Each person has two genes for cystic fibrosis. Each gene is 1 point either N or C. Each child receives one gene from each parent. If your genes are NN or NC or CN, then you don\'t have cystic fibrosis, otherwise you do. Harry and Sally plan on having a child, find the probability that it will have cystic fibrosis, given that neither Harry nor Sally has it. O 0.2198 O 0.0953 O 0.1219 O 0.1864 Solution 52 balls, 5 black and 47 white: probability is 5/52 * 4/51 * 3/50 * 2/49 * 1/48 = A option 4 of a kind and one unmatched in poker: We have to choose one set of 4 from 13 sets in 13C1 ways Remaining 1 card in 48C1 ways Probability = 13C1 * 48C1/52C5 = 0.00024.....B option.

1. Fiona Barnes did not feel well as the deputy commissioner’s office door closed behind her. She
walked back to her office wondering why bad news seems to come on Friday afternoons. Sitting
at her desk, she went over the events of the past several days and the decision that lay ahead of
her. This was clearly the most difficult situation that she had encountered since her promotion to
the position of director of evaluation in the Department of Human Services.
Fiona’s predicament had begun the day before, when the new commissioner, Fran Atkin, had
called a meeting with Fiona and the deputy commissioner. The governor was in a difficult
position: In his recent election campaign, he had made potentially conflicting campaign
promises. He had promised to reduce taxes and had also promised to maintain existing health and
social programs, while balancing the state budget.
The week before, a loud and lengthy meeting of the commissioners in the state government had
resulted in a course of action intended to resolve the issue of conflicting election promises. Fran
Atkin had been persuaded by the governor that she should meet with the senior staff in her
department, and after the meeting, a major evaluation of the department’s programs would be
announced. The evaluation would provide the governor with some post-election breathing space.
But the evaluation results were predetermined—they would be used to justify program cuts. In
sum, a “compassionate” but substantial reduction in the department’s social programs would be
made to ensure the department’s contribution to a balanced budget.
As the new commissioner, Fran Atkin relied on her deputy commissioner, Elinor Ames. Elinor
had been one of several deputies to continue on under the new administration and had been
heavily committed to developing and implementing key programs in the department, under the
previous administration. Her success in doing that had been a principal reason why she had been
promoted to deputy commissioner.
On Wednesday, the day before the meeting with Fiona, Fran Atkin had met with Elinor Ames to
explain the decision reached by the governor, downplaying the contentiousness of the discussion.
Fran had acknowledged some discomfort with her position, but she believed her department now
had a mandate. Proceeding with it was in the public’s interest.
Elinor was upset with the governor’s decision. She had fought hard over the years to build the
programs in question. Now she was being told to dismantle her legacy—programs she believed
in that made up a considerable part of her budget and person-year allocations.
In her meeting with Fiona on Friday afternoon, Elinor had filled Fiona in on the political
rationale for the decision to cut human service programs. She also made clear what Fiona had
suspected when they had met with the commissioner earlier that week—the outcomes of the
evaluation were predetermined: They would show that key programs where substantial resources
were tied up were not effective and would be used to justify cuts to the department’s programs.

