotel. The current process uses inefficient incandescent light bulbs that consume large amounts of electricity and cost over $170,000 per year. The project aims to replace all light bulbs with LED bulbs, which use less energy and have a longer lifespan. This is expected to save over $95,000 in electricity costs in the first year alone while making the hotel more environmentally friendly. A 5 Why analysis identified that guests consume electricity inefficiently without paying the bill, so the hotel pays more than necessary for lighting. Replacing bulbs with LEDs will significantly reduce electricity usage and costs.
This document provides information about the MSc in Automotive Engineering program at Cranfield University. The 1-year program aims to provide graduates with technical skills and experience to work in the automotive industry. The course includes 10 compulsory modules covering topics like vehicle dynamics and powertrain systems. It also includes a group design project, individual research thesis project, and access to automotive testing facilities. The program prepares students for careers in areas like engine design, hybrid vehicles, and automotive research.
Ryerson University - Ted Rogers School of Management
Course: Project Management (GMS450)
Project Management
This course focuses on how projects contribute to the strategic goals of the organization. The linkages for integration include the process of selecting projects that best support organizational strategy and all the technical and managerial processes to complete those projects. The goals for prospective project managers are to clearly understand the role of the project in their organizations and to master project management tools/techniques and interpersonal skills necessary to orchestrate projects to completion. (Formerly MGT 806)
This document provides a literature review and background for a project aimed at improving educational pathways for students interested in careers in green building and sustainable fields. It discusses current improvement programs in California, including the California Edge Coalition and Bay Area Community College Consortium. It also reviews industry proposals and credentials like LEED. The literature review examines the current landscape of educational systems and identifies needs like the lack of experienced managers in energy efficiency. It discusses integrating hands-on learning and internships. Interviews with professionals provided suggestions on implementing certifications and strategic partnerships with organizations. The goal is to develop an integrated, tiered pathway for students to effectively transition between educational levels and into industry.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
MAQ Software is a software development company with over 300 employees across three development centers in Redmond, Mumbai, and Hyderabad. It has been growing for 11 years and focuses on agile development methodologies like SCRUM. It has received several recognitions and has a portfolio of over 200 mobile applications.
This document provides information about key performance indicators (KPIs) for an office receptionist position. It includes examples of KPIs for an office receptionist, steps for creating KPIs, common mistakes to avoid, and types of KPIs. The document recommends visiting kpi123.com for additional KPI materials, samples, and templates for performance reviews, appraisals, and setting KPIs for an office receptionist role.
ERP Chapter 1 : Business functions and business processesRey-an Baricanosa
The document discusses business functions and business processes. It defines business functions as activities specific to functional areas like marketing, supply chain management, accounting, and human resources. Business processes are collections of activities that take inputs and create outputs valuable to customers. The document explains that integrated information systems are important because functional areas are interdependent and share data. Effective data sharing between functions leads to more efficient business processes and improved company success.
This document provides an overview of an introductory session on information technology for management and business. The session agenda includes introductions, a course outline, assignments, theoretical foundations of IT, and a session review. Key concepts covered are data, information, and business intelligence. The document also defines information technology and its various components. It discusses the importance of understanding IT for business and provides examples of IT applications in different industries.
This document provides information on the TORQUE toy hauler models by Heartland Recreational Vehicles. It describes the TORQUE models as combining the features of traditional RVs with the versatility of a toy hauler, offering fifth wheel and travel trailer floorplans. It highlights interior features like furniture, cabinets, and flooring and lists various models and their specifications. The document promotes purchasing an RV locally for customer service benefits.
interview of a person who is running business successfully related to the technologies .. sharing the experience and faced challenges and how he overcomes different situations.
Meta is a company that brings together technical expertise and business acumen to build teams of engineers and researchers. They help organizations turn existing knowledge and technology into disruptive products. Meta accelerates companies' transition to software-driven models through agile development teams. Their experts develop solutions using techniques like machine learning, augmented reality, and big data analysis to solve complex technological problems.
This document provides an overview of IBM, including its history, products, growth, role in space exploration, and presence in India. It discusses how IBM was founded in 1911 as CTR through a merger of three companies and was later renamed International Business Machines in 1924. The document also summarizes some of IBM's software, hardware, jobs, and recent news about a new mobile management product and focus on security solutions.
ERP software consists of several key components that represent major functional areas of an organization. These components include financial management, manufacturing, human resources, materials management, production planning, plant maintenance, purchasing, marketing, and sales and distribution. Each component handles important tasks like managing finances, production processes, employee information, inventory, purchasing, and sales.
The document discusses Enterprise Resource Planning (ERP) systems. ERP systems integrate various business functions like manufacturing, sales, inventory, accounting etc into a single system. The document outlines the evolution of ERP from earlier software packages, describes the components and benefits of ERP systems like improved efficiency and information integration. It also discusses challenges in ERP implementation like costs, timelines and resistance to change.
This document discusses the ethical and social impacts of information systems. It covers several topics, including privacy and intellectual property issues, system quality concerns, and effects on quality of life. The goals are to analyze ethical problems raised by technology, identify moral aspects of the information society, and examine principles for conducting systems work ethically. Specific issues addressed include accountability, rapid social change, and various types of internet crime and computer abuse.
France Telecom implemented a business intelligence initiative to help the company adapt to increased competition and deregulation. They standardized processes and established a Business Intelligence Competence Center (BICC) to oversee data warehousing projects. The BICC provided consulting, support, and training to project managers and end users. France Telecom's use of business intelligence enhanced their services and helped them win new customers and increase loyalty by analyzing customer data.
Through extensive research and analysis, the BA 495 team recommends that Portland State University adopt a 'Step-Up' program design for its Credit for Prior Learning (CPL) program. This scenario provides an initial moderate level of support for the program to help ensure early success. It establishes a standardized process and affordable pricing to make CPL accessible while gaining experience. Ongoing evaluation will help expand the program's scope and sustainability in a controlled manner by winter 2015. This balanced approach leverages PSU's position as Oregon's pilot program, fulfilling political mandates while building community awareness and competitive advantage through a financially self-sufficient CPL option for students.
