Actual cost to date = $79‚800 (This is what I actually spent by the end of month 4) Planned expenditures to date = $101‚000 (This is what I should have spent by the end of month 4) The CFO is excited and has sent you an email congratulating you for being 12.07% under budget. However‚ is it really time to hold a team celebration? That would be fun but your project manager mentality kicks in. Those numbers look good but how are we ‘really’ doing? To understand the true project performance‚ we need
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buyers as per agreed schedule and price. As result‚ the project schedule and cost are defined to achieve the objective. Project schedule and cost are known to work in equilibrium. Where one of these dimensions is restricted or extended‚ the other dimension will then also need to be either extended/increased or restricted/reduced in some way. Given that quality must not be compromised‚ this paper aims to describe how to get the optimum balance of project schedule and cost on an onshore gas processing
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FORMULATING STRATEGIES: Corporate level Multi-business corporations have to consciously decide as to what lines of businesses they would like to be in. If‚ at the same time‚ they are Multi-national corporations then they have to also decide which countries they would like to do business in. These decisions are of crucial importance which have a direct bearing on the fortunes of the enterprise and are made at the Corporate level. Corporate level Strategies PORTFOLIO STRATEGY The firm decides
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* What is the cost variance‚ schedule variance‚ cost performance index (CPI)‚ and schedule performance index (SPI) for the project? Cost Variance: Earned Value (EV) – Actual Cost (AC) $20‚000 - $25‚000 = ($5‚000) Schedule Variance: EV – Planned Value (PV) $20‚000 - $23‚000 – ($3000) Cost Performance Index: EV / AC $20‚000 / $25‚000 = 0.8 Schedule Performance Index: EV / PV $20‚000 / $23‚000 = 0.869 * How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget
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CLICK TO DOWNLOAD PROJ 592 Project Cost and Schedule PROJ 592 Final Exam 1 1. (TCO B) Estimating Procedures (a) You are the project manager for a new high-rise office building. You are working on estimating the exterior landscaping for the new development. The landscaping requires the use of a special landscape stone. Based on recent experience the most likely price for the material is $120.00/ton. However‚ the price for this stone is volatile‚ and the price fluctuates over time based on market
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1: Job Order Costing and Process Costing | Topic 1: Product Costing Systems | Discuss the two alternatives for product costing systems. Be sure to address the following: Professor and class‚ * How do the two systems differ? The two alternatives for product costing systems are job and process. The two differ in that with job costs these are specified for a particular job. Process costs go by each process that is done (Kinney & Raiborn‚ 2013‚ p 150). * What are the characteristics
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Work Breakdown Structure – Quiz 1 See tutorial in Week 1 lecture. a) In order to accommodate the smaller budget‚ the project manager will extend the schedule because the resources are not as efficient and/or reduce the scope. The triple constraint should always be balanced. b) The quality is reduced because there are less resources to accomplish the task in a high-quality fashion. (TCO B) You are a project manager for a new Hardware Software Project. You just received the project charter and
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Formulating Problem Statements: Using Audience Awareness to Contextualize Your Research Goals A persuasive problem statement consists of three parts: 1) the ideal‚ 2) the reality‚ and 3) the consequences for the reader of the feasibility report. Well constructed problem statements will convince your audience that the problem is real and worth having you investigate. Your strategy is one of contrast: by situating the the ideal scenario next to the situation as it exists‚ you can not only
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PROJ 592 Project Cost and Schedule Control Week‚ TCOs‚ and Topics Readings Assignments Week 1 TCOs A & B Project Definition‚ WBS‚ and Cost Project Management for Business‚ Engineering and Technology Chapter 5: Planning Fundamentals (pp.157-195) Earned Value Project Management Chapter 6: Scope the Project (pp.47-61) You Decide Graded Discussion Topics Week 2 TCOs B & C Financial Plan Project Management for Business‚ Engineering and Technology Chapter 8: Cost Estimating and
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14627-0345 Call: (585) 275-5953 Fax: (585) 461-3055 Online‚ visit our website: www.rochester.edu/parking/shuttle.htm Forgot Something? Call Lost & Found (585) 275-5953 ♼PRiNtEd ON RECYCLEd PaPER UNiVERSitY COMMUNiCatiONS · 0756-912 ShUttLe SChedULe CW CW COrPOrAte WOOdS Destinations • Corporate Woods (30/120/155) • Lattimore Office Building • Whipple Circle Monday through Friday 7:15 a.m.–6:00 p.m. No shuttle on University holidays Shuttle Information Monday through Friday‚ 8 a
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