...Running head: M&M PROJECT REPORT Abstract This paper examines the proportion of M&M candies through the random sampling of 156 bags. After reading this paper one should have a better understanding of the process that accompanies packaging M&M candies. The bags used in the experiments were taken from different stores to help ensure a true sample of all the 1.69 oz of plain M&M candies. Introduction: Purpose of Report The purpose of this report is to examine the five project parts of an M&M analysis and examine a method for quality control. The parts of this project included using random sampling to gather data on the number of colored M&M candies, the sample proportion and sample mean, constructing a 95% confidence interval and testing claims of M&M candies. By the end of this report a better understanding of the methods behind packing M&M candies should be gained. Project Part 1: Sampling Method To begin the M&M analysis a random sample of three 1.69oz bags of plain M&M candies where purchase by each individual students from three different stores. A random sample ensures that every member of the population has a chance to be selected. The population in statistics refers to the “collection of all outcomes, responses, measurements, or counts that are of interest (Larson, & Farber, 2009).” Buying bags from different stores assures a true sample of the population of all 1.69 oz bags of plain M&M candies. Once bags were purchased...
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...what quantitative analysis to generate in the first place. Supposed you are a new capital budgeting analyst for a company considering investments in the eight projects listed in Exhibit 1. The chief financial officer of your company has asked you to rank the projects and recommend the “four best” that the company should accept. Part I For the first part of this assignment only quantitative considerations are relevant. No other project characteristics are deciding factors in the selection, except that management has determined that projects 7 and 8 are mutually exclusive. All projects require the same initial investment, $2,000,000. Moreover, all are believed to be of the same risk class. The weighted average cost of capital for the first part is 10%. To simulate your analysis, consider the following questions: 1. Can you rank the projects simply by inspecting the cash flows? We cannot rank the projects by simply inspecting the cash flows. We must bring all cash flows at the same point in time (present) before comparing. This is because of time value of money. A dollar received now is more valuable than a dollar received sometime in the future. Thus, it is important that we bring all the cash flows to the present time before comparing. 2. What criteria might you use to rank the projects? Which quantitative ranking methods are better? Why? There are several criteria that we can use to rank...
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...Team Project: “LIFE CYCLE PROJECT DEVELOPMENT” Stakeholder Analysis | | | | Team Number: Team 4 | Stakeholder | Internal or External I or E | Affected by Project H, M, L | Priority H, M, L | Stakeholder Objectives and/or Expectations | Influence on Project H, M, L | Positive(P) and/or Negative(N) Impact(s) to Project | Action Steps to Establish, Maintain, and Nuture Relationship | New Customers | E | H | H | Expects a new mountain bike that fulfills their needs and wants. | H | P (Learning about their expectations can help us build a product that meets their needs.) | Conduct market research in the form of surveys and focus group interviews to ensure that the bike meets their needs. | Existing Customers | E | M | H | Needs may already be fulfilled with the existing line of road bikes, but could be in the market for a mountain bike as well. | H | P/N (Some customers may be satisfied with the existing line and may not care about the new line of mountain bikes.) | Conduct market research in the form of surveys and focus group interviews to ensure that the bike meets their needs. | Competitors | E | H | H | Will want the project to fail to maintain their share of the mountain bike industry. | L | N (Competitors could redesign their existing mountain bike models or introduce new ones in response.) | Monitor their product offerings to ensure that no competitors are offering products or services that would out perform our own. | Owner | I | H | H | Should...
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...Bolton University RAK Campus – Vadim (Level 3) 1. Why do large projects sometimes fail? A project is considered a failure when it has not delivered what was required, in line with expectations. Therefore, in order to succeed, a project must deliver to cost, to quality, and on time; and it must deliver the benefits presented in the business case. The requirements for success are clear and absolute – right? Unfortunately, it's not that simple. Because the second part of our definition of success is that the project must be delivered "in line with expectations." If key stakeholders agreed that a project had to exceed its initial budget, the project may still be considered a success. Likewise, if a project delivered everything that was in the detailed project designs, it may still be considered a failure if it didn't include vital elements that the key stakeholders needed. This doesn't seem fair, but project success and failure isn't just about the facts, nor is it simply about what was delivered. It's also, crucially, about how the project is perceived. Reasons for Project Failure The wrong business requirements have been addressed If your project is set up to deliver the "wrong thing," it may be considered a failure even if everything is delivered on time, within budget, and to the required quality. This seems harsh. But if your project doesn't deliver what the organization really needs, this will inevitably negatively affect how it's perceived. This is why it's so important...