The document outlines a capstone project analyzing a proposed Credit for Prior Learning (CPL) program at Portland State University. It discusses the goals of establishing an effective CPL structure, gaining faculty support by demonstrating academic quality and compensation for their time, and having the program ready by Fall 2015. It also notes the need to determine fair student fees that help fund the program. The BA 495 capstone team was tasked with researching models for a sustainable CPL program and making a recommendation.
The PMO Experience in The Government Sector of Saudi Arabia. This Document discusses the results found after conducting an OPM3 assessment to a government municipality for a major city in Saudi Arabia.
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact to get assignments for various semesters and specializations in MBA programs. It lists subject codes, names, credits and marks for the Project Finance subject. It also provides instructions for answering questions and notes that 10-mark questions should be around 400 words.
This document outlines an internship project to improve the lighting process at the Key West Marriott Beachside Hotel. The current process uses inefficient incandescent light bulbs that consume large amounts of electricity and cost over $170,000 per year. The project aims to replace all light bulbs with LED bulbs, which use less energy and have a longer lifespan. This is expected to save over $95,000 in electricity costs in the first year alone while making the hotel more environmentally friendly. A 5 Why analysis identified that guests consume electricity inefficiently without paying the bill, so the hotel pays more than necessary for lighting. Replacing bulbs with LEDs will significantly reduce electricity usage and costs.
This document provides information about the MSc in Automotive Engineering program at Cranfield University. The 1-year program aims to provide graduates with technical skills and experience to work in the automotive industry. The course includes 10 compulsory modules covering topics like vehicle dynamics and powertrain systems. It also includes a group design project, individual research thesis project, and access to automotive testing facilities. The program prepares students for careers in areas like engine design, hybrid vehicles, and automotive research.
Ryerson University - Ted Rogers School of Management
Course: Project Management (GMS450)
Project Management
This course focuses on how projects contribute to the strategic goals of the organization. The linkages for integration include the process of selecting projects that best support organizational strategy and all the technical and managerial processes to complete those projects. The goals for prospective project managers are to clearly understand the role of the project in their organizations and to master project management tools/techniques and interpersonal skills necessary to orchestrate projects to completion. (Formerly MGT 806)
This document provides a literature review and background for a project aimed at improving educational pathways for students interested in careers in green building and sustainable fields. It discusses current improvement programs in California, including the California Edge Coalition and Bay Area Community College Consortium. It also reviews industry proposals and credentials like LEED. The literature review examines the current landscape of educational systems and identifies needs like the lack of experienced managers in energy efficiency. It discusses integrating hands-on learning and internships. Interviews with professionals provided suggestions on implementing certifications and strategic partnerships with organizations. The goal is to develop an integrated, tiered pathway for students to effectively transition between educational levels and into industry.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
The document outlines the design and implementation of a PM Academy within a large IT services organization. Key points:
- The PM Academy was designed to align with industry standards like PMBOK while blending with the organization's needs and culture. It aimed to sustainably enable PM competency development.
- Challenges included ensuring course alignment with the organization's relationship model, viewing coaches as long-term mentors rather than just trainers, and encouraging continuous learning.
- Adoption depended on stakeholders understanding individual benefits - for participants, career progression; for coaches, enhancing knowledge and networking.
- Building a collaborative PM community was a key strategy to encourage participation and continuous learning.
The Automotive Technology program provides students with entry-level skills for an in-demand automotive trade through hands-on learning and certificate options. The curriculum is up-to-date and reviewed regularly, and courses are offered in a staggered rotation. Experienced faculty strive to provide optimal hands-on instruction, while participating in continual professional development. The program has stable enrollment, high success rates, and generates revenue for the college. Upcoming facility upgrades will provide industry-standard spaces to support working technicians and continued student success.
Green Wulf - Sustainable Gym on Campus / Project Management at SKEMA Business...Caroline Bilet
Business Case developed during Project Management course at SKEMA Business School
Create a gym that uses the energy produced by the users to power itself
Ibrahim Abubakari, Caroline Bilet, Arthur Lanos, Thomas Leportier, Amelie Meppiel, Kristin Torin, Medhi Thadi
FIN320 – Gallaher – Prep for Exam 3 – Computational Questions
1. Smallville Courier is a small town newspaper, with revenues of $200,000 and pre-tax operating income of $40,000. It is considering starting an online edition that would be accessible at no cost to the general public and has collected the following information:
1. The initial cost of setting up the online edition is $25,000. That expense will be capitalized and depreciated using the MACRS three-year schedule (33%, 45%, 15%, 7%). There is no salvage value.
1. You expect advertising revenues from the site of $30,000 per year.
1. The annual operating cost of maintaining the online edition will be $15,000.
1. The cost of capital is 15% and the tax rate is 40%.
1. The project has a life of 5 years.
Should Smallville go ahead with the project?
(Include in your answer the following: What are the annual incremental free cash flows associated with this project? What is the NPV? What is the IRR? What is the payback period?)
1. Wade Natural, a beverage company, is considering expanding into the snack business and you have collected the following information on the investment:
i. You estimate the beta of comparable companies in the snack business to be 0.92.
ii. The equity in Wade Natural has a book value of $ 500 million, but the market value of equity is $2 billion.
iii. The firm has $500 million (in market value terms) in interest-bearing debt with 10 year to maturity. The debt currently trades $900 per bond (Face Value = $1,000) and pays a 4% semi-annual coupon.
iv. The risk-free rate is 4% and the equity risk premium is 5%.
v. The marginal tax rate is 40%.
What is Wade Natural’s WACC?
Running head: ASSIGNMENT 2: PROJECT MOTORCYCLES
1
ASSIGNMENT 2: PROJECT MOTORCYCLES
9
Assignment 2: Project Motorcycles
M. Owens
Strayer University
Project Management BUS 375
Professor Puckett
October 31, 2013
Select one (1) of the types of project organization that would suit the development of the larger touring class motorcycles.
