EssayExamine a famous leader applying concepts and theories ex.docxtheodorelove43763
This document provides an outline for an essay examining a famous leader by applying concepts and theories from a leadership course. The outline includes:
1) An opening paragraph describing the leader and summarizing the leadership theory that will be addressed.
2) Three specific leadership skills, behaviors, and traits of the leader.
3) The skill, behavior, or trait that best explains the leader's success and an explanation.
4) Applying the leader's approach to one leadership theory from the course.
5) Explaining why the leader's style was successful with supporting arguments.
6) A summarizing paragraph with at least two short quotes from the textbook and citations.
7) At least
EssayExamine a famous leader applying concepts and theories ex.docxelbanglis
This document provides an outline for an essay examining a famous leader by applying concepts and theories from a leadership course. The outline includes:
1) An opening paragraph describing the leader and summarizing the leadership theory that will be addressed.
2) Three specific leadership skills, behaviors, and traits of the leader.
3) The skill, behavior, or trait that best explains the leader's success and an explanation.
4) Applying the leader's approach to one leadership theory from the course.
5) Explaining why the leader's style was successful with supporting arguments.
6) A summarizing paragraph with at least two short quotes from the textbook and citations.
7) At least
Stephanie WroteA lean organization understands customer value a.docxrjoseph5
Stephanie Wrote:
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.
A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
The term "lean" was coined to describe Toyota's business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
Mary Wrote:
· What is the lean concept and why is it important to study?
With fewer resources lean creates more value for customers. The idea of maximizing customer value while minimizing waste. Lean is important to study because there are so many benefits such as through lean there is a cost benefit. we can increase quality and reliability. Reduce operating costs, boost staff productivity and reduce the length of production cycles.
· How can lean be applied to manufacturing and service processes?
TOYOTA is the best example of a company that use lean processes and implement them. Toyota is the first major company to use lean ideology in their manufacturing processes. They have eliminated wasted and using techniques to get rid of faulty products that do not interest the customers. They use two processes, one is Jidoka and the other one is JIT or just in time. Jidoka is used to check the quality of the product and can stop the machines themselves down when there is an error. JIT/ just in time leads to the next step once the previous step is finished.
https://www.lean.org/whatslean/
https://refinedimpact.com/4-good-examples-of-companies-that-use-lean-manufacturing/
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Tor.
A Project Manager’s Book of Forms_ PMBOK® 6th.pdf (www.thewmi.net).pdfZAKHAN8
This document provides an introduction and overview of the third edition of "A Project Manager's Book of Forms". It is intended to be a companion guide to the "PMBOK Guide - Sixth Edition" and provides a set of forms and templates to help project managers apply the concepts and practices from the PMBOK Guide. The introduction acknowledges that each project is unique and the forms will need to be tailored to meet the specific needs of individual projects. It outlines new features for this edition, including suggestions for tailoring each form and electronic versions of the forms in PDF and Word formats.
EssayExamine a famous leader applying concepts and theories ex.docxtheodorelove43763
This document provides an outline for an essay examining a famous leader by applying concepts and theories from a leadership course. The outline includes:
1) An opening paragraph describing the leader and summarizing the leadership theory that will be addressed.
2) Three specific leadership skills, behaviors, and traits of the leader.
3) The skill, behavior, or trait that best explains the leader's success and an explanation.
4) Applying the leader's approach to one leadership theory from the course.
5) Explaining why the leader's style was successful with supporting arguments.
6) A summarizing paragraph with at least two short quotes from the textbook and citations.
7) At least
EssayExamine a famous leader applying concepts and theories ex.docxelbanglis
This document provides an outline for an essay examining a famous leader by applying concepts and theories from a leadership course. The outline includes:
1) An opening paragraph describing the leader and summarizing the leadership theory that will be addressed.
2) Three specific leadership skills, behaviors, and traits of the leader.
3) The skill, behavior, or trait that best explains the leader's success and an explanation.
4) Applying the leader's approach to one leadership theory from the course.
5) Explaining why the leader's style was successful with supporting arguments.
6) A summarizing paragraph with at least two short quotes from the textbook and citations.
7) At least
Stephanie WroteA lean organization understands customer value a.docxrjoseph5
Stephanie Wrote:
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate.
A popular misconception is that lean is suited only for manufacturing. Not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organization.
The term "lean" was coined to describe Toyota's business during the late 1980s by a research team headed by Jim Womack, Ph.D., at MIT's International Motor Vehicle Program.
Mary Wrote:
· What is the lean concept and why is it important to study?
With fewer resources lean creates more value for customers. The idea of maximizing customer value while minimizing waste. Lean is important to study because there are so many benefits such as through lean there is a cost benefit. we can increase quality and reliability. Reduce operating costs, boost staff productivity and reduce the length of production cycles.
· How can lean be applied to manufacturing and service processes?
TOYOTA is the best example of a company that use lean processes and implement them. Toyota is the first major company to use lean ideology in their manufacturing processes. They have eliminated wasted and using techniques to get rid of faulty products that do not interest the customers. They use two processes, one is Jidoka and the other one is JIT or just in time. Jidoka is used to check the quality of the product and can stop the machines themselves down when there is an error. JIT/ just in time leads to the next step once the previous step is finished.
https://www.lean.org/whatslean/
https://refinedimpact.com/4-good-examples-of-companies-that-use-lean-manufacturing/
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Tor.
A Project Manager’s Book of Forms_ PMBOK® 6th.pdf (www.thewmi.net).pdfZAKHAN8
This document provides an introduction and overview of the third edition of "A Project Manager's Book of Forms". It is intended to be a companion guide to the "PMBOK Guide - Sixth Edition" and provides a set of forms and templates to help project managers apply the concepts and practices from the PMBOK Guide. The introduction acknowledges that each project is unique and the forms will need to be tailored to meet the specific needs of individual projects. It outlines new features for this edition, including suggestions for tailoring each form and electronic versions of the forms in PDF and Word formats.
Project_Management_in_practice_-Samuel_J._Mantel_Jack_R._Mer_1125.pdfPeter Banda
This document is the front matter of a project management textbook. It includes the title page, copyright page, dedication, table of contents, and preface. The textbook is focused on teaching project management principles and processes. It is intended for use in university courses on project management.
Project ManagementProcesses, Methodologies, and Econ.docxwoodruffeloisa
This document provides an overview of the third edition of the book "Project Management: Processes, Methodologies, and Economics" by Avraham Shtub and Moshe Rosenwein. The book covers key topics in project management including processes, methodologies, life-cycle models, economic analysis techniques, and portfolio management strategies. It is intended to help readers understand fundamental concepts and apply analytical methods for successful project implementation.
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�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return mailing label are
available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in your course, please accep ...
57268
File Attachment
Cover.jpg
FFIRS3GXML 10/20/2012 0:58:24 Page 4
FFIRS3GXML 10/20/2012 0:58:24 Page 1
�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return mailing label are
available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in your course, please accep.
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57268
File Attachment
Cover.jpg
FFIRS3GXML 10/20/2012 0:58:24 Page 4
FFIRS3GXML 10/20/2012 0:58:24 Page 1
�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instru.
User behavior model & recommendation on basis of social networks Shah Alam Sabuj
At present social networks play an important role to express people's sentiment and interest in a particular field. Extracting a user's public social network data (what the user shares with friends and relatives and how the user reacts over others' thought) means extracting the user's behavior. Defining some determined hypothesis if we make machine understand human sentiment and interest, it is possible to recommend a user about his/her personal interest on basis of the user's sentiment analyzed by machine. Our main approach is to suggest a user regarding the user's specific interest that is anticipated by analyzing the user's public data. This can be extended to further business analysis to suggest products or services of different companies depending on the consumer's personal choice. This automation will also help to choose the correct candidate for any questionnaire. This system will also help anyone to know about himself or herself, how one's behavior may influence others. It is possible to identify different types of people such as- dependable people, leadership skilled, people of supportive mentality, people of negative mentality etc.
This document analyzes the usability of Drupal's administrative tools based on usability guidelines and stakeholder reviews. It finds that Drupal adheres well to usability guidelines in its forms, receiving grades ranging from a B- to an A+. A stakeholder review also concludes that Drupal provides sufficiently usable tools to complete common administrative tasks to maintain a website. While Drupal has had usability issues, many are being addressed in subsequent releases. The overall analysis is that Drupal's tools are usable for common website administration.
Metz Management 306 Email Assignment Since so ma.docxroushhsiu
Metz
Management 306
Email Assignment
Since so many of you seem to be missing your workouts during this stay-at-
home order, I thought this would be an interesting topic.
The current pandemic is causing devastating economic distress for small
businesses throughout the country. If small businesses are not deemed “essential,”
they have been forced to shut down completely. Among the hardest hit industries is
the physical fitness segment. Large corporate gyms, smaller boutique fitness
studios, and gyms specializing in various forms of fitness have been forced to close
their doors, leaving employees with no income and members without a place to
exercise.
You are the owner of a small but very successful fitness studio (I expect you to
make up the name and the specialty.) You have been able to continue to pay your
employees and the business’s other expenses for the past 6 weeks. But, you have
gone through all of the business’s savings.
Now, you have gotten word from several members who have decided to stop
paying their monthly dues. Monthly membership dues are your business’s only
source of income, and the only way you can keep your business afloat through
these extremely unique times.
You have decided to EMAIL all 500 of your gym members. You need at least 75%
of the members to continue paying monthly membership dues if you have any
chance to re-open once the pandemic has passed.
Assignment: Send an email to your business’s members. What exactly can you
think of to tell them about your situation? How are you going to convince them
to continue paying dues – even though your business is unable to offer its usual
services. What is your plan moving forward for your business and the members?
Explain your plan to the readers of your email.
The detail and information you provide in your email is up to you. However, your
email must clearly communicate your ideas and your plan to the readers.
Send your effective, professional email to [email protected]
mailto:[email protected]
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Content Producer: Erin Ault
Operations Specialist: Maura Zaldivar-Garcia
Manager, Rights and Permissions: Ben Ferrini
Cover Designer: Black Horse Desig.
Metz Management 306 Email Assignment Since so ma.docxssuserf9c51d
Metz
Management 306
Email Assignment
Since so many of you seem to be missing your workouts during this stay-at-
home order, I thought this would be an interesting topic.
The current pandemic is causing devastating economic distress for small
businesses throughout the country. If small businesses are not deemed “essential,”
they have been forced to shut down completely. Among the hardest hit industries is
the physical fitness segment. Large corporate gyms, smaller boutique fitness
studios, and gyms specializing in various forms of fitness have been forced to close
their doors, leaving employees with no income and members without a place to
exercise.
You are the owner of a small but very successful fitness studio (I expect you to
make up the name and the specialty.) You have been able to continue to pay your
employees and the business’s other expenses for the past 6 weeks. But, you have
gone through all of the business’s savings.
Now, you have gotten word from several members who have decided to stop
paying their monthly dues. Monthly membership dues are your business’s only
source of income, and the only way you can keep your business afloat through
these extremely unique times.
You have decided to EMAIL all 500 of your gym members. You need at least 75%
of the members to continue paying monthly membership dues if you have any
chance to re-open once the pandemic has passed.
Assignment: Send an email to your business’s members. What exactly can you
think of to tell them about your situation? How are you going to convince them
to continue paying dues – even though your business is unable to offer its usual
services. What is your plan moving forward for your business and the members?
Explain your plan to the readers of your email.
The detail and information you provide in your email is up to you. However, your
email must clearly communicate your ideas and your plan to the readers.
Send your effective, professional email to [email protected]
mailto:[email protected]
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Content Producer: Erin Ault
Operations Specialist: Maura Zaldivar-Garcia
Manager, Rights and Permissions: Ben Ferrini
Cover Designer: Black Horse Desig.
Article Link httpswww.ncbi.nlm.nih.govpmcarticlesPMC43.docxrossskuddershamus
Article Link : https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4369385/
We are in a unique time of the discovery and research of the coronavirus. This virus has been linked to deaths worldwide. Since we are on the immune system, I thought it would be beneficial to take the time to do some research of your own. Attached are 2 pieces of information:
Your goal for an extra 25 points on exam 2 is to research this scientific article and answer a variety of questions about its contents. The questions to answer can be found below. The article is very dense and may be hard to understand. If you are unfamiliar with a term, look it up to satisfy your curiosity and expand your knowledge. I am not expecting you totally comprehend this article in all of its technical glory...just to read the article and answer questions based upon your understanding of the article and the immune system.
Questions you must address in your analysis:
Introduction
Does the manuscript clearly explain the question under consideration?
Do you agree that this is an important/interesting question?
Would there have been a better question to ask?
Data
Did they measure the right variables to answer their question?
How good are the data? (quality, precision)
How extensive are the data? (more is usually better)
Is there any evidence that “inconvenient” data were ignored?
If there are weaknesses in the data, how easy would it have been to do better?
Would the collection of more or better data be likely to change the answer?
Analysis
Were there any flaws in the data analysis?
How strong were the results of the analyses?
Were alternative hypotheses evaluated?
Presentation
Were the figures and tables easy to understand?
Were the figures and tables “honest” or were they misleading?
Discussion
Did the discussion go beyond what the data support?
Were alternative explanations considered?
Can you think of alternative explanations that were not addressed?
Do you agree with the logic of the discussion?
Do you agree with the conclusions of the paper?
Do the authors evaluate potential weaknesses of the paper?
Can you think of potential weaknesses that were not addressed?
Does the paper advance our understanding of the field?
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Conten.
Article Link httpswww.ncbi.nlm.nih.govpmcarticlesPMC43.docxfestockton
Article Link : https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4369385/
We are in a unique time of the discovery and research of the coronavirus. This virus has been linked to deaths worldwide. Since we are on the immune system, I thought it would be beneficial to take the time to do some research of your own. Attached are 2 pieces of information:
Your goal for an extra 25 points on exam 2 is to research this scientific article and answer a variety of questions about its contents. The questions to answer can be found below. The article is very dense and may be hard to understand. If you are unfamiliar with a term, look it up to satisfy your curiosity and expand your knowledge. I am not expecting you totally comprehend this article in all of its technical glory...just to read the article and answer questions based upon your understanding of the article and the immune system.
Questions you must address in your analysis:
Introduction
Does the manuscript clearly explain the question under consideration?
Do you agree that this is an important/interesting question?
Would there have been a better question to ask?
Data
Did they measure the right variables to answer their question?
How good are the data? (quality, precision)
How extensive are the data? (more is usually better)
Is there any evidence that “inconvenient” data were ignored?
If there are weaknesses in the data, how easy would it have been to do better?
Would the collection of more or better data be likely to change the answer?
Analysis
Were there any flaws in the data analysis?
How strong were the results of the analyses?
Were alternative hypotheses evaluated?
Presentation
Were the figures and tables easy to understand?
Were the figures and tables “honest” or were they misleading?
Discussion
Did the discussion go beyond what the data support?
Were alternative explanations considered?
Can you think of alternative explanations that were not addressed?
Do you agree with the logic of the discussion?
Do you agree with the conclusions of the paper?
Do the authors evaluate potential weaknesses of the paper?
Can you think of potential weaknesses that were not addressed?
Does the paper advance our understanding of the field?
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Conten ...
This dissertation examines causes, effects, and methods of minimizing delays in high-rise construction projects in Dubai. It identifies 60 causes of delay categorized into 5 groups, 14 effects categorized into 5 groups, and 9 main and 12 sub methods of minimizing delays. A survey was distributed to construction professionals in Dubai to assess the importance of causes, occurrence of effects, and effectiveness of minimizing methods. The results were analyzed using the Relative Importance Index to rank causes, effects, and methods. The study aims to provide recommendations to reduce delays and improve performance of Dubai's high-rise sector.
ENGL 151 Research EssayAssignment DetailsValue 25 (additioeleanorabarrington
ENGL 151 Research Essay
Assignment Details
Value: 25% (additional 5% for Draft/Peer Review)
Due Date: Draft—Jun 10
Final—June 19
Length: 1500 words (does not count the references list)
Instructions
Write a 1,500 word argumentative essay in which you communicate and defend a thesis about a specific topic you have begun researching over the first four weeks of the term.
While your essay is based on your own opinion about a topic, the strength of your essay will depend on your ability to anticipate objections/questions from critical readers and address them by collecting and integrating supporting evidence from other texts. As always, I expect your argument to be thorough, well-reasoned, and concise. Don’t waste space with empty words.
Your analysis should have a strong, clear structure. As a guide, consider our standard conceptualization of essay format:
· Introduction paragraph containing (among other things) a clear thesis
· Body paragraphs discussing one aspect of the argument to support your thesis
· Conclusion paragraph that reminds readers of the thesis and major supporting ideas
Your essay must be formatted according to APA 7th edition guidelines, and you must cite both quotations and paraphrasing in APA style, which includes a References list.
Research
You must incorporate information from a minimum of five reliable and appropriate sources in your essay, at least one of which must be a scholarly article from the Camosun library database. Texts providing only general information (eg. dictionaries, encyclopedias, wikis) are not appropriate sources. Web resources from reliable sources (eg. American Medical Association, Statistics Canada) can be valuable, but extreme caution should be used when defining “reliable”. If you’re in doubt, discuss with other students and/or contact me.
Academic Honesty
Remember, plagiarism is a very serious offence. All borrowed material must be cited using APA style, and any paraphrasing must be significantly re-worded from the original material.
I expect you to limit the length of your quotations (all under 40 words long).
Essay Draft: Process and Grading
1. On Wednesday, June 10, before 12:00pm (noon), you will submit a draft of your research essay to the Essay Draft Drop Box on our D2L page. Your draft should be
· a complete essay that may lack the polish of a final draft
· fully cited in APA style, including in-text citations and a references list
· formatted in APA style (see sample on D2L)
· submitted without your name on it (don’t include it on the title page)
2. I will email you another student’s draft by 5:00pm the same day, and you will use the Peer Review Guide to give feedback on the student’s essay. The review process should only take 60 minutes max (that’s how long I give my students when we do this in class).
3. You will submit your feedback to the Peer Review Drop Box on D2L before Thursday, June 11, at 5:00pm.
The draft will be graded on a pass/fail basis. Failing to su ...
