Staab Itp 251 Chapter 6 Madd Strategies

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Staab Itp 251 Chapter 6 Madd Strategies

  1. 1. ITP 251<br />Make a Difference Day<br />Chapter 6<br />John Staab<br />jgs28@email.vccs.edu<br />
  2. 2. Make a Difference Day<br />Team Tasks<br />Presentation Dos and Don’ts<br />DFDs<br />Toolkit memo to Mr. Jeremy<br />Outsourcing memo to Ms. Hon<br />
  3. 3. Presentation Dos and Don’ts<br />Dos<br />Limit the number of messages<br />The presentation should be limited to the main topics of what you want the audience to remember<br />Keep it simple<br />Slides should have one idea each and contain only key points for each idea<br />Don’ts<br />Complex sentences<br />Avoid complex sentences, instead use simple phrases<br />Use small fonts<br />Use 32 – 44 pt font, avoid anything less than 28 pt<br />
  4. 4. Data Flow Diagram Improvement<br />Volunteers<br />Volunteers at Expo<br />Volunteers during event day<br />No volunteers at Start/Finish areas during setup<br />Decision Makers<br />Need less decision makers at the Expo<br />
  5. 5. Memo to Mr. Jeremy<br />Financial analysis toolkit contains three parts:<br />Payback analysis:<br />4 step process of determining how long it takes an information system to pay for itself<br />Determine initial development cost<br />Estimate annual benefits<br />Determine annual operating costs<br />Determine payback period<br />Return on investment analysis:<br />ROI = (total benefits – total costs) / total costs<br />Measures profitability by comparing the return from a project to the investment of a project<br />Present value analysis:<br />Value of a future dollar is the amount of money that, when invested today at a specified interest rate, grows to exactly one dollar at a certain point in the future<br />
  6. 6. Memo to Ms. Hon<br />2009 Outsourcing Trends<br />Stay closer to home<br />Popular outsourcing locations will be challenged by locations closer to the United States<br />Declining rates<br />Following the decline in the economy, outsource service rates are declining as much as 5% in the last year<br />Valuable expertise<br />As competition grows, the need for professional expertise with increase<br />Strategy will prosper<br />Well organized outsourcing companies will be more susceptible to opportunities<br />New themes<br />Employee welfare and going “green” are common themes<br />http://www.outsourcingprofessional.org/content/23/1 96/1782/<br />
  7. 7. Make a Difference Day<br />Project<br />10 Tasks<br />Sequential and Concurrent Tasks<br />Sequential Task Order<br />Project Management Summary<br />
  8. 8. 10 Tasks<br />Race Location<br />Expo Location<br />Participant Registration<br />Participant Packet Pickup<br />Expo Setup<br />Expo Teardown<br />Start/Finish Setup<br />Start/Finish Teardown<br />Event Clean-up<br />After Action Report<br />
  9. 9. Tasks<br />Sequential<br />Concurrent<br />Registration<br />Packet Pickup<br />Expo Setup<br />Expo Teardown<br />Start/Finish Setup<br />Start/Finish Teardown<br />Race Location<br />Expo Location<br />Event Clean-up<br />After Action Report<br />
  10. 10. Sequential Task Order<br />Registration before Pickup<br />Participants must be registered before they can pick up their Packets<br />Setup before Teardown<br />Obviously nothing can be torn down if it has not been setup<br />
  11. 11. Project Management Summary<br />Methods<br />Traditional – 5 components<br />Initiation<br />Planning and Design<br />Execution and Production<br />Monitoring and Controlling<br />Completion<br />PRINCE2 – released 1996<br />Structured approach<br />Provides clear framework for managing projects<br />Automatic control of deviations<br />Common language<br />Process-based<br />Driven by use of Capability Maturity Model Intigration<br />Contrast to Traditional method<br />Project is managed based on small tasks executed as the project demands rather than a predetermined path<br />
  12. 12. Project Management Summary<br />Stages<br />Initiation<br />Determines the scope and need for a project<br />Planning and Design<br />Usually results in a prototype that can be tested<br />Executing and Producing<br />Following processes used to complete project requirements<br />Monitoring and Controlling<br />Identification of problems with execution and production processes<br />Completion<br />Acceptance of the project and drafting of lessons learned<br />
  13. 13. Project Management Summary<br />Project Management Triangle<br />

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