The project management organization I would use for this instance is pure project management organization. This helps to separate this project from the home company. It will be an independent segment. It will have its own technical staff and administration, which would be linked to the home company's administration. However, these links will not be strong, and it will enjoy some autonomy. This segment will be able to prepare its own reports on how the project is advancing, make minor purchases, and deliveries without consulting the home company. This will be in order to quicken the development of the motorcycles. The project manager is the head of this segment he will bear full responsibility for the project, although he will report to the senior staff at the home company. This decentralization will also lead to better communication in this segment as the project manager will be able to make some decisions without consulting senior staff in ...
The document summarizes an internship report submitted by Naveen Kumar for his summer internship with Larsen & Toubro Construction from June 23rd to July 22nd 2016. It provides details of the Barapullah elevated corridor project being constructed by L&T from Sarai Kale Khan to Mayur Vihar Phase 1, including project parameters, departments involved, construction methodology, safety measures, and equipment used. It also acknowledges the support received from the internship guide and L&T staff during the training period.
This document describes the CscForce application, which was created by the Children's Board of Hillsborough County to streamline their contracting process. It began development in 2003 but faced many setbacks. These included scope creep, lack of dedicated project management, and unstable code from multiple developers. A new developer was hired in 2006 who recommended scrapping the existing code and starting over. Since then, modules have been implemented for contract management, monitoring, and reporting. The goal of the application is to automate processes, create operational efficiencies, and better manage projects and taxpayer dollars. Potential unintended consequences of success include greater accountability and the need for additional staff and technology upgrades over time.
This document presents a framework for appraising and justifying education projects for the Asian Development Bank. The framework aims to provide a standardized, logical approach for project design, appraisal, and assessment. It emphasizes sustainability and efficiency. Key elements include analyzing a country's educational policy context and sustainability issues, assessing proposed projects' internal efficiency and potential external impacts, and evaluating alternatives in terms of cost-effectiveness. While full economic analysis of costs and benefits is usually not feasible for individual projects, the framework provides guidance on qualitative and partial quantitative analyses.
ICMA Leadership Team Capstone Project (1)Lynne Ladner
This document provides a summary of a capstone project conducted for the City of Lee's Summit, Missouri. The project analyzed the Central Building Services (CBS) and Central Vehicle Maintenance (CVM) divisions to evaluate staffing levels, management practices, outsourcing opportunities, cost allocation methods, and leading practices. For CBS, recommendations included reorganizing the division, improving customer service, and creating a sustainable plan for facilities projects. For CVM, recommendations were to add a mechanic, explore high maintenance costs for emergency vehicles, establish service request procedures, implement customer satisfaction reviews, and enhance organizational communications about fleet services.
Project Overview –Virtual PMO Services for PJM Students and Alum.docxwoodruffeloisa
Project Overview –
Virtual PMO Services for PJM Students and Alumni
This project is one I have wanted to do for some time now – in order to move it forward to our leaders for approval, it would be very helpful to have an integrated plan to share for decision making – a draft charter/ scope statement and workplan has been created for this project. The next planning step is to complete the risk work.
Project Background
Currently, each faculty within our PJM program shares a number of project management templates used in their own project management work for use within their courses. The intent is to collect and share these templates across all sections of a course so that all students have access to a number of potential templates in that subject area and can then create their own version of the template that best meets the needs of their assignment projects. This will also store all templates in one place for easy access – regardless of the course that one is in it is convenient to locate other templates that might be helpful for the work in any course.
We also would like to make this available to alumni of the program – to allow them to benefit from our inventory of templates and also to allow them to contribute templates to the NU PJM community. This provides yet another opportunity for industry alignment and maintains a connection with our esteemed alumni.
This project is still considered to be at the beginning of its efforts. It will be a visible project within the Northeastern community – for faculty, current students and alumni.
Work to date – currently, there are many project management templates floating around our program. There has not been a coordinated effort to locate, vet and store these templates – nor have we considered if there are gaps in the templates provided.
Work includes understanding the needs of faculty, students and alumni and then creating a shared repository solution that will meet these needs. At minimum, the project will identify all available templates from faculty, reviewing these to ensure they are comprehensive, clear and ready for use and well as to review the inventory of templates against good practices in project management and the PMBOK - and that there are no copyright issues with posting on our shared site. Both faculty and students near the end of the program should be included in the review of the templates.
The shared site tool needs to be selected – this will require understanding the needs of faculty, students and alumni as well as standards to be followed in the IT constraints. The site needs to be designed and the templates uploaded.
A process needs to be created and implemented for upkeep on the templates as well as how additional templates are submitted for consideration, vetted and the site updated.
• • •
Ÿ 1
A plan for transition and sustainment needs to be created and implemented – how will students and alumni find out about this site? Who do they contact if they have questions o ...
The document provides an overview of the Ubuntu operating system. It discusses Ubuntu's history as a Debian-based Linux distribution first released in 2004. It covers Ubuntu's design principles including its use of the Linux kernel for process management, memory management, and file systems. It also addresses security topics like hacking threats and strategies for hardening Ubuntu systems. Basic commands and utilities included in Ubuntu are outlined.
This document is the final lab assignment for the course EE312 Embedded Microcontrollers at Colorado Technical University in Spring 2009. The lab covers modular programming with an MC68HC11 microcontroller board, demonstrating various instructions including load, add, subtract, store, multiply, divide, branch, jump, return, decrement, increment, rotate, shift, push, pull, transfer, clear, logic operations, and more. It is authored by Loren K. Schwappach and due on May 18, 2009.
The document describes designing and simulating an analog switch in L-Edit and PSpice. Key steps include:
1) Calculating the required widths and lengths of nFET and pFET devices to achieve an on-resistance of 400 ohms or less.
2) Laying out the design in L-Edit according to these dimensions.
3) Performing design rule checks and extracting the layout for PSpice simulation.
4) Simulating the switch in PSpice to verify switching operation, resistance, and bandwidth meet specifications.
This document describes the design and simulation of a CMOS NAND gate using L-Edit software. The objectives were to design a NAND gate with a propagation delay of less than 50 ns while carrying a 10 pF load. Calculations were done to determine transistor widths and lengths that would meet these specifications. The gate was designed in L-Edit and passed design rule checks without errors. The gate was then extracted for use in PSpice simulations. Simulations were run to analyze the voltage transfer function, propagation delay, and rise/fall times and compare the results to a commercially available Fairchild CD4011BC NAND gate.