ENGL 151 Research EssayAssignment DetailsValue 25 (additio.docxbudabrooks46239
ENGL 151 Research Essay
Assignment Details
Value: 25% (additional 5% for Draft/Peer Review)
Due Date: Draft—Jun 10
Final—June 19
Length: 1500 words (does not count the references list)
Instructions
Write a 1,500 word argumentative essay in which you communicate and defend a thesis about a specific topic you have begun researching over the first four weeks of the term.
While your essay is based on your own opinion about a topic, the strength of your essay will depend on your ability to anticipate objections/questions from critical readers and address them by collecting and integrating supporting evidence from other texts. As always, I expect your argument to be thorough, well-reasoned, and concise. Don’t waste space with empty words.
Your analysis should have a strong, clear structure. As a guide, consider our standard conceptualization of essay format:
· Introduction paragraph containing (among other things) a clear thesis
· Body paragraphs discussing one aspect of the argument to support your thesis
· Conclusion paragraph that reminds readers of the thesis and major supporting ideas
Your essay must be formatted according to APA 7th edition guidelines, and you must cite both quotations and paraphrasing in APA style, which includes a References list.
Research
You must incorporate information from a minimum of five reliable and appropriate sources in your essay, at least one of which must be a scholarly article from the Camosun library database. Texts providing only general information (eg. dictionaries, encyclopedias, wikis) are not appropriate sources. Web resources from reliable sources (eg. American Medical Association, Statistics Canada) can be valuable, but extreme caution should be used when defining “reliable”. If you’re in doubt, discuss with other students and/or contact me.
Academic Honesty
Remember, plagiarism is a very serious offence. All borrowed material must be cited using APA style, and any paraphrasing must be significantly re-worded from the original material.
I expect you to limit the length of your quotations (all under 40 words long).
Essay Draft: Process and Grading
1. On Wednesday, June 10, before 12:00pm (noon), you will submit a draft of your research essay to the Essay Draft Drop Box on our D2L page. Your draft should be
· a complete essay that may lack the polish of a final draft
· fully cited in APA style, including in-text citations and a references list
· formatted in APA style (see sample on D2L)
· submitted without your name on it (don’t include it on the title page)
2. I will email you another student’s draft by 5:00pm the same day, and you will use the Peer Review Guide to give feedback on the student’s essay. The review process should only take 60 minutes max (that’s how long I give my students when we do this in class).
3. You will submit your feedback to the Peer Review Drop Box on D2L before Thursday, June 11, at 5:00pm.
The draft will be graded on a pass/fail basis. Failing to su.
Task 14.2 Divide into small groups of five to seven persons. Se.docxjosies1
*Task 1
4.2 Divide into small groups of five to seven persons. Select a group discussion leader and a person to record responses. Use the brainstorming guidelines to conduct a five-minute brainstorming session on the following topic. Your goal is to identify creative solutions to the problem: Employees in large companies often complain that personal worth perception is low. They feel that the company does not overtly reward them for their contributions and set procedures that allow them to be most productive and creative.
* Based on the problem given in 4.2, complete the following tasks:
a. Brainstorm how the company can reward efforts and increase the perception of personal worth other than issuing pay increases.
b. Use nominal group technique to find the best solution to the employee personal-worth perception problem. Consider the solutions from the brainstorming activity and select the "best" solution from that set.
c. Use consensus decision making with the goal of selecting a solution to the employee personalworth perception problem to which all members of the group can commit
*Task 2
5.1 Develop a set of general frames to codify the following:
• A horse
• A student
• An airline pilot
Use these frames and describe the following:
• Flashdance, an 18-hand thoroughbred
• Brenda, a medium-height, fourth-year liberal arts students
• Fred, a 30-year veteran airline captain
*Task 3
5.2 Someone suggested two types of potential knowledge developers: “Send me a well-developed computer programmer or a programmer competent in several languages, and we’ll make him or her into a successful knowledge developer.”
and
“Send me a talented generalist with well-developed interpersonal skills or somewhat more delicately, ‘a user friendly person’ and a rigorously analytical mind, and we’ll team him or her with a competent knowledge developer.”
In your opinion, which approach would be more successful in knowledge development? Why?
*Task 4
Task 1: Implementation of Knowledge Management
7.1 Give your views on failure of implementation of knowledge management at a global company based on five distinct stages of knowledge management:
Stage 1: Advocate and learn Stage
2: Develop strategy Stage
3: Design and launch KM initiatives Stage
4: Expand and support initiatives Stage
5: Institutionalize knowledge management
Case study: A global company (Source: Chua, A. and Lam, W., “Why KM projects fail: a multi-case analysis”, Journal of Knowledge Management, vol. 9, no. 3 (2005).)
A global company, which was one of the top ten organizations in its industry, lost a number of deals because of its inability to offer integrated solutions in the order handling line of business. In response, the management commissioned a KM project known as Alpha with the objective to create a “blueprint for gaining and maintaining global order handling services market leadership”. Underpinning Alpha was a comprehensive attempt to manage the knowledge across the company.
W.
Students are expected to watch at least 30 minutes of political ne.docxjensgosney
Students are expected to watch at least 30 minutes of political news a week. Nearly any news program is acceptable, foreign or domestic, including public television, cable, and online sources. The key is diversity. Do not take in the same news source week after week. Be sure to take notes during the program that you watch, including the program’s name, outlet (cable, television, online, etc.), and date viewed. You will write
two
1-2 paged papers, connecting current political news to the material from the textbook and lecture outlines. Detailed instructions will be posted on Titanium within the first two weeks of the semester. These two papers, along with your notes from watching the news, are to be stapled together and turned in as one assignment.
.
Student will review prior readings (Chapter #8) and Klein Journal Ar.docxjensgosney
Student will review prior readings (Chapter #8) and Klein Journal Article to prepare a 10-page paper that will compare and contrast (analyze) one traditional gang and one neo-traditional gang.
The assignment will encompass gang structure, factors in gang membership, group dynamics, and aggression.
Paper will be completed in APA format.
.
More Related Content
Similar to SOCIAL RESPONSIBILITYIn recent years, as in the past, we see a.docx
Project_Management_in_practice_-Samuel_J._Mantel_Jack_R._Mer_1125.pdfPeter Banda
This document is the front matter of a project management textbook. It includes the title page, copyright page, dedication, table of contents, and preface. The textbook is focused on teaching project management principles and processes. It is intended for use in university courses on project management.
Project ManagementProcesses, Methodologies, and Econ.docxwoodruffeloisa
This document provides an overview of the third edition of the book "Project Management: Processes, Methodologies, and Economics" by Avraham Shtub and Moshe Rosenwein. The book covers key topics in project management including processes, methodologies, life-cycle models, economic analysis techniques, and portfolio management strategies. It is intended to help readers understand fundamental concepts and apply analytical methods for successful project implementation.
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FFIRS3GXML 10/20/2012 0:58:24 Page 4
FFIRS3GXML 10/20/2012 0:58:24 Page 1
�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return mailing label are
available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in your course, please accep ...
57268
File Attachment
Cover.jpg
FFIRS3GXML 10/20/2012 0:58:24 Page 4
FFIRS3GXML 10/20/2012 0:58:24 Page 1
�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instructions and a free of charge return mailing label are
available at www.wiley.com/go/returnlabel. If you have chosen to adopt this textbook for use in your course, please accep.
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57268
File Attachment
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FFIRS3GXML 10/20/2012 0:58:24 Page 4
FFIRS3GXML 10/20/2012 0:58:24 Page 1
�F O U R T H E D I T I O N
ETHICS
AND
TECHNOLOGY
Controversies, Questions, and Strategies
for Ethical Computing
HERMAN T. TAVANI
Rivier University
FFIRS3GXML 10/20/2012 0:58:24 Page 2
VP & Executive Publisher: Donald Fowley
Executive Editor: Beth Lang Golub
Editorial Assistant: Katherine Willis
Marketing Manager: Chris Ruel
Marketing Assistant: Marissa Carroll
Associate Production Manager: Joyce Poh
Production Editor: Jolene Ling
Designer: Kenji Ngieng
Cover Photo Credit: Bernhard Lang/Getty Images, Inc.
Production Management Services: Thomson Digital
This book was set in 10/12 TimesTenLTStd-Roman by Thomson Digital, and printed and bound by Edwards Brothers Malloy.
The cover was printed by Edwards Brothers Malloy.
This book is printed on acid free paper.
Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years,
helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles
that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate
Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our
business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical conduct within
our business and among our vendors, and community and charitable support. For more information, please visit our website:
www.wiley.com/go/citizenship.
Copyright # 2013, 2011, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the
prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright
Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-
5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions.
Evaluation copies are provided to qualified academics and professionals for review purposes only, for use in their courses during
the next academic year. These copies are licensed and may not be sold or transferred to a third party. Upon completion of the
review period, please return the evaluation copy to Wiley. Return instru.
User behavior model & recommendation on basis of social networks Shah Alam Sabuj
At present social networks play an important role to express people's sentiment and interest in a particular field. Extracting a user's public social network data (what the user shares with friends and relatives and how the user reacts over others' thought) means extracting the user's behavior. Defining some determined hypothesis if we make machine understand human sentiment and interest, it is possible to recommend a user about his/her personal interest on basis of the user's sentiment analyzed by machine. Our main approach is to suggest a user regarding the user's specific interest that is anticipated by analyzing the user's public data. This can be extended to further business analysis to suggest products or services of different companies depending on the consumer's personal choice. This automation will also help to choose the correct candidate for any questionnaire. This system will also help anyone to know about himself or herself, how one's behavior may influence others. It is possible to identify different types of people such as- dependable people, leadership skilled, people of supportive mentality, people of negative mentality etc.
This document analyzes the usability of Drupal's administrative tools based on usability guidelines and stakeholder reviews. It finds that Drupal adheres well to usability guidelines in its forms, receiving grades ranging from a B- to an A+. A stakeholder review also concludes that Drupal provides sufficiently usable tools to complete common administrative tasks to maintain a website. While Drupal has had usability issues, many are being addressed in subsequent releases. The overall analysis is that Drupal's tools are usable for common website administration.
Metz Management 306 Email Assignment Since so ma.docxroushhsiu
Metz
Management 306
Email Assignment
Since so many of you seem to be missing your workouts during this stay-at-
home order, I thought this would be an interesting topic.
The current pandemic is causing devastating economic distress for small
businesses throughout the country. If small businesses are not deemed “essential,”
they have been forced to shut down completely. Among the hardest hit industries is
the physical fitness segment. Large corporate gyms, smaller boutique fitness
studios, and gyms specializing in various forms of fitness have been forced to close
their doors, leaving employees with no income and members without a place to
exercise.
You are the owner of a small but very successful fitness studio (I expect you to
make up the name and the specialty.) You have been able to continue to pay your
employees and the business’s other expenses for the past 6 weeks. But, you have
gone through all of the business’s savings.
Now, you have gotten word from several members who have decided to stop
paying their monthly dues. Monthly membership dues are your business’s only
source of income, and the only way you can keep your business afloat through
these extremely unique times.
You have decided to EMAIL all 500 of your gym members. You need at least 75%
of the members to continue paying monthly membership dues if you have any
chance to re-open once the pandemic has passed.
Assignment: Send an email to your business’s members. What exactly can you
think of to tell them about your situation? How are you going to convince them
to continue paying dues – even though your business is unable to offer its usual
services. What is your plan moving forward for your business and the members?
Explain your plan to the readers of your email.
The detail and information you provide in your email is up to you. However, your
email must clearly communicate your ideas and your plan to the readers.
Send your effective, professional email to [email protected]
mailto:[email protected]
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Content Producer: Erin Ault
Operations Specialist: Maura Zaldivar-Garcia
Manager, Rights and Permissions: Ben Ferrini
Cover Designer: Black Horse Desig.
Metz Management 306 Email Assignment Since so ma.docxssuserf9c51d
Metz
Management 306
Email Assignment
Since so many of you seem to be missing your workouts during this stay-at-
home order, I thought this would be an interesting topic.
The current pandemic is causing devastating economic distress for small
businesses throughout the country. If small businesses are not deemed “essential,”
they have been forced to shut down completely. Among the hardest hit industries is
the physical fitness segment. Large corporate gyms, smaller boutique fitness
studios, and gyms specializing in various forms of fitness have been forced to close
their doors, leaving employees with no income and members without a place to
exercise.
You are the owner of a small but very successful fitness studio (I expect you to
make up the name and the specialty.) You have been able to continue to pay your
employees and the business’s other expenses for the past 6 weeks. But, you have
gone through all of the business’s savings.
Now, you have gotten word from several members who have decided to stop
paying their monthly dues. Monthly membership dues are your business’s only
source of income, and the only way you can keep your business afloat through
these extremely unique times.
You have decided to EMAIL all 500 of your gym members. You need at least 75%
of the members to continue paying monthly membership dues if you have any
chance to re-open once the pandemic has passed.
Assignment: Send an email to your business’s members. What exactly can you
think of to tell them about your situation? How are you going to convince them
to continue paying dues – even though your business is unable to offer its usual
services. What is your plan moving forward for your business and the members?
Explain your plan to the readers of your email.
The detail and information you provide in your email is up to you. However, your
email must clearly communicate your ideas and your plan to the readers.
Send your effective, professional email to [email protected]
mailto:[email protected]
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Content Producer: Erin Ault
Operations Specialist: Maura Zaldivar-Garcia
Manager, Rights and Permissions: Ben Ferrini
Cover Designer: Black Horse Desig.
Article Link httpswww.ncbi.nlm.nih.govpmcarticlesPMC43.docxrossskuddershamus
Article Link : https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4369385/
We are in a unique time of the discovery and research of the coronavirus. This virus has been linked to deaths worldwide. Since we are on the immune system, I thought it would be beneficial to take the time to do some research of your own. Attached are 2 pieces of information:
Your goal for an extra 25 points on exam 2 is to research this scientific article and answer a variety of questions about its contents. The questions to answer can be found below. The article is very dense and may be hard to understand. If you are unfamiliar with a term, look it up to satisfy your curiosity and expand your knowledge. I am not expecting you totally comprehend this article in all of its technical glory...just to read the article and answer questions based upon your understanding of the article and the immune system.
Questions you must address in your analysis:
Introduction
Does the manuscript clearly explain the question under consideration?
Do you agree that this is an important/interesting question?
Would there have been a better question to ask?
Data
Did they measure the right variables to answer their question?
How good are the data? (quality, precision)
How extensive are the data? (more is usually better)
Is there any evidence that “inconvenient” data were ignored?
If there are weaknesses in the data, how easy would it have been to do better?
Would the collection of more or better data be likely to change the answer?
Analysis
Were there any flaws in the data analysis?
How strong were the results of the analyses?
Were alternative hypotheses evaluated?
Presentation
Were the figures and tables easy to understand?
Were the figures and tables “honest” or were they misleading?
Discussion
Did the discussion go beyond what the data support?
Were alternative explanations considered?
Can you think of alternative explanations that were not addressed?
Do you agree with the logic of the discussion?
Do you agree with the conclusions of the paper?
Do the authors evaluate potential weaknesses of the paper?
Can you think of potential weaknesses that were not addressed?
Does the paper advance our understanding of the field?
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo Montreal
Dubai Madrid Hong Kong Mexico City Munich Paris
Amsterdam Cape Town
Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
Managing Producer: Scott Disanno
Conten.
Article Link httpswww.ncbi.nlm.nih.govpmcarticlesPMC43.docxfestockton
Article Link : https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4369385/
We are in a unique time of the discovery and research of the coronavirus. This virus has been linked to deaths worldwide. Since we are on the immune system, I thought it would be beneficial to take the time to do some research of your own. Attached are 2 pieces of information:
Your goal for an extra 25 points on exam 2 is to research this scientific article and answer a variety of questions about its contents. The questions to answer can be found below. The article is very dense and may be hard to understand. If you are unfamiliar with a term, look it up to satisfy your curiosity and expand your knowledge. I am not expecting you totally comprehend this article in all of its technical glory...just to read the article and answer questions based upon your understanding of the article and the immune system.
Questions you must address in your analysis:
Introduction
Does the manuscript clearly explain the question under consideration?
Do you agree that this is an important/interesting question?
Would there have been a better question to ask?
Data
Did they measure the right variables to answer their question?
How good are the data? (quality, precision)
How extensive are the data? (more is usually better)
Is there any evidence that “inconvenient” data were ignored?
If there are weaknesses in the data, how easy would it have been to do better?
Would the collection of more or better data be likely to change the answer?
Analysis
Were there any flaws in the data analysis?
How strong were the results of the analyses?
Were alternative hypotheses evaluated?
Presentation
Were the figures and tables easy to understand?
Were the figures and tables “honest” or were they misleading?
Discussion
Did the discussion go beyond what the data support?
Were alternative explanations considered?
Can you think of alternative explanations that were not addressed?
Do you agree with the logic of the discussion?
Do you agree with the conclusions of the paper?
Do the authors evaluate potential weaknesses of the paper?
Can you think of potential weaknesses that were not addressed?
Does the paper advance our understanding of the field?
Project Management
Processes, Methodologies, and Economics
Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
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Vice President and Editorial Director, Engineering and Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
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This dissertation examines causes, effects, and methods of minimizing delays in high-rise construction projects in Dubai. It identifies 60 causes of delay categorized into 5 groups, 14 effects categorized into 5 groups, and 9 main and 12 sub methods of minimizing delays. A survey was distributed to construction professionals in Dubai to assess the importance of causes, occurrence of effects, and effectiveness of minimizing methods. The results were analyzed using the Relative Importance Index to rank causes, effects, and methods. The study aims to provide recommendations to reduce delays and improve performance of Dubai's high-rise sector.
ENGL 151 Research EssayAssignment DetailsValue 25 (additioeleanorabarrington
ENGL 151 Research Essay
Assignment Details
Value: 25% (additional 5% for Draft/Peer Review)
Due Date: Draft—Jun 10
Final—June 19
Length: 1500 words (does not count the references list)
Instructions
Write a 1,500 word argumentative essay in which you communicate and defend a thesis about a specific topic you have begun researching over the first four weeks of the term.
