INF3708/201/3/2013 SOFTWARE PROJECT MANAGEMENT TUTORIAL LETTER 201 FOR INF3708 SOLUTIONS Solutions (Highlighted) - Assignment 01 – Semester 1 ASSIGNMENT 01 - COMPULSORY Study material Total marks Hughes & Cotterell: Chapters 1 – 4 25 marks = 100% UNIQUE NUMBER: 203647 1. A 1. 2. 3. 4. 5. is said to be “A specific plan or design” or “A planned undertaking” System Scope Project Software Management -2- INF3708/201 2. Software Project Management scope normally comprises the
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effectively through direct personal experience via the actual information from the manufacturers. ii) To focus attention on the learning process by delivering and exchanging information among the members of the group. iii) To promote translation of accounting theory into specific and meaningful experience. iv) To cultivate students to organise themselves‚ interdependent among the group members and communicate with one and another. v) To encourage students to experience lifelong learning and to practice
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social responsibility (CSR) reports provide shareholders and stakeholders with useful information on corporate social and environmental performance or are they merely a public relations vehicle? Answer this question by reference to a variety of accounting theories. There are many definitions to Corporate Social responsibility(CSR). One most common definition is that CSR is the consideration and response of the firm to issues that are beyond the regular technical‚ legal‚ and environmental requirements
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1. Identify an accounting scandal at a corporation that has resulted in a loss of reputation to the accounting profession. Explain the crime(s) committed. In early 2008 Lehman borrowed large amounts to fund its investing in the years leading to its bankruptcy in 2008‚ “a process known as leveraging or gearing”. A large part of their investments were towards housing market‚ making it vulnerable to a downturn in that market. This firm generated large profits during the housing boom‚ this place them
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Introduction 32 3. CASE ANALYSIS 32 3.1 Organisational Structure and Culture 32 3.2 Project Selection and Technology Issues 7 3.3 Risk Attributed to the Project 7 3.4 Issues with Project Plan‚Concept and Schedule 7 3.5 Issues with Team Cohesion 7 3.6 Salaries Scales not Aligned . 3.7 Project Contraints . 3.8 Critical Success Factors……………………………..................................................... 4. RECOMMENDATIONS 8 4.1 Solutions to the organisational Culture 1213 4.2 Solutions to Project selection
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Case Study 1 Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car 90 Average load factor (percentage of seats filled) 70% Average full passenger fare $ 160 Average variable cost per passenger $ 70
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David Shim Case Study #2 A) What is the break-even point in passengers and revenues per month? Unit CM = $160 – $70= $90 Unit of Sales = 3‚150‚000 / $90= 35‚000 passengers Unit of Sales = 35‚000 x $160= $5‚600‚000 revenue B) What is the break-even point in number of passenger train cars per month? Unit of Sales = 35‚000/63= 555.5= 556 passenger cars C) If Springfield Express raises its average passenger fare
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on Investment from the Liscombe House Project Brittany Erickson September 10‚ 2013 An Applied Research Project (ARP) submitted as a requirement of the Master of Business Administration in Community Economic Development at Cape Breton University Under the Direction of Dr. Andrew Molloy Dr. Tom Urbaniak Abstract The purpose of this study was to explore the research question: “What is the return on investment of the Liscombe House Project?” using a model developed by Lawrence
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CASES FROM MANAGEMENT ACCOUNTING PRACTICES Foreword Case 1 Figure 8 Island Homeowners’ Association Howard O. Rockness Joanne W. Rockness Charles L. Earney William J. Mayew Case 2 China Huaneng Group Thomas W. Lin Kenneth A. Merchant Case 3 The Bala nced Scorecard at Cola Lourdes F. White Neslihan Tuncbilek Case 4 Balancing the Corporate Scorecard Interactive Simulation Joseph G. Donelan W. Timothy O’Keefe Case 5 Alternative Chargeback Systems for Shared Services at The Boeing Company:
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REGULATIONS ON ELECTRICAL INSTALLATIONS OF THE REPUBLIC OF KAZAKHSTAN (PUE) Astana‚ 2003 TABLE OF CONTENTS SECTION 1: GENERAL REGULATIONS 10 CHAPTER 1.1: GENERAL 10 SCOPE‚ TERMS AND DEFINITIONS 10 GENERAL REGULATIONS FOR INSTALLATION OF ELECTRICAL EQUIPMENT 11 CONNECTION OF ELECTRICAL INSTALLATIONS TO THE POWER STATIONS 13 COMMISSIONING OF ELECTRICAL INSTALLATIONS 14 CHAPTER
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