This lab report describes simulations performed in PSpice on a CMOS inverter circuit designed in L-Edit. The objectives are to characterize the voltage transfer function, frequency response, propagation delay, rise/fall times, and output current of the CMOS inverter. Simulations are presented on the inverter's power consumption, small signal characteristics, digital frequency response, maximum operating frequency, and pulse response at various load capacitances. Results are compared to previous NMOS and power MOSFET circuits analyzed in prior labs.
This document is a lab report for analyzing the characteristics of an NMOS inverter circuit designed in L-Edit and simulated in PSpice. The objectives are to gain experience using PSpice and understand the characteristics of an NMOS inverter. The report includes the NMOS inverter design in L-Edit, PSpice simulations to generate characteristic curves, voltage transfer functions, frequency responses, and propagation delays. Results are compared to a previous lab that analyzed an IRF-150 MOSFET inverter circuit.
This document describes a lab report for analyzing the characteristics of an NMOS inverter using the IRF-150 power MOSFET in PSpice. The objectives are to learn how to use PSpice and analyze key characteristics of the IRF-150 inverter circuit. The report includes the circuit schematics and simulation results for generating characteristic curves of the MOSFET, analyzing the voltage transfer function, frequency response, propagation delays, and maximum operating frequency of the circuit.
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Project final
1. Automotive Rejuvenation Project 1
Colorado Technical University
Automotive Rejuvenation Project
Project Draft Plan
JD McKenna
Submitted in Partial Fulfillment of the Requirements for
PMGT405
Project Management 405
By
Group Five
Colorado Springs, Colorado
September 2006
2. Automotive Rejuvenation Project 2
Table of Contents
Abstract: ........................................................................................................................................3
Introduction: ..................................................................................................................................4
Problem Overview: ........................................................................................................................5
Methodology: ..................................................................................................................................6
Phase 1: Defining Phase:
Project Goals ..............................................................................................................................6
Purpose Statement ......................................................................................................................7
Project Charter ...........................................................................................................................7
Project Specifications.................................................................................................................7
Task Requirements.....................................................................................................................8
Statement of Work (SOW).........................................................................................................9
Work Breakdown Structure (WBS) ...........................................................................................9
Team Member Responsibilities .................................................................................................9
Responsibility Matrix...............................................................................................................10
Phase Two: Planning Phase ........................................................................................................10
Project Timeline Overview ......................................................................................................10
Current Upkeep Cost Analysis.................................................................................................10
Forecasted Expenditures (Project Budget)...............................................................................10
Budget Timeline.......................................................................................................................11
.
Phase Three: Execution Phase:...................................................................................................11
Project Management: ..................................................................................................................13
Budget ......................................................................................................................................13
Objectives ................................................................................................................................13
Schedule ...................................................................................................................................13
Communications ......................................................................................................................14
Scope/ Risk Analyst .................................................................................................................15
Organizational Structure ..........................................................................................................15
Stake Holders and Roles: ............................................................................................................16
School Board, Project Sponsor ................................................................................................16
Randy Darling, Project Manager .............................................................................................16
Edward Moran, Project Designer .............................................................................................16
Matthew Sharp, Project Negotiator..........................................................................................17
Matthew Caraway, Project Analysis ........................................................................................17
Loren Schwappach, Project Accountant ..................................................................................17
References .....................................................................................................................................31
3. Automotive Rejuvenation Project 3
Abstract
A prestigious school located in Colorado has noticed that their automotive vehicle fleet
has deteriorated in recent years. To solve this problem, they have contracted our project
management firm. The following document is the project plan that our firm has devised. This
document is crucial for the success of our project.
4. Automotive Rejuvenation Project 4
I. Introduction:
1. Background:
Located deep within the heart of Colorado, our prestigious school has long stood
as an unchallenged leader toward providing superior secondary education services. Our school’s
strong commitment to distinction and quality has forged the foundation of excellence for our
teachers and students. This strict demand for continual quality and performance has driven our
school to a point of brilliance unmatched by any of our competitors. During a recent quality and
assurance analysis of the school’s grounds it was made apparent that the school’s aging vehicle
fleet no longer reflects the school’s high prestige. Furthermore the review illuminated severe
safety problems with several of the school’s vehicles and an over usage crisis creating
considerable irritation between scholastic departments. Through these and other observations the
following statements are made concrete. In order for our school to maintain its’ current superior
educational standing and increase student revenue in such a way as to allow quality and
excellence to distinguish us as Colorado’s leading secondary school, a complete rejuvenation of
the school’s inadequate vehicle infrastructure must be completed. Toward these efforts, the
school has planned to substantially increase the number of local students. The school has also
planned an expeditious high adventure program for students slated to begin early this spring. In
planning a viable solution for the problem the school board met on Friday, 7 July 06 and voted
on the creation of a vehicle fleet project management team. This project management team was
assigned the task of reviewing the current automotive infrastructure of the school and the
responsibility of submitting a practical finalized project plan for board member approval on 29
November 2006.
5. Automotive Rejuvenation Project 5
2. Problem Overview:
The completion and success of the project is of crucial significance necessary for
the prestige, growth, adaptability, and safety of the school and its’ two hundred and fifty students
and forty-three faculty members. The fleet’s replacement is necessary due to vehicle aging,
excessive over-usage, and extreme lack of critical and routine maintenance. The current
automotive fleet has become rundown, dangerous, and unreliable. The transformation of the
fleet is imperative if the school is to complete several of its’ future projects. Two of these
proposed plans are the installment of the high adventure program this spring, and the expansion
of the school’s local student body population of at least fifty students before the start of the next
school year. Through our work with the school board our project team also concluded the
following facts…
The following critical additional resource requirements are required for the
school to meet both current and future scholastic objectives.
Our automotive fleet will require...
A replacement of the school’s current old and rundown vehicles with new or used
reliable alternatives, utilizing vehicles featuring four-wheel drive, or at least
incorporating front-wheel drive.