While your essay is based on your own opinion about a topic, the strength of your essay will depend on your ability to anticipate objections/questions from critical readers and address them by collecting and integrating supporting evidence from other texts. As always, I expect your argument to be thorough, well-reasoned, and concise. Don’t waste space with empty words.
Your analysis should have a strong, clear structure. As a guide, consider our standard conceptualization of essay format:
· Introduction paragraph containing (among other things) a clear thesis
· Body paragraphs discussing one aspect of the argument to support your thesis
· Conclusion paragraph that reminds readers of the thesis and major supporting ideas
Your essay must be formatted according to APA 7th edition guidelines, and you must cite both quotations and paraphrasing in APA style, which includes a References list.
Research
You must incorporate information from a minimum of five reliable and appropriate sources in your essay, at least one of which must be a scholarly article from the Camosun library database. Texts providing only general information (eg. dictionaries, encyclopedias, wikis) are not appropriate sources. Web resources from reliable sources (eg. American Medical Association, Statistics Canada) can be valuable, but extreme caution should be used when defining “reliable”. If you’re in doubt, discuss with other students and/or contact me.
Academic Honesty
Remember, plagiarism is a very serious offence. All borrowed material must be cited using APA style, and any paraphrasing must be significantly re-worded from the original material.
I expect you to limit the length of your quotations (all under 40 words long).
Essay Draft: Process and Grading
1. On Wednesday, June 10, before 12:00pm (noon), you will submit a draft of your research essay to the Essay Draft Drop Box on our D2L page. Your draft should be
· a complete essay that may lack the polish of a final draft
· fully cited in APA style, including in-text citations and a references list
· formatted in APA style (see sample on D2L)
· submitted without your name on it (don’t include it on the title page)
2. I will email you another student’s draft by 5:00pm the same day, and you will use the Peer Review Guide to give feedback on the student’s essay. The review process should only take 60 minutes max (that’s how long I give my students when we do this in class).
3. You will submit your feedback to the Peer Review Drop Box on D2L before Thursday, June 11, at 5:00pm.
The draft will be graded on a pass/fail basis. Failing to su ...
ENGL 151 Research EssayAssignment DetailsValue 25 (additio.docxbudabrooks46239
ENGL 151 Research Essay
Assignment Details
Value: 25% (additional 5% for Draft/Peer Review)
Due Date: Draft—Jun 10
Final—June 19
Length: 1500 words (does not count the references list)
Instructions
Write a 1,500 word argumentative essay in which you communicate and defend a thesis about a specific topic you have begun researching over the first four weeks of the term.
While your essay is based on your own opinion about a topic, the strength of your essay will depend on your ability to anticipate objections/questions from critical readers and address them by collecting and integrating supporting evidence from other texts. As always, I expect your argument to be thorough, well-reasoned, and concise. Don’t waste space with empty words.
Your analysis should have a strong, clear structure. As a guide, consider our standard conceptualization of essay format:
· Introduction paragraph containing (among other things) a clear thesis
· Body paragraphs discussing one aspect of the argument to support your thesis
· Conclusion paragraph that reminds readers of the thesis and major supporting ideas
Your essay must be formatted according to APA 7th edition guidelines, and you must cite both quotations and paraphrasing in APA style, which includes a References list.
Research
You must incorporate information from a minimum of five reliable and appropriate sources in your essay, at least one of which must be a scholarly article from the Camosun library database. Texts providing only general information (eg. dictionaries, encyclopedias, wikis) are not appropriate sources. Web resources from reliable sources (eg. American Medical Association, Statistics Canada) can be valuable, but extreme caution should be used when defining “reliable”. If you’re in doubt, discuss with other students and/or contact me.
Academic Honesty
Remember, plagiarism is a very serious offence. All borrowed material must be cited using APA style, and any paraphrasing must be significantly re-worded from the original material.
I expect you to limit the length of your quotations (all under 40 words long).
Essay Draft: Process and Grading
1. On Wednesday, June 10, before 12:00pm (noon), you will submit a draft of your research essay to the Essay Draft Drop Box on our D2L page. Your draft should be
· a complete essay that may lack the polish of a final draft
· fully cited in APA style, including in-text citations and a references list
· formatted in APA style (see sample on D2L)
· submitted without your name on it (don’t include it on the title page)
2. I will email you another student’s draft by 5:00pm the same day, and you will use the Peer Review Guide to give feedback on the student’s essay. The review process should only take 60 minutes max (that’s how long I give my students when we do this in class).
3. You will submit your feedback to the Peer Review Drop Box on D2L before Thursday, June 11, at 5:00pm.
The draft will be graded on a pass/fail basis. Failing to su.
Task 14.2 Divide into small groups of five to seven persons. Se.docxjosies1
*Task 1
4.2 Divide into small groups of five to seven persons. Select a group discussion leader and a person to record responses. Use the brainstorming guidelines to conduct a five-minute brainstorming session on the following topic. Your goal is to identify creative solutions to the problem: Employees in large companies often complain that personal worth perception is low. They feel that the company does not overtly reward them for their contributions and set procedures that allow them to be most productive and creative.
* Based on the problem given in 4.2, complete the following tasks:
a. Brainstorm how the company can reward efforts and increase the perception of personal worth other than issuing pay increases.
b. Use nominal group technique to find the best solution to the employee personal-worth perception problem. Consider the solutions from the brainstorming activity and select the "best" solution from that set.
c. Use consensus decision making with the goal of selecting a solution to the employee personalworth perception problem to which all members of the group can commit
*Task 2
5.1 Develop a set of general frames to codify the following:
• A horse
• A student
• An airline pilot
Use these frames and describe the following:
• Flashdance, an 18-hand thoroughbred
• Brenda, a medium-height, fourth-year liberal arts students
• Fred, a 30-year veteran airline captain
*Task 3
5.2 Someone suggested two types of potential knowledge developers: “Send me a well-developed computer programmer or a programmer competent in several languages, and we’ll make him or her into a successful knowledge developer.”
and
“Send me a talented generalist with well-developed interpersonal skills or somewhat more delicately, ‘a user friendly person’ and a rigorously analytical mind, and we’ll team him or her with a competent knowledge developer.”
In your opinion, which approach would be more successful in knowledge development? Why?
*Task 4
Task 1: Implementation of Knowledge Management
7.1 Give your views on failure of implementation of knowledge management at a global company based on five distinct stages of knowledge management:
Stage 1: Advocate and learn Stage
2: Develop strategy Stage
3: Design and launch KM initiatives Stage
4: Expand and support initiatives Stage
5: Institutionalize knowledge management
Case study: A global company (Source: Chua, A. and Lam, W., “Why KM projects fail: a multi-case analysis”, Journal of Knowledge Management, vol. 9, no. 3 (2005).)
A global company, which was one of the top ten organizations in its industry, lost a number of deals because of its inability to offer integrated solutions in the order handling line of business. In response, the management commissioned a KM project known as Alpha with the objective to create a “blueprint for gaining and maintaining global order handling services market leadership”. Underpinning Alpha was a comprehensive attempt to manage the knowledge across the company.
W.
Students are expected to watch at least 30 minutes of political ne.docxjensgosney
Students are expected to watch at least 30 minutes of political news a week. Nearly any news program is acceptable, foreign or domestic, including public television, cable, and online sources. The key is diversity. Do not take in the same news source week after week. Be sure to take notes during the program that you watch, including the program’s name, outlet (cable, television, online, etc.), and date viewed. You will write
two
1-2 paged papers, connecting current political news to the material from the textbook and lecture outlines. Detailed instructions will be posted on Titanium within the first two weeks of the semester. These two papers, along with your notes from watching the news, are to be stapled together and turned in as one assignment.
.
Student will review prior readings (Chapter #8) and Klein Journal Ar.docxjensgosney
Student will review prior readings (Chapter #8) and Klein Journal Article to prepare a 10-page paper that will compare and contrast (analyze) one traditional gang and one neo-traditional gang.
The assignment will encompass gang structure, factors in gang membership, group dynamics, and aggression.
Paper will be completed in APA format.
.
Student Name Date Read the following case study and thorou.docxjensgosney
Student Name:
Date:
Read the following case study and thoroughly and completely answer the questions that follow. Remember to use full sentences and cite sources to support any contentions that you make, using proper APA formatting.
CASE STUDY:
Mary is a 36-year-old stay-at-home mother of four children. She is starting to become a bit bored with staying home, having done that for the past 15 years. Prior to having children, Mary worked in a credit union and enjoyed her job. She especially liked the precision of number crunching. She has carried this characteristic into her housekeeping chores. She tries to keep her home spotless, even with four children. She cleans the two bathrooms every day, vacuums, dusts, picks up toys, and performs various and sundry cleaning chores. Clutter and messiness bother her, and she is almost neurotic about cleaning. She is a perfectionist and knows it. All of her friends agree, but she is able to laugh at this quirk and not take herself too seriously.
Although maintaining a house with four children might seem overwhelming to others, Mary handles these chores fine and has time (sometimes while cleaning) to keep in close touch with her friends, especially with phone calls. Mary is continuously on the phone. Her friends are a very important part of her social support network, especially since she does not have coworkers with whom to interact and because her husband travels a lot for his job. Often, her friends seem more important to her than her spouse and she seems to have a better relationship with them than her husband. They describe her as being fiercely loyal, supportive, and talkative. They also know that she has a good heart. She is always willing to help another mom whose babysitter got sick by watching their child while she goes to work. If a friend is feeling overwhelmed about preparing for an upcoming party, she is willing to cook or bake something for them. You would never know from looking at her that Mary is such a warm and caring person. She actually looks a bit intimidating and angry, but that is just because her age is starting to show with somewhat deep lines between her eyes, which is mistaken for a frown. She is aware of this contradiction and is a bit self-conscious of her frown lines.
Mary is also insecure about not having attended college. Many of her friends graduated from college. Some even have doctorate degrees, but Mary never did. She does not think of herself as unintelligent, but she sees herself as uneducated and defers to others with a better education. Her friends see her as very intelligent, and they encourage her to pursue at least an associate’s degree mainly so she will feel better about herself. Mary is considering this possibility. It is something that she has always wanted to do. In particular, she is thinking about getting an associate’s degree in legal business studies and becoming a legal assistant after all of her children are in middle school. They will be old.
Strategy DevelopmentDiscuss the role that an I-O psychologist pl.docxjensgosney
Strategy Development
Discuss the role that an I-O psychologist plays when integrating theory during strategy development.
Include a detailed example to demonstrate the importance of careful planning and employee buy-in.
Support your position with the use of one additional outside source.
1 page APA
.
Sociology in a Nutshell A Brief Introduction to the Discipl.docxjensgosney
Sociology in a Nutshell:
A Brief Introduction to the Discipline of Sociology
Alan Barton, Ph.D.
As an independent discipline, Sociology dates back to the end of the 19
th
century, although
Sociology has influences from various other disciplines, including Philosophy, Political Economy
and Statistics. The first practitioners of Sociology were in France and Germany, as the effects of
the industrial revolution were being felt across Europe, and early sociologists were primarily
concerned with understanding the nature of industrial society (Levine, 1995). The first theories
that emerged contrasted community structures, common in agrarian societies, with societal
structures, common in industrial settings (Tönnies, 1887/2002; Durkheim, 1893/1997; Redfield,
1953). Community systems are rooted in personal emotional attachments, a desire for
homogeneity, strict normative (informal) controls, and a rudimentary division of labor (e.g., by
gender, within the household), while societal systems are based on professional rational
attachments, valuing diversity, legal (formal) controls, and a complex division of labor (e.g., by
occupation, at workplaces). As industrialization develops, systems of social organization move
from community to society, and states and markets take central roles in the operation of society
(Polanyi, 1944).
Sociology came to America in the early twentieth century, and was first established at the
University of Chicago (Collins, 1994). American sociologists developed a new approach to the
study of modern (industrial) society, by appropriating ecological theories from Biology and
applying them to urban settings. American sociologists also highlighted interaction as the root of
social structures (Mead, 1934; Goffman, 1959; Blumer, 1969). As Sociology spread, other
perspectives grew as well, including Functionalist Sociology, which emphasizes social order and
the “social glue” that holds society together, and Conflict Sociology, which emphasizes social
hierarchies and the differing levels of status accorded to different groups (Collins, 1994).
At its core, Sociology is the study of the relationship between individuals and their social
contexts. This is sometimes known as the Sociological Perspective (or the Sociological
Imagination) , because in order to understand the social causes of human behavior, sociologists
typically must adopt a way of thinking that differs from how most people see the world (Mills,
1959). Humans are by nature social beings; we cannot survive unless we interact with other
humans. But our interactions are not random, they are shaped by our relationships with others,
by our cultural values and beliefs, by the rules of institutions we participate in, and by our
experiences in previous interactions, among other influences (Bellah, Madsen, Sullivan, Swidler
& Tipton, 1991). Through interaction, we create the terms of these social structures―the
r.
Struggling to understand how to implement a Hash bucket for program..docxjensgosney
Struggling to understand how to implement a Hash bucket for program. It would likely be easiest if the person wrote the program from scratch. See attached Screenshots of the assignment. Building Week1 and then Week2. The .csv file has been changed to a .txt for inclusion.
This is written in Java.
.
StratificationWhat are three ways that social stratification is .docxjensgosney
Stratification
What are three ways that social stratification is evident in the community where you live? Explain using detailed examples of exactly what is unequal and why it matters. Do you think that individual effort or family background is the major reason for the examples of stratification that you have identified in the community where you live?
word count should be 200-250 words in length, no plagiarism, and cite all references used
.
Strategy maps are used in creating a balanced scorecard. Give one st.docxjensgosney
Strategy maps are used in creating a balanced scorecard. Give one strategic measure and one objective measure for each dimension of a balanced score-card (financial, customer, learning and growth, internal processes). Discuss how the elements of a strategy map assist in reaching a company's financial goals.
2 paragraphs due today 9m cst
.
This document is the introduction chapter of the 9th edition of the textbook "Software Engineering" by Ian Sommerville. It introduces software engineering as an engineering discipline concerned with all aspects of software development. It notes that while all software requires engineering practices, different types of software may require different engineering techniques. It also provides an overview of some key software engineering concepts like the difference between generic and customized software products and important quality attributes of professional software.
Structured DebateBased on the required readings, lecture mater.docxjensgosney
Structured Debate
Based on the required readings, lecture materials, scenario, and video for Week 4, you will turn in a word processing document with the following elements:
Lectures: The Landscape of Intelligence / Interagency Interest / Doing Structured Debate/ Challenge Analysis
1.A cover sheet.
2. A well-structured, written argument of no less than
three full pages
explicitly presenting:
a. Your key assumptions,
b. Your key pieces of evidence
c. And a careful articulation of the logic behind your methods.
APA Format and 2 References needed
.
Software Test DocumentCard Czar Android AppCMSC .docxjensgosney
Software Test Document
Card Czar Android App
CMSC 495
Group 2 Final Project
Kenneth Mikkalson
Alton Hinton
Shawn Henson
Sarah Holley
Tara Lawson
Richard Wysong
Table of Contents
1.0 Test plan identifier 4
2.0 Introduction 4
2.1 Objectives 4
2.2 Background 4
2.3 Scope 4
2.3.1 In Scope 4
2.3.2 Out of Scope 6
2.4 References 6
2.5 Roles and Responsibilities 6
2.5.1 Developer 6
2.5.2 Test Team Member 6
2.5.3 Test Lead 6
2.6 Definitions 7
2.7 Suspension Criteria and Resumption 7
2.8 Pass/Fail criteria 7
2.9 Testing Resources 7
3.0 Methodology 8
3.1 Overview 8
3.2 Unit Testing 8
3.3 Integration Testing 8
3.4 Final Delivery Testing 9
3.5 Bug Regression 9
3.6 Test Complete Criteria 9
3.7 Test Deliverables 9
4.0 Bug Tracking & Reporting 10
4.1 Bug Reporting 10
4.2Assigning Labels 10
5. Approvals 11
List of Figures
Figure 1: GitHub Issue Form10
List of Appendix
Appendix A
Appendix B
1.0 Test plan identifier
CMS-02142.0 Introduction2.1 Objectives
The system test plan for the Card Czar Android Application will support the following objectives:
1. Identify responsible persons for quality assurance, test management and testing tasks
2. Define the test plan and testing methods involved
3. Identify resource information for test plan development 2.2 Background
The Card Czar Android application is a spin-off of the popular board game Apples to Apples. The purpose of the software test plan is to identify key aspects of software verification and requirements validation. Comment by Admin: Based on project plan comments maybe we should provide a short synopsis of how the game/app will work?
The Card Czar is an android application multiplayer card game that can deliver hours of fun. It allows a user to create a new game room and invite friends to play with them. For a game to begin there must be at least 3 players. Once a game is started each player is dealt at random a hand of response cards that will contain a noun (or response) on them. After all players are given the response cards a dealer will be randomly chosen to start the game. The dealer (card baron) will draw a bait card that consists of an adjective (or other text to be responded to). Each player then selects from their cards a noun that they think the dealer will choose as the best response to the question. Once all responses are received the dealer (Card Baron) then picks the answer they like the best and the player whose response it was gets a point and becomes the dealer (Card Baron) for the next round. This continues until a player has reached 5 points and becomes the winner (the Card Czar).
Maximum players: 6
Minimum players: 3
Bait cards: (Adjective/Question Options)
Response cards: (Noun/Answer Options)2.3 Scope
2.3.1 In Scope
The Card Czar Test Plan defines the unit, integration and acceptance testing. The test plan will include the following:
1. Testing of all interfaces between Android application modules
2. Testing of all quality requirements
3. Security test.
Software Training ProgramABC Company has 50,000 employees and wa.docxjensgosney
Software Training Program
ABC Company has 50,000 employees and wants to increase employee productivity by setting
up an internal software applications training program. The training program will teach employees how to use Microsoft software programs such as Vista, Word 2010, Excel 2010, PowerPoint 2010, Access 2010, and Project 2010. Courses will be offered in the evenings and
on Saturdays and taught by qualified volunteer employees. Instructors will be paid $40 per
hour. In the past, employees were sent to courses offered by local vendors during company
time. In contrast, this internal training program should save the company money on training
as well as make people more productive. The Human Resources department will manage the
program, and any employee can take the courses. Employees will receive a certificate for completing
courses, and a copy will be put in their personnel files. The company is not sure which
vendor's off-the-shelf training materials to use. The company needs to set up a training classroom,
survey employees on desired courses, find qualified volunteer instructors, and start offering
courses. The company wants to offer the first courses within six months. One person
from Human Resources is assigned full time to manage this project, and top management has
pledged its support.
