How might a project manager (PM) treat project A and B differently?

Project A: Several critical paths, virtually no slack

Project B: Single critical path; several activities with a lot of slack

As part of the project management process, consideration must be given to acquiring the products and services that will be used during the project to produce the desired product. Project managers are tasked with sourcing these goods and services and creating and managing contracts with the sellers

1. Explain the importance of project procurement management.
2. Explain the activities associated with conducting and controlling procurements.

Vietnam is a country undergoing transformation from a centrally planned socialist economy

to a system that is more market orientated. The transformation dates back to 1986, a decade

after the end of the Vietnam War that reunited the north and south of the country under

communist rule. At that time, Vietnam was one of the poorest countries in the world. Per

capita income stood at just $100 per person, poverty was endemic, price inflation exceeded

700 percent, and the Communist Party exercised tight control over most forms of economic

and political life. To compound matters, Vietnam struggled under a trade embargo imposed

by the United States after the end of the Vietnam War.

Recognizing that central planning and government ownership of the means of production

were not raising the living standards of the population, in 1986 the Communist Party

embarked upon the first of a series of reforms that, over the next two decades, transformed

much of the economy. Agricultural land was privatized and state farm collectives were

dismantled. As a result, farm productivity surged. Following this, rules restricting the

establishment of private enterprises were relaxed. Many price controls were removed. State-

owned enterprises were privatized. Barriers to foreign direct investment were lowered, and

Vietnam entered into trade agreements with its neighbors and its old enemy the United States,

culminating in the country joining the World Trade Organization in 2007.

The impact of these reforms has been dramatic. Vietnam achieved annual economic

growth rates of around 7 percent for the first 20 years of its reform program. Although

growth rates fell to 5 percent in the aftermath of the 2008–2009 global financial crisis, by

2015 Vietnam was once again achieving growth rates of around 6–7 percent. Living

standards have surged, with GDP per capita on a purchasing parity basis reaching $6,400 in

2016. The country is now a major exporter of textiles and agricultural products, with an

expanding electronics sector. State-owned enterprises now only account for 40 percent of

total output, down from a near monopoly in 1985. Moreover, with a population approaching

100 million and an average age of just 30, Vietnam is emerging as a potentially significant

market for consumer goods.

For all of this progress, significant problems still remain. The country is too dependent

upon exports of commodities, the prices of which can be very volatile. Vietnam’s remaining

state-owned enterprises are inefficient and burdened with high levels of debt. Rather than let

prices be set by market forces, the government has recently reintroduced some price controls.

On the political front, the Communist Party has maintained a tight grip on power, even as the

economy has transitioned to a market-based system. Vietnam bans all independent political

parties, labor unions, and human rights organizations. Government critics are routinely

harassed and can be arrested and detained for long periods without trial. The courts lack

independence and are used as a political tool by the Communist Party to punish critics. There

is no freedom of assembly or freedom of the press.

To compound matters, corruption is rampant in Vietnam. Transparency International, a

nongovernmental organization that evaluates countries based on perceptions of how corrupt

they are, ranks Vietnam 113th out of the 176 countries it ranks. Corruption is not a new

problem in Vietnam. There is a well-established tradition of public officials selling their

influence and favoring their families. However, critics say that the problem was exacerbated

by privatization processes that provided opportunities for government officials to appoint

themselves and family members as executives of formerly state-owned companies. Although

the ruling Communist Party has launched anticorruption initiatives, these seem to be largely

symbolic efforts. Many observers believe that widespread corruption has a negative impact

on new business formation and is hamstringing economic growth.

1: Why did Vietnam experience a low economic growth rate in the decade after the end

of the Vietnam War in 1976?

2: Vietnam now has an economy that is growing strongly with low unemployment and

rising living standards. What changes in economic policy have been responsible for this economic

transformation?

3: The level of public corruption in Vietnam is high. Why is this the case? How do you

think this affects Vietnam’s economic performance? What should the government do about this?

4: How do you think a shift toward more democratic institutions will affect economic

progress in Vietnam

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Question 21.5 pts

1. When an operation needs to produce or deliver moderate volumes of a limited variety
   of products or services, which of the following types of processing is used?

