...Your Refunds Are Easier With The New Baker OneCard How are Baker College refunds delivered to students? Each registered Baker College student will receive a Baker OneCard. Your card will arrive in the mail at your primary address on file with Baker. To receive your refund, you must activate your Baker OneCard. During card activation, you will choose how to receive your refund money. If you want faster access to your funds, simply choose to have your refunds deposited directly into your OneAccount. Activate your card and make your refund selection online at www.BakerOneCard.com. What is the OneAccount? The OneAccount from Higher One is a fully functioning FDIC insured checking account that allows you to access your student refunds quicker and easier than ever before. The OneAccount has no minimum balance, no monthly fees, and free Internet banking features. With it, you can use your Baker OneCard to make purchases anywhere Debit MasterCard® is accepted. What are the advantages of having my refunds deposited directly to my OneAccount? 1. Easy Refund (depositing your refund to your OneAccount) is the quickest way to gain access to your money. In order to have your refund directly deposited, activate your Baker OneAccount as soon as possible. 2. You can use the Baker OneCard as a debit card (NOT A CREDIT CARD) to make purchases at all Debit MasterCard locations, access cash at an ATM, pay bills, send money electronically and so much more. 3. There is no charge to you for receiving...
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...A Communication Network and Information System (CNIS) Upgrade Plan System Build Project Student Name 6/15/2011 Dr. Beverlin Hammett Management 321 Baker College Online Table of Contents 1.0 Introduction…………………………………………………………….2 1.1 Background……………………………………………………..2 1.2 Discovery……………………………………………………….2 1.3 Product Overview……………………………………………….3 2.0 Product Review………………………………………………………...4 2.1 Process Flow…………………………………………………….5 3.0 System Integration……………………………………………………..6 3.1 Current System………………………..………………………...6 3.2 Compatibility Issues…………………………………………….7 3.3 Decision-Making Support Models………………………………7 3.4 Advantages and Disadvantages………………………………….7 3.5 Implementation Process…………………………………………8 4.0 Component Design……………………………………………………...8 4.1 Hardware Components…………………………………………..9 4.1.1 Databases…………………………………………….9 4.1.2 Communication Devices……………………………..9 4.1.3 Intranet and Wi-Fi……………………………………9 4.2 Software Components……………………………………………9 4.2.1 Vetport and MIS Software……………………………9 4.3 System Maintenance…………………………………………….10 4.4 Cost Analysis……………………………………………………10 4.4.1 New Hardware and Software Cost………………….10 4.4.2 Total Annual Budget Comparison…………………..11 4.5 Security………………………………………………………….11 4.6 Organizational Culture………………………………………….11 5.0 Measurement…………………………………………………………...12 5.1 Staffing and Record Keeping……………………………………12 5.2 Cost Benefit Comparison………………………………………..12 5.3 Return on Investment……………………………………………13 Table of...
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...EFFECT OF PROCUREMENT SYSTEMS ON THE PERFORMANCE OF CONSTRUCTION PROJECTS Abstract: Project procurement has been described as an organized methods or process and procedure for clients to obtain or acquire construction products. Apart from the traditional approach, there are now other “fast-tracking” or innovative procurement systems used by the construction industry world wide. The different procurement systems differ from each other in term of allocation of responsibilities, activities sequencing, process and procedure and organizational approach in project delivery. These differences have invariably affected the project performance. Project performance has been defined as “the degree of achievement of certain effort or undertaking” which relates to the prescribed goals or objectives that form the project parameters. There are many other elements that determine project success, but the focus of this paper is on the three critical parameters or project performance i.e. time, cost and quality. The aim of this paper is to look into the effect of the different procurement systems on the project performance. Since there are many different project procurement systems, it is appropriate for the purpose of this presentation to limit to the common ones i.e. traditional system, design and build and management contracting. Keyword: Project procurement, performance, time, cost and quality INTRODUCTION The procurement of construction project is vast in scope because it involves the...
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...* MSBuildToolsVersion for this version of tools is 12.0. * MSBuildToolsPath is now %ProgramFiles%\MSBuild\12.0\bin on 32-bit operating systems, or %ProgramFiles%\MSBuild\12.0\bin\amd64 on 64-bit operating systems. * ToolsVersion values can be found in HKLM\SOFTWARE\Microsoft\MSBuild\ToolsVersions\12.0 for 32-bit operating systems or HKLM\SOFTWARE\Wow6432Node\Microsoft\MSBuild\ToolsVersions\12.0 for 64-bit operating systems. * The SDK35ToolsPath and SDK40ToolsPath properties point to the .NET Framework SDK that's packaged with this version of Visual Studio (for example, 8.1A for the 4.X tools). New Properties * MSBuildFrameworkToolsPath is a new property that has a value of %windir%\Microsoft.NET\Framework\v4.0.30319 on 32-bit operating systems or %windir%\Microsoft.NET\Framework64\v4.0.30319 on 64-bit operating systems. This is a replacement for MSBuildToolsPath that can be used to point to the .NET Framework tools and utilities. * MSBuildToolsPath and MSBuildFrameworkToolsPath have 32-bit equivalents—MSBuildToolsPath32 and MSBuildFrameworkToolsPath32—that always point to the 32-bit location, regardless of whether 32-bit or 64-bit MSBuild is being used. 2. MSBuild Concepts MSBuild provides a basic XML schema that you can use to control how the build platform builds software. To specify the components in the build and how they are to be built, use these...