1. Project Scope Management
Create a WBS for this project and enter the tasks in Project 201 0. Create milestones
and summary tasks. Assume that some of the project management tasks you need
to do are similar to tasks from the Project Tracking Database example. Some of the
tasks specific to this project will be to:
a. Review off-the-shelf training materials from three major vendors and decide
which materials to use.
b. Negotiate a contract with the selected vendor for its materials.
c. Develop communications information about this new training program. Disseminate
the information via department meetings, e-mail, the company's intranet,
and flyers to all employees.
d. Create a survey to determine the number and type of courses needed and
employees' preferred times for taking courses.
e. Administer the survey.
f. Solicit qualified volunteers to teach the courses.
g.
h.
Review resumes, interview candidates for teaching the courses, and develop a
list of preferred instructors.
Coordinate with the Facilities department to build two classrooms with 20 personal
computers each, a teacher station, and an overhead projection system
(assume that Facilities will manage this part of the project).
i. Schedule courses.
j. Develop a fair system for signing up for classes.
k. Develop a course evaluation form to assess the usefulness of each course and
the instructor's teaching ability.
I. Offer classes.
2. Project Time Management
a. Enter realistic durations for each task and then link appropriate tasks. Be sure
that all tasks are linked in some fashion to the start and end of the project. Use
the Project Tracking Database as an example. Assume that you have six mont.
Soft skills are most often characterized as the personal attribu.docxjensgosney
Soft skills are most often characterized as the personal attributes that make up the interpersonal and intrapersonal aspects of an individual. Soft skills can include attitude, manners, social skills, the ability to communicate, listen, delegate, resolve conflicts, work as a team player, adapt to change, and work hard.
The term “soft skills” is not an indication on their importance; in fact, it can be argued that soft skills are more important to character and success you might achieve. Soft skills are compared to, and more specifically complement, a person’s “hard skills” which are the specific skills required for a job. For example, the soft skills necessary for a leader in an organization would be vision, social skills, emotional intelligence, empathy, work ethic, communication, and flexibility while the hard skills would be execution, organization, knowledge of computer programs, a second language, planning, coordinating and a thorough understanding of the organization’s policies and procedures.
In the previous section, many soft skills have already been discussed. You practice a variety of soft skills every day as a matter of fact. They occur so naturally you may not even notice them or have never spent time to realize strengths that you regularly exhibit. Identifying your soft skills will give you talking point in interviews and in promotion discussions, as well as give you new goals and areas to improve upon.
Critical Soft Skills
The following is a list of primary soft skills that just about every employer is looking for from their staff. It is no means inclusive as soft skills refer to an often intangible set of abilities that to some degree are engrained in everyone. While the primary soft skills are generally agreed upon as important in any job capacity, there are countless others that are deemed imperative as well (See Module 3: Personal and Career Evaluation). Depending on the job or function you are performing, these may be just as imperative as the ones listed below but not as universal. Review the following and determine which areas are personal strengths and which are areas in need of improvement.
· Communication. Communication permeates just about every aspect of both personal and professional endeavors. It is associated with active listening, comprehension, and clear expression of thoughts and ideas. It includes oral, written, and non-verbal types. To improve your communication skills, focus on both what you are saying and how you are saying it, and always remember that receiving information is just as crucial as providing it so practice active listening instead of just thinking of what to say next.
· A Good Work Ethic. Your work ethic is the sum of your attitude, actions, and guiding values. It is how company leadership knows that you are trustworthy and have the best interests of the organization at heart. A good work ethic is demonstrated through your decisive behavior, motivation, and dedication. You cannot .
Software Design Specification Document (SDD) By Da.docxjensgosney
Software Design Specification Document (SDD)
By David M. Jones
November 16, 2014
Table of Contents
1. Introduction ……………………………………………………………………………………………… 1
1.1 Purpose ……………………………………………………………………………………… 1
1.2 Scope …………………………………………………………………………………………. 1
1.3 Definitions and acronyms …………………………………………………………… 1
2. References ……………………………………………………………………………………………….. 1
3. Decomposition description ………………………………………………………………………. 2
3.1 Module decomposition ……………………………………………………………… 3
3.2 Concurrent process decomposition ………………….………………………. 9
3.3 Data decomposition ………………………………………………………………… 10
4 Dependency description …………………………………………………………………………. 11
4.1 Intermodule dependencies ……………………………………………………… 13
4.2 Interprocess dependencies ……………………………………………………… 14
4.3 Data dependencies ………………………………………………………………….. 15
5. Interface description …………………………………………………………………….………… 16
5.1 Module description …………………………………………………………….……. 16
5.2 Process description ………………………………………………………………….. 24
6. Detailed design ……………………………………………………………………………….….….. 25
6.1 Module detailed design ………………………………………………….………. 25
6.2 Data detailed design ……………………………………………………….….…… 30
1. Introduction
1.1 Purpose
This document’s purpose is to document the set of requirements for the development of a software
management system for a bed and breakfast operation. It describes how reservations and financial
transactions are made. It also specifies the human to computer graphical user interface screens.
1.2 Scope
This Bed and Breakfast Management System enables a the automated operation of a 3 bedroom bed and
breakfast business. Customers can call the Bed and Breakfast reservation phone number and give desired
reservation dates. A staff member can check the available and give the daily price rate for each room. The
customer can provide a reservation guarantee date. The guest reservation information will be entered by
the staff member while the customer is on the phone. After the stay, there is a check out process.
Additionally the owner can generate a profit report to monitor the financial status of the operation.
1.3 Definitions
a. BBMS – Bed and Breakfast Management System
b. Reservation – A room assigned to a guest stay for a specific date range
c. Guarantee – Financial contract between the management of the bed and breakfast and a guest that
a room reservation will be available to the guest
d. Workflow – Sequential steps needed to accomplish a task
e. Domain Object – A computer entity that holds information for a given function
f. User interface – A computer graphical element that enables the user to interact with the software
g. GUI – Graphical User Interface which the method by which the user interacts with the BBMS
2. References
IEEE. Std 1016-1998 IEEE Recommended Practice for Software Design Descriptions. IEEE Computer Society,
1998.
3. Decomposition description
Entity Rel.
Software Engineering Capstone 1
SWE481: Software Engineering Capstone
Phase 2 IP Software Engineering Methodologies
July 21, 2014
Contents
3Phase 1 Project Outline
3Development Methodology
4Phase 2 Software Production
4Requirements
5Design
6Application Architecture
7Music Player Main Screen
8Class Diagram
9Use Case Diagram
10Phase 3 Rapid Development (TBD)
11Phase 4 Project Scheduling (TBD)
12Phase 5 Project Risks (TBD)
13References
Phase 1 Project Outline
The project that our team is proposing is that of a mobile music application. This application will be a front end application that uses already in place internet services. The project involves. The mobile will contain free listening for radio and a paid listening subscription for user selected content. The application will be multiplatform based and be useable on iOS, Android, Windows 8.x. The application will also be integrated with social media sites such as Facebook and Google +, to name a few. There will be 6 phases for this project to include the following;
1. Pilot Application
2. Radio module
3. Subscription module
4. Social Media Module
5. Project CloseDevelopment Methodology
The development methodology will be that of Iterative/Incremental that allows for breaking up the project into small digestible chunks and is easy to understand. This method is similar to making small waterfalls out of each iteration of the software. This method allows for quick testing and customer feedback. This is best suited for small teams that support parallel coding and testing which will be used in this project. The ability to release the product in 90 to 120 days below budget is planned.Phase 2 Software Production
Requirements
The requirements gathering sessions will be completed by formal meetings, chat and email interaction. This will be done due to the various locations of the stakeholders and team members in this project. The original project inception and the requirements for the agreed upon project were gathered by email correspondence between the team members. The group leaded compiled a list of the initial requirements and this was discussed during a live chat meeting. The requirements are as follows;
· Initial pilot app (includes account creation)
· Player Module to include equalizer module ( Includes 5 bans of equalization)
· Radio module (search for music interest)
· Subscription module (create playlists, add music to library)
· Social media module
· Project close
· Application will operate across multiple platforms (Supports iOS, Android, Windows 8.x)
· Paid subscription for direct listening
· Free listening for radio playlists
· App will use backend services already exist from current website
· App will integrate into existing backend services
The first 5 requirements are functional requirements and the remaining 7 requirements are non functional requirements. The functional re.
Strength–Based Approaches Paper
Covering
Displaced Homemakers
People over 60
·
All key elements of the assignment are covered in a substantive way.
o
The learning team selected a special population from those listed in University of Phoenix Material: Strength-Based Approaches and included the following topics:
·
Problems faced by special populations in society
·
Strengths of these special populations and how those strengths can enhance individual and community empowerment
·
Combining Western healing approaches with traditional indigenous healing approaches to enhance solutions for the individual and community
The content is comprehensive and accurate.
.
Sociology Project
CLASSROOM “COMPARATIVE CULTURE” STUDY
Write an essay comparing / contrasting the classroom culture of three
different teachers (Do not use actual names – substitute “Teacher A”, etc.)
A. Describe the class as a culture. Include:
· General atmosphere of class
· Seating patterns (e.g., students sitting toward back, male/female division, etc.)
· Rules – formal and informal
· Teacher’s mannerisms, attitude, teaching method / style.
B. Assess student comfortability and productivity in each setting.
C. As you write the essay, attempt to determine whether classroom culture has an impact on students’ lives / attitudes and, if so, what that impact might be.
.
Socometal Rewarding African WorkersBy Evalde Mutabazi and C. B.docxjensgosney
Socometal: Rewarding African Workers
By: Evalde Mutabazi and C. Brooklyn Derr
It was a most unusual meeting at a local café in Dakar. Diop, a young Senegalese engineer who was educated at one of Frances’s elite engineering grandes ‘ecoles in Lyon, was meeting with N’Diaye, a model factory worker to whom other workers from his tribe often turned when there were personal or professional difficulties. N’Diaye was a chief’s son, but he didn’t belong to the union and he was not an official representative of any group within the factory.
Socometal is a metal container and can company. While multinational, this particular plant is a joint venture wherein 52 percent is owned by the French parent company and 48 percent is Senegalese. Over the last twenty years Socometal has grown in size from 150 to 800 employees and it has returns of about 400 million FCFA (African francs) or $144 million. The firm is often held up as a model in terms of its Africanization of management policies, whereby most managers are now West African with only 8-10 top managers coming from France.
During the meeting N’Diaye asked Diop if he would accept an agreement to pay each worker for two extra hours in exchange for a 30 percent increase in daily production levels. If so, N’Diaye would the guarantor for this target production level that would enable the company to meet the order in the shortest time period. “If you accept my offer,” he said with a smile, “we could even produce more. We are at 12,000 (units) a day, but we’ve never been confronted with this situation. I would never have made this proposal to Mr. Bernard but, if you agree today, I will see that the 20,000 (unit) level is reached as of tomorrow evening. I’ll ask each worker to find ways of going faster, to communicate this to the others and to help each other if they have problems…”
Mr. Olivier Bernard, a graduate of Ecole Centrale in Paris (one of Frances’s more prestigious engineering schools), was the French production manager, and Diop was the assistant production manager. Mr. Bernard was about 40 and had not succeeded at climbing the hierarchal ladder in the parent company. Some report that this was due to his tendency to be arrogant, uncommunicative and negative. His family lived in a very nice neighborhood in Marseille, and it was his practice to come to Dakar, precisely organize the work using various flowcharts, tell Diop exactly what was expected by a certain date and then return to France for periods of two to six weeks. This time he maintained that he had contracted a virus and needed to return for medical treatment.
Shortly before Mr. Bernard fell ill, Socometal agreed to a contract requiring them to reach in short time a volume of production never before achieved. Mr. Bernard, after having done a quick calculation, declared, “We’ll never get that from our workers--- c’est impossible!” After organizing as best he could, he left for Marseille.
Diop pondered what N’Diaye had propos.
Sociology and General Education [1964]By Robert Bierstedt.docxjensgosney
Sociology and General Education:
[1964]
By Robert Bierstedt
Sociology has many uses that are alike unsung and unappreciated. Some of these uses pertain not to its function as an instrument in the acquisition of knowledge but to a rather different kind of function—its function in the course and process of education. I am inclined to think in fact, as I hope the following remarks will show, that sociology is one of the most valuable of all of the disciplines in the university curriculum and that one of its most distinctive virtues lies precisely and centrally in the realm of general education.
Those of us who are engaged in the sociological enterprise ourselves tend to think—perhaps inevitably—that sociology is for sociologists, or at least for those who want to become sociologists. In our colleges and universities, however, we teach sociology to many more than these. It has been estimated that only two per cent of undergraduate students major in sociology and that only three per cent of this statistically small figure go on to do graduate work in sociology. The vast majority, in short, study sociology with no vocational or professional purpose. They appear in our undergraduate classes and study our introductory texts either because sociology is required as a supplementary subject in a closely related curriculum or because it satisfies a social science requirement in a curriculum for which another science would do equally well. There are those in addition, we may suppose and hope, who study sociology without being required to do so because it satisfies some wayward or vagrant curiosity of their own, because it stimulates an intellectual interest, because it has its own intrinsic fascination. This paper examines some of the educational and cultural advantages that sociology has to offer these other groups of students, particularly the last, comprised of those who have no intention of making a career in the field and who have no professional requirement to satisfy. I propose to show, in short, that sociology has an important role to play in general education, a role that is wholly commensurate with and sometimes even superior to the roles played by such older disciplines as history, literature, and philosophy. I shall maintain that sociology has many virtues that contribute to the cultivation of the intellect and that it merits a high rank. therefore, among the liberal arts and sciences.
The Liberated Mind:
The first of the educational virtues of sociology is that, like all al the liberal arts, it liberates the student from the provincialism of time, place, and circumstance. One of the great disabilities al those who have been denied the benefits of education is their parochialism, their attachment to the narrow corner of earth wherein they dwell. These are the people—and unfortunately they are the vast majority of mankind—who retain throughout their lives a primitive loyalty to their initial culture. For the uneducated t1 initial culture .
Sociological Observation of a Sporting Event Student Name .docxjensgosney
The document summarizes a sociological observation of a basketball game. It describes the setting of the game at an indoor arena, the participants as two teams competing for a conference title with a range of ages, and most players being black. It notes that the game seems to bridge racial differences. It also describes the large number of energetic fans in attendance, mostly male and of various ages. The players wore matching uniforms and most fans wore casual sports attire. Fans were observed cheering and chanting to support their teams. The atmosphere was dynamic with fans cheering and entertainers performing.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
SOCIAL RESPONSIBILITYIn recent years, as in the past, we see a.docx
1. SOCIAL RESPONSIBILITY
In recent years, as in the past, we see architects emerging as
celebrities. Today it is Frank Gehry. In the 20th century it was
Frank Lloyd Wright. Each of these architects designed what
they wanted without regard to the social consequences of their
designs. Some people like their buildings, others hate them.
All people agreed that their designs were and are controversial.
For this forum, I would like each student to ponder this
question: “Do architects have a responsibility to our society, or
should they be able to design whatever they want?”
Obviously, architects must design buildings that are safe for
people to live in, but what about size, shape, appearance, and
materials? Artists can make their paintings and sculptures in
any shape and color as they please. Should architects do the
same with their buildings?
What can happen if an artist makes a really ugly painting?
What happens if an architect makes a really ugly building?
Did the modern architecture of the 20th century affect society in
a bad way? At the time, everyone agreed that modern design
would solve most of society’s problems, like crime and hunger.
Did modern architecture help these social problems or did the
modern movement make things worse?
Project Management
Processes, Methodologies, and Economics
2. Third Edition
Avraham Shtub
Faculty of Industrial Engineering and Management
The Technion–Israel Institute of Technology
Moshe Rosenwein
Department of Industrial Engineering and Operations Research
Columbia University
Boston Columbus San Francisco New York Hoboken
Indianapolis London Toronto Sydney Singapore Tokyo
Montreal
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Vice President and Editorial Director, Engineering and
Computer Science:
Marcia J. Horton
Editor in Chief: Julian Partridge
Executive Editor: Holly Stark
Editorial Assistant: Amanda Brands
Field Marketing Manager: Demetrius Hall
Marketing Assistant: Jon Bryant
4. information
regarding permissions, request forms and the appropriate
contacts within the
Pearson Education Global Rights & Permissions department,
please visit
www.pearsoned.com/permissions/.
Many of the designations by manufacturers and seller to
distinguish their
products are claimed as trademarks. Where those designations
appear in this
book, and the publisher was aware of a trademark claim, the
designations
have been printed in initial caps or all caps.
The author and publisher of this book have used their best
efforts in preparing
this book. These efforts include the development, research, and
testing of
theories and programs to determine their effectiveness. The
author and
publisher make no warranty of any kind, expressed or implied,
with regard to
these programs or the documentation contained in this book.
The author and
publisher shall not be liable in any event for incidental or
consequential
damages with, or arising out of, the furnishing, performance, or
use of these
programs.
Library of Congress Cataloging-in-Publication Data
Names: Shtub, Avraham, author. | Rosenwein, Moshe, author.
Title: Project management : processes, methodologies, and
economics /
5. Avraham Shtub, Faculty of Industrial Engineering and
Management, The
Technion-Israel Institute of Technology, Moshe Rosenwein,
Department of
Industrial Engineering and Operations Research, Columbia
University.
Other titles: Project management (Boston, Mass.)
Description: 3E. | Pearson | Includes bibliographical references
and index.
Identifiers: LCCN 2016030485 | ISBN 9780134478661 (pbk.)
Subjects: LCSH: Engineering—Management. | Project
management.
Classification: LCC TA190 .S583 2017 | DDC 658.4/04—dc23
LC record
available at https://lccn.loc.gov/2016030485
10 9 8 7 6 5 4 3 2 1
http://www.pearsoned.com/permissions/
https://lccn.loc.gov/2016030485
ISBN-10: 0-13-447866-5
ISBN-13: 978-0-13-447866-1
This book is dedicated to my grandchildren Zoey, Danielle,
Adam, and Noam
Shtub.
