AssignmentResearch PaperYou are required to adhere to the fo.docx

Assignment
Research Paper
You are required to adhere to the following format & develop a
research paper, typed, double-spaced, 1-inch margin, 5 pages
exclusive of references and title page. References are to be cited
using the APA Style Manual 6th edition.
Write a research paper on health indicators of any cultural
group you are interested or those discussed in this course,
describe the contributions of health disparities to morbidity and
mortality within the group, communities, or societies.
Be sure to include:
· Title Page (not part of the page count) use APA Style Manual
6th edition for format
· Introduction to the problem and its significance
· Description of health indicators
· Any recommendations
· Conclusion
· Reference page (not part of page count) use at least 3-5
scholarly sources; websites may be included but are not to be
included as scholarly sources.
Grading Rubric
Students will write a research paper on health indicators of a
particular culture and group and then describe the contributions
of health disparities to morbidity and mortality among the
specific groups, communities, or societies. The grading rubric
for this assignment establishes total percentage grades (5 pages)
PLO: #3. Describe the contributions of health disparities to
morbidity and mortality among specific groups, communities,
and societies.
Outstanding Achievement
Commendable Achievement

Marginal Achievement
Unsatisfactory Achievement
Failing
Identified a cultural group
Outstanding Achievement: 5% - Clearly defines cultural group
in terms of history, geography and characteristics
Commendable Achievement: 4% - Clearly defines a cultural
group without adequately describing some characteristics
Marginal Achievement: 3% - Defines a cultural group without
adequately describing many important characteristics
Unsatisfactory Achievement: 2% - Lists a cultural group
without further definition
Failing: 0% - missing
Identified health disparities
Outstanding Achievement: 20% - Clearly identifies disparities
by comparing descriptive epidemiology of group to majority
group or other group. Stays within specified page limit and
adheres to APA format.
Commendable Achievement: 15% - Clearly identifies disparities
using descriptive epidemiology however without adequate
comparisons. Stays within specified page limit and adheres to
APA format.
Marginal Achievement: 10% - Correctly lists health disparities
without adequate descriptive epidemiology.
Stays within specified page limit and adheres to APA format.
Unsatisfactory Achievement: 5% - Lists health disparities
incorrectly
Identified health behaviors
Outstanding Achievement: 20% - Clearly describes common
preventive and protective health behaviors, sick-role behaviors,
illness behaviors and societal health behaviors
Commendable Achievement: 15% - Clearly describes most
common health behaviors missing some categories
Marginal Achievement: 10% - Correctly lists health behaviors
without adequate references to commonality

Unsatisfactory Achievement: 5% - Lists health behaviors
incorrectly
Identified health beliefs
Outstanding Achievement: 15% - Clearly describes commonly
held attitudes, beliefs and values
Commendable Achievement: 12.75% - Clearly describes some
health beliefs
Marginal Achievement: 7.5% - Correctly lists health beliefs
without adequate references
Unsatisfactory Achievement: 4.25% - Lists health beliefs
incorrectly
Dropbox Submission Procedures
To submit to the Dropbox, click on the Dropbox tab at the top
of this course content frame. Click on the Submit an
Assignment link. Choose the Dropbox Basket titled Unit 4:
Assignment. Click the "Add Attachments" button to browse for
the assignment document on your computer that you would like
to submit. After attaching this document, you may add
comments to your instructor in the Comments field if you wish,
then click the "Submit" button.
You cannot make changes to a submitted item, but you can
submit additional information or attachments.
Assignment
Research Paper
You are required to adhere to the following format & develop a
research paper, typed, double
-
spaced, 1

-
inch margin, 5 pages exclusive of references and title page.
Referen
ces are to be cited
using the APA Style Manual 6th edition.
Write a research paper on health indicators of any cultural
group you are interested or those
discussed in this course, describe the contributions of health
disparities to morbidity and
mortality
within the group, communities, or societies.
Be sure to include:
·
Title Page (not part of the page count) use APA Style Manual
6th edition for format
·
Introduction to the problem and its significance
·
Description of health
indicators
·
Any recommendations
·

