Powerpoint Presentation/Calculation

10/4/21, 10:22 AMOriginality Report

Page 1 of 5https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857…&course_id=_65335_1&includeDeleted=true&print=true&download=true

%%24

%%11

%%7

SafeAssign Originality Report CSU SafeAssign Plagiarism Check Tool • SafeAssign Originality Report Generator II

%%42To t a l S c o r eTo t a l S c o r e:: High risk Stephen Ballard

Submission UUID: 1619890e-fcc3-38c5-3ebc-8c60333aee29

To t a l N u m b e r o f R eTo t a l N u m b e r o f R e……

1 H i g h e s t M a t c hH i g h e s t M a t c h

42 % MGT 6304_VI_Powerpoint…

A v e r a g e M a t c hA v e r a g e M a t c h

42 % S u b m i t t e d o nS u b m i t t e d o n

10/04/21 10:19 AM CDT

A v e r a g e W o r d C o u n tA v e r a g e W o r d C o u n t

949 Highest: MGT 6304_VI_Po…

%%42Attachment 1

G l o b a l d a t a b a s eG l o b a l d a t a b a s e ( (22))

S t u d e n t p a p e rS t u d e n t p a p e r S t u d e n t p a p e rS t u d e n t p a p e r

I n s t i t u t i o n a l d a t a b a s eI n s t i t u t i o n a l d a t a b a s e ( (11))

S t u d e n t p a p e rS t u d e n t p a p e r

I n t e r n e tI n t e r n e t ( (22))

l a r d b u c k e tl a r d b u c k e t p m l e a r n i n g s o l u t i o n sp m l e a r n i n g s o l u t i o n s

To p s o u r c e sTo p s o u r c e s ( (33))

E x c l u d e d s o u r c e sE x c l u d e d s o u r c e s ( (00))

View Originality Report - Old Design

Word Count: 949 MGT 6304_VI_Powerpoint.pptx

22 33

44

11 55

22 S t u d e n t p a p e rS t u d e n t p a p e r 44 S t u d e n t p a p e rS t u d e n t p a p e r 33 S t u d e n t p a p e rS t u d e n t p a p e r

Mobilego Project

Stephen M. Ballard Columbia Southern University MGT 6304, Managing Complex Projects Dr. Chiboza Madueke 2 Oct 2021

Call center calculation CV SV CPI SPI Cost Variance Schedule Variance Cost Performance Index Schedule Performance Index

$0.00 $0.00 $1.00 $1.00 $0.00 $900.00 $1.00 $1.20 $0.00 $1,500.00 $1.00 $1.63 $0.00 $4,500.00 $1.00 $4.00 $0.00 $0.00 $1.00 $1.00 $0.00

$1,200.00 $1.00 $1.67

11

22

10/4/21, 10:22 AMOriginality Report

Page 2 of 5https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857…&course_id=_65335_1&includeDeleted=true&print=true&download=true

This slides includes the calculation of earned value metrics for each line item of call center stations. “Cost variance was calculated by get- ting the difference between earned value and actual cost. Schedule variance was the difference between earned value and planned value.

Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to

planned value (Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget. 2

Office, Furniture, and Equipment Move calculation $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $1,170.00

$1.00 $1.40 $0.00 $0.00 $1.00 $1.00 $0.00 $1,200.00 $1.00 $1.14 $0.00 $3,000.00 $1.00 $2.67

This slides includes the calculation of earned value metrics for each line item of Office, furniture, and equipment move.. “Cost variance was calculated by getting the difference between earned value and actual cost. Schedule variance was the difference between earned val- ue and planned value. Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ra- tio of earned value to planned value(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on bud-

get.

