Top PDF PP: Earned Value Business Management - Using EV to Manage Outsourced Contracts

PP: Earned Value Business Management - Using EV to Manage Outsourced Contracts

PP: Earned Value Business Management - Using EV to Manage Outsourced Contracts

In all projects, the benefit (in terms of improved insights to overall performance) derived from plotting and reporting on trends and variances as well as the basic ‘S-Curves’ is significant. The data is far more sensitive and will quickly highlight changes in performance, however, it is important that both the trend (SPI) and variance are viewed to gain a complete insight into the health of a project. The examples shown here are based on the value of work performed (SPI). This is one key measure of performance. The other factor that must be tracked is the time-based performance of the project. Is the project maintaining its critical path?? Whilst it is generally true that projects with a negative critical path variance usually have a negative Earned Value variance this is not always the case.
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Conditions of success for earned value analysis in projects

Conditions of success for earned value analysis in projects

This project utilized EVA and was a successful from a PM perspective. The client was highly satisfied with the outcome. It finished on time, with the outturn cost perceived to offer a high level of value for money. The scope was the construction of a new purpose built terminal that was part of a wider refurbishment programme. The programme value was approximately $300 billion and the original cost for the project was $1130 million. It would result in a terminal approximately 6 times larger than the existing terminal, complete with up-to-date facilities for the air traveller, including leisure and retail offerings. The client was the owner of the airport and the contractor comprised of a joint venture between two contracting organisations. A Managed Service Provider (MSP) appointed by the client provided a full client programme management service. The MSP had a long-term contract to provide such a service to the client. Incentivised contracts were let on a competitive basis. The project duration from demolition of old terminal buildings to the opening of the new terminal was 5 years.
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THE APPLICATION OF EARNED VALUE MANAGEMENT (EVM) IN CONSTRUCTION PROJECT MANAGEMENT

THE APPLICATION OF EARNED VALUE MANAGEMENT (EVM) IN CONSTRUCTION PROJECT MANAGEMENT

EVM is one of the PPM tools that compares the total work planned with the total work done and the actual cost incurred in a project (Dissanayake, 2010). Cleland and Ireland (2007) stated that it is also known as earned value analysis even though the analysis emphasized is only constitutes one part of the whole EVM process. EVM is recognized as a powerful tool by Chen (2008) as it boosts the confidence of the project team in executing the project. Cost and schedule variance analysis (described in sub-heading 2.6.2) in EVM enable the project manager to get a more precise status on the project performance (Kim, Wells Jr., & Duffey, 2003).
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Earned Value Analysis for Construction Projects Using Project Management Scheduling Engine

Earned Value Analysis for Construction Projects Using Project Management Scheduling Engine

Today's high competition conditions, all businesses operating in the public and private sector have been made to move much faster than the past times. Therefore, it is seen that almost every company in the business life carries out many projects simultaneously. Regardless of the scope and purpose of the projects, one of the most important criteria for the success of these projects is the presence of a skilled project manager. Project control is the activities carried out within the scope of monitoring and updating the project. Within the scope of the control, the differences between the project plan and the actual situation are examined and the current plan is updated according to the actual situation. Thus, the project progress is tried to be controlled. If there is a delay in the project after the update, the project manager may try to prevent the delay by allocating additional resources to future activities. Deviations in the success of the project can be minimized by making healthy decisions as a result of controlling and updating the project. In addition to time changes in the project, substantial measures related to cost and quality should be monitored. In this context, S-curves are one
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Measuring the actual energy cost performance of green buildings: a test of the earned value management approach

Measuring the actual energy cost performance of green buildings: a test of the earned value management approach

The negative variance implies that the actual energy cost is higher than its equivalent value in reference to the budgeted life cycle energy cost. However, this cost variance does not inform whether more or less energy has been consumed by the building; it quantifies the cost variance resulted from energy rate differences rather than consumed energy quantity in the building. This is because that the actual energy quantity is a common variable in both the ELCV and the actual life cycle cost (ALCC), and hence, the cost variance (CV) is determined based on energy rate variations rather than energy quantity. Consequently, since the cost variance (CV) only quantifies the cost deviation resulted from energy rate variations, it can be termed as energy rate cost variance, abbreviated ERCV.
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The value of business and management education

