...PM 592 Project Cost and Schedule Control Executive Summary After reviewing the project costs, schedules, and earned values I have realized that there are some concerns with the schedule and costs. I have found that there are some tasks that have put the project behind schedule and over budget. After reviewing the project closely and making the adjustments by requesting and adding additional percentage for resources to the builder, plumber, electrician, hvac, and the ferris wheel supplier it will bring the project back on track and under budget. Which if you review the revised schedule you will find that the new schedule will still allow the theme park to open on time and within budget. Schedule 1 [pic] Performance Analysis Based on the Earned Value Management I have found that there are a couple stages behind schedule and once complete will end up over budget. Phase 1.5 Joists and Roof Deck is currently at 76% completion and is behind schedule, according to the charts once this is complete will end up finishing late and over budget. The responsibility of this task is on the Builder. Phase 1.7 Rough Carpentry is currently at 65% completion and also is behind schedule, this phase also will end up finishing late and over budget. Once again this task responsibility is on the Builder. Phase 1.11 Elevator is currently at 76% completion and also is behind schedule, this phase also will end up finishing late and over budget. Once again this task responsibility is on...
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...Course: PM 592 Assignment: Course Project CP-1 Executive Summary Totally Amused, Inc, is a hotel and water theme park innovator which burst into the amusement industry only 10 years ago and has made several big splashes with successful property/facility introductions in multiple states since then. However, the amusement park industry is extremely competitive, so each new venue is built bigger and better than the next to maximize customer enjoyment and park ticket sales. Totally Amused is looking to take its current indoor and outdoor water park locations to the next level, venturing into an area that is not all too familiar. Management is considering a big move into the indoor theme park market. Although water parks and traditional theme parks have their similarities, they have many differences. The project consists of a new 100,000 sq. ft. building which will annex onto one side of an existing building. The indoor facility will feature a first-of-its-kind two-level go kart track, a six-story Ferris wheel (enclosed in glass), 24 lanes of bowling, mini golf, a four-story rope course, and scores of arcade games. Although this new venture sounds like a walk in the park, an important decision is at hand! The project has reached the 50% scheduled completion stage and a control evaluation is being undertaken to analyze the performance of the project and to recommend corrective measures to support the continuation of the project. The project, which commenced on April 4, 2008...
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...AMBA 670 TEAM AGREEMENT & WORK PLAN 3 Girls & A Guy I. Team Agreement A. Team Contact Information |Member Names |Number |E-mail |Availability | |Patrick Grudzinski |(703) 975-0394 |patrick.grudzinski@yahoo.com |phone/email | |Michelle Simmons |(240) 446-3059 |homealone0769@aol.com |email | |Serena Wales |(707) 592-4490 |serena_wales@hotmail.com |phone/email anytime | |Monét Green |(646) 702-2326 |MMMR4@yahoo.com | | | | | | | B. Mission Statement: Through communication and mutual respect, we strive to produce above standard academic work. C. Vision Statement: We will produce an effective, well- developed team work plan that can be used and understood by every member of the team. D. Shared Values: The following shared values will support open and honest communication, accountability, mutual respect, and ethical decision-making. • Accountability: To willfully accept tasks, roles and responsibilities, set expectations accordingly, and produce...
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...maltamirano@monroecollege.edu Phone: (914)563-1764 | Course Information: Online Course | Course Description Managers in the twenty-first century are challenged to operate in an increasingly complex, interdependent, and dynamic global environment. In this course, students are introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management and Marketing Learning Objectives Students who successfully complete this course should be able to: 1. Use Porter's Five Forces Model to analyze specific...
