This document provides instructions for completing a literature review assignment. It outlines the requirements for the assignment, including writing an introduction that defines the objective and research question, organizing the review by themes/concepts rather than individual articles, discussing findings and implications, and drawing conclusions. The literature review must be 5-6 pages long and follow APA style guidelines. Grading criteria are provided that assess the clarity of the research question, analysis of themes, quality and evaluation of sources, conclusions, and writing mechanics.

1. LASA 1: Literature Review Paper1
LASA 1: Literature Review Paper2
Literature Review Paper
Name
University
PSY492-A02 Advanced General Psychology
Professor
May 28, 2016
Assignment 2: LASA # 1: Literature Review Paper
The purpose of this assignment is to provide you with the
opportunity to select a topic in the particular area in which you
have an occupational or research interest, and to complete a
literature review of the topic, using a minimum of ten scholarly
references. This will allow you to demonstrate mastery of the

2. program outcomes for the B.A. psychology program at Argosy
University. A helpful Web site for organizing and writing a
literature review is
www.wisc.edu/writing/Handbook/ReviewofLiterature.html.
You may also want to review the following documents that are
available in the Doc Sharing area of the course:
· A sample literature review,
· a PowerPoint document illustrating how to set up your word
processor for APA style
· a “Guide for Writing a Literature Review”
Based on your review of the most recent, relevant research
findings on your chosen topic, submit a final version of your
literature review paper, integrating feedback received from your
instructor. Be sure to include a research/focal question,
synthesis of the literature you reviewed, well-established
conclusions, and points of discussion and/or future research.
· Begin the review by defining the objective of the paper.
Introduce the reader to your focal question. What is this
question intended to address? You may state your “question” in
the form of a problem if you like. Describe the topic for your
literature review and why you chose this topic. Explain why you
think it is important. It is also useful to tell the reader how the
review is organized in your introduction section, before you the
transition into the body of the review.
· Organize your literature review paper by
themes/theories/concepts, rather than article by article. If there
is one major theme you want to highlight, state the theme. If
there are three major themes or streams of thought on the topic,
briefly name them—and then organize the balance of your
literature review around those three streams. Think of themes,
theories, concepts, lines of thought, and ideas as organizing
strategies for your literature review. Your creativity in this
assignment is not the content or findings but the clarity with
which you organize the review and create a context for
understanding the focal question.
· When you are done introducing the first line of thought, create

3. a new paragraph to discuss studies which present another line of
thought or opposing view.
· Your literature review should hit the high points of each
article. You should not discuss a single article, one by one, like
a grocery list. Zero in on the main theme or finding and then
move on to the next theme. Remember, this is a synthesis, an
integration of all the things you have learned. You are creating
a discussion on paper, which in turn gives the reader a context
for understanding where the scholarship has been, where it is
currently, and where it likely will be heading next. Provide
enough details to help the reader understand the significance of
the studies you cite without “rebuilding Rome.” Be sure to
evaluate the studies and offer critical comments on any
shortcomings you’ve observed or that have been reported by the
authors.
· Discuss the main findings and their implications. Given the
results of your literature review, what is/are the prevailing
argument(s)? What research question could you ask in order to
further develop this area of study and contribute to the existing
body of knowledge? Complete your review by drawing
conclusions about your body of research and identifying gaps in
the research which still remain to be explored, maybe even by
you! Make an argument as to why your research question is
important and relevant to the current work being done on your
topic.
Requirements
Apply current APA standards for editorial style, expression of
ideas, and formatting of the text, headings, citations, and
references. Remember to use your own words to describe and
evaluate the articles. Avoid quoting the material and also cite
works when you are discussing someone else’s ideas. Your
paper should be double-spaced and in 12 point, Times New
Roman font with normal one-inch margins, written in APA
style, and free of typographical and grammatical errors. It
should include a title page with a running head, an abstract and
a reference page. The body of the paper should be no less than

