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21 Nov
2020

11. A project consist of six tasks. Task A is scheduled to begin at…

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11. A project consist of six tasks. Task A is scheduled to begin at the start of Week 1 and finish/at the end of Week 4. Task B is scheduled to begin at the start of Week 1 and finish/at the end of Week 2. Task C is scheduled to begin at the start of week 3 and end at the end of Week 4. Task D is scheduled to begin at the start of Week 1 and end at the end of Week 1. Task E is scheduled to begin at the start of Week 2 and end at the end of Week 4. Task F is scheduled to begin at the start of Week 4 and end at the end of Week 4. The budgeted cost for Task A is $10,000, for Task B is $2,000, for Task C is $3,000, for Task D is $1000, for Task E is $6,000, and for Task F is $4,000. At the end of the third week, Task A is 80% completed, Task B is 100% completed, Task C is 40% completed, Task D is 100% completed, Task E is 55% completed, and Task F has not started. What is the SPI for the project at the end of the third week?13. The ACWP at the end of the project in Problem 11 is $16,500. Determine the CPI for the project.
Based on the data presented below answer the following question :What is the statement of the problem What is the
Based on the data presented below answer the following question :What is the statement of the problem What is the statement of the objectives? Using SWOT Analysis what is the area of consideration?What is the alternative course of action based on the data?BackgroundA global energy company incorporated in the United States has approximately 54,000employees in more than 180 countries. The U.S.-based human resource informationsystem (HRIS) currently houses approximately 20,000 employee records and tracksboth bi-monthly and bi-weekly payrolls. The system also tracks employees who arerepresented by a variety of unions. The U.S.-based HRIS is owned and operated by theHR functional group but supported by a different HR group within the informationtechnology (IT) department. The IT support group has approximately 140 employeesand contractors. The HR IT support manager reports to the IT support manager with adotted line to the global HR manager. There are plans to integrate the Europeandivision’s HRIS into the U.S.-based HRIS. The European division’s HRIS housesapproximately 1,000 employee records and one union representing a small percentageof the 1,000 employees. The European HRIS is owned and supported by the HR groupwhose manager reports to the global HR manager. At the same time of the HRISintegration, a merger has caused changes to the existing U.S.-based HRIS. In addition,another part of the company is about to bring in 88 countries into the U.S.-basedenterprise resource planning (ERP) system, including the HR portion. The integrationshave different timelines for completion, and coordination is critical so that changes thataffect each of the integrations do not create problems that affect the current productionsystem.Description of Project TeamThe HR department in London owns and supports the European HRIS for the portion ofthe company that will be integrated into the U.S. HRIS. Their current system lacksproper controls and received an unsatisfactory internal audit. It was determined that thesystem would require extensive changes and that it would be more cost effective toreplace the system than to make the changes. The London-based HR office selected anHRIS implementation partner, Limited Experience, Inc., to facilitate the integration. Thefirm has no knowledge of the U.S.-based system and has relatively little experience withintegrating part of an HRIS into an already existing system. The London-based HRoffice has provided the project manager for the integration, Frankie. Frankie hasknowledge of the European HRIS but no experience with IT projects and the currentU.S.-based HRIS. Limited Experience, Inc. has provided a co-project manager, Pat. Pathas never led a project of this size nor does Pat have knowledge of the U.S. system orhow current HR projects would affect their project. In the end, Frankie and Pat ended upbeing co-project managers, though Frankie was more of the lead. Lyn was also hired bythe London office to be the technical team lead. Lyn has no experience as a technicalteam lead on an IT project that uses this HRIS software and does not know the cultureof the London-based group or the U.S.-based group. Lyn comes from an organizationwhere it is acceptable to yell at employees who do not meet expectations. This is notthe culture for the HR organization in either London or the United States. Lyn also hasno experience with the U.S. software or the U.S. technical team’s processes. A U.S.-based senior design analyst, Jamie, was added to the team on a consultation basis.Jamie travels between London and the United States, spending approximately 50percent of the time in each location. Jamie has led similar projects, is familiar with otherconcurrent HR projects and is knowledgeable about the production support processes.Jamie has no knowledge of the London-based HRIS. Jamie’s responsibility is to informthe project and HR leadership of any design issues that may cause concerns with thecurrent production system or the concurrent projects. The project team consists ofpeople from various HR groups within Europe. None of these team members haveprevious HR IT project experience. There are also people from the projectimplementation partner company on the team.Challenges of IntegrationFor one of the first steps of the project, the team documented the current HR processesand systems. As the team went through each process, the team member assigned tothat particular area would describe and chart the current processes and the differencesbetween the European and U.S. processes. After this documentation was completed,the project team invited subject matter experts (SMEs) to meetings lasting from half aday to three days to discuss the current processes and the effects of changing from theEuropean processes to the U.S. processes. The U.S. senior design analyst attended asmany of these meetings as possible to ensure that the project team understood thecurrent processes. However, the design analyst would often need to ask someone fromthe U.S. support team to clarify specific details. Because of the time difference betweenthe London and U.S. teams, this often involved at least a one-day delay. When certainprocesses—such as reporting, payroll and interfaces—were analyzed or discussed, thesenior design analyst encouraged that these areas be reviewed. These areas were notreviewed in an appropriate manner because the project team manager (Frankie) andco-manager (Pat) were adamant that these areas didn’t need to be reviewed at thetime. They said that reporting would be reviewed at each of the various SMEs meetingsand that