Conclusion
·
Reference page (not part of page count) use at least 3
-
5 scholarly sources; websites may
be included but are not to be included as scholarly sources.
Grading Rubric
Students will write a research paper on he
alth indicators of a particular culture and group and
then describe the contributions of health disparities to morbidity
and mortality among the
specific groups, communities, or societies. The grading rubric
for this assignment establishes
total percentage
grades (5 pages)
PLO: #3. Describe the contributions of health disparities to
morbidity and mortality among
specific groups, communities, and societies.
Outstanding
Achievement
Commendable
Achievement
Marginal

Achievement
Unsatisfactory
Achievement
Failing
Identified
a cultural
group
Outstanding
Achievement: 5%
-
Clearly defines
cultural group in
terms of history,
geography and
Commendable
Achievement: 4%
-
Clearly defines a
cultural group
without adequately
describing some
Marginal
Achievement:
3%
-
Defines a
cultural group
without
adequately

Unsatisfactory
Achievement:
2%
-
Lists a
cultural group
without further
definition
Failing:
0%
-
missing
MGMT-340
Richard Perez
Petrie's Electronics Case, Chapter 3, Questions 1, 2, and 3
1. What qualities might Jim possess that would make him a
successful project manager?
2. How do you think Jim should respond to Ella’s implied
pressure about the importance of the project to her?
3. What strategies might Jim employ to deal with a very busy
team member such as Carmen Sanchez?
Petrie's Electronics Case, Chapter 4, Questions 1, 2, and 3
1. Look over the scope statement (PE Figure 4-1). If you were
an employee at Petrie’s Electronics, would you want to work on
this project? Why or why not?
2. If you were part of the management team at Petrie’s
Electronics, would you approve the project outlined in the scope
statement in PE Figure 4-1? What changes, if any, need to be
made to the document?

3. Identify a preliminary set of tangible and intangible costs you
think would occur for this project and the system it describes.
What intangible benefits do you anticipate for the system?
Alternative ACost Benefit Analysis Spreadsheet For CRM
SystemsYEAR 0YEAR 1YEAR 2YEAR 3YEAR 4YEAR
5TOTALMust be given:Net Economic
Benefit$0$65,000$65,000$65,000$65,000$65,0001. Net
economic benefit from Tangible benefit worksheet goes in row
7 cell
C70.1210.892860.79719387760.71178024780.63551807840.567
42685572. discount rate:Row 8 Cell A8 as a fraction; ie 12%
would be entered as .12PV of
Benefits$0$58,036$51,818$46,266$41,309$36,8833. One time
cost which will be placed in row 13,cell B13. make sure to enter
the cost as a negative4. Recurring costs place in row 15 - cell
C15, make sure to enter the cost as a negativeNPV of all
Benefits$0$58,036$109,853$156,119$197,428$234,310$234,31
0One-Time Costs($49,000)Recurring
Costs$0($35,000)($35,000)($35,000)($35,000)($35,000)Discoun
t
Rate10.89285714290.79719387760.71178024780.63551807840.
5674268557PV of Recurring
Costs$0($31,250)($27,902)($24,912)($22,243)($19,860)NPV of
all
Costs($49,000)($80,250)($108,152)($133,064)($155,307)($175,
167)($175,167)Overall NPV$59,143Overall ROI0.34Calculating
the Break Even PointBreak-even AnalysisYearly NPV Cash
Flow($49,000)$26,786$23,916$21,353$19,066$17,0231. Find
the last year row 30 is negative; go up the column to the year
listed in row 6 - write down that result as the whole year. Then
do steps 2 and 3 below to calculate fraction to add to the whole
year valueOverall NPV Cash
Flow($49,000)($22,214)$1,702$23,055$42,120$59,1431Use the
First year of positive cash flow to calculate break-even
fraction2. First year row 30 is positive, take row 29 and subract