This book is dedicated to my wife, Debbie; my three children,
David,
Hannah, and Benjamin; my late parents, Zvi and Blanche
Rosenwein; and my
6. in-laws, Dr. Herman and Irma Kaplan.
Contents
1. Nomenclature xv
2. Preface xvii
3. What’s New in this Edition xxi
4. About the Authors xxiii
1. 1 Introduction 1
1. 1.1 Nature of Project Management 1
2. 1.2 Relationship Between Projects and Other Production
Systems 2
3. 1.3 Characteristics of Projects 4
1. 1.3.1 Definitions and Issues 5
2. 1.3.2 Risk and Uncertainty 7
3. 1.3.3 Phases of a Project 9
4. 1.3.4 Organizing for a Project 11
4. 1.4 Project Manager 14
1. 1.4.1 Basic Functions 15
2. 1.4.2 Characteristics of Effective Project Managers 16
7. 5. 1.5 Components, Concepts, and Terminology 16
6. 1.6 Movement to Project-Based Work 24
7. 1.7 Life Cycle of a Project: Strategic and Tactical Issues 26
8. 1.8 Factors that Affect the Success of a Project 29
9. 1.9 About the book: Purpose and Structure 31
1. Team Project 35
2. Discussion Questions 38
3. Exercises 39
4. Bibliography 41
5. Appendix 1A: Engineering Versus Management 43
6. 1A.1 Nature of Management 43
7. 1A.2 Differences between Engineering and Management 43
8. 1A.3 Transition from Engineer to Manager 45
9. Additional References 45
2. 2 Process Approach to Project Management 47
1. 2.1 Introduction 47
1. 2.1.1 Life-Cycle Models 48
8. 2. 2.1.2 Example of a Project Life Cycle 51
3. 2.1.3 Application of the Waterfall Model for Software
Development 51
2. 2.2 Project Management Processes 53
1. 2.2.1 Process Design 53
2. 2.2.2 PMBOK and Processes in the Project Life Cycle 54
3. 2.3 Project Integration Management 54
1. 2.3.1 Accompanying Processes 54
2. 2.3.2 Description 56
4. 2.4 Project Scope Management 60
1. 2.4.1 Accompanying Processes 60
2. 2.4.2 Description 60
5. 2.5 Project Time Management 61
1. 2.5.1 Accompanying Processes 61
2. 2.5.2 Description 62
6. 2.6 Project Cost Management 63
1. 2.6.1 Accompanying Processes 63
2. 2.6.2 Description 64
10. 2. 2.12.2 Description 75
13. 2.13 The Learning Organization and Continuous
Improvement 76
1. 2.13.1 Individual and Organizational Learning 76
2. 2.13.2 Workflow and Process Design as the Basis of
Learning 76
1. Team Project 77
2. Discussion Questions 77
3. Exercises 78
4. Bibliography 78
3. 3 Engineering Economic Analysis 81
1. 3.1 Introduction 81
1. 3.1.1 Need for Economic Analysis 82
2. 3.1.2 Time Value of Money 82
3. 3.1.3 Discount Rate, Interest Rate, and Minimum Acceptable
Rate of Return 83
2. 3.2 Compound Interest Formulas 84
1. 3.2.1 Present Worth, Future Worth, Uniform Series, and
Gradient Series 86
11. 2. 3.2.2 Nominal and Effective Interest Rates 89
3. 3.2.3 Inflation 90
4. 3.2.4 Treatment of Risk 92
3. 3.3 Comparison of Alternatives 92
1. 3.3.1 Defining Investment Alternatives 94
2. 3.3.2 Steps in the Analysis 96
4. 3.4 Equivalent Worth Methods 97
1. 3.4.1 Present Worth Method 97
2. 3.4.2 Annual Worth Method 98
3. 3.4.3 Future Worth Method 99
4. 3.4.4 Discussion of Present Worth, Annual Worth and Future
Worth Methods 101
5. 3.4.5 Internal Rate of Return Method 102
6. 3.4.6 Payback Period Method 109
5. 3.5 Sensitivity and Breakeven Analysis 111
6. 3.6 Effect of Tax and Depreciation on Investment Decisions
114
1. 3.6.1 Capital Expansion Decision 116
12. 2. 3.6.2 Replacement Decision 118
3. 3.6.3 Make-or-Buy Decision 123
4. 3.6.4 Lease-or-Buy Decision 124
7. 3.7 Utility Theory 125
1. 3.7.1 Expected Utility Maximization 126
2. 3.7.2 Bernoulli’s Principle 128
3. 3.7.3 Constructing the Utility Function 129
4. 3.7.4 Evaluating Alternatives 133
5. 3.7.5 Characteristics of the Utility Function 135
1. Team Project 137
2. Discussion Questions 141
3. Exercises 142
4. Bibliography 152
4. 4 Life-Cycle Costing 155
1. 4.1 Need for Life-Cycle Cost Analysis 155
2. 4.2 Uncertainties in Life-Cycle Cost Models 158
3. 4.3 Classification of Cost Components 161
4. 4.4 Developing the LCC Model 168
13. 5. 4.5 Using the Life-Cycle Cost Model 175
1. Team Project 176
2. Discussion Questions 176
3. Exercises 177
4. Bibliography 179
5. 5 Portfolio Management—Project Screening and Selection
181
1. 5.1 Components of the Evaluation Process 181
2. 5.2 Dynamics of Project Selection 183
3. 5.3 Checklists and Scoring Models 184
4. 5.4 Benefit-Cost Analysis 187
1. 5.4.1 Step-By-Step Approach 193
2. 5.4.2 Using the Methodology 193
3. 5.4.3 Classes of Benefits and Costs 193
4. 5.4.4 Shortcomings of the Benefit-Cost Methodology 194
5. 5.5 Cost-Effectiveness Analysis 195
6. 5.6 Issues Related to Risk 198
14. 1. 5.6.1 Accepting and Managing Risk 200
2. 5.6.2 Coping with Uncertainty 201
3. 5.6.3 Non-Probabilistic Evaluation Methods when
Uncertainty Is Present 202
4. 5.6.4 Risk-Benefit Analysis 207
5. 5.6.5 Limits of Risk Analysis 210
7. 5.7 Decision Trees 210
1. 5.7.1 Decision Tree Steps 217
2. 5.7.2 Basic Principles of Diagramming 218
3. 5.7.3 Use of Statistics to Determine the Value of More
Information 219
4. 5.7.4 Discussion and Assessment 222
8. 5.8 Real Options 223
1. 5.8.1 Drivers of Value 223
2. 5.8.2 Relationship to Portfolio Management 224
1. Team Project 225
2. Discussion Questions 228
3. Exercises 229
15. 4. Bibliography 237
5. Appendix 5A: Bayes’ Theorem for Discrete Outcomes 239
6. 6 Multiple-Criteria Methods for Evaluation and Group
Decision
Making 241
1. 6.1 Introduction 241
2. 6.2 Framework for Evaluation and Selection 242
1. 6.2.1 Objectives and Attributes 242
2. 6.2.2 Aggregating Objectives Into a Value Model 244
3. 6.3 Multiattribute Utility Theory 244
1. 6.3.1 Violations of Multiattribute Utility Theory 249
4. 6.4 Analytic Hierarchy Process 254
1. 6.4.1 Determining Local Priorities 255
2. 6.4.2 Checking for Consistency 260
3. 6.4.3 Determining Global Priorities 261
5. 6.5 Group Decision Making 262
1. 6.5.1 Group Composition 263
2. 6.5.2 Running the Decision-Making Session 264
16. 3. 6.5.3 Implementing the Results 265
4. 6.5.4 Group Decision Support Systems 265
1. Team Project 267
2. Discussion Questions 267
3. Exercises 268
4. Bibliography 271
5. Appendix 6A: Comparison of Multiattribute Utility Theory
with
the AHP: Case Study 275
6. 6A.1 Introduction and Background 275
7. 6A.2 The Cargo Handling Problem 276
1. 6A.2.1 System Objectives 276
2. 6A.2.2 Possibility of Commercial Procurement 277
3. 6A.2.3 Alternative Approaches 277
8. 6A.3 Analytic Hierarchy Process 279
1. 6A.3.1 Definition of Attributes 280
2. 6A.3.2 Analytic Hierarchy Process Computations 281
3. 6A.3.3 Data Collection and Results for AHP 283
17. 4. 6A.3.4 Discussion of Analytic Hierarchy Process and Results
284
9. 6A.4 Multiattribute Utility Theory 286
1. 6A.4.1 Data Collection and Results for Multiattribute Utility
Theory 286
2. 6A.4.2 Discussion of Multiattribute Utility Theory and
Results 290
10. 6A.5 Additional Observations 290
11. 6A.6 Conclusions for the Case Study 291
12. References 291
7. 7 Scope and Organizational Structure of a Project 293
1. 7.1 Introduction 293
2. 7.2 Organizational Structures 294
1. 7.2.1 Functional Organization 295
2. 7.2.2 Project Organization 297
3. 7.2.3 Product Organization 298
4. 7.2.4 Customer Organization 298
5. 7.2.5 Territorial Organization 299
6. 7.2.6 The Matrix Organization 299
18. 7. 7.2.7 Criteria for Selecting an Organizational Structure 302
3. 7.3 Organizational Breakdown Structure of Projects 303
1. 7.3.1 Factors in Selecting a Structure 304
2. 7.3.2 The Project Manager 305
3. 7.3.3 Project Office 309
4. 7.4 Project Scope 312
1. 7.4.1 Work Breakdown Structure 313
2. 7.4.2 Work Package Design 320
5. 7.5 Combining the Organizational and Work Breakdown
Structures
322
1. 7.5.1 Linear Responsibility Chart 323
6. 7.6 Management of Human Resources 324
1. 7.6.1 Developing and Managing the Team 325
2. 7.6.2 Encouraging Creativity and Innovation 329
3. 7.6.3 Leadership, Authority, and Responsibility 331
4. 7.6.4 Ethical and Legal Aspects of Project Management 334
1. Team Project 335
2. Discussion Questions 336
19. 3. Exercises 336
4. Bibliography 338
8. 8 Management of Product, Process, and Support Design 341
1. 8.1 Design of Products, Services, and Systems 341
1. 8.1.1 Principles of Good Design 342
2. 8.1.2 Management of Technology and Design in Projects 344
2. 8.2 Project Manager’s Role 345
3. 8.3 Importance of Time and the Use of Teams 346
1. 8.3.1 Concurrent Engineering and Time-Based Competition
347
2. 8.3.2 Time Management 349
3. 8.3.3 Guideposts for Success 352
4. 8.3.4 Industrial Experience 354
5. 8.3.5 Unresolved Issues 355
4. 8.4 Supporting Tools 355
1. 8.4.1 Quality Function Deployment 355
2. 8.4.2 Configuration Selection 358
25. 12. 12 Project Control 545
1. 12.1 Introduction 545
2. 12.2 Common Forms of Project Control 548
3. 12.3 Integrating the OBS and WBS with Cost and Schedule
Control
551
1. 12.3.1 Hierarchical Structures 552
2. 12.3.2 Earned Value Approach 556
4. 12.4 Reporting Progress 565
5. 12.5 Updating Cost and Schedule Estimates 566
6. 12.6 Technological Control: Quality and Configuration 569
7. 12.7 Line of Balance 569
8. 12.8 Overhead Control 574
1. Team Project 576
2. Discussion Questions 577
3. Exercises 577
4. Bibliography 580
13. Appendix 12A: Example of a Work Breakdown Structure
581
26. 14. Appendix 12B: Department of Energy Cost/Schedule
Control Systems
Criteria 583
15. 13 Research and Development Projects 587
1. 13.1 Introduction 587
2. 13.2 New Product Development 589
1. 13.2.1 Evaluation and Assessment of Innovations 589
2. 13.2.2 Changing Expectations 593
3. 13.2.3 Technology Leapfrogging 593
4. 13.2.4 Standards 594
5. 13.2.5 Cost and Time Overruns 595
3. 13.3 Managing Technology 595
1. 13.3.1 Classification of Technologies 596
2. 13.3.2 Exploiting Mature Technologies 597
3. 13.3.3 Relationship Between Technology and Projects 598
4. 13.4 Strategic R&D Planning 600
1. 13.4.1 Role of R&D Manager 600
2. 13.4.2 Planning Team 601
27. 5. 13.5 Parallel Funding: Dealing with Uncertainty 603
1. 13.5.1 Categorizing Strategies 604
2. 13.5.2 Analytic Framework 605
3. 13.5.3 Q-Gert 606
6. 13.6 Managing the R&D Portfolio 607
1. 13.6.1 Evaluating an Ongoing Project 609
2. 13.6.2 Analytic Methodology 612
1. Team Project 617
2. Discussion Questions 618
3. Exercises 619
4. Bibliography 619
5. Appendix 13A: Portfolio Management Case Study 622
16. 14 Computer Support for Project Management 627
1. 14.1 Introduction 627
2. 14.2 Use of Computers in Project Management 628
1. 14.2.1 Supporting the Project Management Process Approach
629
30. 4. Bibliography 685
18. 16 New Frontiers in Teaching Project Management in
MBA and
Engineering Programs 687
1. 16.1 Introduction 687
2. 16.2 Motivation for Simulation-Based Training 687
3. 16.3 Specific Example—The Project Team Builder (PTB) 691
4. 16.4 The Global Network for Advanced Management
(GNAM)
MBA New Product Development (NPD) Course 692
5. 16.5 Project Management for Engineers at Columbia
University
693
6. 16.6 Experiments and Results 694
7. 16.7 The Use of Simulation-Based Training for Teaching
Project
Management in Europe 695
8. 16.8 Summary 696
1. Bibliography 697
1. Index 699
Nomenclature
AC annual cost
31. ACWP actual cost of work performed
AHP analytic hierarchy process
AOA activity on arrow
AON activity on node
AW annual worth
BAC budget at completion
B/C benefit/cost
BCWP budgeted cost of work performed
BCWS budgeted cost of work scheduled
CBS cost breakdown structure
CCB change control board
CCBM critical chain buffer management
CDR critical design review
CE certainty equivalent, concurrent engineering
C-E cost-effectiveness
CER cost estimating relationship
CI cost index; consistency index;
32. criticality index
CM configuration management
COO chief operating officer
CPIF cost plus incentive fee
CPM critical path method
CR capital recovery, consistency ratio
C/SCSC cost/schedule control systems criteria
CV cost variance
DOD Department of Defense
DOE Department of Energy
DOH direct overhead costs
DSS decision support system
EAC estimate at completion
ECO engineering change order
ECR engineering change request
EMV expected monetary value
EOM end of month
EOY end of year
33. ERP enterprise resource planning
ETC estimate to complete
ETMS early termination monitoring system
EUAC equivalent uniform annual cost
EV earned value
EVPI expected value of perfect information
EVSI expected value of sample information
FFP firm fixed price
FMS flexible manufacturing system
FPIF fixed price incentive fee
FW future worth
GAO General Accounting Office
GDSS group decision support system
GERT graphical evaluation and review technique
HR human resources
IPT integraded product team
IRR internal rate of return
34. IRS Internal Revenue Service
ISO International Standards Organization
IT information technology
LCC life-cycle cost
LOB line of balance
LOE level of effort
LP linear program
LRC linear responsibility chart
MACRS modified accelerated cost recovery system
MARR minimum acceptable (attractive) rate of return
MAUT multiattribute utility theory
MBO management by objectives
MIS management information system
MIT Massachusetts Institute of Technology
MPS master production schedule
MTBF mean time between failures
MTTR mean time to repair
35. NAC net annual cost
NASA National Aeronautics and Space Administration
NBC nuclear, biological, chemical
NPV net present value
OBS organizational breakdown structure
O&M operations and maintenance
PDMS product data management system
PDR preliminary design review
PERT program evaluation and review technique
PMBOK project management body of knowledge
PMI Project Management Institute
PMP project management professional
PO project office
PT project team
PV planned value
PW present worth
QA quality assurance
36. QFD quality function deployment
RAM reliability, availability, and maintainability; random
access
memory
R&D research and development
RDT&E research, development, testing, and evaluation
RFP request for proposal
ROR rate of return
SI schedule index
SOW statement of work
SOYD sum-of-the-years digits
SV schedule variance
TQM total quality management
WBS work breakdown structure
WP work package
WR work remaining
Preface
37. We all deal with projects in our daily lives. In most cases,
organization and
management simply amount to constructing a list of tasks and
executing them
in sequence, but when the information is limited or imprecise
and when
cause-and-effect relationships are uncertain, a more considered
approach is
called for. This is especially true when the stakes are high and
time is
pressing. Getting the job done right the first time is essential.
This means
doing the upfront work thoroughly, even at the cost of
lengthening the initial
phases of the project. Shaving expenses in the early stages with
the intent of
leaving time and money for revisions later might seem like a
good idea but
could have consequences of painful proportions. Seasoned
managers will tell
you that it is more cost-effective in the long run to add five
extra engineers at
the beginning of a project than to have to add 50 toward the
end.
The quality revolution in manufacturing has brought this point
home.
Companies in all areas of technology have come to learn that
quality cannot
be inspected into a product; it must be built in. Recalling the
1980s, the
global competitive battles of that time were won by companies
that could
achieve cost and quality advantages in existing, well-defined
markets. In the
1990s, these battles were won by companies that could build
38. and dominate
new markets. Today, the emphasis is partnering and better
coordination of the
supply chain. Planning is a critical component of this process
and is the
foundation of project management.
Projects may involve dozens of firms and hundreds of people
who need to be
managed and coordinated. They need to know what has to be
done, who is to
do it, when it should be done, how it will be done, and what
resources will be
used. Proper planning is the first step in communicating these
intentions. The
problem is made difficult by what can be characterized as an
atmosphere of
uncertainty, chaos, and conflicting goals. To ensure teamwork,
all major
participants and stakeholders should be involved at each stage
of the process.
