...Telestar International On November 15, 1998, the Department of Energy Resources awarded Telestar a $475,000 contract for the developing and testing of two waste treatment plants. Telestar had spent the better part of the last two years developing waste treatment technology under its own R&D activities. This new contract would give Telestar the opportunity to “break into a new field”, that of waste treatment. The contract was negotiated at a firm-fixed price. Any cost overruns would have to be incurred by Telstar. The original bid was priced out at $847,000. Telestar’s management, however, wanted to win this one. The decision was made that Telstar would “buy in” at $475,000 so that they could at least get their foot into the new marketplace. The original estimate of $847,000 was very “rough” because Telestar did not have any good man-hour standards, in the area of waste treatment, on which to base their manhour projections. Corporate management was willing to spend up to $400,000 of their funds in order to compensate the bid of $475,000. By February 15, 1999, costs were increasing to such a point where overrun would be occurring well ahead of schedule. Anticipated cots to completion were now $943,000. The project manager decided to stop all activities in certain functional departments, one of which was structural analysis. The manager of the structural analysis department strongly opposed the closing out of the work order prior to the testing of the first plant’s high-pressure...
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...COMMERCIAL BANK OF ETHIOPIA CUSTOMER ACCOUNTS AND TRANSACTION SERVICE TECHNICAL TRAINING MANUAL May 2014 Commercial Bank of Ethiopia Contents PART I ............................................................................................................................................................ 1 Chapter one .................................................................................................................................................. 1 Introduction .................................................................................................................................................. 1 1.1 Overview ............................................................................................................................................. 1 1.2 History of Banking in Ethiopia ............................................................................................................. 2 1.3 CBE’s Profile ........................................................................................................................................ 4 V I S I O N................................................................................................................................................... 4 MISSION .................................................................................................................................................... 4 List and discuss CBE’s corporate values ..............................................
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...COMMERCIAL BANK OF ETHIOPIA CUSTOMER ACCOUNTS AND TRANSACTION SERVICE TECHNICAL TRAINING MANUAL May 2014 Commercial Bank of Ethiopia Contents PART I ............................................................................................................................................................ 1 Chapter one .................................................................................................................................................. 1 Introduction .................................................................................................................................................. 1 1.1 Overview ............................................................................................................................................. 1 1.2 History of Banking in Ethiopia ............................................................................................................. 2 1.3 CBE’s Profile ........................................................................................................................................ 4 V I S I O N................................................................................................................................................... 4 MISSION .................................................................................................................................................... 4 List and discuss CBE’s corporate values ..............................................
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...Management in the Telestar International case gave an artificially low contract bid to get an initial government contract in the hope that they would get further government contracts in the future. How should Telestar's management explain the plant explosion to the Department of Energy? Should Telestar be able to retain any progress payments that they received from the government to date? Why or why not? Post your responses to these questions to the discussion forum and then comment on at least two of your classmates' posts. Telestar International On November 15, 1998, the Department of Energy Resources awarded Telestar a $475,000 contract for the developing and testing of two waste treatment plants. Telestar had spent the better part of the last two years developing waste treatment technology under its own R&D activities. This new contract would give Telestar the opportunity to “break into a new field”, that of waste treatment. The contract was negotiated at a firm-fixed price. Any cost overruns would have to be incurred by Telstar. The original bid was priced out at $847,000. Telestar’s management, however, wanted to win this one. The decision was made that Telstar would “buy in” at $475,000 so that they could at least get their foot into the new marketplace. The original estimate of $847,000 was very “rough” because Telestar did not have any good man-hour standards, in the area of waste treatment, on which to base their manhour projections. Corporate management...
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...Telestar International (Chapter 7 – Page 312) 1. Who do you believe is at fault in this situation? I believe that the Project Manager is at fault in this situation. The structures manager strongly advised the project manager not to stop the activities in this department before testing the plant’s high-pressure pneumatic and electrical systems. The structures manager warned the project manager and even mentioned that the test was scheduled for the next month. I think it would have been more important to consider this risk and prevent this from happening, alone from a safety perspective. The project manager also mentioned that his boss expects him to finish this project without a cost overrun. However, maybe it would have been of importance to run this particular issue by his boss in order to either increase the budget or adjust the scope in order to successfully and safely finish the project. 2. Should the structures manager have been dedicated enough to continue to work on his own? Why or Why not? This was running through my head for a little while after I read the text. It’s difficult to say. However, the structures manager did try to convince the project manager that it was a big risk to take and the project manager went ahead and took the risk. Even though the structures manager knew that this could potentially happen, the project manager did not listen to his advice. If he would have continued to work on his own, he would have disobeyed, he could have...