2. Fiona was upset with the commissioner’s intended use of her branch. Elinor, watching Fiona’s
reactions closely, had expressed some regret over the situation. After some hesitation, she
suggested that she and Fiona could work on the evaluation together, “to ensure that it meets our
needs and is done according to our standards.” After pausing once more, Elinor added, “Of
course, Fiona, if you do not feel that the branch has the capabilities needed to undertake this
project, we can contract it out. I know some good people in this area.”
Fiona was shown to the door and asked to think about it over the weekend.
Fiona Barnes took pride in her growing reputation as a competent and serious director of a good
evaluation shop. Her people did good work that was viewed as being honest, and they prided
themselves on being able to handle any work that came their way. Elinor Ames had appointed
Fiona to the job, and now this.
Your Task
Analyze this case and offer a resolution to Fiona’s dilemma. Should Fiona undertake the
evaluation project? Should she agree to have the work contracted out? Why? In responding to
this case, consider the issues on two levels: (1) look at the issues taking into account Fiona’s
personal situation and the “benefits and costs” of the options available to her and (2) look at the
issues from an organizational standpoint, again weighing the “benefits and the costs.”
Ultimately, you will have to decide how to weigh the benefits and costs from both Fiona’s and
the department’s standpoints.
Solution
Fiona Barnes didn't believe good because the deputy commissioner's administrative center door
closed behind her. She walked back to her office wondering why unhealthy news seems to come
back on Friday afternoons. Sitting at her desk, she went over the hobbies of the final a number of
days, and the decision that lay forward of her. This used to be evidently probably the most
elaborate crisis she had encountered considering her promoting to the function of Director of
analysis within the department of Human offerings.
Fiona's hindrance had begun the day earlier than, when the new commissioner, Fran Atkin, had
called a assembly with Fiona and the deputy commissioner. The governor was once in a
problematic role: in his up to date election campaign, he had made potentially conflicting
campaign guarantees. He had promised to slash taxes and had also promised to keep current
wellness and social packages, while balancing the state price range.
The week before, a loud and prolonged assembly of the commissioners in the state govt had
resulted in a course of action supposed to unravel the challenge of conflicting election
guarantees. Fran Atkin had been persuaded by means of the governor that she should meet with

3. the senior staff in her department, and after the meeting, a principal evaluation of the
department's packages would be introduced. The evaluation would provide the governor with
some post-election breathing space. However the analysis results had been predetermined they'd
be used to justify application cuts. In sum,a compassionate however enormous discount in the
division's social applications would be made to be certain the division's contribution to a
balanced finances.
As the new commissioner, Fran Atkin relied on her deputy commissioner, Elinor Ames. Elinor
had been one of many deputies to proceed on underneath the new administration and had been
heavily dedicated to establishing and implementing key packages within the division, beneath
the previous administration. Her success in doing that had been a essential intent why she had
been promoted to deputy commissioner.
On Wednesday, the day earlier than the assembly with Fiona, Fran Atkin had met with Elinor
Ames to provide an explanation for the determination reached by the Governor, downplaying the
contentiousness of the dialogue. Fran had recounted some agony along with her position, but she
believed her division now had a mandate. Proceeding with it was once within the public's
curiosity.
Elinor was upset with the governor's selection. She had fought tough over time to construct the
programs in query. Now she used to be being informed to dismantle her legacy packages she
believed in that made up a colossal a part of her funds and man or woman-12 months allocations.
In her assembly with Fiona on Friday afternoon, Elinor had crammed Fiona in on the political
motive for the choice to cut human carrier programs. She also made clear what Fiona had
suspected after they had met with the commissioner earlier that week the outcomes of the
analysis had been predetermined: they would exhibit that key packages the place enormous
assets had been tied up weren't mighty and can be used to justify cuts to the department's
packages.
Fiona used to be upset with the commissioner's intended use of her branch. Elinor, looking at
Fiona's reactions carefully, had expressed some regret over the crisis. After some hesitation, she
advised that she and Fiona could work on the analysis together, to make certain that it meets our
desires and is finished in keeping with our specifications. After pausing once more, Elinor
added,Of direction, Fiona, if you don't believe that the department has the capabilities wanted to
undertake this venture, we will contract it out. I know some just right folks on this area.
Fiona was once proven to the door and asked to believe about it over the weekend.
Fiona Barnes took pleasure in her growing reputation as a in a position and critical director of a
excellent evaluation keep. Her folks did just right work that used to be viewed as being honest,
they usually prided themselves on being competent to manage any work that came their manner.
Elinor Ames had appointed Fiona to the job, and now this.

4. (McDavid 395-396)
McDavid, James C. Program analysis and performance size: An Introduction to practice. SAGE
Publications, Inc, 08/2005. VitalBook file.
The citation offered is a tenet. Please assess each quotation for accuracy before use.
Writing challenge 1 together with references
Now that you have chosen your company or software, familiarized your self with its cause, and
finished your wishes evaluation, in preparation to your ultimate software evaluation this module,
you will create a common sense mannequin.
This model will support you visualize the key inputs, components, objectives, outputs,
constructs, and outcomes to your company and program as good as the outcomes that you are
going to talk about in detail in M5 challenge 2 (RA 2). Whenever you whole your logic
mannequin, you are going to additionally don't forget the function of efficiency size to your
proposed software analysis.