RES/724 v6 Observation Guide RES/724 v6 Page 2 of 2 Analysis and Interpretation WorksheetPart I: Analysis and Interpretation Interview Data: 1. Select an appropriate analytic procedure to code your interview data. https://www.sagepub.com/sites/default/files/upm-binaries/24614_01_Saldana_Ch_01.pdf 2. Code your data using a qualitative data analysis program or by hand in a separate document. This process must identify: (1) codes and themes, (2) sub-codes, (3) categories, and (4) subcategories. a. Discuss your approach to coding the interview data. What procedure(s) did you select? Justify your response. Click or tap here to enter text. 3. Examine the results of your analytic procedure(s). a. Identify 2 or 3 initial assertions based on your interpretation of the interview data. Discuss how you arrived at each assertion. Click or tap here to enter text. b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study. Click or tap here to enter text.Observation Data: 1. Review the Observation Guide you completed in Week 6, paying attention to your field notes and detailed narrative passages. 2. Compose 2 or 3 analytic memos triggered by your field notes. a. Memo 1: Click or tap here to enter text. b. Memo 2: Click or tap here to enter text. c. Memo 3: Click or tap here to enter text. 3. Compose a meta-memo that synthesizes the primary elements from your analytic memos into a new whole. Click or tap here to enter text. 4. Examine the results of your analytic procedure(s). a. Identify 2 or 3 initial assertions based on your interpretation of the observation data. Discuss how you arrived at each assertion. Click or tap here to enter text. b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study. Click or tap here to enter text.Part II: Reflection Write a 700- to 1,050-word reflective essay about your experience applying qualitative research methods and the knowledge you have gained from this course. Include your essay in the space below. The strength of qualitative research method gained from this course is the ability to provide complex textual descriptions of how people experience a given research issue. It provides information about the “human” side of an issue that is, the often-contradictory behaviors, beliefs, opinions, emotions, and relationships of individuals. It seeks to understand a given research problem or topic from the perspectives of the local population it involves. Qualitative research is especially effective in obtaining culturally specific information about the values, opinions, behaviors, and social contexts of populations. In the qualitative methods are also effective in identifying intangible factors, such as social norms, socioeconomic status, gender roles, ethnicity, and religion, whose role in the research. Although findings from qualitative data can often be extended to people with characteristics similar to th ...

1. RES/724 v6
Observation Guide
RES/724 v6
Page 2 of 2
Analysis and Interpretation WorksheetPart I: Analysis and
Interpretation
Interview Data:
1. Select an appropriate analytic procedure to code your
interview data.
https://www.sagepub.com/sites/default/files/upm-
binaries/24614_01_Saldana_Ch_01.pdf
2. Code your data using a qualitative data analysis program or
by hand in a separate document. This process must identify: (1)
codes and themes, (2) sub-codes, (3) categories, and (4)
subcategories.
a. Discuss your approach to coding the interview data. What
procedure(s) did you select? Justify your response.
Click or tap here to enter text.
3. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation
of the interview data. Discuss how you arrived at each
assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about
the central phenomenon in your mock study.
Click or tap here to enter text.Observation Data:
1. Review the Observation Guide you completed in Week 6,
paying attention to your field notes and detailed narrative

2. passages.
2. Compose 2 or 3 analytic memos triggered by your field notes.
a. Memo 1:
Click or tap here to enter text.
b. Memo 2:
Click or tap here to enter text.
c. Memo 3:
Click or tap here to enter text.
3. Compose a meta-memo that synthesizes the primary elements
from your analytic memos into a new whole.
Click or tap here to enter text.
4. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation
of the observation data. Discuss how you arrived at each
assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about
the central phenomenon in your mock study.
Click or tap here to enter text.Part II: Reflection
Write a 700- to 1,050-word reflective essay about your
experience applying qualitative research methods and the
knowledge you have gained from this course. Include your essay
in the space below.
The strength of qualitative research method gained from this
course is the ability to provide complex textual descriptions of
how people experience a given research issue. It provides
information about the “human” side of an issue that is, the

