this is the information for relationshipFinal Table1. Billing.pdf
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this is the information for relationship Final Table: 1. Billing (billing_ID, billing_Date, time_Period) 2. Payment (payment_ID, billing_ID, project_ID, payment_Date, project_Descript, balance, amount) 3. Project (project_ID, project_Total_Cost, date_Installed) 4. Client (client_ID, client_First_Name, client_Last_Name, phone, email, fax) 5. Address (address_ID, address, city, state, zip) 6. Employee (employee_ID, employee_First_Name, employee_Last_Name) 7. EmployeeSpecialty (employee_ID, specialty) example of how class diagram should be Payments and Billing Landscape designers and contractors purchase items for other customers. As a result, Orange Blossom maintains accounts for its major clients. Ultimately, the contractors and designers are responsible for payment, but it takes time to install a project and collect money from the end customers. Orange Blossom allows clients to identify a project when making a payment and tracks their spending for them. Consequently, the accounting manager tracks payments based on projects and be able to send billing notices to the contractors. Additionally, expensive plants, special orders, and large orders require down payments. Some clients make payments over time-particularly as a project progresses. As shown in Figure 2, Orange Blossom sends a monthly billing statement that lists the balance at the start of the period, new purchases, and any payments received. The Balance of the payment is the difference between the project total cost and the amount that has already been paid. Finally, the employees at Orange Blossom have multiple specialties, therefore the company wants to keep track on the database of all specialties each employee has. Furthermore, to save the amount of data stored on the database, Orange Blossom requested that no computed values should be stored. Figure 2: Orange Blossom Billing Form [1:*] 111 Orderltem [1:*] 0.11 Item.
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Final Table:
1. Billing (billing_ID, billing_Date, time_Period)
2. Payment (payment_ID, billing_ID, project_ID, payment_Date, project_Descript, balance,
amount)
3. Project (project_ID, project_Total_Cost, date_Installed)
4. Client (client_ID, client_First_Name, client_Last_Name, phone, email, fax)
5. Address (address_ID, address, city, state, zip)
6. Employee (employee_ID, employee_First_Name, employee_Last_Name)
7. EmployeeSpecialty (employee_ID, specialty)
example of how class diagram should be
Payments and Billing Landscape designers and contractors purchase items for other customers.
As a result, Orange Blossom maintains accounts for its major clients. Ultimately, the contractors
and designers are responsible for payment, but it takes time to install a project and collect money
from the end customers. Orange Blossom allows clients to identify a project when making a
payment and tracks their spending for them. Consequently, the accounting manager tracks
payments based on projects and be able to send billing notices to the contractors. Additionally,
expensive plants, special orders, and large orders require down payments. Some clients make
payments over time-particularly as a project progresses. As shown in Figure 2, Orange Blossom
sends a monthly billing statement that lists the balance at the start of the period, new purchases,
and any payments received. The Balance of the payment is the difference between the project
total cost and the amount that has already been paid. Finally, the employees at Orange Blossom
have multiple specialties, therefore the company wants to keep track on the database of all
specialties each employee has. Furthermore, to save the amount of data stored on the database,
Orange Blossom requested that no computed values should be stored. Figure 2: Orange Blossom
Billing Form
[1:*] 111 Orderltem [1:*] 0.11 Item](https://image.slidesharecdn.com/thisistheinformationforrelationshipfinaltable1-230401013358-e13e9e1a/85/this-is-the-information-for-relationshipFinal-Table1-Billing-pdf-1-320.jpg)
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Please help make class diagram. below is final tableFinal Table.pdf
Please help make class diagram. below is final table
Final Table:
1. Billing (billing_ID, billing_Date, time_Period)
2. Payment (payment_ID, billing_ID, project_ID, payment_Date, project_Descript, balance,
amount)
3. Project (project_ID, project_Total_Cost, date_Installed)
4. Client (client_ID, client_First_Name, client_Last_Name, phone, email, fax)
5. Address (address_ID, address, city, state, zip)
6. Employee (employee_ID, employee_First_Name, employee_Last_Name)
7. EmployeeSpecialty (employee_ID, specialty) Payments and Billing Landscape designers and
contractors purchase items for other customers. As a result, Orange Blossom maintains accounts
for its major clients. Ultimately, the contractors and designers are responsible for payment, but it
takes time to install a project and collect money from the end customers. Orange Blossom allows
clients to identify a project when making a payment and tracks their spending for them.
