Develop a statement of work for the project, using the format of (1) background, (2) task, (3) objectives, (4) approach, and (5) input source. You may refer to the Integrated Project in Chapter 2 on page 66 of the textbook for an example.

Develop a statement of work for the project, using the format of (1) background, (2) task, (3) objectives, (4) approach, and (5) input source.
 You may refer to the Integrated Project in Chapter 2 on page 66 of the textbook for an example.
c) Next, create a Work Breakdown Structure for the project. What are the key steps, including work packages, tasks, and any related subtasks for the project? You may refer to the Integrated Project in Chapter 5 on page 162 of the textbook for an example.
 d) Please use at least four fictional group members and create a Responsibility Matrix. You may refer to the Integrated Project in Chapter 5 on page 162 of the textbook for an example
QUESTION 2
This assignment consists of four parts. Please label each part of the assignment Part 1, Part 3, and Part 4 in the document, and insert a page break after each part.
: This assignment requires the use of MS Project or similar software. If you do not have MS Project or similar software, you may look for free or trial versions on the Internet
. Part 1: Develop an in-depth schedule for your initial project based on the Work Breakdown Structure you completed in  QUESTION 1.
 Please refer to the Integrated Project in Chapter 10 of the textbook on page 318 for more information. (40 points total) Be sure to include:
 1. An activity precedence diagram
2. An activity duration table
 3. A network diagram and Gantt charts (20 points)
 Part 3: Develop the network activity chart and identify the critical path for a project based on the information provided in the Gantt Chart Activity document.
To access the Gantt chart activity document, click here. (25 points total)
1. Draw the activity network as a Gantt chart. (20 points)
 2. What is the expected duration of the project? (5 points)
Part 4: Consider the project with the information provided in the Project Activity Network document.
 To access the Project Activity document, click here or on the link above.
1. Construct the project activity network using AON methodology and label each node
 2. Identify the critical path and other paths through the network.
Use the project you have been working on in QUESTION 1 and 2 to conduct a preliminary risk analysis of your project.
 Please use a qualitative and a quantitative technique to evaluate project risk. . Please see the sample risk analysis on page 224 in the textbook. A minimum of three typed pages is required.
1. Generate a set of likely risk factors, and discuss them in terms of probability and consequences.
 2. Use a qualitative technique to evaluate project risk.
3. Use a quantitative technique to evaluate project risk.
 4. Develop preliminary strategies for risk mitigation.
5. Create a Resource-leveling table for your assigned project. Please see complete description on page 378 in the textbook

 

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How would an organization evaluate (i.e.. test) the validity of a cue that interviewers use in job interviews?

An advice column on how to perform well in job interviews made several recommendations for job candidates. These included arriving on time, using a firm handshake, looking the interviewer in the eye, speaking clearly and with confidence, and having good knowledge of the job requirements and the employing company. Using the basic perception model, explain how a typical interviewer makes inferences from a job candidate’s handshake, demeanor, & way of speaking, and how these inferences may affect the hiring decision. Give two specific examples of an interviewer using cues from a job candidate’s interview performance to make inferences about the candidate’s motivation and ability to perform well on the job. Specify precisely what cues the interviewer is using. Explain what “cue validity” means in the hiring process. Illustrate cue validity by using a specific job interview example. Give an example of a cue that may often be used but that probably has low validity. How would an organization evaluate (i.e.. test) the validity of a cue that interviewers use in job interviews? Briefly sketch out the method an organization should use to test cue validity.


 

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Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

Management Education Literature Review and External Validation

Please 450 words discussion of

Accreditation and External Validation

Accreditation and external validation are ongoing and important activities in which administrators and faculty members engage.

Are these processes similar to processes you learned about in your core business courses?
How are they the same and how do they differ?
Resources

Discussion Participation Scoring Guide

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

Applies relevant professional, personal, or other real-world experiences to extend the dialogue.

Validates position with applicable knowledge.

Accreditation and External Validation

Accreditation and external validation are ongoing and important activities in which administrators and faculty members engage.

Are these processes similar to processes you learned about in your core business courses?

How are they the same and how do they differ?

Resources

Discussion Participation Scoring Guide

Analyzes course concepts, theories, or materials correctly, using examples or supporting evidence.

Applies relevant professional, personal, or other real-world experiences to extend the dialogue.

Validates position with applicable knowledge.


 

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Construct a frequency distribution

Details:

This assignment requires you to perform a quantitative analysis of data from a hypothetical research study you are conducting. The study is briefly described and the data that has been collected is provided. Specific directions for performing the analysis are given.

General Requirements:

Use the following information to ensure successful completion of the assignment:

Download the Quantitative Analysis Resource.
Directions:

Complete this assignment using the directions listed on the first page of the Quantitative Analysis Resource.

Quantitative Analysis Resource

Stage II Questionnaire: Resistance to Change

Data Imports, Inc. is a company located in San Antonio, Texas. Organizational leaders recently decided to consider a sweeping change initiative that will significantly change daily operations at the company.

In order to determine whether the time is right for this change, the company’s CEO, David Long, decided to collect some data. First, he asks the employees to complete a Likert Scale survey designed to measure individual employees’ readiness for change.

Employees were instructed to answer the questions based on how they personally had behaved towards change (based on a survey from Cinte, 2006). The survey was sent to 12 employees; 8 returned it.

Assignment Directions:

You work at Data Imports, Inc., and the CEO knows you are pursuing your doctorate degree. He has asked you to perform a quantitative analysis on the data collected from the eight participants.

Perform the following tasks to complete the analysis.

Summarize the data.
Review the individual participant’s responses (pgs. 2 – 5) and provide a cumulative tally of their answers in the summary table on page 6.
Construct a frequency distribution figure according to the APA guidelines found in the APA Style Guide, located in the Student Success Center.
When your analysis is done, the CEO will ask you for a preliminary assessment; is the company ready for a significant change initiative? What will you tell him?
In 100-250 words, respondto the question, “Do you believe this organization is ready for change? Explain why or why not.

Respondent #1

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #2

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #3

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #4

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #5

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #6

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #7

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Respondent #8

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers. X
I speak negatively about change to everybody at work. X
I complain about change to people outside of work. X
I voice concerns about my boss to my friends. X
I voice concerns about managers above me in the hierarchy to my friends. X

Summary Table

Question Strongly
Disagree

1

Disagree

2

Somewhat Disagree

3

Somewhat Agree

4

Agree

5

Strongly Agree

6

I complain about change to my coworkers.
I speak negatively about change to everybody at work.
I complain about change to people outside of work.
I voice concerns about my boss to my friends.
I voice concerns about managers above me in the hierarchy to my friends.

Copyright 2012. Grand CanyonUniversity. All Rights Reserved


 

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