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...Theme Park Project October 5, 2011 Project Cost and Schedule Control, PM 592 Introduction The new indoor theme park project was initially planned for duration of 180 Days with a start date of April 14, 2008. The preliminary cost was $4,846,920. The indoor theme park attraction includes a Ferris Wheel, Ropes Course, Climbing Wall, Carousel, Bowling Alley, Go Carts and Mini Golf. The final walk through is scheduled on December 18, 2008 with a grand opening on December 19, 2008. This report has been prepared to evaluate the cost and schedule of the indoor theme park project. The project data was utilized to produce a project schedule representing the project at a specific point during implementation. Microsoft Project is the tool selected to perform the project monitoring and control. Executive Summary It has been nearly 5 months since the commencement of the indoor theme park project and 40% of the tasks are complete. The AC (Actual Cost) is not provided so it is presumed that costs are in control and there are no plans to take corrective actions to control costs at this point in time. There are many tasks behind schedule. The entire project is behind schedule with a Performance Index of 0.68. This indicates that for every $1 spent on this project there is only an efficiency of $0.68 value. There are corrective actions that can be implemented to turn this project around...
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...Header: Indoor Theme Park Project CP-2 Indoor Theme Park Project October 5, 2011 Project Cost and Schedule Control, PM 592 Introduction The new indoor theme park project was initially planned for duration of 180 Days with a start date of April 14, 2008. The preliminary cost was $4,846,920. The indoor theme park attraction includes a Ferris Running Header: Indoor Theme Park Project Wheel, Ropes Course, Climbing Wall, Carousel, Bowling Alley, Go Carts and Mini Golf. The final walk through is scheduled on December 18, 2008 with a grand opening on December 19, 2008. This report has been prepared to evaluate the cost and schedule of the indoor theme park project. The project data was utilized to produce a project schedule representing the project at a specific point during implementation. Microsoft Project is the tool selected to perform the project monitoring and control. Executive Summary It has been nearly 5 months since the commencement of the indoor theme park project and 40% of the tasks are complete. The AC (Actual Cost) is not provided so it is presumed that costs are in control and there are no plans to take corrective actions to control costs at this point in time. There are many tasks behind schedule. The entire project is behind schedule with a Performance Index of 0.68. This indicates that for every $1 spent on this project there is only an efficiency of $0.68 value. There are corrective actions that can be implemented to turn this project around and get it back...
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...upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . Hong Kong University Press is collaborating with JSTOR to digitize, preserve and extend access to The Sources of Hong Kong Law. http://www.jstor.org This content downloaded from 143.89.105.150 on Sat, 6 Dec 2014 22:30:49 PM All use subject to JSTOR Terms and Conditions The Theory of Stare Decisis GENERAL THEORY Introduction The essential idea behind stare decisis is that a judge is required - thus has no discretion to refuse - to follow certain previous decisions. This obligation arises when a prior case A yields a proposition of law in circumstances which are indistinguishable from those confronting the judge in case B, and by a formal rule the judge in case B stands in an inferior relationship to the court which decided case A. Stare decisis requires three conditions: (1) an earlier case, and thus an element of 'priorness' or 'pastness', (2) factual similarity, and (3) a particular relationship between the decision-making authorities. We should also note that the doctrine looks both backwards and forwards: not only is a judge bound by decisions taken earlier, but his own decision is potentially binding on judges...
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...GATE 2015 is over, now the next step is to apply for M.Tech courses (through GATE 2014/2015 or NON GATE exam 2015 ) and for PSU’s recruiting through GATE score which is quite complicated. To make M.Tech and PSU application process easy for students engistan.com have launched this After Gate Guide 2015 which contain cutoff analysis of IITs, NITs, IIITs, regional colleges etc, written test and interview preparation tips, complete information about PSUs, Preference Order of Institutes & Disciplines, Career options after gate exam at one place. One thing we want to highlight is scoring high in gate exam does not grantee your admission in IIT or a job in PSU, remember the battle is still on. Keep revising basic concepts regularly for interview and written test (for M.tech and PSU both), both got weight age of 30% or more in complete selection procedure. Preference Order of Institutes & Disciplines we have provided are on the basis of previous year cutoffs (2012, 2013 and 2014), Faculty, Infrastructure and Application, Research Collaborations, Placements, Industry Linkages, Quality of Students. So you are free to choose any college or discipline. We gave you a rough guideline for M.tech Admissions and PSU recruitments. And we advice students to read this guide thoroughly. These few pages will serve as a quick reference guide for top institutes (and PSUs) and their selection process. With Best wishes Team Engistan Index 1. About GATE exam 2. Career opportunities after GATE 3. M.Tech...