Consequently, the accounting manager tracks payments based on projects and be able to send
billing notices to the contractors. Additionally, expensive plants, special orders, and large orders
require down payments. Some clients make payments over time-particularly as a project
progresses. As shown in Figure 2, Orange Blossom sends a monthly billing statement that lists
the balance at the start of the period, new purchases, and any payments received. The Balance of
the payment is the difference between the project total cost and the amount that has already been
paid. Finally, the employees at Orange Blossom have multiple specialties, therefore the company
wants to keep track on the database of all specialties each employee has. Furthermore, to save the
amount of data stored on the database, Orange Blossom requested that no computed values
should be stored. Figure 2: Orange Blossom Billing Form.
DIRECTED READING THREE PERCEPTIONS OF PROJECT COST D.H. Hamburg.docx
DIRECTED READING: THREE PERCEPTIONS OF PROJECT COST*: D.H. Hamburger
Project cost seems to be a relatively simple expression, but “cost” is more than a four letter word. Different elements of the organization perceive cost differently, as the timing ofprojectcost identification affects their particular organizational function. The project manager charged with on-time, on-cost, on-spec execution of a project views the “on cost” component of his responsibility as a requirement to stay within the allocated budget, while satisfying a given setof specified conditions (scope of work), within a required time frame (schedule). To mostproject managers this simply means a commitment to project funds in 328329accordance with a prescribed plan (time-based budget). Others in the organization are less concerned with the commitment of funds. The accounting department addresses expense recognition related to aproject or an organizational profit and loss statement. The accountant’s ultimate goal is reporting profitability, while positively influencing the firm’s tax liability. The comptroller (finance department) is primarily concerned with the organization’s cash flow. It is that person’s responsibility to provide the funds for paying the bills, and putting the unused or available money to work for the company.
To be an effective project manager, one must understand each cost, and also realize that the timing of cost identification can affect both project and corporate financial performance. Theproject manager must be aware of the different cost perceptions and the manner in which they are reported. With this knowledge, the project manager can control more than theproject’s cost of goods sold (a function often viewed as the project manager’s sole financial responsibility). The project manager can also influence the timing of cost to improve cash flow and the cost of financing the work, in addition to affecting revenue and expense reporting in the P&L statement.
Three Perceptions of Cost
To understand the three perceptionsof cost—commitments, expenses, and cash flow—consider the purchase of a major project component. Assume that a $120,000 compressor with delivery quoted at six months was purchased. Figure 1 depicts the order execution cycle. At time 0 an order is placed. Six months later the vendor makes two shipments, a large box containing the compressor and a small envelope containing an invoice. The received invoice is processed immediately, but payment is usually delayed to comply with corporate payment policy (30, 60, 90, or more days may pass before a check is actually mailed to the vendor). In this example, payment was made 60 days after receipt of the invoice or 8 months after the order for the compressor was given to the vendor.
Figure 1: Three perceptions of project cost.
Commitments—The Project Manager’s Concern
Placement of the purchase order represents a commitment to pay the vendor $120,000 following satisfactory delivery of the compressor..
Priming the cash flow pump
Understanding the details of the cash flow process and proactively managing the process with clients and vendors bodes well for all parties and supports project success.
First Published in Nov 2007 Contract Management magazine of the National Contract Management Association (NCMA)
Statement of work (SOW) for project
A statement of work is a document routinely employed in the field of project management. It is referred to as the narrative description of a project's work requirement. It defines project-specific activities, deliverables and timelines for a vendor providing services to the client.
CSIS 375Final Project InstructionsInstructionsGeneral Backg.docx
CSIS 375
Final Project Instructions
Instructions:
General Background Information:
CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee hours worked, employee benefits, employee payroll, project management, and customer billing. It also uses a file based system to manage its legal documents and other client information.
Management has now decided to implement a company-wide application that will keep track of all of its employee, project, and client information. Employee information will include such items as employee name, address, hire date, and salary. It will also keep track of employee hours spent working on various projects, employee benefits, employee payroll, and produce invoices for clients based on hours worked by employees. Client information will include such items as client name, legal location (i.e., country), billing address, office locations, client contact information , and contracts associated with each client. Project information will also have to be maintained, which will keep track of employee assignments to projects.
