...Alternate Work Schedules: Are They Worth It? Researched and Prepared by Katherine Carter Strategic Human Resource Management, GB 520-05 Kaplan University November 17, 2009 Introduction Organizations today need to stay in the running with competitive businesses. More and more we see the marriage of new age technology making provisions for companies to offer something just a little different than the next business. Computer, cell phones and web cams have made it possible to offer those various types of alternate work schedules. Today, we see more use of flexibility in the work schedules. The flexibility comes in the form of time, place and volume. Alternate work schedules provide a means for employees to balance work-life situations. They afford employers the opportunity to continue to reap the benefits of productivity while assisting an employee. Alternate work schedules consist of part-time work, job sharing, telecommuting, compressed workweeks (full-time work in fewer days each week) and flexible schedules (Long, 2007). They are a balance to managing work/life situations. How Alternate Work Schedules Assist Organizations Organizations all want to maximize work production with as little cost to their budget as possible. Overtime is too expensive so an alternative work schedule helps. This allows the business to expand work hours within the company without kicking out that extra over head in revenue. The alternate work schedule is a great tool used to increase...
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...SS PEEDY CRIPTS Work Breakdown Schedule Project: Speedy Scripts Data Center Re-location 1.0 Project Management 1.1 Scheduling 2.0 Requirements Definition 2.1 Business 2.1.1 Service Level Agreement 2.1.2 Insurance 2.2 Technical 2.2.1 Current Data Center 2.2.1.1 Inventory 2.2.1.2 Communications migration requirements 2.2.2 New Data Center 2.2.2.1 Rack diagrams 2.2.2.3 Cabling 2.2.2.4 Power 2.2.2.5 Environmental controls 2.2.2.6 Security Access 3.0 Construction of New Data Center 3.1.1 Data Center 1.3.1.1 Site visit 1.3.1.2 Contract 1.3.2 Hardware 1.3.2.1 Issue RFP 1.3.2.2 Selection criteria 1.3.2.3 Purchase 1 4.0 Installation Prerequisites 4.1 Resource allocation 4.3 Site Preparation 4.3.1 Circuit cut over plan 4.3.2 Rack space allocation 4.3.3 Power 4.3.4 Cabling 4.3.5 Network 4.4 Testing 4.5 Configuration backups 4.6 Detailed installation documentation 5.0 Migration 5.1 Hardware 5.1.1 Installation 5.1.2 Testing 5.2 Routing and Switching 5.2.1 Cut over 5.2.2 Testing 5.2.3 Cancel circuit to old data center 6.0 Operations switchover 6.1 SLA monitoring 6.2 Documentation 6.3 Disaster recovery testing Section 603 - Group #10 Hatfield/VanDamme/Nguyen Work Breakdown Schedule February 2013 Version 1.1 2...
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...Life-Work Imbalance/ Flexible Work Schedules Barbara Hagan DeVry University Life-Work Imbalance/ Flexible Work Schedules Jessica a married woman with two small children starts her day off with a crying baby and winey demands from a three year old. She continues on with fulfilling their needs as she tries to get dressed for work and maybe spend a few minutes with her husband before he’s out the door and she’s left to get the boys ready for daycare. Everyone’s loaded and ready to go but Jessica forgot she needs to stop and get gas. Now running late she drops the kids off and is finally on her way to a long day in the office. Arriving only a few minutes late has her left with a bit of confidence but that suddenly fades as she catches sight of all the paperwork on her desk. The note on top reads “Must be done TODAY!” Jessica suddenly feels her heart sink and she sits in frustration. There’s no way this can all be done before the daycare closes at six and her husband works in the next town. He wouldn’t be able to pick up the boys either. She has already asked her boss for far too many favors and missed some days when the baby was sick. Her company doesn’t have any flexibility. If she doesn’t fulfill this task her job could be at stake (Hendrickson, 2014). Stories like Jessica’s are all too common and a flexible work schedule just might be the answer to these problems. If Jessica was able to complete work at home or on schedule a bit more flexible then she wouldn’t have to...