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...Laboratory 2 Switches, Lights, and Multiplexers Part I Objectives The purpose of this part is to connect the switches and lights by using FPGA chip with VHDL entity. These switches (SW17-0) represent the inputs of a circuit, and LEDR17-0(red lights) represents the outputs of a circuit. Switches are assigned to the LEDR which means each switch connects one light separately. So when one of the switches is on, the corresponding light will be light. Equipment DE2 package, Altera’s Quartus II Design and Test Procedure 1. Create a new project: to start click File > New Project Wizard > select the directory for storing this project and the same name of the project with directory > select Cyclone II and EP2C35F672C6 as the target chip; 2. Create a new VHDL entity: File > New > VHDL File; 3. Type the VHDL code in this file; 4. Start the calculation and it will be automatically saved; 5. When it is completed, the next step which is the most important thing is importing assignment: Assignments > Import Assignments > select the file (DE2 pin assignments.csv); 6. Save the project and click the compilation; 7. Download the compiled circuit: Tools > Programmer > Hardware Setup > select USB-Blaster > make sure the Program Configure box is checked > Start; 8. Test: for every switches, the red LED lights will turn on when the switch is on Results It is successful when our group does it in the first time. For every switch...
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...thinking can be applied in a construction project context. The purpose of this paper is to increase the understanding of how various measures of lean thinking can be implemented in a construction project and how these measures work. In order to enhance unbiased theoretical reasoning a frame of reference is first developed through a literature review of peer-reviewed journal articles. The empirical part of the research utilises a lean construction pilot project as a case study. Empirical data was mainly collected through a series of three questionnaire surveys, responded by project participants that were involved in the lean implementation effort (approximately 30 responses) and three follow-up workshops in which the key individuals from all partner companies participated (15-20 individuals). The author of this paper functioned as a facilitator and action researcher, responsible for the design and analysis of the surveys and for planning and facilitating the workshops. Document studies and interviews of twelve project participants were also conducted in order to increase the richness of the case study data. The empirical results show that many of the lean related measures identified in the literature review have been utilised, either implicitly or explicitly, in the pilot project. These measures have mostly focused on increasing the cooperation among project actors, for which reason the pilot project is very similar to a partnering project. Much work remains in order to obtain a...
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...Submitted by, Sharath 4SX12MBA52 MBA Section ‘C’ Submitted to, Mr. Karthik. K Lecturer MBA department Sahyadri College Date of submission: 17-04-2014 Table of Contents 1.0 Company introduction 4 2.0 Total quality management meaning 4 3.0 six sigma concept 4 3.1 steps taken by to Implement it 4 4.0 PRQP Advanced production quality planning 8 4.1 Responsibility’s in APQP 9 4.2 APQP Planning 9 4.3 APQP Review 10 5.0 Quality management in PPAP (production part approval process) 11 6.0 The 8D framework 12 6.1 Background of 8D 12 6.2 What is 8D? 12 6.3 The 8 discipline 12 7.0 The QJ process 14 7.1 Identify new QJ 14 7.2 Open New QJ 14 7.3 Investigate QJ 15 7.4 Develop solution 15 7.5 implement solution 16 7.6 Follow up 16 8.0 poka-yoke 17 9.0 Specification paper 17 10.0 Warning light 17 11.0 Scanner 17 Table of Figures Figure 1: six sigma improvement process transactional tasks 6 Figure 2: Process Input and Output 7 Figure 3: An example of APQP planning 10 Figure 4: This picture illustrates how to match Volvo GDP at part level with supplier 11 Figure 5: chart showing PPAR process 12 Figure 6: The eight steps in 8D 14 Abstract Maintaining quality in production system management is very important in competitive world. Volvo...