Employee Management
CMS currently employs 1,500 individuals (900 in the US and 600 in the UK) who serve as systems analysts, developers, managers, testers, maintenance engineers, accountants, lawyers, sales representatives, and office staff.
The new system will enable the Human Resources department to maintain all employee information such as name, address, hire date, termination date, emergency contact information, marital status, tax withholding information, 401 K participation, insurance participation, other tax-related deductions, and salary/wage rates.
Only members of the Human Resources department will be allowed to edit employee information.
Recording Hours Worked
All CMS employees must keep a record of the time they spend working for each client on a weekly basis. Because employees can work for more than one client and perform different functions for each client, CMS utilizes “project management” to keep track of employee assignments to client contracts. Employees can be assigned to work on more than one project at a given time. In fact, it is not unusual for an employee to spend time on two or more different projects within the same day.
The number of hours worked for each employee on each project must be recorded on a weekly basis. Employees currently log their time using an Excel worksheet. An example of this worksheet is presented below. Notice that the employee’s supervisor is listed on the worksheet. A supervisor is currently required to approve his employees’ timesheets by placing his initials beside his name.
All employees in the company should be allowed to enter information on their timesh.
Invoicing your client with wikiprojects
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Please help make class diagram. below is final tableFinal Table.pdf
Please help make class diagram. below is final table
Final Table:
1. Billing (billing_ID, billing_Date, time_Period)
2. Payment (payment_ID, billing_ID, project_ID, payment_Date, project_Descript, balance,
amount)
3. Project (project_ID, project_Total_Cost, date_Installed)
4. Client (client_ID, client_First_Name, client_Last_Name, phone, email, fax)
5. Address (address_ID, address, city, state, zip)
6. Employee (employee_ID, employee_First_Name, employee_Last_Name)
7. EmployeeSpecialty (employee_ID, specialty) Payments and Billing Landscape designers and
contractors purchase items for other customers. As a result, Orange Blossom maintains accounts
for its major clients. Ultimately, the contractors and designers are responsible for payment, but it
takes time to install a project and collect money from the end customers. Orange Blossom allows
clients to identify a project when making a payment and tracks their spending for them.
Consequently, the accounting manager tracks payments based on projects and be able to send
billing notices to the contractors. Additionally, expensive plants, special orders, and large orders
require down payments. Some clients make payments over time-particularly as a project
progresses. As shown in Figure 2, Orange Blossom sends a monthly billing statement that lists
the balance at the start of the period, new purchases, and any payments received. The Balance of
the payment is the difference between the project total cost and the amount that has already been
paid. Finally, the employees at Orange Blossom have multiple specialties, therefore the company
wants to keep track on the database of all specialties each employee has. Furthermore, to save the
amount of data stored on the database, Orange Blossom requested that no computed values
should be stored. Figure 2: Orange Blossom Billing Form.
DIRECTED READING THREE PERCEPTIONS OF PROJECT COST D.H. Hamburg.docx
DIRECTED READING: THREE PERCEPTIONS OF PROJECT COST*: D.H. Hamburger
Project cost seems to be a relatively simple expression, but “cost” is more than a four letter word. Different elements of the organization perceive cost differently, as the timing ofprojectcost identification affects their particular organizational function. The project manager charged with on-time, on-cost, on-spec execution of a project views the “on cost” component of his responsibility as a requirement to stay within the allocated budget, while satisfying a given setof specified conditions (scope of work), within a required time frame (schedule). To mostproject managers this simply means a commitment to project funds in 328329accordance with a prescribed plan (time-based budget). Others in the organization are less concerned with the commitment of funds. The accounting department addresses expense recognition related to aproject or an organizational profit and loss statement. The accountant’s ultimate goal is reporting profitability, while positively influencing the firm’s tax liability. The comptroller (finance department) is primarily concerned with the organization’s cash flow. It is that person’s responsibility to provide the funds for paying the bills, and putting the unused or available money to work for the company.
To be an effective project manager, one must understand each cost, and also realize that the timing of cost identification can affect both project and corporate financial performance. Theproject manager must be aware of the different cost perceptions and the manner in which they are reported. With this knowledge, the project manager can control more than theproject’s cost of goods sold (a function often viewed as the project manager’s sole financial responsibility). The project manager can also influence the timing of cost to improve cash flow and the cost of financing the work, in addition to affecting revenue and expense reporting in the P&L statement.