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...CD-ROM Included! “John Walkenbach’s writing style makes the difficult seem easy in this book that can be used as a reference or read cover to cover. You won’t find a more comprehensive book on Excel 2010 than this!” —Dick Kusleika, Microsoft MVP, DailyDoseOfExcel.com • Searchable PDF of the book • Understand functions, charts, worksheets, and workbooks System Requirements: See the CD Appendix in the book for details and complete system requirements. • Master “what-if” analysis, Goal Seeking, external database files, and pivot tables • Develop custom functions, program with VBA, and create UserForms • Try new slice-and-dice tools to dynamically filter your data Preview how your copied text will look www.wiley.com/compbooks Spot trends in your data with Sparklines John Walkenbach aka “Mr. Spreadsheet” is the principal of J-Walk and Associates, Inc. and a Microsoft Excel MVP. He is a leading authority on spreadsheet software and the creator of the award-winning Power Utility Pak. John has written more than 50 books, as well as articles and reviews for publications including PC World, InfoWorld, and Windows. He also maintains the popular Spreadsheet Page at spreadsheetpage.com. ® • All the examples and workbook files used in the book Microsoft® Follow the examples in the book, chapter by chapter, using the bonus materials on the CD-ROM: Excel 2010 What’s on the CD-ROM? • Get up to speed on everything new in Excel 2010 ...
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...ACCT504 Week 1 Objectives (JAN15) 1 of 2 https://devry.equella.ecollege.com/file/c3a70b64-5599-41cb-be31-a270... Print Given an annual report, the student should be able to read, understand, analyze, and explain a A company’s Balance Sheet to other decision makers and use the knowledge and skills to make business decisions. Key Concepts Understand the environment of financial reporting in the United States and explain the importance of generally accepted accounting principles. Explain the meaning and purpose of a balance sheet and the items that appear in the balance sheet. Determine the interrelationship among the basic financial statements. Analyze the relationship between certain items in the balance sheet and the income statement with the help of ratio analysis. Evaluate the way that different assets, liabilities, and stockholders' equity items are presented in a balance sheet. Given an annual report, the student should be able to read, understand, analyze, and explain a B company’s Income Statement to other decision makers and use the knowledge and skills to make business decisions. Key Concepts Explain the meaning and purpose of an income statement and the items that appear in the income statement. Determine the interrelationship among the basic financial statements. Analyze the relationship between certain items in the balance sheet and the income statement with the help of ratio analysis. Evaluate the way that different revenues, expenses...
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...Guide to Admissions 2016-2017 CONTENTS S.No. Particulars Page No. 1. General Information 1 – 34 2. Faculty of Agricultural Sciences 35 3. Faculty of Arts 38 4. Faculty of Commerce 47 5. Faculty of Engineering & Technology 50 6. Faculty of Law 60 7. Faculty of Life Sciences 61 8. Faculty of Management Studies & Research 66 9. Faculty of Medicine 68 10. Faculty of Science 71 11. Faculty of Social Sciences 77 12. Faculty of Theology 88 13. Faculty of Unani Medicine 90 14. Centre of Professional Courses 92 15. Interdisciplinary Biotechnology Unit 94 16. Faculty of International Studies 95 17. Senior Secondary Schools 97 18. K.A. Nizami Centre for Quranic Studies 100 19. Community College 101 20. Part Time Courses 104 21. Bridge Course, Centre for Promotion of Educational and Cultural Advancement of Muslims of India 118 S.No. Particulars 22. Appendix – I 23. Page No. Appendix – II(A) 24. 25. 26. (Summary of Courses of study (with their Application Form Details & Test Fee) (Undertaking for Non-upgradation of the course / branch/main subject/ stream/ specialization already allotted) 120 128 Appendix – II(B) (Undertaking for submission of required original documents at the time of completion of admission formalities) 129 Appendix – II(C) ...