Three additional 20-passenger buses or one larger 50/60-passenger bus.
Two large, 4-wheel drive SUVs, to support extracurricular programs.
One full-time auto mechanic.
Additional two or three new/used mini-vans, to alleviate vehicle over usage.
6. Automotive Rejuvenation Project 6
3. Methodology:
In order to meet the prestigious and essential requirements of the school and its’
students our project team has concluded the following methodical approach toward rejuvenating
our dangerous and neglected vehicle infrastructure. By following this researched approach we
will ensure that the antiquated vehicles are replaced within time and budget constraints and keep
the fleet well maintained into the schools brilliant future. To meet the unique requirements of
this intricate project the approach was divided into three vital phases. Completion of each phase
is imperative for successful project completion.
Phase 1: Defining Phase
The project defining phase involved the formation of project specifications and
objectives. The project team and major responsibilities were assigned. In this phase our team
concluded the following…
Project Goals: We determined the goal of this project to be the rejuvenation of
the schools existing worn down vehicle fleet through systematic purchase and
replacement of problematic vehicles with sound new and used quality vehicles.
The continued maintenance of these vehicles and maintenance of ground
equipment must also be resolved for successful project resolution. Our goal is to
complete this plan as efficiently as plausible within both time and budget
constraints.
7. Automotive Rejuvenation Project 7
Purpose Statement: Out team determined the purpose of this project to be the
reengineering of the current infrastructure of the school’s flawed vehicle fleet and
the replacement of faulty dysfunctional vehicles with safe and reliable
alternatives. This project is imperative for both the growth and success of the
school. The purpose of our team is to ensure the successful creation and
conclusion of this project while meeting all project deliverables within the project
time and budget.
Project Charter: Our project charter was drafted and signed by all project
participants on 5 August 06, a copy of the charter is attached to this document for
board member reference.
Project Specifications: The following original specifications were used in the
creation of this project plan.
~ Project budget: $180,000 and $50,000 reserved for next calendar year
~ Critical dates derived from first school board meeting:
29 Nov 06 – Present project plan to board
29 Dec 06 – Deadline to spend project budget for fiscal year
21 Nov 08 – Deadline for project completion
15 Dec to 6 Jan – Holiday Recess
~ Required deliverables as determined during the first board meeting:
Increase bus capacity by 50 students.
Hire new automotive mechanic (apply 1st year’s salary to budget).
Purchase two four-wheel drive SUVs for “High Adventure” program.
Replace / restore faulty vehicles with mixture of new / used vehicles.
Note: All vehicles must be 4 wheel drive, or good front wheel drive.
8. Automotive Rejuvenation Project 8
Task Requirements: The following tasks are essential to the completion of this
project and could critically impact project implementation, closure, and success.
They have been listed in there general order of precedence.
1. Research current administrative costs
2. Research current upkeep costs
3. Research current vehicle market values
4. Research best school bus (purchase / replacement) option
5. Research best SUV purchase option
6. Research best minivan (purchase / replacement) option
7. Research best Sedan (purchase / replacement) option
8. Research cost / contracting options for automotive mechanic
9. Advertise open position for school auto mechanic
10. Screen applicant resumes
11. Interview selected potential applicants
12. Hire / Notify chosen applicant
13. Renovate / prepare maintenance facilities for vehicle servicing
14. Prepare school grounds for replacement / transition
15. Sell old / defective school buses
16. Purchase / Replace (new / used) school buses
17. Purchase (new / used) SUV
18. Sell old / defective minivans
19. Purchase / replace (new / used) minivans
20. Sell old Sedans
21. Purchase new / replacement Sedans
22. Sell old 5 ton truck
23. Inspect / record condition of automotive fleet (AF)
24. Purchase essential replacement / spare parts (AF)
25. Perform critical vehicle maintenance (AF)
26. Perform essential / other vehicle maintenance (AF)
27. Perform routine vehicle maintenance (AF)
28. Inspect / record condition of maintenance utilities (MU)
29. Purchase essential replacement / spare parts (MU)
30. Inspect / Service / Repair 60KW Generator
31. Perform critical maintenance (MU)
32. Perform essential / other maintenance (MU)
33. Perform routine maintenance (MU)
9. Automotive Rejuvenation Project 9
Statement of Work (SOW): Our project team developed a plan to renovate the
school’s automobile fleet and ensure that proper maintenance could be
sufficiently undertaken. Upon approval from the board of directors, expected on
or shortly after November 29th 2006, the project team will begin executing this
project plan. For the purposes of this document, the term vehicles will refer to all
passenger automobiles, buses, lawn mowers, Cushman grounds vehicles, and the
backup generator when speaking with reference to equipment maintenance.
Work Breakdown Structure (WBS): To initiate our statement of work and meet
project scope our team created the following work breakdown structure. The
WBS was organized into three main structures. (See appendix: Illustrations 1A,
1B, and 1C)
Team member responsibilities: The project manager assigned the following
responsibilities to every team member.
a. Check bulletin board and email at least once a day, more often as you approach lesson and
project deadlines.
b. Two of the teammates are on opposite sides of the world and in different time zones. Thus it
was recommended that they try checking the blackboard project site after 6:00pm mountain
standard time.
c. Complete all assigned tasks by the agreed upon deadlines.
d. Notify team members of any delays or issues that may cause delays.
e. Work as a team, volunteer to help out if you see one of your team struggling
f. Once assigned to a task ensure project manager and team is continually updated on task
progression.
10. Automotive Rejuvenation Project 10
Responsibility Matrix: The responsibility matrix set specific responsibilities for
each team member and their roles towards specific deliverables. It was split into
three phases to correspond with the three phases of the project. (See appendix:
Illustrations 2A, 2B, and 2C)
Phase 2: Planning Phase
The project planning phase involved the planning and research of several critical
project aspects. Through internet research, telephone communication and newspaper
articles our project team developed and concluded a good timeline for project
completion. (See appendix: Illustrations 3A, 3B, 3C, and 3D)
Current upkeep cost analysis: Current vehicle upkeep cost are estimated at
approx $18,000 annually. The total maintenance cost for the last two years was $37,640. This
has been insufficient for adequate maintenance and is one reason for the current vehicle
situation. This amount will be greatly reduced in the future as labor costs will be assumed under
annual salary of mechanic, and regular preventative maintenance will avoid costly replacement.