Three Perceptions of Cost
To understand the three perceptionsof cost—commitments, expenses, and cash flow—consider the purchase of a major project component. Assume that a $120,000 compressor with delivery quoted at six months was purchased. Figure 1 depicts the order execution cycle. At time 0 an order is placed. Six months later the vendor makes two shipments, a large box containing the compressor and a small envelope containing an invoice. The received invoice is processed immediately, but payment is usually delayed to comply with corporate payment policy (30, 60, 90, or more days may pass before a check is actually mailed to the vendor). In this example, payment was made 60 days after receipt of the invoice or 8 months after the order for the compressor was given to the vendor.
Figure 1: Three perceptions of project cost.
Commitments—The Project Manager’s Concern
Placement of the purchase order represents a commitment to pay the vendor $120,000 following satisfactory delivery of the compressor..
Priming the cash flow pump
Understanding the details of the cash flow process and proactively managing the process with clients and vendors bodes well for all parties and supports project success.
First Published in Nov 2007 Contract Management magazine of the National Contract Management Association (NCMA)
Statement of work (SOW) for project
A statement of work is a document routinely employed in the field of project management. It is referred to as the narrative description of a project's work requirement. It defines project-specific activities, deliverables and timelines for a vendor providing services to the client.
CSIS 375Final Project InstructionsInstructionsGeneral Backg.docx
CSIS 375
Final Project Instructions
Instructions:
General Background Information:
CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee hours worked, employee benefits, employee payroll, project management, and customer billing. It also uses a file based system to manage its legal documents and other client information.
Management has now decided to implement a company-wide application that will keep track of all of its employee, project, and client information. Employee information will include such items as employee name, address, hire date, and salary. It will also keep track of employee hours spent working on various projects, employee benefits, employee payroll, and produce invoices for clients based on hours worked by employees. Client information will include such items as client name, legal location (i.e., country), billing address, office locations, client contact information , and contracts associated with each client. Project information will also have to be maintained, which will keep track of employee assignments to projects.
Employee Management
CMS currently employs 1,500 individuals (900 in the US and 600 in the UK) who serve as systems analysts, developers, managers, testers, maintenance engineers, accountants, lawyers, sales representatives, and office staff.
The new system will enable the Human Resources department to maintain all employee information such as name, address, hire date, termination date, emergency contact information, marital status, tax withholding information, 401 K participation, insurance participation, other tax-related deductions, and salary/wage rates.
Only members of the Human Resources department will be allowed to edit employee information.
Recording Hours Worked
All CMS employees must keep a record of the time they spend working for each client on a weekly basis. Because employees can work for more than one client and perform different functions for each client, CMS utilizes “project management” to keep track of employee assignments to client contracts. Employees can be assigned to work on more than one project at a given time. In fact, it is not unusual for an employee to spend time on two or more different projects within the same day.
The number of hours worked for each employee on each project must be recorded on a weekly basis. Employees currently log their time using an Excel worksheet. An example of this worksheet is presented below. Notice that the employee’s supervisor is listed on the worksheet. A supervisor is currently required to approve his employees’ timesheets by placing his initials beside his name.
All employees in the company should be allowed to enter information on their timesh.
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BMIS 325CMS Project Phase I InstructionsPart ABackground I.docx
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Part A:
Background Information:
CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee and client data. Management has now decided to implement a company-wide database that will serve all of its operations.
CMS currently employs 1,500 individuals (900 in the US and 600 in the UK) who serve as systems analysts, developers, managers, testers, maintenance engineers, accountants, lawyers, and sales representatives. Each employee has a first name, last name, unique CMS ID, office location, email address, salary, title, level, and supervisor.
CMS has more than 200 clients in the US and UK. Clients are identified by various names by CMS associates. As such, they represent a source of confusion for the company. The legal department refers to clients by their legal names, while the sales and consulting departments refer to them by a more common name. One example is British Telecom. CMS’s legal team uses its full legal name “British Telecom, Ltd.,” while the sales force and consultants refer to it as “BT.” The accounting department uses a mixture of legal and common names to identify clients. Thus, to avoid confusion, both legal and common names must be available to all users. Data that must be kept about clients include client names, an address (city, state, zip, country), and contact information (discussed below).