4. 5–6 pages in length.
Assignment 2 Grading Criteria
Maximum Points
Description of the focal question or problem is clear and
thorough.
Explanation of the relevance of the topic to the field of
psychology is clear.
36
Analysis of themes, theories, or concepts is clear and complete.
Discussion of articles clearly relates to those themes, theories,
or concepts (instead of discussing each article individually).
40
Choice of articles is appropriate, both in quality and quantity:
they directly address the thesis.
Their evaluation is based on their relation to themes, theories,
or concepts.
Evaluation includes discussion of the methodology, and a
discussion of any obvious shortcomings.
40
Provides well-supported conclusions.
Suggestions for future research are appropriate and discuss how
future research will contribute to the field.
40
Introduction has a clear opening, provides background
information, and states the topic.
The paper is organized around an arguable, clearly stated thesis
statement.
Transitions are appropriate and help the flow of ideas.
Conclusion summarizes main argument and has a clear ending.
12
Writing follows conventions of spelling and grammar
throughout. Errors are infrequent and do not interfere with
readability or comprehension.
12
Using APA format, accurately paraphrased, quoted, and cited in

5. many spots throughout when appropriate or called for. Errors
present are somewhat minor.
16
Writing remains in third person throughout writing.
Word choice is accurate, clear and appropriate for the audience.
4
Total:
200
References:
Retrieved from: http://myclassroomonline.com
Gerrig, Richard J., Philip Zimbardo. An Overview of
Psychology: It’s Past & Present, Your Future, 18th Edition.
Pearson Learning
Solution
s, 04/2008. VitalSource Bookshelf Online.

6. W5N1 Overview of Earned Value Management
Oftentimes, project status is presented as follows:
But what does this really show? Can you tell from this diagram
whether the project is on target? How can you tell how much
work has been completed? This diagram only shows that
spending is a little lower than expected. But what if no real
work has been accomplished yet?
Earned value management is an industry standard way to:
· Measure a project's progress
· Forecast its completion date and final cost, and
· Provide schedule and budget variances along the way
Earned value management compares the PLANNED amount of
work with what has actually been COMPLETED, to determine if
COST, SCHEDULE, and WORK ACCOMPLISHED are
progressing as planned. Work is earned or credited as it is
completed.
To be successful, earned value management requires:

7. · Proper WBS design
· Baseline budgets
· Baseline schedules
· Work measurement (e.g., work-hours, dollars, units)
· Good project management practices
Without these basics, Earned Value Management can not be
used. The quantification and measuring of work progress on a
project can be difficult and the time required for data
measurement, input and manipulation can be considerable.
Using the Earned Value Management technique requires an
organization with a fairly high degree of project management
process maturity and requires that the organization is willing to
provide project management resources to support the activity.
W5N2 Earned Value Management Terms and Exercise Support
The Planned Value: The planned cost of the total amount of
work scheduled to be performed by the milestone date. Planned
Value is also sometimes called the Budgeted Cost of Work
Scheduled (BCWS). As an the example, the Planned Value for
June in the example below, is $55,000.
Actual Cost : The cost incurred to accomplish the work that has

8. been done to date. Actual Cost is sometimes called Actual Cost
of Work Performed (ACWP). In the example, the planned value
for June 2003 was $49,000 and the Actual Cost is $56,000.
Earned Value (EV): The planned (not actual) cost to complete
the work that has been done. Earned Value is sometimes also
called the Budgeted Cost of Work Performed (BCWP). In the
example, the EV was $49,000 and the BCWS was $55,000.
Put together, the earned value management process provides the
whole story. $55,000 of work was scheduled; $49,000 of work
was planned and the actual cost spent was $56,000.
Variance is calculated as part of earned value:
Schedule Variance (BCWP-BCWS): This provides a
comparison of the amount of work performed during a given
period of time to what was scheduled to be performed. A
negative variance means the project is behind schedule. A
positive variance means the project is ahead of schedule. In the
example, there was a negative schedule variance (SV=49,000 -

9. 55,000=-6000) so the project is behind schedule. Less work
was accomplished than planned.
Cost Variance (BCWP-ACWP): A comparison of the budgeted
cost of work performed with the actual cost. A negative
variance means the project is over budget; a positive variance
means the project is under budget. In the example, there was a
negative cost variance (CV=49,000-56,000=-7000) so the
project is over budget.
Performance indices are also calculated.
Schedule Performance Index (SPI=BCWP/BCWS). A schedule
performance index of less than 1 means a project is behind
schedule. In the example, the SPI is less than 1
(SPI=49,000/55,000=.89) so the project is behind schedule.
Cost Performance Index (CPI=BCWP/ACWP). A cost
performance index of less than 1 means a project is over budget.
In the example the CPI is less than 1
(CPI=49,000/56,000=.875 ) so the project is over budget.
Cost Schedule Index (CSI=CPI*SPI). The further CSI is from
1.0, the less likely project recovery becomes. In the example,
the CSI=.875/.89=.98
The CPI and SPI are statistically accurate indicators of final