Group of answer choices

A. Continuous

B. Repetitive

C. Outsourcing

D. Job Shop

E. Batch

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Question 31.5 pts

2. Product or service profiling links key product or service requirements to process capabilities.

Group of answer choices

True

False

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Question 41.5 pts

3. Systems or equipment with advanced sensing and control capabilities that can operate
   without an operator is best described by the term:

Group of answer choices

A. Flexible Manufacturing Technology

B. Computer-Integrated Systems

C. Computer-Aided Systems

D. Automation

E. Industrial Robotics

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Question 51.5 pts

4. When an operation needs to produce or deliver very high volumes of highly standardized
   products or services, which of the following types of processing is used?

Group of answer choices

A. Batch

B. Outsourcing

C. Continuous

D. Repetitive

E. Job Shop

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Question 61.5 pts

5. Process layouts are less vulnerable to disruptions but have high material handling costs.

Group of answer choices

True

False

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Question 71.5 pts

6. Which type of processing produces the widest possible variety of products?

Group of answer choices

A. Continuous

B. Repetitive

C. Outsourcing

D. Job Shop

E. Batch

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Question 81.5 pts

7. Technological innovation is a term for the discovery and development of new products, services or processes for production or service delivery.

Group of answer choices

True

False

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Question 91.5 pts

8. Which of the following are advantages of product layouts?

Group of answer choices

A. High material handling costs

B. High utilization rate for resources

C. Able to meet wide variety of processing needs

D. A and B only

E. A, B and C only

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Question 101.5 pts

9. Which of the following best describes cellular layout?

Group of answer choices

A. Specialized layout for computer integrated manufacturing.

B. Layout that uses cellular technology to achieve smooth flow of products.

C. Resources that meet processing needs of multiple products grouped into cells.

D. Employees are organized into cellular teams for computer-aided manufacturing.

E. None of the above.

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Question 111.5 pts

10. Automated systems that operate entire production processes with little or no operator assistance would be referred to as:

Group of answer choices

A. Automated Manufacturing System (AMS)

B. Computer Integrated Manufacturing (CIM)

C. Flexible Manufacturing System (FMS)

D. Computer-Aided Design/Manufacturing (CAD/CAM)

E. Computer-Aided Manufacturing (CAM)

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Question 121.5 pts

11. The first step in the location planning and analysis process is to determine how much capital is available for expanding existing facilities or building new facilities.

Group of answer choices

True

False

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Question 131.5 pts

12. When factor rating method is used for location planning and analysis, the location with the highest total score will always be selected.

Group of answer choices

True

False

Read the assigned article and  answer the question at the end of the article:

Whistleblower wins $51 million in kickback and bribery case.

A whistleblower will collect a $51 million payday after sounding the alarm about bribes and kickbacks at the medical device company where he worked.

Olympus Corporation of the Americas agreed Tuesday to pay $646 million in fines after it admitting to a pattern of bribery and kickbacks. About half of that fine was a criminal penalty for violating the federal anti-kickback statue, making it the largest amount ever paid for breaking that law. The payment to the whistleblower will be paid out of the company's fines.

John Slowik, 53, worked for 20 years for Olympus, which is the medical device unit of the Japanese company that also makes cameras. In 2009 he was named the company's compliance officer. But he said that his complaints about the company's policy of disguising payments as grants and lavishing expensive trips and entertainment on doctors and hospital administrators in order to sell equipment fell on deaf ears within the company.

Slowik was fired in 2010, and has not worked since, according to his lawyer, Kathryn Schilling. But he filed a sealed federal lawsuit, using the federal whistleblower act, on behalf of the federal government, which was being cheated by the company's illegal acts.

Related: FIFA corruption probe now zeros in on U.S. banks

The kickbacks and bribes "can improperly influence a provider's judgment about a patient's health care needs, result in the use of inferior or overpriced equipment, and drive up health care costs for everybody," said Deputy Attorney General Benjamin Mizer.

Slowik's suit said that when he was named compliance officer, it was a new position at the company and he had no resources or training to perform the job. He said that Mark Gumz, who was Olympus CEO at the time, told him the job as compliance officer was "to try to figure out how to 'work around the rules' so as to 'not impact the business.'" He said when he tried to come up with a compliance program to stop the bribes and kickbacks Gumz "began to ostracize and harass" him.

"He's extremely honest and intelligent," Schilling said about her client. "He was just very intent on doing the right thing."

Related: SEC probes HSBC hiring in Asia

Slowik declined to be interviewed about the case. He issued a statement thanking his attorneys as well as the Justice Department lawyers and other government investigators who worked on the case.

