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Chapter 14. Computer Support for Project ManagementChapter 15. Project TerminationInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:

  1. Several years ago, the U.S. Congress canceled funding for the development of a battery-powered electric vehicle. Do you think that was a good decision? Can you imagine what the pros and cons were?
  2. Assume that you are working for a computer manufacturer as a software engineer and that you are told abruptly that your project will be canceled within 4 weeks. List the questions that you would have for management. After absorbing the shock, what would you do?

[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student’s own words – do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]

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Project Management: Processes, Methodologies, and Economics

Third Edition

Chapter 15

Project Termination

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Table 15-1 Major Reasons for Canceling R & D Projects

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Figure 15-1 W B S for Problems That Accompany Termination

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 15.1 Major Reasons for Canceling R&D Projects

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 15.1 WBS for problems that accompany termination.

Project Management: Processes, Methodologies, and Economics

Third Edition

Chapter 14

Computer Support for

Project Management

Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved

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1) MathType Plugin

2) Math Player (free versions available)

3) NVDA Reader (free versions available)

Figure 14-1 W B S for Example Project

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Figure 14-2 Calendar for the Example Project

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Figure 14-3 Early-Start Gantt Chart for Example Project

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Figure 14-4 A O N Network for Example Project

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Figure 14-5 Slack Report for Example Project

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Figure 14-6 Gantt Chart with Hammock Activities for the Example Project

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Figure 14-7 Schedule Summary Report for Example Project

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Figure 14-8A Resource Profile and Gantt Chart for Example Project: Early-Start Schedule

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Figure 14-8B Resource Profile and Gantt Chart for Example Project: Early-Start Schedule

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Figure 14-9 Cost-Schedule Report for Example Project

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Figure 14-10 Detailed Schedule for Labor

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Figure 14-11 Gantt Chart-Based Progress Report

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Figure 14-12 Progress Report for Labor

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Figure 14-13 Earned Value-Based Progress Report

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Table 14-1 Relative Weights Used in the Scoring Model

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Table 14-2 Calculations for the Operational Criteria (1 of 5)

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Table 14-2 Calculations for the Operational Criteria (2 of 5)

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Table 14-2 Calculations for the Operational Criteria (3 of 5)

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Table 14-2 Calculations for the Operational Criteria (4 of 5)

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Table 14-2 Calculations for the Operational Criteria (5 of 5)

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Table 14-3 Cost Data for Selection Problem

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Table 14-4 Weighted Scores for Criteria Sets and Results

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Copyright

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.1 WBS for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.2 Calendar for the example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.3 Early-start Gantt chart for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.4 AON network for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.5 Slack report for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.6 Gantt chart with hammock activities for the example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.7 Schedule summary report for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.8a Resource profile and Gantt chart for example project: early-start schedule.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.8b Resource profile and Gantt chart for example project: early-start schedule.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.9 Cost-schedule report for example project.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.10 Detailed schedule for labor.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.11 Gantt chart-based progress report.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.12 Progress report for labor.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Figure 14.13 Earned value-based progress report.

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.1 Relative Weights Used in the Scoring Model

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.2 Calculations for the Operational Criteria

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.2 (Continued)

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.2 (Continued)

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.2 (Continued)

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.2 (Continued)

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Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.3 Cost Data for Selection Problem

Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved

Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein

Table 14.4 Weighted Scores for Criteria Sets and Results

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