Clients have contacts within their companies that CMS employees must utilize. For example, the accounting department must know a client’s billing contact in order to know where to send the bill. Maintenance engineers must know a client’s systems engineering contact to know with whom to speak when a problem arises. CMS’s sales representatives must know a client’s sales contact to determine who is responsible for the buying decisions at a client site. Although only these three contact “types” are currently used by CMS, it is foreseeable that additional contact types might be useful as the company expands into other parts of the world. Currently, a client has only one billing contact, one systems engineering contact, and one sales contact at any given time. This structure is not expected to change (that is, more than one billing contact per client as of a particular point in time is not anticipated); however, it is important to retain all contact information over time. That is, when one contact is replaced by another contact, it is essential to retain information about the original contact. For example, assume an invoice is sent to Contact A, who is later replaced by Contact B. If the invoice is lost, CMS must have an audit trail to show that it was sent to Contact A (who was the known contact for the cli ...
BMIS 325CMS Project – Phase I Grading RubricNote Screenshots .docx
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CMS Project – Phase I Grading Rubric
Note: Screenshots are required for each SQL, DML, and DCL statement for a grade to be given. One screenshot is not the idea; however, multiple screenshots along the way is the goal.
Criteria
Points Possible
Points
Earned
Part A – ER Diagram
0 to 50 points
· Includes correct entities
· Includes correct relationships
· Accompanying notes
· Design needs 3NF
Part B – ER Diagram
0 to 50 points
· Includes correct entities
· Includes correct relationships
SQL CREATE TABLE statements
0 to 50 points
· Statement created for each entity in ERD
· Primary keys defined
· Foreign keys defined
· Referential integrity enforced
· Table definitions with “sp_help”
Total
Instructor’s Comments:
BMIS 325
CMS Project – Phase I Instructions
Part A:
Background Information:
CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee and client data. Management has now decided to implement a company-wide database that will serve all of its operations.
CMS currently employs 1,500 individuals (900 in the US and 600 in the UK) who serve as systems analysts, developers, managers, testers, maintenance engineers, accountants, lawyers, and sales representatives. Each employee has a first name, last name, unique CMS ID, office location, email address, salary, title, level, and supervisor.
CMS has more than 200 clients in the US and UK. Clients are identified by various names by CMS associates. As such, they represent a source of confusion for the company. The legal department refers to clients by their legal names, while the sales and consulting departments refer to them by a more common name. One example is British Telecom. CMS’s legal team uses its full legal name “British Telecom, Ltd.,” while the sales force and consultants refer to it as “BT.” The accounting department uses a mixture of legal and common names to identify clients. Thus, to avoid confusion, both legal and common names must be available to all users. Data that must be kept about clients include client names, an address (city, state, zip, country), and contact information (discussed below).
Clients have contacts within their companies that CMS employees must utilize. For example, the accounting department must know a client’s billing contact in order to know where to send the bill. Maintenance engineers must know a client’s systems engineering contact to know with whom to speak when a problem arises. CMS’s sales representatives must know a client’s sales contact to determine who is responsible for the buying decisions at a client site. Although only these three contact “types” are currently used by CMS, it is foreseeable that additional contact types might be useful as ...
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IT-625 The Charter should be based on the attached document. The .docx
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: The Charter should be based on the attached document. The Project Charter is the documented output of the project initiation phases of project management. As such, it is the foundation scoping document describing the reasons for doing the project, the work to be done, who is involved, what costs will be incurred, when it should complete, and how issues will be addressed along the way. The student will follow this rubric in completing the Project Charter. The more thought given to the critical elements of the Project Charter the more prepared the student will be in completing Milestone Three and the Final Project. Create a document that describes the objectives and purpose of the selected project for the organization. Identify benefits to be achieved that will define project success and how they will be measured. Identify what�s in scope and out of scope for the project or the current phase of the project. Identify the job function/title of project stakeholders, specifically the sponsor executive, the project team doing the work, and the users of the delivered technology solution. Describe the project governance and communications plan among the stakeholders. Define completion criteria, key deliverable milestones, and high-level time line targets. Identify budgetary items in terms of things and services to acquire and existing staff effort. Identify project risks in terms of likelihood, impact, and means for mitigation. Describe constraints in terms of impact to quality, time, and cost. Determine if this project has any interdependencies with other projects. Specifically the following critical elements must be addressed: � Project Initiation Control Information: including project name, approval date, project sponsor, project manager, primary customers/partners and project core team (by function) � Business Need: including a brief overview and background information about the project, and a high-level explanation of what the project is to accomplish � Objectives: including main objectives, benefits, and justifications for completing the project � Scope: including an itemized description of the work of the project, and what is �in scope� and �out of scope� � Stakeholders: including a list of stakeholders and summaries of stakeholder expectations � Project Completion Criteria � Budgetary Elements: including cost elements, skills required, estimated dollar value, and person hours with hourly rates � Target Completion Timeline: including high-level milestones and an estimated target date for completion � Risks � Constraints � Interfaces
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Attached are the files requested. Please use the project selection document as the basis for the milestone two essay.