payroll was being outsourced and did not need to be reviewed at the project-team level. It was discovered much later in the project that reporting should have beenanalyzed earlier; much of the reporting is based on management needs and does notnecessarily need to be created for a particular area. Also, many of the codes that wereused for reporting were not appropriate or consistent. For example, the U.S. EqualEmployment Opportunity report with the designation of African American was notrelevant for European employees. Also, employees on family leave are designated as”on leave” for U.S. reporting, while European reporting requires they be designated as”active,” per HR Revenue and Customs (previously called the Inland Revenue Office). Itwas also later discovered that the payroll process should have been analyzed. Masterdata was collected in the HRIS, and certain fields had to be sent to an outsourcedcompany. The data needed to be interfaced back to the financial system for reportingrequirements. In addition, audit and control requirements necessitated that additionalpayroll data be interfaced back to the new integrated HRIS. Also, the confidentiality ofthe payroll data required that specific encryption software be used. The outsourcedcompany had never used the encryption software used in the U.S. system. At the end ofthe project, the outsourced company realized it had to obtain the encryption software,train their technical team to use it and design a process that would meet the U.S.technical team’s standards. This required some project team members to travel to theUnited States to work with the U.S. network support team. As the project teamprogressed from documenting current processes and the effect of using U.S. processes,a methodology was created to determine what new coding would be acceptable for theglobal integration. If the project team leaders, the senior design analyst (with agreementfrom concurrent project team leaders) and the HR production support manager agreedon the new process, the coding or technical decision was implemented. If there was noconsensus, project team leaders and the senior design analyst would present options tothe global HR manager and the HR IT support manager. The issues were oftentechnical and complex. The project team would schedule meetings at times when thesenior design analyst was unable to attend and then present the issue in a way thattheir preferred outcome would be approved. In many cases, the decisions turned out tobe unworkable and were reversed, causing additional delays. One of the most difficultdecisions during the integration was determining if a change was a legal requirement.SMEs would often say that the current process was required by law, but when theywere asked to provide the actual law, it turned out that it was not a legal requirement buta preferred solution by current managers or employees. Some U.S. processes alsothought to be legal requirements turned out not to be the case. When the onlineinterface for the HRIS was being designed, various issues arose. One issue waslanguage. At the start of the project, it was thought that language would not be an issuebecause both groups spoke and wrote English. However, the spelling of many wordswas different, such as “center” or “centre” and sometimes different terms were used forthe same meaning. It was decided to use U.S. English, a decision that was not popularwith the project team. Another challenge of the online interface for the HRIS was todecide which data could be changed online by employees. When a U.S. employeewanted to change an address, he or she could not change that information onlinebecause it may involve benefits changes. For example, if an employee moved fromCalifornia to Texas, her current health care provider may not be available in Texas,requiring the employee to coordinate the address change with a medical plan choice. Inaddition, some address changes needed to allow for a new home address for taxpurposes (versus a work address for a tax location) in the system. For example, if anAtlanta, Georgia, employee moved to Aiken, South Carolina, so that his home addresswas in South Carolina and his work address was in Georgia, this tax combination maynot be in the system, requiring a system change that would need to be created, testedand moved to production before the address change could be made. In Europe,however, address changes did not affect benefits or tax data. As the project teammoved to the coding and testing phases of the project, it became apparent that havingonly one U.S. representative on the team was not sufficient. Many decisions requiredinvolving multiple members of the current production support team. After variousmembers met together, one person or a few people created the changes in the testsystem and tested the procedure. It would often take many tries before a successfultest. By the end of the project, most of the London team spent two to four weeks in theUnited States to resolve issues that couldn’t be resolved with team members “acrossthe pond.” When the system went live, the current U.S. production support team sent ateam to London to help resolve issues that arose during the first two weeks ofimplementation. They had not met the entire project team or most of the SMEs locatedin London. During the time they spent in London, members of the U.S. productionsupport team tried to quickly resolve production issues from the implementation, workedwith new people and adjusted to the time difference. They also had to coordinate timesto meet with their U.S.-based counterparts. Because of the time difference, thesemeetings often occurred during the U.S.-based team’s off hours.What hours support would be available and who would provide what level of supportwas a lively discussion. In the first couple of weeks after going live, the U.S. supportteams had representatives in Europe and were able to provide support during their workday. Once that time had passed, adequate support had to be provided for a muchlonger time than had previously been required.
The on-site manager of a company discourages its workers from taking breaks, and the manager often pleads with the workers
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Q 2 Using appropriate examples, discuss various techniques that a manager of a hotel could use to manage both capacity
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3.1 Implement organisational learning strategy appropriate to organisational requirements 3.2 Validate organisational assessment methods and assessment tools consistent with learning
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In the mid-2000s, hedge fund manager John Paulson approached Goldman Sachs after speculating bubble in housing, fueled by cheap money
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3. RISK IDENTIFICATION
3. RISK IDENTIFICATION

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