Projects

Case Solution for Diamond Chemicals PLC (B): Merseyside And Rotterdam Projects

Complete Case details are given below :

Case Name :      Diamond Chemicals PLC (B): Merseyside And Rotterdam Projects
Authors :           Robert F. Bruner
Source :             Darden School of Business
Case ID :           UV4007
Discipline :        Finance
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
These two cases consider the capital investment decisions to be made by executives of this large chemicals firm in January 2001. The ‘A’ case presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The ‘B’ case reviews the same project but from one level higher, where the executive faces an either/or investment decision between two mutually exclusive projects. The objective of the two cases is to expose students to a wide range of capital-budgeting issues which include, among others, the identification of relevant cash flows, the critical assessment of a capital-investment evaluation system, the classic “cross-over” problem, in which project rankings disagree on the basis of net present value (NPV) and internal rate of return (IRR).
 
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Case Solution for A&D High Tech (A): Managing Projects for Success

Complete Case details are given below :

Case Name :      A&D High Tech (A): Managing Projects for Success
Authors :           Mark Jeffery, Derek Yung, Alex Gershbeyn
Source :             Kellogg School of Management
Case ID :           KEL156
Discipline :        Strategy
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case is based on a real $25 million project at a major U.S.-based computer manufacturer. For confidentiality reasons the company has been disguised as A&D High Tech. The Web-based online ordering system project is required by sales and marketing for the fall holiday season. If the project misses this window, the firm will lose substantial market share to competitors. The A&D High Tech case examines how to create and analyze a project plan in Microsoft Project. Specifically, data is given to build the project plan step-by-step and then analyze the plan using the Microsoft project management tool. In order to make the case manageable for students we reduced the size of the project, and corresponding number of resources, to approximately $1 million, but retained all of the features of the original project. The project plan that students construct from the data given in the case is fraught with risks, and students must apply risk management techniques to diagnose the plan. Ultimately, students must answer the management question: Will the project be completed for the holiday shopping season? This case is the first in a series; the second is the case entitled “A&D High Tech (B): Managing Scope Change.” The case can also be taught using other project management software tools, such as Primavera.
 
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Case Solution for Toybox: Managing Dynamic Digital Projects

Complete Case details are given below :

Case Name :      Toybox: Managing Dynamic Digital Projects
Authors :           Darren Meister, David Singer
Source :             Ivey Publishing
Case ID :            902E14
Discipline :        Information Technology
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Toybox is the visual effects division of Command Post, Canada’s largest full-service, postproduction company and industry leader in technical and creative services for film, television, video, and digital audio productions. Toybox’s visual special effects manager believes that future growth requires an improved information system for managing digital projects. For example, during recent production work on a feature film, difficulties in workload, signoffs, and rework reached an unsustainable level. The visual special effects manager must choose between an off-the-shelf product and a custom, in-house solution. However, his decision is complicated by the creative work environment and the number of systems to which the new system must be integrated.
 
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Case Solution for Finemaster Projects Ltd. (C)

Complete Case details are given below :

Case Name :      Finemaster Projects Ltd. (C)
Authors :           Elizabeth M.A. Grasby, Julie Harvey Gosse
Source :             Ivey Publishing
Case ID :            910C03
Discipline :        Human Resource Management
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company’s pledge to reward employees for good performance was quickly fading. This supplement to Finemaster Projects Ltd. (A), describes his meeting with his boss after two years.
 
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Case Solution for Finemaster Projects Ltd. (A)

Complete Case details are given below :

Case Name :      Finemaster Projects Ltd. (A)
Authors :           Elizabeth M.A. Grasby, Julie Harvey Gosse
Source :             Ivey Publishing
Case ID :            910C01
Discipline :        Human Resource Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company’s pledge to reward employees for good performance was quickly fading. The (A) case covers the assistant site supervisor’s first meeting with his employer when offered a position with company. The supplements, Finemaster Projects Ltd. (B) and (C) describe his meetings with his boss after 12 months and two years, respectively.
 
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