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...India) I I Six Laning of Pune - Satara Section of NH-4 from Km 725.000 to Km 865.350 (Length - 140.350 km) in the State of Maharashtra to be executed as BOT (Toll) on DBFO Pattern under NHDP Phase-V (Package No. NHDP-V/MC-IU14) CONCESSION AGREEMENT Between National Highways Authority of India G-5&6, Sector-10, Dwarka, New Delhi - 110 075 And MIS PS Toll Road Private Limited C/o Reliance Infrastructure Limited 623, Chintamani Plaza, Mohan Studio Compound Chakala, Andheri (East), Mumbai - 400099 Public Private Partnership in National Highways (Six-Laning) CONCESSION AGREEMENT Government of India New Delhi Contents PART 1 1 Preliminary Recitals 1 Definitions and Interpretation 1.1 1.2 1.3 1.4 Definitions Interpretation Meannements and Arithmetic Conventions Priority of agreements, clauses and schedules 4 4 4 6 7 8 PART I1 The Concession 2 Scope of the Project 2.1 Scope of the Project 3 Grant of Concession 3.1 The Concession I1 II 12 13 14 14 15 16 17 17 17 18 18 18 4 Conditions Precedent 4.1 4.2 4.3 Conditions Precedent Damages for delay by the Authority Damages for delay by the Concessionaire 5 Obligations of the Concessionaire Obligations of the Concessionaire Obligations relating to Project Agreements Obligations relating to Change in Ownership Employment of foreign nationals Employment of trained personnel Sole Purpose of the Concessionaire Branding of Project Highway Facilities for physically challenged and elderly...
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...event D. The impact and the amount at stake (M) 2. Risk constitutes a lack of knowledge _____. A. Of future events B. About the environment C. About the estimates D. About the customer’s requirements (E) 3. Which of the following is not included in risk management? A. Risk planning B. Risk Assessment C. Risk handling D. All of above are part of risk management (E) 4. Proper risk management is reactive rather than proactive. A. True B. False (E) 5. If there’s a 40% chance of making $1 million and a 60% chance of losing $600,000, then the expected monetary outcome is. A. B. C. $360,000 D. (M) 6. The process that identifies, evaluates, selects and implements one or more strategies to set risk at an acceptable level is: A. Risk planning B. Risk assessment C. Risk handling D. Risk monitoring and control (E) 7. An objective source for risk identification is: A. Lessons learned files B. Program documentation evaluations C. Current performance data D. All of the above (M) 8. Brainstorming, assumption analysis and WBS decomposition are techniques used for: A. Risk identification B. Risk assessment C. Risk monitoring and control D. Risk handling (M) 9. Monte Carlosimulation is a technique used as part of: A. Risk...
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...1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of deliverables discussed in the book would be used to classify the final report that must be presented to the customer at the end of the project? A. Hardware deliverables B. Software deliverables C. Interim deliverables D. Validation...
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...1: (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace & defense B. Construction C. Information systems D. All industries have a need for project management (M) 2. Which of the following is not one of the PMBOKâ Guide’s five process groups? A. Feasibility studies B. Planning C. Execution D. Closure (E) 3. Which of the following is normally not one of the traditional components of the triple constraint? A. Within time B. Within cost C. Within performance (Scope, technology or quality) D. Accepted by the customer (M) 4. Which of the following is a potential benefit of using project management? A. Maximization of continuous reporting B. No need for identification of functional responsibilities C. Identification of time limits for scheduling D. No need for a project management methodology (E) 5. Which of the following functions of classical management is generally not performed by the project manager? A. Planning B. Organizing C. Staffing D. Controlling (M) 6. Which of the following three types of deliverables discussed in the book would be used to classify the final report that must be presented to the customer at the end of the project? A. Hardware deliverables B. Software deliverables C. Interim deliverables D. Validation...
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...A Forrester Consulting Thought Leadership Paper Commissioned By IntraLinks Trends, Challenges, And Technology Use In A Changing M&A Environment M&A Management Tools — The Missing Link To Institutionalize M&A May 2010 Forrester Consulting Trends, Challenges, And Technology Use In A Changing M&A Environment Table Of Contents Executive Summary ............................................................................................................................................................................................2 The M&A Management Tools Market Is Still Nascent ...........................................................................................................................3 Trends And Challenges In A Changing M&A Environment ................................................................................................................4 Criteria For Successful Corporate M&A ......................................................................................................................................................8 Technology Use And Satisfaction In M&A .............................................................................................................................................. 12 Capabilities Of The Next-Generation M&A Management Tool ....................................................................................................... 15 Key Recommendations .........................................................
