This document is a directive from the director of a Montana government department sent to members of that department. It addresses violations of the state's travel policy, providing examples of employees choosing more expensive flight and transportation options and receiving reimbursements improperly. The director describes these as "serious breaches of public ethics" and hopes to avoid addressing this issue again in the future.

1. This directive was sent to
the members of a Montana
government department.
The questions below ask you
to think about the process of
writing persuasive directives (as
discussed on p. 320).
1. How would you describe
the tone used by the writer?
Provide an example to sup-
port your claim.
2. The writer presents
examples of what he calls
violations of the state travel
policy. Do these examples
provide solid evidence that
violations of the policy have
in fact occurred?
3. How e!ectively has the
writer encouraged his sta!
to abide by the travel policy?
How might he improve the
persuasiveness of the
directive?
Writing a Persuasive Directive
To: Members, Budget Allocation O!ce
From: Harold J. Je"erson, Director

2. Subject: Travel Policy
Date: January 23, 2016
It has come to my attention that certain members of this o!ce
are not
abiding by the travel policies approved by the state. Let me o"er
a few
examples.
The Montana Revised Code includes this statement in its
introduction:
Persons who travel on State business are encouraged to incur
the
lowest practical and reasonable expense while still traveling in
an
e!cient and timely manner. Those traveling on State business
are
expected to avoid impropriety, or the appearance of
impropriety,
in any travel expense. They must conduct State business with
integrity, in compliance with applicable laws, and in a manner
that
excludes consideration of personal advantage.
Yet I have learned from o!cial sources that on four occasions in
the last
#scal year, employees of this o!ce have acted in $agrant
violation of
this policy. Two occasions involved choosing a $ight that left
at a more
convenient time in the morning but that cost almost $160 more.
One
involved selecting a cab, rather than a shuttle bus, for a trip
from the
airport to downtown (a $24 di"erence), and one involved using

3. room
service when the motel has a café (a $14 di"erence).
Another provision of the travel policy that has been violated on
more than
one occasion is the following:
Travel expenses are not paid in advance except for airfare
charged
to the State air travel card, for online (Internet) air or train
ticket
purchases, and for conference registrations.
Two employees have on more than three occasions each
received
reimbursements for air and/or train reservations made using
their
personal credit cards. As you know, using personal credit cards
leaves the
State without o!cial documentation of the expense and gives the
traveler
bonus miles and/or cash back that properly belongs to the State.
These are just two of the kinds of irregularities that have been
brought
to my attention. I do not need to tell you that these violations
constitute
serious breaches of public ethics. If they recur, they will be
dealt with
harshly. I sincerely hope that I do not have to address this issue
again.
D O C U M E N T A N A LYS I S AC T I V I T Y
322
WRITING INFORMATIONAL REPORTS 12

4. 12_MAR_03364_ch12_318_339.indd 322 9/30/15 11:22 AM
Recreation & Wellness Project: Part 1
2
Recreation & Wellness Project
Project 1: The three new activities include;
i. High-Level and Low-level Design. Breaking the system into
two viewpoints is part of this effort. The foremost entity, often
known as a high-level design, which depicts the system's
primary components. The second step is to break down high-
level design into micro workflows, also called low-level design.
ii. Interface design. This activity entails creating the project's
user interface. It will determine which information will be
shared from the end user as well as how it will be
communicated.
iii. Installation of software and hardware. After the system has
been setup, software and hardware must be installed in order for
it to function effectively.
Project 2: The 9 milestones proposed include:
i. Complete requirements. This milestone ensures that the
planned recreation project's needs have tested solutions for each
one. The project's needs will be frozen after the established
requirements have been signed off by top level management. It
will need a project manager as well as an analyst to complete it.
Whenever requirements are finished yet change often, there will