3

Wi-Fi $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $765.00 $1.00 $1.30 $0.00 $900.00 $1.00 $3.00 $0.00

$1,000.00 $1.00 $5.00 $0.00 $255.00 $1.00 $1.30

This slides includes the calculation of earned value metrics for each line item of Wi-Fi. Cost variance was calculated by getting the “differ- ence between earned value and actual cost. Schedule variance was the difference between earned value and planned value. Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to planned val-

ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

4

Station Upgrade calculation $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $3,200.00 $1.00 $1.29

This slides includes the calculation of earned value metrics for each line item of Station Upgrade. Cost variance was calculated by getting the “difference between earned value and actual cost. Schedule variance was the difference between earned value and planned value.

Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to

planned value(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

5

Call Center Projection

EAC ETC Estimate at Completion Estimate to Complete

$2,100.00 0 $4,500.00 -900 $2,400.00 -1500 $1,500.00 -4500 $2,000.00 0 $1,800.00 -1200

This slides shows the projection of call center activities where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC]

while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Two of the activities requires an additional budget. 6

Office, Furniture, and Equipment Move Projections

$1,350.00 0 $6,435.00 0 $2,925.00 0 $2,925.00 -1170 $5,400.00 0 $8,400.00 -1200 $1,800.00 -3000

This slides shows the projection of office, furniture, and equipment move, where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC] while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Three activities requires an additional

budget.

7

Wi-Fi projections

$1,250.00 0 $5,325.00 0 $2,100.00 0 $2,550.00 -765 $450.00 -900 $250.00 -1000 $850.00 -255

This slides shows the projection of Wi-Fi activities where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC]

while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Four activities requires additional budget.

22 33

22 44

22 33

22 44

22 33 22

44

22 33

22 44

55

10/4/21, 10:22 AMOriginality Report

Page 3 of 5https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857…&course_id=_65335_1&includeDeleted=true&print=true&download=true

S o u r c e M a t c h e sS o u r c e M a t c h e s ( (1 81 8))

lardbucket 74%

Student paper 83%

Student paper 97%

Student paper 97%

8

Station Upgrade Projections

$12,600.00 0 $5,500.00 0 $11,200.00 -3200

This slides shows the projection of station upgrade activities where it will be in terms of budget. “Estimate at completion was found by

[EAC=AC+ETC] while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” One activity requires additional budget.

9

Recommendations

The project should have more resources to reduce the days that were depleted. The budget of the project should be increased for it to be com- pleted on time. The entire team should be involved in budget estimation. The project manager should communicate any deficit in budget earli-

er.

10

Reference

Watt, A. (2021). 12. Budget Planning. Retrieved 2 October 2021, from https://opentextbc.ca/projectmanagement/chapter/chapter-12-budget- planning-project-management/

1

Student paper

Call center calculation CV SV CPI SPI Cost Variance Schedule Variance Cost Performance Index Schedule Performance Index

Original source

During the project, the manager can evaluate the schedule using the sched- ule variance (SV) and the schedule performance index (SPI) and the budget using the cost variance (CV) and the cost performance index (CPI)

2

Student paper

“Cost variance was calculated by getting the difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

10/4/21, 10:22 AMOriginality Report

Page 4 of 5https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857…&course_id=_65335_1&includeDeleted=true&print=true&download=true

Student paper 63%

Student paper 83%

Student paper 97%

Student paper 97%

Student paper 63%

Student paper 83%

Student paper 97%

4

Student paper

Schedule performance index was the ratio of earned value to planned value (Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

“Cost variance was calculated by getting the difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

Cost variance was calculated by getting the “difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

10/4/21, 10:22 AMOriginality Report

Page 5 of 5https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857…&course_id=_65335_1&includeDeleted=true&print=true&download=true

Student paper 97%

Student paper 63%

Student paper 83%

Student paper 97%

Student paper 97%

Student paper 63%

pmlearningsolutions 98%

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

Cost variance was calculated by getting the “difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

5

Student paper

EAC ETC Estimate at Completion Estimate to Complete

Original source

estimate at completion (EAC) and estimate to complete (ETC)