...Chapter 1 Modern Project Management 19 Note: If you have any difficulty accessing any of the Web addresses listed here or elsewhere in the text, you can find up-to-date addresses on the home page of Dr. Erik Larson, coauthor of this text: http://www.bus.oregonstate.edu/faculty/bio .htm?UserName=Larson References Ball Parks of Baseball, “Cisco Field,” http://www.ballparksofbaseball.com/future/ CiscoField.htm (accessed June 2, 2009). Benko, C., and F. W. McFarlan, Connecting the Dots (Boston: HBS Press, 2003). Cohen, D. J., and R. J. Graham, The Project Manager’s MBA (San Francisco: Jossey-Bass, 2001). Faylor, C., “Next Generation Wii Is Rumored to Hit the Market in 2011,” Shacknews.com (Oct. 1, 2008). Kay, J., “US Box Office Spellbound by Harry Potter and the Half-Blood Prince,” www.guardian.uk.co.filmblog (accessed July 15, 2009). Krisher, T., “GM Product Chief Says New Vehicles Must be Hits,” www. businessweek.com (accessed July 20, 2009). Larkowski, K., “Standish Group Report Shows Project Success Improves 50 Percent,” www.standishgroup.com, 2004, Third Quarter. Lunar Energy, “British Firm Announces World’s Largest Tidal Power Development,” Lunarenergy.co.uk (March 11, 2008). Peters, T., PM Network, January 2004, Vol. 18, No. 1, p. 19. Project Management Institute, Leadership in Project Management Annual (Newton Square, PA: PMI Publishing, 2006). Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK), (Newton Square, PA: PMI...
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...brother, and them to him. Morrie asks if he will stay in touch, and Mitch immediately promises he will. But there is only one problem. Mitch did not stay in touch. He got so wrapped up in his work, that he lost all contact with his college friends and professors. Over the years, Morrie develops ALS, a horrible and deadly disease. Morrie sends letters to Mitch, but because they are sent from Brandeis University, he thinks they are just asking for money. Mitch only learned about his professor's disease when he saw him being interviewed on Nightline. When Mitch found out about Morrie having ALS, he decided to go see him. When he first saw Morrie, he slumped down in his seat to finish his work. HE should've just ran up to greet him. But he didn't. Morrie and Mitch decide to meet weekly on Tuesdays, so Morrie can teach Mitch the "meaning of life" before the disease complete destroys Morrie's ability to communicate. During the lesson's, Mitch learns that he needs to focus on love and other people, not making as much money as he can. Morrie convinces Mitch to write the book "Tuesdays with Morrie", so Morrie can share his virtues with the whole world. When Morrie dies at the end of the book, Mitch realizes he can still communicate and learn from him, even when he's dead. Summary #1 "The Curriculum" The first chapter is introducing the ‘class’ that Morrie will teach to Mitch. It describes the setting as Morrie’s house by a window, and that it would meet on Tuesdays. The subject of this class...
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...CHAP TER Separating Ideas and Shaping Content Writing Paragraphs 1. PURPOSE, AUDIENCE, TONE, AND CONTENT L E A R N I N G 1. 2. 3. 4. 6 O B J E C T I V E S Identify the differences between summary, analysis, synthesis, and evaluation paragraphs Identify the content in writing paragraphs Demonstrate how audience and tone influence content Apply purpose, audience, tone, and content to a specific assignment Imagine reading a poorly written review of a movie that you would like to see this weekend. You cannot follow the characters, action, or conflict because the author of the review rambles on and on. Without clear paragraphs, this review will likely lose your interest, and you may skip the movie altogether! When you are the writer, it is helpful to position yourself as a reader. Ask yourself whether you can focus easily on each point you make. Effective writers use a single paragraph for each new idea they introduce. Paragraphs separate ideas into logical, manageable, and distinct units. Each paragraph focuses on only one main idea and presents coherent sentences to support that single point. Because all the sentences in one paragraph support the same point, a paragraph may stand on its own. Each paragraph is shaped by Purpose: the reason why the writer composes the paragraph. < Tone: the attitude the writer conveys about the paragraph’s subject. < Audience: the individual or group whom the writer intends to address. < Content: the written material in the paragraph...