10. cost results. Once a project is 10% complete, the overrun at
completion will not be less than the current overrun. Once a
project is 20% complete, the CPI does not vary from its current
value by more than 10%.
Earned Value management can also be used for forecasting.
Budget at Completion (BAC). The sum of all budgets for the
work to be performed.
Estimate to Complete (ETC) (ETC=BAC - EV)/CPI. The
expected cost needed to complete all of the remaining work.
Estimate at Completion (EAC). The expected total cost when
the defined scope of work is completed based on performance to
date. EAC is calculated by adding the Actual Cost plus the
Estimate to Complete (EAC=AC + ETC).
Variance at Completion (VAC). Forecasts the amount of budget
deficit or surplus at the end of a project. VAC is calculated by
subtracting the EAC from the BAC (VAC=BAC-EAC).

11. The following shows how these calculations can be used to
define detail about the status of your project. Using the
example, the following can be calculated:
Measure
Calculation
Value at this point
Progress/Status
BAC (Budget at Completion)
Approved Budget
105,000
PV (Planned Value)
Approved Budget for time (in example June)
55,000
AC (Actual Cost)
Given

12. 56,000
EV (Earned Value)
Given
49,000
CV (Cost Variance)
EV-AC
-7,000
Over Budget
SV (Schedule Variance)
EV-PV
-6,000
Behind Schedule
CPI (Cost Performance Index)
EV/AC
0.875
Over Budget
SPI (Schedule Performance Index)
EV/PV
0.890
Behind Schedule
ETC (Estimate to Complete)
(BAC-EV)/CPI
64,000

13. Not enough money in Original Budget
EAC (Estimate at Completion)
AC+ETC
120,000
Will Finish Over Budget
VAC (Variance at Completion)
BAC-EAC
-15,000
Contingency Reserves will need to be used
You can use this type of a chart to submit your weekly exercise
this week.
W5N3 Managing Variances
During project execution, things may not go as planned. This
may be due to things such as changes in scope, changes in
availability of resources, changes in cost of materials, or the
occurrance of unanticipated risks. Such variances affect the
ability to deliver the project on-time and on-budget and require
analysis and potential changes to the project plan baselines.
There are various causes for variance from estimates on a
project.

14. · Interaction and communication costs are often hidden in
estimates. The time to coordinate and communicate between
activities is often not well estimated.
· Estimates should be based on normal conditions, but often
normal conditions do not apply. Resource shortages, in terms
of people, equipment and/or manterials can occur. The decision
to outsource an activity can also impact estimates by having to
bring new people up to speed or can bring expertise that
increases performance.
· Things often go wrong on a project. Design flaws emerge,
natural disasters occur, accidents occur. These items should not
be included in estimates, but they must be dealt with if they do
occur.
· Activity schedules may shift, causing changes in the way in
which cash must be expended on a project. This can be a
concern to an organization's financial management even if the
overall cost of the project will come in without variance. It is
important for a project manager to understand how expenditures
on their project affect the overall finances of the organization,
particularly on large projects.
· Many projects are burdened by changes in project scope and
plans. As the problem is better understood during execution of
the project changes are requested. New customer or competitive
demands can occur over the course of the project. Unstable
project scope is the major source of project variances.

15. Variance analysis is used to define the cause and degree of
difference between the baseline and actual performance. Earned
Value Management is an excellent tool for predicting and
identifying variances. The process allows the project manager
to monitor costs and ensure that expenditures do not exceed
authorized funding; monitor cost performance to isolate and
understand variances against the approved baseline; and monitor
work performance against the funds and time expended.
Where Earned Value Management is not available, project
managers must identify the impact of changes or issues on the
plan without the precision available with the Earned Value
Management tools and processes.
Change control is important when dealing with variances.
Change control can help identify scope changes that can impact
project variance. Change control is also critical when
controlling the project baselines related to scope, schedule, cost
and quality plans.
As variances are identified, the project team must define how
the variance will be resolved. Sometimes there is sufficient
lead/lag time to resolve a schedule variance. Various
techniques for schedule compression, such as project crashing
or fast tracking, defined in your readings, may be used to try to
recover from variance. Sometimes the variance will result in the
need to replan the project. Any update to the project plan will

16. result in changes to the project plan baseline, which must be
approved by management and stakeholders.