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...Management and Social Issues A Spatiotemporal Approach to Managing Utility Work Schedules Chien-Cheng Chou1, Yi-Ping Chen2 and Chien-Ming Chiu2 1Assistant Professor, Department of Civil Engineering, National Central University, Taiwan; PH: 886-34227151 ext.34132; FAX: 886-34252960; e-mail: ccchou@cc.ncu.edu.tw 2Graduate Research Assistant, Department of Civil Engineering, National Central University, Taiwan Abstract As more and more utility installation and/or maintenance activities are located in highly congested urban roadways, frequent pavement utility cuts in such areas may cause more traffic disruption as well as deteriorate pavement life and quality. Utility owners normally need to obtain permits from public road authorities before commencing utility activities; however, public road authorities in Taiwan currently just issue permits without trying to coordinate and communicate with utility owners involved to schedule their utility-related activities in a more consecutive way. An information model based on the spatiotemporal objects database technique was proposed to help public road authorities identify the utility activities that might be combined together to avoid unnecessary pavement utility cuts. In the proposed model, constraints pertaining to pavement moratorium, utility clearance distance and traffic conditions were considered. The software architecture is discussed, followed by research conclusions. Keywords: Pavement, Utility cut, Utility permit,...
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...- CRITICAL PATH METHOD PROGRESS SCHEDULE A. General. The progress schedule required for this project is the critical path method schedule (CPM schedule). The Contractor shall designate a Schedule Representative who shall be responsible for coordinating with the Engineer during the preparation and maintenance of the schedule. The requirements of this note replace the progress schedule requirements in 108.02.B of the Construction & Material Specifications. The contractor shall submit an interim schedule followed by a baseline schedule, or only a baseline schedule, depending on when the contractor starts work as described below. B. Interim Schedule. If the Contractor starts work within 60 days of execution of the contract, they shall submit an interim schedule. The interim schedule can be in bar chart format or CPM schedule format. The interim schedule shall include detailed activities for the work to be accomplished during the first 90 days of the Contract, and summary activities for the balance of the work. C. Baseline Schedule. The Contractor shall submit a baseline schedule within 60 days of the execution of the Contract. The baseline schedule will be in CPM schedule format and as described below. The Engineer will review the baseline schedule and will either “approve”, “approve as noted” or “reject" the schedule within 21 days of receipt. If the Engineer does not provide written notification regarding the disposition of the baseline schedule within 21 days, the submission will...
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...BENEFITS OF FLEXIBLE SCHEDULES Prepared For Sandra Haynes, Accountant Manager Haynes Accounting and Tax Services Prepared By Victoria M. Foster, Accountant March 5, 2013 Contents i. Executive Summary………………………………………………………………..IV I. Introduction………………………………………….……….………………………5 II. Current Research……..…………………………………………...………………..6 III. Benefits and Challenges of a Flexible Work Schedule …... ……………...…....7 IV. Benefits of a Flexible Work Schedule……………………………………....….....8 V. Recommendations and Conclusion ………………………………...…….………8 VI. References……..………...…..………………………………………...………….10 EXECUTIVE SUMMARY Haynes Accounting and Tax Services is a mid-size accounting firm that specializes in accounting, bookkeeping, payroll services, business incorporation (S-corp & LLC), and tax preparation services in the Greater Baton Rouge Area. They have worked closely with their clients to understand their precise needs and support them in achieving their business goals. Their team has proficiency in tax preparation and tax planning, internal auditing, budgeting, financial planning in addition to other areas and with many years of experience serving the local community, they have developed a unique of record of truthfulness and expertise. Haynes Accounting and Tax Services employees will benefit from implementing a flexible work schedule in several ways, {a} employees with families may utilize their work flexibility to handle...
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...baseline schedule and define the Schedule Management Plan. The initial WBS, developed during the Concept Development Phase, will define specific work activities; activities sequence, estimate resources, and estimate duration that will need to complete the project. The refined WBS will be used to develop an initial, baseline schedule. The Schedule Management Plan establishes the specific procedures for how the project schedule will be managed and controlled and is as detailed as necessary to control the schedule through the life cycle based on the size, risk profile, and complexity of the project. The Project Manager should consider the six schedule management processes described below in the development of the schedule baseline and the Schedule Management Plan. The development of the schedule baseline will involve activity definition, activity sequencing, activity resource estimation, and activity duration estimation. The Schedule Management Plan should be focused on the methods for controlling the schedule. Define Activities – identification of the specific work activities that need to be performed to complete the project. Although preliminary activity definition begins in the Concept Development Phase, this definition is further refined during the Planning Phase to ensure that all activities are defined in detail. The Planning Team creates a more detailed WBS, develops an initial, baseline project schedule and describes the proposed process for how the baseline schedule will...