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...Root, Root, Pay for the Home Team? Taxpayers Funding Professional Sports Stadiums Kayla Thompson MBA 578 SB FT Managerial Economics April 13, 2013 ABSTRACT The purpose of this paper is to address the issue of the public (taxpayers) funding the construction and/or renovation of privately owned sports stadiums. The use of public funds has skyrocketed since the early 1980s. Why has there been an increase in the trend and what is really going on behind the scenes? Through my research, I have found six articles that deal with many questions surrounding this hot topic issue. First, I will examine how the sports teams and the local governments deal with the public when proposing the funding of the sports teams’ stadiums. After the public agrees to back the construction of a stadium, the next step is to find out where those funds are coming from. I will take a look at how the increase in taxes are being implemented and just exactly how much debt these taxes are trying to pay off. Once all of this information is determined, it is easy to get to the real question of this research paper: Is funding the construction of a new sports stadium worth it for the taxpayers of that city? Does the revenue outweigh the debts, or will it never pay off? The answer to this might just change the readers’ minds next time they are sitting at their home stadium watching their favorite team play. INTRODUCTION Taxpayers funding sports stadiums has become more and more prominent since...
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...Orion Place Columbus, OH 43240 ISBN 0-07-867338-0 Printed in the United States of America 1 2 3 4 5 6 7 8 9 10 045 09 08 07 06 05 04 Table of Contents Chapter 1: The Nature of Science . . . . . . . . . . . . . . . . . . . . . . .1 Chapter 2: Measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Chapter 3: Atoms, Elements, and the Periodic Table . . . . . . . . . .9 Chapter 4: States of Matter . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Chapter 5: Matter—Properties and Changes . . . . . . . . . . . . . . .17 Chapter 6: Atomic Structure and Chemical Bonds. . . . . . . . . . .21 Chapter 7: Chemical Reactions. . . . . . . . . . . . . . . . . . . . . . . . .23 Chapter 8: Substances, Mixtures, and Solubility . . . . . . . . . . . .25 Chapter 9: Carbon Chemistry . . . . . . . . . . . . . . . . . . . . . . . . .29 Chapter 10: Motion and Momentum . . . . . . . . . . . . . . . . . . . .33 Chapter 11: Force and Newton’s Laws . . . . . . . . . . . . . . . . . . .37 Chapter 12: Forces and Fluids . . . . . . . . . . . . . . . . . . . . . . . . .41 Chapter 13: Energy and Energy Resources . . . . . . . . . . . . . . . .45 Chapter 14: Work and Simple Machines . . . . . . . . . . . . . . . . . .49 Chapter 15: Thermal Energy . . . . . . . . . . . . . . . . . . . . . . . . . .53 Chapter 16: Waves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57 Chapter 17: Sound . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....
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...Lar03342_ch01_002-021.indd Page 2 C H A P T E R 1/27/10 2:04:01 PM f-500 /Users/f-500/Desktop/28-12-09/MHBR120:ARENS:PRINTER CRX O N E Modern Project Management Estimate 5 Schedule resources & costs 8 Project networks 6 l iona rnat Inte ojects pr 15 Reducing duration 9 Define project 4 ht Oversig Introduction 1 Strategy 2 Managing risk 7 Organization 3 Leadership 10 Teams 11 Monitoring progress 13 Project closure 14 Outsourcing 12 Modern Project Management What Is a Project? The Importance of Project Management Project Management Today—An Integrative Approach Summary Text Overview 2 16 17 Agile PM 18 Career p aths Lar03342_ch01_002-021.indd Page 3 1/27/10 2:04:02 PM f-500 /Users/f-500/Desktop/28-12-09/MHBR120:ARENS:PRINTER CRX All of mankind’s greatest accomplishments—from building the great pyramids to discovering a cure for polio to putting a man on the moon—began as a project. This is a good time to be reading a book about project management. Business leaders and experts have proclaimed that project management is a strategic imperative. Project management provides people with a powerful set of tools that improves their ability to plan, implement, and manage activities to accomplish specific organizational objectives. But project management is more than just a set of tools; it is a results-oriented management style that places a premium...
