...“Stolling Down Burbon or finding Nemo” Choosing the right Vacation GM 530 Managerial Decision Making Professor: Glen MacDonnell Session/ March 2009 Choosing the right Vacation Summary Creating the perfect vacation spot for our family is very important. With individuals ranging from age 24- to 65 we want everyone to be able to enjoy themselves. Everyone has already agreed the beginning part of May would be the perfect time to take a family vacation. However the family lay divided on where they should spend their time vacationing. Our family has a limited time to take a vacation so it’s important for us to pick a great spot because no one wants to waste time on a vacation that is less than stellar. As a family we would like to enjoy the sun and the sites while keeping in mind each other’s personal preferences for fun. There are so many beautiful places to have fun but some have become increasingly more expensive to vacation at. As a family we have saved enough money to go on a vacation that does not total over 7,000. The family has saved for approximately two years for this vacation. Problem Statement Out immediate family includes my mom and Dad and two sisters and one brother. We all have different views on our idea of fun. My Parents don’t mind staying close by and having fun in a nearby state. However the siblings and I would rather spend time in some place further away so that we can enjoy summer weather and beaches. A variety of places have been thrown up in the air...
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...Situation Analysis – 1-1 Situation Analysis – An Approach and Method for Analyzing the Context of Projects and Programme j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative 1-2 An Approach and Method for Analyzing the Context of Projects and Programme Notes: j:\cc69\nmm\website docs\situation analysis\situation analysis approach and method.doc Global M&E Initiative An Approach and Method for Analyzing the Context of Projects and Programme 1-3 TABLE OF CONTENTS 1. THE RATIONALE FOR SITUATION ANALYSIS IN IUCN ............................................ 5 2. THE BASIC STEPS INVOLVED IN SITUATION ANALYSIS ......................................... 6 3. GUIDING PRINCIPLES FOR GOOD PRACTICE............................................................. 7 PARTICIPATORY ........................................................................................................................... 7 OUTWARD LOOKING..................................................................................................................... 7 LEARNING FROM OTHERS ............................................................................................................. 7 USING THE FRAMEWORK OF PEOPLE AND ECOSYSTEMS ................................................................ 7 DATA BASED NOT ANECDOTAL..................................................................................................... 7...
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...Management Science-II Prof. R.Madumathi MODULE 2 Capital Budgeting • Capital Budgeting is a project selection exercise performed by the business enterprise. • Capital budgeting uses the concept of present value to select the projects. • Capital budgeting uses tools such as pay back period, net present value, internal rate of return, profitability index to select projects. Capital Budgeting Tools • • • • • Payback Period Accounting Rate of Return Net Present Value Internal Rate of Return Profitability Index Payback Period Payback period is the time duration required to recoup the investment committed to a project. Business enterprises following payback period use "stipulated payback period", which acts as a standard for screening the project. Indian Institute of Technology Madras Management Science-II Prof. R.Madumathi Computation Of Payback Period When the cash inflows are uniform the formula for payback period is cash outflow divided by annual cash inflow Computation Of Payback Period • When the cash inflows are uneven, the cumulative cash inflows are to be arrived at and then the payback period has to be calculated through interpolation. • Here payback period is the time when cumulative cash inflows are equal to the outflows. i.e., Payback Reciprocal Rate • The payback period is stated in terms of years. This can be stated in terms of percentage also. This is the payback reciprocal rate. • Reciprocal of payback period...
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...flow estimation F I K Answer: b EASY 1. Although it is extremely difficult to make accurate forecasts of the revenues that a project will generate, projects' initial outlays and subsequent costs can be forecasted with great accuracy. This is especially true for large product development projects. a. True b. False (12-1) Relevant cash flows F I K Answer: b EASY 2. Since the focus of capital budgeting is on cash flows rather than on net income, changes in noncash balance sheet accounts such as inventory are not included in a capital budgeting analysis. a. True b. False (12-1) Relevant cash flows F I K Answer: a EASY 3. If an investment project would make use of land which the firm currently owns, the project should be charged with the opportunity cost of the land. a. True b. False (12-2) Depreciation cash flows F I K Answer: a EASY 4. The primary advantage to using accelerated rather than straight-line depreciation is that with accelerated depreciation the present value of the tax savings provided by depreciation will be higher, other things held constant. a. True b. False (12-1) Opportunity costs F I Answer: a MEDIUM 5. Opportunity costs include those cash inflows that could be generated from assets the firm already owns if those assets are not used for the project being evaluated. a. True b. False (12-1) Sunk costs F I Answer: b MEDIUM 6. Suppose Walker Publishing Company...