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...Activity Diagram 8) Identify Class Operations 9) UML Communication Diagram 10) UML Sequence Diagram Requirements Document In this document I have been told that the requirements of the eDepot system is that it is designed to manage a collection of Heavy Goods Vehicle depots for a haulage company. Associated with each depot will be a collection of vehicles, drivers and a depot manager who is responsible for organising a work schedule between different vehicles and drivers. The different type of vehicles available are trucks and tankers which share common attributes such as vehicle make, model, registration number and service history. There some attributes which are unique to one of the two types of vehicles such as trucks will have a maximum cargo capacity and tankers will have maximum liquid capacity and type. (I.e. chemicals, oils, foodstuffs). With the system all users will have a username and password which they will enter into the system when logging on to gain access to their work schedule and in the case of depot managers, organise a work schedule between vehicles and drivers which are...
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...flexible work schedules in Canada are created by employers for business reasons or to assist their workers achieve work-life balance. We focus on long workweek, flextime, compressed workweek, variable workweek length and/or variable workweek schedule. Statistics Canada’s 2003 Workplace and Employee Survey data linking employee microdata to workplace (i.e., employer) microdata are used in the analysis. Results show that more than half of the workers covered in this data have at least one of the five specified types of flexible work schedules. Employment status, unionized work, occupation, and sector are factors consistently associated with flexible work schedules. Personal characteristics such as marital status, dependent children, and childcare use are not significantly associated with flexible work schedules, and females are less likely to have a flexible work schedule than are males. Overall, results suggest that flexible work schedules are created for business reasons rather than individual worker interests. KEyWORDS: work schedules, non-standard work, work-life balance This paper examines whether flexible work schedules in Canada are created by employers for business reasons or to assist their workers achieve work-life balance. We first explore the prevalence of different types of flexible work schedules in Canada, and then examine work, personal, human capital, workplace, and sector characteristics that might be associated with flexible work schedules. For flexible...
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...place, with necessary access, so that work can be executed with minimal delay and completed by the agreed upon date, within budget estimates. The schedule establishes when jobs will be done and what resources can best be applied to their performance. Resources include manpower, materials, tools and special equipment. Access refers to when the equipment will be prepared and accessible so that it can be worked on in safe (locked out/tagged out) condition, with necessary precautions taken, permits obtained, and any specialized documentation, drawings, or information in hand. Proper time relates to job start, duration of execution, and completion within the time frame agreed upon with the internal customer during the weekly coordination meeting. The Weekly Expectation Scheduling is the locus from which all maintenance activity is executed. Scheduling should be viewed as the “point” function and “marketing arm” of the system because it yields the earliest tangible results (often within weeks of start up). All individuals and groups perform better and accomplish more with clearly established, communicated and published expectations. When the maintenance function is managed without a weekly schedule, there are no specific expectations as to what is to be accomplished with the resources for which payroll checks will be drawn. Instead, whatever reactive demands are made is what will be done. The fundamental requirement target (the schedule) against which to control, followed by...
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...sensor nodes. We schedule sensor nodes between active (transmit or receive) and sleep modes while bounding packet latency in the presence of collisions. In order to support a dynamic WSN topology, we focus on topology-transparent approaches to scheduling; these are independent of detailed topology information. Much work has been done on topology-transparent scheduling in which all nodes are active. In this work, we examine the connection between topology-transparent dutycycling and such non-sleeping schedules. This suggests a way to construct topology-transparent duty-cycling schedules. We analyse the performance of topology-transparent schedules with a focus on throughput in the worst case. A construction of topology-transparent duty-cycling schedules based on a topology-transparent non-sleeping schedule is proposed. The constructed schedule achieves the maximum average throughput in the worst case if the given nonsleeping schedule satisfies certain properties. 1 Introduction Wireless sensor networking has been a growing research area for the last years. It has a wide range of potential applications, such as environment monitoring, smart spaces, medical systems and robotic exploration. In sensor networks, sensor nodes are normally battery-operated and energy efficiency has become one of the most important constraints on sensor networks [1, 12]. Studies have identified that idle listening is a significant consumer of power [17, 14, 24, 21, 26, 15]. Previous works (e.g., 1,2 This...