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...the expected completion in Fall of 1993. This project was received with political and public support and promised to aid in preventing an economic free fall. The city used as many Denver area contractors and services as possible to keep their promise of increasing the economic benefits of the new airport. Due to construction beginning later that scheduled, the design-build approach was used, which led to a number of circumstances where partially constructed, or constructed areas had to be changed causing duplication of work, increased costs and delays. Due to lack of proper planning, and that the assumption that airlines would build their own baggage system, an airport wide baggage system was not included in the final plan for the airport. BAE, after already been contracted by United to build their baggage system, was approached and agreed to build an airport wide baggage system based on negotiated conditions. At this point the scheduling and construction of the project and baggage system was out of control. As BAE worked on building and installing the baggage system, the negotiated conditions were not met, leading to further delays. The city took action to filed a lawsuit against BAE penalizing them $12,000 a day for not finishing the baggage system, possibly BAE’s reputation around the world. I recommend that BAE propose a plan for this point in the project to organize and schedule the remainder of the project to minimize delays and further cost overruns. BAE...
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...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored...
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...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2002 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet...
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...BAE Automated systems was contracted by the United Airlines to build the baggage management for them at the Denver International Airport (DIA). The management team at DIA, looking at the response from other airlines towards the leasing of the own baggage systems, decided to build an integrated system for baggage management at DIA. The DIA approached BAE for the completion of this 195 million dollar project. After much deliberation on the project specifications and timelines, BAE decided to take up the project however they enforced many timelines and freeze dates to be strictly followed by the DIA. BAE highlighted the need for privileges such as unrestricted access and priority treatment which would be necessary for timely completion of the project. The project eventually ran into difficulties after the death of Slinger, the new point of contact between the BAE and the Denver government. Gail Edmond was not as autonomous as Slinger was and even though she tried her best to manage the situation. The issue snow balled into a situation where an external consultant was hired to assess the situation, from a German firm “Longplan”, and based on their recommendation the DIA decided to go ahead with the plan to construct a backup baggage management systems. They also decided to put the blame for the delay in the opening of the airport on BAE and issued a fine of $12,000 per day from the promised date of delivery and also the whole amount of development of the backup system. BAE on the other...
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...QUESTION 3: Discuss on the Effects of Procurement System in the performance of construction projects I. INTRODUCTION Procurement is also called as sourcing, which means gathering services and goods from the preparation and of request through the approval of statement for payment. This involves purchase planning, financing, making the purchase, inventory control and stores, specific development, standard determination, supplier research and selection, supply contract administration, disposal and other related functions, value analysis and price negotiation. Procurement plays major role in work relationship between parties involved in the construction process. Identify the primary and secondary objectives of the projects, Risk innate in the proposal, Environmental determination, which it will be implemented and selecting the appropriate procuring method for the proposed project. Procurement was not about a building, it was about entire project which includes obtaining goods and services, also includes obtaining human recourses like, consultants, contractors, sub-contractors, suppliers and specialists for some purpose. It is the very important step which can show some significant impact on the project success. Procurement is essentially a series of considered risks – each method has individual strengths and weaknesses, which must be carefully calculated by clients and industry alike. There are a number of different types of procurement routes available for clients to select...
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...KEL156 MARK JEFFERY A&D High Tech (A): Managing Projects for Success In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a strong track record of delivering projects on time and on budget. His techniques for project planning, estimating, and scheduling had become best practices at the St. Louis-based computer products company. He had just led a project team that successfully revamped the supply chain systems in less than eighteen months. He was especially proud since many observers had doubted that the project could be completed on time. As part of the strategic initiatives set forth by its CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase operational efficiency and reduce costs. The supply chain project therefore received notable attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle difficult assignments that were critical to the company’s growth and profits. He had already been mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his retirement. (See Exhibit 1 for the A&D High Tech organizational chart.) In early May 2003 Johnson received an urgent message from the company’s CIO, Matt Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss taking over the company’s online store project. Johnson realized that up to that point the company’s top brass had virtually ignored the Internet...