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...preemptive time–cost–quality trade-off project scheduling problems Madjid Tavana a,b,⇑, Amir-Reza Abtahi c, Kaveh Khalili-Damghani d a Business Systems and Analytics Department, Lindback Distinguished Chair of Information Systems and Decision Sciences, La Salle University, Philadelphia, PA 19141, USA Business Information Systems Department, Faculty of Business Administration and Economics, University of Paderborn, D-33098 Paderborn, Germany c Department of Knowledge Engineering and Decision Sciences, University of Economic Sciences, Tehran, Iran d Department of Industrial Engineering, South-Tehran Branch, Islamic Azad University, Tehran, Iran b a r t i c l e i n f o a b s t r a c t Considering the trade-offs between conflicting objectives in project scheduling problems (PSPs) is a difficult task. We propose a new multi-objective multi-mode model for solving discrete time–cost–quality trade-off problems (DTCQTPs) with preemption and generalized precedence relations. The proposed model has three unique features: (1) preemption of activities (with some restrictions as a minimum time before the first interruption, a maximum number of interruptions for each activity, and a maximum time between interruption and restarting); (2) simultaneous optimization of conflicting objectives (i.e., time, cost, and quality); and (3) generalized precedence relations between activities. These assumptions are often consistent with real-life projects. A customized, dynamic, and self-adaptive...
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...preemptive time–cost–quality trade-off project scheduling problems Madjid Tavana a,b,⇑, Amir-Reza Abtahi c, Kaveh Khalili-Damghani d a Business Systems and Analytics Department, Lindback Distinguished Chair of Information Systems and Decision Sciences, La Salle University, Philadelphia, PA 19141, USA Business Information Systems Department, Faculty of Business Administration and Economics, University of Paderborn, D-33098 Paderborn, Germany c Department of Knowledge Engineering and Decision Sciences, University of Economic Sciences, Tehran, Iran d Department of Industrial Engineering, South-Tehran Branch, Islamic Azad University, Tehran, Iran b a r t i c l e i n f o a b s t r a c t Considering the trade-offs between conflicting objectives in project scheduling problems (PSPs) is a difficult task. We propose a new multi-objective multi-mode model for solving discrete time–cost–quality trade-off problems (DTCQTPs) with preemption and generalized precedence relations. The proposed model has three unique features: (1) preemption of activities (with some restrictions as a minimum time before the first interruption, a maximum number of interruptions for each activity, and a maximum time between interruption and restarting); (2) simultaneous optimization of conflicting objectives (i.e., time, cost, and quality); and (3) generalized precedence relations between activities. These assumptions are often consistent with real-life projects. A customized, dynamic, and self-adaptive...
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...(Difficulty: E = Easy, M = Medium, and T = Tough) Multiple Choice: Problems (Note: MACRS accelerated depreciation rates should be given for many of these problems. These rates are provided in the text in Chapter 11, Table 11-2.) Easy: Investment outlay Answer: c Diff: E [i]. The Target Copy Company is contemplating the replacement of its old printing machine with a new model costing $60,000. The old machine, which originally cost $40,000, has 6 years of expected life remaining and a current book value of $30,000 versus a current market value of $24,000. Target's corporate tax rate is 40 percent. If Target sells the old machine at market value, what is the initial after-tax outlay for the new printing machine? a. -$22,180 b. -$30,000 c. -$33,600 d. -$36,000 e. -$40,000 Risk-adjusted discount rate Answer: c Diff: E [ii]. Dandy Product's overall weighted average required rate of return is 10 percent. Its yogurt division is riskier than average, its fresh produce division has average risk, and its institutional foods division has below-average risk. Dandy adjusts for both divisional and project risk by adding or subtracting 2 percentage points. Thus, the maximum adjustment is 4 percentage points. What is the risk-adjusted required rate of return for a low-risk project in the yogurt division? a. 6% b. 8% c. 10% d. 12% e. 14% Medium: [MACRS table required] New project NPV Answer: d...
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