Forecasted Expenditures (Project Budget): Our project budget requirements
were obtained and used in the creation of our project’s budget plan. Data was compiled by the
project team using internet and field research obtained during the project planning phase. Most
of the used vehicle price approximations were obtained from internet sources. (See appendix:
Illustration 4A)
11. Automotive Rejuvenation Project 11
Budget Timeline: After researching cost constraints using the proposed budget
(See appendix: illustration 4A), our project team concluded a sound budget timeline
necessary to meet board member objectives and successful project completion. (See
appendix: illustration 4B)
Phase 3: Execution Phase
The project execution phase involves execution of the project’s action plan and as
previously mentioned will be enacted upon board member approval. The execution phase
involves action / completion of the following essential deliverables summarized below...
Advertise open position for school auto mechanic: Our team will begin advertising the opening of this new
position utilizing the local city newspaper, word will also be spread through word of mouth and advertised
throughout the local school work centers for 7 days. The mechanic will be required to have ASE certifications in
brakes, steering and suspension, at a minimum.
Screen applicant resumes: Resumes will be gathered and screened looking for experience, reliability, and ASE
certifications. All references will also be verified to insure creditability. Furthermore, selected applicants will be
scheduled for personal interviews to take place over a 2 day period.
Interview selected potential applicants: Interviews will be conducted with each applicant selected during the
screening process. Interviews will probe mechanical knowledge of the applicant as well as the applicant’s ability to
work unsupervised.
12. Automotive Rejuvenation Project 12
Renovate / prepare maintenance facilities for vehicle servicing: The School’s vehicle bay has not been used for
three years, therefore it is reasonable to assume that there will be costs associated with getting this facility back in to
working condition. Our team has set aside $3,000 within our proposed budget for the inspection and repair of these
facilities and the restocking of essential shop supplies. Establishment of vendor accounts for lubricants, shop
supplies, and repair parts will be created during this time.
Prepare school grounds for replacement / transition: Vehicles and grounds will be structured and attended to
allow swift vehicle replacement transitions. Inspection and preparation of the grounds will provide safe and
efficient operations for the mechanic and vehicle operators.
Purchase / Selling of vehicles: If the project plan is approved our team will begin the process of selling and
purchasing the fleets vehicles using the proposed project budget. And deviations of the project budget due to
unforeseen costs / vehicle inspections will be immediately notified to the project manager and brought before the
school board. If the deviation requires increased funding outside of the set project buffer (Set as 10% of the project
budget, see budget plan), a decision will be resolved by the board as to whether the deliverable should be held off
until the schools next fiscal year where an additional $50,000 has already been allotted for this project.
Inspect / record condition of automotive and grounds vehicles: The mechanic will require approximately 1 month
to complete the inspection and record the condition of the school’s entire vehicle fleet. During this time, the
mechanic can request any repair parts as needed.
Purchase essential replacement / spare parts: This cost is difficult to forecast as there are many variables
dependent upon the condition of the fleet after mechanic inspection. Averages will vary from month to month and
year to year, but this will be a fairly new fleet. Our team has set aside 12,000 dollars in the project budget for this
purpose.
13. Automotive Rejuvenation Project 13
II. Project Management:
1. Budget:
Thus far there have been no expenditures to date. Once this project receives
board approval it will expand into its’ third phase and the proposed budget will become
active. Although there are no issues with the budget at this time any issues that result
during execution of the project plan will be immediately brought before the project
manager and the board for analysis and resolution. At a minimum the project team will
update the board on the budget quarterly.
2. Objectives:
All project objectives have been identified and should be met utilizing the current
project timeline and proposed budget. A weekly status update is given to the project
manager and combined in a monthly status briefing for the board to assist in project
vision, management, and resolution. By presenting a clear understanding to each project
participant project efficiency is dramatically increased.
3. Schedule:
The project schedule is on track and has met all proposed expectations
corresponding to the proposed project time line. Phases 1 and 2 are complete while the
project awaits board member approval to begin its’ execution phase. We expect the
project to stay on track and meet all proposed deadlines, although delay in project
approval could stall task completion and drastically impact the project timeline.
14. Automotive Rejuvenation Project 14
4. Communication:
External communication:
Formal: On the first work day of each fiscal quarter, the Board of Directors will
be briefed by the project team. This detailed briefing will include all aspects of the
projects progress, current status, and projected achievements for the next quarter. It will
also cover issues and possible solutions.
Informal: The PM will conduct periodic updates to one member of the Board of
Directors (as appointed by the board) twice a month. These updates will be emailed to the
board member followed by a short face to face presentation. These updates will represent
a snapshot of the project and give the board the opportunity to suggest modifications in a
timely manner of required.
Internal communication:
Formal: Once a week, the team will conduct a project meeting at which they will
brief their individual progress and status. It will also address the team’s collective
progress and status. The meeting will be chaired by the PM. Any issues confronting
members will be discussed and possible solutions will be reviewed and a course of action
selected. The PM will determine if the course of action requires board approval and will
request approval if necessary.
Informal: The team members will communicate with each other and the PM via
telephone and email. Should any issue arise requiring immediate group attention,
additional meetings can be scheduled to address the issues.
15. Automotive Rejuvenation Project 15
5. Scope / Risk Analysis:
The project scope was defined by the board during the school board meeting on 7
July 06. From that resolution this team has made no significant changes with in the
project’s scope. After receiving approval to go forward into the third phase of this
project any changes in terms of cost, schedule and risk could have devastating impacts on
project success. Any such changes in scope will be mentioned in a memorandum to the
board and discussed in depth during the quarterly board briefing. During our analysis of
the projects critical tasks our team has concluded four major potential project risks.