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...million to produce a Java-based transaction processing software for Citizen-Schwartz's $20 billion banking interests. Eight months into the contract, Span is currently running behind production schedule due to the many changes in C-S’s product demands and various “bugs” found in the software. C-S is asking for a rescission of the contract based on performance and has asked Span to transfer the remaining code so that they may proceed with another company. Damages could be substantial to C-S if the contract is not fulfilled within the given time frame. Assuming that C-S is guaranteed the contract with customer e-CRM, any product delay could spell possible consequential damages e-CRM could be due. “Consequential damages are damages that result because of the breach and generally involve such damages as lost business, lost profit, or late penalties” (Business, 568). C-S could seek compensatory damages from Span to cover their loss if affected by this delay. Remedies Contract ambiguity has left Span and C-S in a situation where contract rescission or renegotiations are the only steps available. Three specific contract clauses will be used to remedy the current situation: 1. Breach of Contract under substantial performance of contract; 2. Breach of Contract under ‘Requirements Change’; 3. and Breach of Contract under ‘Intellectual Property Rights’. Breach of Contract under...
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...PROJECT PROPOSAL GUIDE TRS3056 : PROJECT TRS3266 : MEDIA PROJECT TRS3284 : CREATIVE MULTIMEDIA PROJECT I TRS3334 : GRAPHIC DESIGN PROJECT 1 : MINOR PROJECT TRS3242 : VISUAL COMMUNICATION PROJECT I TRS3152 : PROJECT I Introduction Project is a compulsory part of the program structure in Bachelor in Information and Communication Technology, Bachelor in Creative Multimedia, Bachelor in Graphic Design, Bachelor in Game Design and Animation, Bachelor in Media Science and Bachelor in Visual Communication. It builds on the skills and knowledge learned in the first two and half years; to enable students to use these to demonstrate competence in the theory and practice based on their respective programs. Aims of Project The main aims of this project are: 1. To provide students with a realistic group experience in designing, implementing and documenting computer, multimedia, and graphics products in the form of applications, systems, design, etc. based on the needs of clients/stakeholders. 2. To let students apply their knowledge and skills in handling tasks with appropriate tools. 3. To provide a learning environment for students to independently manage their projects under supervision. 4. To build students’ ability to present and rationalize their work with confidence and logics. 5. To enable the students to delegate tasks and work as a team, and manage their project time and budget accordingly. General proposal format: 1. Paper Size Type Color 2. Type Face Font Size Title Font Spacing ...
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...Workplace Communication Assessment Assignment 1 Elliott Slater Jack Welch Management Institute Professor Ardith Bowman JWI 505 1/28/2014 Situation I currently work at a service center in Charlotte, North Carolina, and I get along with all of the team managers on my team. I was approached by one of my team members, by email, to work on an upcoming project. I was not aware of how time consuming and exhausting this project would be until I started working on it. I was the only person who was working on this project, and it began affecting my adherence, which in turn, affects my bonus/promotion. I needed to figure out a way to get more people on the project, and to have that team manager assign project time for each of these associates. I did not know how to approach the situation being that I got along with each of my team managers. The team manager that assigned the project to me DISC Management Style is very Conscientiousness (C), and she focus more on completing tasks, and tends to prioritize facts and data over people’s emotional needs. This manager prefers for an employee to work on issues alone, and does not like to be questioned when it comes to her decisions. On the other hand, my team manager is more of the Dominance (D) Manager, and she is very comfortable being in charge, confident about her opinions, has the ability to create a sense of urgency in others, very comfortable being direct and blunt, and has a willingness...
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...CHAPTER 11 The Project Team LEARNING OBJECTIVES A team is a group of individuals working interdependently to achieve a common goal. Teamwork is cooperative effort by members of a team to achieve that common goal. People are the key to project success. Based on this chapter, the students should understand: · the development and growth of teams · characteristics of effective project teams and barriers to effectiveness · team building · sources of conflict during the project and approaches to handling conflict · problem solving · effective time management TEACHING STRATEGIES 1. Stress to the students that people are the key to project success. 2. Ask them to name some successful teams. · Many students will think of sports teams, however, encourage them to think of other teams; musical groups, married couples, work groups, human service organizations, etc. 3. Get them to discuss what makes these teams successful. 4. Ask them to name some unsuccessful teams. 5. Get them to discuss what made these teams unsuccessful. 6. Ask them to give their opinion of how teams develop over time. 7. Get them to list 5 advantages and disadvantages of working on a team project in school. ...
