Only Need 1 - 2 Paragraphs.Read the HBR case study (located below) Time Value of Money: The Buy Versus Rent Decision and calculate the best route for the graduate’s housing situation, developing your understanding of time value of money (TVM) concepts and calculations. Describe your assumptions, methodology, and results in your discussion narrative, and attach a simple spreadsheet supporting your analysis. This case study can be located in your custom textbook/case study bundle.TIME VALUE OF MONEY: The Buy Versus Rent Decision (Case Study Reading)In May 2013, Rebecca Young completed her MBA and moved to Toronto for a new job in investment banking. There, she rented a spacious, two-bedroom condominium for $3,000 per month, which included parking but not utilities or cable television. In July 2014, the virtually identical unit next door became available for sale with an asking price of $620,000, and Young believed she could purchase it for $600,000. She realized she was facing the classic buy-versus-rent decision. It was time for her to apply some of the analytical tools she had acquired in business school — including “time value of money” concepts — to her personal life.While Young really liked the condominium unit she was renting, as well as the condominium building itself, she felt that it would be inadequate for her long-term needs, as she planned to move to a house or even to a larger penthouse condominium within five to 10 years — even sooner if her job continued to work out well.Friends and family had given Young a variety of mixed opinions concerning the buy-versus-rent debate, ranging from “you’re throwing your money away on rent” to “it’s better to keep things as cheap and flexible as possible until you are ready to settle in for good.” She realized that both sides presented good arguments, but she wanted to analyze the buy-versus-rent decision from a quantitative point of view in order to provide some context for the qualitative considerations that would ultimately be a major part of her decision.FINANCIAL DETAILSIf Young purchased the new condominium, she would pay monthly condo fees of $1,055 per month, plus property taxes of $300 per month on the unit. Unlike when renting, she would also be responsible for repairs and general maintenance, which she estimated would average $600 per year.If she decided to purchase the new unit, Young intended to provide a cash down payment of 20 per cent of the purchase price. There was also a local deed-transfer tax of approximately 1.5 per cent of the purchase price, and a provincial deed-transfer tax of 1.5 per cent, both due on the purchase date. (For simplicity, Young planned to initially ignore any other tax considerations throughout her analysis.) Other closing fees were estimated to be around $2,000.In order to finance the remaining 80 per cent of the purchase price, Young contacted several lenders and found that she would be able to obtain a mortgage at a 4 per cent “quoted” annual rate1 that would be locked in for a 10-year term and that she would amortize the mortgage over 25 years, with monthly payments. The money that Young was planning to use for her down payment and closing costs was presently invested and was earning the same effective monthly rate of return as she would be paying onher mortgage. Young assumed that if she were to sell the condominium — say, in the next two to 10 years — she would pay 5 per cent of the selling price to realtor fees plus $2,000 in other closing fees.SCENARIO ANALYSISIn order to complete a financial analysis of the buy-versus-rent decision, Young realized that her first task would be to determine the required monthly mortgage payments. Next, she wanted to determine the opportunity cost (on a monthly basis) of using the lump-sum required funds for the condominium purchase rather than leaving those funds invested and earning the effective monthly rate, assumed to be equivalent to the mortgage rate. She would then be able to determine additional monthly payments required to buy the condominium compared to renting, including the opportunity cost.Young wanted to consider what might happen if she chose to sell the condominium at a future date. She was confident that any re-sell would not happen for at least two years, but it could certainly happen in five or 10 years’ time. She needed to model the amount of the outstanding principal at various points in the future — two, five or 10 years from now. She then wanted to determine the net future gain or loss after two, five and 10 years under the following scenarios, which she had determined were possible after some due diligence regarding future real-estate prices in the Toronto condo market: (a) The condo price remains unchanged; (b) The condo price drops 10 per cent over the next two years, then increases back to its purchase price by the end of five years, then increases by a total of 10 per cent from the original purchase price by the end of 10 years; (c) The condo price increases annually by the annual rate of inflation of 2 per cent per year over the next 10 years; and (d) The condo price increases annually by an annual rate of 5 per cent per year over the next 10 years.FINAL CONSIDERATIONSYoung realized she had a tough decision ahead of her, but she was well trained to make these types of decisions. She also recognized that her decision would not be based on quantitative factors alone; it would need to be based on any qualitative considerations as well. She knew she needed to act soon because condominiums were selling fairly quickly, and she would need to arrange financing and contact a lawyer to assist in any paperwork if she decided to buy.