row 30 in same column and then divide result by the row 29
value/ row 29Actual break-even occurs atPost step 3 here!!!1.93
yearsexampleFirst year row 30 is positive$23,916row 29 value
from same year for when row 30 is
positive$1,702subract$22,214/$23,9160.9288533333BEP3.
ADD Step 1 (full year value) with Step 2 (fractional year value)
=1.93 years
118119
CASE: PETRIE’S ELECTRONICS
Systems Planning and Selection
Now that the “No Customer Escapes” project team has been
formed and a plan has been developed for distributing project
information, Jim began working on the project scope statement,
workbook, and baseline project plan. He first drafted the project
scope statement and posted it on the project’s intranet (see PE
Figure 4-1). Once posted on the intranet, he sent a short e-mail
message to all team members requesting feedback. Minutes after
sending the e-mail, Jim’s office phone rang.
“Jim, it’s Sally. I just looked over the scope statement and have
a few comments.”
“Great,” replied Jim, “it’s just a draft. What do you think?”
“Well, I think that we need to explain more about how the
system will work and why we think this new system will more
than pay for itself.”
“Those are good suggestions; I am sure many others will also
want to know that information. However, the scope statement is
a pretty high-level document and doesn’t get into too much
detail. Basically, its purpose is to just formally announce the
project, providing a very high-level description as well as
briefly listing the objectives, key assumptions, and
stakeholders. The other documents that I am working on, the
workbook and the baseline project plan, are intended to provide
more details on specific deliverables, costs, benefits, and so on.

So, anyway, that type of more detailed information will be
coming next.”
“Oh, OK, that makes sense. I have never been on a project like
this, so this is all new to me,” said Sally.
“Don’t worry,” replied Jim, “getting that kind of feedback from
you and the rest of the team will be key for us doing a thorough
feasibility analysis. I am going to need a lot of your help in
identifying possible costs and benefits of the system. When we
develop the baseline project plan, we do a very thorough
feasibility analysis—we examine financial, technical,
operational, schedule, legal and contractual feasibility, as well
as potential political issues arising through the development of
the system.”
“Wow, we have to do all that? Why can’t we just build the
system? I think we all know what we want,” replied Sally.
“That is another great question,” replied Jim. “I used to think
exactly the same way, but what I learned in my last job was that
there are great benefits to following a fairly formal project
management process with a new system. By moving forward
with care, we are much more likely to have the right system, on
time and on budget.”
“So,” asked Sally, “what is the next step?”
“Well, we need to do the feasibility analyses I just mentioned,
which become part of the project’s baseline project plan. Once
this is completed, we will have a walkthrough presentation to
management to make sure they agree with and understand the
scope, risks, and costs associated with making ‘No Customer
Escapes’ a reality,” said Jim.
“This is going to be a lot of work, but I am sure I am going to
learn a lot,” replied Sally.
“So, let me get to work on the feasibility analyses,” said Jim. “I
will be sending requests out to all the team members to get their
ideas. I should have this email ready within an hour or so.”
“Great, I’ll look for it and respond as soon as I can,” answered
Sally.
“Thanks, the faster we get this background work done, the