3. often-contradictory behaviors, beliefs, opinions, emotions, and
relationships of individuals. It seeks to understand a given
research problem or topic from the perspectives of the local
population it involves. Qualitative research is especially
effective in obtaining culturally specific information about the
values, opinions, behaviors, and social contexts of populations.
In the qualitative methods are also effective in identifying
intangible factors, such as social norms, socioeconomic status,
gender roles, ethnicity, and religion, whose role in the research.
Although findings from qualitative data can often be extended
to people with characteristics similar to those in the study
population, gaining a rich and complex understanding of a
specific social context or phenomenon typically takes
precedence over eliciting data that can be generalized to other
geographical areas or populations. In this sense, qualitative
research differs slightly from scientific research in general.
One advantage of qualitative methods in exploratory research is
that use of open-ended questions and probing gives participants
the opportunity to respond in their own words, rather than
forcing them to choose from fixed responses, as quantitative
methods do. Qualitative research is conversational, it is
important for data collectors to maintain clear boundaries
between what they are told by participants and what they tell
participants. The three most common qualitative methods,
explained in detail in their respective modules, are participant
observation, in-depth interviews, and focus groups. Each
method is particularly suited for obtaining a specific type of
data.
Participant observation is appropriate for collecting data on
naturally occurring behaviors in their usual contexts. In-depth
interviews are optimal for collecting data on individuals
‘personal histories, perspectives, and experiences, particularly
when sensitive topics are being explored. Focus groups are
effective in eliciting data on the cultural norms of a group and
in generating broad overviews of issues of concern to the

4. cultural groups or subgroups represented. Even if it were
possible, it is not necessary to collect data from everyone in a
community in order to get valid findings. In qualitative
research, only a sample (that is, a subset) of a population is
selected for any given study.
The study’s research objectives and the characteristics of the
study population (such as size and diversity) determine which
and how many people to select. In this section, we briefly
describe three of the most common sampling methods used in
qualitative research: purposive sampling, quota sampling, and
snowball sampling. As data collectors, you will not be
responsible for selecting the sampling method. The explanations
below are meant to help you understand the reasons for using
each method. Conversation is a social act that requires give and
take. As qualitative researchers we “take” a lot of information
from participants and therefore can feel a strong need to “give”
similar information in return.
People also enjoy talking about what they hear and learn, and
researchers are no different. It may be tempting to pass along
seemingly inconsequential information from one participant to
another. Strategies for protecting confidentiality are described
throughout in each of the method modules. But some situations
will require unique strategies. The ways in which
confidentiality might be breached should be carefully
considered before data collection begins and explicit strategies
be put in place for protection. The research question is always
of secondary importance.
This means that if a choice must be made between doing harm
to a participant and doing harm to the research, it is the
research that is sacrificed. Fortunately, choices of that
magnitude rarely need to be made in qualitative research. But
the principle must not be dismissed as irrelevant, or we can find
ourselves making decisions that eventually bring us to the point
where our work threatens to disrupt the lives of the people we
are researching. Another advantage of qualitative methods is
that they allow the researcher the flexibility to probe initial

5. participant responses that is, to ask why or how. The researcher
must listen carefully to what participants say, engage with them
according to their individual personalities and styles, and use
“probes” to encourage them to elaborate on their answers.
Coding: https://getthematic.com/insights/coding-qualitative-
data/
https://getthematic.com/insights/3-best-practices-for-coding-
open-ended-questions/
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3848812/
Copyright© 2019 by University of Phoenix. All rights reserved.
Copyright© 2019 by University of Phoenix. All rights reserved.
Adapted from IMA
IMA EDUCATIONAL CASE JOURNAL VOL. 10, NO. 3, ART.
1, SEPTEMBER 2017
ISSN 1940-204X
Peregrine: The CNC Machine Decision
Tony Bell
Thompson Rivers University
Dr. Andrew Fergus
Thompson Rivers University
INTRODUCTION
It was another sleepless night for Brian French. As a new father,
French had grown
accustomed to sleep deprivation, but on this night, it was his

6. business—not his newborn
daughter—that had him tossing and turning. French was the
president and co-owner of
Peregrine, a Vancouver-based manufacturer of custom retail
displays that were used in
stores, banks, and art galleries. Peregrine had been working on a
display for Best Buy
when one of the company’s two computer-numerical-control
(CNC) machines broke
down. When the machine went down, French watched progress
on the Best Buy job
slow to a halt. Although French had been assured that the CNC
machine would be back
up and running within 24 hours, the breakdown revealed a
deeper problem: the CNC
machines represented a major bottleneck for Peregrine, and if
this machine was down
for more than the promised 24-hour period, the Best Buy job
could not be completed on
time, and workers would need to be sent home. French was
frustrated by this
predicament and was determined to make the changes necessary
to ensure it would not
happen again.