"I would also like to thank my family and friends who have stood by me and supported my efforts to do the right thing under difficult circumstances," he said.

In a statement, Olympus said that its previous conduct did not adversely affect patient health or patient care. It said that while it acknowledges responsibility for that conduct it "does not represent the values or Olympus or its employees" and that it is committed to complying with the law going forward.

QUESTIONS:

1. Should whistleblowing be encouraged by businesses? Why or why not?

2. Do you think the amount the whistleblower received for reporting the bribes and kickbacks is appropriate? Why or why not?

Rocky Mountain Tire Center sells 12,000 ​go-cart tires per year. The ordering cost for each order is ​$35​, and the holding cost is 30​% of the purchase price of the tires per year. The purchase price is ​$20 per tire if fewer than 200 tires are​ ordered, ​$16 per tire if 200 or​ more, but fewer than 5,000​, tires are​ ordered, and ​$14 per tire if 5,000 or more tires are ordered.

a) How many tires should Rocky Mountain order each time it places an​ order? Rocky​ Mountain's optimal order quantity is ___units ​(enter your response as a whole​ number).

​b) What is the total cost of this​ policy?

Respond to the following in a minimum of 175 words:

• Consider your current or most recent position. What are some ways, if any, in which your organization encourages diversity?
• In your opinion, what are some areas of opportunity with regard to addressing diversity within your organization?

You joined Digitech in Cambridge as the Chief Innovation Officer four years ago, and since then the company has been undergoing significant changes. Although known for its computer software, with a worldwide reputation for a smaller company, the leadership has been looking to expand the work in the social sector. You have been actively searching for ways that Digitech could get more involved with public-private partnerships and the board has proposed a wide variety of initiatives from promoting computer literacy in the US public school system to improving technology access in developing countries. You and the board have decided to create a new position to help you start and manage these initiatives, Director of Public and Non-Profit Partnerships. However, you have been having a hard time finding someone to lead the new department. A couple weeks ago, you ran into another parent, Jordan Webb at a fundraiser for your child’s pre-school. Jordan is finishing a graduate degree, but previously worked for one of your rivals, Alpine Technology, as the Manager for International Business Strategy. Jordan really wants to stay in the Boston area due to family ties and seemed enthusiastic about a potential job leading public-private partnerships at their old company. Because of this enthusiasm, you thought Jordan might be a great fit for Digitech and after talking more they appear to be a perfect fit: experience in the tech industry, familiar with a similar sized organization, and additional education to support this interest. Jordan came through for informal interviews with your executives and everyone came away with a positive impression, wanting to offer Jordan the job as Director of Public and Non-Profit Partnerships. You called Jordan to share this news and promised to send a follow-up email to figure out the terms. You checked in with the Vice President of Human Resources (VP of HR) at Digitech to find out what kind of package you may be able to offer. She informed you that the going salary range for the incoming director working on nonprofit public-private partnerships would be around $70,000-$100,000, and she would prefer you to negotiate an agreement at the lower end of the range, since public and non-profit partnerships are unlikely to generate much revenue for Digitech. This would be a substantial pay cut from Jordan’s previous position with Alpine Technologies, which you are guessing would have paid in the range of $150,000 to $200,000. You told the VP of HR that although the salary range she presented seems fair, you may not be able to attract Jordan without providing additional incentives. The VP of HR responded by describing the standard benefits package offered to Digitech employees: 4 weeks of paid vacation plus select holidays off, full individual health coverage with all premiums paid by Digitech (family coverage requires employees to make a $350/month contribution; employees who waive all employer-sponsored health insurance coverage can get a rebate from Digitech for $5,000 per year). Digitech also matches employee 401k retirement contributions by 50%, for up to 6% of an employee’s base salary. Finally, Digitech does not give tuition reimbursement to employees. The VP of HR let you know that these standard benefits are offered to all employees and no exceptions can be made. When you pressed the VP of HR to increase the amount you can offer for salary, or to allow you to offer a year-end bonus, she was very unenthusiastic. She explained that year-end bonuses are tied to the profitability of each department, and since this new department would work primarily with non-profit or government partners, it is unlikely to be highly profitable. However, she did finally agree to authorize you to use up to $20,000 in extra money, to be offered at your discretion--as a signing bonus, to reimburse moving costs, or for whatever purpose seems most appropriate. You would prefer not to have to offer any extra money beyond the base salary, unless you think it absolutely necessary to convince Jordan to join you. Digitech has a very strong office culture and employees are expected to work out of the office in Cambridge so they can interact with colleagues, except when on business trips. The company was founded on the belief that making personal connections and being able to directly turn to colleagues for immediate, personal feedback are key pillars to success. Employees are given one flex day per week in the summer months (when they can work at home or reduce their hours by working extra hours other days of the week), but the rest of the year most employees work 5 days per week from the office. You did allow two employees to work from home one day per week last year (one had a new baby and the other was caring for an elderly parent); however, you are reluctant to allow this to spread too widely for fear your strong office culture may be damaged. You expect Jordan’s position to require travel once every month or so, to meet with partners in other locations. However, you are open to Jordan conducting most meetings via teleconference. You expect that this new position will be fairly demanding, especially in the first year, but you hope the opportunity to create a new department, as well as the prestige and focus of this new job, will be worth it. You want to make sure that the person you hire is really a team player. That is one of the reasons you are so excited to hire Jordan. Recently, one of the board members suggested you consider his best friend’s daughter, Robin, who is about to graduate with an MBA. At the advice of the board member, you hired Robin as a summer intern last summer, and were very unimpressed. You felt Robin lacked sufficient experience and was not very proactive, waiting to be guided in each activity. Robin also went on vacation halfway through the summer and left a project unfinished. You are a little worried that if you do not lock in someone else for the new job soon, the board member will push you to consider Robin more seriously; you would really like to avoid this if at all possible. Because Digitech’s lawyers need time to structure the public-private partnership agreements, you would prefer Jordan start in early to mid-July. However, Jordan has been so enthusiastic that if Jordan really wants to start immediately after graduation, you will try to be flexible.