5. still be a lot of modification, resulting in a waste of resources
and cash. Even the deadline might be overlooked. It takes 1 to
1.5 weeks to complete.
ii. Complete user interface design. This phase represents the
completion of the user interface design, and how the interface
will seem to the user. It can only be accomplished once high-
level management has approved the design interface. To do this,
the project requires analysts and programmers, which includes
two programmers, Dylan and me. There cannot be any more
GUI creation if indeed the user interface is not finished. It will
result in missed deadlines. It will take 1 to 1.5 weeks to
complete.
iii. Complete the design. This milestone is in charge of defining
the low-level and high-level design. It is a critical task since
coding cannot take place till it is completed. It will be
accomplished after the user interface is completed. Dylan and I
are the two analysts working on the project. This will take 3 to
4 weeks to complete.
iv. Develop the graphical user interface. The sign-offs
and development of GUI are depicted in this milestone. It is a
key stage because the project will not be able to move on with
the initial phase without it. After the design has been decided,
GUI development may begin. Dylan and I are the two
programmers who will complete this project. It will take about 4
to 5 weeks to complete.
v. Alpha version release. This milestone denotes the completion
of the project's alpha phase, without which the beta version
cannot be completed. Dylan and I are accessible as required
resources. It will take 3 to 4 weeks to complete.
vi. Beta version release - This milestone denotes the start of the
project's beta phase, which is required for quality testing. The
necessary resources, such as myself, are accessible. This will
require approximately one week.
vii. Q/An acceptance. This milestone shows that the project was
completed according to the project management quality
requirements. Dylan and I are accessible as required resources.

6. This will take approximately one to one and a half weeks.
viii. Go-Live - The delivery of the project to the client is shown
by this milestone. Peter, Dylan, and all the other resources Sue
and I are both available. It will require approximately 17 days
to complete.
Project 3: Gantt chart
Project 4: The most critical component in resource allocation is
to keep the resources level. There must be no overabundance of
work on any one resource. For this case, we have two
programmers/analysts conducting the majority of the project's
technical work in the provided situation. It is possible that they
will be overburdened as a result. However, we have distributed
resources in a different way such that they stay balanced.
Task Name
Resource Name
Days
Hours per Day
Total Hours
Cost Per Task ($)
Requirement Analysis
Nancy
4
9
36
1500
Sign offs
Peter
3
9

7. 27
2300
Design Interface
Dylan
5
9
45
3000
Sign offs
Peter
3
9
27
2500
High level design
Dylan
5
9
45
3000
Low level design
Me
14
9
126
12000
Sign offs
Peter
3
9
27
2500
Develop GUI
Dylan
21
9

8. 169
15000
Evaluate user interface
Me
7
9
63
4500
Unit Testing
Dylan
7
9
63
4000
System Testing
Me
7
9
63
5000
Application Testing
Dylan
7
9
63
4500
Fix bugs of alpha phase
Me
5
9
45
4000
Fix bugs of beta phase
Dylan
5
9

9. 45
3000
Quality checks
Me
5
9
45
3200
Fix quality issues
Dylan
4
9
36
2500
Installation of server and software
Me
17
3
51
3000
Peter
17
2
34
1500
Dylan
17
1
17
2700
Sue

10. 17
2
34
2300
Total
1061
82000
2
Recreation & Wellness Project: Part 2
Recreation & Wellness Project
Project Management
The Recreation and Wellness Intranet project is a type of
project which will give a capability for a firm to operate an
application on their Intranet that will assist employees in
preserving their health. Furthermore, the corporation will
minimize its internal costs.
Requirements Definition
The following are the prerequisites for this project:
i. The system must allow user ideas.
ii. Staff can sign up for training and activities on health-related
topics.
iii. Staff who participate in leisure activities might have their
data tracked by the system.
iv. Staff can use the intranet to register for leisure activities.
v. Staff should be able to participate in recreational activities
provided by the system.