7. PEREGRINE
In 2012, French left PricewaterhouseCoopers to purchase
Peregrine along with two co-
investors. The investment team had been looking for an
opportunity to purchase a
company with a successful track record and a founder who was
ready for retirement;
Peregrine had fit the bill. Founded in 1977, Peregrine had been
operated profitably for
35 years in downtown Vancouver, British Columbia, Canada. In
Peregrine, the investors
would be acquiring a company with a history of success and an
experienced team that
had expertise in manufacturing a wide array of custom plastic
products.
When Peregrine was acquired in 2012, it had employed 6 people
and had $600,000 in
sales. Under French’s management, the company had grown to
more than 30
employees and more than $6 million in sales by 2016.
THE CNC MACHINE DECISION
When the CNC machine broke down, it was a wake-up call for
French. The production
line was dependent on both CNC machines working full time—
if they slowed down or
needed repair, the business suffered. French believed the key to
relieving this
bottleneck would be increasing capacity. It not only would

8. prevent downtime but also
would allow the company to take on new business. If capacity
increased, French
estimated that sales revenues would rise by at least $50,000 per
month due to unmet
demand and increased efficiency. The company’s margins on the
additional revenues
were expected to be 35%. French saw two viable options to
increase capacity:
1. Purchase an additional CNC machine for cash, or
2. Finance the purchase of an additional CNC machine
1
French considered the details of each option, keeping in mind
that for long-term projects
he would use a discount rate of 7%.
OPTION 1: PURCHASE A NEW CNC MACHINE WITH CASH
Although it would be costly, the idea of adding a third CNC
machine appealed to
French. It would provide him peace of mind that if there were a
breakdown, jobs would
continue on schedule. French’s preliminary research revealed
that the cost of the new
equipment would be $142,000. He also estimated that there
would be increased out-of-
pocket operating costs of $10,000 per month if a new machine
were brought online.
After five years, the machine would have a salvage value of
$40,000. Although
Peregrine did not have the cash readily available to make the
purchase, French
believed that with a small amount of cash budgeting and
planning, this option would be
feasible.

9. OPTION 2: FINANCE THE PURCHASE OF A NEW CNC
MACHINE
The company selling the CNC machine also offered a leasing
option. The terms of the
lease included a down payment of $50,000 and monthly
payments of $2,200 for five
years. After five years, the equipment could be purchased for
$1. The operating costs
and salvage values would be the same as option 1, the
purchasing option. The
company had the necessary cash on hand to make the down
payment for the lease.
With both the leasing and purchasing options, the company had
sufficient space to
operate the new equipment, and French believed he had almost
all of the right
employees in place to execute this plan.
Case Study
Unit 7 Student TemplatePeregrine_The CNC Machine
DecisionOption 1: Purchase the CNC Machine with CashYear
0Year 1Year 2Year 3Year 4Year 5InflowsGross
RevenueSalvage valueTotal InflowsOutflowsInitial
purchaseCost of Goods SoldOperating CostsTotal
OutflowsOverall CashflowNet Present Value:Payback
PeriodyearsDiscount RateOption 2: Finance the Purchase of the
CNC MachineYear 0Year 1Year 2Year 3Year 4Year
5InflowsGross RevenueSalvage valueTotal
InflowsOutflowsInitial purchaseCost of Goods SoldOperating
CostsLease payments$1 paymentTotal OutflowsOverall
CashflowNet Present Value:Payback PeriodyearsDiscount rate
Adapted from IMA

