Cost Benefit Analysis (Cbas)

The mentor program would involve a three tier mentorship, this mentorship would involve three employees from different points of careers(early career employees, Mid- career employees , senior - career employees. This mentorship would allow Amanda develop a broader set of skills, an awareness of what is expected in advance positions. This mentorship will also an assistant in the task of indirect and direct learning.

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

The assignment for this week focuses on the team’s understanding of the goals and objectives of training program development and delivery. Team C summarizes the following highlights of this week’s discussions: determining organizational development theories and applications; differentiating between mentoring and executive coaching; identifying the major components of employee training; and comparing career development strategies.

Finally, there is a point to be made for the partnerships that are created in this program, specifically in student/youth and educator/mentor interactions. Considering there is surely an opportunity for “mentors” to pass along their expertise and knowledge in this collaborative environment, it should not be understated how valuable such positions are. In this case, the mentor helps one or more project teams find a project vision if they do not already have one, and then to help them realize that vision, and guide them along the way. They should be expected to pass on their knowledge of proper tool usage and safety measures while helping to show the importance of “failure as a means to success” is nurtured.

Northrop Grumman manage and assess our business based on their performance under contracts and programs (typically two or more closely-related contracts). Sales from their portfolio of long-term contracts are primarily recognized using the cost-to-cost method of percentage of completion accounting, but in some cases the units-of-delivery method of percentage of completion accounting is utilized. As a result, sales tend to fluctuate in concert with costs incurred across our large portfolio of contracts. Due to Federal Acquisition Regulation (FAR) rules that govern our U.S Government business and related Cost Accounting Standards (CAS), most types of costs are allocable to U.S. Government contracts, and we do not focus on individual cost groupings (such as manufacturing, engineering and design labor costs, subcontractor costs, material costs, overhead costs and general and administrative costs), as much as we do on total contract cost, which is the key driver of our sales and operating income.

With the implementation of the ACA, many states have expanded their Medicaid programs to include a larger population of low income individuals and families that were not able to obtain health insurance prior to the law. Some of the issues that state legislators struggle with are the overall cost of providing services for the additional recipients, staying within budget, determining an adequate approach of offering quality care, and providing adequate coverage for each recipient. Even though the cost of Medicaid expansion within each state has increased the budget for the program, new appraisals has shown that Medicaid programs spend less per enrollee than commercial health insurance and much of the increase in Medicaid expenses originate from the increase in enrollment in the programs (Coughlin, Long, Clemens-Cope, & Resnick, 2013).

AEG funded more housing units than they were required to, they worked closely with community coalition partners in order to set up a successful and effective local hiring program, and they donated to help fund a new land trust. Although some say the wording of the CBA may create problems, AEG has technically met the goals outlined in the L.A. Live CBA. Part of their adherence to the CBA may have been partially motivated by AEG’s need for ongoing coalition support, but nonetheless they honored their agreement. Another complaint may be that the need for monitoring and coordinating job and housing programs add extra stress to community organizations. There are studies of the execution of CBAs that recommend developers

On July 30, 1965, Medicare was signed into law by then President Lyndon B. Johnson. The President declared “No longer will older Americans be denied the healing miracle of modern medicine (Johnson, 1965). The Medicare act was implemented to provide the older population of U.S. citizens and those with disabilities and end-stage renal disease with financial security, coverage, and access to healthcare. It’s a federal program that most families will eventually rely on. “As the single largest purchaser of medical services in the United States, Medicare is an important source of income for hospitals, physicians, home health agencies, and other medical care providers” (Oberlander p. 119).

“Existing government programs-mainly Medicare and Medicaid-face severe financial challenges, particularly in an environment plagued by an escalating national debt crisis” (Shi & Singh, 2013, p. 342). Currently, the national debt is more than fifteen trillion dollars. The immediate answer created by the President and politicians was raising the debt ceiling. However, this solution will only allow them to spend more; it does not resolve the open ended question of how to reduce the debt (Shi & Singh, 2013). Consequently, government programs are at risk, more notably Medicare.

Medicare focuses on medical acute care such as doctors visit, hospital stays and drugs. Also, it focuses on short-term services such as physical therapy after a fall or stroke (U.S. Department of Health & Human Services, 2013). Medicare covers services for long term care such as short stay in a skilled nursing facility, home heath services and hospice/respite care, but it does not cover costs for personal/custodial care such as help with bathing, dressing, eating, etc.. In 2015, Forbes reported that Medicare will pay for some of the costs only if a patient meets the following conditions:

In this class, I learned about ICD-10 and CPT codes. ICD-10 is coding of diseases, abnormal findings, or signs and symptoms. CPT is a medical code that used bill medical procedures or services, which tell private or public insurances payer what medical procedures or services the healthcare provider would like to be reimbursed for. I also learned about Medicare, Medicaid and premium insurance coverages. This class was really helpful for me. I will consider patents’ insurance coverage before I prescribe medications or order diagnostic tests in order to provide high-quality care and cost-effective care for patients.

- Announcement of a mentor program to ensure that new people are nurtured into the team.

ABI is using a top-down process in this project, meaning that determination of the final budget comes almost strictly from a compilation of experiences and judgments of the top and mid-level managers in the company. The higher-level managers break down costs into major categories, pass down their cost estimates to the next lowest level, lower-level managers break the major categories down into subcategories and so on until the estimation process reaches the lowest level of the company. By the end, each level knows the specific amount of money that it is allotted to complete the project tasks required at that level. Because the project is so extensive in price and risk, it would have been smarter for them use a bottom-up process which would have involved the employees who would actually be part of the work team so that management could get a more accurate estimate of the time and money that would be required to complete the project.

Question 2. Was the implementation of ABC at GEI successful? What did GEI do well? What areas of the implementation could have been improved on? What are the key success factors that lead to or impede successful ABC implementation? Be sure to consider behavioural as well as technical factors. Analysis 2: It appeared that GEI 's two-phased implementation plan had been partially successful. The first phase succeeded in delivering timely, revised product-cost information for strategic pricing and mix decision making. The second phase struggled to deliver upon its promise of delivering productivity improvement and cost reduction. The ABC implementation was completed in the nine-month time frame, as planned. Based on a total of 88 interview sessions, 674 activities and 254 activity drivers were identified across all five plants and entered into the standard cost subsystem that provided data for the financial reporting system. The project team streamlined the implementation process by only including activities within the cost model that it believed could materially affect strategic product-pricing and mix

Under the new cost system, two broad sources of costs were identified: manufacturing and SM&A. All costs within these categories were reclassified as either volume driven or order driven. Hence, four cost pools were set up.