GROUP PROJECTDeliverable Length:750 - 1000 wordsAssignment Objectives:Apply project scheduling methodologies, including Critical Path Method (CPM), Program Evaluation and Review Technique (PERT), and resource allocation including schedule compression techniques such as crashing, fast-tracking, and scope reduction.Formulate approaches to control the project cost schedule and performance using Earned Value Management (EVM), scope control, and rebase-lining techniques.Utilize a Work Breakdown Structure (WBS) and work in MS Project to complete resource assignments for the project schedule and enter cost estimates for all resources.Assignment Description:Your first presentation was excellent, and the project work is moving forward. No project can be managed without a WBS. The CIO now has decided that it is time for you to create the work breakdown structure (WBS) for the project. This Week’s assignment is a group assignment. It consists of two group activities and two group deliverables. You’re to actively work with your project group to discuss, prepare, and deliver the two group deliverables that must be submitted to the Dropbox by the due date. Students who lag in group participation will be granted points based on their level of engagement with their group and may not earn the same grade as the rest of the group members who were very active. Group Activity (Part 1)Use the Small Group Discussion Board to determine the following: The scope of the project How is the WBS created? Do you use the PMBOK® Guide project life cycle phases (initiating, planning, executing, monitoring and control, and close out) as the noun or do you use the deliverable or project name as the noun? The noun in a WBS is the deliverable. The work breakdown structure (WBS) that is representative of the project scope, which should include the following: Deliverables/Outputs Activities Tasks Products or services All major tasks should be organized into work packages. A work-package is the lowest level of the WBS. Do not decide on estimates for the activities or work-packages at this time. Group Deliverables (Part 1)Now that you have had the opportunity to discuss your project and somewhat build your WBS in the group discussion area and offline, use MS project software to complete the following: Creating your WBS in MS Project. Using MS Project, enter all the WBS deliverables/outputs, activities, and tasks into a new MS Project file and save it with your group name and course #. Sequence your activities. Now that you have defined your activities, ensure that they are listed in the order that they should be completed. If one activity is dependent on another, be sure to list that dependency in the “Predecessor” column. Activity estimation. Assign an initial work effort to each of the activities from the WBS. Provide an estimation framework for the WBS. This should be approximate. You’re allowed to make assumptions as long you’re being realistic. The framework should be estimated in days. Duration estimation. Now that you have defined the WBS activities, sequenced them in a logical order and defined the dependency relationships between them, and estimated resources, add the activity duration for all activities then add a start date to each task. The finish date should automatically populate. If you have a conflict, review your predecessor relationships. Remember, you do not need to add anything to the summary tasks (the deliverable/output). The summary tasks will update automatically as soon as you link the activities to them. They summarize the duration and start/finish date for that entire deliverable. The screen shot below should provide you with an example of how your work will look before submitting this assignment. Many more examples are available in the Project Management Homepage in the Learning Center. Assign resources. In the resource name column in your MS Project file, add a resource name to each task. You may use hypothetical names or your group’s names. Once the work is finalized, submit your estimation framework to your group by adding the finished file to the Small Group area so that everyone has a chance to review the final product. Ideally, the group should select a group leader to manage the group’s communication and polish the final work. The group leader should be the one submitting the assignment. Group Activity (Part 2)Now that the finished product has been dropped into the group discussion area, each group member should once again review the finished WBS file and provide your insight. Update the WBS file, if the group agreed changes needed to be made, and individually save the MS Project file on your personal computers because you might need to use it to complete IP4 on your own. Group Deliverables (Part 2)Based on your group deliverable (Part 1) Apply the standard PERT estimating formula and calculate the expected estimate (Te) for each activity. Download and use this table to complete the estimates. Explain the purpose behind the PERT calculations. Submitted Assignment:Group Activity (Part 1)Each individual member's contribution to the group discussion for determining WBS essentials should be between 150–200 words. Group Deliverable (Part 1) There is no length to how many tasks your WBS should be made up of, but it should be long enough to convince your CIO at a glance that this is all the work that needs to be completed for this project. Ideally, you shouldn’t have less than 50 tasks. You can organize your tasks however you choose to use the noun. It is recommended that you use the PMBOK® Guide project management phases to organize your WBS. Group Activity (Part 2)Each individual member's contribution to the group discussion for determining work effort and estimation calculations should be between 200–300 words. Group Deliverable (Part 2)PERT estimate calculations and your explanation of them should be between 550–700 words. At the bottom of this write up document, please indicate the level of engagement for each of your group members. You can use the scale 1-10 where 1 is very low and 10 is very high. For example John Doe - 9. This will help your instructor determine the level of participation for each group member. Group members who did not actively participate in this work will receive zero points and those who contributed little or turned in poor quality work will receive a substantially lower grade from the rest of the group who were active. MY PORTION OF THE PROJECTEmail Standards & ProtocolsTasks1. create code of conduct for email use2. Set work E-mail hours for employees3. Train users on common "phishing" emails4. train users on common virus emails5. Train users on attachments (when to trust attachments)6. Determine policy on personal email vs. work email7. Set read receipts (if an email is opened can the sender know?)8. Determine "signatures" for E-mailsScenario will be Attached