SOLUTION: Campbellsville Project MGT Processes Methodologies & Economics Chapter Discussion

Table 15.1
Major Reasons for Canceling R&D Projects
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 15.1
WBS for problems that accompany termination.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Project Management: Processes,
Methodologies, and Economics
Third Edition
Chapter 15
Project Termination
Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
Table 15-1 Major Reasons for Canceling R
&D Projects
Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
Figure 15-1 WBS for Problems That
Accompany Termination
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Copyright
Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
Project Management: Processes,
Methodologies, and Economics
Third Edition
Chapter 14
Computer Support for
Project Management
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Figure 14-1 WBS 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 AON 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
Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
Copyright
Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
Figure 14.1
WBS for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.2
Calendar for the example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.3
Early-start Gantt chart for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.4
AON network for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.5
Slack report for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.6
Gantt chart with hammock activities for the example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.7
Schedule summary report for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.8a
Resource profile and Gantt chart for example project: early-start schedule.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.8b
Resource profile and Gantt chart for example project: early-start schedule.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.9
Cost-schedule report for example project.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.10
Detailed schedule for labor.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.11
Gantt chart-based progress report.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.12
Progress report for labor.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Figure 14.13
Earned value-based progress report.
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.1
Relative Weights Used in the Scoring Model
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.2
Calculations for the Operational Criteria
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.2
(Continued)
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.2
(Continued)
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.2
(Continued)
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.2
(Continued)
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.3
Cost Data for Selection Problem
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
Table 14.4
Weighted Scores for Criteria Sets and Results
Project Management: Processes, Methodologies,
and Economics, 3e
Avraham Shtub, Moshe Rosenwein
Copyright © 2017, 2005, and 1994
by Pearson Education, Inc.
All Rights Reserved
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Next to these stages, there are four types of loyalty. The first type is no loyalty: this can be seen as the typical action supporter that is giving money to fundraiser friends/family. There is no connection between the action supporter and War Child, non-loyal customers add a small amount to the financial account of the organization. The second type is inertia loyalty: this type can be a potential Friend, the person is giving a donation because they always have done it. This person is not loyal to one charity because there is no deeper connection and is easy with switching from charity to charity. This person is reachable to get a deeper connection with to become a potential Friend. It is needed to give the potential Friend attention and please the person. The third type is latent loyalty: this type is based on situational influences such as time, social life, physical factors, reasons why to support charity and the mood of the person. Latent loyalty means that there are repeated purchases. The last type is premium loyalty: this is the greatest type an organization can get. This type indicates the loyal Friend who is proud to discover more and tell about War Child to everyone. (Griffin, 2010) Using the stages and types of loyalty, War Child will get a better understanding about their potential Friends. Increased loyalty can give benefits to more respects of the company. Increased loyalty will be cost saving because there will be reduced marketing costs, more positive word-of-mouth, satisfied loyal customers whereby the failure costs decrease. (Griffin, 2010) 1.2.4 Customer relationship management Kotler (2014, p. 9) stated in the book ‘’Principles of marketing’’ that customer relationship management (CRM) can be mentioned as delivering superior customer value and satisfaction by building and maintaining profitable customer relationships. (Kotler, 2014) Using a suitable approach for the action supporters will lead to charitable giving. To build and maintain profitable customer relationships, customer relationship management need to be implemented. It is very important to deliver customer value and make the action supporters satisfied. By doing this,>

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