These risks could have drastic consequences on the project. (See appendix: Illustrations
5A, and 5B)
6. Organizational Structure: In order to assign responsibility and provide structured
management to the completion of project tasks our team incorporated a dynamic
project structure. (See appendix: Illustrations 6A)
16. Automotive Rejuvenation Project 16
Stakeholders and Roles:
School Board, Project Sponsor: The School Board is the projects sponsor and was responsible
for voting on the creation of this project and is the essential agent in determining this projects
success. The board will decide whether or not to approve or deny this project after receiving the
final project review and will act as the funding authority if the project is chosen acceptable.
Randy Darling, Project Manager: Working through his second year at Colorado Technical
University, Randy Darling is pursuing his Bachelors of Science in Electrical Engineering. He is
an Army Contractor at Fort Carson with Chugach McKinley Inc. Although his background as a
Project manager is small, his knowledge of automobiles and vehicle maintenance and harsh
determination to earn an A in our class make Randy an excellent choice as project manager.
Edward Moran, Project Designer: Edward Moran is taking his third class with Colorado
Technical University, and is in his second year towards a degree in Information Systems
Management. He is a Certified Associate in Project Management from PMI, and is hoping this
class will help put it all together. Although he has no documented experience in project
management Edward’s ability to think outside the box and follow a project to its conclusion
made him an excellent choice as Project Designer.
17. Automotive Rejuvenation Project 17
Matthew Sharp, Project Negotiator: Matthew Sharp is finishing his second year at Colorado
Technical University, CTU. He has worked at Ford Credit for over five years, starting in
customer service, moved to repossessions/charge offs, and is now working in the learning and
development department, (i.e. training department). He is hoping to move to the leadership team
at Ford Credit. After reading the book, Crucial Confrontations, Matthew became well known
for his ability to communicate at times when there are high emotions and great deals at stake.
This and other features made Matthew our immediate choice as Project Negotiator.
Matthew Caraway, Project Analyst: Matthew Caraway has been attending Colorado
Technical University since August of 2004. Matthew is half way to completing his degree in
Information Systems Management, He currently works in the IT department at Ford Motor
Company at Colorado Springs, CO. His vast experience in the IT department and analytical
skills made Matthew our best choice as Project Analyst.
Loren Schwappach, Project Accountant: Loren Schwappach is currently taking his first class
with CTU. Loren is currently stationed outside of the United States at Camp Humphrey; Korea.
Enlisted in the U.S. Air Force, Loren has completed over sixty credit hours towards his bachelors
of science in electrical engineering, and works as the lead non-commissioned officer in charge
responsible for the operation and maintenance of his squadron’s mobile satellite antenna
terminal. Loren has an extensive background in science and mathematics, and strong sense of
integrity, which made him a great choice as our Project Accountant.
18. Automotive Rejuvenation Project 18
Appendix
Illustration 1A: WBS part 1. Research structure.
Note: All components of this research structure had to be finished before final project
submittal and school board recommendation.
19. Automotive Rejuvenation Project 19
Appendix
Illustration 1B: WBS part 2. Hire, buy & sell structure.
Note: The hire, buy and sell structure incorporates vehicle replacement operations as
well as providing set points of contact for the hiring of an automotive mechanic and
school ground facility preparations.
20. Automotive Rejuvenation Project 20
Appendix
Illustration 1C: WBS part 3. Mechanic structure.
Note: The mechanic structure illustrates the work load the mechanic will be responsible
for completing.
21. Automotive Rejuvenation Project 21
Appendix
Illustration 2A: Phase 1. Defining Stage Responsibilities.
Responsibility Matrix Responsibility
Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach)
Defining Stage
Develop Purpose Statement Responsible Support Assist Support Assist
Define Task Requirements Assist Assist Support Support Responsible
Create SOW Assist Responsible Support Assist Support
Create WBS Support Support Responsible Support Assist
Define Responsibilities Support Assist Assist Responsible Support
Create Responsibility Matrix Support Support Assist Assist Responsible
Define Project Ground Rules Responsible Assist Support Assist Support
Illustration 2B: Phase 2. Planning Stage Responsibilities.
Responsibility Matrix Responsibility
Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach)
Planning Stage
Develop Project Timeline Responsible Assist Support Support Assist
Research current administrative costs Assist Support Assist Support Responsible
Research current upkeep costs Assist Responsible Assist Support Support
Research current vehicle market values Responsible Assist Assist Support Support
Research best school bus (purchase / replacement) option Support Responsible Support Assist Assist
Research best SUV purchase option Support Support Responsible Assist Assist
Research best minivan (purchase / replacement) option Support Support Responsible Assist Assist
Research best Sedan (purchase / replacement) option Assist Support Support Responsible Assist
Research cost / contracting options for automotive mechanic Support Support Assist Assist Responsible
Plan Project Resources Responsible Assist Assist Support Support
Plan Project Risks Assist Assist Support Responsible Support
22. Automotive Rejuvenation Project 22
Appendix
Illustration 2C: Phase 3. Executing Stage Responsibilities.