The value of business and management education

Case 10 - Retail - This company used a UK Business School tailored MBA as part of the graduate development programme for high potential corporate recruits. 65 people from the early cohorts of this programme were followed up. The evaluation by participants showed that their response to the Business School component of the programme was fairly evenly spread between moderately useful, useful and very useful. 25% of respondents valued the theoretical aspects, 9% felt it was a waste of time, 7% felt it was not business oriented, and 5% not relevant to work. The respondents valued company speakers on this programme. They had problems with balancing their time between work and study, and meeting the formal requirements of assessment process (eg style of dissertations). Those who had taken first degrees in Business/ Management and also in Science were less keen on the MBA experience than those with backgrounds in Arts and Languages. In spite of some of these criticisms, the Business School aspect of the graduate development programme was rated the second most useful element of programme, after their retail placement (22 respondents put it in their top three activities). Again for Business and Management graduates it came rather lower.
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Aunts Daphnes Oil Change Business.docx

Aunts Daphnes Oil Change Business.docx

Because of some expert advice that you once offered your Aunt Daphne (and because you have a strong background in economics), you have been hired as the economic consultant to her oil change business. She consults you frequently for your advice on changing prices as well as what to expect regarding the number of customers that are likely to patronize her business.

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The Internal and External Resource  Integration in Operation Process:  A Case Study

The Internal and External Resource Integration in Operation Process: A Case Study

The change of competition concepts leads to the change of companies’ resource constitution. Traditional re- source division view claims that a company’s resource is mainly a company’s interior resource, which is divided into three categories: primary resource, which refers to the products and services of a company; supportive re- source, which refers to the supportive items and tools during the production of primary resource, including raw materials, equipment, capital and technology etc.; invisible resource, which refers to strategic plans and man- agement controls. However, under the concept of competition, external resource such as the market and custom- ers become important parts of companies’ resource and the main area in competitions. Meanwhile, resource providers are transferring from internal to external, which means that a company’s resource might come from related members of related groups or companies, including internal organizations such as corporate shareholders, management crew, employees and stake holders, as well as external members such as the government, coopera- tors, competitors and the society etc. [3].
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Implementation of Web Based Application to Teach Students Earned Value Management Concepts

Implementation of Web Based Application to Teach Students Earned Value Management Concepts

A study project re-used the results of the primary study, focusing on the study of Knowledge Based System successful implementations as a basis for building a method that would allow practitioners to choose the most appropriate KM tools for each organization’s specific problems and situations. The project was the interest in studying the causes of Knowledge Based System rejection by the learners. Any way to map the identified applications of Knowledge Based System to different phases of knowledge management life cycle is also presented [5].

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.  THE COST CONTROLLING AND MONITORING OF CONSTRUCTION PROJECT THROUGH EARNED VALUE MANAGEMENT SYSTEM

. THE COST CONTROLLING AND MONITORING OF CONSTRUCTION PROJECT THROUGH EARNED VALUE MANAGEMENT SYSTEM

The Earned Value Management system is “a technique developed by a project manager to measure the project performance that integrates scope, schedule and resources of the project. EVMS is a valuable technique to determine real gains and losses on projects and provides a means to balance gains/losses and maximize the gains and also a powerful tool to control simultaneously physical and cost performance. Performance is measured by determining the budgeted cost of work performed (i.e., earned value) and comparing it to the actual cost of work performed (i.e., actual cost). Progress is measured by comparing the earned value to the planned value.
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Demand and Supply Outline.doc

Demand and Supply Outline.doc

 Demand is elastic if greater than 1, unit elastic if equal to 1, and inelastic if below 1 o Elastic – reducing the price by 5% will cause sales to grow by more than 5% o Unit Elastic -[r]

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IDENTIFYING THE CHALLENGES AND BARRIERS HEARING IMPAIRED LEARNERS FACE WITH 
USING ICT EDUCATION COURSES

IDENTIFYING THE CHALLENGES AND BARRIERS HEARING IMPAIRED LEARNERS FACE WITH USING ICT EDUCATION COURSES

Audit of accounting information system using are COBIT 4.1 framework which is used to measure the maturity level of IT services and ITIL V3 as a support in recommendations for improvement. The audit only focused on the 13 IT process in Deliver and Support domain COBIT 4.1 framework. Deliver and Support domain is more emphasis on the process of IT services, system security, training, data management and other of the accounting information system that has been used. While some people have also been conducted audits using IT governance frameworks such as COBIT, ISO 27000, ITIL, COSO and others [5][6][10].
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Improvement Model for Strategic Planning in the Frame of Earned Value Using Mathematical Clustering

Improvement Model for Strategic Planning in the Frame of Earned Value Using Mathematical Clustering

way, the final clusters based on hierarchical structure of their generality, usually attributed tree. The root node of tree diagram represents the entire data and each leaf represents as a data point to be considered. Thus the objects of intermediate nodes that are close together describe tree diagram altitude generally between each pair or clusters of data points or a point and a given cluster is uttered. Final results of tree diagram levels of clustering results can be achieved. Thus, we have an assortment of Swat. The classification task is facilitated investment strategies and the formulation of strategies and action takes place. So, using the values gained from an activity, which funds the work done on a project until a specified date, and how it should be spent on the project's performance, the use of project resources, show each strategy were identified, and rated the importance of each of them is determined using this technique. This means that we determine in which areas are located, so they showed us a little of 1-100 to determine the extent of their use.
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Business value created by management accounting

