loop must become a south pole (in order to try and pull the coil back). This means that current must have been induced in a direction up the front of the loop. 3. The magnetic flux through a coil of wire containing 2 loops changes from -20 Wb to +15 Wb in 1.4 s. What is the induced emf ? i 20Wb f 15Wb N 2 t 1.4 s V ? t 15 (20) (2) 1.4 V N 50V UNIT 3 Fields RRHS PHYSICS Page 141 of 160 4. A square coil of sides 5.0 cm contains 10 0 loops
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| |Date |Account Titles & Explanations |Ref |Debit |Credit | |Dec30 |Childcare Exp. |410 | |2400 | | |Cash |101 |2400 | | |Dec28 |Supplies Exp.
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Patton – Fuller Community Hospital Nicole Keeps Organization Behavior/CMGT 554 August 10‚ 2011 Patton-Fuller Community Hospital Patton-Fuller Community Hospital is a full service community hospital located in the City of Kelsey. Patton-Fuller has been serving the community of Kelsey since 1975. In the years of service‚ Patton-Fuller has seen many information technology changes and improvements. Patton-Fuller Community Hospital is HIPAA compliant and rigorously enforces all HIPAA requirements
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IT Outsourcing Paper Tavie Clack CMGT/578 11/03.2014 Dennis Finigan IT Outsourcing Paper When a company is trying to decide if they should outsource some of their IT functions‚ there are several areas that they will need to research so that they will make the right decision. A company needs to measure the risks‚ benefits‚ and costs of outsourcing‚ and the company will also need to measure the pros and cons of outsourcing the IT functions. 1. What are the determining factors that may
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Solutions to Accompany Information Technology Project Management‚ Sixth Edition ISBN-10: 0324786921 ISBN-13: 9780324786927 Course Technology MIS Series Companion Web Site: www.cengage.com/mis/schwalbe Kathy Schwalbe‚ Ph.D.‚ PMP Table of Contents CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 CHAPTER 9 CHAPTER 10 CHAPTER 11 CHAPTER 12 APPENDIX A APPENDIX B APPENDIX C List of solution files available and referenced in this document‚ in alphabetical order:
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CAPM certification and I wish to make it available to those studying for other PMI related courses. I used resources from all over the web‚ Project Management Body of Knowledge – PMBOK and other various sources. Also note‚ I have done my best not to plagiarize any work without first mentioning the person or organizations name and that I have tried to only use information that has been made freely available. If I have inadvertently used information found in another’s document‚ publication‚ etc
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estimating D. Schedule development E. Schedule control A. ACTIVITY DEFINITION Results in the project team developing a more detailed WBS and supporting explanations Ensure that the project team has complete understanding of all the work they must do as part of the project scope B. ACTIVITY SEQUENCING Involves reviewing the activities in the detailed WBS‚ detailed product descriptions‚ assumptions‚ and constraints to determine the relationship between activities Involves evaluating the
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Does this information (WBS) allow you to define any milestones of the project? Why or why not? What are they? The information that provided in part 1 alone is not enough to allow the project team in defining any milestones of the project. Actually the hierarchical breakdown of the activity can be designed out of this information but for defining milestones; the project team may well require the following: * Duration of Activity/Activities/Group of Activities that is the time allocated to each
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acquisition date. According to FASB‚ 2012‚ ASC ¶ 410-20-30-1‚ “An expected present value technique will usually be the only appropriate technique with which to estimate the fair value of a liability for an asset retirement obligation.” Since asset retirement obligation must be recognized at the acquisition of the oil platform‚ the future liability for year 2023 must be discounted to reflect the liability fair value on the acquisition date (FASB‚ 2012‚ ASC ¶ 410-20-25-4). Having determined the fair value
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Prior to the onset of modern project management‚ the success criteria of a project lay solely on the technical success‚ or scope of the resulting product or service. Today‚ adherence to budget and schedule form a triangle of success factors alongside scope‚ with client satisfaction also developing as a key determinant of project success (Kerzner‚ 2004). However‚ the delivery of project scope will always take precedence over all other project factors‚ because if a project fails to deliver on its original
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