Responsibility Matrix Responsibility
Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant Automobile
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach) Mechanic
Executing Stage
Critique / tune project draft (2nd) Assist Assist Assist Assist Responsible
Submit project draft (2nd) Responsible Assist Assist Assist Assist
Critique / tune project FINAL draft Assist Responsible Assist Assist Assist
Submit FINAL project plan for School Board consideration Approve Responsible Assist Assist Assist Assist
Advertise open position for school auto mechanic Responsible Assist
Screen applicant resumes Assist Responsible
Interview selected potential applicants Assist Responsible
Hire / Notify chosen applicant Assist Responsible
Renovate / prepare maintenance facilities for vehicle servicing Assist Responsible Assist Support Support
Prepare school grounds for replacement / transition Assist Responsible Assist Support Support
Sell old / defective school buses Support Support Responsible Assist
Purchase / Replace (new / used) school buses Support Support Responsible Assist
Purchase (new / used) SUV Support Support Assist Responsible
Sell old / defective minivans Support Support Responsible Assist
Purchase / replace (new / used) minivans Support Support Responsible Assist
Sell old Sedans Support Support Assist Responsible
Purchase new / replacement Sedans Support Support Assist Responsible
Sell old 5 ton truck Support Support Responsible Assist
Inspect / record condition of automotive fleet (AF) Assist Responsible
Purchase essential replacement / spare parts (AF) Assist Support Support Support Support Responsible
Perform critical vehicle maintenance (AF) Responsible
Perform essential / other vehicle maintenance (AF) Responsible
Perform routine vehicle maintenance (AF) Responsible
Inspect / record condition of maintenance utilities (MU) Assist Responsible
Purchase essential replacement / spare parts (MU) Assist Support Support Support Support Responsible
Inspect / Service / Repair 60KW Generator Responsible
Perform critical maintenance (MU) Responsible
Perform essential / other maintenance (MU) Responsible
Perform routine maintenance (MU) Responsible
27. Automotive Rejuvenation Project 27
Appendix
Illustration 4B:
Budget Timeline Chart & Graph:
Fleet Replacement Project Budget Available
Funds Available
$300,000.00
$250,000.00
$200,000.00
$150,000.00
$100,000.00
$50,000.00
$-
7
-D 6
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29 -07
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28
Cost
Activity / Event Gain / Loss Budget Required
Estimate
Project Budget Allotted (Year 1) Loss $ 150,000.00 $ 150,000.00 N/A
Automotive Mechanic Pay Reserved Loss $ (43,800.00) $ 106,200.00 18-Dec-06
Renovate / prepare maintenance facilities for vehicle servicing Loss $ (3,500.00) $ 102,700.00 19-Dec-06
Prepare school grounds for replacement / transition Loss $ (600.00) $ 102,100.00 19-Dec-06
Sell old / defective school buses Gain $ 4,000.00 $ 106,100.00 28-Dec-06
Sell old / defective minivans Gain $ 36,000.00 $ 142,100.00 28-Dec-06
Sell old Sedans Gain $ 96,000.00 $ 238,100.00 28-Dec-06
Sell old 5 ton truck Gain $ 3,000.00 $ 241,100.00 28-Dec-06
Purchase / replace (new / used) school buses Loss $ (8,500.00) $ 232,600.00 28-Dec-06
Purchase (new / used) SUV Loss $ (52,000.00) $ 180,600.00 28-Dec-06
Purchase / replace (new / used) minivans Loss $ (60,000.00) $ 120,600.00 4-Jan-07
Purchase new / replacement Sedans Loss $ (90,000.00) $ 30,600.00 4-Jan-07
Purchase essential replacement / spare parts (MU) Loss $ (2,000.00) $ 28,600.00 29-Jan-07
Purchase essential replacement / spare parts (AF) Loss $ (10,000.00) $ 18,600.00 19-Feb-07
Inspect / Service / Repair 60KW Generator Loss $ (250.00) $ 18,350.00 20-Feb-07
Perform critical vehicle maintenance (AF) Loss $ (1,500.00) $ 16,850.00 2-Apr-07
Perform critical maintenance (MU) Loss $ (250.00) $ 16,600.00 2-Apr-07
Perform essential / other maintenance (MU) Loss $ (500.00) $ 16,100.00 14-May-07
Perform routine maintenance (MU) Loss $ (200.00) $ 15,900.00 14-May-07
Perform essential / other vehicle maintenance (AF) Loss $ (1,000.00) $ 14,900.00 25-Jun-07
Perform routine vehicle maintenance (AF) Loss $ (1,000.00) $ 13,900.00 25-Jun-07
28. Automotive Rejuvenation Project 28
Appendix
Illustration 5A:
Risk Severity Matrix:
Risk Severity Matrix
Vehicle replacement
/ restoration exceeds
5
proposed project
timeline
Detection Difficulty
4 Red zone (major risk)
(1-5)
4
Detection Difficulty
Yellow zone (moderate risk)
(1-5)
Vehicle replacement
Likelihood
Delayed approval by / restoration costs
3
school board exceeds proposed
project budget
Detection Difficulty
5 3 Green zone (minor risk)
(1-5)
Unable to hire
2 reliable vehicle
mechanic
Detection Difficulty
2
(1-5)
1
Detection Difficulty
(1-5)
1 2 3 4 5
Impact
29. Automotive Rejuvenation Project 29
Appendix
Illustration 5B:
Risk Assessment & Response Matrix.
Risk Assessment using (FMEA)
Detection
Risk Event Likelihood Impact Risk Value When
Difficulty
Vehicle replacement / restoration exceeds proposed project timeline 5 3 4 60 Execution Phase
Delayed approval by school board 3 3 5 45 Execution Phase
Vehicle replacement / restoration costs exceeds proposed project budget 3 5 3 45 Execution Phase
Unable to hire reliable vehicle mechanic 2 3 2 12 Execution Phase
Risk Response Matrix
Risk Event Risk Value Response Contingency Plan Trigger Who is Responsible
replace / restore non-critical
Vehicle replacement / restoration exceeds Deliverables fail to meet
60 Mitigate (Reduce) vehicles during summer Project Manager
proposed project timeline deadlines
break.
Delayed approval by school board 45 Retain (Not avoidable) None School board Project Manager
Vehicle replacement / restoration costs exceeds Factor 10% of proposed
45 Mitigate (Reduce) Low funds Project Accountant
proposed project budget project buffer as P-risk buffer
Perform periodic quality
assurance checks of Vehicles fail to meet inspection /
Unable to hire reliable vehicle mechanic 12 Mitigate (Reduce) mechanic to ensure services restoration deadlines; Project Analyst
meet performance complaints
requirements
30. Automotive Rejuvenation Project 30
Appendix
Illustration 6A:
Organizational Chart
School Board
Project Sponsor
Randy Darling
Project Manager
Edward Moran Matthew Sharp Matthew Caraway Loren Schwappach
Project Designer Project Negotiator Project Analyst Project Accountant
31. Automotive Rejuvenation Project 31
References
Kelley Blue Book (2006). Kelley Blue Book- New Car Pricing, Used Car Values. Retrieved
August 19, 2006, from http://www.kbb.com/
Vehix.com (2006). Vehix.com - Home. Retrieved August 25, 2006, from http://www.kbb.com/