How is this achieved efficiently, within budget, and on
schedule? The
primary objective in writing our first book was to answer this
question from
the perspective of the project manager. We did this by
identifying the
components of modern project management and showing how
they relate to
the basic phases of a project, starting with conceptual design
and advanced
development, and continuing through detailed design,
39. production, and
termination. Taking a practical approach, we drew on our
collective
experience in the electronics, information services, and
aerospace industries.
The purpose of the second edition was to update the
developments in the field
over the last 10 years and to expand on some of the concerns
that are
foremost in the minds of practitioners. In doing so, we have
incorporated new
material in many of the chapters specifically related to the
Project
Management Body of Knowledge (PMBOK) published by the
Project
Management Institute. This material reflects the tools,
techniques, and
processes that have gained widespread acceptance by the
profession because
of their proven value and usefulness.
Over the years, numerous books have been written with similar
objectives in
mind. We acknowledge their contribution and have endeavored
to build on
their strengths. As such in the third edition of the book, we have
focused on
integrative concepts rather than isolated methodologies. We
have relied on
simple models to convey ideas and have intentionally avoided
detailed
mathematical formulations and solution algorithms––aspects of
the field
better left to other parts of the curriculum. Nevertheless, we do
present some
models of a more technical nature and provide references for
40. readers who
wish to gain a deeper understanding of their use. The
availability of powerful,
commercial codes brings model solutions within reach of the
project team.
To ensure that project participants work toward the same end
and hold the
same expectations, short- and long-term goals must be
identified and
communicated continually. The project plan is the vehicle by
which this is
accomplished and, once approved, becomes the basis for
monitoring,
controlling, and evaluating progress at each phase of the
project’s life cycle.
To help the project manager in this effort, various software
packages have
been developed; the most common run interactively on
microcomputers and
have full functional and report-generating capabilities. In our
experience,
even the most timid users are able to take advantage of their
main features
after only a few hours of hands-on instruction.
A second objective in writing this book has been to fill a void
between texts
aimed at low- to mid-level managers and those aimed at
technical personnel
with strong analytic skills but little training in or exposure to
organizational
issues. Those who teach engineering or business students at
both the late
41. undergraduate and early graduate levels should find it suitable.
In addition,
the book is intended to serve as a reference for the practitioner
who is new to
the field or who would like to gain a surer footing in project
management
concepts and techniques.
The core material, including most of the underlying theory, can
be covered in
a one-semester course. At the end of Chapter 1, we outline the
book’s
contents. Chapter 3 deals with economic issues, such as cash
flow, time value
of money, and depreciation, as they relate to projects. With this
material and
some supplementary notes, coupled with the evaluation methods
and multiple
criteria decision-making techniques discussed in Chapters 5 and
6,
respectively, it should be possible to teach a combined course in
project
management and engineering economy. This is the direction in
which many
undergraduate engineering programs are now headed after many
years of
industry prodding. Young engineers are often thrust into
leadership roles
without adequate preparation or training in project management
skills.
Among the enhancements in the Third Edition is a section on
Lean project
management, discussed in Chapter 8, and a new Chapter 16 on
simulation-
based training for project management.
42. Lean project management is a Quality Management initiative
that focuses on
maximizing the value that a project generates for its
stakeholders while
minimizing waste. Lean project management is based on the
Toyota
production system philosophy originally developed for a
repetitive
environment and modified to a nonrepetitive environment to
support project
managers and project teams in launching, planning, executing,
and
terminating projects. Lean project management is all about
people—selecting
the right project team members, teaching them the art and
science of project
management, and developing a highly motivated team that
works together to
achieve project goals.
Simulation-based training is a great tool for training project
team members
and for team development. Chapter 16 discusses the principles
of simulation-
based training and its application to project management. The
chapter reports
on the authors’ experience in using simulation-based training in
leading
business schools, such as members of the Global Network for
Advanced
Management (GNAM), and in leading engineering schools, such
as the
43. Columbia University School of Engineering and the Technion.
The authors
also incorporated feedback received from European universities
such as
Technische Universität München (TUM) School of Management
and
Katholieke Universiteit Leuven that used the Project Team
Builder (PTB)
simulation-based training environment. Adopters of this book
are encouraged
to try the PTB—it is available from
http://www.sandboxmodel.com/—and to
integrate it into their courses.
Writing a textbook is a collaborative effort involving many
people whose
names do not always appear on the cover. In particular, we
thank all faculty
who adopted the first and second editions of the book and
provided us with
their constructive and informative comments over the years.
With regard to
production, much appreciation goes to Lillian Bluestein for her
thorough job
in proofreading and editing the manuscript. We would also like
to thank Chen
Gretz-Shmueli for her contribution to the discussion in the
human resources
section. Finally, we are forever grateful to the phalanx of
students who have
studied project management at our universities and who have
made the
painstaking efforts of gathering and writing new material all
worthwhile.
Avraham Shtub
44. Moshe Rosenwein
http://www.sandboxmodel.com/
What’s New in this Edition
The purpose of the new, third edition of this book is to update
developments
in the project management field over the last 10 years and to
more broadly
address some of the concerns that have increased in prominence
in the minds
of practitioners. We incorporated new material in many of the
chapters
specifically related to the Project Management Body of
Knowledge
(PMBOK) published by the Project Management Institute. This
material
reflects the tools, techniques, and processes that have gained
widespread
acceptance by the profession because of their proven value and
usefulness.
Noteworthy enhancements in the third edition include:
An expanded section regarding Lean project management in
Chapter 8;
A new chapter, Chapter 16, discussing the use of simulation and
the
Project Team Builder software;
A detailed discussion on activity splitting and its advantages
and
disadvantages in project management;
45. Descriptions, with examples, of resource-scheduling heuristics
such as
the longest-duration first heuristic and the Activity Time
(ACTIM)
algorithm;
Examples that demonstrate the use of Excel Solver to model
project
management problems such as the time–cost tradeoff;
A description of project management courses at Columbia
University
and the Global Network of Advanced Management.
About the Authors
Professor Avraham Shtub holds the Stephen and Sharon Seiden
Chair in
Project Management. He has a B.Sc. in Electrical Engineering
from the
Technion–Israel Institute of Technology (1974), an MBA from
Tel Aviv
University (1978), and a Ph.D. in Management Science and
Industrial
Engineering from the University of Washington (1982).
He is a certified Project Management Professional (PMP) and a
member of
the Project Management Institute (PMI-USA). He is the
recipient of the
Institute of Industrial Engineering 1995 Book of the Year
Award for his book
Project Management: Engineering, Technology, and
Implementation
46. (coauthored with Jonathan Bard and Shlomo Globerson),
Prentice Hall, 1994.
He is the recipient of the Production Operations Management
Society Wick
Skinner Teaching Innovation Achievements Award for his book
Enterprise
Resource Planning (ERP): The Dynamics of Operations
Management. His
books on Project Management were published in English,
Hebrew, Greek,
and Chinese.
He is the recipient of the 2008 Project Management Institute
Professional
Development Product of the Year Award for the training
simulator “Project
Team Builder – PTB.”
Professor Shtub was a Department Editor for IIE Transactions,
he was on the
Editorial Boards of the Project Management Journal, The
International
Journal of Project Management, IIE Transactions, and the
International
Journal of Production Research. He was a faculty member of the
department
of Industrial Engineering at Tel Aviv University from 1984 to
1998, where he
also served as a chairman of the department (1993–1996). He
joined the
Technion in 1998 and was the Associate Dean and head of the
MBA
program.
He has been a consultant to industry in the areas of project
management,
47. training by simulators, and the design of production—operation
systems. He
was invited to speak at special seminars on Project Management
and
Operations in Europe, the Far East, North America, South
America, and
Australia.
Professor Shtub visited and taught at Vanderbilt University, The
University
of Pennsylvania, Korean Institute of Technology, Bilkent
University in
Turkey, Otego University in New Zealand, Yale University,
Universitat
Politécnica de Valencia, and the University of Bergamo in Italy.
Dr. Moshe Rosenwein has a B.S.E. from Princeton University
and a Ph.D. in
Decision Sciences from the University of Pennsylvania. He has
worked in the
industry throughout his professional career, applying
management science
modeling and methodologies to business problems in supply
chain
optimization, network design, customer relationship
management, and
scheduling. He has served as an adjunct professor at Columbia
University on
multiple occasions over the past 20 years and developed a
project
management course for the School of Engineering that has been
taught since
2009. He has also taught at Seton Hall University and Rutgers
48. University.
Dr. Rosenwein has published over 20 refereed papers and has
delivered
numerous talks at universities and conferences. In 2001, he led
an industry
team that was awarded a semi-finalist in the Franz Edelman
competition for
the practice of management science.
Chapter 1 Introduction
1.1 Nature of Project Management
Many of the most difficult engineering and business challenges
of recent
decades have been to design, develop, and implement new
systems of a type
and complexity never before attempted. Examples include the
construction of
oil drilling platforms in the North Sea off the coast of Great
Britain, the
development of the manned space program in both the United
States and the
former Soviet Union, and the worldwide installation of fiber
optic lines for
broadband telecommunications. The creation of these systems
with
performance capabilities not previously available and within
acceptable
schedules and budgets has required the development of new
methods of
planning, organizing, and controlling events. This is the essence
of project
management.
49. A project is an organized endeavor aimed at accomplishing a
specific
nonroutine or low-volume task. Although projects are not
repetitive, they
may take significant amounts of time and, for our purposes, are
sufficiently
large or complex to be recognized and managed as separate
undertakings.
Teams have emerged as the way of supplying the needed talents.
The use of
teams complicates the flow of information and places additional
burdens on
management to communicate with and coordinate the activities
of the
participants.
The amount of time in which an individual or an organizational
unit is
involved in a project may vary considerably. Someone in
operations may
work only with other operations personnel on a project or may
work with a
team composed of specialists from various functional areas to
study and solve
a specific problem or to perform a secondary task.
Management of a project differs in several ways from
management of a
typical organization. The objective of a project team is to
accomplish its
prescribed mission and disband. Few firms are in business to
perform just one
job and then disappear. Because a project is intended to have a
50. finite life,
employees are seldom hired with the intent of building a career
with the
project. Instead, a team is pulled together on an ad-hoc basis
from among
people who normally have assignments in other parts of the
organization.
They may be asked to work full time on the project until its
completion; or
they may be asked to work only part time, such as two days a
week, on the
project and spend the rest of the time at their usual assignments.
A project
may involve a short-term task that lasts only a matter of days,
or it may run
for years. After completion, the team normally disperses and its
members
return to their original jobs.
The need to manage large, complex projects, constrained by
tight schedules
and budgets, motivated the development of methodologies
different from
those used to manage a typical enterprise. The increasingly
complex task of
managing large-scale, enterprise-wide projects has led to the
rise in
importance of the project management function and the role of
the project
manager or project management office. Project management is
increasingly
viewed in both industry and government as a critical role on a
project team
and has led to the development of project management as a
profession (much
like finance, marketing, or information technology, for
51. example). The Project
Management Institute (PMI), a nonprofit organization, is in the
forefront of
developing project management methodologies and of providing
educational
services in the form of workshops, training, and professional
literature.
1.2 Relationship Between Projects
and Other Production Systems
Operations and production management contains three major
classes of
systems: (1) those designed for mass production, (2) those
designed for batch
(or lot) production, and (3) those designed for undertaking
nonrepetitive
projects common to construction and new product development.
Each of
these classes may be found in both the manufacturing and
service sectors.
Mass production systems are typically designed around the
specific processes
used to assemble a product or perform a service. Their
orientation is fixed
and their applications are limited. Resources and facilities are
composed of
special-purpose equipment designed to perform the operations
required by
the product or the service in an efficient way. By laying out the
equipment to
parallel the natural routings, material handling and information
processing are
greatly simplified. Frequently, material handling is automated
52. and the use of
conveyors and monorails is extensive. The resulting system is
capital
intensive and very efficient in the processing of large quantities
of specific
products or services for which relatively little management and
control are
necessary. However, these systems are very difficult to alter
should a need
arise to produce new or modified products or to provide new
services. As a
result, they are most appropriate for operations that experience
a high rate of
demand (e.g., several hundred thousand units annually) as well
as high
aggregate demand (e.g., several million units throughout the life
cycle of the
system).
Batch-oriented systems are used when several products or
services are
processed in the same facility. When the demand rate is not
high enough or
when long-run expectations do not justify the investment in
special-purpose
equipment, an effort is made to design a more flexible system
on which a
variety of products or services can be processed. Because the
resources used
in such systems have to be adjusted (set up) when production
switches from
one product to another, jobs are typically scheduled in batches
to save setup
time. Flexibility is achieved by using general-purpose resources
that can be
53. adjusted to handle different processes. The complexity of
operations
planning, scheduling, and control is greater than in mass
production systems
as each product has its own routing (sequence of operations). To
simplify
planning, resources are frequently grouped together based on
the type of
processes that they perform. Thus, batch-oriented systems
contain
organizational units that specialize in a function or a process, as
opposed to
product lines that are found in mass production systems.
Departments such as
metal cutting, painting, testing, and packaging/shipping are
typical examples
from the batch-oriented manufacturing sector, whereas word
processing
centers and diagnostic laboratories are examples from the
service sector.
In the batch-oriented system, it is particularly important to pay
attention to
material handling needs because each product has its specific
set of
operations and routings. Material handling equipment, such as
forklifts, is
used to move in-process inventory between departments and
work centers.
The flexibility of batch-oriented systems makes them attractive
for many
organizations.
In recent years, flexible manufacturing systems have been quick
54. to gain
acceptance in some industrial settings. With the help of
microelectronics and
computer technology, these systems are designed to achieve
mass production
efficiencies in low-demand environments. They work by
reducing setup
times and automating material handling operations but are
extremely capital
intensive. Hence they cannot always be justified when product
demand is low
or when labor costs are minimal. Another approach is to take
advantage of
local economies of scale. Group technology cells, which are
based on
clustering similar products or components into families
processed by
dedicated resources of the facility, are one way to implement
this approach.
Higher utilization rates and greater throughput can be achieved
by processing
similar components on dedicated machines.
By way of contrast, systems that are subject to very low demand
(no more
than a few units) are substantially different from the first two
mentioned.
Because of the nonrepetitive nature of these systems, past
experience may be
of limited value so little learning takes place. In this
environment, extensive
management effort is required to plan, monitor, and control the
activities of
the organization. Project management is a direct outgrowth of
these efforts.
55. It is possible to classify organizations based on their production
orientation as
a function of volume and batch size. This is illustrated in Figure
1.1.
Figure 1.1
Classification of production systems.
Figure 1.1 Full Alternative Text
The borderlines between mass production, batch-oriented, and
project-
oriented systems are hard to define. In some organizations
where the project
approach has been adopted, several units of the same product (a
batch) are
produced, whereas other organizations use a batch-oriented
system that
produces small lots (the just-in-time approach) of very large
volumes of
products. To better understand the transition between the three
types of
systems, consider an electronics firm that assembles printed
circuit boards in
small batches in a job shop. As demand for the boards picks up,
a decision is
made to develop a flow line for assembly. The design and
implementation of
this new line is a project.
1.3 Characteristics of Projects
Although the Manhattan project—the development of the first
56. atomic bomb
—is considered by many to be the first instance when modern
project
management techniques were used, ancient history is replete
with examples.
Some of the better known ones include the construction of the
Egyptian
pyramids, the conquest of the Persian Empire by Alexander the
Great, and
the building of the Temple in Jerusalem. In the 1960s, formal
project
management methods received their greatest impetus with the
Apollo
program and a cluster of large, formidable construction
projects.
Today, activities such as the transport of American forces in
Operations in
Iraq and Afghanistan, the pursuit of new treatments for AIDS
and Ebola, and
the development of the joint U.S.–Russian space station and the
manned
space mission to Mars are examples of three projects with which
most of us
are familiar. Additional examples of a more routine nature
include:
Selecting a software package
Developing a new office plan or layout
Implementing a new decision support system
Introducing a new product to the market
Designing an airplane, supercomputer, or work center
57. Opening a new store
Constructing a bridge, dam, highway, or building
Relocating an office or a factory
Performing major maintenance or repair
Starting up a new manufacturing or service facility
Producing and directing a movie
1.3.1 Definitions and Issues
As the list above suggests, a project may be viewed or defined
in several
different ways: for example, as “the entire process required to
produce a new
product, new plant, new system, or other specified results”
(Archibald 2003)
or as “a narrowly defined activity which is planned for a finite
duration with a
specific goal to be achieved” (General Electric Corporation
1983). Generally
speaking, project management occurs when emphasis and
special attention
are given to the performance of nonrepetitive activities for the
purpose of
meeting a single set of goals, typically under a set of constraints
such as time
and budget constraints.
By implication, project management deals with a one-time
effort to achieve a
58. focused objective. How progress and outcomes are measured,
though,
depends on a number of critical factors. Typical among these
are technology
(specifications, performance, quality), time (due dates,
milestones), and cost
(total investment, required cash flow), as well as profits,
resource utilization,
market share, and market acceptance.
These factors and their relative importance are major issues in
project
management. These factors are based on the needs and
expectations of the
stakeholders. Stakeholders are individuals and parties interested
in the
problem the project is designed to solve or in the solution
selected. With a
well-defined set of goals, it is possible to develop appropriate
performance
measures and to select the right technology, the organizational
structure,
required resources, and people who will team up to achieve
these goals.
Figure 1.2 summarizes the underlying processes. As illustrated,
most projects
are initiated by a need. A new need may be identified by
stakeholders such as
a customer, the marketing department, or any member of an
organization.
When management is convinced that the need is genuine, goals
may be
defined, and the first steps may be taken toward putting together
a project
team. Most projects have several goals covering such aspects as
technical and
59. operational requirements, delivery dates, and cost. A set of
potential projects
to undertake should be ranked by stakeholders based on the
relative
importance of the goals and the perceived probability of each
potential
project to achieve each of the individual goals.
Figure 1.2
Major processes in project management.
Figure 1.2 Full Alternative Text
On the basis of these rankings and a derived set of performance
measures for
each goal, the technological alternatives are evaluated and a
concept (or
initial design) is developed along with a schedule and a budget
for the
project. This early phase of the project life cycle is known as
the initiation
phase, the front end of the project, or the conceptual phase. The
next step is
to integrate the design, the schedule, and the budget into a
project plan
specifying what should be done, by whom, at what cost, and
when. As the
plan is implemented, the actual accomplishments are monitored
and recorded.