10. IMA EDUCATIONAL CASE JOURNAL VOL. 10, NO. 3, ART.
1, SEPTEMBER 2017
ISSN 1940-204X
Peregrine: The CNC Machine Decision
Tony Bell
Thompson Rivers University
Dr. Andrew Fergus
Thompson Rivers University
INTRODUCTION
It was another sleepless night for Brian French. As a new father,
French had grown
accustomed to sleep deprivation, but on this night, it was his
business—not his newborn
daughter—that had him tossing and turning. French was the
president and co-owner of
Peregrine, a Vancouver-based manufacturer of custom retail
displays that were used in
stores, banks, and art galleries. Peregrine had been working on a
display for Best Buy
when one of the company’s two computer-numerical-control
(CNC) machines broke
down. When the machine went down, French watched progress
on the Best Buy job

11. slow to a halt. Although French had been assured that the CNC
machine would be back
up and running within 24 hours, the breakdown revealed a
deeper problem: the CNC
machines represented a major bottleneck for Peregrine, and if
this machine was down
for more than the promised 24-hour period, the Best Buy job
could not be completed on
time, and workers would need to be sent home. French was
frustrated by this
predicament and was determined to make the changes necessary
to ensure it would not
happen again.
PEREGRINE
In 2012, French left PricewaterhouseCoopers to purchase
Peregrine along with two co-
investors. The investment team had been looking for an
opportunity to purchase a
company with a successful track record and a founder who was
ready for retirement;
Peregrine had fit the bill. Founded in 1977, Peregrine had been
operated profitably for
35 years in downtown Vancouver, British Columbia, Canada. In
Peregrine, the investors
would be acquiring a company with a history of success and an
experienced team that
had expertise in manufacturing a wide array of custom plastic

12. products.
When Peregrine was acquired in 2012, it had employed 6 people
and had $600,000 in
sales. Under French’s management, the company had grown to
more than 30
employees and more than $6 million in sales by 2016.
THE CNC MACHINE DECISION
When the CNC machine broke down, it was a wake-up call for
French. The production
line was dependent on both CNC machines working full time—
if they slowed down or
needed repair, the business suffered. French believed the key to
relieving this
bottleneck would be increasing capacity. It not only would
prevent downtime but also
would allow the company to take on new business. If capacity
increased, French
estimated that sales revenues would rise by at least $50,000 per
month due to unmet
demand and increased efficiency. The company’s margins on the
additional revenues
were expected to be 35%. French saw two viable options to
increase capacity:
1. Purchase an additional CNC machine for cash, or
2. Finance the purchase of an additional CNC machine
1
French considered the details of each option, keeping in mind
that for long-term projects

13. he would use a discount rate of 7%.
OPTION 1: PURCHASE A NEW CNC MACHINE WITH CASH
Although it would be costly, the idea of adding a third CNC
machine appealed to
French. It would provide him peace of mind that if there were a
breakdown, jobs would
continue on schedule. French’s preliminary research revealed
that the cost of the new
equipment would be $142,000. He also estimated that there
would be increased out-of-
pocket operating costs of $10,000 per month if a new machine
were brought online.
After five years, the machine would have a salvage value of
$40,000. Although
Peregrine did not have the cash readily available to make the
purchase, French
believed that with a small amount of cash budgeting and
planning, this option would be
feasible.
OPTION 2: FINANCE THE PURCHASE OF A NEW CNC
MACHINE
The company selling the CNC machine also offered a leasing
option. The terms of the
lease included a down payment of $50,000 and monthly
payments of $2,200 for five
years. After five years, the equipment could be purchased for
$1. The operating costs
and salvage values would be the same as option 1, the
purchasing option. The
company had the necessary cash on hand to make the down
payment for the lease.
With both the leasing and purchasing options, the company had
sufficient space to
operate the new equipment, and French believed he had almost

14. all of the right
employees in place to execute this plan.
ASSIGNMENT REQUIREMENTS:
1. Quantitative Analysis: Compute and compare the net present
value and
payback period of each option.
2. Qualitative Analysis: In a 2-3 page report, make a
recommendation for French.
Be sure to provide a written analysis of the results of your
quantitative analysis
(do not copy and paste Excel worksheet into your document).
Critically analyze
both options and support your recommendation with a minimum
of 3 academic
resources.
Peregrine_The
CNC Machine
Decision