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...Background My organization is the Citadel Wrestling Association (CWA). This is a not-for-profit organization that is meant to boost the wrestling program and help raise funds for The Citadel Wrestling team. As head of the CWA I am working very closely with the Athletic Department and the Athletic Director to make sure I am following protocol in my quest to make the wrestling team a top 15 program in Division I wrestling. The number one goal of the CWA is to improve the wrestling team financially in the best way possible. In order to do this, it is important to know what the top financial goals of the Athletic Department are. Some of the major goals of the Athletic Department is to endow scholarships and subsides costs. Scholarships endowments are now essential to saving non-profit athletic programs at the college level. Endowments are interest-bearing accounts that have limits to how often you can withdraw from it. The original money that is invested is basically untouchable but the interest is what can be used. Most endowments yield a 5% interest rate. For such athletic programs like the University of North Carolina-Chapel Hill who has around $212,000,000 in endowment funds dedicated to athletics, the yearly interest can be rather large. The endowment interest is then used on specific things like coach’s salaries, team expenses and helping fully fund a team with their scholarship ceiling allotted by the NCAA. As this pertains to wrestling, 9.9 scholarships...
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...Chapter 3 THE CHALLENGES FACING PROFESSIONAL SPORTS The Financial Status of Professional Sports Growth of Professional Sports Major Leagues Minor Leagues State of Women’s Professional Sports Leagues Other Successful Sports Properties The Economic Reality of Professional Sports Team Financial Statements Controlling Player Costs National Football League National Basketball Association Major League Baseball National Hockey League European Soccer’s Path to Financial Health: UEFA’s Financial Fair Play Creative Accounting Roster Depreciation Allowance Franchise Appreciation Summary The Financial Status of Professional Sports Growth of Professional Sports Major Leagues The 1990s and early 2000s was a period of substantial growth for professional sports at all levels. The number of teams in the Big 4 major leagues grew from 103 franchises in 1989 to 122 franchises by 2001. During that time, the National Hockey League (NHL) added eight expansion teams, Major League Baseball (MLB) added four, the National Football League (NFL) added three, and the National Basketball Association (NBA) added five teams. In addition, several new leagues were launched in the 1990s with aspirations of becoming prominent national properties, most notably Major League Soccer (MLS) and the Women's National Basketball Association (WNBA). By 2001, each of the Big 4 leagues had reached a saturation point, having established franchises in nearly every market capable...
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... A. Kimbrough Sherman Loyola College in Maryland This chapter begins the discussion of the four classes the research team studied. A. Kimbrough Sherman's production management course is a required course which deals with the operational aspects of a business, such as what goods and services it provides, where it locates, and how it organizes resources, people, and processes. The course has two major thrusts: (1) strategic and tactical decision making and (2) standard (mostly quantitative) decision techniques. Writing in Sher- man's course was directed at the strategic and tactical areas. We (Walvoord and Sherman) collaborated in gathering the data and writing the chapter with generous help from McCarthy and other team members, who helped to shape the study, check data, and critique chapter drafts. Like the other classroom chapters that follow, this chapter addresses our research questions (p. 4) through an examination of Sherman's expectations and each of the six areas of difficulty we constructed for all the classrooms, focusing on how Sherman's methods and the students' strategies appeared to have affected the difficulties. (We follow the basic organizational pattern we outlined on p. 15. Our definitions of difficulties and strategies appear on pp. 4-5.) At the end of this chapter, we address two other topics that transcend any single area...
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...a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll team, the New York Mets, had spent about $44 million on baseball players and the lowest payroll team, the Cleveland Indians, a bit more than $8 million. The raw disparities meant that only the rich teams could afford the best players. A poor team could afford only the maimed and the inept, and was almost certain to fail. Or so argued the people who ran baseball. And I was inclined to...