sooner we will be able to move on to what the system will do,”
replied Jim.
“Sounds good, talk to you later. Bye,” Sally said.
“Bye Sally, and thanks for your quick feedback,” answered Jim.
CASE: PETRIE’S ELECTRONICS
Managing the Information Systems Project
Jim Watanabe, the assistant director of information technology
at Petrie’s Electronics, a Southern California–based electronics
retail store, walked into his building’s conference room. It was
early in the morning for Jim, but the meeting was important for
him. Jim was going to put together his team for the customer
relationship project he had just been named to manage. It was
Jim’s first big project to manage at Petrie’s, and he was excited
about getting started.
“Hi Jim,” said Ella Whinston, the chief operations officer. With
Ella was a guy Jim did not know. “Jim, this is Bob Petroski.
I’ve asked that he be on your project team, to represent me.”
Jim and Bob shook hands. “Nice to meet you, Jim. I’m looking
forward to working with you on this project.”
8081
“And Bob knows how important this project is to me,” Ella said,
“so I expect him to keep me informed about your progress.” Ella
smiled.
Great, Jim thought, more pressure. That’s all I need. Just then,
John Smith, the head of marketing walked into the conference
room. With him was a young woman Jim recognized, but he
wasn’t sure from where.
“Jim,” John said, “Let me introduce you to Sally Fukuyama. She
is the assistant director of marketing. She will be representing
marketing, and me, on your ‘No Customer Escapes’ project.”
“Hi Jim,” Sally said, “I have a lot of ideas about what we can

do. Even though I still have my regular job to worry about, I’m
excited about working on this project.”
“Hi Jim,” Sally said, “I have a lot of ideas about what we can
do. Even though I still have my regular job to worry about, I’m
excited about working on this project.”
“Who else will be on your team?” Ella asked.
“I am bringing Sanjay Agarwal from IT,” Jim said. “He is in
charge of systems integration in the IT department and reports
to me. In addition to myself and Sanjay and Sally and Bob, we
will also have a store manager on the team. I’m trying to get
Carmen Sanchez, thmanager of the store in Irvine (California).
Like the rest of us, she is really busy, but I think we have to
have a store manager on the team.”
“Irvine?” Ella asked. “That’s one of our top stores. Carmen
should have a lot of insight into the issues related to keeping
customers, if she is managing the Irvine store. And you are
right, she is going to be very busy.”
“So,” John asked, “When is your first meeting?”
MGMT-340
Richard Perez
Chapter 3, Problems/Exercises, Questions 2 and 4
2. What are some sources of risk in a systems analysis and
design project, and how does a project manager cope with risk
during the stages of project management?
A project manager deals with many risks on a number of
projects. In order to cope with these risks the project manager
must identify the risk, but more importantly the source of those
risks. These risks could be from new technology being
implemented or even ensuring that older software is compatible
with the new one. After you identify the risks and their source
or sources you must try to estimate the consequence that could
occur. These risks could potentially delay the project, change
the budget, or in some cases cause it to fail or be cancelled.
4. Suppose that you have been contracted by a jewelry store to

manage a project to create a new inventory tracking system.
Describe your initial approach to the project. What should your
first activity be? What information would you need? To whom
might you need to speak?
The initial approach I would take with creating a new
inventory tracking system would be to identify the size, scope,
and complexity of the project and determine a plan in which I
will follow in order to support later steps in the process. I will
need to establish a team for this project, which will consist of
myself and possibly one to two people. My team and I will
establish a relationship with our customer or client to ensure
that proper communication is in place before we even begin the
project. The following step would be to properly identify the
scope for the project. Most importantly the project manager will
assist the team in properly translating the key requirements into
a written request. This process does require research and
analyzing a lot of information to determine these key
requirements and the final scope.
Following this step would be to establish effective
management procedures that will ultimately provide a
successful outcome. This process usually consists of the System
Priority Board and the IS development group establishing
standard operating procedures to follow. These procedures can
be used as a guide to establish a more elaborate process for a
specific process. The final step in this phase will be
establishing the project management environment and project
workbook.
Chapter 4, Problems/Exercises, Questions 1 and 6
1. The economic analysis carried out during project
identification and selection is rather superficial. Why is this?
Consequently, what factors do you think tend to be most
important for a potential project to survive this first phase of
the life cycle?
6. Assuming monetary benefits of an information system at
$85,000 per year, one-time costs of $75,000, recurring costs of

$35,000 per year, a discount rate of 12 percent, and a five-year
time horizon, calculate the net present value of these costs and
benefits of an information system. Also calculate the overall
return on investment of the project and then present abreak-even
analysis. At what point does breakeven occur?

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