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...cost of various forms of capital and choosing projects that are “profitable” to the firm. Based on our earlier discussions, we know there is a significant relationship between a firm’s cost of capital and capital budgeting decisions. In order to decide whether a project is desirable, a financial manager uses the cost of capital the firm faces to determine the project’s net present value; or compare the project’s IRR with the cost of capital. In addition, we also know that the cost of capital a firm faces might not be constant (i.e. the firm’s MCC schedule might experience several break points). In that case, how does a firm decide what is the appropriate cost of capital? And how does it decide the optimal budget it needs for project investments? In order to answer those questions, we need to first look at a firm’s investment opportunity schedule (IOS). The Investment Opportunity Schedule (IOS) The concept behind the IOS is very similar to that of the MCC schedule. The MCC schedule represents the cost of capital faced by the firm (ranking from the cheapest to the most expensive) while the IOS represents the projects that are available to the firm (ranking from the most desirable to the least desirable). In order to construct the IOS, the firm needs to first estimate the IRR of each of the project it is considering. Once that is accomplished, the financial manager can plot the IOS, which is a chart of the IRRs of the firm’s projects arranged from the highest IRR to the lowest...
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... pgdm 1 Nature of Risk Ç Risk exists because of the inability of the decision-maker to make perfect forecasts. Ç In formal terms, the risk associated with an investment may be defined as the variability that is likely to occur in the future returns from the investment. Ç Three broad categories of the events influencing the investment forecasts: 4 General economic conditions 4 Industry factors 4 Company factors 2 prof a s khalsa, iper pgdm Techniques for Risk Analysis Ç Statistical Techniques for Risk Analysis 4 Probability 4 Variance or Standard Deviation 4 Coefficient of Variation Ç Conventional Techniques of Risk Analysis 4 Payback 4 Risk-adjusted discount rate 4 Certainty equivalent 3 prof a s khalsa, iper pgdm Probability Ç A typical forecast is single figure for a period. This is referred to as “best estimate” or “most likely” forecast: 4 Firstly, we do not know the chances of this figure actually occurring, i.e., the uncertainty surrounding this figure. 4 Secondly, the meaning of best estimates or most likely is not very clear. It is not known whether it is mean, median or mode. Ç For these reasons, a forecaster should not give just one estimate, but a range of associated probability–a probability distribution. 4 prof a s khalsa, iper pgdm Assigning Probability Ç The probability estimate, which is based on...
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...CASE STUDY APPROACH A Case study is an analytical system of examining one’s understanding. Every case study invariably consists of the following elements. (a) Introduction of the case. (b) A situation (c) Solution for the situation (d) Benefits (e) Conclusion with specific inputs (f) Issues to be discussed /addressed. How to approach a Case Study ---Student Perspective. As a case needs to be studied analytically, the approach should also be in the form of analysis. The following steps form the part of analysis. (a) Read the case carefully from the beginning till the end. (b) Underline the important features of the case which forms the fact. (c) Write the facts which are identified collectively. (d) Study the situation and identify them with the issue asked for addressing the situation. (e) Provide individual opinions on the situation based on the solution indicated. SAMPLE CASE STUDY Introduction of the Case The following case is dealing about the Tri-State Telephone Operation. Situation:- John Godwin, Chief executive of Tri—State Telephone, leaned back in his chair and looked at the ceiling. How was he ever going to get out of this mess? At last night’s public hearing. 150 angry customers had marched in to protest Tri –State’s latest rate request. After the rancorous shouting was over and the acrimonious...