Adjustments, aimed at keeping the project on track, are made
60. when
deviations or overruns appear. When the project terminates, its
success is
evaluated based on the predetermined goals and performance
measures.
Figure 1.3 compares two projects with these points in mind. In
project 1, a
“design to cost” approach is taken. Here, the budget is fixed and
the
technological goals are clearly specified. Cost, performance,
and schedule are
all given equal weight. In project 2, the technological goals are
paramount
and must be achieved, even if it means compromising the
schedule and the
budget in the process.
Figure 1.3
Relative importance of goals.
Figure 1.3 Full Alternative Text
The first situation is typical of standard construction and
manufacturing
projects, whereby a contractor agrees to supply a system or a
product in
accordance with a given schedule and budget. The second
situation is typical
of “cost plus fixed fee” projects where the technological
uncertainties argue
against a contractor’s committing to a fixed cost and schedule.
This
arrangement is most common in a research and development
(R&D)
environment.
61. A well-designed organizational structure is required to handle
projects as a
result of their uniqueness, variety, and limited life span. In
addition, special
skills are required to manage them successfully. Taken together,
these skills
and organizational structures have been the catalyst for the
development of
the project management discipline. Some of the accompanying
tools and
techniques, though, are equally applicable in the manufacturing
and service
sectors.
Because projects are characterized by a “one-time only” effort,
learning is
limited and most operations never become routine. This results
in a need for
extensive management involvement throughout the life cycle of
the project.
In addition, the lack of continuity leads to a high degree of
uncertainty.
1.3.2 Risk and Uncertainty
In project management, it is common to refer to very high levels
of
uncertainty as sources of risk. Risk is present in most projects,
especially in
the R&D environment. Without trying to sound too pessimistic,
it is prudent
to assume that what can go wrong will go wrong. Principal
sources of
uncertainty include random variations in component and
subsystem
62. performance, inaccurate or inadequate data, and the inability to
forecast
satisfactorily as a result of lack of experience. Specifically,
there may be
1. Uncertainty in scheduling. Changes in the environment that
are
impossible to forecast accurately at the outset of a project are
likely to
have a critical impact on the length of certain activities. For
example,
subcontractor performance or the time it takes to obtain a long-
term loan
is bound to influence the length of various subtasks. The
availability of
scarce resources may also add to uncertainty in scheduling.
Methods are
needed to deal with problematic or unstable time estimates.
Probability
theory and simulation both have been used successfully for this
purpose,
as discussed in Chapter 9.
2. Uncertainty in cost. Limited information on the duration of
activities
makes it difficult to predict the amount of resources needed to
complete
them on schedule. This translates directly into an uncertainty in
cost. In
addition, the expected hourly rate of resources and the cost of
materials
used to carry out project tasks may possess a high degree of
variability.
63. 3. Technological uncertainty. This form of uncertainty is
typically present
in R&D projects in which new (not thoroughly tested and
approved)
technologies, methods, equipment, and systems are developed or
used.
Technological uncertainty may affect the schedule, the cost, and
the
ultimate success of the project. The integration of familiar
technologies
into one system or product may cause technological uncertainty
as well.
The same applies to the development of software and its
integration with
hardware.
There are other sources of uncertainty, including those of an
organizational
and political nature. New regulations might affect the market
for a project,
whereas the turnover of personnel and changes in the policies of
one or more
of the participating organizations may disrupt the flow of work.
To gain a better understanding of the effects of uncertainty,
consider the three
projects mentioned earlier. The transport of American armed
forces in
Operation Iraqi Freedom faced extreme political and logistical
uncertainties.
In the initial stages, none of the planners had a clear idea of
how many troops
would be needed or how much time was available to put the
troops in place.
Also, it was unknown whether permission would be granted to
64. use NATO air
bases or even to fly over European and Middle Eastern
countries, or how
much tactical support would be forthcoming from U.S. allies.
The development of a treatment for AIDS is an ongoing project
fraught with
technological uncertainty. Hundreds of millions of dollars have
already been
spent with little progress toward a cure. As expected,
researchers have taken
many false steps, and many promising paths have turned out to
be dead ends.
Lengthy trial procedures and duplicative efforts have produced
additional
frustration. If success finally comes, it is unlikely that the
original plans or
schemes will have predicted its form.
The design of the U.S.–Russian space station is an example in
which virtually
every form of uncertainty is present. Politicians continue to
play havoc with
the budget, while other stakeholders like special interest groups
(both friendly
and hostile) push their individual agendas; schedules get altered
and
rearranged; software fails to perform correctly; and the needed
resources
never seem to be available in adequate supply. Inflation, high
turnover rates,
and scaled-down expectations take their toll on the internal
workforce, as
65. well as on the legion of subcontractors.
The American Production and Inventory Control Society has,
tongue-in-
cheek, fashioned the following laws in an attempt to explain the
consequences of uncertainty on project management.
Laws of Project Management
1. No major project is ever installed on time, within budget or
with the
same staff that started it. Yours will not be the first.
2. Projects progress quickly until they become 90% complete,
then they
remain at 90% complete forever.
3. One advantage of fuzzy project objectives is that they let you
avoid the
embarrassment of estimating the corresponding costs.
4. When things are going well, something will go wrong.
When things just cannot get any worse, they will.
When things seem to be going better, you have overlooked
something.
5. If project content is allowed to change freely, then the rate of
change
will exceed the rate of progress.
6. No system is ever completely debugged. Attempts to debug a
system
inevitably introduce new bugs that are even harder to find.
66. 7. A carelessly planned project will take three times longer to
complete
than expected; a carefully planned project will take only twice
as long.
8. Project teams detest progress reporting because it vividly
manifests their
lack of progress.
1.3.3 Phases of a Project
A project passes through a life cycle that may vary with size
and complexity
and with the style established by the organization. The names of
the various
phases may differ but typically include those shown in Figure
1.4. To begin,
there is an initiation or a conceptual design phase during which
the
organization realizes that a project may be needed or receives a
request from
a customer to propose a plan to perform a project; at this phase
alternative
technologies and operational solutions are evaluated and the
most promising
are selected based on performances, cost, risk, and schedule
considerations.
Next there is an advanced development or preliminary system
design phase in
which the project manager (and perhaps a staff if the project is
complex)
plans the project to a level of detail sufficient for initial
scheduling and
budgeting. If the project is approved, it then will enter a more
67. detailed design
phase, a production phase, and a termination phase.
Figure 1.4
Relationship between project life cycle and cost.
Figure 1.4 Full Alternative Text
In Figure 1.4, the five phases in the life cycle of a project are
presented as a
function of time. The cost during each phase depends on the
specifics, but
usually the majority of the budget is spent during the production
phase.
However, most of this budget is committed during the advanced
development
phase and the detailed design phase before the actual work takes
place.
Management plays a vital role during the conceptual design
phase, the
advanced development phase, and the detailed design phase.
The importance
of this involvement in defining goals, selecting performance
measures,
evaluating alternatives (including the no-go or not to do the
project),
selecting the most promising alternative and planning the
project cannot be
overemphasized. Pressures to start the “real work” on the
project, that is, to
begin the production (or execution) phase as early as possible,
68. may lead to
the selection of the wrong technological or operational
alternatives and
consequently to high cost and schedule risks as a result of the
commitment of
resources without adequate planning.
In most cases, a work breakdown structure (WBS) is developed
during the
conceptual design phase. The WBS is a document that divides
the project
work into major hardware, software, data, and service elements.
These
elements are further divided and a list is produced identifying
all tasks that
must be accomplished to complete the project. The WBS helps
to define the
work to be performed and provides a framework for planning,
budgeting,
monitoring, and control. Therefore, as the project advances,
schedule and
cost performance can be compared with plans and budgets.
Table 1.1 shows
an abbreviated WBS for an orbital space laboratory vehicle.
TABLE 1.1 Partial WBS for
Space Laboratory
Index Work element
1.0 Command module
2.0 Laboratory module
3.0 Main propulsion system
3.1 Fuel supply system
3.1.1 Fuel tank assembly
3.1.1.1 Fuel tank casing
3.1.1.2 Fuel tank insulation
69. 4.0 Guidance system
5.0 Habitat module
6.0 Training system
7.0 Logistic support system
The detailed project definition, as reflected in the WBS, is
examined during
the advanced development phase to determine the skills
necessary to achieve
the project’s goals. Depending on the planning horizon,
personnel from other
parts of the organization may be used temporarily to accomplish
the project.
However, previous commitments may limit the availability of
these
resources. Other strategies might include hiring new personnel
or
subcontracting various work elements, as well as leasing
equipment and
facilities.
1.3.4 Organizing for a Project
A variety of structures are used by organizations to perform
project work.
The actual arrangement may depend on the proportion of the
company’s
business that is project oriented, the scope and duration of the
underlying
tasks, the capabilities of the available personnel, preferences of
the decision
makers, and so on. The following five possibilities range from
no special
structure to a totally separate project organization.
70. 1. Functional organization. Many companies are organized as a
hierarchy
with functional departments that specialize in a particular type
of work,
such as engineering or sales (see Figure 1.5). These departments
are
often broken down into smaller units that focus on special areas
within
the function. Upper management may divide a project into work
tasks
and assign them to the appropriate functional units. The project
is then
budgeted and managed through the normal management
hierarchy.
Figure 1.5
Portion of a typical functional organization.
Figure 1.5 Full Alternative Text
2. Project coordinator. A project may be handled through the
organization
as described above, but with a special appointee to coordinate
it. The
project is still funded through the normal channels and the
functional
managers retain responsibility and authority for their portion of
the
work. The coordinator meets with the functional managers and
provides
direction and impetus for the project and may report its status to
71. higher
management.
3. Matrix organization. In a matrix organization, a project
manager is
responsible for completion of the project and is often assigned a
budget.
The project manager essentially contracts with the functional
managers
for completion of specific tasks and coordinates project efforts
across
the functional units. The functional managers assign work to
employees
and coordinate work within their areas. These arrangements are
depicted
schematically in Figure 1.6.
4. Project team. A particularly significant project (development
of a new
product or business venture) that will have a long duration and
requires
the full-time efforts of a group may be supervised by a project
team.
Full-time personnel are assigned to the project and are
physically
located with other team members. The project has its own
management
structure and budget as though it were a separate division of the
company.
5. Projectized organization. When the project is of strategic
importance,
extremely complex and of long duration, and involves a number
of
disparate organizations, it is advisable to give one person
complete
72. control of all the elements necessary to accomplish the stated
goals. For
example, when Rockwell International was awarded two
multimillion-
dollar contracts (the Apollo command and service modules, and
the
second stage of the Saturn launch vehicle) by NASA, two
separate
programs were set up in different locations of the organization.
Each
program was under a division vice president and had its own
manufacturing plant and staff of specialists. Such an
arrangement takes
the idea of a self-sufficient project team to an extreme and is
known as a
projectized organization.
Table 1.2 enumerates some advantages and disadvantages of the
two
extremes—the functional and projectized organizations.
Companies that are
frequently involved in a series of projects and occasionally shift
around
personnel often elect to use a matrix organization. This type of
organization
provides the flexibility to assign employees to one or more
projects. In this
arrangement, project personnel maintain a permanent reporting
relationship
that connects vertically to a supervisor in a functional area, who
directs the
scope of their work. At the same time, each person is assigned
to one or more
73. projects and has a horizontal reporting relationship to the
manager of a
particular project, who coordinates his or her participation in
that project. Pay
and career advancement are developed within a particular
discipline even
though a person may be assigned to different projects. At times,
this dual
reporting relationship can give rise to a host of personnel
problems and
creates conflicts.
Figure 1.6
Typical matrix organization.
Figure 1.6 Full Alternative Text
TABLE 1.2 Advantages and
Disadvantages of Two
Organizational Structures
Functional organization Projectized organization
Advantages
Efficient use of technical
personnel
Career continuity and growth for
technical personnel
Good technology transfer between
projects
74. Good stability, security, and
morale
Good project schedule and cost
control
Single point for customer
contact
Rapid reaction time possible
Simpler project communication
Training ground for general
management
Disadvantages
Weak customer interface Uncertain technical direction
Weak project authority Inefficient use of specialists
Poor horizontal communications Insecurity regarding future job
assignments
Discipline (technology) oriented
rather than program oriented
Poor crossfeed of technical
information between projects
Slower work flow
1.4 Project Manager
The presence of uncertainty coupled with limited experience
and hard-to-find
75. data makes project management a combination of art, science,
and, most of
all, logical thinking. A good project manager must be familiar
with a large
number of disciplines and techniques. Breadth of knowledge is
particularly
important because most projects have technical, financial,
marketing, and
organizational aspects that inevitably conspire to derail the best
of plans.
The role of the project manager may start at different points in
the life cycle
of a project. Some managers are involved from the beginning,
helping to
select the best technological and operational alternatives for the
project, form
the team, and negotiate the contracts. Others may begin at a
later stage and be
asked to execute plans that they did not have a hand in
developing. At some
point, though, most project managers deal with the basic issues:
scheduling,
budgeting, resource allocation, resource management,
stakeholder
management (e.g., human relations and negotiations).
It is an essential and perhaps the most difficult part of the
project manager’s
job to pay close attention to the big picture without losing sight
of critical
details, no matter how slight. In order to efficiently and
effectively achieve
high-level project goals, project managers must prioritize
concerns key
stakeholders while managing change that inevitably arises
76. during a project’s
life cycle. A project manager is an integrator and needs to trade
off different
aspects of the project each time a decision is called for.
Questions such as,
“How important is the budget relative to the schedule?” and
“Should more
resources be acquired to avoid delays at the expense of a budget
overrun, or
should a slight deviation in performance standards be tolerated
as long as the
project is kept on schedule and on budget?” are common.
Some skills can be taught, other skills are acquired only with
time and
experience, and yet other skills are very hard to learn or to
acquire, such as
the ability to lead a team without formal authority and the
ability to deal with
high levels of uncertainty without panic. We will not dwell on
these but
simply point them out, as we define fundamental principles and
procedures.
Nevertheless, one of our basic aims is to highlight the practical
aspects of
project management and to show how modern organizations can
function
more effectively by adopting them. In so doing, we hope to
provide all
members of the project team with a comprehensive view of the
field.
1.4.1 Basic Functions
77. The PMI (2012) identifies ten knowledge areas that the
discipline must
address:
1. Integration management
2. Scope management
3. Time management
4. Cost management
5. Quality management
6. Human resource management
7. Communication management
8. Risk management
9. Procurement management
10. Stakeholders management
Managing a project is a complex and challenging assignment.
Because
projects are one-of-a-kind endeavors, there is little in the way
of experience,
normal working relationships, or established procedures to
guide participants.
A project manager may have to coordinate many diverse efforts
and activities
to achieve project goals. People from various disciplines and
from various
parts of the organization who have never worked together may
be assigned to
78. a project for different spans of time. Subcontractors who are
unfamiliar with
the organization may be brought in to carry out major tasks. A
project may
involve thousands of interrelated activities performed by people
who are
employed by any one of several different subcontractors or by
the sponsoring
organization.
Project leaders must have an effective means of identifying and
communicating the planned activities and their
interrelationships. A
computer-based scheduling and monitoring system is usually
essential.
Network techniques such as CPM (critical path method) and
PERT (program
evaluation and review technique) are likely to figure
prominently in such
systems. CPM was developed in 1957 by J.E. Kelly of
Remington-Rand and
M.R. Walker of Dupont to aid in scheduling maintenance
shutdowns of
chemical plants. PERT was developed in 1958 under the
sponsorship of the
U.S. Navy Special Projects Office, as a management tool for
scheduling and
controlling the Polaris missile program. Collectively, their
value has been
demonstrated time and again during both the planning and the
execution
phases of projects.
79. 1.4.2 Characteristics of Effective
Project Managers
The project manager is responsible for ensuring that tasks are
completed on
time and within budget, but often has no formal authority over
those who
actually perform the work. He or she, therefore, must have a
firm
understanding of the overall job and rely on negotiation and
persuasion skills
to influence the array of contractors, functionaries, and
specialists assigned to
the project. The skills that a typical project manager needs are
summarized in
Figure 1.7; the complexity of the situation is depicted in Figure
1.8, which
shows the interactions between some of the stakeholders: client,
subcontractor, and top management.
The project manager is a lightning rod, frequently under a storm
of pressure
and stress. He or she must deal effectively with the changing
priorities of the
client, the anxieties of his or her own management ever fearful
of cost and
schedule overruns or technological failures, and the divided
loyalties of the
personnel assigned to the team. The ability to trade off
conflicting goals and
to find the optimal balance between conflicting positions is
probably the most
important skill of the job.
80. In general, project managers require enthusiasm, stamina, and
an appetite for
hard work to withstand the onslaught of technical and political
concerns.
Where possible, they should have seniority and position in the
organization
commensurate with that of the functional managers with whom
they must
deal. Regardless of whether they are coordinators within a
functional
structure or managers in a matrix structure, they will frequently
find their
formal authority incomplete. Therefore, they must have the
blend of
technical, administrative, and interpersonal skills as illustrated
in Figure 1.7
to furnish effective leadership.
1.5 Components, Concepts, and
Terminology
Although each project has a unique set of goals, there is enough
commonality
at a generic level to permit the development of a unified
framework for
planning and control. Project management techniques are
designed to handle
the common processes and problems that arise during a
project’s life cycle.
This does not mean, however, that one versed in such
techniques will be a
successful manager. Experts are needed to collect and interpret
data,
negotiate contracts, arrange for resources, manage stakeholders,
and deal with
81. a wide range of technical and organizational issues that impinge
on both the
cost and the schedule.
The following list contains the major components of a “typical”
project.
Project initiation, selection, and definition
Identification of needs
Mapping of stakeholders (who are they, what are their needs
and
expectations, how much influence and power they have, will
they
be engaged and by how much and will they be involved in the
project and by how much)
Figure 1.7
Important skills for the project manager.
Figure 1.7 Full Alternative Text
Figure 1.8
Major interactions of project stakeholders.