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...1. How does resources scheduling reduce flexibility in managing projects? Meredith and Mantel (2000, 302) stated that a schedule is the conversion of a project action plan into an operating timetable. As such, it serves as the basis for monitoring and controlling project activity and taken together with the plan and budget, is probably the major tool for the management of project. In a project environment, the scheduling function is more important than it would be in an ongoing operation because projects lack the continuity of day-to-day operations and often present much more complex problems of coordination. Shtub, Bard and Globerson (2005, 457) identify that resources scheduling is the process by which the project manager decides which resources to obtain, from which sources, when to obtain them, how to use them and when and how to release them.Given the finite nature of resource availability, a project plan may have to be modified so that it is practical. This is the major thrust of resource planning and management. According to Gray and Larson (2005, chapter 8), there are four major stages of the resource scheduling process. These stages are resource definition, resource allocation, resource aggregation, and resource leveling. Resource definition involves identifying the critical resources that need to be planned and managed for the successful completion of the project. In a multi-project environment as projects are competing for scarce resources, resource allocation...
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...Earned Value Analysis is a snapshot of a project to help detect problems that might arise early in the progress. It is a standard method of measurement for a project’s progress at any time, while at the same time it forecast the final cost and completion date. It also plays a big part in analyzing the variances in the schedule and budget in the project to see if the project at the end will be cost less than, greater than or equal to the budgeted cost and if the project will be completed on time. Husky currently has 4 phrases in their project which is the based on an organized Work Breakdown Structure. The Work Breakdown is the building block for planning project where all the work scope is broken down farther for planning, budgeting, scheduling, work authorization, cost accounting, management control, and progress measurement. At the point in time we should already completed phrase 4 as well as phrase 3 however, we can assumed that based on the spreadsheet that Husky show that the project is behind schedule because of the fact that part of phrase 3 has not been completed and phrase 4 did not even start yet since all the columns except for PV is currently blank. Earned Value Analysis has 3 keys fundamental values that is the most important in the budget cost of the measuring progress against the baseline. These three are the 1. Planned Value is the budgeted cost of the task as scheduled. Currently in the excel spreadsheet, there is the planned cost of the each tasks in...
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...worked into work packages in Microsoft Project and estimating percent complete on these packages – on a daily basis. Whether the requirement for that level of reporting was real or perceived, the project manager finds that he’s unable to manage the day to day activities of his project because he’s too busy trying to measure the project’s performance. It’s happened to nearly every project manager sometime in their career. They’re given the requirement to provide detailed performance reporting on a project and end up spending most of their time entering hours worked into work packages in Microsoft Project and estimating percent complete on these packages – on a daily basis. Whether the requirement for that level of reporting was real or perceived, the project manager finds that he’s unable to manage the day to day activities of his project because he’s too busy trying to measure the project’s performance. When a successful company invests time, money, and other resources in a project, its primary concern is always what it is getting in return for its investment. It is the responsibility of the project manager to ensure these projects stay on schedule and within their approved budget. Performance measurement provides the project manager with visibility to make sure he is operating within the approved time and cost constraints and that the project is performing according to plan. It also alerts management if a project begins to run over budget or behind schedule so actions can...
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...Schedule Performance Index (SPI): Schedule Performance Index tells us about the efficiency of time utilized on the project. It is a measure of progress achieved compared to planned progress. Schedule Performance Index = (Earned Value)/(Planned Value) SPI = EV/PV Schedule Performance Index informs us that how efficiently we are progressing with compared to planned progress. Note that: * If SPI is greater than one, means more work has been completed than planned work. * If SPI is less than one, means less work is completed than planned work. * If SPI is equal to one, means work completed is equal to planned work. Cost Performance Index (CPI): Cost Performance Index tells us about the efficiency of cost utilized on the project. It is the measure of the value of work completed compared to the actual cost spent on the project. Cost Performance Index = (Earned Value)/(Actual Cost) CPI = EV/AC Cost Performance Index informs us that how much we are earning for each dollar spent on the project. Note that: * If CPI is less than one, mean we are earning less than the spending. * If CPI is greater than one, mean we are earning more than the spending. * If CPI is equal to one, mean earning and spending is equal Schedule Variance (SV): Schedule Variance tells us that how much we are ahead of or behind the schedule. Schedule Variance (SV) is a measure of schedule performance on a project. Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV) ...
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