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...Construction Projects: Establishing a Procurement Strategy Introduction The construction industry is one of the major contributors to the gross domestic product of many economies, and as a result, it is important that the environment of the industry is kept as healthy as possible. Previous research studies based on the construction industry (NWPC, 1990; Latham, 1994) have emphasised the key improvement areas, and one of these areas is the selection and use of a suitable procurement strategy in any construction project. The construction process has been seen as involving “all those activities, be they technical, managerial or strategic which make up the realisation phase of a project where the physical facility actually appears, and on completion, the facility is in a useable state, which is an important part of the whole project endeavour and actually impacts the perception of the client” (Rowlinson & McDermott, 1999: pp. 27). But then the concept of success is generally an ambiguous one in a construction project because of the varying perceptions of the project participants, since they will all have their own view of success (Chan, Scott & Lam, 2002). Therefore, several issues need to be considered in order to ensure the success of the outcome of a construction project. However, current research (Chinyio, Olomololaiye & Corbett, 1998) confirms that construction clients have been dissatisfied with the performance of construction consultants and contractors on most...
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...Chapter 1 – From Beginning to End: An Overview of Systems Analysis and Design . Classroom Discussion Activities Note: For the purpose of Classroom Activities, there is usually not a ‘model answer’ to each question in the discussions. From week 2 onwards, answers will not be provided for Classroom Activities in the Tutorial Solution File. 1. Discuss what to do, i.e. what are the steps, to build a system. Discuss by giving an example, such as a patient monitoring system for a dentist, or an inventory tracking system for a small business. Ask: How to build this system for the owner (who is a good friend)? Note: Be careful to make your example large enough that it is not simply a "cottage industry" single person application where the student just builds something that is already in his/her head. Consider the following questions: ← How do you find out exactly what the user needs the system to do? ← How do you remember what the user tells you about what it must do? ← How do you know what information is important to keep? ← How do you make sure it does what it is supposed to do? ← How do you divide up the work, if there are two or more of you working together? The answers are expected to differ in each separate tutorial class based on the types of project experience that the class students have brought along with for the discussion. The discussion allows all members in the class to share the experience...
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...American International University-Bangladesh Software Quality and Testing (Sec: A) Project Name: Software Test Plan for Automated Ticket Issuing System for Dhaka Subway Systems. Submission Date: 19-02-2015 Datasoft, Inc. NAME | ID | SIGNATURE | DAS, RAJIB | 12-20768-1 | | HASAN, AMIT | 12-20759-1 | | KHAN, MD. NOMAN | 12-20672-1 | | ROY, PALLOB KANTI | 12- 20158-1 | | Table of Contents Test Plan Identifier..........................................................................................3 References ...........................................................................................…………3 Introduction.....................................................................................................4 Test Items.........................................................................................................5 Software risk issues......................................................................................... 5 Ticket availability information display function to be tested. .........................6 Features to be tested....................................................................................... 6 Features not to be tested................................................................................. 7 Approach……………............................................................................................ 7 Item Pass/Fail criteria…………...
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...IT426-1303A-02 System Integration and Organization Deployment Keeping Track Josh. Falwell August 12, 2013 Some of this paper has been recited from IT426-1303A DB 2-3 Table of Contents Project Outline 3 Integration Model and Tasks 4 Standards and Regulations 10 Support Strategies 9 Best Practices 13 Cultural Implications 16 Project Outline For this project it has been brought up by The National Transportation Safety Board that there needs to be a better way of keeping an accurate count on passengers. The reason for this in 2011 an Amtrak passenger train was struck by a semi-truck. When this happen it took Amtrak two full days to account all the passengers that where on the train, then after they had their final count they come to realize that there were two people missing from the train. With this project the integrated software for security will track all passengers at all times during the travel on Amtrak trains. With this when a customer will purchase a ticket from Amtrak all there information will be encoded on the ticket. With this ticket it will be the only way that passengers will be able to open any door within the railcar. When a passenger has to go from one passenger car to another they must use their ticket with the encoded information in the barcode to open the door. Also with this Amtrak will be able to store all this data on their serves also be able to pull this data at any given time. Now for instants if there was a derailment, like...
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...For the exclusive use of V. THANGAMANI KEL158 Revised May 8, 2009 MARK JEFFERY A&D High Tech (B): Managing Scope Change After successfully planning and organizing the A&D High Tech online store project, project manager Chris Johnson was promoted to vice president of e-business. Eric Robertson returned from his leave and assumed the position he had left as the project manager for the online store. In late summer 2003, Johnson began hearing whispers from his colleagues that the project was in trouble. On August 20, CIO Matt Webb frantically approached Johnson in his office. He had just fired Robertson and wanted Johnson to serve as the interim project manager. For more than three months, Robertson had told Webb that the project was on track, but suddenly he changed course and told Webb that he “guessed” it would be at least one month late and that costs would overrun by more than 20 percent. This was hardly acceptable, since it was imperative that the project be completed in time for the holiday shopping season. The project had strategic importance to the company and was integral to its holiday promotion strategy. Webb explained to Johnson that there was an additional challenge: the vice president of marketing wanted to create “promotional bundles” for the holiday season. Promotional bundles are a collection of items bundled together and sold at a lower cost than if the items were purchased individually. A&D’s trial promotions with some retailers had shown...
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