due in 15 hours from now
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1. What percentage of pyramidal tract fibers decussate to form the lateral corticospinal tract? a.
10% b. 25% c. 50% d. 90% e. 100% 2. The upper motor neuron cell bodies of the Tectospinal
tract are located where? a. Pontine reticular nuclei b. vestibular nuclei c. primary motor cortex d.
supplemental and premotor areas e. superior colliculus
3. An individual is having difficulties buttoning his shirt. This is may be do to damage of what
upper motor neurons? a. Vestibulospinal tract b. Tectospinal tract c. Corticospinal tract d.
Pontine reticulospinal tract e. Ventral corticospinal tract 4. The corticobulbar tracts are upper
motor neurons that synapse, bilaterally, onto lower motor neurons of selected cranial nerves
located in the brainstem. Which cranial nerve receive unilateral innervation? a. V, Trigimenial b.
VII, Facial c. IX, Glossopharyngeal d. XII, Vagus e. XII, Spinal Accessory
5. The Pyramid's of the medulla contain what fibers? a. corticospinal tract b. rubrospinal tract c.
corticobulbar tract d. ventral corticospinal tract e. all of the above 1. Efferent neurons from the
globus pallidus that influence the activity of the motor areas of the cortex arise from the segment
and relay in the before reaching the cortex. a. internal; VA/VL thalamic nuclei b. external;
VA/VL thalamic nuclei c. internal; substantia nigra pars compacta d. external; substantia nigra
pars compacta e. internal; substantia nigra pars
2. People suffering from Parkinson's disease have increased of the VA/VL complex of the
thalamus, leading to decreased excitation of the a. inhibition; frontal cortex b. inhibition;
subthalamic nucleus c. inhibition; internal globus pallidus d. excitation; frontal cortex e.
excitation; subthalamic nucleus 3. What structure is not part of the Basal Ganglia? a. Putamen b.
Caudate c. Substantia nigra pars compacta d. Globus Pallidus internal segment e. Globus Pallidus
external segment
4. The substantia nigra pars compacta modulates what pathways and how? a. the indirect and
direct; excitatory and inhibitory respectively b. the indirect and direct; excitatory and excitatory
respectively c. the indirect and direct; inhibitory and excitatory respectively d. the indirect and
direct; inhibitory and inhibitory respectively e. the direct only; excitatory 5. In Huntington's
disease what structure is affected and what pathway is impacted by this? a. the Striatum; the
direct pathway b. the Striatum; the indirect pathway c. the Substantia nigra pars compacta; the
direct and indirect pathways d. the Substantia nigra pars compacta; the direct pathway e. the
Substantia nigra pars compacta; the indirect pathway.
this is my project charter..i want to prepare WBS level upto 4 lev.pdf
this is my project charter..i want to prepare WBS level upto 4 level and want to create WBS
dictionary for 1 work package.