You are now getting ready to send an email to Jordan to try to reach an agreement on the terms of employment. Prepare for and conduct your negotiation with Jordan. What would you do to convince Jordan to work for your company in your email?

How does ERM adoption and implementation in the higher education environment differ from the for-profit environment? Why is culture important to consider when implementing ERM?

Required:

1. Provide an initial posting of at least 300 words
2. Use formal writing using the technical language of Risk Management.
3. Respond by extending the discussion by adding new insights, different examples from your experience, or from other sources.
4. Apply critical thinking. Superficial agreements, quoting other learners, or repeating the case content will count as zero words and zero points.
5. Probing questions or challenging assumptions are strongly encouraged for maximum points.

According to Goleman, how do some companies identify Star Performers in their organizations?

the questions :

Which one has simpler differentation mechanism than the other? Acme or Omega?

How many hiearchy levels can you count in Acme?

What is span of control of Acme’s president? What is span of contol of plant manager in Acme?

What do you think about span of control of Omega’s president?

The case

The Paradoxical twins: Acme and Omega Electronics In 1986, Technological Products of Erie, Pennsylvania, was bought out by a Cleveland manufacturer. The Cleveland firm had no interest in the electronics division of Technological Products and subsequently sold to different investors two plants that manufactured computer chips and printed circuit boards. Integrated circuits, or chips, were the first step into microminiaturization in the electronics industry, and both plants had developed some expertise in the technology, along with their superior capabilities in manufacturing printed circuit boards. One of the plants, located in nearby Waterford, was renamed Acme Electronics; the other plant, within the city limits of Erie, was renamed Omega Electronics, Inc. Acme retained its original management and upgraded its general manager to president. Omega hired a new president who had been a director of a large electronic research laboratory and upgraded several of the existing personnel within the plant. Acme and Omega often competed for the same contracts. As subcontractors, both firms benefited from the electronics boom and both looked forward to future growth and expansion. The world was going digital, and both companies began producing digital microprocessors along with the production of circuit boards. Acme had annual sales of $100 million and employed 550 people. Omega had annual sales of $80 million and employed 480 people. Acme regularly achieved greater net profits, much to the chagrin ofOmega’s management. Inside Acme The president of Acme, John Tyler, was confident that, had the demand not been so great, Acme’s competitor would not have survived. “In fact,” he said, “we have been able to beat Omega regularly for the most profitable contracts, thereby increasing our profit.” Tyler credited his firm’sgreater effectiveness to his managers’ abilities to run a “tight ship.” He explained that he hadretained the basic structure developed by Technological Products because it was most efficient for high-volume manufacturing. Acme had detailed organization charts and job descriptions. Tyler believed everyone should have clear responsibilities and narrowly defined jobs, which would lead to efficient performance and high company profits. People were generally satisfied with their work at Acme; however, some of the managers voiced the desire to have a little more latitude in their jobs. Inside Omega Omega’s president, Jim Rawls, did not believe in organization charts. He felt his organization haddepartments similar to Acme’s, but he thought Omega’s plant was small enough that things suchas organization charts just put artificial barriers between specialists who should be workingtogether. Written memos were not allowed since, as Rawls expressed it, “the plant is small enough that if people want to communicate, they can just drop by and talk things over.” The head of the mechanical engineering department said, “Jim spends too much of his time and mine making sure everyone understands what we’re doing and listening to suggestions.” Rawls wasconcerned with employee satisfaction and wanted everyone to feel part of the organization. Thetop management team reflected Rawls’s attitudes. They also believed that employees should befamiliar with activities throughout the organization so that cooperation between departmentswould be increased. A newer member of the industrial engineering department said, “When I first got here, I wasn’t sure what I was supposed to do. One day I worked with some mechanical engineers and the next day I helped the shipping department design some packing cartons. Thefirst months on the job were hectic, but at least I got a real feel for what makes Omega tick.”