Development of (technological and operational) alternatives
Evaluation of alternatives based on performances, cost,
duration,
and risk
82. Selection of the “most promising” alternatives
Estimation of the life cycle cost (LCC) of the promising
alternatives
Assessment of risk of the promising alternatives
Development of a configuration baseline
“Selling” the configuration and getting approval
Project organization
Selection of participating organizations
Structuring the work content of the project into smaller work
packages using a WBS
Allocation of WBS elements to participating organizations and
assigning managers to the work packages
Development of the project organizational structure and
associated
communication and reporting facilities
Analysis of activities
Definition of the project’s major tasks
Development of a list of activities required to complete the
project’s tasks
Development of precedence relations among activities
83. Development of a network model
Development of higher level network elements (hammock
activities, subnetworks)
Selection of milestones
Updating the network and its elements
Project scheduling
Development of a calendar
Assigning resources to activities and estimation of activity
durations
Estimation of activity performance dates
Monitoring actual progress and milestones
Updating the schedule
Resource management
Definition of resource requirements
Acquisition of resources
Allocation of resources among projects/activities
Monitoring resource use and cost
Technological management
84. Development of a configuration management plan
Identification of technological risks
Configuration control
Risk management and control
Total quality management (TQM)
Project budgeting
Estimation of direct and indirect costs
Development of a cash flow forecast
Development of a budget
Monitoring actual cost
Project execution and control
Development of data collection systems
Development of data analysis systems
Execution of activities
Data collection and analysis
Detection of deviations in cost, configuration, schedule, and
quality
85. Development of corrective plans
Implementation of corrective plans
Forecasting of project cost at completion
Project termination
Evaluation of project success
Recommendation for improvements in project management
practices
Analysis and storage of information on actual cost, actual
duration,
actual performance, and configuration
Each of these activities is discussed in detail in subsequent
chapters. Here, we
give an overview with the intention of introducing important
concepts and the
relationships among them. We also mention some of the tools
developed to
support the management of each activity.
1. Project initiation, selection, and definition. This process
starts with
identifying a need for a new service, product, or system. The
trigger can
come from any number of sources, including a current client,
line
personnel, or a proposed request from an outside organization.
The
trigger can come from one or more stakeholders who may have
similar
or conflicting needs and expectations. If the need is considered
86. important and feasible solutions exist, then the need is
translated into
technical specifications. Next, a study of alternative solution
approaches
is initiated. Each alternative is evaluated based on a
predetermined set of
performance measures, and the most promising compose the
“efficient
frontier” of possible solutions. An effort is made to estimate the
performances, duration, costs, and risks associated with the
efficient
alternatives. Cost estimates for development, production (or
purchasing), maintenance, and operations form the basis of a
Life Cycle
Cost (LCC) model used for selecting the “optimal” alternative.
Because of uncertainty, most of the estimates are likely to be
problematic. A risk assessment may be required if high levels of
uncertainty are present. The risk associated with an unfavorable
outcome is defined as the probability of that outcome multiplied
by the
cost associated with it. A proactive risk management approach
means
that major risk drivers should be identified early in the process,
and
contingency plans should be prepared to handle unfavorable
events if
and when they occur.
Once an alternative is chosen, design details are fleshed out
during the
concept formulation and definition phase of the project.
Preliminary
87. design efforts end with a configuration baseline. This
configuration (the
principal alternative) has to satisfy the needs and expectations
of the
most important stakeholders and be accepted and approved by
management. A well-structured selection and evaluation
process, in
which all relevant parties are involved, increases the probability
of
management approval. A generic flow diagram for the processes
of
project initiation selection and definition is presented in Figure
1.9.
Figure 1.9
Major activities in the conceptual design phase.
Figure 1.9 Full Alternative Text
2. Project organization. Many stakeholders, ranging from
private firms and
research laboratories to public utilities and government
agencies, may
participate in a particular project. In the advanced development
phase, it
is common to define the work content [statement of work
(SOW)] as a
set of tasks, and to array them hierarchically in a treelike form
known as
the WBS. The relationship between participating organizations,
known
88. as the organizational breakdown structure (OBS) is similarly
represented.
In the OBS, the lines of communication between and within
organizations are defined, and procedures for work
authorization and
report preparation and distribution are established. Finally,
lower-level
WBS elements are assigned to lower-level OBS elements to
form work
packages and a responsibility matrix is constructed, indicating
which
organizational unit is responsible for which WBS element.
At the end of the advanced development phase, a more detailed
cost
estimate and a long-range budget proposal are prepared and
submitted
for management approval. A positive response signals the go-
ahead for
detailed planning and organizational design. This includes the
next five
functions.
3. Analysis of activities. To assess the need for resources and to
prepare a
detailed schedule, it is necessary to develop a detailed list of
activities
that are to be performed. These activities should be aimed at
accomplishing the WBS tasks in a logical, economically sound,
and
technically feasible manner. Each task defined in the initial
planning
phase may consist of one or more activities. Feasibility is
ensured by
introducing precedence relations among activities. These
89. relations can
be represented graphically in the form of a network model.
Completion of an important activity may define a milestone and
is
represented in the network model. Milestones provide feedback
in
support of project control and form the basis for budgeting,
scheduling,
and resource management. As progress is made, the model has
to be
updated to account for the inclusion of new activities in the
WBS, the
successful completion of tasks, and any changes in design,
organization,
and schedule as a result of uncertainty, new needs, or new
technological
and political developments.
4. Project scheduling. The expected execution dates of activities
are
important from both a financial (acquisition of the required
funds) and
an operational (acquisition of the required resources) point of
view.
Scheduling of project activities starts with the definition of a
calendar
specifying the working hours per day, working days per week,
holidays,
and so on. The expected duration of each activity is estimated,
and a
project schedule is developed based on the calendar, precedence
relations among activities, and the expected duration of each
90. activity.
The schedule specifies the starting and ending dates of each
activity and
the accompanying slack or leeway. This information is used in
budgeting and resource management. The schedule is used as a
basis for
work authorization and as a baseline against which actual
progress is
measured. It is updated throughout the life cycle of the project
to reflect
actual progress.
5. Resource management. Activities are performed by resources
so that
before any concrete steps can be taken, requirements have to be
identified. This means defining one or more alternatives for
meeting the
estimated needs of each activity (the duration of an activity may
be a
function of the resources assigned to perform it). Based on the
results,
and in light of the project schedule, total resource requirements
are
estimated. These requirements are the basis of resource
management and
resource acquisition planning.
When requirements exceed expected availability, schedule
delays may
occur unless the difference is made up by acquiring additional
resources
or by subcontracting. Alternatively, it may be possible to
reschedule
activities (especially those with slack) so as not to exceed
expected
resource availability. Other considerations, such as minimizing
91. fluctuations in resource usage and maximizing resource
utilization, may
be applicable as well.
During the execution phase, resources are allocated periodically
to
projects and activities in accordance with a predetermined
timetable.
However, because actual and planned use may differ, it is
important to
monitor and compare progress to plans. Low utilization as well
as
higher-than-planned costs or consumption rates indicate
problems and
should be brought to the immediate attention of management.
Large
discrepancies may call for significant alterations in the
schedule.
6. Technological management. Once the technological
alternatives are
evaluated and a consensus forms, the approved configuration is
adopted
as a baseline. From the baseline, plans for project execution are
developed, tests to validate operational and technical
requirements are
designed, and contingency plans for risky areas are formulated.
Changes
in needs or in the environment may trigger modifications to the
configuration. Technological management deals with execution
of the
project to achieve the approved baseline. Principal functions
include the
92. evaluation of proposed changes, the introduction of approved
changes
into the configuration baseline, and development of a total
quality
management (TQM) program. TQM involves the continuous
effort to
prevent defects, to improve processes, and to guarantee a final
result that
fits the specifications of the project and the expectations of the
client.
7. Project budgeting. Money is the most common resource used
in a
project. Equipment and labor have to be acquired, and suppliers
have to
be paid. Overhead costs have to be assigned, and subcontractors
have to
be put on the payroll. Preparation of a budget is an important
management activity that results in a time-phased plan
summarizing
expected expenditures, income, and milestones.
The budget is derived by estimating the cost of activities and
resources.
Because the schedule of the project relates activities and
resource use to
the calendar, the budget is also related to the same calendar.
With this
information, a cash flow analysis can be performed, and the
feasibility
of the predicted outlays can be tested. If the resulting cash flow
or the
resulting budget is not acceptable, then the schedule should be
modified.
This is frequently done by delaying activities that have slack.
93. Once an acceptable budget is developed, it serves as the basic
financial
tool for the project. Credit lines and loans can be arranged, and
the cost
of financing the project can be assessed. As work progresses,
information on actual cost is accumulated and compared with
the
budget. This comparison forms the basis for controlling costs.
The
sequence of activities performed during the detailed design
phase is
summarized in Figure 1.10.
Figure 1.10
Major activities in the detailed design phase.
Figure 1.10 Full Alternative Text
8. Project execution and control. The activities described so far
compose
the necessary steps in initializing and preparing a project for
execution.
A feasible schedule that integrates task deadlines, budget
considerations,
resource availability, and technological requirements, while
satisfying
the precedence relations among activities, provides a good
starting point
for a project.
It is important, however, to remember that successful
implementation of
94. the initial schedule is subject to unexpected or random effects
that are
difficult (or impossible) to predict. In situations in which all
resources
are under the direct control of management and activated
according to
plan, unexpected circumstances or events may sharply divert
progress
from the original plan. For resources that are not under
complete
management control, much higher levels of uncertainty may
exist, for
example, a downturn in the economy, labor unrest, technology
breakthroughs or failures, and new environmental regulations.
Project control systems are designed with three purposes in
mind: (1) to
detect current deviations and to forecast future deviations
between actual
progress and the project plans; (2) to trace the source of these
deviations; and (3) to support management decisions aimed at
putting
the project back on the desired course.
Project control is based on the collection and analysis of the
most recent
performance data. Actual progress, actual cost, resource use,
and
technological achievements should be monitored continually.
The
information gleaned from this process is compared with updated
plans
across all aspects of the project. Deviations in one area (e.g.,
schedule
overrun) may affect the performance and deviations in other
areas (e.g.,
95. cost overrun).
In general, all operational data collected by the control system
are
analyzed, and, if deviations are detected, a scheme is devised to
put the
project back on course. The existing plan is modified
accordingly, and
steps are taken to monitor its implementation.
During the life cycle of the project, a continuous effort is made
to update
original estimates of completion dates and costs. These updates
are used
by management to evaluate the progress of the project and the
efficiency
of the participating organizations. These evaluations form the
basis of
management forecasts regarding the expected success of the
project at
each stage of its life cycle.
Schedule deviations might have implications on a project’s
finances or
Profit and Loss (P and L), if payments are based on actual
progress. If a
schedule overrun occurs and payments are delayed, then cash
flow
difficulties might result. Schedule overruns might also cause
excess load
on resources as a result of the accumulation of work content. A
well-
designed control system in the hands of a well-trained project
96. manager
is the best way to counteract the negative effects of uncertainty.
9. Project termination. A project does not necessarily terminate
as soon as
its technical objectives are met. Management should strive to
learn from
past experience to improve the handling of future projects. A
detailed
analysis of the original plan, the modifications made over time,
the
actual progress, and the relative success of the project should be
conducted. The underlying goal is to identify procedures and
techniques
that were not effective and to recommend ways to improve
operations.
An effort aimed at identifying missing or redundant managerial
tools
should also be initiated; new techniques for project management
should
be adopted when necessary, and obsolete procedures and tools
should be
discarded.
Information on the actual cost and duration of activities and the
cost and
utilization of resources should be stored in well-organized
databases to
support the planning effort in future projects. Only by striving
for
continuous improvement and organizational learning through
programs
based on past experience is competitiveness likely to persist in
an
organization. Policies, procedures, and tools must be updated on
a
97. regular basis.
1.6 Movement to Project-Based
Work
Increased reliance on the use of project management techniques,
especially
for research and development, stems from the changing
circumstances in
which modern businesses must compete. Pinto (2002) pointed
out that among
the most important influences promoting a project orientation in
recent years
have been the following:
1. Shortened product life cycles. Products become obsolete at an
increasingly rapid rate, requiring companies to invest ever-
higher
amounts in R&D and new product development.
2. Narrow product launch windows. When a delay of months or
even
weeks can cost a firm its competitive advantage, new products
are often
scheduled for launch within a narrow time band.
3. Huge influx of global markets. New global opportunities
raise new
global challenges, such as the increasing difficulty of being first
to
market with superior products.
4. Increasingly complex and technical problems. As technical
advances are
diffused into organizations and technical complexity grows, the
98. challenge of R&D becomes increasingly difficult.
5. Low inflation. Corporate profits must now come less from
raising prices
year after year and more from streamlining internal operations
to
become ever more efficient.
Durney and Donnelly investigated the effects of rapid
technological change
on complex information technology projects (2013). The impact
of these and
other economic factors has created conditions under which
companies that
use project management are flourishing. Their success has
encouraged
increasingly more organizations to give the discipline a serious
look as they
contemplate how to become “project savvy.” At the same time,
they
recognize that, for all the interest in developing a project-based
outlook, there
is a severe shortage of trained project managers needed to
convert market
opportunities into profits. Historically, lack of training, poor
career ladders,
strong political resistance from line managers, unclear reward
structures, and
almost nonexistent documentation and operating protocols made
the decision
to become a project manager a risky move at best and downright
career
suicide at worst. Increasingly, however, management writers
99. such as Tom
Peters and insightful corporate executives such as Jack Welch
have become
strong advocates of the project management role. Between their
sponsorship
and the business pressures for enhancing the project
management function,
there is no doubt that we are witnessing a groundswell of
support that is
likely to continue into the foreseeable future.
Recent Trends in Project
Management
Like any robust field, project management is continuously
growing and
reorienting itself. Some of the more pronounced shifts and
advances can be
classified as follows:
1. Risk management. Developing more sophisticated up-front
methodologies to better assess risk before significant
commitment to the
project.
2. Scheduling. New approaches to project scheduling, such as
critical chain
project management, that offer some visible improvements over
traditional techniques.
3. Structure. Two important movements in organizational
structure are the
rise of the heavyweight project organization and the increasing
use of
project management offices.
4. Project team coordination. Two powerful advances in the area
100. of project
team development are the emphasis on cross-functional
cooperation and
the model of punctuated equilibrium as it pertains to intra-team
dynamics. Punctuated equilibrium proposes that rather than
evolution
occurring gradually in small steps, real natural change comes
about
through long periods of status quo interrupted by some seismic
event.
5. Control. Important new methods for tracking project costs
relative to
performance are best exemplified by earned value analysis.
Although
the technique has been around for some time, its wider diffusion
and use
are growing.
6. Impact of new technologies. Internet and web technologies
have given
rise to greater use of distributed and virtual project teams,
groups that
may never physically interact but must work in close
collaboration for
project success.
7. Lean project management. The work of teams of experts from
academia
and industry led to the development of the guide to lean
enablers for
managing engineering programs (2012). The list of these
enablers and
101. the way they should be implemented is an important step in the
development and application of lean project management
methodologies.
8. Process-based project management. The PMBOK (PMI
Standards
Committee 2012) views project management as a combination
of the ten
knowledge areas listed in Section 1.14.1. Each area is composed
of a set
of processes whose proper execution defines the essence of the
field.
1.7 Life Cycle of a Project: Strategic
and Tactical Issues
Because of the degree to which projects differ in their principal
attributes,
such as duration, cost, type of technology used, and sources of
uncertainty, it
is difficult to generalize the operational and technical issues
they each face. It
is possible, however, to discuss some strategic and tactical
issues that are
relevant to many types of projects. The framework for the
discussion is the
project life cycle or the major phases through which a “typical”
project
progresses. An outline of these phases is depicted in Figure 1.11
and
elaborated on by Cleland and Ireland (2006), who identify the
long-range
(strategic) and medium-range (tactical) issues that management
must
consider. A synopsis follows.
102. Figure 1.11
Project life cycle.
Figure 1.11 Full Alternative Text
1. Conceptual design phase. In this phase, a stakeholder (client,
contractor,
or subcontractor) initiates the project and evaluates potential
alternatives. A client organization may start by identifying a
need or a
deficiency in existing operations and issuing a request for
proposal
(RFP).
The selection of projects at the conceptual design phase is a
strategic
decision based on the established goals of the organization,
needs,
ongoing projects, and long-term commitments and objectives. In
this
phase, expected benefits from alternative projects, assessment
of cost
and risks, and estimates of required resources are some of the
factors
weighed. Important action items include the initial “go/no go”
decision
for the entire project and “make or buy” decisions for
components and
equipment, development of contingency plans for high-risk
areas, and
the preliminary selection of subcontractors and other team
members who
103. will participate in the project.
In addition, upper management must consider the technological
aspects,
such as availability and maturity of the required technology, its
performance, and expected usage in subsequent projects.
Environmental
factors related to government regulations, potential markets,
and
competition also must be analyzed.
The selection of projects is based on a variety of goals and
performance
measures, including expected cost, profitability, risk, and
potential for
follow-on assignments. Once a project is selected and its
conceptual
design is approved, work begins on the second phase where
many of the
details are ironed out.
2. Advanced development phase. In this phase, the
organizational structure
of the project is formed by weighing the tactical advantages and
disadvantages of each possible arrangement mentioned in
Section 1.3.4.
Once a decision is made, lines of communication and
procedures for
work authorization and performance reporting are established.
This
leads to the framework in which the project is executed.
3. Detailed design phase. This is the phase in a project’s life
104. cycle in which
comprehensive plans are prepared. These plans consist of:
Product and process design
Final performance requirements
Detailed breakdown of the work structure
Scheduling information
Blueprints for cost and resource management
Detailed contingency plans for high-risk activities
Budgets
Expected cash flows
In addition—and most importantly—procedures and tools for
executing,
controlling, and correcting the project are developed. When this
phase is
completed, implementation can begin since the various plans
should
cover all aspects of the project in sufficient detail to support
work
authorization and execution.
The success of a project is highly correlated with the quality
and the
depth of the plans prepared during this phase. A detailed design
review
of each plan and each aspect of the project is, therefore,
conducted
before approval. A sensitivity analysis of environmental factors