Business value created by management accounting

Management accounting has recently broadened its scope to encompass contributing to the so- called value creation process. Value creation is usually presented as a simple, strategically relevant and all-embracing concept. Drawing from the Marxist concept of reification, this article shows that value creation is commonly reified through its objectification, which prevents any dispute and further maintains social domination (Bourguignon, 2005)

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E-Bucks Simulation.doc

E-Bucks Simulation.doc

The E-Bucks Simulated Economy was based on a token economy of individual reinforcement of desired behaviors in which tokens are administered and exchanged for rewards. All students are required to participate in the E-Bucks Simulated Economy. In addition, students will earn points for turning in their E-Bucks Balance Sheet every two weeks. E-Bucks can be earned by each student in a variety of ways. There will be an auction each quarter for students to redeem their E-Bucks for various prizes (determined by the teacher). Therefore, E-Bucks are only good for one quarter; students cannot bank E-Bucks for the next quarter. Students can apply for jobs in the E- Bucks Simulated Classroom Economy every two weeks. Students will be required to keep accurate records of their E-Bucks and will be audited every two weeks.
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Project Performance Evaluation By Earned Value Method

Project Performance Evaluation By Earned Value Method

EVM can be used for progress payments to contractors based on the EV of contracted or outsourced work. Because such contractual arrangements create legal and financial obligations, it is important to consider the method specified for evaluating progress. The previously discussed alternatives for determination of percent complete should be carefully considered and negotiated to achieve a fair and equitable environment that encourages successful accomplishment of contracted or outsourced project items.

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Demand.ppt

Demand.ppt

• A change in price create a change in demand • Example: demand for butter tends to be elastic?. because there are lower-priced substitutes?[r]

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GDP and Consumer Price Index Assignment.docx

GDP and Consumer Price Index Assignment.docx

15. A family pays $75,000 for a house built three years ago ________________ ________________ 16. An accountant pays a tailor $175 to sew a suit for her ________________ ________________ 17. Ford Motor Company buys new auto-making robots ________________ ________________ 18. Apple Computer Company builds a new factory ________________ ________________ 19. You buy a new Toyota that was made in Japan ________________ ________________ 20. You pay tuition to attend college ________________ ________________ 21. A birdhouse sold at a flea market ________________ ________________ 22. A business purchases computer software and a PC ________________ ________________ 23. A family buys a new refrigerator ________________ ________________ 24. A mother sells her house in New York to a Japanese woman for
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Experimental application of Business Process Management technology to manage clinical pathways: a pediatric kidney transplantation follow up case

Experimental application of Business Process Management technology to manage clinical pathways: a pediatric kidney transplantation follow up case

managed individually using “ ad hoc ” solutions. The main critical elements in healthcare management are the vari- ability due to different availability of healthcare services, the scarce use of medical evidence and the phenomena of professional uncertainty. This has led to a slow evolution in healthcare management and optimization because the new methodologies, technologies and practices have not been implemented in healthcare environments at the same rate as in other sectors [1]. This aspect is critical because the main objective of health care services is to reduce costs without reducing the quality in patient care. To reach the best cost-quality ratio, healthcare manage- ment has to reach the same level as other services in
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Optimal  Contracts  for  Outsourced  Computation

Optimal Contracts for Outsourced Computation

With regards to legal enforcement of the contract, it is necessary that behaviours of contract participants are observable and verifiable. Actions such as “assigning a job” or “paying a reward” are of this type. However, probabilistic behaviours, e.g., “employing two agents with probability α”, are usually unverifiable. Our contracts unfortunately rely on these probabilistic actions of the principal as explicitly stated in the terms and policies for auditing, task duplication and/or rewarding (the latter in two-level reward contracts of §4.5). It is critical to ensure (by both ends) that the principal in reality sticks to such actions, for two reasons: Firstly, the principal must establish to the agents its compliance to the contract so as to make the threats credible. Secondly, the agent needs an assurance that the principal cannot deviate from the contract and thus take away some of its benefits (in two-level rewarding). Without an appropriate security measure, this is usually not possible, e.g., the fact that the principal does not audit tells little about whether its auditing probability is indeed λ = 0.3 or λ = 0.6. This important contract implementation issue has not been discussed in previous works.
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