A common goal of insurance regulators is to ensure availability of property insurance to homeowners residing in urban areas. Concerned that insurers will offer property business only in upscale neighborhoods or urban areas, regulators in State A adopted a regulation requiring insurers to maintain a business presence throughout urban areas. State B adopted a regulation with the same goal as State A; however, State B’s regulation does not exempt any companies and includes a requirement that an executive from each company annually file a certification with the state. The certification must indicate how the company is complying with the regulation and provide evidence that the company is actively soliciting policies throughout the urban areas, with sales initiatives proportionate to population.

1. Some of the ways in which insurers in State A responded to the regulation included recruitment of additional agents, targeted advertising and community sponsorship initiatives. Name the type of regulation that best describes the approach taken by state A and explain why the actions taken by insurers in State A are consistent with that regulatory approach. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

2. Suppose State A proposes and adopts a change to the regulation to exempt smaller companies and niche writers from compliance with the regulation. Name the type of regulation that best describe State A’s approach following this change and explain why this change would not necessarily undermine the goal of State A’s regulation. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

3. Name the type of regulation that best describes the approach taken by State B and explain how it differs from the approach taken by State A. ("Principles-based regulations", "Rules-based regulations", "Risk-based regulations" , and "Evidence-based regulations" are the regulations to choose from)

An assembly line is to be designed to operate 10 hours per day and supply a steady demand of 450 units per day. Here are the tasks and their performance times:

b. What is the workstation cycle time required to meet the desired output rate?

Workstation cycle time             seconds per unit

c. What is the theoretical minimum number of workstations required to meet the desired output rate? (Round up your answer to the next whole number.)

Minimum number of workstations            

d. Assign tasks to workstations using the longest operating time. (Leave no cells blank - be certain to enter "0" wherever required.)

e. What is the efficiency of your line balance, assuming it is running at the cycle time determined in part b? (Round your answer to 1 decimal place.)

Efficiency             %

f. Suppose demand increases by 10 percent. How would you react to this? Assume that you can operate only 10 hours per day using regular time. (Round your answer for cycle time down to the nearest whole number. Round your answer for overtime up to the nearest whole number.)

(Click to select)IncreaseReduce cycle time to  seconds per unit. Another option is to work  minutes overtime using the cycle time found in part b.

If you had to pick a project scenario, what types of duties would you leave for the champion?

1. In your business, describe a decision you would need to make where you would want to use some type of optimization tool. In regards to this decision, explain the importance of optimizing and how it will be beneficial for your business.

2. Think of an example where simulation could be beneficial to your business. Explain how you could use simulation and describe the type of simulation. (There are several listed in the text. i.e. probabilistic, time-dependent/independent, discrete event, visual, etc…) Be as specific as possible in your description, including possible advantages and disadvantages of using the simulation you described.

P. S - We are talking about the company called Urban Clap. A simple google search will you about the company.

Need both the answers one one paragraph each and please computer typing.. Will rate your answer for sure. Thanks