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...Telestar International (Chapter 7 – Page 312) 1. Who do you believe is at fault in this situation? I believe that the Project Manager is at fault in this situation. The structures manager strongly advised the project manager not to stop the activities in this department before testing the plant’s high-pressure pneumatic and electrical systems. The structures manager warned the project manager and even mentioned that the test was scheduled for the next month. I think it would have been more important to consider this risk and prevent this from happening, alone from a safety perspective. The project manager also mentioned that his boss expects him to finish this project without a cost overrun. However, maybe it would have been of importance to run this particular issue by his boss in order to either increase the budget or adjust the scope in order to successfully and safely finish the project. 2. Should the structures manager have been dedicated enough to continue to work on his own? Why or Why not? This was running through my head for a little while after I read the text. It’s difficult to say. However, the structures manager did try to convince the project manager that it was a big risk to take and the project manager went ahead and took the risk. Even though the structures manager knew that this could potentially happen, the project manager did not listen to his advice. If he would have continued to work on his own, he would have disobeyed, he could have prevented...
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...Brochure More information from http://www.researchandmarkets.com/reports/2212819/ Project Management. Case Studies. 4th Edition Description: A new edition of the most popular book of project management case studies, expanded to include more than 100 cases plus a "super case" on the Iridium Project Case studies are an important part of project management education and training. This Fourth Edition of Harold Kerzner's Project Management Case Studies features a number of new cases covering value measurement in project management. Also included is the well-received "super case," which covers all aspects of project management and may be used as a capstone for a course. This new edition: - Contains 100-plus case studies drawn from real companies to illustrate both successful and poor implementation of project management - Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications - Covers cutting-edge areas of construction and international project management plus a "super case" on the Iridium Project, covering all aspects of project management - Follows and supports preparation for the Project Management Professional (PMP®) Certification Exam Project Management Case Studies, Fourth Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the new Eleventh Edition of Harold Kerzner's landmark reference...
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...Job Staisfaction Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction.. Job satisfaction is important technique used to motivate the employees to work harder. It is often said that “ A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy employee is generally that employee who is satisfied with his job. Job satisfaction is very important because most of the people spend a major portion of their life at working place. Moreover, job satisfaction has its impact on the general life of the employees also, because a satisfied employee is a contented and happy human being. A highly satisfied worker has better physical and mental well being. Definitions: In simple words , job satisfaction can defined as extent of positive feelings or attitudes that individuals have towards their jobs. When a person says that he has high job satisfaction , it means that he...
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...Instructor's Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING TENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE: Solutions to Chapter Problems Chapter 1-Problems Chapter 2-Problems Chapter 3-Problems Chapter 4-Problems Chapter 5-Problems Chapter 6-Problems Chapter 7-Problems Chapter 8-Problems Chapter 9-Problems Chapter 10-Problems Chapter 11-Problems Chapter 12-Problems Chapter 13-Problems Chapter 14-Problems Chapter 15-Problems Chapter 17-Problems Chapter 18-Prob1ems PART TWO: Solutions to Case Studies Clark Faucet Company Kombs Engineering Williams Machine Tool Company Wynn Computer Equipment (WCE) Reluctant Workers Hyten Corporation Macon, Inc. Continental Computer Corporation Goshe Corporation Acorn Industries MIS Project Management at First National Bank Cordova Research Group Cortez Plastics Phil Condit and the Boeing 777 Teaching Note AMP of Canada (B) Case Study AMP of Canada (C) Case Study AMP of Canada (A) Teaching Note AMP of Canada (B) Teaching Note AMP of Canada (C) Teaching Note Riverview Children’s Hospital Teaching Note Como Tool and Die (A) Como Tool and Die (B) Apache Metals, Inc. Haller Speciality Manufacturing An International Project Manager’s Day (B) Case Study An International Project Manager’s Day (C) Case Study An International Project Manager’s Day (D) Case Study Hazelton International Limited...