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...sier!™ ing Everything Ea Mak ta t i s t i c s S e nt ia l s Ess Learn: • Exactly what you need to know about statistical ideas and techniques • The “must-know” formulas and calculations • Core topics in quick, focused lessons Deborah Rumsey, PhD Auxiliary Professor and Statistics Education Specialist, The Ohio State University Statistics Essentials FOR DUMmIES ‰ by Deborah Rumsey, PhD Statistics Essentials For Dummies® Published by Wiley Publishing, Inc. 111 River St. Hoboken, NJ 07030-5774 www.wiley.com Copyright © 2010 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada 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, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest...
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...OVERVIEW OF CHAPTER This chapter focuses upon the manager as a feeling, thinking human being. It opens with a description of enduring personality characteristics that influence how managers perform their jobs, as well as how they view other people, their organizations, and the world around them. It then discusses how managers’ values, attitudes, moods, and level of emotional intelligence can impact the way they perform their job. The chapter closes with a discussion of organizational culture and explains how managers both create and influence it. LEARNING OBJECTIVES 1. Describe the various personality traits that affect how managers think, feel, and behave. (LO1) 2. Explain what values and attitudes are and describe their impact on managerial action. (LO2) 3. Appreciate how moods and emotions influence all members of an organization. (LO3) 4. Describe the nature of emotional intelligence and its role in management. (LO4) 5. Define organizational culture and explain how managers both create, and are influenced by, organizational culture. (LO5) MANAGEMENT SNAPSHOT: PAETEC’S CULTURE OF CARE PAETAC Communications is a privately owned broadband telecommunications company that provides local, long distance, and Internet services in 27 markets across the U.S. In the face of its troubled industry, PAETAC has experienced a phenomenal growth rate. This earned the company the number two spot on Deloitte Technology’s Fast 100 list, which ranks the technology industry’s...
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...BIOMECHANICS The term biomechanics means the study of the structure and function of biological systems using the methods of mechanics. Biomechanics studies the process of kinematics and used in the study of sports actions, such as the motion of throwing a baseball. Why do some golfers slice the ball? How can workers avoid developing low back pain? What cues can a physical education teacher provide to help students learn the underhand volleyball serve? Why do some elderly individuals tend to fall? We have all admired the fluid, graceful movements of highly skilled performers in various sports. We have also observed the awkward first steps of a young child, the slow progress of an injured person with a walking cast, and the hesitant, uneven gait of an elderly person using a cane. Virtually every activity class includes a student who seems to acquire new skills with utmost ease and a student who trips when executing a jump or misses the ball when attempting to catch, strike, or serve. What enables some individuals to execute complex movements so easily, while others appear to have difficulty with relatively simple movement skills? Although the answers to these questions may be rooted in physiological, psychological, or sociological issues, the problems identified are all biomechanical in nature. This book will provide a foundation for identifying, analyzing, and solving problems related to the biomechanics of human movement. Definition of Biomechanics The term biomechanics combines...
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...Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western © STONE/GETTY IMAGES chapter 15 International Human Resources Management After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally. objective 1 2 3 4 5 6 7 8 Identify the unique training needs for international assignees and their employees. objective Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider. objective Identify the characteristics of a good international compensation plan. objective Explain how domestic and international HRM differ. objective Reconcile the difficulties of home- and host-country performance appraisals. objective Discuss the staffing process for individuals working internationally. objective Explain how labor relations differ around the world. PART 6 Expanding Human Resources Management Horizons 639 Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 640 PART 6 Expanding Human Resources Management Horizons W hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other...
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...How to Read a Book, v4.0 Paul N. Edwards School of Information University of Michigan www.si.umich.edu/~pne/ This article may be freely distributed for any non-‐commercial purpose, provided that nothing is added or removed, including this copyright notice. Commercial use of this material is expressly prohibited . Quasi-‐permanent URL: pne.people.si.umich.edu/PDF/howtoread.pdf COPYRIGHT 2000-‐2008 PAUL N. EDWARDS. ALL RIGHTS RESERVED. How can you learn the most from a book — or any other piece of writing — when you're reading for information, rather than for pleasure? It’s satisfying to start at the beginning and read straight through to the end. Some books, such as novels, have to be read this way, since a basic principle of fiction is to hold the reader in suspense. Your whole purpose in reading fiction is to follow the writer’s lead, allowing him or her to ...
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