this is my project charter..i want to prepare WBS level upto 4 level and want to create WBS
dictionary for 1 work package. Project Description Educational Toys Made from Recycled
Materials in Toronto The "Educational Toys Made from Recyeled Materials in Toronto" project
focuses on designing, producing, and distributing high-quality educational toys crafted from
recycled materials. The project aims to engage children through play while fostering
environmental consciousness and promoting sustainable practices among consumers. By
collaborating with local schools and environmental organizations, this initiative seeks to create a
network of suppliers and distributors within Toronto and the surrounding areas. The project
consists of several stages, including research and development, material collection and
processing, production, and marketing and distribution. The goal is to create a range of eco-
friendly educational toys that not only appeal to children but also serve as an educational tool for
parents and educators to teach children about sustainability and recyeling. The project
stakeholders include the project sponsor, project manager, design and production team,
marketing and distribution team, local schools, environmental organizations, suppliers,
distributors, and end consumers. The project's success will be measured by the development and
production of at least five distinct educational toys, positive reception from end consumers and
educational institutions, increased community awareness of environmental issues, and achieving
a significant market share within the first year of sales. Project Charter Project Title: Educational
Toys Made from Recyeled Materials in Toronto Project Manager: Devika Rajan Nair Project
Objective: We aim to create and deliver top-notch educational toys crafted from repurposed
materials in Toronto. Our goal is to encourage eco-awareness and support sustainable habits
among our customers. We wish to create and produce environmentally friendly learning toys for
kids in Toronto while also raising awareness about conserving the environment and encouraging
eco-friendly habits. Project Scope: The scope of this project encompasses the following key
elements: 1. Design and development of an eco-friendly educational toy product line using
recycled materials, ensuring high-quality and safe products for children. 2. Creation of engaging
and informative educational and promotional materials that highlight the significance of
sustainability, recycling, and environmentally responsible practices. 3. Building and maintaining
strategic partnerships with local schools and environmental organizations to support the project's
objectives and expand its reach in the community.
4. Establishing a robust network of reliable suppliers and distributors within Toronto and
surrounding areas to facilitate seamless distri.
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Part A:
Background Information:
CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee and client data. Management has now decided to implement a company-wide database that will serve all of its operations.
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Criteria
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Points
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Part A – ER Diagram
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Part B – ER Diagram
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· Foreign keys defined
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Total
Instructor’s Comments:
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CMS Systems, Inc. is a company that provides information systems consulting services to companies in the telecom industry in the United States and the United Kingdom. Due to its success, CMS is hoping to expand its operations into other parts of Europe. Despite its large size, CMS currently uses a manual/spreadsheet-based process for maintaining employee and client data. Management has now decided to implement a company-wide database that will serve all of its operations.
CMS currently employs 1,500 individuals (900 in the US and 600 in the UK) who serve as systems analysts, developers, managers, testers, maintenance engineers, accountants, lawyers, and sales representatives. Each employee has a first name, last name, unique CMS ID, office location, email address, salary, title, level, and supervisor.
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tract are located where? a. Pontine reticular nuclei b. vestibular nuclei c. primary motor cortex d.
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Materials in Toronto The "Educational Toys Made from Recyeled Materials in Toronto" project
focuses on designing, producing, and distributing high-quality educational toys crafted from
recycled materials. The project aims to engage children through play while fostering
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collaborating with local schools and environmental organizations, this initiative seeks to create a
network of suppliers and distributors within Toronto and the surrounding areas. The project
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processing, production, and marketing and distribution. The goal is to create a range of eco-
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parents and educators to teach children about sustainability and recyeling. The project
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distributors, and end consumers. The project's success will be measured by the development and
production of at least five distinct educational toys, positive reception from end consumers and
educational institutions, increased community awareness of environmental issues, and achieving
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elements: 1. Design and development of an eco-friendly educational toy product line using
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phenotypes two genes. of your parental mutant female. Depending on
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During the conversation, Ratan understood that Jancy is highly stubborn in leaving the job. So he
convinced her to do work from home and advised her to limit her responsibilities as she will not
come in any direct contact with the employees. Jancy happily accepted the option and she felt
relaxed.
At the same time, Mr. Ratan was reporting to CEO Mr. Vedant Sir, I didnt accept the resignation.
I have given Jancy the option of work from home and she accepted to continue the job. Mr.
Vedant asked but Ratan how did you made her accept this offer. And why you have given this
option. As per her colleagues, her nature of doing the job is a key component.
Mr. Ratan with a smile replied. Sir I advised her to limit her responsibilities to her profile by
opting for work from home. She accepted the offer. And I am very sure that her very nature of
involvement will not allow her to restrict her responsibility even after opting for work from
home. So I am not going to lose the benefit of her involvement.
Mr. Vedant was worried by the last words of Ratan, he thought.How I am going to execute my
plan of replacing.