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...cmgt 410 PROJECT PLANNING & IMPLEMENTATION [pic] CONTRIBUTORS THE UNIVERSITY GRATEFULLY ACKNOWLEDGES THE CONTRIBUTION OF THE FOLLOWING PROFESSIONALS TO THE COMPLETION OF THIS COURSE. 1. Stephen Northam, MA, Faculty Member, University of Phoenix. 2. Kenneth Sardoni, MCIS, Faculty Member, University of Phoenix. 3. Blair Smith, MBA, Associate Dean, College of Information Systems and Technology. 4. Claudia Avila, BSBA, Curriculum Development Manager, College of Information Systems and Technology. 5. Adam Honea, Ph.D., Dean, College of Information Systems and Technology. Copyright ( 2001 by the University of Phoenix. All rights reserved. The University of Phoenix® and UniModuleTM are marks of Apollo Group, Inc. in the United States and/or other countries. Edited in accordance with University of PhoenixSM editorial standards and practices. (Template U1.0) Overview COURSE DESCRIPTION This course provides the foundation for understanding the broad concepts of successful planning, organization, and implementation within the realm of information technology. This course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling. TOPICS AND OBJECTIVES Project Management and the Organization • Define Project Life Cycle. • Identify roles in project management. • Identify project manager's skills. • Demonstrate...
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...ME7680 Spring 2015 Manufacturing Processing Techniques Individual Projects 1. 2. 3. 4. 5. 6. The dimensions of the flip-chip package is shown on page 2. The flip-chip package is under thermal loading of repeated temperature variation from -40C to 125C. There are ten different models as shown from page 3 to page 12. There are two element orders. Each student MUST do one Incompletely-Filled model for fatigue analysis, accompanying with the Completely-Filled model. Every student MUST write his/her own final report, and turn in on Apr 25, 2015 (see the posted guidelines). Every student MUST turn in his/her ABAQUS input file and the .msg file on Apr 25, 2015 for evaluation. Every student MUST follow the Project Naming Convention to name the project. Also use this name to make a file folder which stores all the related files to be submitted. P 3R 2 Model number Element order: 1=CPE4, 2=CPE8 Fillet: ‘R’ for fillet, ‘N’ for non-fillet 1 Dimensions of the flip-chip package (not drawn to scale, unit = mm) Thickness = 1.0mm 3.5 With Fillet 0.7 0.87 r=0.015 C 0.3 0.8 1.5 1.11 1.46 D O Without Fillet 11.84 y o x 2 Model 1: Completely and Incompletely Filled Flip-Chip Packages (1) Objectives: Predict the fatigue life of solder balls in completely and incompletely filled flip-chip packages to understand the effects of underfill material. (a) Completely Filled (b) Incompletely Filled (Case I) ...
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...Program Project Management International Project Management & Professional Responsibility PMGT728-003 Prof. Bob Xourafas Reflective Journal Submitted by: Rafael Rodrigues #300849295 This reflective journal is divided in four parts, one part for each chapter. It has the goal of a reflection of what we have learned so far and also to review all contend covered until the chapter 4. Chapter 1 –Introduct ion The class started talking about the definition of international project. Before, I used to believe that the only difference between traditional and international projects was the size of them and they were not that different. I mean, both can be on multiple locations, could have different entities and business units, so I did not know the real difference and the complexity of them. When it was talked about the PES analyze I started to recognize the huge difference between T them. Although traditional projects can be in different localizations they are at the same country that has the same economic. The most enjoyable part of this chapter is the standard methods used on projects. With this standardization is possible to have the same quality and “ language” documents regardless of of the localization and then we have examplesof international projects. Another part that really called my attention was the part of communication. As in the example of the roads of Roma, the communication process showed is essential to international projects. The communications...
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...care since they may limit later scheduling options. a. discretionary b. mandatory c. internal d. external A ____ is a hierarchical structure that identifies the project’s resources by category and type. Select one: a) network diagram b) critical path analysis c) work breakdown structure d) resource breakdown structure A ____ is used to allocate money into an organization’s budget. Select one: a) final estimate b) rough order of magnitude estimate c) budgetary estimate d) definitive estimate ____ addresses the ease of performing maintenance on a product. Select one: a) Performance b) Maintainability c) Reliability d) Functionality Good ____ is very important to project success because it helps improve the accuracy of time, cost, and resource estimates, it defines a baseline for performance measurement and project control, and it aids in communicating clear work responsibilities. a) scope definition b) scope management c) scope planning d) scope verification ____ allow for future situations that are unpredictable. a) Contingency reserves b) Known unknowns c) Indirect reserves d) Management reserves After discovering WBS items and structure using the ____ technique, you could then translate the information into chart or tabular form. a) bottom-up b) analogy c) top-down d) mind mapping A ____ is a bell-shaped curve that is symmetrical regarding...
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