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...spi94029_apps.qxd 9/28/05 1:10 PM Page 1148 Rev.Conf Confirming Pages APPENDIX B FedEx Financial Statements FEDEX CORPORATION CONSOLIDATED STATEMENTS OF INCOME (In millions, except per share amounts) 2004 Years ended May 31, 2003 2002 REVENUES Operating Expenses: Salaries and employee benefits Purchased transportation Rentals and landing fees Depreciation and amortization Fuel Maintenance and repairs Business realignment costs Airline stabilization compensation Other $24,710 10,728 2,407 1,918 1,375 1,481 1,523 435 – 3,403 23,270 1,440 (136) 20 (5) (121) 1,319 481 838 – $ 838 $ 2.80 – $ 2.80 $ 2.76 – $ 2.76 $ 22,487 9,778 2,155 1,803 1,351 1,349 1,398 – – 3,182 21,016 1,471 (124) 6 (15) (133) 1,338 508 830 – $ 830 $ 2.79 – $ 2.79 $ 2.74 – $ 2.74 $ 20,607 9,099 1,825 1,780 1,364 1,100 1,240 – (119) 2,997 19,286 1,321 (144) 5 (22) (161) 1,160 435 725 (15) $ 710 2.43 (0.05) $ 2.38 2.39 (0.05) $ 2.34 $ $ OPERATING INCOME Other Income (Expense): Interest expense Interest income Other, net Income Before Income Taxes Provision for Income Taxes Income Before Cumulative Effect of Change in Accounting Principle Cumulative Effect of Change in Accounting for Goodwill, Net of Tax Benefit of $10 NET INCOME BASIC EARNINGS PER COMMON SHARE: Income before cumulative effect of change in accounting principle Cumulative effect of change in accounting for goodwill Basic Earnings Per Common Share DILUTED EARNINGS PER COMMON SHARE: Income before cumulative effect...
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...Operations Vijay Ramamoorthy Roll No: 173 PGDM, Batch 19 A Project Report on “COST REDUCTION IN LOGISTICS OPERATIONS” A Project Report submitted in partial fulfilment of the requirement for the award of POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM) Submitted by: Vijay Ramamoorthy PGDM, Roll No. 173, 19th Batch (2013-2015) Submitted on 01st July, 2014 Under the guidance of Mr. P. Meenakshi Sundaram Project guide (Deputy Manager, Logistics, CavinKare) XIME Xavier Institute of Management & Entrepreneurship Electronics City-Phase II, Bangalore-560100 Summer Internship Report 1|Page ACKNOWLEDGEMENT The 8 weeks of internship at CavinKare has been an enriching experience in terms of learning and application of theory into practice. The real time experience that I have received is something which cannot be emulated in a class room scenario and will be highly helpful for my professional growth. It has been a fruitful, exciting and value-adding exercise for me. It bears the imprint of many people, and I wish to express my sincere gratitude towards all those who made it possible. First, I would like to express my earnest appreciation and gratitude towards our President, Professor J. Philip, President, XIME for conceptualizing the summer training program. I would like to thank our Senior Dean, Mr. S.D.Tyagaraj for implementing the concept of summer training program. I am grateful to Mr. John Ben, my project guide, for guiding me during my internship. I would like to...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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...solution SOLUTIONS TO EXERCISES AND CASES For FINANCIAL STATEMENT ANALYSIS AND SECURITY VALUATION Stephen H. Penman Fifth Edition CHAPTER ONE Introduction to Investing and Valuation Concept Questions C1.1. Fundamental risk arises from the inherent risk in the business – from sales revenue falling or expenses rising unexpectedly, for example. Price risk is the risk of prices deviating from fundamental value. Prices are subject to fundamental risk, but can move away from fundamental value, irrespective of outcomes in the fundamentals. When an investor buys a stock, she takes on fundamental risk – the stock price could drop because the firm’s operations don’t meet expectations – but she also runs the (price) risk of buying a stock that is overpriced or selling a stock that is underpriced. Chapter 19 elaborates and Figure 19.5 (in Chapter 19) gives a display. C1.2. A beta technology measures the risk of an investment and the required return that the risk requires. The capital asset pricing model (CAPM) is a beta technology; is measures risk (beta) and the required return for the beta. An alpha technology involves techniques that identify mispriced stocks than can earn a return in excess of the required return (an alpha return). See Box 1.1. The appendix to Chapter 3 elaborates on beta technologies. C1.3. This statement is based on a statistical average from the historical data: The return on stocks...
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