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...Contents Introduction ..................................... 2 AV Receiver TX-SR504 TX-SR504E TX-SR8450 Instruction Manual Connection .................................... 16 Turning On & First Time Setup..... 32 Basic Operation Playing your AV components ....... 36 Listening to the Radio .................. 38 Enjoying the Listening Modes ..... 48 Thank you for purchasing an Onkyo AV Receiver. Please read this manual thoroughly before making connections and plugging in the unit. Following the instructions in this manual will enable you to obtain optimum performance and listening enjoyment from your new AV Receiver. Please retain this manual for future reference. Advanced Operation ..................... 54 Troubleshooting ............................ 62 En WARNING: TO REDUCE THE RISK OF FIRE OR ELECTRIC SHOCK, DO NOT EXPOSE THIS APPARATUS TO RAIN OR MOISTURE. WARNING RISK OF ELECTRIC SHOCK DO NOT OPEN AVIS RISQUE DE CHOC ELECTRIQUE NE PAS OUVRIR CAUTION: TO REDUCE THE RISK OF ELECTRIC SHOCK, DO NOT REMOVE COVER (OR BACK). NO USER-SERVICEABLE PARTS INSIDE. REFER SERVICING TO QUALIFIED SERVICE PERSONNEL. The lightning flash with arrowhead symbol, within an equilateral triangle, is intended to alert the user to the presence of uninsulated “dangerous voltage” within the product’s enclosure that may be of sufficient magnitude to constitute a risk of electric shock to persons. The exclamation point within an equilateral triangle is intended...
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...J O I N T C E N T E R AEI-BROOKINGS JOINT CENTER FOR REGULATORY STUDIES The Antitrust Economics of Two-sided Markets David S. Evans Related Publication 02-13 September 2002 David Evans is Senior Vice President, NERA Economic Consulting. The author is extremely grateful to Howard Chang, George Priest, Jean-Charles Rochet, Richard Schmalensee, and Jean Tirole for many helpful comments and suggestions and Irina Danilkina, Anne Layne-Farrar, Daniel Garcia Swartz, Bryan Martin-Keating, Nese Nasif, and Bernard Reddy for their many contributions to the research upon which article is based. The author has worked for a number of companies in the two-sided markets discussed in this paper including Bloomberg, Microsoft, and Visa. © David S. Evans 2002. Abstract “Two-sided” markets have two different groups of customers that businesses have to get on board to succeed—there is a “chicken-and-egg” problem that needs to be solved. These industries range from dating clubs (men and women), to video game consoles (game developers and users), to credit cards (cardholders and merchants), and to operating system software (application developers and users). They include some of the most important industries in the economy. Two-sided firms behave in ways that seem surprising from the vantage point of traditional industries, but in ways that seem like plain common sense once one understands the business problems they must solve. Prices do not and prices cannot follow marginal costs...
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...Model SR7500/SR8500 User Guide AV Surround Receiver CAUTION RISK OF ELECTRIC SHOCK DO NOT OPEN CAUTION: TO REDUCE THE RISK OF ELECTRIC SHOCK, DO NOT REMOVE COVER (OR BACK) NO USER-SERVICEABLE PARTS INSIDE REFER SERVICING TO QUALIFIED SERVICE PERSONNEL The lightning flash with arrowhead symbol within an equilateral triangle is intended to alert the user to the presence of uninsulated “dangerous voltage” within the product’s enclosure that may be of sufficient magnitude to constitute a risk of electric shock to persons. The exclamation point within an equilateral triangle is intended to alert the user to the presence of important operating and maintenance (servicing) instructions in the literature accompanying the product. IMPORTANT SAFETY INSTRUCTIONS READ BEFORE OPERATING EQUIPMENT This product was designed and manufactured to meet strict quality and safety standards. There are, however, some installation and operation precautions which you should be particularly aware of. 1. Read Instructions – All the safety and operating instructions should be read before the product is operated. Retain Instructions – The safety and operating instructions should be retained for future reference. Heed Warnings – All warnings on the product and in the operating instructions should be adhered to. Follow Instructions – All operating and use instructions should be followed. Cleaning – Unplug this product from the wall outlet before cleaning. Do not use liquid cleaners or aerosol cleaners...
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