This assignment is using Logism to create circuits. I have been tryi.pdf
This assignment is using Logism to create circuits. I have been trying to get this assignment done
for a while for I am behind because of other coursework. If you answer the question, please
make sure to read all the small details very clearly, as one small error will cause the assignment
to be incorrect. I will have my own solution to the problem and will check with yours! Thank
you for your help in advance.
Description - This assignment aims at becoming familiar with Logisim and how to use basic
circuit schematic elements. The goal of this assignment is to create a small and simple circuit
that will convert three 4-bit binary numbers to a hexadecimal value each.
Tasks - This assignment will have two circuits: A main circuit that will include 3 hex digit
displays and inputs that allow the user to input a total of 12 bits. The second circuit is a so called
subcircuit, which will be used in the main circuit and will connect the inputs to the hex displays.
This subcircuit will route each bit from the inputs to the correct hex display using splitters.
In Logisim, create a new file, add a subcircuit called "Converter", open it and do the following:
To control the first hex digit display:
Add 4 inputs with a bit width of 1
Add 1 output with a bit width of 4
Add a splitter with 4 fan outs and a bit width of 4
Connect the four 1-bit circuit inputs to the splitter fan out
For each of the four inputs: Set the "Label" property to the letter "i" and append the number of
the splitter fan out it is connected to (should be a number between 0 and 3).
Connect the splitter output to the 4-bit output of the circuit
Add the label "hex 1" to the output
To control the second hex digit display:
Add 2 inputs one with a bit width of 1 and the other with a bit width of 3
Add 1 output with a bit width of 4
Add a splitter with 2 fan outs and a bit width of 4
In order to make the splitter take in a group of 3 bits on one fan out and 1 bit on the second, we
need to change the properties: Make sure the splitter has one fan out for bits 0, 1 and 2 (3-bit
bus) and bit 3 on a separate fan out (1-bit wire).
Connect the two inputs (1 bit input and 3 bit input) to the splitter fan out
Connect the splitter output to the second 4-bit output of the circuit
For each of the two inputs: Set the "Label" property to the letter "j" and append the number of
the splitter fan out it is connected to (should be the two numbers 3 and 2,1,0, make sure the label
reflects the bit position correctly)
Add the label "hex 2" to the output
To control the third hex digit display:
Add 2 inputs with a bit width of 2
Add 1 output with a bit width of 4
Add a splitter with 2 fan outs and a bit width of 4
Connect the two 2-bit circuit inputs to the splitter fan out
Connect the splitter output to the third 4-bit output of the circuit
For each of the two inputs: Set the "Label" property to the letter "k" and append the bit numbers
of the splitter fan out it is connected to (should be the two numbers 3,2 and 1.
Tide is conducting market research to assess a new detergent theyre.pdf
Tide is conducting market research to assess a new detergent they're considering. As part of their
research, Tide assembled focus groups and conducted personal interviews to collect data. Based
on feedback and analysis from the focus groups and interviews, Tide brought the new detergent
to market. Unfortunately, the new detergent was a failure and had to be pulled from shelves
because it didn't generate enough sales. What are some issues in the data collection process the
could've led to the product's failure?.
Throughout the course project, your persona is that of a data analys.pdf
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Part 1, your task is to read the paper Building the Supply Chain for COVID-19 Vaccines and put
together an executive summary and PowerPoint presentation for your CEO. Requirements Write
an executive summary (3 pages, single-spaced). Create a PowerPoint Presentation summarizing
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Fisher, M., Kharenko, K.,.
Three students, Habib, Vikki and Claire, in Bio 200 ran their sample.pdf
Three students, Habib, Vikki and Claire, in Bio 200 ran their samples of HindIII cut plasmid
DNA side by side on the same gel and got the results shown below. Habibs bands are not as
bright as Claires and Vikki has no DNA. Their lab instructor has asked them to consider where
in the mini-prep procedure Habib and Vikki may have gone wrong. From the list of mistakes
below, choose one mistake that could account for Habibs results and one mistake that could
account for Vikkis results. Explain why they would lead to less bright bands for Habib and no
DNA for Vikki.
Using 1.5 ml of E.coli instead of 3 ml
Not adding lysis buffer
Washing with PE first and then PB
Not adding enough HIndIII
Not adding enough SyberSafe
Vortexing their tubes when they werent supposed to
Transferring the white pellet to the filter cartridge Habib Carly Vikki.
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