WORK HOURS QUANTITIES CODE DESCRIPTION EST ACT FORECAST EST ACT FORECAST A.00 E/W Duct 440 A.10 Partitions 230 150 225 25 14 25 A.20 Hangers 210 130 220 3 2.2 3.8 B.00 N/W Duct 645 В.10 Partitions 370 75 390 50 12 48 В.20 Hangers 275 85 260 16 4.5 16
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Draw a hierarchical diagram of the work packages given,
using the WBS code values. Calculate the BCWP and percent
complete for all codes and work packages to include
A.00 and B.00. Finally, compute the total percentage complete
of the project.
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- Mary and Sue both work in the same department. Mary believes that Sue is being paid considerably more than she is. In fact, both employees are being paid about the same amount. Mary complains to her boss and the compensation manager and wants a pay raise. What should the compensation manager say, assuming the firm follows the policy of not revealing the pay of individual employees? Should Mary be told the amount of Sue’s pay? Or, should Mary only be told that there is a “misunderstanding’ and that her believe is incorrect? Or, should some other approach be taken?Client Obligations and Handling Your BossRosie Alexander had recently lost her job from the dot-com bust when she decided to switchindustries and join a medium-sized consulting firm where she helped individual clientsmanage their personal portfolios. Although the firm wasn't the top in themarket, the firm had several long-term clients who gave them a good reputationamongst peers.One long-term client, Betty Fitz, emailed Rosie's boss, Conor Hall, asking a few questionsabout a recent acquisition of stock. Conor forwarded the inquiries to Rosie,asking her for help. Rosie, new to the job and not fully aware of Ms. Fitz'sfinancial background, wasn't able to answer all of Ms. Fitz's questions-theyneeded to be put to someone with more expertise. So, she wrote an email back toConor, letting him know that she needed more information before she could fullyevaluate Ms. Fitz's situation. She explicitly stated in the email to Conor thather reply was an inquiry for further information and was not…A hiring manager told a candidate that if they joined the company , they would be promoted within 6 months , would be given an office , and would be given a substantial raise . The candidate took the job based on this information . After the 6 month period , the employer did not come through with these promises and stated the reason was financial constraints . 1. What is this an example of ? 2. Discuss how employees can protect themselves from these types of situations ?
- 1. Dated documents should be maintained in a file cabinet and can be arranged: A. Alphabetically B. Chronologically C. By subject D. All of these E. None of these 2. In business: A. Being unorganized and stressed is acceptable B. Redoing a project a second time is acceptable C. Time is money D. All of these E. None of these 3. Negative stress commonly results in: A. Fatigue and diminished or increased appetite B. Anger, depression, and/or distrust C. Both Fatigue and diminished or increased appetite and Anger, depression, and/or distrust D. None of theseCase Two: Duty versus Personal Conflicts Zoom user is a clerk in Commissioner’s office. Zoom user also performs extra work due to shortage of staff. Raising and taking down the flag over the office building every morning and evening is one of his extra work, although it is not part of his official job description. Zoom user comes to know that Asiimwe Edgar, a politician having criminal back ground dies. Few years ago, Zoom user’s best friend was shot dead during a riot allegedly arranged by Asiimwe Edgar. An order passes from the president to all the District offices of the city, to keep National flag at “half -mast” over their offices, to mourn the death of Asiimwe Edgar. Zoom user gets angry with such degradation of the National flag after watching this news on TV. He decides to stay at home next day and keeps the door keys of roof top with himself. Zoom user is confident and thinks “this was not part of my official duty; I was performing extra work so no formal punishment can…Boxes-and-Stuff, a box-packing and mailing company in a small town along the Gulf Coast, lost a key employee last month when its accounting manager was fired for embezzling company money. Now, the owners of Boxes-and-Stuff, Jerome and Natalia, need to find another accounting manager-fast. But as they hurry to fill the position, they don't want to select a dishonest or incompetent employee. They need to be cautious. Fortunately, the police chief found the embezzled funds in a bank account set up by the former employee, and authorized the return of the money. This means that Boxes-and-Stuff will not lose the embezzled amount, after all. However, Jerome and Natalia are already thinking of ways to protect their company from other risks. They want to be prepared for risky situations in the future. Questions: 1. Which risks do you think Boxes-and-Stuff might face? 2. Are these risks pure (insurable) or speculative (not insurable)?
- Macon was a 50-year-old company in the business of developing test equipmentfor the tire industry. The company had a history of segregated departments withvery focused functional line managers. The company had two major technicaldepartments: mechanical engineering and electrical engineering. Both departments reported to a vice president for engineering, whose background wasalways mechanical engineering. For this reason, the company focused all projects from a mechanical engineering perspective. The significance of the testequipment’s electrical control system was often minimized when, in reality, theelectrical control systems were what made Macon’s equipment outperform thatof the competition.Because of the strong autonomy of the departments, internal competitionexisted. Line managers were frequently competing with one another rather thanfocusing on the best interest of Macon. Each would hope the other would be thecause for project delays instead of working together to avoid project…Lu is 26 years old and single with a master's degree in education. he is paralyzed and confined to a wheel chair as a result of an auto accident. he earns $32,000 per year. instead of the tradition "one benefit package fits all," the company is allocating an additional 25 percent of each employee's annual pay to be used for discretionary benefits. those benefits and their annual cost are as follows: a) supplementary health care for employee: plan A (no deductible and pays 90 percent) =$3000, plan B ($200 deductible and pays 80 percent)=$2000, plan C ($1000 deductible and pays 70 percent)=$500, s supplementary health care for dependents (same deductibles and percentages as above): plan A=$2000, Plan B=$1500, plan C=$500, supplementary dental plan =$500, life insurance: plan A ($25000 coverage)=$500, plan B (50,000 coverage)= $1000, plan C(100,000 coverage) =$2000, plan D ($250000 coverage)= $3000 mental health plan =$500, prepaid legal assistance =$300, vacation =2 percent of annual pay…Analyze the following case and answer the questions given at the end of the case: Agya Kofi has been a clerk in a business firm for over a decade. He feels that he has been doing his job efficiently. However, the promotion to a supervisory position, which he has been expecting, has never materialized. He feels sad about it, and a little angry with his manager, Roselyn, who is responsible for promotions Agya Kofi feels that a deserving promotion has been denied to him and he attributes it to the fact that Roselyn belongs to a community different from his. This feeling has gone to such an extent that Agya Kofi has become somewhat negligent in his work. He keeps a book of poems which he quietly reads in the office in moments of dullness. He has even begun to write poems, a practice of his university days, and now he does so even in his office occasionally and delights in it. He even thinks of giving up his clerical job and imagines himself sitting in a chair of the sub-editor of a…
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