11. Website Design
We will require a website for this project that has the
following specifications:
i. Classes and programs are available for registration. We will
need to create a separate registration form to collect information
from employees who want to participate in the workshops and
programs.
ii. Incentive systems. We have to create an incentive system
that will automatically provide bonuses to staff upon project
completion.
iii. Recreational program registration. We ought to create a
registration form that will allow us to collect information from
staff who are willing to participate in leisure programs.
iv. Systems for tracking (Tracking system). The site should
have a tracking feature so as we can keep track of the staff'
development and engagement.
Website Development
i. Classes and programs registration
ii. Incentive system
iii. Recreational program registration
iv. Tracking system
Testing
All the system components need to be tested thoroughly before
deployment.
Training, Rollout and Support
Staff will be trained on regular basis on how to use the system.
The training is important as it will also make them aware of the
security hence protecting the system. The rollout and support
will also be very key in the last phase of the project. Support
will ensure the system is well maintained
Tasks
Cost Model
WBS Items
1
2
3

12. 4
5
6
Total
1. Project Management
1.1 Project manager
$18,000
$18,000
$18,000
$18,000
$18,000
$18,000
$108,000
1.2 Project team members
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$120,000
2. Website Design

13. 2.1 Registration for recreational programs
$2,000
$2,000
$2,000
$2,000
$2,000
$10,000
2.2Registration for classes and programs
$55,000
$55,000
2.3Tracking system & Incentive System
$8,000
$8,000
$8,000
$8,000
$8,000
$8,000
$48,000
3. Web site development
3.1 Registration for recreational programs

14. $14,000
$14,000
3.2 Registration for classes and programs
$20,000
$20,000
$20,000
$60,000
3.3 Tracking system & Incentive System
$9,000
$9,000
$9,000
$27,000
4. Testing
4.1 New network installation
$7,200
$7,200

15. 4.2 Units testing
$3,600
$3,600
5. Training, Rollout and Support

16. 5.1 Network Operating
$9,000
$9,000
5.2 Network management
$18,000
$18,000
5.3 Network maintains and support
$9,000
$9,000
5.4 Internet
$10,000
$10,000

17. 5.5 Training
19000
$19,000
Totals
$103,000
$77,000
$77,000
$77,000
$69,200
$114,600
$517,800
Task 2
# Units/Hrs.
Cost/Unit/Hr.
Subtotals
WBS Level 1 Totals
% of Total
WBS Items
1. Project Management
$211,300
41%

18. 1.1 Project manager
960
$100
$96,000
1.2 Project team members
1920
$60
$115,200
2. Website Design
$108,500
22%
2.1 Registration for recreational programs
2500
$5
$12,500
2.2Registration for classes and programs
1
$60,000
$60,000
2.3Tracking system & Incentive System
12
$3,000
$36,000

19. 3. Web site development
$103,000
21%
3.1 Registration for recreational programs
1
$18,000
$18,000
3.2 Registration for classes and programs
300
$200
$60,000
3.3 Tracking system & Incentive System
300
$90
$27,000
4. Testing
180
$120
$15,000
$15,000
3%

20. 5. Training, Rollout and Support
1,05,200
13%
5.1 Network Operating
100
60
6000
5.2 Network management
160
$60
$9,600

21. 5.3 Network maintains and support
160
$100
$16,000
5.4 Internet
160
$60
$9,600
5.5 Training
640
$60
$64,000
Total project cost estimate
$517,800
100%
Task 3
Assumptions given
BAC
$200,000
Time
6 months
PV
$120,000
EV
$100,000
AC

22. $90,000
a. What is the CV, SV, CPI, and SPI?
CV
$10,000
SV
-$20,000
CPI
111.11%
SPI
83.33%
b. How is the project doing? Is it ahead of schedule or behind
schedule? Is it under budget or over budget?
The SPI number is just 83.33 percent, indicating that the project
is behind schedule. The CPI Value is more than 100 percent,
indicating that the project is within budget.
c. Use the CPI to calculate the estimate at completion (EAC) for
this project. Is the project performing better or worse than
planned?
Estimate on completion can be calculated as,
EAC = BAC / CPI = $180,000
As a result, after six months, the project is working better than
expected.
d. Use the schedule performance index (SPI) to estimate how
long it will take to finish this project.
Estimated time to complete can be calculated as,
Estimated Time to Complete = Original Time Estimate / SPI
= 7.2 months
Hence, it will take 1.2 months more to finish this project.
e. Sketch an earned value chart using the above information.